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MW18 Presentation: Big Data Analytics in Museum Operations

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By Angie Judge, Dexibit

Published in: Data & Analytics
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MW18 Presentation: Big Data Analytics in Museum Operations

  1. 1. Big data analytics in museum operations MUSEUMS AND THE WEB, VANCOUVER April 2018
  2. 2. Panelists Chief Portfolio Officer, National Museum of African American History and Culture Shanita Brackett Museum Accreditation Specialist, US Army Center of Military History James Oelke Farley Chief Executive Officer, Dexibit Angie Judge Management and Program Analyst, US Capitol Visitor Center Micha Winkler Thomas
  3. 3. Agenda 1 Addressing the challenges of the high season versus the low season at The US Capitol Visitor Center 2 Managing visitor demand in a new build museum at The National Museum of African American History and Culture 3 A portfolio perspective across 47 museums of all sizes, globally at The US Army Center of Military History > 1. How to inspire change across the museum group 2. Building the business case across various departments 3. Instrumentation technologies: where we get data from and what we do with it 4. Capacity, scheduling and wait time management: using data to solve visitor pressures 5. Research projects and using data for predictions 6. Portfolio management requirements and challenges 7. Managing security, sovereignty and privacy in government organizations
  4. 4. Management and Program Analyst US Capitol Visitor Center Micha Winkler Thomas
  5. 5. Inspiring change “Working together for Congress to inform, involve, and inspire every visitor to the United States Capitol.” U.S. Capitol Visitor Center opened on December 2, 2008 Our goal is to provide a welcoming and educational environment for visitors to learn about the unique characteristics of the House, the Senate and the legislative process as well as the history and development of the architecture and art of the U.S. Capitol. ~2.3-2.5 million visitors each year since opening We will welcome our 21 millionth visitor at the end of May!
  6. 6. Building a business case U.S. Capitol Visitor Center’s Strategic & Operations Plan: 2016-2020 Strategic Goals: Visitor Experience and Education, Congress and Partners, Workforce, Operational Efficiency and Productivity. “Collect and analyze visitor data and feedback to inform decisions for enhancing visitor experience, targeting outreach efforts, and improving operational efficiency.” Collaboration between divisions for a collective data story to drive innovation and change
  7. 7. Data focused technology solutions Implemented new technologies to enhance the visitor experience and improve operational efficiency. ● New reservation system for tours, special events, and educational programs ● Multi-year quantitative and qualitative audience evaluation surveys ● People counter technology to create consistency in data + expand the capabilities for tracking visitation ● Virtual Queuing for staff-led walk-up tour passes ● CVC Data Dashboard collaboration: “the CVC story”
  8. 8. Special approaches for peak visitation Complex landscape requires data analysis (science + art) to predict and anticipate visitation Multiple factors include the expected - general tours of the Capitol, Congressional events, and annual seasonal events - to the unexpected - unanticipated weather and security events Use data to learn the who, what, where, why and then determine the how. Be prepared yet be flexible. Anticipate the unexpected.
  9. 9. Managing security, sovereignty and privacy The Capitol Visitor Center was designed to make the U.S. Capitol more accessible, convenient, secure, and informative for millions of visitors each year. Data collection important for the safety and security of our visitors as well - how many people in the building at any one time
  10. 10. Micha Winkler Thomas, US Capitol Visitor Center Data transforms ideas into successful strategic decisions. The more you know your audience, the better you can serve them. Collect the data, analyze and apply. Evaluate the outcomes, adjust the methods, and apply the changes for a better solution. Fine tune until you have a process that works but be open to change and innovation in order to continually strive for the best experience for the visitor and for the operation.
  11. 11. Chief IT Portfolio Officer Smithsonian Institution National Museum of African American History and Culture Shanita Brackett
  12. 12. The National Museum of African American History and Culture (NMAAHC) opened its doors on September 24, 2016, as the 19th and newest museum of the Smithsonian Institution. It is the nation’s largest and most comprehensive cultural destination devoted exclusively to exploring, documenting and showcasing the African American story and its impact on American and world history. In just over four months after its opening, the museum welcomed 1 million visitors. And the museum’s dwell time, the length of time a visitor stays in a museum, is unparalleled—averaging six hours or more on weekends, compared to 75 minutes to two hours for most museums. Each day, the museum continues to welcome thousands of visitors ready to explore the history and culture of African Americans. Inspiring Change
  13. 13. Anticipating the growing interest in the museum opening, museum leaders introduced a timed entry process in order to manage visitation and ensure a safe environment for a comfortable museum experience. The timed entry process considered: ● Maximum building capacity ○ History, Community and Cultural Galleries ○ The Sweet Home Café ● Emergency response protocols and personnel ● Safety and control of indoor and outdoor grounds. Building a Business Case for Timed Entry General Public Members Tour Operators Education and Social Groups
  14. 14. Visitation Timed Entry ETix: https://www.etix.com/ticket/online/ Visitation Count Sensource: https://www.sensourceinc.com/ Visitation Analysis Dexibit: https://dexibit.com/ Technology Stack
  15. 15. Researching attrition with predictive analytics Since opening: ● Peak Season 2017 ● Non-peak Season 2017 ● Peak Season 2018 (just entered). Visitation is normalizing. Therefore, museum leaders implemented two programs to understand visitation and its demands. ● Attrition study with Dexibit to analyze data collected from ETix and predict demand. ● Walk-Up Wednesdays in April 2018 is a pilot to test no-pass entry.
  16. 16. Managing security, sovereignty and privacy Technology Review Board requires 3-stage process that is managed by OCIO at enterprise level: ● Tailoring ● Privacy and Security ○ Infrastructure ○ Web ○ Process ● Production Readiness.
  17. 17. Shanita Brackett Smithsonian Institution, National Museum of African American History and Culture Data collection and visualization are important in decision-making, but data analysis tells the rest of the story. Data + Interpretation = Meaning
  18. 18. Museum Accreditation Specialist US Army Center of Military History Army Museum Enterprise James Oelke Farley
  19. 19. Army Museum Enterprise (AME) The AME is a network of museums, Training Support Facilities (TSFs), heritage displays, and Museum Support Centers (MSC) that perform education, training, Research and Development (R&D), conservation and preservation, unit and public outreach for the Army. Mission: The mission of the AME is to support the training, education, and esprit de corps of Soldiers and Army Civilians; to serve as the repository and steward for the Army’s artifacts; to support Army research and development and civil works programs; and to facilitate public education regarding the Army and its heritage of service to the nation.
  20. 20. Background The United States Army has 60 Army Museum Enterprise (AME) activities of various sorts in Germany, Korea, Hawaii, and across the continental United States. Forty six (46) of these are museums and we average about 2.5 millions guests a year across the system. Within just these museums - we control 422.5 acres of land with 45.5 acres of that being actual museum gallery and curatorial space. We are in a process of consolidation, conversion, and closure of facilities with the ultimate goal of about less than forty museums (including the new National Museum of the United States Army), four Training Support Facilities (TSFs), several heritage displays, etc. All of these decisions driven by data. Yet challenges remain in how to obtain identical datasets from such a wide variety of non-contiguous establishments...
  21. 21. Building a business case In creating the concept of an enterprise solution to manage the Army museums, we needed to establish baselines. Quantitative data from the past was gathered to identify trend lines in the data. We examined staffing (civilian, military, and volunteers), our educational programs (by hours, number of affiliations, attendees, etc.), we counted visitors, we compared notes on costs (staff pay, non-personnel, facilities, etc.), we looked at the physical plant (size of grounds, number of buildings and square footage of same), etc. We even counted how many tanks, airplanes, helicopters, jeeps, etc. that were on our grounds. We continue to gather non-intrusive data to improve operations.
  22. 22. Technology stack Average Department of Army civilian staffing of a facility is three employees. Information Technology (IT) - The US Army Network Enterprise Technology Command controls all computers through a series of 1200 NEC’s or Network Enterprise Centers. Almost all computer controlled device solutions (IoT, PoE, etc.) would threaten the security of those systems thus it appears we need stand-alone computers, an internet access point, and a cloud-based approach for each facility. There is obviously a large cost factor involved if that route is chosen. Across the board solutions are being investigated - beam-breaks, thermal imaging, etc. and other methods used in retail situations to judge impact and visitor pass-through. In a perfect world, heat mapping of gallery spaces to show traffic flow patterns, etc. would be preferable yet we must also be concerned with privacy of our patrons.
  23. 23. Portfolio management across multiple venues The management of a disparate grouping of museums across great distances, with varying degrees of public access, and greatly divergent visitation are many yet data allows us an opportunity to track operations from afar. With cloud-based solutions we envision a future where real- time tracking of data can be viewed at a centralized headquarters. In a perfect world, we would like to see environmental conditions within the facilities, know at a glance how many visitors are within a specific museum, and track cost per visitor, special exhibit impact, etc. for each museum...all while maintaining the privacy and security of our visitors.
  24. 24. Managing security, sovereignty and privacy The trick is to do all of this without becoming an Orwellian presence within museums. We have to be cognizant of real- world threats to our staff and visitors. Large ques of people can be a soft-target. We need to ensure that we are not intrusive i.e. no tracking of the cellular devices, etc. There are other privacy concerns as well - retail stores have access to video tracking software to do visitor counting; the very idea of “tracking” anyone is disconcerting. We have yet to identify a “one-stop” solution to our visitor counting problems. We are still at work to identify a solution that passes Army legal and ethical review while providing the data accuracy we require.
  25. 25. James Oelke Farley, US Army Center for Military History Quantitative and qualitative data analysis is an important methodology in leading organizational change in a large museum system
  26. 26. Big data analytics in museum operations Q&A

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