2015 Benchmarking Workshop Presentation

Welcome…
The meeting will begin at 8:30
Match your folder color with the one
on the table
Write your name and organization
on the tent card
IAMFA BENCHMARKING PRACTICES
AND LEARNING WORKSHOP

8:30-10:00 Introductions
10:00 – 10:20 Break and Photo
10:20-11:20 Survey Results
11:20 – 11:50 ICOM Environmental Guidelines
12:00 – 1:00 Lunch
1:00 – 1:40 Energy, Sustainability & Utilities
1:40 – 2:15 Hot Topics and Emerging Issues
2:15 – 2:30 Break
2:30 – 3:45 Town Hall Discussion
3:45 - ?? Wrap Up / Critique of Workshop / Bar
Agenda Overview:

Chicago Water Tower
 Constructed 1869
 Only public building that
survived the Chicago Fire
 White Castle Restaurants
“borrowed” the design

Safety Moment:
 Fire alarm
 Exits
 Tripping hazards
 Hydration

Your name
Your institution:
 Name
 Location
 Age of oldest building
Introductions – Previous Attendees

Harley-Davidson Museum
Iolani Palace
Canada Science & Technology Museum
British Museum
San Francisco Art Institute
Introductions – New or Returning

• Opened in July 2008 (105th Anniversary)
• 20 acre campus in beautiful Milwaukee, Wisconsin, 3 buildings,
133,000 SF
• Approximately 165,000 visitors per year
• 85% Caucasian
• 38% Female
• 11% International
• 53% don’t have a M/C license
• 45% of those want to learn to ride
• 81% don’t own a H-D motorcycle
• 50% want to buy a M/C
• A “for profit” museum - two restaurants, The Shop, paid private
events
Harley-Davidson Museum
7.31.15

Annual Number of Visitors
• 2014 = 103,744
• 2013 = 110,987
• 2012 = 115,573
• 2011 = 105,377
• 2006 = 66,286
68,543
(thru July ‘15)
This will be a record
year!

Number of Visitors: 20-Year Historical
Sept. 11th
40,000
50,000
60,000
70,000
80,000
90,000
100,000
110,000
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Year 2014
Accreditation Presentation
Feb. 26th
Washington, DC
Dec. ‘03 – Board approves vision statement
Jun. ‘04 – New strategic plan
Nov. ‘06 – CAP
Jul. ‘09 – MAP
Aug. ‘11 – AAM gives green light
Apr. ‘13 – Completed application
Nov. ‘13 – Site visit

IAMFA Annual
Conference
Benchmarking Workshop
20 September 2015

Introduction – Personnel
Howard Evans
Head of Property and Facilities Management
Tim Osborne
Building Services Manager

• Properties – Outlying Sites

Some Facts and Figures
 Founded1753 by Act of Parliament
– Free admission to all “studious and curious persons”
 Visitor numbers
– 1780: 5,000
– 2010: 5.8 million
– 2013: 6.7 million
– 2015: 7.1 million (forecast)
– 2020: 8.0 million (target)
 Estate size: 118,000m2 / 1.27m ft2
 Visitors to website: 34 million
 Collection: 8 million objects
 Loans out: lending circa 4500 objects

Properties – Main Site
 1759 – Museum opened to public in Montagu House
(built circa 1686) on current site in Bloomsbury
 1808 – Townley Galleries
 1827 – works to progressively demolish Montagu
House and construct Smirke quadrangle building
and King’s library 1827-1852
 1857 – Reading Room
 1885 – White Wing 1885
 1907 – King Edward VII Galleries
 1939 – The Duveen Gallery (opened 1962)
 1979 – New Wing
 2000 – Great Court
 2014 – WCEC

Properties – Outlying Sites
 Perimeter properties at Bloomsbury
 Storage Facilities in London and outside of London
 There are a number of constraints and opportunities

The Focus
 Develop and improve the buildings for the benefit of
our visitors
In order to
 Extend and enhance their engagement with the
collection
Underpinning everything, we will
 Promote financial and environmental sustainability

The Challenges
 New space for collection and working on the collection
 Island site bounded on four sides
 Inefficient infrastructure
 Budgets
 Visitor engagement with growing numbers
– Welfare facilities
– Security, search and fire strategy
– Hospitality

The Opportunities
 WCEC
– Environmentally controlled storage
– Logistic facility
– Sainsbury’s Exhibition Gallery
– Research & Conservation Facilities
 Non-collection storage
 Staff accommodation / back of house
 Agile use of space
 Wide scale reviews – Museum of the Future

FOUNDEDIN1871
SAN
FRANCISCO
ART
INSTITUTE
FOUNDEDIN1871

PUBLIC PROGRAMS
Weekly rotating student exhibitions in the Diego Rivera
Gallery
Walter and McBean Galleries rotate exhibitions on a
quarterly basis. Recent shows: Energy That Is All Around
(Mission School), Doug Hall: The Terrible Uncertainty of
the Thing Described.
Weekly lecture series that are free and open to the public
Salons, symposiums, Public Education, summer youth
programs, and Concentrate

LIBRARY COLLECTIONS
& ARCHIVES

FACILITIES
CHALLENGES
• Aging concrete in a marine
environment
• Decades of deferred
maintenance
• Historic buildings
• 600+ STUDENT ARTISTS!
• Institutional culture

10:00 – 10:20
Stretch, Photo and Break

Keith McClanahan
Facility Issues
(928) 213-9767
keithmcc@facilityissues.com
Benchmarking Survey Results
and Trends
2015 IAMFA

 Background
 Report
 Current year highlights
 Review data anomalies
 Comparisons with other groups
 How to use the benchmarking information
 Benefits to first year participants
Presentation Outline

IAMFA – Prior Conference Feedback
 Hot topics discussion is highly valued
 Networking is really why we are here…
 More of it
 Mix the seating up
 Use lunch time
 Free flowing discussion
 Presentations…
 “Just a few”
 Relevant

IAMFA – Steering Committee
Brent Adams, Library of Congress
Brian Coleman, Museum Victoria
Jennifer Fragomeni, Exploratorium
Kendra Gastright & Steve Hinz, Smithsonian Institution
John Glen, Auckland War Memorial Museum
Patrick Jones, Art Institute of Chicago
Guy Larocque, Canadian Museum of Civilization
Linda McMillian & Jack Plumb, National Library of Scotland
Rich Reinert, Philadelphia Museum of Art
Dave Samec, National Gallery
Tony Young, Carnegie Museums

IAMFA Steering Committee
Major Responsibilities…
 Adjustment/update survey
 Assistance in identifying new participants
 Format and layout of report
 Guidance in setting the Workshop agenda
 Always looking for ways to improve/add value

Survey Additions…
 Smaller institution survey < 50,000 gsf
 BAS/EMS

Survey Additions…
 Janitorial and Security Contractor Names
 Integrated pest management

Survey Enhancements
 Show graphical results by quartile
 Input gas energy value
 Implement minimum and maximum values

IAMFA – Schedule
Schedule Dates Activity
September 21 – October 9 Final data input/adjustments
October 9 Final data revisions due
October 23 Issue final report (electronic and
hard copy as requested)

IAMFA Benchmarking Process:
1. Define Benchmarks
& Reach Consensus
2. Enroll
3. Gather
Data
4. Publish
Comparisons

IAMFA Benchmarks
2014 Report 2015 Report

Benchmarking Groups Include…
 IFMA’s Utility Council
 Museum and Cultural Institutions (IAMFA)
 Facility Managers Roundtable (FMRT)
 Research Facilities Benchmarking Group (Labs)
 Outsource Providers

IAMFA Benchmarks 2014 Median: $3.79/GSF

IAMFA Benchmarks 2014 Median: 40/GSF

1. Define Benchmarks
& Reach Consensus
2. Enroll
3. Gather
Data
5. Focus on Best
Practices
4. Publish
Comparisons

Additional/upgraded emergency generation

8. Repeat
1. Define Parameters
& Reach Consensus
2. Choose
Partners
3. Gather
Data
5. Focus on Best
Practices
4. Publish
Comparisons
6. Implement
Ideas
7. Track

Keith McClanahan
Facility Issues
(928) 213-9767
keithmcc@facilityissues.com
Using Benchmarking Effectively
Communication Strategies for…

Components of Successful Benchmarking
Explain the Benchmarking Cycle…
Emphasize that this is a Continuous
Improvement Process
 An Annual Cycle
If this is your First Year explain that it
will be a Learning Process
Have Examples handy for each phase
 Survey
 Report
 A Best Practice

Utility Council Process:
8. Repeat
1. Define Parameters
& Reach Consensus
2. Choose
Partners
3. Gather
Data
5. Focus on Those
That Appear Better
4. Publish
Comparisons
6. Implement
Ideas
7. Track

Communication Strategy for Different Groups
 FM Organization – Key charts in a highly
visible location
 Customers / Users – A short written
summary report including where we stand
and what we are doing to improve
 Senior Management – A Presentation of Key
Findings and Action Plans

 Identifies Under / Over Performance
 Basis for Goal Setting
 Creates an Acceptance for Change
 Identifies Improved Work Processes
 Improved Understanding of Organization
 Better Prepared for Outsourcers
 Auditors Focus on Other Departments
Communication Strategy -
For the FM Organization…

 Comparing Our Costs With Peers
 Comparing Our User Satisfaction With
Peers
 Expected Benefits – keep it short…
 Identifies Under / Over Performance
 Identifies Improved Work Processes
 Information on How We Are Doing Will Be
Distributed
For Customers and Users…

 Comparing Our Costs / User Satisfaction With
Peers (List the Peers)
 If this is Your First Time
 Don’t Promise Too Much
 Emphasize this will be a Learning Process
 Don’t Over-React to First Year Data
 Identify Where Collaboration is Needed for
Non FM Data (i.e. Security)
For Senior Management…

Analysis of Reports
 Review data submittal accuracy
 Question high/low normalized costs
 Understand why your site may not
appear on a chart
 Identify critical charts

Key Charts…
 Operating cost distribution
 Electrical usage per area
 Energy usage per area
 Maintenance cost per area
 Janitorial cost per area cleaned
 Total operating cost per area
FM budget as a
percent of
institutional budget

For the Final Report…
Score Your Site by Category i.e Utilities,
Maintenance, Custodial…
 Needs Work
 OK
 Doing Great
Prioritize Action Items Based On Your
Business Situation

Occupancy Surveys...
Respond to all employees who provide a
name or phone number
Let them know if you are or are not
implementing their request / suggestion
Email or phone calls are fine

Benchmarking – Why???
The Benefits of Benchmarking
 Know how you compare
 Peers to network with
 Similar facilities
 Understanding of their costs structure
 Best Practices Implemented…
 Improved service
 Reduced costs or additional budget

Website: http://www.FacilityIssues.com
Thank You
More Information….

ICOM Environmental Guidelines
Jack Plumb

IAMFA Chicago 2015
Mr Jack Plumb C.Eng MCIBSE MIET MSLL
Head of Estates
National Library of Scotland
Environmental Guidelines for Collections

1. Environmental Standards – Where did they come from
2. Environmental Standards – Current Standards
3. Environmental Standards – The Future

1. Environmental Standards – Where did they come from

Dr Alexander Scott
Dr Harold
Plenderleith

2. Environmental Standards – Current Standards

BS PD 5454:2012: 13°to 20°c; 55°to 68°f;
35% to 60% RH
PAS 198:2012: 5°to 30°c; 41°to 86°f;
30% to 65% RH
BIZOT: 16°to 25°c; 61°to 77°f;
40% to 60% RH +/- 10% 24hrs

It is acknowledged that the issue of collection
and material environmental requirements is
complex, and conservators/conservation
scientists should actively seek to explain and
unpack these complexities. Guidelines for
environmental conditions for permanent
display and storage should be achievable for
the local climate.
AICCM: 15°to 25°c +/- 4°per 24hr
59°to 77°f; +/- 14°per 24hr
45% to 55% RH +/- 5% per 24hr
Seasonal Drift 40% to 60%
AIC: 15°to 25°c
59°to 77°f;
45% to 55% RH +/- 5% per 24hr
Seasonal Drift 40% to 60%

BS PD 5454:2012
10µw/lumen
National Gallery
8µw/lumen
PAS 198:2012
75µw/lumen
50 lux on a painting - defacto standard
Maximum UVA (below 400nm) is the real challenge

Practical Guide to Sustainable Climate Control
and Lighting in Museums and Galleries
Steensen Varming
Introduce concept of JNF (Just Noticeable Fade)

3. Environmental Standards – The Future

The future and what it means
Energy supply
Climate change

Conclusions:
Current level of energy consumption cannot be sustained
Current environmental conditions cannot be sustained

So what do we do?
Maintain humidity by temperature control
Minimum energy for the minimum of time

Comiske Room - Lunch
Charles Comiske…
• First Baseman
• Founder/Owner – Chicago
White Sox
• Formed American League
• Built Comiske Park
• Inducted into Baseball Hall
of Fame 1939

Water savings initiatives/waterless
fixtures
Jennifer Fragomeni
Guy Larocque

Waterless Urinals
Canadian War Museum
Guy Larocque - Director, Facility Management
Patrick Jefferson - Head, Operations and Maintenance
September 19 2015

• 12 waterless urinals currently installed at the CWM
• Cleaned 4x per day by cleaning staff, $3,000 per year in materials
• Weekly PM to flush lines and add trap seal as directed.
Current Statistics

• Reduced domestic water consumption (600 000 l/yr or 158 500 gal/yr)
• Improper cleaning methods lead to depleted trap seals and cause
significant odour.
• Waterless urinal use will damage traditional drainage piping unless
lines are flushed routinely or are made from purpose designed
materials. Keep this in mind if retrofitting.
Points of Interest

Demand Response
Tony Young
Patrick Jones

IAMFA Benchmarking Topic
Demand Response
Non-electricity (regulatory) costs are becoming
a much more significant cost component.
Museums should actively manage their demand
by:
I. Entering into a demand response program.
II. Installing real-time electricity meter
monitoring.

$0.0000
$0.0100
$0.0200
$0.0300
$0.0400
$0.0500
$0.0600
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
Jan-14
Feb-14
Mar-14
Apr-14
May-14
Jun-14
Jul-14
Aug-14
Sep-14
Oct-14
Nov-14
Dec-14
Jan-15
Feb-15
Mar-15
Apr-15
May-15
Jun-15
Energy Cost
Non-Energy Cost
The Art Institute of Chicago
ComEd Account 8725042006 (111/112/116)
Comparison of Cost/kWh of Energy and Non-Energy Components
Fiscal 2015 & Fiscal 2014

Demand Response Event
Monday July 20th, 2015

Electricity Meter Activity – Peak Summer Day
Friday July 17th, 2015

Aggregate Demand – Chillers Only

Aggregate Demand – Non-Chiller

Waste Audits
Canadian Museum of History
Guy Larocque - Director, Facility Management
Patrick Jefferson - Head, Operations and Maintenance
September 19 2015

• Mandated by provincial legislation
• To identify, quantify and detail pathways of waste and recycling
composition
• To outline sustainability success and plan for the future
• To highlight anomalies in handling costs, opportunities for diversion
and possible savings in time and costs
Why Perform a Waste Audit?

• Invite feedback and/or suggestions from employees and visitors
• Increase participation by adding signage with pictures to recycling
and waste containers.
• Include instructions to empty and rinse containers to prevent
contamination and excess weight of liquids.
• Post recycling program initiatives and acceptable materials in public
common areas
• Participation in annual awareness campaigns
• Increase monitoring presence and routine inspections
Ways to Improve

Best Practices
 External energy audit of site an equipment
 Just relocated to an area that is well established, but
entirely new to me….
Set the expectations at the outset that I would not make
substantial changes in the first 90 days; instead, spend
time taking stock, assessing current conditions, and
getting the lay of the land before implementing strategies
for the future.
 Annual PM work for all of our AHU frequency drives after
having issues with two of our drives not starting after a
shutting them down for a pump PM.
 New Pest Treatment Facility (thermal and anoxia) in WCEC
 Best restroom challenge
 Green Impact Scheme at NHM

Best Practices
 Improved communication on capital project progress
via our Intranet homepage

Best Practices
Creating a
personnel
location
spreadsheet –
useful for
showing at a
glance which
spaces are
available.

Best Practices
 Getting the Estates Helpdesk running smoothly (14
months in operation).

Best Practices
 Building Condition Survey carried out and format
agreed – useful for showing upcoming targets for
fabric maintenance.

Best Practices
 Using shared and common project files via the
Intranet “Sharepoint.”

Issues to discuss
 Risk Management/OHS/ Workers Compensation - explosive
costs and management of associated risks
 One of the discoveries in the first 90 days at my new location is
that some staff feel disenfranchised by the processes currently
in place. My plan is to build solutions through transparency,
SWOT analysis, and a collaborative team approach to process
development. I’d be interested in how others handle such
transitions…
 Setting SLA targets for the Estates helpdesk
 Specifying LED lamps
 Rapid climatic changes (day to day temperature and humidity
swings)
 Handover of new project and transition to operations; and
impact of growing numbers on operations such visitor
services/security and visitor welfare facilities
 Filling technical based vacancy positions

2015 Benchmarking Workshop Presentation

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