At the Guggenheim Museum Bilbao, we are working onpreparations for IAMFA’s upcoming annual conference, whichwill take place in September 2005. Innovation will be thecentral theme of the conference, through a careful blend oftopics which combine the practical and the theoretical in aseries of talks scheduled for the three days of the conference.

These talks will be given in different institutions locatednear the Guggenheim Museum Bilbao, which was designedby architect Frank O. Gehry. The Museum is located inan area of the city called Abandoibarra: the work of thefamous architect and urban planner Cesar Pelli. We aregoing to propose the recently opened Sheraton Hotel, alsolocated near the Museum, as the first meeting place forconference attendees.

The first day of the conference will be held in theGuggenheim Museum itself, where we will offer a numberof subjects focusing mainly on our own experience. Althoughthe final details for the conference will be set out in laterissues of Papyrus, we would like to give you a foretaste ofsome of the topics we expect to include in the program.

Given that the architectural features of this singularbuilding are of great interest to many people, our programkicks off with a presentation by a collaborating architectfrom the local engineering company that supervised theMuseum’s construction. Through this presentation, we willtry to give attendees an idea of the challenges involved inthis project, the search for solutions, and the results obtained.

Another subject we propose to examine is general acces-sibility. Over the years, customer satisfaction has been oneof the basic precepts of the Museum’s operation. As a result,our aim throughout 2003 was to make progress in this fieldby implementing a continuous improvement system whichfocused upon ensuring accessibility to the Museum foreveryone — including not only persons with physicaldisabilities, but also the elderly, children, the blind, thedeaf and the mentally handicapped. Although this systemhas been in place for only a short time, it has allowed usto see that there are no limits to this subject, and that apolicy of continuous improvement may be the ideal tool.The rapid development of technology and a greater social

PAPYRUSVOLUME 5 WINTERNUMBER 3 2004–2005

IAMFA 2005 — Basque-ing in Bilbao

I N T E R N A T I O N A L A S S O C I A T I O N O F M U S E U M F A C I L I T Y A D M I N I S T R A T O R S

INSIDE THIS ISSUEMessage from the President . . . . . . . . . . . . . . 3

IAMFA 2004 in Boston . . . . 5

Benchmarking Review . . . . 7

The Lighter Side of Facilities Management . . . 11

Managing Energy Consumption . . . . . . . . . . 12

New Environment Guidelines at the Smithsonian . . . . . . . . . . . 16

The Royal Exhibition Building in Melbourne . . . 18

Letter from the Editor . . . . 20The Guggenheim Museum Bilbao at night.

continued on page 2

2

awareness, will allow us, without doubt,to make advances in this field.

We also propose to deal with qualitymanagement and the European excel-lence model we have adopted at theGuggenheim Museum. We intend toinclude topical subjects such as theenvironment, and exchange experienceswith other institutions with regard tothe environmental management weare carrying out.

We are receiving proposals for otherequally interesting subjects, which wewill include in the program over thecoming months. We would like toencourage you to provide informationon any of your own organizations’practices which might serve as framesof reference for other cultural institutions.

As a new and complementary aspectof the program, we are hoping to bringtogether the IAMFA members with repre-sentatives of the top Basque and Spanishmuseums and cultural institutions. Weare also drawing up an extremely inter-esting guest program, which will allowcompanions of IAMFA members to famil-iarize themselves with our culture. Wehope to make their visit to the BasqueCountry an unforgettable experience.

We look forward to welcoming youto Bilbao in 2005. Details and registra-tion forms for the conference will appearin upcoming issues of Papyrus.

Rogelio DiezGuggenheim Bilbao Museum Facilities Manager

A view of the ceiling inside the Museum’s Atrium.

IAMFA 2005 — Basque-ing in Bilbao — continued from page 1Conference topics and

speakers are needed for the

2005 Conference in Bilbao.

All members are strongly

encouraged to provide possible

topics or speakers to any

Board member by

January 5, 2005.

Please see page 4, where the

names and e-mail addresses of

all Board members are listed,

or visit our Web site at

www.iamfa.org

3

A Time For RenewalAnd GrowthIn this, my first article as your newPresident, I wish to call upon eachof you to share in my optimism andexcitement for what I believe will be ayear of renewal and growth for IAMFA.My optimism stems from the fact that,although we are still a young organi-zation, we have more than doubledour membership over the past ten yearsand it will continue to grow with yourinvolvement. My excitement stems fromthe fact that we are all volunteers inthis Association, which is committedto the care of the buildings that housethe world’s art, heritage and culturaltreasures — for which we all have adirect responsibility for preserving andprotecting. Our commitment to thismost noble of professions, in whichwe are sometimes asked to performextraordinary deeds, encourages us toseek out our peers, to invite discussion,and to learn from and share with eachother our knowledge, experience andpractices. This desire to seek out andnetwork with our counterparts in otherorganizations is the very heart andmandate of IAMFA, and efforts by allof us to solicit new memberships willresult in a wider field of new experi-ences and practices from which wemay benefit.

The direction in which I wish to takeIAMFA during my term is governedby a vision for renewal and growth. Ibelieve that this vision can be translatedinto workable objectives through theimplementation of a Strategic Plan forIAMFA. This plan will determine thestrengths, weaknesses, opportunitiesand threats that exist in this organiza-tion. From that analysis, we shouldarrive at three to five major objectives,along with associated strategies thatIAMFA should undertake in order toremain viable, to increase its member-

ship and to increase its relevance. Inthe meantime, there are other improve-ments that can be undertaken imme-diately, such as creating a discussionforum on our Web site which willprovide members with a convenientopportunity to ask questions whichother members may be able to answeror, at the very least, join in the discus-sion. Another idea discussed recentlywith conference attendees in Bostonis a reduced version of the MuseumsBenchmarking survey that wouldpotentially attract more participantsand increase the statistical validity ofthe sixty or so core measurements ofcost per square foot. These are but afew areas of interest that have beendiscussed, and I invite you all to comeforth with your ideas to any memberof the Board. As you can see, thereare exciting times ahead.

I stand on the shoulders of giants.My work as President of IAMFA willno doubt be made easier because ofthe contributions of past members ofthe Board of Directors. I wish to recog-nize the tremendous contributions madeby our past President, Bill Caddick,

who has served on the Board for oversix years in various positions. Bill’sdedication to IAMFA is a testament tothe benefits that he and his organiza-tion, the Art Institute of Chicago, havederived from their membership, andfrom participating in the annual bench-marking surveys. Bill’s efforts over theyears have also been instrumental inkeeping IAMFA’s business and annualconferences viable throughout somedifficult periods. I am sure that theBoard and the members join me inexpressing our gratitude for Bill’stremendous contributions to IAMFAover the years.

I also would like to express mythanks and gratitude to our pastTreasurer, Kevin Streiter, who dem-onstrated dedication, professionalismand worked very hard at keepingIAMFA’s finances in order, while alsohandling all of the membership appli-cations and conference registrations.He embraced all of these responsibilitieswith generosity and goodwill, whilemaintaining that warm, southern gentle-manly style that we have all come toappreciate. IAMFA’s fiscal profile hasindeed benefited from Kevin’s contri-butions, and provide us with a solidplatform from which to continue thegrowth of our Association. Kevin, youhave our gratitude.

I would also like to recognizethe tremendous contributions of ourBoston Conference Chairperson, JamesMoisson, who not only accepted arequest from the Board — less thana year ago — to host the 2004 AnnualConference but who also managed toput together another high-caliber, pro-fessional and very successful event thatwill be remembered for years to come.Jim has earned the gratitude and admi-ration of all of the conference attendees,not only for putting on a great con-ference, but also for allowing himself

Message from the President

Incoming President of IAMFA, Guy Larocque,Manager of Facilties Management Servicesfor the Canadian Museum of Civilizationand the Canadian War Museum.

continued on page 4

4

to be presented for the Board positionof Treasurer. It’s been a real pleasureworking with Jim during this past year,and I look forward to the exciting chal-lenges that we will undertake togetherduring this next term with the Board.

I also wish to welcome RichardKowalczyk to the position of Vice-President of Administration. Richardis a longstanding member of IAMFAand is highly respected among hispeers at the Smithsonian Institution inWashington. Richard was responsible forcreating IAMFA’s Web site several yearsago on a voluntary basis. Because ofhis initiative, our Web site has becomean important communications mediumthat has contributed to the success ofthis organization. Richard will onceagain manage the IAMFA Web siteduring this term as one of the respon-sibilities of his position on the Board.I look forward to working closelywith Richard in seeking his counselon the many challenges that we willbe undertaking with the Association.

Our remaining Board members havemade important contributions duringthis past year and are engaged to con-tinue their work for another year. LarryBannister, our Secretary and Papyruseditor has, with the assistance of hisstaff, performed marvelous work inkeeping the minutes of IAMFA Boardmeetings and in producing our tri-annual newsletter, Papyrus. Larry andLezlee’s continued efforts are trulyappreciated.

During the past year, TobyGreenbaum, our V.P. of Regional Affairs,has worked tirelessly to promote thedevelopment of Regional Chapters. Shehas made contacts in several regions,

and continues to pursue others withzeal. I call upon all members to lendher a hand and if you know of anyother cultural institutions that areinterested in starting Chapters in theirregion, please contact Toby. Toby’swork is very much appreciated bythe Board.

We are all looking forward to the2005 Annual Conference in Bilbao,Spain hosted by the GuggenheimBilbao Museum. Our 2005 ConferenceChairperson, Rogelio Diez, with thesupport of his Director, RobertoCearsolo are working diligently toproduce what they expect will be amagnificent event. Their efforts inorganizing next year’s conference aregreatly appreciated. Look for the 2005Annual Conference registration formin the March 2005 issue of Papyrusand on the IAMFA Web site in thenext few months.

There are already discussions amongIAMFA members regarding potentialsites for future conferences. Among thelocations discussed are Los Angeles,Washington, Chicago, and others.The Board would very much like tohear suggestions from potential hostinstitutions in other parts of the world.

In closing, I would like to thankyou, the members of IAMFA, for yoursupport and faith in me to lead thisassociation into a time of renewaland growth. I will count on contribu-tions from all of you as we worktogether through these optimisticand exciting times.

Guy Larocque, P. Eng.PresidentIAMFA

Message from the President — continued from page 3

IAMFA Board of Directors

PresidentGuy LarocqueCanadian Museum of Civilization andCanadian War MuseumGatineau, Canadaguy.larocque@civilization.ca

V.P., AdministrationRichard KowalczykSmithsonian InstitutionWashington, D.C., USAkowalczykr@nasm.si.edu

V.P., Regional AffairsToby GreenbaumLibrary & Archives of Canada and theNational MuseumsGatineau, Canadatoby.greenbaum@pwgsc.gc.ca

TreasurerJim MoissionHarvard University Art MuseumsCambridge, USAjames_moisson@harvard.edu

Secretary and Papyrus EditorLarry BannisterMilwaukee Public MuseumMilwaukee, USAbannister@mpm.edu

Chairman — Conference 2005Rogelio DiezMuseo Guggenheim-BilbaoBilbao, Spainrdiez@guggenheim-bilbao-es

For additional contact information,please visit our website at

www.iamfa.org

5

On behalf of the entire planning com-mittee here at the New England Chapter,I want to extend our heartfelt thanks tothe nearly 70 members and 20 guestswho joined us for four days at the 2004Conference. Judging from the warmfeedback that you so generouslyprovided, the event was a successall around.

In the coming weeks, I will sup-plement the IAMFA Boston 2004 Webpages with a list of sponsors who helpedfund the event, along with a list of thespeakers and the information theyshared at the sessions.

I provide the following summaryin the hope of attracting members andguests to future conferences, wherethey are sure to enjoy the great infor-mation that is shared and the richcamaraderie that develops.

Ian Follett and Nancy Nauss of FacilityManagement Services Ltd. conducted

their Benchmarking Survey Workshop,this year supported generously by theSmithsonian Institution. The sessionwas very well attended. We stronglyrecommend that you participate in thisvaluable exercise some year, especiallyif you have never done so. We fol-lowed their session with the conferenceregistration and a dinner cruise onBoston Harbor.

On Monday, we headed over to theIsabella Stewart Gardner Museum andthe Museum of Fine Arts (MFA) to focuson master planning. We heard fromTim Love of Utile Design, and HollyLudwig of the Gardner Museum. JamesLabeck moderated the session. At theMFA, Dan Lenyo of Macomber andLarry Bauer of Solomon+Bauer dis-cussed aspects of the MFA’s masterplanning process. Monday eveninghad us chowing down on lobsters,clams and barbecue at the Codman

Estate in Lincoln. Complaints of anykind were non-existent, thanks to themeal and libations.

Tuesday dawned with our programon lighting. It seemed only too fitting.We met at the historic and beautifulBoston Athenaeum atop Beacon Hilland heard from Paul Zaferiou of LamPartners, Ken Kane of Lighting ServicesInc., and Mark Rowling of ERCO. Afterrefreshments, we attacked a variety ofengineering issues with several firmsand speakers. Hank Anthony of ExergenCorporation spoke on the Art of ClimateControl, and Ernest Conrad of LandmarkFacilities Group focused his commentson Modern Technology in HistoricBuildings. Bill Lull of Garrison Lullshared his experience on Gas PhaseFiltration and Joe Manfredi of Vander-weil Engineers and his colleagues dis-cussed Climate Control Systems: Differing

IAMFA 2004 in Boston

IAMFA 2004 Conference attendees.

continued on page 6

6

Needs in Differing Climates plus FireDetection and Suppression. We alsoappreciated a sponsor introductionconducted by Doug Ryan of SiemensBuilding Technologies. After a classicBeacon Hill luncheon at the Union Club,we meandered back to the hotel for acontractor and vendor fair which waswell attended by about a dozen firms.Around 4:00, everyone was cut freefor the evening, except for the Boardof Directors, who repaired to theirtop-secret mountain hide-out in Boston’sItalian North End and met for severalmore hours.

Wednesday saw us board buses forSalem and a thorough introduction tofacilities and security management atthe Peabody Essex Museum. We heardabout Computer-Aided Facility Manage-ment from Janis Phelps, Archibus/Terminal Velocity FM and ArtifactAlarms, Direct and Proximity, from HerbLustig and Bob Fergusson of Invisa,Inc. and Dan Lohnes of Essex Alarmand Security Inc. Yet another goodmeal was followed by Bob Ducibellaof Ducibella Venter & Santore, a leadingsecurity consulting firm. Kim Crabill ofGuardsmark LLC presented a sponsorintroduction, along with colleagues RobChang and Luis Estrera. Our session

at the Peabody Essex closed with apresentation on Building AutomationSystems by Ray Thompson and JoeKnight of Johnson Controls. We thenboarded the buses and cruised back tothe hotel, there to freshen up for ourfinal soirée at my place, the HarvardUniversity Art Museums. We sippedand snacked at Busch Hall and feastedlater in the Calderwood Courtyard ofthe Fogg Art Museum.

In addition to many of the aboveactivities, our guest program visitedNewport, Rhode Island and Concord,Lincoln and Rockport, Massachusetts.They had a very lively and fun time,led wonderfully by Joni Parker-Roachof ThoughtRoads, Inc. Our thanks toJoni, and all those who participated,for bringing such great energy to thatportion of our event.

Several people took the podiumat the closing banquet. Bill Caddick,outgoing President, Guy Larocque,incoming President, and I all made afew remarks, and gifts of thanks werehanded out. Roberto Cearsolo spokeabout next year’s conference at Bilbaoand excitement continued to climb, asit had all week. In all, it was a time ofgreat merriment and camaraderie, allcapping off an enjoyable conference.

I could not have had a better timehosting the conference along with mycolleagues in the New England Chapter.

It involved a great deal of effort, butwas richly rewarded by the presence ofeach attending member and guest, eachof whom brought important energyto the festivities. So, on behalf of theorganizing committee, whose namesfollow, thank you all for your part inmaking this a rich and meaningfulexperience.

James MoissonIAMFA Boston 2004 ChairpersonDirector of Facilities Operations,Harvard University Art Museums

James Labeck, Chapter Chairperson,Isabella Stewart Gardner MuseumDavid Geldart, Museum of Fine ArtsBob Monk, Peabody Essex MuseumJohn Lannon, Boston AthenaeumDavid Grimard, Currier Museum of Art

Jim Moisson of the Harvard Art Museums,and Lucie Lanctot of the Canadian Museumof Nature.

Lunch at the Union Club in Boston.

Interior atrium at the Peabody EssexMuseum.

IAMFA 2004 in Boston — continuedfrom page 5

7

Museum Benchmarks 2004, Survey ofFacility Management PracticesThis year — the fourth consecutive year for this bench-marking exercise — 17.7 million square feet (1.6 millionsquare meters) of space were benchmarked. To date, over90 museums and art galleries from six countries have partici-pated in the surveys, with 70 million square feet (6.6 millionsquare meters) of space benchmarked.

ThanksThe Smithsonian Institution was a sponsor, in part, of thisyear’s benchmarking exercise.

An Annual ExerciseOnce again, participants at the benchmarking workshop inBoston voted unanimously to continue the benchmarkingsurvey in 2005.

Some Highlights of This Year’s Report

• Cost of Custodial Services Totally or Mostly Outsourced($US)

Per Sq.Ft. Per sq.m.2004 2003 2004 2003$1.59 $1.28 $17.10 $13.78

• Cost of Custodial Services Totally or Mostly In-House ($US)

Per Sq.Ft. Per sq.m.2004 2003 2004 2003$2.55 $2.22 $27.43 $23.90

• Area Cleaned Per Custodial Worker23,100 sq.ft. / 2,200 sq.m.

• Consumption of Electricity (KwH)20.7 per sq.ft. / 222.8 per sq.m.

• Area Per Maintenance Worker By Facility TypeFine Art: 23,900 sq.ft 2,200 sq.m.History: 26,800 sq.ft. 2,500 sq.m.Archives: 32,400 sq.ft. 3,000 sq.ft.

• Cost of Maintenance ($US)$3.96 per sq.ft. $42.59 per sq.m.

• Area Per Security Worker By Facility TypeFine Art: 5,800 sq.ft. 540 sq.m.History: 23,800 sq.ft. 2,200 sq.m.Archives: 26,500 sq.ft. 2,500 sq.m.

• Interest in Sustainable Development/Green Building?Important/top priority 59%Limited interest 41%

• Familiar with Reliability Centered Maintenance?Yes 63%No 37%

Benchmarking Reviewby Ian Follett, President, Facility Management Services Ltd

Larry Bannister of the Milwaukee Public Museum, Bill Caddick ofthe Art Institute of Chicago, Fletcher Johnston of the HirshhornMuseum and Sculpture Garden, and Jack Plumb of the NationalLibrary of Scotland.

Robert Hanna of the Henry Ford Foundation, Christian Page ofthe Canadian Museum of Civilization, and Greg Prather of theCanada Science and Technology Museum.

continued on page 8

8

Performance Gaps in Good/Best PracticesSurvey participants were asked toidentify those practices, not just bestpractices (13 pages of listed practices!)they saw as worthwhile, common-sensepractices that all facility managersshould be using.

Performance Gap: the differencebetween what is seen as a good prac-tice (Yes) and actually doing it (Do It).

% AllYes Do It

Building SecurityTrack cost/sq.ft./sq.m. 84 52Track FTE/sq/ft//sq.m. 81 52

Communication “Can do and will do”

policy 88 47Brochure of FM costs/

services 88 30

Conservation MaintenanceWorkers trained in

materials conservation 91 68

Custodial Track ratings from

customer sats surveys 97 69

% AllYes Do It

Customer Satisfaction Track annually for

general satisfaction 89 46Track visitor satisfaction

with FM 77 29Process to address all

complaints 89 56Customers access

project info via Web 74 12Service agreements with

customer departments 69 29

Financing & Budgeting Chargeback of most

FM costs 66 20

Operations & Maintenance Track% budget spent on

breakdown maint 97 47No. of service complaints 94 68Ratings from customer

sat surveys 94 47

Outsourcing Contracts Use Management Review

Committee 61 27Contain risk & reward

clauses 64 9

% AllYes Do It

Project/Construction Mgmt On-line bidding & project

admin. 48 22Established unit rate costs 82 44

Quality/Continuous Improvement FM mtgs solely for

quality improvements 84 30

Purchase of Museum Benchmarks2004 Survey ReportThe Report can be purchased for$1,000 US. Please contact Ian Follett,Facility Management Services Ltd, atfmsltd@fmsltd.com, 1-403-259-5964or fax at 1-403-255-7116.

Benchmarking and BestPractices Workshop 2004This one-day Workshop, always partof the benchmarking exercise, washeld in Boston immediately prior tothe IAMFA Conference. The followinginstitutions were represented at thisWorkshop:

Art Institute of ChicagoThe British LibraryCanadian Museum of CivilizationCanadian Museum of NatureDetroit Historical MuseumFreer Gallery of ArtThe Getty CenterHirshhorn Museum & Sculpture GardenHonolulu Academy of ArtLibrary and Archives Canada The Mariners’ MuseumMilwaukee Public MuseumMuseum of Science and IndustryNational Gallery (London)National Library of ScotlandNational Museums of ScotlandThe Newark MuseumSmithsonian Institution Cultural

Resource CenterSmithsonian Institution Museum

Support CenterSmithsonian National Museum of

Natural HistoryWinterthur Museum, Garden & Library

John Standish of the Smithsonian Institution Cultural Resource Center, Guy Larocque ofthe Canadian Museum of Civilization Corporation, Brent Chubb of the Mariners’ Museum,Spence Stehno of the Milwaukee Public Museum, Dan Davies of the Smithsonian Institution,Larry Grauberger of the Smithsonian Institution, Richard Harding of Black & McDonald,and Frank Brown of the National Gallery (London).

Benchmarking Review — continued from page 7

9

Workshop Highlights

• Survey ResultsPresentation and discussion ofMuseum Benchmarks 2004 resultsand trends, including good/bestpractices.

• Best Practice Presentations — Integrating Building

Preservation Into CollectionPreservationMarion Mecklenburg,Smithsonian Center for MaterialResearch & Education

— Management of EnergyConsumptionJack Plumb, National Library ofScotland

— Performance-Based Contract forCleaning ServicesHarry Wanless, The BritishLibrary

• Focus Groups4 separate groups discussed thefollowing topics:

— Use of Benchmarking Data

— Best Ways to Track CustomerSatisfaction

— Good Practices of MechanicalSystem’s Design

— Reliability Centered Maintenance

• Thank You All best practice presenters.

— Jim Moisson, Harvard UniversityArt Museums, for greathospitality and arrangements forthe workshop room, equipmentand catered luncheon

— All those who helped in thedevelopment of the surveyquestionnaire

— Bill Caddick, Guy Larocque andother IAMFA members for theirsupport of this annualbenchmarking survey

The Next SurveyMuseum Benchmarks 2005, Survey ofFacility Management Practices

Why Benchmark? Why Participate?

• To learn how to reduce costs

• To identify strengths andweaknesses

• To establish goals and action plans(strategic planning)

• To have the data to supportbusiness cases for change

• To identify institutions with bestpractices

• To learn from these institutions

Key Benchmarking Requirements

Humility:

• others can do some things better

Recognition:

• learning must be continuous

• learning from others is faster —and therefore smarter — thanstarting from scratch

• it’s not about getting a good reportcard

• measurements are overemphasized,processes (practices) are overlooked

The best organizations today, ourorganizational role models, arethose that use benchmarking anduse it well

— American Productivity andQuality Center

Excuses for Not Benchmarking

• We’re too busy doing projects.

— ie. We’re too busy working hardto learn how to work smart.

• We participated in a benchmarkingsurvey previously and we’re right inthe middle of the pack.

— ie. We’re happy to be average

— ie. Continuous learning is notimportant

Fee

• $1875 US (no change in 3 years)

• Due upon registration

What Do I Get for this Fee?

• Survey Questionnaire Development

— Approximately 25-30% of thesurvey gathers data on newsubjects

• Customized Survey Report thatincludes:

• Executive Summary

— Comments and recommen-dations on key performancemeasurements, practices andtrends in facility management

Joe May (with his back to the camera) of the Getty Museum, Richard Day (hidden) of theSmithsonian National Museum of Natural History, Willie Anthony of the National Museumsof Scotland, Jean Allard (back to camera) of the Library and Archives Canada, DenisBouchard of the Detroit Historical Museum, and John DeLucy of the British Library. continued on page 10

10

• Survey Results (individualized) — Charts and graphs of industry

averages, ratios and trendsthat compare the performancemeasurements of each insti-tution to industry averageperformance measurements

• Best Practices— A listing of the best practices

of individual institutions fromall five survey years

• Survey Data — Charts of data from all

institutions listed under eachinstitution’s name. Thisfacilitates networking andbenchmarking amongparticipating institutions.

• Full Day Workshop (maximum twopeople per institution)— Includes best practice presenta-

tions and networking throughfocus group exercises

Key Dates

• January–June, 2005Survey Registration (through SurveyParticipation Agreement)

• January–June, 2005Distribution of Survey Questionnaire

• June 1, 2005Last chance to return completedSurvey Questionnaire

• August 31, 2005Survey Report mailed to participatinginstitutions

• September 25, 2005Benchmarking and Best PracticesWorkshop

How Do I Sign On or Get MoreInformation?Complete and return the SurveyParticipation Agreement, or contact

Ian FollettTel.: 1-403-259-5964Fax: 1-403-255-7116E-Mail: fmsltd@fmsltd.com Web site: www.fmsltd.com

The undersigned institution wishes to participate in MuseumBenchmarks 2005, Survey of Facility Management Practices,and agrees to:

• Provide complete and accurate data in a timely manner.

• Maintain the confidentiality of the survey questionnaire andsurvey data.

• Use the survey data for internal institutional purposes only.

• Not provide the survey questionnaire or survey data to any otherinstitutions or individuals.

• Pay FACILITY MANAGEMENT SERVICES LTD $1,875 in U.S. currencyto benchmark one facility.

PAYMENT IN FULL IS DUE UPON REGISTRATION

M If you require an invoice, please check.

SURVEY PARTICIPATION AGREEMENT

Institution (please show complete, proper name) Date

Signing Authority (please print) Title

Signature Telephone No.

Mailing Address

Mailing Address

Fax E-Mail Address

Please fax the completed agreement to:

Ian Follett

President

FACILITY MANAGEMENT SERVICES LTD

Tel: 1-403-259-5964

Fax: 1-403-255-7116

E-mail: fmsltd@fmsltd.com

Benchmarking Review — continuedfrom page 9

11

PRESIDENT Hello FM Manager, how are you. I’m notinterested — I’m just being polite. I needto cut $1,000,000 from your budget.

FM MANAGER Why?

PRESIDENT Because you’re the FM and we always cutthe FM budget — are you new here? Howcan we cut $1,000,000 from your budget?

FM MANAGER We could reduce everyone’s spacerequirements and free up four floors ofspace that we can then rent out.

PRESIDENT Great — do it.

FM MANAGER Well there may be some problems — theConservationalists won’t like it.

PRESIDENT Conservationalists! Conservationalists —we don’t employ any of those Greenpeacepeople do we?

FM MANAGER No, no. The conservationalists are thepeople that repair books and paper if theyhave suffered damage. They need largedesks to spread the papers out on.

PRESIDENT Well that’s okay — we’ll just buy themsmaller desks. I’ll tell them.

FM MANAGER The Preservationalists will not be happy.

PRESIDENT Jam makers? What have they got to dowith it?

FM MANAGER No, the preservationalists make sure thatthe relative humidity and temperature areproperly controlled for each of the artifacts.

PRESIDENT Oh. That’s okay, then. They can share adesk with the environmental engineers —I’ll tell them.

FM MANAGER And Human Resource and Finance won’tlike it.

PRESIDENT Who are they? Do they work here? Whatdo they need desks for?

FM MANAGER They look after your staff and money, andthey need desk space for interviews andspreadsheets.

PRESIDENT Well they can be merged into one group— I’ll tell them.

FM MANAGER And then there are your Directors — theywon’t be happy.

PRESIDENT They need to get closer to the staff, opencommunications — have an open-doorpolicy — I’ll tell them.

FM MANAGER And of course, this will need leadershipfrom the top. We’ll move you to a smallerroom on another floor.

PRESIDENT Oh….hmmmmm …..How can we cut$1,000,000 from the Marketing budgetinstead?

Harry WanlessEstates — Property ManagerBritish Library

The Lighter Side of Facilities Management

This is an imaginary conversation between the President of a large, cultural institution and its Facility Manager — I’m sure we’ve all been there!!

12

I hope all those who attended this year’s annual conferencein Boston are all now safely home, and starting to thinkabout how to put into action all of the new ideas that weheard from the conference’s many knowledgeable speakers,as well as from various discussions with our colleagues.

Those who were at the Benchmarking Workshop wouldhave heard my presentation on the Management of EnergyConsumption. I was very grateful for the kind way in whichthe presentation was received, and especially grateful thatsome of our colleagues at the Benchmarking Workshopdecided to introduce such a system as part of their GoodPractice Implementation Pledge. To spread the message alittle further, we thought it would be a good idea to sharemy presentation with the full IAMFA membership.

My presentation started with three fundamental questions:

• Should We Manage Energy Consumption?

• If We Should, How Can We Manage EnergyConsumption?

• Can We Demonstrate Best Practice?

Should We Manage Energy Consumption?The first point to remember when considering this questionis to remember that energy is relatively cheap. In fact, at theNational Library of Scotland, the entire energy budget is only2.5% of the Library’s total budget. This means that, whateverwe do, we must use the minimum of time and resources.

Another point to be considered is that of competency.If you are asked how well you do your job, the obviousanswer is always, “I do a great job.” But can you demon-strate it? Competency is all about demonstrating that youhave the best systems in place, or as the modern buzzphrase goes, “demonstrating best practice.”

Perhaps the final point to consider is that most govern-ments recognize that global warming and greenhouse gasesare now an important issue. In fact, most governments haveset themselves targets for reducing the production of green-house gases, albeit some countries have yet to ratify thesetargets. The point to remember is that if governments haveset targets, and if it is governments which, with a few notableexceptions, fund the Museum sector, it makes sense thatsooner than later they will start to ask about greenhousegas production from the museum sector.

Just before we move on to the next question I asked, Iwould like to spend some time discussing the issue of green-house gases in a little more detail. In 1988, the World Meteo-rological Organisation (WMO) and the UN EnvironmentalProgramme (UNEP) established the Intergovernmental Panel

on Climate Change (IPCC). One of the aims of the IPCC wasto establish a definition of greenhouse gases. They identified38 greenhouse gases, of which 60% was carbon dioxide,20% methane, 10% nitrogen dioxide, with the other 35 gassesmaking up the final 10%. Following the IPCC’s first reportin 1990, 137 countries signed the United Nations FrameworkConvention on Climate Change (FCCC) at the 1992 EarthSummit in Rio de Janeiro. They agreed that they neededto set the concentration of greenhouse gases to a levelthat would prevent significant changes to existing globalagricultural practices. To achieve this, the EU Council ofMinisters stated that the rise in global temperatures shouldbe restricted to 2oC, requiring CO2 concentrations to stabi-lise at 550 parts per million, which is about double the pre-industrial level.

What does all this mean to you, I hear you ask. Whatit means is that CO2 is now a modern currency, whichwill be traded on the international market. Therefore if weare to demonstrate best practice when recording energyconsumption, we will need to calculate the amount ofCO2 we produce.

In the graph below I show several predictions on howthe concentration of CO2 might change.

If We Should, How Can We ManageEnergy Consumption?What we are really asking here is what type of spreadsheetare we going to use, and what information we are going toinclude on our spreadsheet.

The most simple form spreadsheet would be to simplywrite down the energy consumption figures from your

Management of Energy Consumption — A Best Practice?

13

utility bills. While this is probably the most simple, it doesnot tell us very much, apart from recording historical trends.The disadvantages of this method is that access to the infor-mation would be restricted, as you have to find the bookfirst, and secondly, spotting problems is difficult as the utilitybills can be one month or even three months out of date.Sometimes bills are not even accurate readings, but estimatesand, finally, they will not be read on the same day.

The next form of spreadsheet would be to record theinformation in exactly the same fashion as above, but thistime record the readings on a computerized spreadsheet.The only advantage is that once it is computerized it canbe accessed a lot easier, especially if the spreadsheet isnetworked over a number of different computers. Thissystem suffers from the same problems as above whenrecording the information from utility bills.

Another form of spreadsheet would be to use the advan-tages of the computerized spreadsheet, but record the infor-mation in a more organized fashion, which could be eitherweekly or monthly. If we consider monthly readings first,then the readings can be taken at the same time. However,unless your facility has some form of remote meter reading,it will mean dispatching someone around to all the variousmeters to take the readings. The advantage of this is thatas the readings are taken at the same time, you can start tosee trends, and thus be able to spot any problems as theyarise. If we now consider weekly readings, an operativewill now have to visit each meter on a weekly basis — butfollowing trends and spotting problems is a lot more precise,and corrective action can be taken so much earlier.

Once we have decided upon a format, the next questionto address is what to include on our spreadsheet. Obviously,we need to record all of our energy supplies. This can includefundamental sources of energy such as electricity, gas, oiland coal, but we should also include other indirect sourcesof energy supply. These could include hot water, steam,and chilled-water supplies, generated from a central sourcewhich is piped directly to your facility.

The other source of energy we consume, which mightnot be thought as an energy source, is the water supply.While water itself is not a source of energy, (I assume thatwater supplies are used for drinking/washing/toilets, etc.),energy is required to get the water from the collection pointto your tap. I strongly believe we should record the watersupplies because, with enough probing, we will eventuallyreceive information from our water supply companies,identifying their efficiency. I would define their efficiencyin terms of electricity consumed to get a unit of water toour taps, and the amount of electricity required to treat thewastewater that we put down the drain. The reason why,in the long run, we will need this information from the watersupply companies, is that we can calculate the amount ofCO2 production from our use of water.

As with any spreadsheet of this nature, having energy costsincluded allows for continual financial monitoring. Thisallows regular monitoring of costs against budgets which,as we all know, is one of the most difficult tasks we face.

The final item of information which I feel should berecorded on an energy management spreadsheet is CO2

production. Going back to the argument of managing aspreadsheet in the first place, my final statement was, “ifwe are to demonstrate best practice when recording energyconsumption, we will need to calculate the amount of CO2

produced.” While these are fine words, achieving a result isanother matter. In the U.K., this is very simple, as informa-tion produced by the government does give us figures withwhich to calculate CO2 production from using electricity,gas, oil or coal. Obtaining the information on the amountof electricity the water supply industry uses to supply/treatwater is a different matter, and even in the U.K. I have sofar failed to find this information. Elsewhere in the world,I am not so sure the information is even available. Theone exception that I have found is the state of Victoria inAustralia. I have found information on their Web site, butthat is the only exception.

Just because we cannot readily find the information, itdoesn’t mean that we shouldn’t bother to try. I still thinkyou should record all that you can, as if you do decide thatthe Management of Energy Consumption is a worthwhileexercise. If you also decide to use the spreadsheet I amoffering, then, when the information becomes available, it isa simple matter of adding a column with a simple calculationattached to that column, and hey presto, you have a result.

So, now that we have a format and have decided whatinformation to include on our spreadsheet, the next questionto address, is who should do what? The first task to assignis the person who takes the meter readings and inputs theinformation onto the spreadsheet? If you remember, thevery first point I made was that energy was cheap and nota large part of any budget, therefore we should use theminimum of resources. One of the major benefits of thespreadsheet I am offering is that anyone who can read andhas a minimum level of computer literacy can do the job.All that is required is to take a meter reading, and inputthat meter reading onto the spreadsheet. The spreadsheetdoes the rest. Therefore almost anyone — certainly a main-tenance operative, a security operative, or a member ofthe facility unit — can carry out the first task. The personwho reviews the information should have the knowledgeto understand what they are reviewing and be able toassess what are acceptable variations and what are not,and what needs to be investigated further. In other words,someone who knows their facilities.

I have mentioned a couple of times now the spreadsheetI am offering. Just below is the monthly version of what Iam offering. It is a simple Microsoft Excel spreadsheet. It is

continued on page 14

14

free, all you have to do is adjust itto suit your facility and you are offand running.

Above I have shown what themonthly version of my spreadsheetlook like. This spreadsheet is onlyfor electrical consumption; normallythere are similar spreadsheets forgas and water consumption, and Ihave a weekly version as well. Youwill notice that at the bottom of thespreadsheet there are a number ofinput boxes. I did say that, althoughthe spreadsheets are free, you willhave to adjust them to suit yourfacility. The information you willrequire to complete these inputboxes is outlined below.

Floor Area: This should be the treatedfloor area, and not the total floor area.I have measured mine in m2, but sq. ft.is perfectly acceptable.

Cost of Electricity: You will have torefer to your electricity bill for this. Ishould warn you that most electricitybills have a number of pricing pointswhich make up your total bill. Thesimplest way to deal with these variouspricing points is to divide the totalcost by your consumption in KwH.This will give you a cost per KwHof consumption.

Cost of Gas: You will have to examineyour gas bill this time. What you shouldbe looking for is the number of KwHyou have consumed, divide this intoyour gas bill and you get a cost perKwH. If your gas bill does not do thecalculation for you, and I noticed aCanadian gas bill that didn’t, all isnot lost; just see my volume of gasconsumption conversion to KwH below.

Cost of Water: Again when referringto your water bill, there are a wholehost of pricing points — including, ifyou live in Scotland, a component forremoving rainwater from the streetssurrounding your facility! The principle isthe same: divide the cost by your waterconsumption to get a cost per volume.

Gas Conversion from volumeto KwH: If you take another look atyour gas bill, you will see the CalorificValue or CV of your gas. This figure istypically 37.35 MJ/m3 in Canada and39.7 MJ/m3 in the UK. Another numberto look for is the adjustment the gassuppliers will make for your altitudeabove sea level. The higher up you are,the less dense your gas is, so the CVgoes down, and you need more gas tomeet your heating load. The typical gasmeter in the U.K. reads in 100ft3, so Ihave to convert consumption in 100ft3

to KwH. I would suggest that to gasconsumption to KwH is ideal, so allenergy consumption is measured inthe same units, but this is your spread-sheet, so if you wish to use your mea-surement of gas consumption, there isno reason not to do so.

Conversion of Electricity to CO2

production: These are figures thatapply to the U.K. only. They dependon how electricity is produced, andthey are changing as the method ofelectricity production changes. In theU.K., we have seen this figure growsmaller, as we now produce more andmore electricity using gas-fired powerstations. It will be interesting to see howthis figure changes with the increasein clean forms of electrical production.

Conversion of Gas to CO2

production: These are figures thatapply to the U.K. only.

Kg of CO2 as typical and goodpractice: These figures are derivedfrom British Government informationand, strictly speaking, they refer tooffice blocks. I selected these partic-ular figures on the basis that I couldcomply with typical practice, butfailed to comply with best practices.

One of the many advantages of mysimple spreadsheet is that if you are notcomfortable with some of the infor-mation — for example, conversionof electricity to CO2 production — orindeed you cannot find these figures,then delete the box and the columnon the spreadsheet. The main objectfor managing energy consumption isfor you to manage energy consumptionin your facility. Because all our facilitieswill be so different there is little pointin comparing energy consumption withdifferent facilities (although that willnot stop me from trying!), but you cancompare your own progress year onyear, and that is what my spreadsheetsets out to do.

Management of Energy Consumption — continued from page 13

15

Above is the spreadsheet I displayedat my presentation in Boston. For thesake of clarity, we have only shown theelectricity consumption spreadsheet.This is the actual electrical consumptionfor one of the buildings in the NationalLibrary of Scotland estate, so these arereal figures.

• Column 1: The week number, whichis a matter of record only.

• Column 2: Electricity consumptionreading, which is inserted in theappropriate box. This is the only

input required for the spreadsheet.Every other box is a calculation,based on that meter reading andthe information in the input boxesjust explained.

• Column 3: The difference in the lasttwo readings.

• Column 4: Weekly cost, a productof the cost per KwH and theweekly consumption.

• Column 5: Weekly electrical con-sumption per treated floor area. continued on page 17

• Column 6: Same weekly consump-tion per treated floor area, but fromthe year before.

• Column 7: Records the change inelectrical consumption for one yearto the next — now that is what I callreal management and goes a longway to justify our claim that this isbest practice. This column can alsobe used as a Key Performance Indi-cator, (KPI), for your maintenanceoperatives to efficiently manage theplant. You can set targets, withoutwhich contractors can be fined orrewarded.

• Column 8: A record of CO2

production caused by yourelectrical consumption.

• Column 9 and Column 10 are bothrecords: one for this year and onefor the previous year, and they recordwhat are called degree-days. Degree-days are part of any energy man-ager’s toolbox, and like any goodtool can be used in a number ofdifferent ways.

I would like to take some time togive you a brief explanation of whythey are so useful. Degree-days arereally just what they say: the number ofdegrees in a day. To be useful, we setwhat we call a base temperature, andwe then measure the number of degreesabove or below that base temperaturefor one day. That way we get heatingdegree-days when the outside airtemperature is below the base temper-ature, and cooling degree-days whenthe outside air temperature is above thebase temperature. The base temperatureis usually set at level that neither requiresheating nor cooling, and also takes intoaccount internal heat gains, from people,computers and lighting. In Britain thebase temperature is set at 15.5˚C (60˚F),whereas in America the base tempera-ture is set at 18.3˚C (65˚F), so be carefultrying to compare one country withanother. I simply record the local, weeklydegree-day information, which thenhelps me to explain why my energy

16

The Smithsonian Institution has adopted new environmentalrelative humidity (RH) and temperature guidelines for itsexhibition and general storage spaces. The new guidelinesare 45% RH ± 8% RH and 70°F ± 4°F. These guidelines allowfor a changing environment over the annual cycle. Forexample, in the wintertime, it is permissible for the RH to goas low as 37%, but it is most likely that the RH setting in thewintertime will be between 40% and 45%. In the summer,the environment can be reset for approximately 50% RH.Temperature settings are set by visitor comfort requirements.The reason for lowering of RH in the wintertime is to elimi-nate the condensation problems that have caused damageto the exterior walls of many of the museum buildings.

This not an isolated decision factoring the needs of thebuildings alone, but a consequence of combining years ofresearch on collections preservation with preservation ofthe buildings themselves. The research into collectionspreservation has shown that, when one considers all ofthe important parameters such as chemical, biologicaland mechanical degradation processes, the collections arebetter preserved at generally lower RH levels. A summaryof the collections preservations research is shown inIllustration 1.

Some of the labeled bands such as Biological Attackare more obvious than others. Keeping the RH lower stopsmold and fungal growth, but good air circulation can alsobe a considerable help in keeping mold growth down.

The band labeled Physical Properties includes theimpact of RH on the cracking of paintings, either canvas-or wood-supported, furniture, inlays, veneers, other woodartifacts, and ivory. The real problem with these materialsoccurs when they are first cycled to very high RH levelsand then allowed to be exposed to low RH levels. In thattype of cycle, wood and ivory that are restrained frommovement by their form and construction, will plasticallydeform or “compression set” and can crack upon drying.Most of the damage caused to paint and varnish surfacesis actually caused by temperatures below 32˚F/0˚C.

The band labeled Building Condensation refers towater condensing on exterior walls at the 45% RH levelsand above, and window condensation at the midrangeRH levels during cold winter months. Older buildings aremost prone to condensation problems, due to their masonryconstruction and the lack of sufficient insulation or thermalwindow systems. The cost of continually repairing damagedone by condensation is quite significant.

The band labeled Deliquescent Salts, Ceramics largelyrefers to archaeological ceramics that have been excavated,and which have absorbed salts dissolved in groundwater.Bronze Disease reactivates at higher RH levels.

The band labeled Cellulose refers to the chemicaldegradation of objects such as paper and wood. At low RH,cellulose cross-links and at high RH levels it hydrolyzes. Themost severe damage to wood is usually caused by biolog-ical attack. The band labeled Protein, Bone refers to anthro-pological and natural history collections. Pyrite Oxidationrefers to the decomposition of a type of mineral, whereasthe last band, labeled Mineral Hydrates, indicates thatthere really is no single environment that can accommodatethis entire class of minerals.

The band labeled Unstable Glass refers to alkalineglass that often degrades while still appearing normal.

New Environmental Guidelines at theSmithsonian Institution

Biological attack

Physical properties

Deliquescent saltsCeramics

Buildingcondensation

Bronze disease

Cellulose

Protein Bone

Pyrite oxidation

Unstable glass

Mineral hydrates

Caution AvoidRelative Humidity, %

0 10 20 30 40 50 60 70 80 90 100

Relative Humidity Stability Zones

17

consumption changes from one yearto the next. For example, if say oneweek was a bit cooler — that is, theheating degree-days were higher thanduring the same week last year —we would expect consumption ofelectricity to go down, use of chilledwater to decrease, gas consumptionto go up, and more use of the centralheating. This is not always the case,however, as what can make a bigdifference is the number of visitors,the hours of opening and any numberof other similar factors.

Energy managers can use thisinformation to plot a graph of energyconsumption against degree-days. Thisgraph will produce a straight line, whichcan give the energy manager two impor-tant items of information. Where theline meets the y-axis (Energy Consump-tion), the energy manager can tell howmuch energy the building consumesat the base temperature: that is, withno heat loss or heat gain from outside.From the slope of the line, the energymanager can calculate how much energythe building should consume for anyparticular degree-day. This will indicatewhether or not the building is still oper-ating efficiently. To conclude, degree-

days can be a very simple indicator ofwhat is happening, or they can can bea powerful tool for predicting futureenergy consumption and if an existingis still operating efficiently.

Can We Demonstrate BestPractices?When considering best practices, weshould first consider what should webe doing. Below I list the basics ofgood management.

• Set a realistic achievement.

• Design a system of measurement.

• Review the results.

To consider each of thesestatements, first set a realistic goal. Wewant to manage energy consumption.We have discussed how often to recordenergy consumption, from quarterly toweekly. With modern energy meterswe could record energy consumptionevery half-hour, and with modern soft-ware packages that manage energyconsumption, they will read thesemeters directly. However we are onlyconsidering our cheap and cheerfulspreadsheet, so I would suggest weekly

It takes very low RH levels to significantly reduce thedecomposition process.

One of the important features demonstrated by the chartis that there is really no single environment that accommo-dates all the requirements of both the collections and thebuildings. Factoring in energy costs can have a significantimpact on the environmental set-points. If a building isrequired to bring in significant fresh air, as is often requiredby local codes, then running at a lower RH level in the winterand higher RH in the summer makes economic sense. It isgoing to be up to the individual institutions to determine thetypes of collections that they collect and exhibit, and theenvironment needed to maintain them. It is also important toconsider the building’s ability to safely maintain a controlledenvironment, along with the associated energy costs.

Marion F. Mecklenburg, Charles S. Tumosa, and DavidErhardt are research scientists at the Smithsonian Centerfor Materials Research and Education

References: 1. Erhardt, D. and Mecklenburg, M.F., “Relative Humidity

Re-examined,” IIC Preprints, Contributions to the OttawaCongress, Preventive Conservation Practice, Theory andResearch, (1994), 32–38.

is just about right. We also discussedwhat we could record: that is, all energyconsumption that has a meter you canread, including water consumption.

Design a system of measurement; Ithink my suggested spreadsheet can beconsidered a system of measurement.Finally, review the results. Comparingeach individual, weekly energy con-sumption with the previous year reallyachieves this, and this is why I thinkmy suggested spreadsheet qualifies asa best practice.

I think the only thing I have omittedto mention is how to get a copy of thisspreadsheet. That is quite simple: juste-mail me at j.plumb@nls.uk and I willsend you a copy. I did mention thatthe spreadsheet is a Microsoft Excelspreadsheet, which comes completewith all the calculations. So while thecopy is free of cost, you will need tofine-tune the calculations to get thecorrect results for your facility. It didtake me a while, but I can assure youthe results are worthwhile.

Happy Managing.

Jack PlumbBuilding Services ManagerNational Library of Scotland

Management of Energy Consumption — continued from page 15

18

Museum Victoria is very proud that oneof its buildings has recently been addedto UNESCO’s list of World HeritageSites. The Royal Exhibition Building isa rare surviving example of the exhi-bition buildings of the late nineteenthand early twentieth centuries. It is setin parklands to the north and south,known as the Carlton Gardens, andboth the building and the Gardenshave been made part of the list.

The Royal Exhibition Building andthe south Carlton Gardens were usedfor the Melbourne International Exhibi-tion in 1880 and the Centennial Inter-national Exhibition in 1888. They areunique in that they have maintained acontinuity of use for exhibitions andrelated activities from that time untilthe present day.

The phenomenon of large-scaleexhibitions was popular from 1851 to1915, and was primarily a vehicle forshowcasing the industrial and tech-nological advancements of the day.Exhibitions of this sort were heldin Philadelphia, Sydney, Melbourne,London, Paris, Chicago and Glasgow,among others. The Eiffel Tower wasconstructed as an exhibit for the 1889

Exposition Universelle. Only a fewbuildings and other structures nowremain from these exhibitions.

The Royal Exhibition Building wasdesigned to be the Great Hall of the“Palace of Industry” — the focal point ofinternational exhibitions — and it is theonly surviving example. The exhibitionsbrought together people from all overthe world and facilitated the exchangeof goods, ideas and cultural values,while also enabling the establishmentof new trading networks.

The south Carlton Gardens werelandscaped and used during the twoInternational Exhibitions as the pleasuregardens, which also contained some ofthe exhibits. The gardens remain almostcompletely faithful to the original design.The gardens are symmetrical in design,with a system of pathways, large treedavenues, flower beds, as well as twolakes in front of the Royal ExhibitionBuilding, which were used as bothornamental features and reservoirsin the event of a fire in the building.

The north Carlton Gardens site wascovered by temporary exhibition build-ings for the 1880 Exhibition. Followingthe exhibition, it was landscaped to

complement the south Carlton Gardensand the Exhibition Building.

The building has an interestinghistory. Apart from being the site of thetwo International Exhibitions, it hostedthe opening of the first AustralianParliament in 1901. During the SecondWorld War, the building was requisi-tioned by the government and housedthe Royal Australian Air Force No. 1School of Technical Training from early1941 until 1945. It was used for musicaland theatre performances from the1880s on, although the frequencyof performances had declined by the1930s, and in 1956 it was the Olympicvenue for the basketball, weightliftingand wrestling events.

Today, the Royal Exhibition Buildingis managed by Museum Victoria, andthe Carlton Gardens are managed bythe City of Melbourne. A joint MasterPlan is being developed for the wholesite which will respect its nationalsignificance and its World Heritagestatus.

Kim ReasonManager, Facilities Management andDevelopment, Museum Victoria

The Royal Exhibition Building in Melbourne

Fanlight with frieze inside the Royal Exhibition Building. Inside the Great Hall of the Royal Exhibition Building.

19

On behalf of the membership and Board, we invite you tojoin with other museums and cultural organizations through-out the world in becoming a member of the only organizationexclusively devoted to museum and cultural facility admin-istrators: the International Association of Museum FacilityAdministrators (IAMFA). As a member, you will join a growinglist of museum and cultural facility administrators in theirefforts to provide a standard of excellence and quality inplanning, development and design, construction, operationand maintenance of cultural facilities of all sizes and varietiesof programming.

The Association currently has representation in severalcountries on three continents. Our goal is to increasemembership in institutions throughout the world.

Your involvement in the IAMFA will continue the growthof the organization and provide you with excellent educationaland networking opportunities. As your colleagues, we lookforward to welcoming you to membership in the IAMFA.

Cordially yours,The Board of the International Association of Museum Facility Administrators

Membership OpportunitiesJoin the IAMFA at any of the following levels and enjoy fullbenefits of membership:

Regular Member — $150 annually. A regular memberholds the position of principal administration in directcharge of the management of facilities, and represents theirinstitution(s) as a member of the association.

Associate Member — $50 annually. An associate memberis a full-time facilities management employee (professional,administrative or supervisor), below the level of the facilityadministrator of the member association.

Affiliate Member — $50 annually. An affiliate member isany full-time employee of a member institution who is notdirectly involved in the facilities management department.

Subscribing Member — $300 annually. A subscribingmember is an individual, organization, manufacturer ofsupplier of goods services to the institutions who ascribesto the policies and programmes of the Aassociation, andwishes to support the activities of the Association.

Become a Member of the IAMFAand Get a Friend to Join

YES! I would like to join the IAMFA as a:

M Regular Member $150 M Associate Member $ 50

M Affiliate Member $ 50 M Subscribing Member $300

Institution: __________________________________________________________________________________________________________________

Name: ______________________________________________________________________________ Title: ________________________________

Address: ____________________________________________________________________________ City: _________________________________

State/Province: _______________________ Zip/Postal Code: _______________________ Country:_____________________________

Phone: _____________________________________ Fax: ____________________________________ E-mail: ______________________________

ALL FEES ARE PAYABLE IN U.S. DOLLARS

M I enclose a check in the amount of $ ____________________

M Please invoice me

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Send in your membership dues by using the convenient form below. Don’t forget to make a copy to give to a colleague.

Please remit to:International Association of Museum Facility AdministratorsP.O. Box 277Groton, MA 01450 U.S.A.

Website: www.iamfa.org

M I am interested in joining.Please have a membercontact me.

20

Greetings! As editor of Papyrus, I mustexpress my thanks to all of the membersof IAMFA who attended this year’sAnnual Conference in Boston. Theconference was a success — and isalways guaranteed to be successfulbecause of you, our members. Theongoing success of our organizationand of Papyrus is due to all those ofyou who value the networking thatcan be accomplished through going toconferences and sharing your stories.

The Boston conference gave me myfirst real opportunity to meet with youand hear your ideas on the directionyou’d like Papyrus to take. We are atruly international organization, andthat exposes us to some wonderfuldiversification on ideas and views intothe future of what’s important to ourmembership. At the Boston conferenceI was able to mingle with most of you,either at one of the inspiring technicalsessions, at social activities, or in oneof our own little one-on-one discus-sions. My ears were wide open, andI used every method to extract bothpositive criticism and delightful visionsof the future course of Papyrus. I wasnot alone on my mission at the confer-ence, but was ably assisted by LezleeKryszewski, my Executive Assistant andthe Production Coordinator of Papyrus.Together we were pleased that wereable to talk to as many members aspossible for article information, aswell as general conversations thatwill help us to further develop thepublication’s content.

In this issue of Papyrus, you will alsoget to see the lighter side of life as a

facilities administrator through a comicaldialogue to which I am sure we canall relate. This type of article helps tobreak up the stiff professionalism thatwe all wear until annual conferencetime. It’s always good to poke a littlefun at the daily stress of life as a facil-ities administrator, and it can’t help butadd to the camaraderie of our organi-zation. To help us continue this trendby adding some humorous content toPapyrus, please feel free to send meyour frustrations before you jump, andwe’ll help format them into a healthyrelease of energy that will inspire usall. Your little pieces of witty wisdomcan be in the form of poetry, dialogues,crossword puzzles, cartoons, jokes ornonsensical stories that will help us allfind our way back from the dark side.Nothing is off-limits for submission tothe editor.

My interaction with many of you hasfostered new relationships and ideasfor upcoming articles. Your own pro-fessional articles are always needed,so please consider writing one in thenear future. If writing an article doesn’tfeel like one of your strengths, remem-ber that whatever facilities challengeyou’ve faced — or are facing — isbound to be of interest to IAMFAmembers. You’re not alone out there,and networking with others through themedium of Papyrus could solve yourdilemma, and someone else’s too.

Looking forward to seeing youin Bilbao!

Larry BannisterEditor, Papyrus

Larry Bannister,Editor, Papyrus

IAMFA/PapyrusWINTER 2004–2005

EditorLarry Bannister

Papyrus Correspondents

Guy LarocqueCanadian Museum of Civilization andCanadian War Museum

Rogelio DiezMuseo Guggenheim-Bilbao

James MoissonHarvard University Art Museums

Ian FollettFacilities Management Services, Ltd.

Harry WanlessBritish Library

Jack PlumbNational Library of Scotland

Kim ReasonMuseum Victoria

Marion F. Mecklenburg, Charles S.Tumosa, and David ErhardtSmithsonian Center for MaterialsResearch and Education

Production CoordinationLezlee KryszewskiMilwaukee Public Museum

Design and LayoutPhredd Grafix

EditingArtistic License

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ISSN 1682-5241

Statements of fact and opinion are madeon the responsibility of authors alone

and do not imply an opinion on the partof the editors, officers, or members ofIAMFA. The editors of IAMFA Papyrusreserve the right to accept or to rejectany Article or advertisement submitted

for publication.

While we have made every attempt to ensurethat reproduction rights have been acquiredfor the illustrations used in this newsletter,please let us know if we have inadvertently

overlooked your copyright, and we will rectifythe matter in a future issue.

Letter from the Editor