There can be no more vibrant and colourful place thanLondon in September. With the school holidays at an end,London becomes, once again, a haven for the serious travellerand sightseer. IAMFA members will be able to sample thisatmosphere when London plays host to the 12th AnnualIAMFA Conference from September 22 to 25, 2002. Theconference organizing committee is looking forward towelcoming delegates and guests from around the world,and planning for this event is well underway.

The conference sessions will be hosted by three ofLondon’s most prestigious cultural venues — the NationalGallery, the British Library, and the British Museum. Theseorganizations have a number of things in common: theyare responsible for some of the world’s richest and mostdiverse collections; they welcome many millions of visitorseach year; they each have buildings which have attractedinternational media attention, and each has a requirementfor world-class facilities services.

Each day of the conference will have a broad theme. Thefirst day, at the National Gallery, will concentrate on environ-mental control and innovation. The second day, hosted bythe British Library, will focus on risk management, contin-gency planning and business continuity. The final day, atthe British Museum, will consider major development projects

and the management of change. The programme will includepresentations by speakers from both the museum andcommercial sectors, behind-the-scenes visits to key facilities,and discussion sessions. Sponsors connected with each day’stheme will also be exhibiting their products and services.

While official proceedings are taking place, those whohave registered for the guest programme will enjoy a dif-ferent view of heritage. The guest programme will offertwo days of planned activity, with one day left over forsome serious retail therapy. Monday’s programme will bebased around the River Thames, with a trip to the London’sown ferris wheel (“The Eye”), a boat trip to Greenwich,and an opportunity to visit the Cutty Sark (the world’s lastsurviving tea-clipper) and the Royal Observatory, with achance to stand astride the Greenwich Meridian. Tuesday’strip has a regal theme, with a trip to Windsor Castle andEton. The newly-opened Windsor Farm shop, featuringgoods from the Royal Estates, is bound to be a popularshopping destination.

We have reserved rooms in two high-grade traditionalhotels. These are both conveniently located in a quiet side-street off Trafalgar Square, adjacent to the National Gallery. Therooms all offer twin/double facilities and are air-conditioned.We have negotiated a special rate of £150 per night for

PAPYRUSVOLUME 3 WINTERNUMBER 1 2002

SPECIALISSUE

continued on page 2

London Calling — The 12th Annual IAMFA Conference

INSIDEPresident’s Message . . . . . 3

Benchmarks Review . . . . 5

Indoor Air Quality . . . . . . 7

Regional Chapters . . . . . . 8

Improving EnergyManagement . . . . . . . . . . 10

New Members . . . . . . . . . 11

Façade Cleaning . . . . . . . 12

Why Join the IAMFA? . . . 18

The British Museum

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

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2

IAMFA delegates for September 21–28for those wishing to extend their trip.

There will be a little time for relax-ation in the evenings, with a programmeof events designed to give delegates ataste of London. Registration on theafternoon of Sunday, September 22will be followed by an early eveningcocktail reception. This will allow dele-gates to get a good night’s sleep beforethe first full day of the conference. Atrip to London’s theatre district is plannedfor the Monday evening. And finally,the conference banquet on the finalevening (Wednesday) will combinefine food with a fitting backdrop forsuch a prestigious occasion.

IAMFA 2002 in London will beundoubtedly be a conference toremember!

Karen PlouvierChairman — Conference 2002

THE LONDON 2002 CONFERENCESeptember 22–25, 2002

INTERNATIONAL ASSOCIATION OF MUSEUM FACILITYADMINISTRATORS

M YES! Sign me up to attend the 2002 IAMFA Annual Conference inLondon, England.

Name: ___________________________________________________________________________

Title: ____________________________________________________________________________

Institution:_______________________________________________________________________

Address: _________________________________________________________________________

City: _________________________________________ Postal/Zip Code: _________________

State/Province/County: ______________________ Country: _________________________

Phone: ________________________________ Fax: ____________________________________

E-mail: __________________________________________________________________________

Special dietary requirements:____________________________________________________

ALL FEES ARE PAYABLE IN U.S. DOLLARS

M Member Fee: $350

M Non-member conference fee: $400

M Sign me up as a new IAMFA member: $150

M Guest Programme: $250 Guest Name: _________________________________

M Day Attendance: $150 per day

Please remit to: International Association of Museum Facility AdministratorsP.O. Box 1505Washington, D.C.20013-1505 U.S.A.I require an invoice: M Yes M No

SUGGESTED ACCOMMODATIONA limited number of twin/double rooms has been reserved in two high-gradehotels (the Thistle Piccadilly and the Thistle Trafalgar) in the heart of London,within easy walking distance of the three conference venues. The hotelshave recently been refurbished to high standards, and all rooms are air-conditioned. A special rate of £150 per night has been negotiated for IAMFAdelegates for the period of September 21–28, 2002. The rooms have alreadybeen reserved, and delegates must confirm their rooms by contacting thehotels directly. Please ask for “in-house reservations” and quote bookingreference “tr”. In order to avoid disappointment, please note that roomsshould be reserved as soon as possible.

Thistle Trafalgar + 44 (0) 20 7930 4477 Thistle Piccadilly + 44 (0) 20 7930 4033

Please check the IAMFA website for updates at: www.iamfa.org

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3

Annual ConferencesThe holidays have come and gone,and memories of the conference inWashington are slowly beginning tofade as the pressures of work bring usback to reality. I am, of course, remindedof the conference by a plethora ofgifts (who else had a discussion withinterested airport security as they leftWashington?). I now stride into workin my hardhat, bright yellow t-shirtand Galapagos tag-holder, clutchinglunch in my cool bag and flask. Aftersitting down to write notes with my newpen, the first thing I do is have a mug ofcoffee — yes, I’ve got the mug as well!

The memories are wonderfully varied:the early rise on Sunday for Benchmark-ing in the Natural History Museum;breakfast in the Smithsonian Castle; therest of the day at the Natural HistoryMuseum; the magnificent meal at theMeridian International Centre; the day atthe National Gallery of Art; an eveningin the Natural History Museum, with thebuilding to ourselves; sessions at theHirshorn Museum; the renovation of theNational Portrait Gallery; the tour of theHolocaust Memorial Museum; our privateviewing of the Aelbert Cuyp exhibitionand banquet in the National Gallery ofArt; and the weather! Thank you againto Fletcher Johnston and all of the orga-nizing committee, their institutions andtheir staff who helped to administer theconference and spouse programme. Itwas a great effort and a great success.

We were privileged to have accessto these facilities, to have sampled theirhospitality, and to have taken awaywonderful memories. Who can forgetBob Scott being presented with theaward for having travelled the greatestdistance, only to have it snatched from

his grasp and handed to Pierre Lepagefor his efforts in organizing the Bench-marking session? Or Joe Brennan’sequally bemused look when he real-ized that he and Terry Zukoski hadvolunteered San Francisco for the2003 conference?

Taking on the organization of asuccessful conference is a dauntingtask, and one that we urge a group ofmuseums to assume together. Experiencehas shown that those involved drawcloser together, forming a strong localsupport group. With this in mind, wewould be grateful if you would lookat your own local area and think aboutwhether it might be possible for you toset up such a group, and offer your cityas a future venue. Any offers for 2004?

Here in London, Karen Plouviez haspulled together an organizing committeefor next year, and has successfully nego-tiated the use of the National Gallery,the British Museum and her own facilityat the British Library. She outlines herinitial thoughts on the event elsewherein these pages, but at the risk of repe-tition, we look forward to seeing you inLondon from September 22 to 25, 2002.

AdministrationIn his last act as IAMFA Treasurer,Randy has sent out dues letters andinvoices, and will follow up withreminders and membership certificatesas appropriate. It will then becomeBill Caddick’s responsibility to refinethe procedures Randy has put in placeover the past few years. I would like tothank Randy for his many contributions— including an improved gathering ofdues, revised by-laws and the establish-ment of annual budgeting and reporting.

The Board has also lost Myro, withPierre Lepage taking over as Secretary.Myro has spent ten of the organization’seleven years on the Board, and hasbeen a tremendous support and encour-agement for us all. I am extremelygrateful for his input over the years,and will look to him for further helpand guidance in the future.

As a voluntary organization, werely on the strengths and abilities ofpeople such as Randy and Myro, andI know that in Bill and Pierre we haveexcellent replacements. Thanks to all

Letter from the President

IAMFAPresident,PeterFotheringham

Washington Conference participants in front of the Smithsonian Institution Castle.

continued on page 4

4

Board members for their efforts insustaining the organization, and toMarla Chanin-Tobar, who has beenvital in keeping us moving forward.

BenchmarkingThe benchmarking exercise instigatedby Pierre Lepage and Guy Larocque atthe Canadian Museum of Civilization,and managed by Facility ManagementServices Ltd., has been an outstandingsuccess. Over sixty museums from theU.S., Canada, the U.K., Australia andthe Netherlands participated in the firstannual survey, and a large group ofthose involved met in Washington onthe Sunday before the conference. Again,

the usefulness of the meeting was rein-forced by a request to repeat the exerciseat the next conference in London.

Looking ForwardI am certain that we will continue tomove forward in the coming year. TheBoard is aiming, among other things,to improve administrative procedures.We will specifically try to improve com-munications by producing upgradedissues of Papyrus, and by ensuring thatthe website becomes a useful forum forinformation and debate, while offeringan invaluable research directory tothe organization.

As ever, we will also be looking toincrease membership. We will never bea huge organization, since we operatewithin a very specialized field. In orderto grow, we need to draw in newmembers from other countries. Withthis in mind, the Board — and CaroleBeauvais in particular — intend to havetheir mid-year meeting in Amsterdam,where we hope to interest a numberof European facilities professionals inthe Association. Having the conferencein London gives us an opportunity toattract those who may have difficultytravelling to the States, and we willalso make a big effort to expand ourBritish and Irish contingent.

Finally, on behalf of the Board ofDirectors, I would like to extend mybest wishes to all members and theirfamilies for the forthcoming year. Ihope it is a happy and prosperousyear for you all.

Peter FotheringhamThe National Gallery, LondonJanuary 2002

President’s Letter — continued from page 3

IAMFA Board ofDirectors

PresidentPeter FotheringhamThe National GalleryLondon, Englandpeter.fotheringham@ng-org.uk

V.P., AdministrationMarla Chanin-TobarMeridian International CenterWashington, D.C., U.S.A.mctobar@meridian.org

V.P., Regional AffairsCarole BeauvaisNational Archives of Canada andNational Library of CanadaOttawa, Canadacbeauvais@archives.ca

TreasurerWilliam CaddickArt Institute of ChicagoChicago, U.S.A.wcaddick@artic.edu

Secretary and Papyrus EditorPierre LepageCanadian Museum of Civilization andCanadian War MuseumHull, Canadapierre.lepage@civilization.ca

Chairman — Conference 2002Karen PlouviezThe British LibraryLondon, Englandkaren.plouviez@bl.uk

Chairman — Conference 2003Joe BrennanSan Francisco Museum of Modern ArtSan Francisco, U.S.A.jbrennan@sfmoma.org

For additional contact information,please visit our website at

www.iamfa.orgParticipants in the Spouse Programmeat the Washington Conference.

Participants in the IAMFA Washington Conference, captured for posterity at theSmithsonian National Gallery.

5

Museum Benchmarks 2001,Survey of FacilityManagement PracticesA one-day benchmarking workshop —the culmination of the very successfulMuseum Benchmarks 2001 Surveyof Facility Management Practices —preceded the IAMFA Conference inWashington, D.C. Of the 63 interna-tional museums and art institutionswhich participated in this benchmarkingexercise, 23 were able to attendthe rescheduled workshop onDecember 2, 2001.

At this intensive educational andnetworking workshop, it was agreedthat a follow-up benchmarking surveyshould be held in 2002. The surveyschedule, outlined below, will enablethe survey close-out workshop toprecede the IAMFA Conference inLondon, England in September 2002.

Workshop Highlights

“Keeners”• Bob Scott (Powerhouse Museum,

Australia) and Peter Fotheringham(National Gallery, London) wererecognized for having travelledthe greatest distances to attendthe workshop.

Benchmarking• Presentation on what benchmarking

is and isn’t, the dos and don’ts, thedifferent types, etc.

Survey Results• Presentation and discussion of survey

results, including identification ofbest practices.

Best Practices Presentations • Standard Documentation for Out-

sourcing Building Services: Guy

Larocque, The Canadian Museumof Civilization, Hull, Canada.

• Cross-Training: Richard Kowalczyk,Smithsonian National Air and SpaceMuseum, Washington, D.C., U.S.A.

• Lighting Control and Maintenance:Peter Fotheringham, The NationalGallery, London, England.

• Organizational Structure: TomCatalioti, The Cleveland Museumof Art, Cleveland, U.S.A.

Focus Groups• Four separate groups answered the

following questions: What are themost important processes/bestpractices in facility management? Isa chargeback/user-pay accountingsystem an important business practice?What is critical in the developmentof a strategic facility plan? Whatorganizations have best practices?

Benchmarks Review by Ian Follett, Facility Management Services Ltd., Calgary, Canada

Benchmarks workshop, hosted by the Smithsonian National Museum of Natural History.

continued on page 6

6

Thank You Awards • All best-practice presenters.

• Pierre Lepage and Guy Larocque,The Canadian Museum of Civilization,Hull, Canada for promotion andsponsorship of this benchmarkingsurvey.

• Richard Day, The SmithsonianNational Museum of NaturalHistory, Washington, D.C., U.S.A.for great hospitality, includingworkshop room, equipment andcatered luncheon.

Benchmarks 2001 SurveyReport: Some Highlights The following highlights have beendistilled from 30 pages of data analysis.

Strategic Facilities Plan• Is it important? Yes — 85%• Do you have one? Yes — 60%

Customer Satisfaction• Do you track any internal customer

satisfaction with facility servicesprovided? Yes — 52%

Computerized MaintenanceManagement System (CMMS)• Do you use a CMMS? Yes — 53%

Building Maintenance• Average area per full-time mainte-

nance worker: 33,500 sq.ft./3100 m2

• Percentage of planned vs. unplannedwork: Planned — 66%; Unplanned— 34%

Turnover Rate of Security Workers(average)• 16%

Cost of Building Operations(average)• $11.47 US/sq.ft.

Commitment to Cost of Trainingand Development of FM employees(average in $US) • Management, professional, technical:

$796 (vs. $1,300 for office-typefacilities)

• All other facility managementemployees: $335

Purchase of Benchmarks2001 Survey ReportMuseum Benchmarks 2001, Survey ofFacility Management Practices, can bepurchased for $1,000 US. Please contactGuy Larocque, Canadian Museum ofCivilization, at 1 (819) 776-7195 or byfax at 1 (819) 776-8344.

The Survey Report is the result of a34-page questionnaire, and includes afive-page executive summary of results,

a comprehensive four-page listing ofoperational definitions related to facilitymanagement, and 30 pages of dataanalysis. Data was gathered and ana-lyzed on the following topics: descriptionof facilities, space utilization, temperatureand relative humidity, janitorial/custodialservices, utilities, building maintenance,exterior grounds maintenance, buildingsecurity, cost of building operations, costof training and development, facilityrentals/special functions, parking,strategic facilities plan, telecommuting,outsourcing, customer satisfaction,chargeback of facility costs, service-level

Museum Benchmarks 2002, Survey of Facility Management Practices

Fee: $1,350 U.S. (due upon registration)

Yes, the fee has increased. That’s because the Canadian Museum of Civilizationwas a significant sponsor of last year’s survey. This year’s fee is consistent with thefees charged to over 90 organizations, involving 10 benchmarking surveys, in thelast 7 years.

The fee includes:• The Survey Report, which includes:• Survey data • charts of all data, listed under each organization’s name• a Survey summary • summary charts and graphs of industry averages, ratios and trends• an executive summary • a summary that provides comments and recommendations on key performance

measurements and practices in facility management• A full-day workshop, including best practices and networking

Key Dates

• February to April 19, 2002: Receipt of Survey Participation Agreement

• February to April 22, 2002: Distribution of Survey Questionnaire (upon receiptof Participation Agreement)

• June 14, 2002: Return of completed Survey Questionnaire

• August 30, 2002: Survey Report mailed to participating organizations

• September 22, 2002: Benchmarking and Best Practices Workshop in London,England

How Do I Sign On or Get More Information?Complete and return the Survey Participation Agreement on page 9, or contactIan Follett at:

Tel.: 1 (403) 259-5964Fax: 1 (403) 255-7116E-mail: fmsltd@fmsltd.com

continued on page 9

Benmarks Review — continued from page 5

7

REHVAWith members in more than 25 coun-tries, the Representatives of EuropeanHeating and Ventilating Association(REHVA) is the largest HVAC organi-zation in the world. REHVA held itsworkshop on museum environmentsat CLIMA 2000 in Naples, Italy onSeptember 14–18, 2001. Informationon REHVA and its activities can befound at www.rehva.com.

ASHRAEThe American Society of Heating,Refrigerating and Air-ConditioningEngineers (ASHRAE) has been involvedin implementing standards for bothnew design and retrofitting of existingmuseums and archives. Their HVACstandards have been designed, andare constantly being revised, in orderto uphold health, safety and collectionrequirements specified for museumenvironments. ASHRAE can be visitedat www.ashrae.org.

It would benefit us all to work withthe many organizations dedicated topreserving cultural institutions, so thatwe may study and develop solutionswithin museums and heritage centers.By pooling our resources, we arebound to succeed in the preservationof both buildings and artifacts beyondthe twenty-first century.

William A. Esposito, CIH is the founderand President of Ambient Group, Inc.He is certified by the American Boardof Industrial Hygienists for the practiceof Industrial Hygiene and IndoorEnvironmental Quality Sub-Specialty,and is currently working on projectsrelated to the recent World TradeCenter disaster and New York’sbioterrorism scares.

For over seven years, IAMFA members,together with other organizations, havebeen leading the way in understandingand controlling the complex factorsthat make up the indoor environmentand their respective effects on artifactswithin cultural institutions. This hasbeen a global effort, involving IAMFAmembers in Canada, the UnitedKingdom, Australia, the U.S.A. andbeyond. We have not worked alone,and there is growing interest aroundthe world in this area of activity. Thisarticle will outline what other inter-national groups are doing, as wellas where you can access the mostcurrent research and developments.

ISIAQThe International Society of IndoorAir Quality and Climate (ISIAQ) TaskForce III was formed in 1995 to con-centrate on indoor air quality andclimate in cultural and heritage insti-tutions. The aim of this Task Forcehas been to introduce and establish anetwork of communications betweeninterested members of ISIAQ and themuseum conservation and facilitymanagement communities. They alsoexplore ways in which ISIAQ’s expertisein human health, air, material andbuilding science can best be utilized inassisting conservators and administrators,working in cultural institutions, to moreaccurately assess and control the con-centrations of important pollutantswithin their institutions. The Task Forcehas held a series of workshops designedto introduce interested parties to impor-tant environmental issues, as well asto explore and prioritize those issueswithin cultural and heritage institutions.These workshops have been a part ofISIAQ Indoor Air and Healthy Buildingconferences around the world. The

next scheduled workshop is IndoorAir 2001 in Monterey, California fromJune 30 to July 5, 2002. Information canbe found at www.indoorair2002.org.

ISIAQ is currently developing forpublication a state-of-the-art review ofenvironmental concerns within culturaland heritage institutions. They hopeto have a final draft ready for ISIAQ’sreview in early 2002. ISIAQ memberswould be happy to have you join thegroup, and welcome any type of sub-mission for the Task Force report —especially case studies that have beenperformed within cultural institutions.Any interesting pictures, charts or dia-grams that may illustrate these importantconcepts are always welcome.For moreinformation on the Society, please visit:www.ie.dtu.dk/isiaq.

IAPIAMFA Members are also involved inthe Indoor Air Pollution in Museumsworking group (IAP). This group iscomposed primarily of conservationscientists from around the world. TheConservation Department Laboratoryhosted the fourth meeting of this work-ing group at the National Museum ofDenmark. Professionals working withthe indoor climate of museums partici-pated, including conservators, curators,engineers, architects and conservationand university scientists. Morten Ryhl-Svendsen coordinated the conferencethat took place on November 8–9, 2001,which encouraged the exchange ofdetailed environmental studies thathave been performed in cultural andheritage institutions worldwide. Abstractscan be found on iaq.dk/iap.htm underdiscussion group. For more informa-tion on the Indoor Air Quality inMuseums and Archives site, pleasevisit www.iaq.dk.

Recent Activities in Indoor Air Quality andClimate in Cultural and Heritage Institutions

by William A. Esposito

8

The Regional Chapters were formally established at theIAMFA Annual Conference in Chicago in September 2000.Since then, most chapters have undertaken a series ofactivities, establishing effective forums for the exchange ofinformation amongst members, while also reaching non-members and encouraging them to join our organization.Regional chapters — in particular, their organizers — are tobe thanked and congratulated on the progress being made.

There are some positive developments with regard tothe establishment of a chapter in the Netherlands — mostprobably in Amsterdam. Discussions are underway withseveral individuals from the museum facilities managementcommunity, together with representatives of companiesoffering services to museums in the Netherlands, toencourage their participation in IAMFA activities.

Work is also underway to establish a webpage for thechapters. A first draft was presented to the chairpersons/coordinators of each chapter for comment, and we hopeto finish the page and have it online as soon as possible.Many thanks to our webmaster, Richard Kowalczyk, whoaccepted the challenge.

I encourage you to contact me if you require my supportor if you have any ideas you’d like me to take up with theBoard. I am here to help you. Keep up the good work!

Carole BeauvaisVice-President, Regional AffairsIAMFA

Regional Chapters

Networkingat theIAMFAWashingtonConference.

CaroleBeauvais,Vice-Presidentof RegionalAffairs, withparticipantsat the IAMFAWashingtonConference.

Carole’s Report on the Business Meetingin San Francisco

“I left my heart in San Francisco . . . or theshort story of the formation of a new chapter,”

— from the memoirs of a Vice-Presidentof IAMFA Regional Affairs.

“I left my heart in San Francisco . . .” I always liked thatsong from Tony Bennett. For me, it was really representativeof the city! The melody and lyrics of this song were on mymind as my plane was leaving the runway at SFO airporton an early morning in mid-May. With a feeling ofmelancholy, I took one last look at the City by the Bay as itwas waking up, softly covered with a pink veil of clouds. Iwondered if I would ever be back. Then I began to thinkabout all the events of that weekend in San Francisco.There was, of course, the Board meeting, which is alwayswelcomed because it is one of the rare occasions whenBoard members can actually do business face-to-face andnot via e-mail, or by conference calls.

As the Vice-President of Regional Affairs, I was reallyenthusiastic about the event that was to take place at theSan Francisco Museum of Modern Art (SF MOMA). Aftermonths of preparation, phone calls and e-mails, ourcolleague at SF MOMA, Joe Brennan, was able to gathera group of facilities directors from 17 California culturalinstitutions to meet and discuss the possibility of establishinga network which could also become a regional Chapter ofIAMFA. The group met with our Board members on a Fridayafternoon. We all toured the SF MOMA building, takingmany pictures of the facility and of the attendees, andconcluded the meeting with an informal gathering and amini-presentation from our President and from myself.We didn’t want to overdo it, but provided them with anoverview of what the IAMFA is, and what it can do forthem. We also distributed a package of information onthe IAMFA to all attendees.

The response was positive, and many mentioned thatthey were interested in joining, and would certainly like toparticipate in the formation of a chapter representing theinterests of the cultural institutions in the region. Joe Brennankindly accepted our invitation to become the Chairpersonof the future chapter. He is currently involved in buildingthe chapter and encouraging interested organizations tojoin. Thanks to Joe Brennan, this first meeting was a realsuccess, and I wish him the very best in reaching the goalof establishing a formal chapter with ten members. Inretrospect, I’m not sure if I left my heart in San Francisco. Idid, however, leave a very good group of colleagues whoare ready to set up a network designed to foster andpromote communications between cultural facilitiesprofessionals from their area. I am looking forward tomeeting them again in 2003 at the IAMFA annualconference in San Francisco. Mission accomplished.

9

agreements and important issuesfacing facility managers.

The best practices of participatinginstitutions, as listed and brieflydescribed by each institution, is alsoincluded in the Survey Report.

Ian Follett is the President of FacilityManagement Services Ltd., andspecializes in, and spearheaded, thisbenchmarking and best-practicesexercise.

SURVEY PARTICIPATION AGREEMENT

The undersigned institution wishes to participate in MuseumBenchmarks 2002, Survey of Facility Management Practices, andagrees to:

• Provide complete and accurate data in a timely manner.

• Maintain the confidentiality of the survey questionnaire and surveydata.

• Use the survey data for internal organizational purposes only.

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

• Pay FACILITY MANAGEMENT SERVICES LTD $1,350 in U.S. fundsto benchmark one facility.

M If you require an invoice, please check.

PAYMENT IN FULL IS DUE UPON REGISTRATION.

Institution Date

Signing Authority (please print) Title

Signature Telephone

Mailing Address

Fax E-Mail Address

Please fax the completed agreement to: Ian Follett, BAA, CFMPresidentFACILITY MANAGEMENT SERVICES LTDTel: 1 (403) 259-5964Fax: 1 (403) 255-7116E-mail: fmsltd@fmsltd.com

Chairpersons of Regional Chapters

Los Angeles, U.S.A.James SurwilloJapanese American National Museum

New York, U.S.A.Lloyd HeadleyThe Brooklyn Children’s Museum

Ottawa-Hull, CanadaToby GreenbaumPublic Works & Government Services

San Francisco, U.S.A.Joe BrennanSan Francisco Museum of Modern Art

London, EnglandKaren Plouviez The British Library

Washington -Baltimore, U.S.A.Fletcher Johnston Hirshorn Museum & Sculpture Garden

Coordinators of Future Chapters

Atlanta, U.S.A.Kevin StreiterHigh Museum of Art

Bilbao, SpainRogelio DiezGuggenheim Museum

Chicago, U.S.A.William CaddickArt Institute of Chicago

Houston-San Antonio, U.S.A.Gary Morrison McNay Art Museum

Pennsylvania, U.S.A.Victor T. RazzeBrandywine River Museum andConservatory

Seattle, U.S.A.Patrick DowlingWhatcom Museum of History and Art

Cleveland, U.S.A.Tom CataliotiCleveland Museum of Art

Sydney, AustraliaBob ScottThe Powerhouse Museum

Amsterdam, The NetherlandsJos BarnhoornThe Rijksmuseum

Benchmarks Review — continued from page 6

10

Through the process of measuringelectrical costs and energy trends overthe past three years, it has been possibleto target major electrical loads and studythem for potential savings. One suchstudy has led to the review of chilleroperations. By tightening buildingspace temperature and humidity controldead-bands, and by slightly modifyingtheir setpoints, a 5% drop in electricalenergy consumption — and a reductionof about $70,000 in electrical costs peryear — was achieved from reducedchiller operations, without compromisingthe Museum’s environmental constraints.This has also resulted in reduced wearon chillers and pumps, thus extendingequipment lifecycles, as well as freeingup spare chiller capacity and improvingredundancy.

BackgroundThe Canadian Museum of Civilizationis located on the banks of the OttawaRiver in Canada’s National Capitalregion. The building was builtbetween 1984 and 1989, and has agross area of one million square feet,along with a curvilinear architecturaldesign that is unique. The mechanicalsystems are comprised of one centralair-handling unit that provides a half-million cubic feet per minute of outsideair to 145 compartmental air handlers,providing simultaneous heating or cool-ing, and humidification on demand to allthe spaces in the building. The heating/cooling plant contains four centrifugalchillers and three fire-tube boilers.

The chillers are comprised of onehigh-pressure R22, 900-ton unit with

heating-recovery bundles, two low-pressure R11, 900-ton units and one500-ton unit — also with heating-recovery bundles — and one low-pressure R134A, 900-ton cooling-onlyunit. There are two 300-h.p. hot waterhydronic boilers, and one 80-h.p.high-pressure steam boiler for pre-humidification of outside air enteringthe building. The one major aspect ofthe cooling system that is somewhatunusual is that the “cooling tower” isreplaced by river water; thus, a hybridgeothermal system is used for cooling.

Because the chillers feed into thebuilding’s heating loop before sendingexcess heat to the river, the chillers mustoperate through both the cooling andheating seasons. The chillers consumeabout one-third of the building’s total

Energy Management Improvements at theCanadian Museum of Civilization

by Guy Larocque and Todd Keeley

2,450,000

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April May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. March

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CMC Monthly Consumption over the Past Three Years

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11

yearly electrical energy consumption.This significant energy load made thechiller operations a prime candidatefor an energy study.

Case StudyNo specific energy management hadbeen done since the commissioning ofthe building in 1989. The initial gatheringof energy data for this case study beganin April 1999, and was concluded inMarch 2000.

A new baseline was created withthis data (please refer to the CMCelectrical monthly consumption chart).In understanding the complete day-to-day operations of the HVAC systems,and with electrical energy data from1999/2000 to use as a reference point,the CMC’s technical staff started toreview all major operating equipmentin the heating/cooling plant, to ensurethat these units were in top workingorder (full diagnostic check-ups).

Once this work was finished, it wastime to review the automated controlsystems of the building. Through amethod of controlled trial and error,it was discovered that, by tighteningdead-band ranges (i.e., reduce maxi-mum deviations from setpoints) forthe space temperature and humiditysetpoints throughout the building, andby raising the temperature slightly from22 degrees Celsius to 23 degrees Celsius,there was a substantial drop in the over-all chiller loading which was required toheat or cool the building. The initial data

was showing a load of 2,200 tons duringthe peak-loading season, and in wintera load of 1,200 tons. With the finetuningof the central plant and controls soft-ware, the new loads are now 1,800 tonsin summer and 900 tons in winter.

The results of this streamliningof the HVAC system has resulted in adrop in the loads on the chillers andall their related equipment (pumps etc.),and a yearly savings of about 5% onannual electrical consumption costs. Thelifecycles of all the chillers and theirassociated pumps have also automati-cally increased, due to reduced usage.

Another benefit is that the CMC —which in the past had been penalized bythe regulatory utility company becausepeak electrical demand was regularlyexceeding the maximum 5,000 kWsupply each month — is now paying alower penalty for exceeding that peakdemand less frequently. With the energymanagement modifications to thechillers in place, these peak demandpenalties have been reduced by 50%.

ConclusionThrough the measurement of energycost trends, using existing data fromlocal utilities, and the study of specificenergy targets, it is possible to implementenergy management strategies for largebuildings such as the Canadian Museumof Civilization — changes which canresult in the optimization of equipmentoperations and a significant reductionin operating and lifecycle costs. For

the Canadian Museum of Civilization,the cost savings obtained by finetuningthe HVAC system have resulted in a5% annual reduction on electrical con-sumption, which has translated into abudgetary reduction of $70,000 peryear. Whether the study of a building’sperformance is undertaken by in-housetechnical staff or by outsourcing toexternal consultants, the potentialpayback usually more than justifiesthe expense. Finally, undertakingthese types of studies will alwaysprovide the benefit of helping anorganization’s building operators tobetter understand the building’sequipment and their operations.

Guy Larocque, P. Eng, is a mechanicalengineer with an extensive backgroundin HVAC controls design, buildingoperations, maintenance and energymanagement. He is Manager, PropertyManagement and Engineering at theCanadian Museum of Civilization inCanada’s National Capital Region.guy.larocque@civilization.ca

Todd Keeley is a professional mechani-cal technologist, and has an extensivebackground in HVAC systems design,commissioning operations andmaintenance. He is the MechanicalTechnologist at the Canadian Museumof Civilization in Canada’s NationalCapital Region.todd.keeley@civilization.ca

The International Association of Museum Facility Administrators is pleased to welcomethe following new members:

Joe Brennan — San Francisco Museum of Modern Art — San Francisco, CA, U.S.A.

Brendan Berry — Advantage Operations — Chicago, IL, U.S.A.

Terry Zukoski — Chabot Space & Science Center — Oakland, CA, U.S.A.

Walt Crimm — Ewing, Cole, Cherry, Brott Architects — Philadelphia, PA, U.S.A.

Michael Dixon — Winterthur Museum — Detroit, MI, U.S.A.

New IAMFA Members

12

The following is an excerpt from“Façade Cleaning: For More ThanAppearance’s Sake” from JOURNALVolume 19, Number 1, a publicationof Hoffmann Architects, specialists inthe rehabilitation of building exteriors.The firm’s work includes investigativeand rehabilitative architecture/engineering services for the analysisand resolution of problems within roofs,façades, glazing, and the structuralsystems of existing buildings, plazas/terraces, and parking garages.

Why should a building’s façade becleaned? The issue of aesthetics firstcomes to mind. After all, a clean build-ing simply looks better than a dirtybuilding. A clean building presents amore hospitable front — and thereforea more attractive real estate prospect —to the public. Just as we put our bestfoot forward with a neat, kempt appear-ance, a building looks its best whenfree of the grime, pollutants and stainingthat shadow its most visible — andoften most vulnerable — attribute:its façade.

Of course, not all building façadeswarrant the same amount of care andattention. A building’s location, function,and geographic and atmospheric con-ditions all play roles in determiningthe level of cleaning effort necessaryto achieve the desired appearance.

Consider function: structures whichhouse commercial activity, in business,theatre or shopping districts, often war-rant a higher degree of cleanliness thando buildings that house industrial —or less public — activities. The managerof a bank building, for example, maychoose to maintain an immaculatefaçade to greet clients and accountholders, while a warehouse owner mayfind it understandably unnecessary toachieve the same level of cleanlinessfor his or her structure.

Furthermore, if and when it isdecided that a building’s façade willbe cleaned, it may be that only aportion — for instance, that which isvisible from the sidewalk — will becleaned. A skyscraper in Manhattan,for example, may be cleaned from theground to the sixth floors only, limitingthe cleaning effort to that portion ofthe building’s façade that is visibleto bustling commuters. Cleaning theground floors only is a viable alternativewhen it may be costly — not to mentionfoolhardy in a pollutant-ridden urbanlocale — to clean a building’s façadefrom top to bottom.

Finally, what it takes to clean abuilding situated in the countryside is

typically far less an endeavor than ifthat same building were located in ametropolitan area. The rural buildingmay warrant only water-soaking toremove mild contaminants (such asdirt), while the urban building wouldmost likely require a more in-depthcleaning effort — to remove morehazardous pollutants — in order toachieve the same level of cleanliness.

While aesthetics are the obvious —and primary — reason for cleaning abuilding façade, the effort to exposethe substrate for evaluation and repairruns a close second. It is nearlyimpossible to gauge the conditionof a masonry substrate, for example,when the façade is covered in dirt,

More than Just a Pretty Façade:Exterior Cleaning

by Richard P. Kadlubowski and Coleman H. Bynum

Workers pressure-wash the concrete façade of a corporate office building.

13

grime and/or a coating. In order todetermine those areas which need tobe patched, repaired or resealed— or,in some cases, to even properly identifythe substrate — the façade should becleaned of any and all elements thatpreclude its proper evaluation.

Still another key motivation behindfaçade cleaning is the effort to removedamaging pollutants such as sulphurand nitrogen oxides, and other acidrain pollutants, from the façade. Thesepollutants serve to accelerate façadedeterioration.

Case in point: moisture is the primarycause of masonry decay. When moistureis coupled with soluble salts from pol-luted rainwaters or with atmosphericgases, the decay is accelerated. Whenthe soluble salt dissolves in water, ittravels deep into the masonry substratethrough pores or cracks. Once the mois-ture evaporates, the salt recrystallizes,exerting tremendous pressures whichbreak down the masonry from within.

Additionally, atmospheric gases suchas carbon dioxide, sulphur dioxide andnitrogen oxides react with dirty, wetsurfaces to form corrosive liquids suchas carbonic acid, sulphuric acid andnitric acid. These liquids react withvarious elements in the masonry andmay result in the formation of hardenedsurface crusts and the dissolution of acid-soluble cementing binders that holdthe masonry together. The formationof these dense surface crusts, and thewashing away of acid-soluble binders,if allowed to persist, are progressivedeterioration processes.

Lastly, façade cleaning opens abuilding’s pores and allows the normaltranspiration of moisture. Moisturetrapped within a masonry wall, forexample, will remain there if a water-proofing coating prevents its exit. In thiscase, as moisture is the leading cause ofmasonry decay, comprehensive façadecleaning to include removal of thewaterproofing coating may be the key

component of the design professional’seffort to restore the building.

How Clean is CleanEnough?Once the decision has been made toclean a building’s façade, the questionof “how clean is clean enough?” mayarise. Generally, the primary objectiveshould be to remove any and all con-taminants from the façade. Beyondthis, the question of “how clean isclean enough?” should be answeredon a case-by-case basis, with the fullsubjectivity of the building ownerand/or manager.

In the case of older buildings,however, should they be so thor-oughly cleaned as to look new? Wouldthe Pantheon in Rome suffer in ourmind’s eye if its 1,800-year history weresomewhat forgotten in the gleam ofpristinely-scrubbed pozzolan1 concrete?Indeed, many individuals involved withthe preservation of historic structuresargue that too much cleaning stripsthese buildings of a dignity earned withthe passage of time. They assert thatthe dirt “patina” represents a naturalprocess of weathering which has histor-ical significance for older buildingswithin a contemporary setting.

However, the fact remains that theaccumulation of surface staining goesfar beyond aesthetic deformation;heavy surface deposits contributeto the progressive decay of stone,

masonry and concrete surfaces. Theowner, with the guidance of the designprofessional, must find the point atwhich the building’s façade is free ofany contaminants that may threaten thesubstrate, while not being so scrubbedas to contradict the structure’s history.

To Clean Before or AfterRestoration and Repair?Still another important factor to considerin preparing to clean a building façadeis when to do it: before or after repairsand restoration work. As previouslymentioned, it can be difficult to detectwhat may need to be repaired in asurface when it is heavily coveredwith dirt, stains, paint and/or othercoatings. And, as it is best to patchor repair a clean, sound surface, itmay be preferable to clean the façadebefore any repairs.

However, there are exceptions tothis somewhat loose rule. For example,when a stone building has extensiveleak problems, and the design profes-sional must coordinate patching andsealant work, it may very well be amistake to run the risk of even greaterwater intrusion by adding water duringcleaning to already precarious areas.In these instances, the design profes-sional may choose to patch and sealareas of water intrusion prior to thecommencement of cleaning.

1The Romans produced lime by burning limestone pieces. Mixed with volcanic ash(pozzolan) and water, it becomes a mortar. The Romans mixed this mortar with smallstones, bricks and other materials to produce concrete.

Points of infiltration should be repairedprior to façade cleaning, including thisend of a copper joint cover, which is openin a joint in a protjecting course.

This lead joint cover has been pushed outof the joint. The caulking in the joint isbrittle and not bonded to the stone, andshould be repaired before façade cleaning.

14

Protection Against DamageTo ensure a successful façade-cleaningproject, whether it be for stone andmasonry, concrete, or aluminum, it iscrucial to choose and implement themost appropriate method for thesurface. Protection against damage topersonnel, to the building, to the siteand to the environment should be theforemost consideration in choosing andimplementing the cleaning method.

Protecting PersonnelOf the three general categories ofcleaning methods — chemical cleaning,water cleaning and abrasive cleaning —chemical cleaning packs the highestrisk quotient to individuals. The designprofessional should require, as partof the cleaning proposal, a detaileddescription of the proposed materialsand methods of protection againstpossible harm caused by the cleaningwork to all persons in the cleaningarea. Product data and Material SafetyData Sheets (MSDS) should be sub-mitted for all recommended materialsand chemical cleaning products.

The persons performing the cleaningmust adhere to the guidelines set forthin a chemical’s MSDS to protect againstdamage to themselves or the public. Allprecautionary measures should be readcarefully, and first-aid instructions — incase of contact or exposure — shouldbe reviewed. These instructions includewhat to do in case of eye contact,skin contact, inhalation and ingestion.Also included in the MSDS are spill andleak procedures as well as guidelinesfor container handling, storage andshelf life.

Chemical cleaning products are notthe only potentially hazardous elementsto be aware of during façade cleaning.Bird droppings and other bird-relatedmatter offer another source of some veryunhealthy effects. As one can imagine,there is a distinct possibility that onewill encounter a considerable amountof bird matter during façade cleaning.

Bird droppings and other bird-relatedmatter contain substances, including

agents of diseases such as Histoplas-mosis and Cryptococcosis, that areharmful — and sometimes fatal —to humans. All necessary precautionsmust be taken to prevent workersand other people without appropriateprotection from touching, ingesting,inhaling or contacting in any other waybird-related matter. Finally, the disposalof such substances must comply withapplicable federal, state and local lawsand regulations.

Protecting the BuildingIn protecting the building againstdamage during the cleaning process,the design professional should submitin advance a detailed description,including drawings and diagrams, ofproposed materials and methods ofprotection for preventing harm, damageor deterioration caused by the cleaningwork to all building elements, materialsand finishes.

To protect those surfaces of thebuilding which will not be cleaned,the design professional should instructthe contractor as to the specifiedmaterials required to protect all glass,metal, wood and/or painted surfacesthat should not be affected during

masonry cleaning, for example. Thesespecified protection materials mayinclude masking products that aresometimes part of a manufacturer’schemical cleaning system.

Additionally, all windows, doorsand other existing openings should betemporarily sealed to prevent liquidand particulate entry. Again, materialsused to do this must be those specifiedby the design professional. Windowand door hardware should be checkedfor operability at the conclusion ofthe work.

Test-cleaning a patch of the façade isa critical element of the façade cleaningprocess. It is essential, not only inensuring that the cleaning effort willhave the desired results, but also inensuring that the chosen method willnot damage the façade. Prior to initiatinga full masonry cleaning project, forexample, test-cleaning should be con-ducted on 100 square feet for eachsubstrate and for each cleaning methodspecified. Full cleaning should notproceed until the test patch has beenreviewed and accepted by the designprofessional and the building owner.

Prior to test cleaning, it must beassured that the work of other tradeswhich might affect the cleaning work

A worker scrubs and removes softened soil from the water-soaked limestone façade.

15

is fully complete. Cleaning should notcommence until all other work hasceased. When performing the test patch,only the cleaning methods specifiedby the design professional for eachtype of material and location should beused. Each cleaning method indicatedshould be performed in a mannerwhich results in uniform coverageof all surfaces, including corners andmoldings, and which produces an eveneffect without streaking or damage tothe surface.

Finally, planning around MotherNature is essential in protecting againstdamage to the building during façadecleaning. The weather can make orbreak a façade cleaning project. If it istoo cold, liquid cleaning products andwater will freeze into sheets of ice.Conversely, if it is too warm, a chemicalproduct’s drying time may accelerate,so it may not have time to work as itshould, and may not wash off properly.

Furthermore, wind may causeadditional problems with vapor andoverspray. The design professionalshould specify stipulations on howto work around the weather prior tocommencement of the façade cleaningproject (i.e., a cleaning specification mayrequire that masonry cleaning worknot be performed when temperaturesmay drop below 50 degrees — or soarabove 90 degrees — Fahrenheit within24 hours of the work).

Protecting the SiteTo protect the site during façadecleaning, plans must be implementedto confine dust, liquids, overspray anddebris to prevent detrimental effects toadjacent properties and to the public.Temporary protection such as barriers,enclosures, netting or other protectionshould be provided and erected asrequired to prevent harm to personneland adjacent portions of the building.

Once the work of the cleaningoperations has ceased, all temporaryprotection should be removed.

Furthermore, the design professionalshould ensure minimum interferencewith streets, sidewalks and other adja-

cent facilities. For example, the flowof water from soaking and cleaningoperations should be continuouslymonitored to avoid damage to thebuilding and surrounding areas, andexcessive amounts of water shouldnot be permitted to flow across walk-ways. Also, plywood trafficways maybe necessary for all surfaces such asroofs or terraces which will receivepedestrian traffic during cleaning. Theplywood should be free of splinters,fasteners and any other irregularitiesthat may damage the existing surface.

Protecting the EnvironmentThe design professional should planany necessary precautions in advance,in order to prevent hazardous materialfrom entering the environment. Allmeans necessary should be utilized toprevent contaminated water, chemicals,chemical fumes and abrasive particlesfrom flowing into drains or entering airintakes and exhausts. Protection andwaste collection systems should be putin place before general cleaning begins.

To prevent cleaning chemicals orparticles of dirt or mortar from flowinginto drains, for example, the design pro-fessional may instruct that appropriateprecautions be taken.

Cleaning Stone, Masonryand Architectural ConcreteBasically, all façade cleaning projects fallinto one of four categories: chemical,non-chemical, abrasive and those thatmay require a combination of thesemethods. For example, although amasonry façade cleaning project maypartially succeed with a non-chemicalwater-soaking procedure to loosen dirtand wash it away, it may be necessaryto supplement this method with anappropriate cleaning agent (chemical)to treat areas of heavy stains.

The building owner and/or managershould consult with the design profes-sional to arrive at the façade cleaningmethod that is best suited to theirbuilding.

Water Cleaning Methods Water Soaking: A slow, steady streamof water2 is used to loosen dirt andwash it away, a very effective methodas the dirt becomes swollen and soft.A manifold of piping and nozzles isconstructed for this purpose. Handscrubbing with brushes or rinsing with400 psi (pounds per square inch) waterspray may follow the water soaking.

For each water soaking façade-cleaning project, the design professionaldetermines the appropriate:

a) duration of soaking (in hours);

b) number of gallons of water perminute per nozzle; and

c) nozzle spacing.

This method is very effective onstone, especially limestone, and glazedbrick. However, there are possiblelimitations related to this procedure —as there are with any procedure —that must be taken into consideration:

• Prolonged exposure results inthe oxidation of masonry’s natural

Water-soaking nozzles assembled to cleana limestone façade.

2Water for façade-cleaning should come from the municipal water supply, and shouldbe clean at the time of use. In some cases, the water used for cleaning buildingfaçades may need to be pre-treated with an ion-exchange water-softening system,in order to avoid staining, efflorescence, and other problems.

16

components and transports harmfulsalts deep into the masonry.

• Saturated masonry takes severalweeks to dry.

• Cleaning must be scheduled whenthere is no threat of freezing.

• Water may find its way through smallopenings and cause premature decay.

• Water run-off must be controlled.

• This method is not a replacementfor hand labor.

• This method should not be usedto apply chemical cleaners, as thechemicals will be driven deep intothe masonry.

Chemical Cleaning MethodsManufactured by companies to conquer“tough” façade stains, chemical cleaningproducts work by dissolving the stains,allowing them to be rinsed away. Gen-erally, chemical cleaners fall into oneof four categories: acidic cleaners,alkaline cleaners, organic solvents,and special non-sudsing detergents.

The list of available commercialchemical cleaners for different typesof façade surfaces is long and varied:some are designed to remove efflores-cence and salt-staining. Others are usedprimarily to remove excess mortar,grout stains and dirt. Still others arebest suited for use on brick that mayhave a high metallic content.

There are restoration cleanersdesigned to combat the extremelydirty and heavily-carboned masonrytypically found in large cities or high-pollution areas. Commercial poultices,designed for areas in which the con-taminant has penetrated into the sub-strate, as opposed to being on thesurface, are available for differenttypes of surfaces. Strippable maskingmaterials are available to protect glass,metal and polished stone surfacesfrom the damaging effects of acidicbrick-cleaners.

As is evidenced by the aforemen-tioned examples, chemical productsare numerous and designed to solve a

variety of cleaning issues. It is essentialto follow the design professional’sguidelines set forth in the submittalsand the manufacturer’s guidelines out-lined in the Material Safety Data Sheetswhen implementing a chemical façadecleaning method. Handling and storage,clean-up and disposal, and safetyand first-aid information should bereviewed in advance.

Handling of WastewaterThe runoff from chemical cleaningand rinsing operations falls into threecategories: non-hazardous wastewater,acidic/alkaline wastewater that canbe neutralized on site, and wastewaterclassified as special or hazardous waste.

Non-hazardous wastewater maybe released to sanitary sewers, stormsewers, or by soaking into the ground.

Acidic/alkaline wastewater mustbe contained and neutralized prior torelease to sanitary sewers — it shouldnever be released to storm sewers;the design professional should verifyin advance the “industrial wastewaterpretreatment programme” of themunicipality.

Hazardous wastewater that containscompounds such as methylene chloride(a paint-stripper) must be contained,pumped into storage tanks and takento a licenced Transport, Storage andDisposal (TSD) facility.

Abrasive Cleaning MethodsOf the various methods for cleaningstone, masonry and concrete, abrasivecleaning is unique, in that it is designedto completely remove the outer portionof the substrate on which the stainsits, rather than merely dissolving andwashing away the stain. For this reason,abrasive cleaning is generally notrecommended for restorative facadecleaning projects. Grit-blasting, grind-ing wheels, sanding disks, sanding beltsand wet sandblasting (grit-blastingcombined with high-pressure washing)all fall into the category of abrasivecleaning. New methods, using very

small (20- to 100-micron) grit andcontainment of the cleaning area, areavailable which are far less intrusive tothe substrate. While abrasive cleaningmethods are effective in removing avariety of surface stains, the limitationsassociated with the various techniquesare numerous:

• Removal of masonry surface exposesa softer substrate to more rapiddeterioration.

• Abrasive cleaning techniques areineffective in removal of subsurfacestaining.

• The significant amount of dustcreated by abrasive techniquesmakes the monitoring of progressdifficult.

• Airborne silica dust present safetyhazards; sandblasting is banned inmany municipalities.

• Abrasive cleaning opens the surfacearea of the treated substrate to atmos-pheric corrosion, water absorptionand other decay processes.

• Grit blasting may increase the needfor repointing.

Cleaning AluminumCleaning architectural aluminum isa relatively simple process. As thestrength and durability of aluminumis not materially affected by dirt oroxidation, cleaning is generally nec-essary only as an aesthetic measure.Therefore, the frequency of cleaningis primarily determined by the desiredappearance of the structure. Othermaintenance, with which aluminumcleaning may be conveniently com-bined, and local atmospheric conditionsalso play roles in determining thefrequency of aluminum façade-cleaning.

Mild cleaners, solvent and emulsioncleaners, abrasive and etching cleaners,steam cleaners and power-drivenbrushes are among the methods usedto clean aluminum façades. The buildingowner and/or manager should consultwith the design professional to arrive atthe aluminum façade cleaning method

17

that is best suited to their building.Cleaner concentration and applicationtime instructions, as well as the manu-facturer’s safety precautions, should befollowed carefully to ensure a safe andeffective façade-cleaning project.

Richard P. Kadlubowski, AIA andColeman H. Bynum, AIA, SeniorArchitects with Hoffmann Architects,oversee a variety of façade cleaningprojects for the firm. For informationon the services offered by HoffmannArchitects, please contact SandraMatheny at 1 (203) 239-6660.

Visit Hoffman online at:

www.hoffmannarchitects.com

Hoffmann Architects has developed and implementedfaçade-cleaning programmes for a number of its clients.The following narratives briefly discuss the diverse plansprepared for some of these clients.

Rockefeller Center New York, New York(Rockefeller Center Management Corporation)

As part of an overall rehabilitation plan, the designprofessionals of Hoffmann Architects implemented water-soaking, followed by scrubbing with brushes to clean theIndiana Limestone façades of the landmark RockefellerCenter complex. The water-soaking, which did notthreaten to etch the stone, was initiated after repairsso as not to allow water to enter open joints. Absolutelyno chemicals were used during the cleaning process.

Hoffmann Architects scheduled the cleaning workso as not to impede the pedestrian traffic along thebusy block that lies between New York City’s 5th and6th Avenues and 48th and 51st Streets — and so thatwater runoff did not pose any problems. Most of thecleaning work was therefore completed during thenight, when relatively few people were in the area.

Southern New England Telephone (SNET)Hartford, Connecticut

Hoffmann Architects initiated a repair and cleaningeffort to rehabilitate the limestone façades at SNET’sHartford facility.

A combination of chemical and non-chemical methodswas used to achieve the desired cleaning results for thestructure. The cleaning effort began with long periodsof water soaking (12- to 24-hour soaks) followed byscrubbing with clean, natural bristle brushes to removestains. Lastly, a chemical cleaning product was used toremove heavy stains.

The Prudential Insurance Company of AmericaEastern Operations OfficeDresher, Pennsylvania

As part of a comprehensive restoration effort, HoffmannArchitects implemented a plan to clean the concretefaçades of Prudential’s Eastern Operations Office. Nochemicals were used during the cleaning process. Toensure successful results during pressure-washing of thefacade, consistent parameters — for type and size of tip,pressure rating (psi), water flow rate and distance fromthe substrate — were maintained from the beginning tothe end of the project.

Chase Manhattan CenterWilmington, Delaware

Hoffmann Architects utilized a combination of methodsto clean the polished granite and concrete façades ofChase Manhattan’s one-block-square office complex.

Both the polished granite water table and the concretefaçades were water-soaked for 12- to 24-hour periods.The water table underwent further low-pressure washing200–400 psi. Areas of heavy stains — such as the con-crete above the loading dock that carried the exhaustfrom countless trucks — were treated with a chemicalcleaning agent.

Representative Projects

Radio City Music Hall at Rockefeller Center, New York City.

18

As many of us have already discovered,membership in the IAMFA has a lot tooffer. Read on for more about what theIAMFA is, and what it can do for you.

The International Association ofMuseum Facility Administrators wasfounded in 1990 to fill a vacuumamong facilities management pro-fessionals working in the museumworld. Times were tough and, withincreasing budgetary constraints andreduction of personnel, facility managershad to become more adept at findingnew ways of remaining efficient andcost-effective. New methods wereadopted for providing improved facil-ities services, and we began trackingperformance indicators — introducingbenchmarking and trending analysesin order to fulfill our respective man-dates. Throughout this process, theAssociation has been a key factor inhelping to open up communicationamong museum facility administrators,while helping us all to continue improv-ing our practices through the sharingof information and our various suc-cesses in this critical field of professionalmuseum management.

Our PurposeThe IAMFA is an educational organiza-tion devoted to meeting the professionalneeds of museum facility administrators,especially in their efforts to set andattain standards of excellence andquality in design, construction, oper-ation and maintenance of world-classcultural facilities.

The IAMFA earnestly desires topromote and foster communicationsbetween facilities professionals atmuseums as well as other culturalfacilities. We believe doing so willenable our members to be better-educated and -equipped to serve themissions of their respective institutions.

In pursuit of these goals, theAssociation sponsors an annualconference. and communicatesquarterly with its membership and

friends around the world through theIAMFA Journal Papyrus.

Membership andEducational Benefits

Annual Meeting and Conference

The IAMFA brings museum facilityadministrators together to promotecreativity and foster dialogue withinthe international museum community,in order to better serve the missionsand goals of all museums and culturalorganizations.

Member museums host the annualconference, which includes seminars,meetings, roundtable discussionsand focus panels on topics chosenby the membership. The numerouseducational sessions draw upon theknowledge and talents of some of themost well-respected experts in theirfields. The variety of host cities andfacilities affords members the oppor-tunity to see, experience and learnfrom the world’s most renownedcultural institutions. Sponsorship fromthe businesses that provide support toour museums, and the opportunity tosee their latest products and technology,round out conference experience forour members.

IAMFA PublicationMembers receive our quarterly news-letter, Papyrus, which provides valuableinformation on the association and itsmembers. Papyrus contains specialfeatures on all subjects relevant to theeffective management and operationof museums and support facilities.This important publication keepsour members up-to-date on the latesttechnical and managerial advancesand innovations in our field.

Join this dynamic association rightnow! A convenient registration formhas been included with this issue ofthe journal.

On behalf of the IAMFA Board ofDirectors, I would like to take thisopportunity to wish you health,success, and all the best for 2002.

Pierre LepageSecretary, IAMFA

Why Should I Join the IAMFA?

IAMFA/PapyrusWINTER 2002

EditorPierre Lepage

Papyrus Correspondents

Peter FotheringhamLondon, England

Karen PlouviezLondon, England

Carole BeauvaisCanada

Guy Larocque, Todd KeeleyCanada

William EspositoUnited States of America

Production CoordinationJulie CoderreDeborah Brownrigg

Design and LayoutPhredd Grafix

EditingArtistic License

Printed in Canada bySt-Joseph M.O.M. Printing

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.

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 of Museum FacilityAdministrators

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

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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

✁

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 MuseumFacility AdministratorsP.O. Box 1505, Washington, D.C. 20013-1505 U.S.A.

Website: www.iama.org

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

Papyrus Order Form and Change ofAddress Form for Non-Members

M YES! I would like to receive the quarterly journal of IAMFA at $20.00 US/year (free for IAMFA members)

If you are already a non-member subscriber, you may also use this form to make any corrections tothe information which appears on your current address label. Please ensure that you send us youroriginal address label when returning this form to us, and thanks for helping us to keep our recordsup-to-date!

First Name: ______________________________ Middle Name/Initial(s): __________________ Family Name: _______________________

Title: ________________________________________________________________________________________________________________________

Association: ________________________________________________________________________________________________________________

Address: ____________________________________________________________________________ City: _________________________________

State/Province: __________________________ Zip/Postal Code: _______________________ Country: ____________________________

Phone: __________________________________ Fax: ____________________________________ E-mail: ______________________________

IAMFA/PapyrusINTERNATIONAL ASSOCIATION OF MUSEUM FACILITY ADMINISTRATORS

M If this is a change of address, please return this form by fax to IAMFA, c/o Julie Coderre at: 1 (819) 776-8353. You may also e-mail your changes to julie.coderre@civilization.ca.

M If you are subscribing to Papyrus, please send this form, along with your payment of $20.00 US to:

IAMFA/PapyrusP.O. Box 1505

Washington, D.C. 20013-1505, U.S.A.