Fiscal Year 2016 Appropriations Request 

to the United States Congress

Creating a Nation of Learners

February 2015
Contents

Introduction: Creating a Nation of Learners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

FY 2016 Appropriations Request . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Summary of Appropriations Request . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Table 1: IMLS Appropriations History, FY 2006–FY 2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

IMLS Vision and Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Highlights of FY 2016 Budget Request . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Strategic Focus: National Digital Platform for Library and Museum Services . . . . . . . . . . . . . . 8

Strategic Focus: Skills-Based Learning in Libraries and Museums . . . . . . . . . . . . . . . . . . . . . . 9

Ongoing Strategic Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Federal Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Research, Evaluation, and Data Collection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Program Descriptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Library Grants to States . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Table 2: State Allotments for FY 2011–FY 2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Library Discretionary Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Museum Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

IMLS Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Human Capital Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Financial and Budget Accountability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Grants and Acquisitions Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Information Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

General Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Communications and Government Affairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Budget Addenda – Full Time Employee Request . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Administrative Request by Object Class Code . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Table 3: IMLS History of Administration Costs: FY 2014–FY 2016 . . . . . . . . . . . . . . . . . . . . . 27

FY 2016 Performance Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

FY 2016 Performance Improvement Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Strategic Plan Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Authorizing Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Library Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

Library Grants to States . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

Library Discretionary Grants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Museum Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

Museum Discretionary Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 

National Museum of African American History and Culture Act . . . . . . . . . . . . . . . . . . . . . . . . 40

Policy Research, Analysis, Data Collection, and Dissemination . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

Interagency Collaboration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

CONTENTS
Introduction: Creating a Nation of Learners

Photo courtesy of Missouri’s Mid-Continent Public Library. 
2 - Institute of Museum and Library Services

INTRODUCTION: CREATING A NATION OF LEARNERS

Dear Members of Congress:

I am pleased to present this congressional justification of President Obama’s Fiscal Year (FY) 2016 

budget request in the amount of $237,427,957 for the Institute of Museum and Library Services (IMLS).

With its FY 2016 funds, IMLS will focus on the development and expansion of a national digital platform, 

which will provide digital services to libraries and museums and online access to resources and data to 

the public. IMLS will also focus on supporting skills-based learning in libraries and museums.

IMLS requests a $9.6 million increase over the FY 2015 enacted level, of which $8.8 million supports a 

national digital platform, which will be funded through the IMLS National Leadership Grant programs for 

Libraries ($5.3 million) and Museums ($3.5 million). The agency will focus the additional resources on 

extending the reach of the Maker Framework throughout the nation and promoting development of new 

standards for continuing education for library and museum professionals.

IMLS is proud of its contributions to the American people and believes there is a federal responsibility 

to ensure all Americans have access to the nation’s 123,000 libraries and 35,000 museums regardless 

of geographic, economic, or physical barriers. Museums and libraries, as established community centers 

with existing infrastructure, computer access, and dedicated staff, connect people to one another and 

knowledge.

In FY 2012, the most recent year for public library data, there were 9,082 public libraries, with 17,219 

branches and bookmobiles serving 96.4 percent of the population. There were 1.5 billion in-person visits 

to public libraries, equivalent to over 4.1 million visits each day. Public libraries circulated 2.2 billion materials to the public, one-third (35.2 percent) of which were children’s materials. There were 92.6 million 

attendees at public library programs in FY 2012, an 8-year increase of 37.6 percent.

We are living in a time in which the strategic use of resources could not be more important. IMLS’s role—

providing leadership, funding, data, strategic partnerships, knowledge sharing, and policy analysis—is 

essential to helping libraries and museums improve their services.

In FY 2016, IMLS will help U.S. libraries and museums: 

•	 provide learning opportunities, training, and education support for people of all ages, including the 

nation’s youngest learners;

•	 support underserved Americans, including immigrants, job seekers, and people with disabilities, with 

low literacy skills, or who are economically disadvantaged;

•	 enhance civic engagement and economic vitality by providing access to government information and 

services, and serving as places for the exchange of ideas and cultural expression; and

•	 preserve and manage the nation’s collections, both material and living, and expand access to the nation’s cultural heritage for current and future generations.
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Introduction

We will place a special emphasis on the following areas:

National Digital Platform for Library and Museum Services

IMLS promotes the use of technology to expand access to the holdings of museums, libraries, and archives. IMLS will increase its support for expanding access by funding the national digital platform and in 

particular, state and regional service hubs that help libraries, museums, and archives with digital content 

and services. The work gives more Americans free and electronic access to resources of libraries, archives, 

and museums.

Skills-Based Learning in Libraries and Museums

Libraries, museums, and archives play essential roles in ensuring access to information for everyone.

IMLS will emphasize skills-based learning through programs that support professional and 21st century 

skills development. IMLS will fund efforts to create a Maker Framework for museums and libraries and 

identify ways to encourage makerspaces in museums and libraries. IMLS will also support the professional 

education of librarians and museum professionals.

The American public is well-served by maintaining strong support for libraries and museums, and the 

2016 request provides the resources to maintain that support.

I am happy to meet and speak personally with you or your staff.

Respectfully Submitted, 

Maura Marx

Acting Director
Photo by Matt Zeher, courtesy of the North Carolina Museum of Natural Sciences.

FY 2016 Appropriations Request
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FY 2016 Appropriations 

Request

FY 2016 APPROPRIATIONS REQUEST

Summary of Appropriations Request

The FY 2016 IMLS budget request is $237,427,957. This amount includes $235,947,439 for programs and 

administrative costs authorized by the Museum and Library Services Act (MLSA), which includes the Library 

Services and Technology Act (LSTA) and the Museum Services Act (MSA), and $1,480,518 for a grants program authorized by the African American History and Culture Act (AAHCA).

Library Services

IMLS requests $186,563,275 for the following library grant programs authorized by the LSTA.

•	 Grants to State Library Agencies 

•	 Native American and Native Hawaiian Library Services 

•	 Laura Bush 21st Century Librarian Program 

•	 National Leadership Grants for Libraries 

Museum Services 

IMLS requests $33,596,914 for the following museum grants and related programs.

•	 Museums for America 

•	 Native American and Native Hawaiian Museum Services 

•	 National Leadership Grants for Museums 

African American Museum Services

IMLS requests $1,480,518 for the grant program authorized by the African American History and Culture Act.

Research, Evaluation, and Data Collection

IMLS requests $1,787,250 to collect data, carry out research, and identify best practices in cooperation with 

the nation’s libraries and museums.

Administration 

IMLS requests $14,000,000 for its administrative expenses. Funds support personnel compensation and benefits, rent and utilities, contractual services, communications, travel, printing, equipment and supplies, automated data processing, and other administrative services including the Institute’s overhead costs for research, 

evaluation, and data collection activities.
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FY 2016 APPROPRIATIONS REQUEST

Table 1: IMLS Appropriations History, 2006–2016 

(Budget Authority in 000’s)

Statutory Authority FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 

FY 2016 

Request

Museum and Library 

Services Act (MLSA)

General Provisions

Research, Evaluation 

and Data Collection 1,903 1,886 1,787 1,820 1,820 1,787

Library Services Technology Act (LSTA)

Grants to States 163,746 163,746 160,885 171,500 172,561 160,032 156,365 150,000 154,848 154,848 154,500

Native American 

Library Services 3,638 3,638 3,574 3,717 4,000 3,960 3,869 3,667 3,861 3,861 4,063

National Leadership:

Libraries 12,375 12,375 12,159 12,437 12,437 12,225 11,946 11,377 12,200 12,200 17,500

Laura Bush 21st

Century Librarian 23,760 23,760 23,345 24,525 24,525 12,818 12,524 10,000 10,000 10,000 10,500

SUBTOTAL, LSTA 203,519 203,519 199,963 212,179 213,523 189,035 184,704 175,044 180,909 180,909 186,563

Museum Services Act 

(MSA)

Museums for America 17,152 17,152 16,852 19,176 19,176 18,453 18,030 19,564 20,200 20,200 21,457

Museum Assessment 

Program 442 442 434 460 460

21st Century Museum 

Professionals 982 982 965 1,280 1,280 2,015 1,969

Conservation Project 

Support 2,772 2,772 2,724 3,052 3,052 2,675 2,613

Conservation 

Assessment Program 807 807 793 803 803

Native American/

Hawaiian Museum 

Services

911 911 895 945 975 947 926 877 924 924 972

National Leadership:

Museums 7,920 7,920 7,782 7,981 7,981 6,050 5,911 7,468 7,600 7,600 11,168

SUBTOTAL, MSA 30,986 30,986 30,445 33,697 33,727 30,140 29,449 27,909 28,724 28,724 33,597

African American 

History and Culture Act 

Museum Grants for 

African American 

History and Culture

842 842 827 1,310 1,485 1,443 1,410 1,336 1,407 1,407 1,481

Agency Wide

Administration 11,797 11,858 13,987 16,917 17,134 14,845 14,505 13,745 14,000 15,000 14,000

TOTAL, IMLS 

PROGRAMS AND 

ADMINISTRATION

247,144 247,205 245,222 264,103 265,869 237,393 231,954 219,821 226,860 227,860 237,428

Congressional 

Earmarks 18,285 10,737 16,382

TOTAL 247,144 247,205 263,507 274,840 282,251 237,393 231,954 219,821 226,860 227,860 237,428
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FY 2016 Appropriations 

Request

IMLS Vision and Goals

IMLS’s strategic plan, published in January 2012, sets out a vision for a democratic society where communities and individuals thrive with broad public access to knowledge, cultural heritage, and lifelong learning. The 

plan closely aligns with the Museum and Library Services Act, which was reauthorized in December 2010.

The plan establishes a clear framework for performance improvement that emphasizes evidence-based program 

development and evaluation for improving the delivery of library and museums services for all Americans. The 

complete IMLS Strategic Plan is available at www.imls.gov/plan.

Vision

A democratic society where communities and individuals thrive with broad public access to knowledge, heritage, and lifelong learning.

Mission

The mission of IMLS is to inspire libraries and museums to advance innovation, learning, and civic engagement. We provide leadership through research, policy development, and grant making.

Strategic Goals

Learning: IMLS places the learner at the center and supports engaging experiences in libraries and museums 

that prepare people to be full participants in their local communities and our global society.

Community: IMLS promotes museums and libraries as strong community anchors that enhance civic engagement, cultural opportunities, and economic vitality.

Content: IMLS supports exemplary stewardship of museum and library collections and promotes the use of 

technology to facilitate discovery of knowledge and cultural heritage.

Access: IMLS advises the President and Congress on plans, policies, and activities that sustain and increase 

public access to information and ideas.

Model Agency: IMLS achieves excellence in public management and performs as a model organization through 

strategic alignment of IMLS resources and prioritization of programmatic activities, maximizing value for the 

American public.
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FY 2016 APPROPRIATIONS REQUEST

Highlights of FY 2016 Budget Request

This section identifies the key investment areas in FY 2016, which align with agency and stakeholder-identified 

goals and with high priority areas of national interest. IMLS is proposing expansion and further development of 

a national digital platform through an investment of $11.8 million, including $8.8 million in federal resources 

and $3 million in private funding.

Strategic Focus: National Digital Platform for Library and Museum Services 

IMLS will expand its support for the creation of a national digital platform by funding state and/or regional 

service hubs serving libraries, museums, and archives, supporting development of innovative open source tools 

that support discovery, inquiry and research of digital collections and data, data curation practices, and museum and library workforce training.

The national digital platform helps museums and libraries share their material resources electronically with other institutions, researchers, and most importantly, the public. Since 2011, several private and federal funders 

including the National Endowment for the Humanities, the Alfred P. Sloan Foundation, the John S. and James 

L. Knight Foundation, the Andrew W. Mellon Foundation, the Arcadia Fund, the Bill and Melinda Gates Foundation, and the Mrs. Giles Whiting Foundation. IMLS has supported the creation of a national digital platform by 

investment in state or regional Digital Public Library of America (DPLA) Hubs. Today, 12 hubs serve 16 states.

These hubs provide technical assistance to cultural institutions in their state or region. These services include 

data curation, data storage, metadata assistance, data aggregation and digitization of analog collections, and 

training. DPLA is a meta-aggregator that gathers data from all participating hubs and then makes it available to 

the public through search engines or applications.

Many states are already part of DPLA, with academic libraries often hosting DPLA Hubs. A national digital 

platform must extend to every state in the country. Additionally, it must provide access to contemporary content 

(like e-books), content of use and interest to educators and schools, and a wide range of expanded data curation and stewardship services.

State Library Administrative Agencies (SLAAs), funded through the Grants to States program, have identified in 

their approved five-year plans core services such as access to e-books, content for the blind and print handicapped, data curation services, and long-term preservation-level digital storage as important and growing needs.

Phase One 

Working with DPLA, IMLS would launch a competition to identify up to five states with the best plans for 

launching digital service hubs in their own states. The competition would not be limited to SLAAs, but they 

would be encouraged to apply. Key considerations would include applicant plans to work with the SLAA and 

other stakeholders including academic university partners, museums, and archives.

The same competition would identify up to two organizations capable of delivering hub services to states or 

regions that cannot support a standalone service hub. One such provider, the Mountain West Digital Library, 

already exists, and offers digital services to institutions in Utah, Montana, Arizona, Nevada, Idaho, and Alaska.

This effort would leverage existing library networks and encourage other networks to develop at a state and 

regional level.
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FY 2016 Appropriations 

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The first state hubs were started by institutions with significant experience in managing digital operations and 

infrastructure. They cost an average of $250,000 per year for very basic operations, but in cases where infrastructure for digitization and digital storage already existed. Most of these “mature” state service hubs are now 

part of DPLA’s national digital platform.

The next layer of states have little or no existing shareable digital infrastructure, so costs would be considerably 

higher. The competition would fund start-up digitization facilities, create and staff digital preservation capabilities, data management and curation, and metadata services. Each successful application would require an 

estimated $1.5 million for each new service hub.

National Digital Platform Proposed Funding Allocation

Category Allocation Purposes Results

At Requested 

Level

$11.8M total:

$3M private,

$5.3M in National Leadership Grants – Libraries, 

$3.5M in National Leadership Grants – Museums 

Help museums and libraries share their material 

resources electronically 

with other institutions, researchers, and the public.

Support full project scope and 

provide initial buy-in of partners.

Use DPLA as partner to leverage expertise in building/hosting 

national digital platform.

Increase state/regional presence 

of hubs by 40% for greater access to digital services and public 

benefits.

Use existing resources to support 

museum/archive participation, for 

greater access to digital services 

and public benefit.

Strategic Focus: Skills-Based Learning in Libraries and Museums

IMLS supports many activities that promote the development of 21st century skills for the public and professional development for museum and library staff.

Maker Framework and Related Activities

In FY 2014, IMLS funded the Children’s Museum of Pittsburgh to develop a Maker Framework so that other 

institutions can learn from early adopters. IMLS is identifying private and nonprofit partners to build on the 

federal investment in makerspaces. In order to extend the maker movement into rural and small libraries and 

museums, IMLS plans to hold a national competition in 2016 that would fund several $5,000 - $15,000 (up 

to $250,000 total) maker installations at rural and small institutions.

Coalition to Advance Learning in Archives, Libraries and Museums

In FY 2016, IMLS will support additional professional development for librarians and museum professionals. As librarians and museum providers move from providers of information or curators of content to helping 
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FY 2016 APPROPRIATIONS REQUEST

people learn, they need new types of training. The “Coalition to Advance Learning in Archives, Libraries and 

Museums” is developing new standards for continuing education, in particular for skills-based learning. IMLS 

will use these standards to fund grantees that propose ways to create innovative training or develop specific 

training modules.

Skills-Based Learning Funding Allocation

Category Allocation Purposes Results

At Requested 

Level

$500,000 Continue Maker Framework investmentShare best practices in library 

and museum maker activities.

Identify private partners to expand makerspaces in museums 

and libraries.

$300,000 Continue Coalition to 

Advance Learning in 

Archives, Libraries and 

Museums

Support continued sharing of 

best practices and leverage ongoing investments. Identify private 

partners to invest in national 

training network.

Ongoing Strategic Initiatives

Heritage Health Information Survey

In FY 2015, IMLS will release the Heritage Health Information Survey. The original survey, conducted nearly 

10 years ago, was the first comprehensive study to assess the condition of U.S. collections. The second survey 

has been expanded to include digital preservation and how it can reduce the damage caused by handling of 

paper, photograph, and audiovisual originals. In FY 2016, IMLS is continuing its investment in exemplary 

stewardship of museum and library collections and promoting the use of technology in discovering knowledge 

and cultural heritage. The care and management of the nation’s collections, both material and living, is necessary to expand and sustain access for current and future generations.

Early Learning

Libraries and museums have a long history of serving young children. These community anchor institutions 

form a well-established informal learning network and are fundamental to early learning. In FY 2014, IMLS 

funded $4.2 million in discretionary grants for early learning programming in libraries and museums, $4.3 

million in 2013 and $2.5 million in FY 2012. IMLS plans to maintain these funding levels in FY 2015 and 

2016. IMLS continues to work closely with the national Campaign for Grade Level Reading. IMLS also works 

with the BUILD Initiative, a state-based early learning technical assistance network, to strengthen local partnerships between libraries, museums, and early learning systems. IMLS continues to support Museums for All, 

a program that enables low-income families to visit participating museums for a minimal fee.

STEM Education and Makerspaces

IMLS has helped libraries and museums to deliver 21st century skills. IMLS funded $23 million in 140 

STEM-related projects in FY 2013-2014. Activities focused on STEM learning for at-risk youth remain a priority for FY 2015 discretionary funding. In FY 2015, in partnership with the Children’s Museum of Pittsburgh, 
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FY 2016 Appropriations 

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IMLS will launch a freely accessible toolkit for all museums and libraries to use to create makerspaces and 

programs. In both FY 2015 and FY 2016, the agency plans to maintain these funding levels. IMLS and 

the National Writing Project support the Learning Labs Community of Practice, a community of educators 

committed to adapting, extending, and contributing to the curricula, program models, digital tools, and 

other prototypes tested/developed in YOUmedia/Learning Labs, a collaboration of IMLS and the MacArthur 

Foundation.

Building Digital Success 

In FY 2016, IMLS will continue to encourage broadband adoption and digital literacy training, focusing on 

workforce development. More than 60 million people lack access to broadband, and many more lack basic 

digital literacy. While cost is a major barrier to adoption, research tells us that it is not the only barrier. The 

ability to use a computer and to find relevant services is also important. Digital literacy training programs 

are in high demand and libraries are the de facto digital literacy training corps in the United States. Highspeed broadband connectivity is a critical utility for an educated and successful workforce. The agency 

plans to invest up to $1M in digital literacy training programs in FY 2016.

Federal Partnerships

IMLS has a history of effective partnerships with other federal agencies and helping those agencies reach 

the American public, especially those who do not have internet access at home or those without the skills to 

obtain that information on their own.

IMLS has signed Memoranda of Understanding with several agencies, including: United States Citizenship 

and Immigration Service; Consumer Financial Protection Bureau; Federal Communications Commission; 

Department of Labor: Employment and Training Administration; Department of Health and Human Services 

(HHS); Centers for Medicare and Medicaid; Health Services and Resources Administration; and Department 

of Education: Office of Career, Technical, and Adult Education.

Research, Evaluation, and Data Collection 

FY 2016 Budget Request: $1,787,250

IMLS requests $1,787,250 to collect data, carry out research, and identify best practices in cooperation with the nation’s libraries and museums. The Museum and Library Service Act authorizes the Director 

of IMLS to annually conduct policy research, analysis, and data collection with ongoing collaboration (as 

determined appropriate by the Director), and in consultation, with (1) state library administrative agencies; 

(2) national, state, and regional library and museum organizations; (3) other relevant agencies and organizations.

Data Release Highlights:

Public Library Survey (PLS): The Public Library Survey provides data from the nation’s 9,082 public libraries and 17,219 public library outlets. The PLS provides a universe base file for many library surveys, such 

as the Public Library Funding and Technology Access Study, the Digital Inclusion Survey, and the U.S.

Impact Study, which was funded by IMLS and the Gates Foundation. The data is also used by agencies developing new programs and services to meet local needs. The Employment and Training Administration uses 

the data in its American Job Center Locator Service website and the Connect to Compete digital training 
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FY 2016 APPROPRIATIONS REQUEST

locater tool. The Department of Housing and Urban Development has included PLS data in their Performance 

Based Planning Measures. Most recently, the Federal Communications Commission has used the Public Library 

Survey to assess proposed rule changes to urban and rural designation in the E-Rate Modernization order.

Museum Universe Data File (MUDF): IMLS has also released a list of U.S. museum organizations, which 

contains information about over 35,000 museums including aquariums, arboretums, botanical gardens, art 

museums, children’s museums, general museums, historic houses and sites, history museums, nature centers, 

natural history and anthropology museums, planetariums, science and technology centers, specialized museums, and zoological parks. The data in this file are collected and aggregated from a variety of sources including 

IMLS administrative data and records, Internal Revenue Service non-profit data (e.g., 990, 990-EZ, 990-N), 

grantee lists from private foundations, and data obtained from third party commercial vendors. This is an 

important achievement for the agency and the museum sector, as it provides one of the most comprehensive 

listings of museum organizations to date. The agency has committed to update and release new versions of the 

file every six months.

Administrative Discretionary Grant Data (ADGD): IMLS released a dataset of administrative records of IMLS 

discretionary grant recipients since its creation in 1996. The data, which includes the name of the grantee 

institutions, project descriptions, award amount, performance period, matching funds, and geographic information, is available in a variety of file formats and has clear data documentation to help analysts access and use 

the data.

State Library Administrative Agency (SLAA) Survey: The SLAA survey provides descriptive information about 

state library agencies across the 50 states and the District of Columbia such as governance structure, collections, staffing, income and expenditures, and services to other libraries in the state. The data is used by 

Chief Officers of State Library Agencies (COSLA), federal and state policymakers, and researchers to examine 

changes in the nature of services and capacity for these Organizations.

In addition, the agency has developed new tools for accessing and visualizing data for the Administration’s 

Open Government Priority. The agency has made all of its data available on DATA.GOV, has issued data challenges for the last two National Day of Civic Hacking events, and has recently launched its open data portal 

that provides an easy user interface to administrative and statistical data as well as Application Programming 

Interfaces (API) for every data set. Analysts in the IMLS Office of Planning, Research, and Evaluation have also 

provided research technical assistance to Data Coordinators at SLAAs and to staff of the Office of Strategic 

Planning and Policy Analysis of the Federal Communications Commission.
Program Descriptions

Photo courtesy of Georgia’s Athens-Clarke County Library. 
14 - Institute of Museum and Library Services

FY 2014 Library Grants to States Distribution

TX

CA

MT

AZ

ID

NV

NM

CO

IL

OR

UT

KS

WY

IA

NE

SD

MN

FL

ND

OK

WI

MO

WA

AL GA

LA

AR

MI

IN

PA

NY

NC

MS

TN

VA

KY

OH

SC

ME

WV

MI VT NH

MA

CT

MD

NJ

DE

RIRI

LSTA State Program Distribution

$0 - $1,500,000

$1,500,001 - $3,000,000

$3,000,001 - $6,500,000

$6,500,001 - $16,000,000

HI

PR

Note: American Samoa, Northern Marianas, Guam, and the U.S. Virgin Islands also received funds but are not displayed. Source: Institute of Museum and Library Services, 2014

AK

PROGRAM DESCRIPTION: LIBRARY GRANTS TO STATES

FY 2014 Budget Request: $154,500,000

The Grants to States program reaches the largest number of citizens by providing funds to state library administrative agencies (SLAAs) 

Awards Based upon State Plan and Population-Based Formula 

The Grants to States program awards population-based formula grants to each State Library Administrative 

Agency (SLAA) in the 50 states, the District of Columbia, Puerto Rico, the Virgin Islands, American Samoa, 

Guam, and the Commonwealth of the Northern Mariana Islands. The formula consists of an equal base allotment for each state, plus a supplemental amount based on population. Population data are based on the information available from the U.S. Census Bureau website. The 2010 Act sets base allotments of $680,000 for 

states, D.C., and Puerto Rico, and $60,000 for the other entities. The law limits the amount of funding available for administration at the state level to four percent and requires a 34 percent match from nonfederal state 

or local funds. Programs and services delivered by each SLAA support the purposes and priorities set forth in 

the Library Services and Technology Act (LSTA). SLAAs set goals and objectives for their states regarding the 

use of Grants to States funds within the statutorily required five-year plan approved by IMLS. These goals and 

objectives are determined through a planning process that includes statewide needs assessments.
Institute of Museum and Library Services - 15

Program Descriptions

Support for Pacific Territories, Freely Associated States, and the Virgin Islands

Grants to the Pacific Territories and the Freely Associated States (FAS) are funded under a Special Rule, 20 

U.S.C. § 9131(b)(3), which authorizes a small competitive grants program in the Pacific region and the U.S.

Virgin Islands. There are seven eligible entities: Guam (GU), American Samoa (AS), the Commonwealth of 

Northern Mariana Islands (CNMI), the Federated States of Micronesia (FSM), the Republic of the Marshall 

Islands (RMI), the Republic of Palau (PU), and the U.S. Virgin Islands (VI). The funds for this grant program 

are taken from the allotment amounts for the FAS (FSM, RMI, and PU). The territories (GU, AS, CNMI, VI) 

receive allotments through the Grants to States program and, in addition, may apply for funds under the 

competitive program. Five percent of this program’s funding is set aside for Pacific Resources for Education 

and Learning (PREL), based in Hawaii, to facilitate the grants review process. The projects funded under this 

program also support the LSTA purposes.

Planning and Reporting

Each state must develop a five-year plan outlining their major goals for the five-year grant cycle. Every state 

is required to submit annual reports, as well as a cumulative evaluation report at the end of each five-year 

grant cycle.

Five-year plans, submitted in December 2012, cover activities from FY 2013 through FY 2017. Significant 

program priorities outlined in the plans include the following: 

STEM, Makerspaces, Learning Labs

Twenty-four states offer programs and services that enhance skills needed for success in the 21st century.

These include digital literacy, which encompasses the use of all digital devices; information literacy, which 

emphasizes the ability to locate, assess, and critically evaluate information; and media literacy, which includes the ability to create content in a wide variety of modes and formats.

Literacy Programs

All states fund literacy initiatives such as summer reading programs, designing innovative reading motivation 

programs, purchasing reading materials, and working with state and federal agencies as well as community 

organizations to improve literacy. Eighty percent of states plan to fund early childhood resource centers and 

develop collaborative partnerships with schools, public libraries, and other community organizations.

Technical Infrastructure / Broadband Support

All states use their funds for the acquisition and maintenance of computing hardware and software. States 

use federal funds to provide technical assistance to regional and local (many rural) outlets, purchase computers and mobile devices equipped with basic office programs for public use at no charge, and acquire 

servers or cloud services. More than 70 percent of states specifically identified improving broadband access 

as a priority. States use federal funds to purchase statewide telecommunications services for public libraries, 

foster relationships with Broadband Technology Opportunity Program (BTOP) partners, and provide assistance to states procuring and managing E-rate discounts.

Workforce Development

Half of the states have identified workforce and small business development as a primary community need.
16 - Institute of Museum and Library Services

States use federal funds to support job centers and programs, develop resume-building and interview skills in 

library customers, and acquire business databases for market research.

Civic Engagement

Fifteen states have identified civic engagement as an important community need. These states use federal 

funds to promote libraries as community hubs where residents can participate in public forums on local and 

national issues, offer community meeting spaces, and provide referrals to federal and state agencies and community organizations that can offer direct services or expertise.

All states plan to sustain or improve access to resources in all formats. States will use their grant funds to 

deliver books by mail or bookmobile to underserved populations, provide access to collections for the blind and 

print disabled, provide interlibrary loan services, and support integrated online searching and borrowing of materials. All states plan to purchase e-content including databases with full-text access, e-books, and e-audiobooks. A majority of states purchase statewide access to e-content, decreasing the cost for individual libraries.

Seventy percent of states will use funds to digitize and provide access to local and archival collections including state government documents, and to develop and promote guidelines and standards, purchase or upgrade 

digital asset management software and services, and provide training to staff.

Program Evaluation

Since FY 2013, SLAAs reported on the results of programs and services delivered through the Grants to States 

program using IMLS’s “Measuring Success” initiative.

PROGRAM DESCRIPTION: GRANTS TO STATE LIBRARY 

ADMINISTRATIVE AGENCIES
Institute of Museum and Library Services - 17

Program Descriptions

Table 2: State Allotments for FY 2011–2016 

State FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

FY 2016 

Request

AL $2,567,650 $2,501,154 $2,416,705 $2,499,013 $2,476,238 $2,462,548

AK $960,008 $952,947 $941,340 $955,925 $952,890 $950,810

AZ $3,324,148 $3,250,835 $3,024,120 $3,152,086 $3,173,382 $3,154,379

AR $1,838,337 $1,800,586 $1,742,394 $1,792,501 $1,778,761 $1,770,387

CA $15,497,372 $15,029,503 $14,309,664 $15,030,377 $15,052,678 $14,943,139

CO $2,694,346 $2,641,949 $2,530,270 $2,636,913 $2,663,845 $2,648,725

CT $2,090,429 $2,038,047 $1,974,810 $2,034,387 $2,012,231 $2,002,077

DE $1,034,832 $1,023,258 $1,008,026 $1,025,955 $1,026,557 $1,023,916

FL $8,111,592 $7,871,982 $7,571,343 $7,967,170 $8,048,596 $7,992,437

GA $4,620,382 $4,495,213 $4,229,250 $4,422,103 $4,420,116 $4,391,611

HI $1,199,217 $1,159,084 $1,177,141 $1,205,222 $1,205,813 $1,201,805

ID $1,299,688 $1,280,599 $1,253,142 $1,281,957 $1,285,415 $1,280,801

IL $5,766,746 $5,664,245 $5,333,615 $5,536,935 $5,451,043 $5,414,681

IN $3,254,929 $3,161,761 $3,036,565 $3,146,080 $3,123,514 $3,104,892

IA $1,885,804 $1,844,037 $1,787,353 $1,839,676 $1,830,898 $1,822,127

KS $1,809,993 $1,773,974 $1,718,260 $1,768,651 $1,755,667 $1,747,469

KY $2,409,463 $2,350,899 $2,259,990 $2,332,425 $2,314,771 $2,302,312

LA $2,480,805 $2,424,055 $2,334,293 $2,415,973 $2,117,896 $2,389,142

ME $1,208,487 $1,185,547 $1,160,282 $1,181,411 $1,172,672 $1,168,917

MD $2,964,835 $2,889,137 $2,787,551 $2,899,835 $2,893,697 $2,876,826

MA $3,323,269 $3,233,374 $3,062,100 $3,114,756 $3,178,539 $3,159,497

MI $4,676,712 $4,504,022 $4,251,300 $4,328,074 $4,350,678 $4,322,702

MN $2,791,145 $2,717,086 $2,612,740 $2,709,174 $2,701,369 $2,685,964

MS $1,863,411 $1,819,928 $1,757,051 $1,806,004 $1,789,025 $1,780,573

MO $3,080,330 $2,994,821 $2,853,508 $2,951,676 $2,925,990 $2,908,872

MT $1,070,859 $1,057,408 $1,040,956 $1,059,170 $1,059,140 $1,056,250

NE $1,400,237 $1,377,353 $1,346,312 $1,299,115 $1,376,920 $1,371,609

NV $1,632,613 $1,702,212 $1,664,773 $1,720,752 $1,731,619 $1,723,605

NH $1,211,002 $1,189,626 $1,156,668 $1,178,215 $1,171,459 $1,167,714

NJ $4,170,801 $4,042,569 $3,869,793 $4,023,991 $3,990,753 $3,965,521

NM $1,485,647 $1,463,144 $1,432,947 $1,466,728 $1,452,508 $1,446,621

NY $8,513,873 $8,146,018 $7,718,754 $7,632,818 $7,929,546 $7,938,377
18 - Institute of Museum and Library Services

Table 2: State Allotments for FY 2011–2016 (continued)

State FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

FY 2016 

Request

NC $4,160,471 $4,322,143 $4,171,823 $4,173,865 $4,363,304 $4,335,232

ND $939,310 $931,737 $927,315 $943,921 $953,909 $951,821

OH $5,307,272 $5,120,439 $4,854,737 $5,034,831 $4,974,547 $4,941,817

OK $2,158,082 $2,114,098 $2,051,036 $2,119,065 $2,116,453 $2,105,506

OR $2,213,648 $2,164,574 $2,080,092 $2,150,954 $2,150,600 $2,139,392

PA $5,633,066 $5,544,252 $5,287,918 $5,494,791 $5,416,459 $5,380,360

RI $1,102,216 $1,086,948 $1,060,158 $1,076,202 $1,070,842 $1,067,864

SC $2,508,533 $2,450,059 $2,372,043 $2,461,931 $2,469,980 $2,456,338

SD $1,005,672 $995,771 $977,994 $994,366 $996,021 $993,613

TN $3,204,074 $3,120,490 $2,995,498 $3,115,490 $3,105,919 $3,087,430

TX $10,614,851 $10,388,436 $9,964,148 $10,510,319 $10,665,018 $10,588,919

UT $1,796,291 $1,769,981 $1,698,728 $1,757,101 $1,770,068 $1,761,761

VT $929,254 $919,668 $906,522 $916,150 $912,082 $910,314

VA $3,763,502 $3,741,963 $3,607,790 $3,693,415 $3,764,107 $3,740,602

WA $3,351,575 $3,277,624 $3,149,790 $3,281,761 $3,295,633 $3,275,698

WV $1,409,521 $1,382,914 $1,350,913 $1,379,918 $1,365,372 $1,360,148

WI $2,946,913 $2,862,663 $2,745,416 $2,840,170 $2,663,262 $2,796,383

WY $898,190 $890,868 $885,450 $897,440 $896,374 $894,725

DC $920,394 $915,107 $903,472 $918,531 $924,058 $922,198

Puerto 

Rico $2,270,426 $2,140,076 $2,020,366 $2,038,457 $1,928,368 $1,984,330

American 

Samoa $86,309 $81,378 $80,076 $80,642 $80,129 $79,976

Northern 

Marianas $80,639 $80,748 $79,484 $79,303 $79,389 $79,241

Guam $131,530 $121,361 $117,625 $120,499 $119,926 $119,469

U.S. 

Virgin 

Islands

$104,027 $100,971 $98,477 $99,510 $98,364 $98,072

9131(b)

(3)(C) 

Pool1

 $257,272 $254,658 $250,113 $254,300 $253,590 $253,029

TOTAL $160,032,000 $156,365,300 150,000,000 $154,848,000 $154,848,000 $154,500,544

1 Section 9131(b)(3)(C) of the Museum and Library Services Act directs that funds allotted based on the populations of 

the Republic of the Marshall Islands, the Federated States of Micronesia, and the Republic of Palau be used to award 

grants on a competitive basis taking into consideration recommendations from the Pacific Region Educational Laboratory in Hawaii. These three freely-associated states, along with the U.S. Virgin Islands, Guam, American Samoa, and the 

Commonwealth of the Northern Marianas, are eligible to compete for the grants.

PROGRAM DESCRIPTION: GRANTS TO STATE LIBRARY 

ADMINISTRATIVE AGENCIES
Institute of Museum and Library Services - 19

FY 2014 Library Discretionary Grant Distribution

Program Descriptions

PROGRAM DESCRIPTIONS: LIBRARY DISCRETIONARY PROGRAMS

uti

Library Grant Applications

Awarded

Not Awarded

Library Discretionary Grant Distrib on, FY 2014

$0 - $10,000

$10,001 - $100,000

$100,001 - $1,000,000

$1,000,001 - $5,000,000 Source: Institute of Museum and Library Services, 2014 IMLS has three discretionary programs for library services: the Laura Bush 21st Century Librarian Program, 

National Leadership Grants (which includes funds for Sparks! Ignition Grants) and Native American/Native 

Hawaiian Library Services.

Laura Bush 21st Century Librarian Program 

FY 2016 Budget Request: $10,500,000

This program invests in skills development for library and information professionals. Grants support education 

and professional development, which includes scholarships for graduate students; internship and residency 

programs; curriculum and program development for graduate programs in library science, archives, or school 

librarianship; and early career development and research by library school faculty members.

IMLS is identifying the highest priority needs for library training, emphasizing professional development of the 

existing library workforce. In FY 2015, IMLS is funding national planning efforts for library and archival continuing education, and in 2016 will fund continuing education curriculum and programs that prepare library 

and museum professionals to help customers/users develop effective 21st century knowledge.
20 - Institute of Museum and Library Services

PROGRAM DESCRIPTIONS: LIBRARY DISCRETIONARY PROGRAMS

Number of applications received, amount requested, 2014 98 $26,734,151

Number of grants, and amount awarded, 2014 38 $10,117,529

National Leadership Grants – Libraries

FY 2016 Budget Request: $17,500,000

National Leadership Grants (NLG) for Libraries support projects that address challenges faced by libraries 

and archives and that have the potential to advance practice in those fields. NLG projects generate new tools, 

research findings, models, services, practices, and alliances that can be widely used, adapted, scaled, and 

replicated to extend the benefits of federal investment. These projects seek innovative responses to identified 

challenges and have national impact.

Applications received, amount requested, 2014 167 $15,991,804

Number of grants, and amount awarded, 2014 54 $12,000,000

The Sparks! Ignition Grants program is a special initiative within the National Leadership Grant category. It 

supports projects that expand and test new library, archive, and museum practices. They are small, targeted 

investments in high-risk, innovative ideas that, if successful, could result in larger-scale National Leadership 

Grant applications.

Sparks! Ignition Grants – Libraries 

Applications received, amount requested, 2014 68 $1,494,013

Number of grants, and amount awarded, 2014 17 $390,702

Native American/Native Hawaiian Library Services

FY 2016 Budget Request: $4,063,000

This program helps native communities improve their libraries to meet the educational needs of their populations. The program offers three categories of grants to established libraries or organizations that serve federallyrecognized Indian tribes and Native Hawaiians:

•	 Basic tribal grants to support materials, computers, and connectivity (non-competitive)

•	 Tribal enhancement grants to expand partnerships for learning and access (competitive) 

•	 Native Hawaiian grants to enhance existing or support new services 

Basic grants awarded, and amount awarded, 2014 219 $1,652,000

Enhancement applications received, amount requested, 2014 25 $3,747,768

Enhancement grants awarded, and amount awarded, 2014 14 $1,710,987

Native Hawaiian applications received, amount requested, 2014 5 $1,217,384

Native Hawaiian grants awarded, and amount awarded, 2014 3 $551,569
Institute of Museum and Library Services - 21

FY 2014 Museum Discretionary Grant Distribution

Program Descriptions

PROGRAM DESCRIPTIONS: MUSEUM SERVICES

tion, FY 2014

Museum Grant Applications

Awarded

Not Awarded

Museum Discretionary Grant Distribu

$0 - $10,000

$10,001 - $100,000

$100,001 - $1,000,000

$1,000,001 - $5,000,000 Source: Institute of Museum and Library Services, 2014

There are four discretionary programs for museum services: Museums for America, National Leadership 

Grants for Museums (which includes funds for Sparks! Ignition Grants for Museums), Native American/Native 

Hawaiian Museum Services, and Museum Grants for African American History and Culture.

Museums for America

FY 2016 Budget Request: $21,456,775

Museums for America grants are available to museums of all kinds and sizes, providing diverse populations 

enriching and educational exhibits, school services, public programs, and lifelong learning experiences.

Museums for America grants assist museums in achieving institutional goals and objectives in order to better 

serve their communities. In FY 2016, IMLS will award grants ranging from $5,000-$150,000. Applicants 

requesting $25,000 or less will not be required to include cost share. These “no match” awards have proven 

to be effective in reaching small museums throughout the nation. The increase of $1.3 million over the 

2015 enacted level would support a 6 percent increase in the number of awards (from 196 in 2015 to 208 

in 2016) and expand access to the “no match” opportunity for small museums.
22 - Institute of Museum and Library Services

PROGRAM DESCRIPTIONS: MUSEUM SERVICES

Applications received 2014 554 $56,573,569

Number of grants, and amount awarded, 2014 196 $20,405,211

National Leadership Grants for Museums

FY 2016 Budget Request: $11,168,167

National Leadership Grants for Museums provide funding for projects that improve and advance professional 

practices for the nation’s 35,000 museums. Grants support research, professional development, models, and 

new tools that can be widely used throughout the field. The increase of $3.6 million over the 2015 level would 

increase the number of museums with access to digital services provided by regional hubs in a national digital 

platform.

Applications received, amount requested, 2014 71 $23,325,249

Number of grants, and amount awarded, 2014 16 $5,446,451

Sparks! Ignition Grants for Museums

The Sparks! Ignition Grants for Museums program are small grants that encourage museums to prototype and 

evaluate specific innovations in their current practice.

Number of applications received, amount requested, 2014 29 $703,669

Number of grants, and amount awarded, 2014 5 $117,728

Native American/Native Hawaiian Museum Services

FY 2016 Budget Request: $971,972

This program provides grants to federally recognized tribes and organizations that serve Native Hawaiians for 

museum-related cultural services and programs for their members and the public. Many of these programs involve the preservation, care, and interpretation of significant objects and traditions unique to Native American 

culture. This program helps these communities learn from their common experiences and challenges.

Number of applications received, amount requested, 2014 31 $1,439,901

Number of grants, and amount awarded, 2014 20 $925,374

Museum Grants for African American History and Culture

FY 2016 Budget Request: $1,480,518

Museum Grants for African American History and Culture support projects that improve the operations, care of 

collections, and development of professional management at African American museums.

Number of applications received, amount requested, 2014 32 $3,935,360

Number of grants, and amount awarded, 2014 12 $1,407,000
IMLS Administration

Photo by Justin Gollmer, courtesy of the Seattle Art Museum.
24 - Institute of Museum and Library Services

IMLS ADMINISTRATION

FY 2016 Budget Request: $14,000,000

Introduction

This section highlights the FY 2016 administrative funding request for the IMLS’s human capital management, financial and budget accountability, grants and acquisition management, maintenance of the agency’s 

information technology infrastructure, including the IMLS website and social media outlets, and general 

agency operations. IMLS remains committed to effective stewardship of administrative dollars with this 

request.

In developing its strategic plan, IMLS used IdeaScale, a social media platform, to engage citizen participation. More than 1,400 users participated by voting for their favorite ideas, adding new ideas, and commenting on ideas. The IMLS blog continues to be a source of “what works” in libraries and museums and 

amplifies the impact of individual grants. Recently, IMLS created a Facebook page and encouraged its 33 

National Medals Finalists to ask the public to share stories on the IMLS website.

Human Capital Management

The Institute’s grant-making function shapes the administrative budget. Core responsibilities of IMLS personnel include: planning programs and notices of funding opportunities; overseeing the receipt, processing, 

and reviewing of grant applications; awarding of grants applications; and ensuring the execution of general 

grants management oversight of individual awards including payment requests, reading of reports, timely 

closeout of awards, and research and data collection activities. Additionally, IMLS needs highly trained personnel to perform the essential activities involved in operating a federal agency, such as budgeting, financial 

management and reporting, human resources, information technology management, legal counsel, communications and government affairs, and general agency operations.

Federal salaries and benefits account for approximately 67 percent of the IMLS administrative budget request, currently covering 69 full-time employees. For FY 2016, IMLS is requesting four additional full-time 

federal employees for the Office of the Chief Information Officer (OCIO), who would replace the current IT 

Helpdesk support contract. IMLS carefully compared the costs and benefits of its current IT contract with 

additional FTE and found that it could improve the services to its employees, outside partners, and grant applicants with relatively low cost by using four in-house personnel rather than the IT contract.

Additional fixed costs in this area include a payroll provider partnership with the Department of Interior’s 

Interior Business Center (IBC), employee transit benefits, and various interagency agreements with the Office 

of Personnel Management and the General Services Administration for required human resource services.

Financial and Budget Accountability

IMLS anticipates continuing its successful partnership with the Federal Aviation Administration (FAA)’s 

Enterprise Services Center (ESC) for its accounting and financial reporting requirements. Partnering with 

one of the federal Financial Management Lines of Business (FMLOB) Centers of Excellence has significant 

benefits, including reducing overhead costs and the need for additional full-time employees under the Office 
Institute of Museum and Library Services - 25

IMLS Administration

of the Chief Financial Officer. IMLS also expects to move to an automated payments module within the ESC 

soon, which will improve efficiency and increase monitoring capabilities for financial assistance to grantees 

and vendors. In addition, there will be a significant reduction of paper use and file space as a result of this new 

process.

Fixed costs in this area include the FAA-ESC partnership and the agency’s required annual independent financial statement audit.

Grants and Acquisitions Management 

IMLS is continuing its partnership with the National Endowment for the Humanities (NEH), the National 

Endowment for the Arts (NEA), and the National Archives for the deployment of NEH’s new Electronic Grants 

Management System (eGMS), currently under development. IMLS will become a fully integrated partner in FY 

2015. The agency anticipates going “live” with the system in FY 2017, which would allow the full FY 2017 

grant cycle to run through eGMS for all grant programs.

Fixed costs in this area include partnerships with IBC for the handling of grantee indirect cost proposals and 

HHS for expenses associated with the use of Grants.gov. Additional costs include field and panel expenses for 

the review of grant applications by experts in the museum and library fields.

Information Technology 

IMLS is committed to employing state-of-the-industry, secure, and reliable information technology services 

for staff, stakeholders, and customers. The Office of the Chief Information Officer (OCIO) works continuously 

to improve its IT infrastructure and security, upgrading platforms and deploying innovative technologies to 

enhance services and convey vital information.

IMLS will implement cloud initiatives to help with realizing advantages related to staffing, equipment maintenance and support, and network availability. By following the White House’s initiatives to pursue the cloud, 

IMLS will be able to make essential applications and software more available to staff, in a more stable environment, while simultaneously realizing cost savings related to required support of equipment, hardware, and 

personnel.

The OCIO has been focusing on ways to build upon the Federal Information Security Management Act (FISMA) 

requirements for continuous monitoring that involve different approaches to reporting. In addition, Continuous Diagnostics and Mitigation (CDM) technologies will be pursued to support continuous monitoring of all 

network security items. The CDM Program provides tools and services that enable Federal government agencies 

to strengthen the security of their networks and secure their day-to-day handling of essential data. Continuing with the CDM program, IMLS will be installing tools and sensors that will have the ability to automatically 

detect security threats and vulnerabilities, report on the incident, and diagnose the issue.

The agency will also be using assessment results to look at a unified communications solution for the agency, 

giving IMLS the ability to take advantage of digital technology that is stable and currently more cost effective.

The unified solution will provide access to VoIP technologies, which will reduce the cost of telephone opera-
26 - Institute of Museum and Library Services

IMLS ADMINISTRATION

tions, allowing staff to telework more easily, and to integrate e-mail and telephone systems to enhance and 

simplify communications.

IMLS will be implementing a system and modifying policies for managing both permanent and temporary email 

records in an accessible electronic format. This will include the ability to identify, retrieve, and retain agency 

records for the purpose of records management and any litigation requirements.

Fixed costs in this area include telecommunications, software licenses and maintenance, equipment, helpdesk 

support, and FISMA audit requirements.

General Operations

The agency anticipates its relocation from 1800 M Street will be completed in the first half of FY 2016. Fixed 

costs in this area include GSA office space rent, federal protective services with the Department of Homeland 

Security, employee training and travel, and general maintenance and supplies necessary to operate a Federal 

agency.

Communications and Government Affairs

In accordance with the President’s May 23, 2012 Memorandum, Building a 21st Century Digital Government, IMLS continues to develop its digital services and use emerging technologies to serve the public as effectively as possible. IMLS is redesigning its website, the primary means by which the public obtains information about the agency. This redesign will include: establishing strong governance, ensuring information quality, 

using approved domains, publishing content in open formats, making content searchable, using analytics to 

improve customer experience, ensuring access to mandatory content, ensuring use of plain writing, transitioning to Internet Protocol Version 6, implementing security controls, protecting privacy, maintaining access for 

people with disabilities or limited English proficiency, managing records, and optimizing for mobile use.

In FY 2016, the Office of Communications and Government Affairs (OCGA) will continue to support the agency’s strategic plan by disseminating accurate and timely information and providing opportunities to engage the 

public in IMLS grant-making, research, partnerships, and policy activities. The Office organizes the National 

Medal for Museum and Library Service, an annual celebration of the community service role of libraries and 

museums. OCGA operates the agency’s website, media relations, and twitter feed; as well as essential digital 

and print publications such as the UpNext blog (7,000 subscribers), the monthly newsletter, Primary Source 

(17,000 subscribers), and the agency’s annual report. It supports special initiatives such as the Let’s Move! 

Museums & Gardens effort and IMLS Focus, a three-city tour that engages more than 1,000 members of the 

public in discussions about library priorities and key strategies.

Budget Addenda – Full Time Employee Request

In FY 2016, IMLS is requesting four additional full-time employees (FTEs) to permanently replace our current IT Helpdesk support contract. The strategic, tactical, and operational needs of this office have expanded 

beyond the current organizational structure and workforce talent held under contract. In order to meet the new 

and ongoing federal requirements in this area, we believe the agency and its constituents will be better served 
Institute of Museum and Library Services - 27

IMLS Administration

with full-time IMLS employees. Additionally, the agency has four major internal IT initiatives currently ongoing 

or planned (a new Grants to States Program Reporting tool, eGMS, moving to Cloud computing, and a complete 

redesign of the website) where specific ongoing IT expertise is needed. The OCIO remains committed to delivering innovative, cost effective, and secure IT solutions that support IMLS staff, grant programs, and agency 

initiatives.

Administrative Request by Object Class Code

In FY 2016, the IMLS request for administrative costs is $14,000,000. Areas supported by this request are 

summarized below.

Table 3: IMLS History of Administration Costs: FY 2014 – FY 2016

($ in thousands) 

Object Class Description FY 2014

FY 2015 

Expected

FY 2016 

Request

11000/12000/13000 Personnel Compensation and 

Benefits $9,000

$9,000 $9,400

21000 Travel and Transportation of 

Persons

700 700 700

22000 Transportation of Things 20 20 20

23000 Rental of Space (Rent, Communications and Utilities), 

Equipment Rental, Telephone 

Services, Postage

1,550 1,550 1,250

24000 Printing and Reproduction 40 40 40

25000 Other Contractual Services 2,540 3,540 2,400

26000 Supplies and Materials 50 50 50

31000 Equipment 100 100 140

Total $14,000 $15,000 $14,000

11000 Personnel Compensation

12000 Personnel Benefits

13000 Benefits for Former Personnel

Amount Requested: $9,400,000

These object classes fund the salaries and benefits of all employees, including full-time, part-time, temporary, 

and intermittent appointments (for example, the National Museum and Library Services Board (NMLSB), and 

consultants. To minimize personnel costs, the salary for the NMLSB will remain at $100/day. The personnel 

benefits provide estimated contributions toward employees’ retirement, health, and life insurance plans, as 

well as costs for unemployment benefits and injuries sustained in the workplace. Additionally, costs associated with public transportation subsidies afforded to the agency’s employees are included in this category. This 

funding request will provide for 73 FTE in 2016.
28 - Institute of Museum and Library Services

IMLS ADMINISTRATION

21000 Travel and Transportation of Persons

Amount Requested: $700,000

This object class supports travel for IMLS staff to conduct site visits to oversee IMLS grants, panel reviews for 

the discretionary grant programs, meetings for state data collection and Grants to States professional development activities, and staff presentations on IMLS programs. Travel funds also support the annual National Medals for Museum and Library Service, as well as two NMLSB meetings.

Since FY 2010, IMLS has reduced funds allocated to travel and transportation by over $300,000. The savings 

have been directed towards IMLS grant programs, as well as improving the transparency of and accountability 

for federal spending, using more robust tracking and analytical tools that are becoming available to federal 

agencies.

22000 Transportation of Things

Amount Requested: $20,000

This object class includes freight and express charges by common carrier, contract carriers, and other incidental expenses. Attendance at library and museum conventions, conferences, and meetings requires shipment of 

the Institute’s displays and certain associated materials. This area also includes mail transportation charges for 

express package services (i.e., charges for transporting freight).

23000 Rent, Communications and Utilities, Rental of Space (Standard Level Usage Charge), Equipment 

Rental, Telephone Services, Postage

Amount Requested: $1,250,000

This object class includes funding for the agency’s office space through the General Services Agency (GSA); 

communication technology services, including data, voice, and cable services; equipment rental; rental of audiovisual equipment used in presentations at conference sessions and off-site meetings; and postage.

IMLS is scheduled to move into 27,714 rentable square feet.

24000 Printing and Reproduction 

Amount Requested: $40,000

This object class funds the composition and printing of program applications and guidelines, research publications, conference proceedings, and Federal Register notices. To help contain costs in this category we continue 

to promote and expand the use of our website and other various forms of social media. The site provides access 

to program guidelines, grant information, recent awards lists, and a variety of information about IMLS initiatives, activities, and programs. IMLS continues to expand the electronic dissemination of all public materials 

to reach prospective grantees from institutions of all sizes and in all geographic areas to keep printing costs at 

a minimum.

25000 Other Contractual Services

Amount Requested: $2,400,000

This object class supports a wide range of contractual services that are not covered in any of the preceding 

categories. The increase requested will support anticipated agency move expenses which may include renovation costs. Also, included in this expense category are costs for 

•	 the support, maintenance, and improvement of information technology systems, including cybersecurity 

activities; partnerships and interagency agreements for financial management systems, accounting and 
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IMLS Administration

IMLS ADMINISTRATION

reporting services, payroll processing, grant indirect cost proposals, building security, and other required 

government services;

•	 information technology support such as the IMLS Help Desk, State Program Reporting system, and maintenance of the General Supporting System for all agency operations;

•	 independent financial and IT-related audits;

•	 Grants Management Line of Business and Grants.gov related expenses;

•	 employee training;

•	 agency contracts for temporary personnel assistance; and

•	 honoraria for panelist and field reviewers for grant proposals and applications.

26000 Supplies and Materials

Amount Requested: $50,000

This object class funds only the essential office supplies needed in carrying out the business of IMLS. IMLS 

continues to be a partner in the GSA SmartPay2 charge card program, receiving discounts and thereby holding 

these expenses to a minimum. Additional supplies and materials will be necessary to fit the new office space in 

2016.

31000 Equipment 

Amount Requested: $140,000

This object class supports all equipment, furniture, and office machines having a useful life in excess of one 

year, such as chairs, desks, file cabinets, IT equipment, and printers. It also includes routine upgrades to local 

area network hardware and software in order to accommodate upgrades in database management and financial 

data. The majority of anticipated equipment expenditures will be for technology renewal of office automation 

equipment, systems software, and furniture that would be more expensive to repair than replace.

IMLS will use existing hardware by upgrading rather than purchasing new equipment wherever possible. Rapid 

changes in technology, however, will make it necessary to purchase some new computer equipment, integration systems software and hardware, and electronic data exchange systems. IMLS will use these funds to follow 

Administration directives and guidance and federal laws, to become a more mobile workforce, and to remain on 

the cutting edge of technology in delivering efficient services. The increased request in this category is attributed to the IMLS move in FY 2016, and the purchase of new computer devices.

Total Administrative Services Request: $14,000,000
FY 2016 Performance Plan

Photo courtesy of The Children’s Museum of Indianapolis.
Institute of Museum and Library Services - 31

Build Evidence

Act on 

Evidence

Support 

Knowledge

Diffusion

Evaluate 

Effectiveness

Revise 

Programs

FY 2016

Performance Plan

FY 2016 PERFORMANCE PLAN

Step 1: Build Evidence 

Over the past two years, IMLS has focused considerable effort on improving its monitoring of grant program investments and measuring impact. The agency has reconfigured its policy and operational leadership structure, 

reorganized work units, and altered staffing allocations to concentrate greater resources on technical assistance, strategic partnerships, evaluation of program impacts, and the communication of best practices.

The agency’s five-year strategic plan provides a clear road map for synthesizing lessons learned from grant 

making, national initiatives, and policy research to inform future investments, share best practices, and build 

organizational capacity across the library and museum sectors. Staffs from each of the agency’s program and 

operational units are actively engaged in the implementation of the new strategic plan, with cross-agency 

teams established to monitor progress for each goal.

Step 2: Act on Evidence

IMLS functions as a learning organization with significant content-area expertise. The IMLS program staff possesses a significant depth of experience in the museum and library service sectors. IMLS constantly reviews its 

grant and project portfolios. These reviews increase administrative efficiency, monitor program performance, 

and develop more targeted grant guidelines.

In the earliest stage of the grant process, experienced library, museum, and education sector professionals 

perform a two-tiered peer review of applications to assure that project proposals are in line with best practices.

All grantees report on the conduct of their projects on an annual basis and on project outcomes at the conclusion of the grant period. IMLS is working with evaluation experts and museum and library stakeholders to build 

more robust outcome-based reporting tools. In addition, third party evaluations of IMLS grant programs are 

conducted on a rolling basis to measure program impact and review administrative functions and efficiency 

and program costs.

In areas where greater evidence of effective practice is needed, IMLS is experimenting with making smaller 

FY 2016 – 2017 Performance Improvement Model
32 - Institute of Museum and Library Services

FY 2016 PERFORMANCE PLAN

challenge grants. In areas where effective practice is known, IMLS is encouraging applicants to align program 

efforts with these practices.

Step 3: Evaluate Effectiveness

For many years, IMLS worked to improve evaluation capacity in the field by providing general guidance materials broadly and technical assistance to individual grantees on a project-by-project basis. While many grantees 

found the technical assistance valuable, the strategy was neither effective at documenting lessons learned for 

the field nor in building a stronger community of practice for museum or library service evaluation.

The agency has shifted its emphasis from project-level assessment to program-level performance assessment.

In FY 2015, the agency will have reached an important milestone by modifying performance reporting requirements for all formula and discretionary grant programs. In the fall of 2015, SLAAs will begin reporting into 

an entirely new performance reporting system. This important milestone is the culmination of three years of 

planning and development in partnership with SLAAs. The new Grants to States reporting tool improves project 

reporting: First, it dramatically alters the reporting structure using a branched, closed-ended survey format, 

which makes the data easier to report and to process. Secondly, it integrates two separate reports the State 

Program Report and the Financial Status Report into a single comprehensive report. Third, it greatly expands 

the performance measures collected by the SLAA and its sub-grantees. It also makes the administrative data 

available to the public (in a variety of formats), allowing the public and SLAAs to monitor trends and best 

practices. The work done to transform the Grants to State Program anticipated many of the new performance 

reporting requirements of the Council on Financial Assistance Reform (COFAR). With this work underway, IMLS 

staff has shifted their attention to improving performance reporting of discretionary grant programs. In FY 

2015, the agency will develop its revised performance reporting forms for all of its discretionary grant programs. The new performance reporting requirements for discretionary grant programs will align grantee performance reporting with goals in the IMLS strategic plan, and restructure interim and final performance reporting 

formats to facilitate administrative review and information sharing.

Step 4: Support Knowledge Diffusion

IMLS recognizes that improving evaluation practices without communicating results does little to improve 

museum and library services. IMLS works to identify and create new, more effective knowledge-sharing opportunities. In its grant programs, IMLS requires all grantees to share findings through publicly accessible publications, conference presentations, journal articles, and/or association websites.

Performance reporting forms and requirements for both the formula and discretionary grant programs were 

designed with the explicit intention of sharing the data publicly in both machine-readable data file formats and 

as narrative project profiles for review by the interested public and library and museum practitioners. IMLS 

recognizes the need to share the vast amount of information from its grantees in a manner that can be used by 

scholars and practitioners alike. The agency has released data tables of administrative data and is developing 

websites with project profiles of effective discretionary and formula grant programs and practices. To improve 

access to research data IMLS has revised grant guidelines to require that all research grantees include data 

access plans.
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FY 2016

Performance Plan

Step 5: Continually Revise Agency Programs and Services to Incorporate Best Practice

IMLS’s strategic plan builds on the agency’s strategic resources to achieve positive public outcomes for communities and individuals; support the role of museums and libraries in preserving and providing access to 

collections and content; and promote library, museum, and information service policies that ensure access to 

information for all Americans. IMLS developed the five-year plan with significant public input via public meetings and discussions with stakeholder groups and the use of social media tools.

Since the adoption of the plan, IMLS has refined project plans to align with the agency’s broad goals.

Strategic Plan Update

The IMLS Strategic Plan 2012 – 2016 is a living document and provides the framework for the annual performance plan, with activities focused on the five strategic goals. We have included specific plans for high-priority 

activities in FY 2016.

Learning: IMLS places the learner at the center and supports engaging experiences in libraries and museums that 

prepare people to be full participants in their local communities and our global society. 

To succeed in our rapidly changing society and economy, individuals must keep informed of relevant events 

and trends, develop perspective and judgment, gain new knowledge to remain current in their occupations, and 

continually update their skills. Everyone is welcome at our nation’s libraries and museums, giving these institutions the unique capacity to reach the marginalized and underserved.

Through their collections, exhibits, programs (onsite, offsite, and online), and partnerships, these institutions 

serve as essential and trusted components of the nation’s learning ecosystem, providing opportunities for lifelong learning. They satisfy critical needs for pre-K, out-of-school, afterschool, summer, and adult learning.

IMLS has demonstrated its commitment to supporting accessible programs targeted at underserved communities. We are developing analytical tools and communication platforms to share best practices. We continue 

to seek out educational partners and to document their success. IMLS supports professional development of 

the library and museum workforce by analyzing past investments and convening stakeholders to share lessons 

learned and inform future grant making.

In FY 2016, IMLS will:

•	 create a framework to provide easily accessible training for library and museum professionals so that they 

can be successful in supporting skills-based learning experiences, regardless of the specific content area.

Skills will include: implementing new methods of interpretation based on research about connected learning, free-choice learning, family learning, and theories of self-efficacy, 

•	 provide a framework to integrate the early learning work of libraries and museums into national and/or 

statewide early learning networks, 

•	 provide an online community of resources and support for museums and libraries that operate makerspaces 

and for institutions that are interested in doing so, 
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FY 2016 PERFORMANCE PLAN

•	 support national efforts to ensure that all Americans are digitally literate and competitive in the 21st 

century, and 

•	 expand a national program of increased access for underserved audiences—Museums for All—providing free or reduced admission to museums of all kinds for visitors with Electronic Benefit Transfer (EBT) 

cards.

Community: IMLS promotes museums and libraries as strong community anchors that enhance civic engagement, 

cultural opportunities, and economic vitality. 

Healthy, thriving, sustainable communities need institutions that strengthen civic life, understand and respond to community needs, and provide common experiences that knit together diverse interests. Museums 

and libraries are community-based organizations that can serve as these anchor institutions. They connect 

people to information and ideas. They encourage the participation and dialogue that are crucial to creating 

a sense of place and strengthening the link between individuals and their communities. They are more than 

just safe places for community gathering; they provide a center for community vitality, a connecting point for 

community services, and a venue for cultural expression and lifelong learning.

IMLS identifies and leverages innovative services developed in one community and then shares the strategies 

and approaches with similar service providers in other communities. IMLS uses its targeted federal investments to optimize use of private, state, and local funds; ensure that underserved populations are reached; 

and provide links to practice, research, and data across agencies working to address community needs.

In FY 2016, IMLS will: 

•	 support ongoing and new relationships with federal partners that will leverage existing national, state 

and local communication channels to enhance distribution of valuable information and resources created 

and/or vetted by federal agencies, taking advantage of the trusted status and capacity of libraries, 

•	 develop a community of practice for state museum associations to support capacity-building and networking activities that will support their work in strengthening the ability of museums in every state to 

deliver effective community services, and

•	 pilot initiatives to model libraries and museums as leaders in solving community challenges.

Content: IMLS supports exemplary stewardship of museum and library collections and promotes the use of 

technology to facilitate discovery of knowledge and cultural heritage.

Access to museum and library collections helps to fuel innovation, inspire the development of new knowledge, and increase global understanding. Too many of the collections held in U.S. libraries and museums 

are at risk and in need of proper storage, emergency planning, and conservation treatment. IMLS is helping 

these institutions to digitize and share their collections and develop new standards and protocols to preserve 

and provide access to “born digital” data and objects.

IMLS programs help to leverage local dollars and strengthen partnerships to support management, care, and 

access to collections and to the information, meaning, and content they represent. IMLS has made significant investments through its grant programs, national initiatives, and partnerships to foster best practices in 

collections management, preservation, and digitization.

These activities include the traditional priorities of its library, museum, and archive constituencies. IMLS is 
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FY 2016

Performance Plan

the primary federal agency providing support for collections care at the local level. This work is critical to the 

success of museums and libraries, and IMLS has the knowledge to provide this support and assistance. Based 

on the review of completed projects, the Institute is developing an action plan for collections care training. To 

support digital and virtual collections, IMLS will focus on evaluating existing activities and encourage more 

cost-effective and efficient use of technology.

In FY 2016, IMLS will: 

•	 support initiatives like the National Digital Platform that develop a common infrastructure for sharing and 

providing access to digital content, and

•	 develop strategies to address the findings of the survey research and analysis (Heritage Health Information 

Survey 2014) which analyzed the impact of investments made in response to the national assessment of 

state of collections (2005 Heritage Health Index).

Access: IMLS advises the President and Congress on plans, policies, and activities that sustain and increase public 

access to information and ideas.

In an economy powered by knowledge, libraries and museums ensure equitable access to information, a cornerstone of economic growth and a strong democracy. Technology is changing the ways that people access and 

use library and museum services.

Through its statistical collection and analysis and research, IMLS identifies barriers to information access and 

supports the development of methods to overcome them.

In FY 2016, IMLS will:

•	 coordinate with other federal agencies and provide policy advice to help ensure the availability of museum, 

library, and information services adequate to meet the essential information, education, research, economic, cultural, and civic needs of the people of the United States, 

•	 inform domestic and international discussions, including those specifically relating to telecommunications, 

intellectual property, workforce development, and accessibility, to ensure access to essential museum, 

library, and information services, and 

•	 monitor the ability of all Americans to access a broad range of content through their local public library 

and facilitate the development of systems to ensure that free access remains available.

Model Agency: IMLS achieves excellence in public management and performs as a model organization through 

strategic alignment of IMLS resources and prioritization of programmatic activities, maximizing value for the 

American public.

IMLS continues its commitment to improve administrative efficiencies and focus on its high-quality stewardship of public funds and outstanding public service.

In FY 2016, IMLS will: 

•	 continue development and implementation of the eGMS grants management system with the National 

Endowment for the Humanities (NEH) and National Endowment for the Arts (NEA) to streamline the grants 

cycle from start to finish, 
36 - Institute of Museum and Library Services

FY 2016 PERFORMANCE PLAN

•	 continue implementation of an agency-wide training plan based on realignment of required competencies 

and 21st century workplace skills,

•	 expand the sharing of grant information with the public, including applications, grant performance reporting, and post-award analysis of success in meeting grant objectives, 

•	 continue implementation of the new Uniform Administrative Requirements, Cost Principles, and Audit 

Requirements for Federal Awards, and 

•	 continue to invest in a technological infrastructure that supports the needs of IMLS clients and staff.
Authorizing Framework

Photo courtesy of the Chicago Public Library.
38 - Institute of Museum and Library Services

AUTHORIZING FRAMEWORK

This justification requests funding under both the Museum and Library Services Act and the National Museum 

for African American History and Culture Act. The Museum and Library Services Act authorizes programs 

through FY 2016. The National Museum for African American History and Culture Act is a permanent authorization.

This section provides highlights of the Museum and Library Services Act and the African American History and 

Culture Act, key IMLS programs and activities, and the distribution of IMLS funds.

Library Services 

All the programs support the following goals, as stated in the updated IMLS statute 

(20 U.S.C. §9121):

1. to enhance coordination among Federal programs that relate to library and information services; 

2. to promote continuous improvement in library services in all types of libraries in order to better serve 

the people of the United States; 

3. to facilitate access to resources in all types of libraries for the purpose of cultivating an educated and 

informed citizenry; 

4. to encourage resource sharing among all types of libraries for the purpose of achieving economical and 

efficient delivery of library services to the public; 

5. to promote literacy, education, and lifelong learning and to enhance and expand the services and 

resources provided by libraries, including those services and resources relating to workforce development, 21st century skills, and digital literacy skills; 

6. to enhance the skills of the current library workforce and to recruit future professionals to the field of 

library and information services; 

7. to ensure the preservation of knowledge and library collections in all formats and to enable libraries to 

serve their communities during disasters; 

8. to enhance the role of libraries within the information infrastructure of the United States in order to 

support research, education, and innovation; and 

9. to promote library services that provide users with access to information through national, State, local, 

regional, and international collaborations and networks. 

Library Grants to States

SLAAs may use the appropriation for statewide initiatives and services for:

1. expanding services for learning and access to information and educational resources in a variety of 

formats, in all types of libraries, for individuals of all ages in order to support such individuals’ needs 

for education, lifelong learning, workforce development, and digital literacy skills;

2. establishing or enhancing electronic and other linkages and improved coordination among and between 

libraries and entities, as described in 9134(b)(6) of this title, for the purpose of improving the quality 

of and access to library and information services;
Institute of Museum and Library Services - 39

Authorizing Framework

3. (A) providing training and professional development, including continuing education, to enhance the 

skills of the current library workforce and leadership, and advance the delivery of library and information services; and (B) enhancing efforts to recruit future professionals to the field of library and 

information services;

4. developing public and private partnerships with other agencies and community-based organizations;

5. targeting library services to individuals of diverse geographic, cultural, and socioeconomic backgrounds, to individuals with disabilities, and to individuals with limited functional literacy or information skills;

6. targeting library and information services to persons having difficulty using a library and to underserved 

urban and rural communities, including children (from birth through age 17) from families with incomes below the poverty line (as defined by the Office of Management and Budget and revised annually in accordance with section 9902(2) of title 42) applicable to a family of the size involved;

7. developing library services that provide all users access to information through local, State, regional, 

national, and international collaborations and networks; and

8. carrying out other activities consistent with the purposes set forth in section 9121 of this title, as 

described in the state library administrative agency’s plan.

Library Discretionary Grants 

The Library Services Discretionary Grants Programs are established in 20 U.S.C. Sections 9161, 9162, and 

9165 and include: National Leadership Grants, Native American Library Services Basic Grants, Native American Library Services Enhancement Grants, Native Hawaiian Library Services, and Laura Bush 21st Century 

Librarian Program.

National Leadership Grants support projects that address challenges faced by the museums, libraries, and/or 

archives and that have the potential to advance the practices of those institutions. According to statute, the 

funded activities may include

1. building workforce and institutional capacity for managing the national information infrastructure and 

serving the information and education needs of the public; 

2. (A) research and demonstration projects related to the improvement of libraries or the enhancement 

of library and information services through effective and efficient use of new technologies, including 

projects that enable library users to acquire digital literacy skills and that make information resources 

more accessible and available; and (B) dissemination of information derived from such projects; 

3. preserving or digitizing of library materials and resources, giving priority to projects emphasizing coordination, avoidance of duplication, and access by researchers beyond the institution or library entity 

undertaking the project, including the development of national, regional, statewide, or local emergency 

plans that would ensure the preservation of knowledge and library collections in the event of a disaster; and 

4. model programs demonstrating cooperative efforts between libraries and museums.
40 - Institute of Museum and Library Services

AUTHORIZING FRAMEWORK

The Native American Library Services Basic Grant funds are distributed in equal amounts among eligible 

applicants. Basic Grants may support existing library operations and maintain core library services. The Native American Library Services Enhancement Grant program and the Native Hawaiian Library Services Grant 

program are competitive; projects may enhance existing library services or implement new library services.

The Laura Bush 21st Century Librarian Program is also a competitive grant program. The statutory purposes of 

the program are

1. recruiting and educating the next generation of librarians, including by encouraging middle or high 

school students and postsecondary students to pursue careers in library and information science; 

2. developing faculty and library leaders, including by increasing the institutional capacity of graduate 

schools of library and information science; and 

3. enhancing the training and professional development of librarians and the library workforce to meet 

the needs of their communities, including those needs relating to literacy and education, workforce 

development, lifelong learning, and digital literacy.

Museum Services

Museum Discretionary Grants 

The Museum and Library Services Act authorizes the IMLS Office of Museum Services for these purposes:

1. Encouraging and supporting museums in carrying out their public service role of connecting the whole 

of society to the cultural, artistic, historical, natural, and scientific understandings that constitute our 

heritage

2. Encouraging and supporting museums in carrying out their educational role, as core providers of learning and in conjunction with schools, families, and communities

3. Encouraging leadership, innovation, and applications of the most current technologies and practices 

to enhance museum services through international, national, regional, State, and local networks and 

partnerships 

4. Assisting, encouraging and supporting museums in carrying out their stewardship responsibilities to 

achieve the highest standards in conservation and care of the cultural, historic, natural, and scientific 

heritage of the United States to benefit future generations

5. Assisting, encouraging and supporting museums in achieving the highest standards of management 

and service to the public, and to ease the financial burden borne by museums as a result of their 

increasing use by the public

6. Supporting resource sharing and partnerships among museums, libraries, schools, and other community organizations

7. Encouraging and supporting museums as a part of economic development and revitalization in communities

8. Ensuring museums of various types and sizes in diverse geographic regions of the United States are 

afforded attention and support 
Institute of Museum and Library Services - 41

Authorizing Framework

AUTHORIZING FRAMEWORK

9. Supporting efforts at the State level to leverage museum resources and maximize museum services

The National Museum of African American History and Culture Act 

This Act directs the Director of IMLS to consult with the Council and Director of the National Museum of 

African American History and Culture to establish the following:

1. a grant program with the purpose of improving operations, care of collections, and development of professional management at African American museums;

2. a grant program with the purpose of providing internship and fellowship opportunities at African American museums;

3. a scholarship program with the purpose of assisting individuals who are pursuing careers or carrying 

out studies in the arts, humanities, and sciences in the study of African American life, art, history, and 

culture.

Policy Research, Analysis, Data Collection, and Dissemination

Section 9018 of the Museum and Library Services Act authorizes the Director of IMLS to annually conduct 

policy research, analysis, and data collection with ongoing collaboration (as determined appropriate by the 

Director), and in consultation, with (1) state library administrative agencies; (2) national, state, and regional 

library and museum organizations; (3) other relevant agencies and organizations.

The legislation further states that the policy research, analysis, and data collection shall be used to

1. identify national needs for and trends in museum, library, and information services; 

2. measure and reports on the impact and effectiveness of museum, library, and information services 

throughout the United States, including the impact of federal programs authorized under this Act; 

3. identify best practices; and 

4. develop plans to improve museum, library, and information services of the United States and to 

strengthen national, state, local, regional, and international communications and cooperative networks.

IMLS provides reliable and objective data and analysis to inform policy decisions. It is a source of information about library and museum service trends, including analysis of market conditions that affect the 

financial health of the museum and library sectors and research on emerging services. IMLS is committed 

to supporting highly diverse perspectives, methods, and researchers to advance museum and library and 

information services research.

Interagency Collaboration

The Museum and Library Services Act authorizes the IMLS Director to support interagency collaboration: 

The Director shall work jointly with the individuals heading relevant Federal departments and agencies, including the Secretary of Labor, the Secretary of Education, the Administrator of the Small 
42 - Institute of Museum and Library Services

AUTHORIZING FRAMEWORK

Business Administration, the Chairman of the Federal Communications Commission, the Director of 

the National Science Foundation, the Secretary of Health and Human Services, the Secretary of State, 

the Administrator of the Environmental Protection Agency, the Secretary of the Interior, the Secretary 

of Housing and Urban Development, the Chairman of the National Endowment for the Arts, the Chairman of the National Endowment of the Humanities, and the Director of the Office of Management and 

Budget, or the designees of such individuals, on 

1. initiatives, materials, or technology to support workforce development activities undertaken by 

libraries;

2. resource and policy approaches to eliminate barriers to fully leveraging the roles of libraries and 

museums in supporting the early learning, literacy, lifelong learning, digital literacy, workforce 

development, and education needs of the people of the United States; and 

3. initiatives, materials, or technology to support educational, cultural, historical, scientific, environmental, and other activities undertaken by museums.

IMLS has a wide range of interagency partnerships with purposes including advancing broadband adoption, 

coordinating early learning activities, and supporting the effective delivery of workforce development services.
To limit printing costs, the Institute of Museum and Library Services is restricting the print run 

of this document to a limited number of copies. An electronic version is available for download 

at www.imls.gov/assets/1/AssetManager/FY16_CJ.pdf.