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37–783 2007

THE SMITHSONIAN IN TRANSITION 

MEETING 

BEFORE THE

COMMITTEE ON HOUSE 

ADMINISTRATION 

HOUSE OF REPRESENTATIVES 

ONE HUNDRED TENTH CONGRESS 

FIRST SESSION 

MEETING HELD IN WASHINGTON, DC, AUGUST 1, 2007 

Printed for the use of the Committee on House Administration 

( 

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COMMITTEE ON HOUSE ADMINISTRATION 

ROBERT A. BRADY, PENNSYLVANIA, Chairman 

ZOE LOFGREN, California 

Vice-Chairwoman 

MICHAEL E. CAPUANO, Massachusetts 

CHARLES A. GONZALEZ, Texas 

SUSAN A. DAVIS, California 

ARTUR DAVIS, Alabama 

VERNON J. EHLERS, Michigan 

Ranking Minority Member 

DANIEL E. LUNGREN, California 

KEVIN MCCARTHY, California 

S. ELIZABETH BIRNBAUM, Staff Director 

WILL PLASTER, Minority Staff Director 

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THE SMITHSONIAN IN TRANSITION 

WEDNESDAY, AUGUST 1, 2007 

HOUSE OF REPRESENTATIVES, 

COMMITTEE ON HOUSE ADMINISTRATION, 

Washington, DC. 

The Committee met, pursuant to call, at 11:13 a.m., in room 

1310, Longworth House Office Building, Hon. Robert A. Brady 

(chairman of the Committee) presiding. 

Present: Representatives Brady, Capuano, Davis of California 

and Ehlers. 

Staff present: Liz Birnbaum, Staff Director; Matt Pinkus, Professional Staff/Parliamentarian; Diana Rodriguez, Professional Staff; 

Kristin McCowan, Chief Legislative Clerk; Ryan McClafferty, Intern; Bryan T. Dorsey, Minority Professional Staff; Fred Hay, Minority General Counsel. 

The CHAIRMAN. Good morning, everyone. Unfortunately, we have 

a vote on the floor. We will try to get this done as quickly as possible. I thank you, and I ask for your patience, and we will get 

through this. It may take some time, but we will get through this. 

Thank you again. 

We are in recess. Thank you. 

[Recess.] 

The CHAIRMAN. Thank you for your patience. 

I will call this hearing to order. I do have an opening statement, 

but for the sake of time factors, we do not know when we are going 

to run out; I am just going to ask unanimous consent to insert that 

into the record. 

[The statement of the Chairman follows:] 

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The CHAIRMAN. I do want to thank Mr. Bowsher and Ms. Doris 

Matsui for being here. I have had meetings with her, and we have 

had many discussions, and I thank you for your energetic participation and interest in the Smithsonian Institution. You have a good 

set of fresh eyes. You are there and are extremely knowledgeable, 

and I am extremely confident that, as long as you are there, we are 

there, and things will be on the right track. So I do appreciate your 

being here, and I appreciate your testifying with all of the other 

witnesses. 

With that, I will recognize the Ranking Member for whatever 

statement he would like to make. 

Mr. EHLERS. Thank you, Mr. Chairman. Thank you for holding 

this hearing. I have a written statement I will submit for the 

record. I will try to shorten it because we do not know what might 

happen to our schedule. 

I certainly appreciate your efforts, Mr. Chairman, to maintain 

vigorous oversight of the Smithsonian and of its operations. As you 

know, I have long been in support of conducting activities, such as 

today’s proceeding, to assure the American public that the ‘‘Nation’s attic’’ is not being looted by those who would put personal 

gain above the interests of the Institution. In the last Congress, 

this Committee conducted an oversight hearing into Smithsonian 

Business Ventures in what would turn out to be a prophetic concern about the museum’s financial operations. 

I am most pleased to see that, although the gavel may have 

changed hands since that time, the committee remains steadfast in 

its resolve to increase its oversight of the Institution. 

While it would be easy to go through the laundry list of past excesses and abuses of power that were widely reported to have 

taken place within the museum, instead I would like to use today’s 

hearing to begin refocusing on the future of the Smithsonian. We 

have already seen evidence of the positive steps being made toward 

a stronger governance by the Board of Regents into the museum’s 

operations. The Board’s increasingly ‘‘hands-on’’ role in these matters is an important line of defense in safeguarding the Institution 

and a crucial first step towards fully restoring the museum’s 

health. I am just absolutely delighted with the efforts that the 

Board has made in the reexamination of itself and in the steps it 

has taken. That does not resolve all of my concerns, but I will get 

to that in just a moment. They are to be commended for the tremendous amount of work, and good work, that the Board has done 

in self-examination and in its examination of the role of the Institution. 

I also want to commend Congresswoman Matsui, who has done 

yeoman’s work on this. When she reported to us informally last 

month, I was in complete accord with what she was saying because 

it is exactly what we had been finding out and saying last year. It 

is unfortunate that it had to come to that impasse before the period 

in the press when everyone got all excited about it and before everyone woke up, but we have made very good, strong, positive 

progress. 

In addition to the increased oversight activities of the Board, I 

have been pleased with the Smithsonian’s Inspector General, 

Sprightley Ryan, who, I think, has again done yeoman’s work or 

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yeowoman’s work in conducting a number of audits into various 

facets of the museum’s operations. I appreciate that. This is a very 

good step forward and has been enormously effective in providing 

increased transparency. 

What I am interested in hearing today and what I would like to 

hear from our witnesses today is what part they believe this Committee may play in restoring public trust in the Smithsonian and 

in its leadership. In other words, you have done a good job to try 

to restore public trust. What can we do to help you? What role 

should we play in helping you restore that public trust? I think we 

are a long ways from being ready. 

Also, I want to make it very clear that I still have continuing 

concerns, not about the Board and its structure, but about the internal operations of the Smithsonian. In other words, if you regard 

the structure as a pyramid, which we frequently do in the government and in the corporate world, we have done a good job of taking 

care of the top and of the peak of the pyramid. The Board is perhaps the peak of the pyramid. There are a lot of operations below 

that, I think, need inspection and clarification. In particular, I hope 

the Inspector General will vigorously pursue those activities. 

There was a hearing last year and extensive study about the 

Smithsonian Business Ventures. One of the reasons given for the 

need for Smithsonian Business Ventures is that the Board and the 

management were too busy to deal with all of the details, so they 

needed something else to run it properly. I was very skeptical of 

that to begin with, particularly the way it was structured. It turned 

out that my misgivings were well placed because the Smithsonian 

Business Ventures did not really improve the operations at the 

lower levels as far as I could tell. 

So I hope that Ms. Ryan and the Board will continue to pursue 

all facets of the operations of the Smithsonian. We want a squeaky 

clean, shiny, well-running operation from the top of the pyramid to 

the bottom. I think a crucial part of that is that the Inspector General now reports directly to the administration and to the Board 

and works with them. That is a good step forward, so that the employees all the way up and down the chain know that the Inspector 

General speaks from the top level of the administration of the 

Smithsonian. 

So I commend you. Though I still have concern, and I am sure 

that factor will be addressed, but I am anxious to hear the remainder of the testimony. 

Thank you again, Mr. Chairman, for calling this hearing. 

[The statement of Mr. Ehlers follows:] 

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The CHAIRMAN. Thank you. You are welcome. 

Mrs. Davis, we thank you for being here. Do you have any opening remarks? Thank you. 

Today, we will start discussing the recommendation to reform 

committees and discussing where we go from here. I am pleased to 

have two of the prime movers in the Smithsonian reform with us 

today. Our colleague, Doris Matsui, is one of six Congressional Regents. She has taken a leading role with the Regents in recommending revisions to the Institution’s governance procedures. I 

have spent time with Ms. Matsui, learning about these issues. She 

cares enormously about this Institution, and she has taken her 

work here very seriously, with good results. I am confident that the 

Smithsonian will be stronger because of her service. 

Charles Bowsher was Comptroller General of the United States 

from 1981 to 1996. He ran the GAO, Congress’s chief investigative 

and auditing arm. He was asked by the Regents to form the Independent Review Committee. Their report reviewed the controversy 

surrounding former Secretary Small, and it also made numerous 

recommendations to reform the Institution. 

We welcome you both. The full text of your written testimony 

will be attached and inserted into the record. I thank you again. 

We will begin with Congresswoman Matsui. 

STATEMENT OF THE HON. DORIS O. MATSUI, A REPRESENTATIVE IN CONGRESS FROM THE STATE OF CALIFORNIA 

Ms. MATSUI. Thank you, Mr. Chairman. 

Thank you, Ranking Member Ehlers and distinguished members 

of the Committee. 

It really is an honor for me to represent a historical institution 

such as the Smithsonian, often revered as a national treasure during this important phase of transition. This transition will result 

in a new secretary, an improved governance structure and a 

stronger relationship with Congress and the American people. 

I am pleased to serve as a representative of the Board of Regents 

in front of my colleagues. My fellow Regents and I have done an 

immense amount of work to ensure that the Institution operates as 

a public trust, following only the highest ethical standards, and 

conducts its business with an increased ethos of transparency. I 

know there is a lot to discuss, and I will make my remarks brief. 

Although I am a new member to the Smithsonian Board of Regents, I was asked to be a part of the newly formed Governance 

Committee because of my experience. I have served in the Federal 

Government as both an elected and as an appointed official. I also 

bring expertise from the nonprofit sector having served on numerous boards such as that of a public television station in Sacramento, California. Here in D.C., I have sat on the boards of Meridian International Center, the Woodrow Wilson Center and the 

Arena Stage. 

The Governance Committee was vigorous and thorough in its investigation. We reviewed the Smithsonian Institute’s governance 

practices, compared them to best practices of similar institutions 

and provided recommendations based on the shortcomings we 

found. We were also informed by leaders and experts in the nonprofit sector. 

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During 12 weeks of extensive factfinding, discussion and deliberation, the Governance Committee scrutinized the inner workings 

of the Regents and their oversight functions at the Smithsonian. In 

addition to weekly meetings, we spent countless hours reviewing 

documents and materials on best practices and landscape analysis 

of comparable institutions. We then compared these to the current 

Smithsonian policies. 

These 3 months of intense efforts culminated into 25 recommendations that were adopted by the Board of Regents on June 

18th. In our opinion, each is a critical part in revitalizing and reforming Smithsonian’s Board as well as the senior management to 

ensure effective oversight, accountability and transparency. Let me 

take a moment to list several key proposals explicitly, most of 

which have already been implemented. 

Our report recommended a new policy that prohibits senior staff 

from serving on corporate boards. We have also recommended that 

Smithsonian formalize its observance of the Freedom of Information Act. Other changes included adopting a Smithsonian-wide 

leave policy and strengthening direct access to the Regents for the 

Institution’s gatekeepers—the Inspector General, the General 

Counsel and the Chief Financial Officer. 

We have created a Web site, a real Web site, that makes available the Board’s meetings, agendas and minutes. We have also recommended that the Smithsonian convene a public forum each year. 

The Board is also undertaking an audit of Mr. Small’s expenses as 

well as analyzing criteria for making future nominations to the 

Board. 

Our report also recommends that the Board review its composition and size, executive compensation policies, committee structure 

and underlying charters by early 2008. Finally, we have recommended and the Acting Secretary has begun the process of reviewing the Smithsonian Business Ventures’ charter structure and 

options for the future. 

These recommendations are but a start. We are working closely 

with the Smithsonian staff, Members of Congress and the public toward this goal. In fact, since our report was released, we have been 

working toward implementing our recommendations and have created a scorecard that is publicly available on our Web site. It outlines the work we have accomplished and the schedules of work 

that is in progress. 

In addition, at our most recent meeting, the Governance Committee adopted changes to our bylaws that will allow for the election of our first chair to the Board at the September 17 Board 

meeting. This was both the recommendation from the Independent 

Review Committee and from the Governance Committee. The Independent Review Committee, headed by Chuck Bowsher, who is 

seated next to me, released their report on June 18, 2007. Both reports have since been used as momentum for future action to resolve governance problems at the Smithsonian and to restore the 

public’s trust in this valuable institution. 

Mr. Chairman and Ranking Member Ehlers, allow me to close 

with the following quote from Helen Keller: 

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‘‘character cannot be developed in ease and quiet. Only through 

experiences of trial and suffering can the soul be strengthened, vision cleared, ambition inspired, and success achieved.’’ 

While I do not think she was specifically speaking of an institution such as the Smithsonian, it is certainly fitting. The Smithsonian has a life of its own, replete with stories of America’s past and 

visions for its future. This experience has strengthened the Board 

of Regents’ resolve to preserve and to promote the mission of 

Smithsonian into the 21st Century, and I believe that we are actively moving in that direction. 

I thank you very much. 

[The statement of Ms. Matsui follows:] 

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The CHAIRMAN. I thank the gentlelady, and I thank you for your 

diligence and for your hard work, and I feel extremely safe that 

you are overseeing and that you are right there on that Board of 

Regents. Thank you. 

Ms. MATSUI. Thank you. 

The CHAIRMAN. Mr. Charles Bowsher, we have a 10–minute call 

before we go for a vote. That gives you a good 5 minutes, if you 

think you can do that, and then we will come back for questions. 

If not, we will give you a full 10 minutes, whatever you think you 

want to do with it. 

Mr. BOWSHER. You would like me to summarize in 5 minutes? 

The CHAIRMAN. That would be nice. 

Mr. BOWSHER. Yes, I will do it. 

The CHAIRMAN. Thank you. 

STATEMENT OF CHARLES A. BOWSHER, CHAIRMAN, INDEPENDENT REVIEW COMMITTEE, SMITHSONIAN INSTITUTION 

Mr. BOWSHER. Okay. I just would like to say that I am pleased 

to be here. The Independent Review Committee came to its task 

with a deep affection for the Smithsonian Institution, and it is our 

hope that our report will help the leadership of the Smithsonian, 

both the management and the Board of Regents, to become more 

effective than they have been in the past. 

I think that the problems of Mr. Small’s compensation and his 

expenses have been well-documented, and I am not going to go into 

a lot of detail, but they were actually quite excessive. We also 

found that Mr. Small and his deputy spent a lot of time away from 

the Institution. We certainly think the deputy was a very hardworking woman but you have to have some management people 

there when you need decisions to be made, and we really do believe 

that this was a problem. 

We think the oversight by the Board was antiquated. It was not 

up to what current organizations are expecting, but we think this 

can be improved. In other words, there is no reason why the problems in the oversight by the Board and also by the management 

cannot be changed, and we are very pleased by the positive reaction of the Board. We also had a meeting even just this morning 

with the Acting Secretary, and I think things are moving ahead. 

Adding to what Congresswoman Matsui has said here, I think 

things really are moving in the right direction, and they certainly 

accepted our recommendations as we presented them to the Board 

of Regents. So we are optimistic that things are going to move in 

the right direction. 

To go back to the issue that the ranking member raised, I think 

it is up to your Committee to periodically have hearings like this 

to find out how things are really going and to make sure that 

progress is being made on the recommendations of the Governance 

Committee and the Board of Regents and as the new management 

takes over and provide new leadership. 

So, with that, I will stop, and I would be willing to answer any 

questions. 

[The statement of Mr. Bowsher follows:] 

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The CHAIRMAN. Thank you so much. 

Again, we apologize, but we must go to the floor for a vote. If you 

can indulge us and stay a little while, we will have some questions 

when we return. 

Mr. BOWSHER. Sure. 

The CHAIRMAN. With that, we will recess. 

[Recess.] 

The CHAIRMAN. I would like to call the hearing back to order. We 

will now proceed with questions for our panelists. Thank you again 

for being here. 

Congresswoman Matsui, in asking this Committee and the Congress to change the law to implement the recommendations of the 

Governance Committee and of the IRC and of any other reforms 

the Board of Regents wants to make, on which subjects and recommendations do you foresee coming back to us with in order to 

prepare us a little bit? 

Ms. MATSUI. What I would like to tell you is that we are trying 

to move forward as quickly as possible, and of those recommendations that we have had out there that we can handle administratively, we are doing that, and we are changing some bylaws in 

order to accommodate some of this. 

I must say that a lot of the other things that we are talking 

about, such as Board composition structure, would take deeper 

study, consulting with constitutional people and historians about 

the real purpose of how the charter was developed. James 

Smithson endowed us with the money to create the Smithsonian 

Institution in 1829, and then, in 1846, Congress established the 

Smithsonian Institution and really designated the Board of Regents and the secretary to oversee it. So there is a lot of history 

and purpose that was developed here. So we are taking the time, 

not a lot of time, but enough time so that, by the end of the year, 

we can make recommendations. 

In order to do some of the changes that we believe are appropriate, we will need to change the charter, and that would mean 

like if we wanted to add a couple more Regents or to change, for 

instance, the size of committees, and we do not believe we should 

do that piecemeal. So, therefore, we believe what will happen is 

that we will go through our studies so that, by the end of the year, 

we can come back by the beginning of the year, perhaps with some 

recommendations to the Congress, so that would be, therefore, to 

your Committee. 

The CHAIRMAN. Thank you. 

One last question regarding the Smithsonian Business Ventures. 

What is your feeling on that? 

Ms. MATSUI. Well, my feeling on that, as you will hear from the 

Inspector General, who is here, is it is something where we believe 

and where we have found that there were some gross problems 

there, and it was certainly—I would like to call it a ‘‘misadventure’’ 

to a certain degree, and it was allowed to operate on its own. 

What we have decided to do, as one of our recommendations, is 

to bring it back under the umbrella of the Smithsonian and to establish that they will have to adhere to our Smithsonian policies 

widely held. So, therefore—the Acting Secretary will be coming up 

and explaining what he will be doing here—we are taking a good, 

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hard look at this, but we are not stopping at the same time. We 

have a new acting CEO who will be taking over as of today, who 

will be moving forward and will be working with the secretary on 

the changes that will have to be done. 

The CHAIRMAN. Thank you. 

Mr. Bowsher, thank you for all you have done in oversight. We 

need your help and your input. 

Are there any recommendations that you have received any resistance to? 

Mr. BOWSHER. No. We were very pleased. We briefed the Board 

of Regents at a half-a-day meeting, and even at that initial meeting—and that was before we even released the report—we found a 

great deal of acceptance, and then when we saw the recommendations of their Governance Committee, we saw that it was moving 

in the same direction as many of ours were. So we have been very 

pleased with the acceptance of our recommendations by the Board 

of Regents and by the Acting Secretary. I think that is a big plus 

because, when you do a review like this, sometimes you do run into 

resistance, and we did not, not so far in this case. 

The CHAIRMAN. Thank you. 

Are there any skills that you think ought to be added to the 

Board that they may be lacking? Are there any people with certain 

skills that you think should be added to the Board? 

Mr. BOWSHER. Yes. In other words, one of the things that we 

think is lacking is the fact that—you know, in the corporate world, 

one of the things that was lacking big time was that the people 

who were serving on the audit committees were not really qualified. The Sarbanes-Oxley legislation changed that by requiring that 

there be a financial management expert among the board members 

serving on the audit committee. That is the kind of expertise that 

we think is needed on the Board of Regents. Also, we do believe 

there are two or three areas, like in construction and areas like 

that, and background in museums is needed. You have got to get 

the right mix today on your Board of Regents just like in the corporate world. We think that, as the openings come to the Board, 

this is something that the remaining Board of Regents has to give 

a lot of consideration. 

The CHAIRMAN. Thank you. Thank you for your participation. 

Mr. Ehlers. 

Mr. EHLERS. Thank you. Yes, I have several questions. 

First, Representative Matsui, I thank you, again, as I did earlier, 

for your excellent service and for all of this work. 

You described a minute ago, in response to the chairman’s question, the possible need for statutory changes. Are you proposing to 

prepare those and to present them to us, or do you want this to 

be a cooperative project where we work together with you to develop these statutory changes? What are you envisioning on that? 

Ms. MATSUI. Mr. Ehlers, what I envision on this is that what we 

find today is a more transparent way of operating amongst the 

Board of Regents, certainly, and we feel it is really important to 

inform the Congress about the direction we feel we would like to 

go. Now, we are going to be reaching out to Congress, to our stakeholders and to experts in the nonprofit world to look forward to see 

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ommendations that you will be surprised with at all. We will be 

consulting with you along the way also. 

Mr. EHLERS. All right. I think that will be good simply not because we are trying to run the show but because it will ease the 

legislative process if we simply work together on it. 

Do you have a timetable set up? Do you have any idea when you 

will be coming forward with some ideas? 

Ms. MATSUI. Well, we feel that we will take the rest of the year 

to formulate our recommendations and to do our outreach on many 

of these tougher items, and we hope that, by the beginning of the 

year, we will be ready. In some of these cases, we believe we can 

handle them administratively with the bylaws process, but if, in 

fact, we do feel like we need to—we have 17 members on the Board 

of Regents, for example. If we want to expand it by two or three 

more, we will have to come back to you. The executive committee 

right now is three people. We believe that is too small. Now, we 

can expand it informally, but we might feel that, if, in fact, we 

have to go and change the charter, we might look at everything 

that we may feel needs to be changed so we can do it in one fell 

swoop. So I believe that, by the beginning of next year, we will 

have some recommendations, and we will certainly work with you 

as we move forward if need be. 

Mr. EHLERS. Thank you. Thank you also for your emphasis on 

transparency, which is sort of a code word these days. Everyone is 

using it. I was appalled last year when I was chairing this Committee. I simply asked for a look at the SBV charter and contract, 

and they would not give it to us. We literally had to browbeat them 

just to get the parts of the contract and it was heavily redacted. 

In the government, everything has to be transparent. 

Ms. MATSUI. That is exactly my message. 

Mr. EHLERS. That is the rule we work by. I could not begin to 

understand how the Smithsonian Secretary thought that he could 

avoid that. 

You mentioned the Smithsonian Business Ventures and a new 

role for them. My question is, why have them at all? I was very 

suspicious about the setup. When it was described to us and we 

saw the contract, it looked like it was being set up primarily to 

avoid government regulations. There were so many things they 

wanted to do and wanted to be able to pay the employees more 

than they normally would be paid in government positions. I could 

not find a useful purpose for this group that could not be accomplished by the Smithsonian itself running its business properly. 

I am not objecting to contracting out for concessions and things 

of that sort, but to set up a separate business arm seems, to me, 

as an unnecessary duplication. I am not aware of other government 

agencies that do that. For example, NASA, I do not think sets up 

a separate business for all of the ventures they have in the operation of the Space Center for tourists and things of that sort. These 

are things that can be contracted out. 

Can you make a good case for even keeping the Smithsonian 

Business Ventures? 

Ms. MATSUI. Well, Mr. Ehlers, certainly the acting secretary is 

doing a very sensitive study about this. 

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My feeling about this is that the Smithsonian is composed, as 

you know, of a wide number of institutions—museums, the zoo and 

research institutions—and I think it was an attempt to bring the 

revenue portion of the private side under one umbrella. Now, there 

are different ways to structure that, and I believe that there were 

mistakes made, and I have, certainly, heard much criticism from 

the Board of Regents, itself. 

So, therefore, I am not yet convinced of what needs to be done 

there at all. I do know, though, we need to look at it. We may have 

to pull it apart and put it together again in a much more reasonable way, and that is something that the Board of Regents is going 

to be very, very much involved with. The Smithsonian Business 

Ventures has been allowed to sort of operate on its own. No longer 

will that be true. We will have oversight over it. 

Mr. EHLERS. Well, at the very least, change the name. I do not 

want that heritage living with it. 

Ms. MATSUI. Exactly. 

Mr. EHLERS. I would encourage the Board, as they go through 

this, to just start de novo and ask the simple question, Do we even 

need it? The even more important first question is, What do we 

need? 

Ms. MATSUI. Right. 

Mr. EHLERS. So throw Smithsonian Business Ventures out the 

door and say we are going to start over. Maybe you will end up 

with something similar to it. Maybe you will end up with something quite different. Maybe you will end up with nothing like it. 

That is fine. Given all of the problems of its conception and its 

founding and its history, I would certainly think you would be well 

advised to just get rid of it and to do a study of what you really 

need there. Do that, and get away from another one of the many 

mistakes of the past. 

Mr. Bowsher, as I said to you earlier in the hallway, I deeply appreciate your interest, your time, and your willingness to work on 

this. I appreciate the contributions that you have made. I believe 

the Board has begun implementing all of the Governance Committee’s report recommendations by Congressional hearings and so 

forth. It is a lot of activity, a lot of good activity. 

Do you think anything else needs to be done? 

Mr. BOWSHER. No. As to the recommendations that we have in 

our report of what their Governance Committee has, I think if 

those are properly executed and implemented and done. 

So, by early next year, I hope there will be a lot of progress, and 

those are the issues that we have in the report. We did not hold 

anything back, when we issued this report. 

Mr. EHLERS. Well, I think it is a very good report, and I am 

pleased with the progress that has been made. I do not have any 

specific question. I have, perhaps, I guess, just one public relations 

question. 

Do you think that all of this activity—and do you have any evidence for this—has restored the public’s trust? 

Mr. BOWSHER. Do I think it will restore it? 

Mr. EHLERS. Or that it has. 

Mr. BOWSHER. Oh, I think it has started to restore the public 

trust, but I think, in the final analysis, only if you successfully 

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carry out the reforms will you be able to do it. So I think that we 

have to wait, and I think that is the role of the Congress, to hold 

hearings next January or February to just see how things have 

worked out. 

Mr. EHLERS. Okay. 

Mr. BOWSHER. I am very hopeful at this point in time. Yes. 

Mr. EHLERS. Just another question. I commented earlier about 

the need to continue the investigation down the rest of the pyramid. You have been in the business for many years. 

Do you concur with that? 

Mr. BOWSHER. Yes, I think there are areas, and I think the acting secretary, in some of our discussions with him, is thinking of 

that in certain other areas. There are certain areas that need further review, and we did not review the Smithsonian Business Ventures, but we did say in our report that we had heard that there 

were a lot of problems over there, that we thought there was a 

problem with the oversight. I think that the report that has just 

come out yesterday, it is a good area that, of course, is an illustration of an area that needs to be fixed. 

Mr. EHLERS. I truly think it was an attempt, and I do not normally assign ulterior motives to people, but I truly think there was 

an attempt to keep a lot of it away from the Board, and that it was 

set up specifically to do that. Just the fact that the Board was not 

even given a full opportunity to review and to approve the contract 

is evidence of that. 

Thank you very much. Both of you have done a marvelous job. 

I yield back. 

The CHAIRMAN. Thank you. 

Again, I thank both of you for your dedication, and I thank you 

for your participation on this important issue and important matter. Thank you. 

Ms. MATSUI. Thank you. 

Mr. BOWSHER. Thank you very much. 

The CHAIRMAN. This concludes our first panel. 

We would like to hear now from our second panel. 

STATEMENT OF CRISTIA ́ N SAMPER, ACTING SECRETARY, 

SMITHSONIAN INSTITUTION; AND ANNE SPRIGHTLEY RYAN, 

INSPECTOR GENERAL, SMITHSONIAN INSTITUTION 

The CHAIRMAN. Dr. Cristia ́n Samper was appointed acting secretary in March of this year by the Board of Regents after 6 years 

at the Smithsonian. 

Sprightley Ryan has worked at the Smithsonian since 2003. She 

was appointed Inspector General in 2007. 

We welcome you both. The full text of your written statements 

will be attached and will be inserted into the record. 

We would like to begin with Secretary Samper. 

STATEMENT OF CRISTIA ́ N SAMPER

Mr. SAMPER. Thank you very much, Mr. Chairman and Mr. 

Ehlers. Thank you for the opportunity to testify before this committee. 

I want to assure the Committee and the public that the Smithsonian is moving forward with a thorough and a vigorous agenda, as 

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you have heard, and in my sense, we have definitely turned a corner, and there is no turning back, and the transition, as the title 

of this hearing implies, is well underway. 

But we clearly have a lot of work ahead of us, so I would like 

to explain a few of the things that we are doing and reassure you 

that I am confident the Smithsonian will emerge as a stronger institution as a result of this process. 

Ever since I became acting secretary 4 months ago, I have focused on three main priorities. The first one is strengthening the 

public trust in the Institution, as Mr. Ehlers was suggesting. The 

second is working with our Regents to improve the governance, 

communications and accountability of the Smithsonian, including 

transparency. The third is making sure that we continue furthering 

our mission through our work and through our research and museums and education programs. 

As you just heard and as you know, the Board of Regents has 

adopted 25 recommendations for governance, and they are very 

much in sync with the recommendations of the Independent Review Committee. The majority of the work is well underway. Of the 

25 recommendations, we have already fully implemented 5. We estimate we will have completed about 17 by September and all but 

one of them by the end of the year, so we have a very aggressive 

movement forward. I have established a task force with Smithsonian staff from both central administration and from the museums 

to help us move forward and to make sure we get everything done. 

And we are keeping a public monthly scorecard of our progress on 

every one of those 25 recommendations. That is available on our 

Web site. 

The Inspector General has also been working on issues relating 

to Smithsonian Business Ventures, and that is one of the areas 

that I have started to take a closer look at. Effective today, Smithsonian Business Ventures has a new leader, and I have appointed 

Tom Ott, who is the president and the publisher of the Smithsonian Magazine Group, as the acting CEO of Smithsonian Ventures. 

I am doing this in parallel with having established a task force 

that is reviewing the broader strategic issues about Smithsonian 

Business Ventures and its activities. We can discuss more about 

this. 

Our overall goal is much more than just to fix some of the past 

problems. Our goal is to make sure that we become a leader in 

good governance and that we have a stronger institution for the future for our children and for our grandchildren. Throughout this 

transition period, thanks to our dedicated staff and to our volunteers, the vital work, the mission of the Smithsonian, has continued forward. I just want to mention a few, Mr. Chairman, because 

it is important not to lose sight of them, with just three examples. 

The scientists at the National Zoo have been monitoring the populations of birds on the eastern coast of the United States and have 

identified, having long-term data, a sharp decline in populations of 

many of them. And we have now tied that with the introduction 

of the West Nile virus. 

The National Museum of Natural History has announced a partnership to launch an online Encyclopedia of Life, which will 

produce a Web page for every species we know on the planet that 

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will be available for free to every student across America and to 

the world. 

The renovations at the National Museum of American History, 

including the glorious new home for the Star-Spangled Banner and 

the plans for the National Museum of African American History 

and Culture, are moving well ahead. 

Unfortunately, in this process, one of the problems that we have 

faced is the facilities maintenance problem, and this is one issue 

that we have clearly identified. And it is fundamental for us to look 

at our collections, our visitors and our research. 

The Smithsonian owns or leases more than 700 buildings or 

other structures. Some of these buildings are new, and some of 

them are 150 years old or many decades old, and both the National 

Academy of Public Administration and the GAO have looked into 

this matter and have underscored its seriousness. As you know 

from prior reports, the GAO has said that the current funding levels are insufficient to provide what we estimate to be a $2.5 billion 

backlog that is really required to fix and to maintain the Institution’s facilities over the course of the next years. Given the current 

funding for facilities’ upgrades and maintenance, which is about 

$150 million a year, what we are looking for are ways to come up 

with an additional $100 million a year beyond the current base. 

As you know, we had to close the Arts and Industries building 

last year because of the decline in condition and because of the fact 

that it actually represented health hazards and safety hazards for 

some of our visitors and staff. We are working diligently in trying 

to explore options related to the Arts and Industries building, but 

we estimate it would cost somewhere on the order of $70 million 

just to upgrade the building, the roof and the systems to get it to 

where it should be. 

I would welcome your comments regarding the future of this, and 

as you and your committee know, one of the options that we are 

considering at this point is issuing a request for qualifications of 

a public-private partnership that would allow us to secure the 

funding to do this in a way that would be fully compatible with our 

mission. 

The Smithsonian tells the story of what it means to be an American, and it also provides a picture of America to the rest of the 

world. In cooperation with the Congress, the Smithsonian will 

move ahead with its ambitious plans and continue to safeguard 

America’s treasures, to lead the pioneering research and to provide 

new educational experiences, and as we do, we must also look to 

the future and contemplate how this great institution will serve 

our country and the world and the generations ahead of us. 

Thank you very much, Mr. Chairman, and I look forward to answering your questions. 

[The statement of Mr. Samper follows:] 

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The CHAIRMAN. Thank you. 

Inspector General Ryan. 

STATEMENT OF ANNE SPRIGHTLEY RYAN

Ms. RYAN. Thank you. Good morning. I appreciate this opportunity to give you my views on the recommendations of the Smithsonian Board of Regents’ Governance Committee and the Independent Review Committee, or IRC, as they affect the operations 

of my office. 

In April, I testified to your counterparts in the Senate about governance issues, including impediments to effective oversight and 

the need to improve accountability. I questioned whether the Regents had adequate information for meaningful oversight, and I 

questioned whether the Institution adequately considered its fiduciary duty when spending Smithsonian funds. 

Since that time, the Governance Committee and the IRC have 

explored these and other governance issues in-depth. We strongly 

endorse their conclusions and recommendations. Indeed, some of 

the IRC’s report is based on data we generated and reported in our 

two audits of executive compensation and in our review of the secretary’s expenses. I would also note that the Government Accountability Office has studied Smithsonian governance as well at the 

request of the Senate Rules Committee. 

The Smithsonian Regents and management have taken significant steps to address the critical weaknesses in oversight and accountability. While I think it is premature to judge this work in 

progress, I can report on the recommendations relating to my office, which cover access, compliance reviews and the level of our resources. 

In the first area, the Governance Committee’s recommendations 

recognize the important role the Office of the Inspector General 

plays in oversight and accountability. The Regents have committed 

to strengthening our office, welcoming unfettered communication 

on any matter we deem appropriate. At the Regents’ Audit and Review Committee meeting in early September, we will be working to 

formalize the reporting relationship of our office to the Board so 

that our role is embedded more firmly in the governance structure. 

I am pleased to report that our office will be moved back downtown, likely by year’s end, easing our access not only to management but also to core facilities and employees. 

The recommendations also ask that we conduct regular reviews 

to monitor compliance with new policies such as those on executives’ and Regents’ travel and business expenses. We will also try 

to examine the policies themselves, which are still evolving, to 

make sure that they appropriately safeguard the Institution’s limited resources and reflect its nonprofit status. 

Finally, the Governance Committee directed the Audit and Review Committee to determine whether our resources are adequate. 

As the IRC noted and as we have long maintained, they are not. 

Our staff, which is currently authorized at 16 positions, has declined from a high of 24 in the mid-1990s, although the Institution’s appropriations and number of museums has increased during 

that time. 

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Currently, in addition to the new requests under the committee’s 

recommendations, we are required to oversee the annual financial 

statement audits of the Institution and IT security reviews under 

the Federal Information Security Management Act. We are about 

to issue audit reports on retail operations at the zoo and how the 

Institution has handled employee relocation expenses, and we are 

working on an audit of revenue contracts with Smithsonian Business Ventures, and we are beginning one on workers’ compensation 

at the Institution. 

There are additional high-risk areas that we need to address, 

such as the multi-million dollar capital projects that are going on, 

financial reporting systems and internal controls—and that goes 

back to what the ranking member was saying as to going below the 

top level of management—facilities maintenance, and following up 

on animal care issues at the zoo, to name a few, and that does not 

even include our investigative work. 

Nonetheless, we are more optimistic now that our resources will 

begin to match the Institution’s oversight needs. Just last week, we 

learned that management had agreed to forward our request for 

five new positions for fiscal year 2009. Of course, much will depend 

on OMB and congressional appropriators. 

In sum, governance reform has begun in earnest, and the signs 

are encouraging. The real benefits will come with the comprehensive implementation of the committee’s recommendations, as Mr. 

Bowsher noted. The strengthening of our office promises better 

oversight of and therefore more confidence in the Institution. We 

look forward to providing you with further updates on this 

progress. 

Thank you. 

[The statement of Ms. Ryan follows:] 

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The CHAIRMAN. Thank you. 

I have a question for the Secretary. 

As to the Arts and Industries building, you are currently considering entering a redevelopment with a private-public partnership. 

Who would occupy it? Who would be leasing it? What would happen when that lease is up? 

Mr. SAMPER. Well, that is precisely one of the issues that we 

want to look at, Mr. Chairman. 

There are a number of activities for which the building could be 

used, and it will depend on possible interest. One of the original 

designs was to strengthen the visitors’ service for the whole Smithsonian and to expand some of the facilities. The question is, we 

could either do it entirely with Federal funding in getting it there, 

which will be a fairly expensive proposition, but it is one of the possibilities. The alternative is to see if there is some compatible partnership that would allow us to secure private funding to do it in 

a way that we could occupy and maybe enhance some of the visitor 

experiences. Our proposal specifically is to go ahead and, as discussed and approved by the Regents, to issue a request for qualifications, not a full request for proposal, but to see who is interested and what kind of projects will be most interesting and would 

be relevant and consistent with the mission. 

So that is our proposal. We have provided your staff with the full 

text of the proposal, and we would welcome any feedback you have 

in terms of that so that we could move ahead, and of course, we 

would be letting you know as we get the results of that before we 

proceed with any activities or partnerships. 

The CHAIRMAN. We would appreciate that very much. 

Mr. SAMPER. Absolutely. 

The CHAIRMAN. Fees. Where are your thoughts on fees? I think 

you know where mine are. I do not want to charge people to go to 

the Smithsonian. 

Mr. SAMPER. I think one of the things that makes the Smithsonian a great institution has been the fact that it belongs to every 

American. We acknowledge that it is supported by Federal taxes, 

and therefore, we have provided free admission. In my view, that 

is one of the things that makes the Smithsonian a very important 

institution. So, clearly, my preference is to have no fees. 

We have, on an occasional basis in the past, charged fees for particular special exhibitions, and that is something that we do sometimes regarding particular exhibitions that come from outside 

whose particular projects may have very high maintenance costs. 

So it is something that we are looking at, and unfortunately, we 

have had to look at some of those because of some of the constraints we have had on our budget for these exhibitions. That is 

where I am, Mr. Chairman, and I hope we are on the same page. 

The CHAIRMAN. When you say you will not charge anybody, we 

are on the same page. 

Mr. SAMPER. Okay. 

The CHAIRMAN. I appreciate that. 

Mr. Ehlers, any questions? 

Mr. EHLERS. Thank you. I am sorry that I had to step out for 

a moment. The first question relates to both of you. 

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I appreciated your comment, Ms. Ryan, about your offices being 

relocated to the main administration building. I did not even know 

you were not. Obviously, there is an advantage to being there, not 

just administratively but for little clues you pick up from people 

you meet in the hallway. 

Now, the recommendations have been made. This is directed to 

you, Mr. Samper. The crucial part is how the information gets from 

the Inspector General to you and what you do with it. As you 

know, I have an academic background. I remember a college president who told me once that, when he took office, the first thing he 

did was walk over to the I.G.’s office and say, ‘‘I do not care what 

you find. If it is wrong. Whatever it is, you come to me before you 

talk to anyone else.’’ He wanted absolute, direct, immediate communication with the I.G. It served him well. It turned out, because 

one of the chief financial officers was doing some hanky-panky with 

the money, and the I.G. went right to him and addressed the whole 

issue. If they had not had that structure, it would have been in the 

newspapers for a week. I am not saying you have to do that, but 

it is very important for you to be in direct communication even 

though you are also under the spyglass as well. 

Also, I am wondering what you are going to set up to handle the 

recommendations of the Governance Committee, IRC, and the IG, 

because a lot of these things involve long-term recommendations 

and actions. What processes will you use to deal with that? 

Mr. SAMPER. Thank you, Mr. Ehlers. 

You are absolutely right, and I am happy to report that I am in 

regular communication with the Inspector General. We actually 

have a regular monthly meeting, and then, on particular studies, 

we will be in contact about how they are evolving. I certainly find 

that it has been helpful, and one of the things I decided when I 

became acting secretary was to go over to the Inspector General’s 

office in Crystal City and meet with her and learn a little bit more 

about particular concerns I had with regard to Smithsonian Business Ventures and other areas. So I think we do have that communication. As you know, with the change in reporting, the Inspector 

General is reporting now directly to the Board of Regents, and she 

meets with them in executive session when any issues come up. So 

I think we have got that—that is my sense—and I will certainly 

look at that going forward. 

In terms of tracking the recommendations—because you are absolutely correct; some of the recommendations are fairly straightforward and simple to implement, and others will take longer to 

implement. We have a tracking system for all of the open recommendations that we monitor quarterly, and we see exactly 

where we are with those, and we have closed many of them, but 

some of them will be there for a number of years. Just to mention 

one I am familiar with from my previous role as director of the 

Natural History Museum, improving the collections care for the 

National Museum of Natural History is something that is contingent on the funding and will take many years to complete. Therefore, that recommendation will remain open for several years. So 

we are doing that. I think, overall, it is working well from my point 

of view. 

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Mr. EHLERS. All right. I am very concerned about your $2.5 billion facilities maintenance backlog. Unfortunately, that frequently 

happens in government. When I was in the State legislature, I was 

convinced that most of the universities did that deliberately when 

they wanted a new building. Of course, when the legislature did 

not want to give it to them, they would just stop maintaining the 

old one until it was ready to collapse. Then the government would 

come in and proclaim an emergency and give them $1 billion for 

a new building. 

I am not accusing you of that, but the pattern is too familiar. In 

the public sector, we tend not to take care of our properties and 

maintain them the way we should. I do not know how you are 

going to address that, but that is a crucial issue. Your board is 

going to have to be active in fundraising, and we are going to have 

to do our part, too. 

You have just completed a review of the compensation and expenses of the CEO of the Business Ventures. What are the findings? Can you put them into context for us with regard to your 

other work on this SBV operations? 

Mr. SAMPER. Mr. Ehlers, in terms of mentioning the finding and 

the report you are referring to, which was done by the Inspector 

General, maybe we could ask her to provide the report, and I would 

be happy to report the management response to that if that would 

work for you. 

Mr. EHLERS. That would be fine. 

Ms. RYAN. Thank you. 

We found, summarizing very quickly, as far as the numbers were 

concerned, that of the CEO’s business expenses for the period of fiscal year 2001 to 2005—we are going to go back and do 2006 to the 

present later this fall—that almost 60 percent of his expenses did 

not have sufficient supporting documentation; 13 percent had virtually none; and 16 percent of his expenses were unauthorized; 

which leaves about 20 percent of his business expenses that were 

fully authorized and fully documented to the level required by the 

IRS to deduct those business expenses. 

So we made a number of recommendations, all of which with 

minor tweaking, that the Board of Regents through the Audit and 

Review Committee accepted. We asked that the CEO reimburse the 

Institution for certain expenses, about $26,000, that he be taxed on 

certain amounts for the last 3 years because expenses that are not 

supported have to be treated as taxable income under IRS rules. 

We also recommended that the Institution strengthen some of its 

policies regarding the use of car service, for example, and regarding 

the use of what is called ‘‘actual expenses’’ rather than ‘‘per diem’’ 

or ‘‘traveling.’’ I would consider these to be sort of luxury travel expenses. The final thing is we asked that the CEO reimburse the 

Institution for some outstanding personal expenses on his card because he used his card for personal expenses when he should not 

have. 

Now, turning to more general issues, we made a number of observations about the internal controls, or the lack thereof, at SBV 

having to do with the business expenses of the CEO. There was 

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though it had been founded in 1999 and even though you can pull 

a business expense policy off the Web very simply. There was a 

lack of compliance with travel card policies, and the Institution, 

itself, did not engage in sufficient oversight. People were aware 

that individuals in SBV were not using their travel cards properly, 

people in other parts of the Institution, but it was allowed to continue. So those were my final notes. 

Mr. SAMPER. Thank you, Congressman. We have read the report 

from the inspector general, and the report went to the Audit and 

Review Committee of the Regents, which held a meeting, a conference call, last Friday. Bottom line is, the Board of Regents has 

accepted the recommendations, as have I, and we are going ahead 

and following the recommendations in terms of reimbursements, in 

terms of taxable income and the others, immediately. 

But I do think that some of the broader issues and some of the 

problems that we have had in this area have had to do with policies and controls. So I have instructed the chief financial officer to 

review the existing travel handbook and the policies to make sure 

that the Smithsonian Business Venture’s travel policies conform 

with the Smithsonian’s policies. 

As you heard from Congresswoman Matsui, one of the things 

that has been challenging is that Smithsonian Business Ventures 

has had an independent set of policies since it was created in 1999 

that don’t always match the ones of the Smithsonian; and we are 

taking steps to review all of them and to bring them in line with 

ours, and any exceptions will be approved by the Board of Regents 

directly. So we are moving ahead with that swiftly. 

I think what I would like to stress is that the good news in terms 

of the report is that we did not find that any of the expenditures 

violated the law or were used for personal gain—that is the good 

news—but it clearly revealed problems with the policies and problems with management. And I am confident now that with new 

leadership, with their recommendations and others’, we will start 

gearing back to have a stronger activity in that area. 

Mr. EHLERS. Well, I guess my problem is, we keep talking about 

policies, et cetera. Virtually all of the offenses that you have described, in many of the institutions I have worked for, both public 

and private—and I suspect this is true of the chairman, that if he 

did that, those are immediate firing offenses. And, likely, some of 

them are illegal. 

That is part of my problem; by having an offshoot like that that 

can even go wild—where did this come from in the first place, and 

why in the world do we want it to continue? Why have an army 

that can set its own policies, and particularly if people are hired? 

I mean, it is just common sense that if you have a business expense, you keep the receipt. You keep your expenses small; you 

have limits on it. And if the director doesn’t put that up, no employee is going to follow it either. 

It just blows me away that any agency like this could possibly 

have done that. 

Mr. SAMPER. I don’t disagree, Mr. Chairman. And that is precisely why one of the first steps I took when I became Acting Secretary was to undertake a comprehensive review not just of the 

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ing a semiautonomous kind of organization within the Smithsonian 

has not worked as well as what was expected, based on what I can 

read throughout the documents. 

So what I have done is, I have appointed a task force, including 

several members from the advisory boards of the museums and 

some of our staff, to look at the fundamental questions about this, 

including what is the role of these business kinds of activities within the institution? Which of those makes sense to run directly or 

outsource? How do you deal with the revenue-sharing work in museums? And what kind of governance and oversight should they 

have? 

Our goal is to have that report by the Regents meeting in November, and it will ask exactly those kinds of fundamental questions in a way that will help us and guide us forward. 

Mr. EHLERS. Well, this seems to me—and I am not going to ask 

you to kill Ventures, or force you to do it, but it just seems to me 

exceedingly strange to have that type of setup. 

Again, my preference, if I were in charge, I would want the person running that to be in the office next to me so I knew exactly 

what was going on all the time. Hire a very capable business person to run it so that it is run like a business, but not something 

autonomous that can go wild as this one has done. 

I think, Mr. Chairman, that is the end of my sermons for today. 

Thank you very much for holding this hearing. And I yield back. 

The CHAIRMAN. Thank you. 

We will be issuing additional questions in writing, and we will 

hold the record open for your response. Thank you for being here. 

I know you have had a tough couple years behind you; and for 

lack of a better word, you were left with some residue that you 

have to clean up. We want you to know that we appreciate the 

work you are doing, and we will be here to help you do that and 

make sure that we can move forward and make this the gem it 

once was. 

And I think, and my family thinks, that I have a conversation 

with you, and you tell them it is the three generations—it is the 

children, the mothers; the grandchildren and then the grandfathers, you know. And I am reaching that stage. So we want to 

make this the gem that I know it is and it should continue to be. 

So I thank you. 

Mr. Ranking Member. 

Mr. EHLERS. Thanks. 

The CHAIRMAN. Thank you. This hearing is adjourned. 

[Whereupon, at 1:03 p.m., the committee was adjourned.] 

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