February 2011

Fiscal Year 2012 Appropriations Request 

to the United States Congress

C o n n e c t i n g P e o p l e t o I n f o r m a t i o n a n d I d e a s
Institute of Museum and Library Services - i

CONTENTS

Introduction: Connecting People to Information and Ideas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Message from the Director . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Strategic Focus............................................................. 4

Libraries and Broadband . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

IMLS and Department of Labor Partnership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

21st Century Skills, Competitive Workforce, Engaged Citizens . . . . . . . . . . . . . . . . . . . . . . . . . 6

Increase the Use of Online Content (WebWise) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

The Future of Libraries and Museums . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Protect the Collections and Resources of Libraries and Museums 

(Connecting to Collections: A Call to Action) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

National Book Festival Pavilion of the States . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

National Medals for Museum and Library Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Summary of Appropriations Request . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Research, Analysis, Evaluation and Data Collection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Library Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Museum Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

African American Museum Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Table 1: IMLS Appropriations History, 2002–2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Detailed Program Descriptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Policy Analysis, Data Collection, Program Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Policy Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Data Collection and Dissemination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Performance Management and Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Improved Administrative Data Collection and Management for Outcome Reporting . . . . . . . . . . 13

Program Level Performance Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Independent Program Evaluations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Library Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Grants to State Library Agencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Table 2: State Allotments, 2006–2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Native American/Native Hawaiian Library Services Grants . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Laura Bush 21st Century Librarian Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

National Leadership Grants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Museum Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Museums for America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Museum Professionals for the 21st Century . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Conservation Project Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Native American/Native Hawaiian Museum Services Grants . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Museum Grants for African American History and Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
ii - Institute of Museum and Library Services

CONTENTS

IMLS Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

IMLS Administrative Costs Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

IMLS Administrative Highlights and Future Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Budget and Performance Integration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

Employee Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

Employee Wellness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

Recruitment and Retention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Performance Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Acquisition Improvements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

Acquisition Workforce . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

IT Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

IT Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Cyber Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Grants Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Administrative Request by Object Class Code . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Justification of Operating Costs by Object Class . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

Table 3: IMLS History of Administration Costs (Amounts in 000s) . . . . . . . . . . . . . . . . . . . . . . 41

FY 2012 Performance Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

Sustaining Heritage, Culture, and Knowledge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Enhancing Learning and Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Building Professional Capacity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

Attaining Excellence in Federal Management, Operations, and Service . . . . . . . . . . . . . . . . . . . . . . 50

Authorizing Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

The Museum and Library Services Act (MLSA) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

General Provisions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

The Library Services and Technology Act . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

The Museum Services Act . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

The African American History and Culture Act . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Photo courtesy of the Japanese American National Museum

Introduction: Connecting People 

to Information and Ideas
2 - Institute of Museum and Library Services

INTRODUCTION: CONNECTING PEOPLE TO INFORMATION AND IDEAS

Dear Members of Congress:

I am pleased to present this congressional justification of President Obama’s FY 2012 budget request for the 

Institute of Museum and Library Services (IMLS). This request reflects the administration’s commitment to 

providing strong public value even as the Administration develops a fiscally responsible budget. Indeed, this 

proposal shows that the agency will be providing greater service.

In FY 2012 IMLS will fully implement changes required by the reauthorization of the Museum and Library 

Services Act of 2010 and launching a new five-year strategic plan. We will provide leadership for the nation’s 

17,500 museums and 122,500 libraries and focus on citizen services and strengthening communities.

I share the President’s desire to find budget savings throughout the federal government, and I think you will 

find that this request is reasonable while continuing to serve the museum, library, and information service 

needs of the American people.

My four-year term as director of IMLS has just begun. I look forward to meeting with many of you in the coming 

months and to working with Congress for the benefit of library and museum users. Please do not hesitate to 

call on me if I can ever be of assistance.

Sincerely,

Susan H. Hildreth

Director
Institute of Museum and Library Services - 3

Introduction

Introduction

This budget recommends $242,605,000 for IMLS, $39.6M below the 2011 continuing resolution 

level annualized.

Rapid societal shifts are challenging museums and libraries to reinvent themselves. With this budget, IMLS is 

rigorously examining all of its grant programs, research, and leadership initiatives to ensure that every dollar is 

helping libraries and museums meet this challenge. In a world where the ability to access and use information 

is essential to competitiveness, IMLS must help frontline institutions to use new technology, adapt services to 

meet the needs of today’s information seekers, and work in partnership with a host of community organizations.

The United States has invested billions of public dollars over the years to create 123,000 libraries and 

17,500 museums. It is time to leverage that investment in physical infrastructure to meet the learning needs 

of communities while taking advantage of digital technology and social media to create new lifelong learning 

spaces online.

The Museum and Library Services Act, which was reauthorized in December 2010, sets a foundation for the 

future and provides an important roadmap as the agency develops its next five-year strategic plan.

In addition to reauthorizing existing programs, the new law calls on IMLS to take an active role in research and 

data collection and to advise the President and Congress on museum, library, and information services. The law 

also clearly recognizes how libraries and museums contribute to a competitive workforce and engaged citizenry; 

it encourages the use of libraries and museums in education, early learning, preservation, workforce development, and in development of essential 21st-century skills.

The law also sets IMLS’s evolving role as a partner with other federal agencies. The ubiquity of the nation’s 

libraries and museums, the trust invested in them by their communities, and their focus on learning and community engagement make them outstanding partners in furthering our nation’s goals in many areas including 

health, education, workforce development, and cultural preservation.

To perform their vital services, libraries and museums must establish a strong and resilient network of public, 

private, and earned-revenue sources. While museums and libraries are updating their services, they face the 

additional challenge of increased public use that invariably results from economic hard times. Therefore they 

must use limited resources wisely to reach underserved people and develop effective service models.

Budgets for libraries and museums are declining just as our nation is being urged to “integrate digital and media literacy as critical elements for education at all levels.” (Knight Commission on the Information Needs of 

Communities in a Democracy, Informing Communities: Sustaining Democracy in the Digital Age, Washington, 

D.C.: The Aspen Institute, October 2009) At a time when finding trusted information sources and digital and 

media competencies are “new forms of foundational learning,” we need our librarians more than ever (Knight 

Commission).

Millions of Americans are turning to libraries for help finding a job, getting an education, and getting the information they need to make everyday decisions about their families and their health. Museums are continually 
4 - Institute of Museum and Library Services

INTRODUCTION: CONNECTING PEOPLE TO INFORMATION AND IDEAS

updating their practices to carry out the important function of stimulating creativity and knowledge and their 

public service role of connecting the whole of society to the cultural, artistic, historical, natural, and scientific 

understandings that constitute our heritage.

That is why it is so important to provide strategic national leadership that will help libraries and museums provide the relevant services their communities need to succeed in our global economy.

Examples of IMLS leadership include the following:

• Helping thousands of museums and libraries in myriad ways, from providing much-needed technical assistance to small institutions to establishing national and replicable models, strengthening state networks, 

and supporting professional development. IMLS is helping frontline libraries and museums strengthen services in every community in the nation and reach people of all economic levels who are seeking to improve 

and enrich their lives.

• Providing accurate, timely public library data that is used nationwide to plan for and evaluate library 

services. IMLS has improved the timeliness of release of public library data and has made the data more 

useful through geo-coding and providing analysis that correlates libraries with a host of other workforce and 

education services.

• Developing a framework for digitally-inclusive communities, which will help public administrators at the 

local, city, county and state levels make strategic decisions about investments in public access technology.

• Providing tools and resources to help the nation’s museums and libraries meeting the lifelong learning 

needs of people. IMLS will be spurring innovation with the creation of up to 30 new youth learning labs in 

libraries and museums across the country with the help of the MacArthur Foundation. These labs will be 

based on new research about how young people learn today.

• Providing better data on how public access technology can help citizens.

• Museums and libraries are community institutions that provide knowledge are public and nonprofit institutions that have strong mission accountability and use resources wisely for the public good.

With this budget, IMLS will support services that meet the 21st-century needs of citizens and create the libraries and museums of the future.

Strategic Focus

In addition to its grants to individual institutions and organizations, IMLS has several initiatives that support 

investments in local libraries and museums.

Libraries and Broadband

Nearly 170 million people used a public library in 2009. And one-third of all Americans age 14 or older – 

roughly 77 million people – used a computer or wireless network in a public library to access the Internet in 

the past year, according to a March 2010 report released by IMLS and the Bill and Melinda Gates Foundation.

People used library technology to find work, apply for college, secure government benefits, learn about critical 

medical treatments, and connect with their communities.
Institute of Museum and Library Services - 5

Introduction

The report, Opportunity for All: How the American Public Benefits from Internet Access at U.S. Libraries

(www.imls.gov/pdf/OpportunityForAll.pdf), was based on the first, large-scale study of users of public computers and Internet access in public libraries, the ways library patrons use this free technology service, why they 

use it, and how it affects their lives.

Low-income adults are more likely to rely on the public library as their sole access to computers and the 

Internet than any other income group. Overall, 44 percent of people living below the federal poverty line used 

computers and the Internet at their public libraries. However, library computer use was also significant among 

people with access at home or work. In fact, two-thirds of library computer users reported that they had access 

elsewhere.

Americans of all ages reported they used library computers and Internet access. Teenagers are the most active 

users. An estimated fifty percent of U.S. 14- to 18-year-olds used a library computer at least once during the 

past year, typically to do school work. The use of library technology had significant impact in four critical areas: 

employment (30 million people), education (12 million), health (28 million), and making community connections (43 million).

Unfortunately, up to a third of all libraries say they lack adequate Internet connections to meet demand. Others 

report that they cannot provide the access their patrons need.

In FY 2012 IMLS will:

• Develop guidelines to ensure that librarians and community-based organizations (CBOs) have training to 

help patrons use next-generation e-government applications.

• Develop guidelines for public access technology. based on populations served and organization size. Libraries and CBOs can use these guidelines to assess their needs for public access workstations, portable 

devices and bandwidth.

• Share data collection strategies with state library stimulus grantees and with the larger library community.

IMLS and Department of Labor Partnership

Through communications, grant making, and federal partnerships, IMLS supports libraries in their roles as 

“first responders” in the economic downturn. Job seekers have turned to libraries in record numbers for assistance in looking for and applying for work, using e-government services, and developing new businesses.

Through leadership grants and communications activities, IMLS encourages local partnerships among public 

libraries and the public workforce system. An analysis of IMLS grants in FY 2009 and FY 10 estimates that 

more than $11 million supported workforce projects in local libraries and museums. IMLS is conducting a 

similar analysis of state formula funding.

IMLS and the Employment and Training Administration (ETA) at the U.S. Department of Labor are working 

together to encourage the workforce investment system and public libraries to improve the quality of employment and training service to job seekers and unemployed individuals. The Assistant Secretary of Labor released 

a training and education notice to the entire public workforce system encouraging work with public libraries.
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INTRODUCTION: CONNECTING PEOPLE TO INFORMATION AND IDEAS

IMLS and ETA have hosted webinars with the National Governors Association and other private partners to 

help public libraries and the workforce system share data, best practices, and tools. In addition, IMLS has 

awarded two grants ($1.2 million over two years) to WebJunction, an online learning community, and the State 

Library of North Carolina for Project Compass, which assesses the needs of libraries and provides workforce 

development training for librarians. Project Compass has supported training and assessment opportunities for 

every state library, and in the coming year it will offer local training opportunities in high-need areas for nearly 

2,000 librarians.

21st Century Skills, Competitive Workforce, Engaged Citizens

Critical thinking and problem solving, communication, collaboration, and creativity are essential to success in 

a global economy. Libraries and museums are trusted institutions that are well equipped to build those skills.

In FY 09 and FY 10 IMLS awarded more than $22 million to local projects that support the development of 

21st century skills. To provide leadership, IMLS launched the Museums, Libraries and 21st Century Skills initiative. Through this initiative, IMLS has helped museums and libraries develop new programs and models for 

providing their patrons with these new skills and for aligning their resources with these new requirements. 

For example, IMLS arranged meetings in eight cities for approximately 50-80 community leaders representing 

museums, libraries, related cultural and social service organizations, school districts, state and local government, and the local business community. These meetings focus on community needs and how the various 

stakeholders can address those needs together. Through these workshops, IMLS has created new forums for 

these discussions.

Increase the technical skills of their communities (Learning Labs in Libraries and Museums)

Working with the John D. and Catherine T. MacArthur Foundation, IMLS is setting and distributing research, 

design, and programming principles and funding demonstration projects for use by libraries and museums.

IMLS is also funding a national grant competition to create 30 new learning labs in libraries and museums.

Increase the use of online content (WebWise)

IMLS holds an annual conference for library, museum and archive professionals, educators and computer 

scientists that highlight recent research and innovations in digital technology, explore their potential impact on 

library and museum services, and promote effective museum and library practices in the digital environment.

IMLS also funds technology-based grants and shares the results of these grants with other institutions.

The Future of Libraries and Museums

To libraries and museums make strategic decisions about the future, IMLS published The Future of Libraries and Museums: A Discussion Guide (www.imls.gov/pdf/DiscussionGuide.pdf) in 2009. The guide is based 

on a two-day conversation among library and museum leaders, educator, economists and technologists who 

came together at the behest of the National Academies of Science and IMLS to discuss the future delivery 

of library and museum services. IMLS also launched the UpNext Wiki (http://imlsupnext.wikispaces.com) 

in spring 2010. Library and museum experts led discussions on how library and museum services will be 

impacted by technology, education reform, and society and economic changes and also how delivery of those 

services must change.
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Introduction

Protect the collections and resources of libraries and museums (Connecting to Collections: A Call to Action) 

In 2005 IMLS and Heritage Preservation, released the Heritage Health Index. The Index examined the state of 

collections in U.S. libraries, archives, museums, historical societies, and scientific organizations. The results 

were sobering:

• 190 million objects held by archives, historical societies, libraries, museums, and scientific organizations 

in the United States are in need of conservation treatment.

• 65 percent of collecting institutions have experienced damage to collections due to improper storage.

• 80 percent of collecting institutions do not have an emergency plan that includes collections, with staff 

trained to carry it out.

• 40 percent of institutions have no funds allocated in their annual budgets for preservation or conservation.

IMLS has worked with public and private partners to share resources and technical assistance to care for endangered collections with library and museum professionals.

Connecting to Collections included visits to four U.S. cities and a summit in Washington D.C.; IMLS’s co-sponsorship of the Salzburg Global Seminar, Connecting to the World’s Collections; the distribution of nearly 3,000 

sets of essential texts on collections care; the awarding of more than 60 grants for statewide collaboration on 

collections care; and the creation of American Heritage Preservation Grants (AHPG). AHPG is a partnership 

between IMLS and the Bank of America Foundation that has provided 107 grants to museums, libraries, and 

archives for specific conservation or preservation projects.

This initiative’s education and training activities continue with a series of webinars, book club discussions, 

and the recent publication of a Report to the Nation (www.imls.gov/pdf/CtoCReport.pdf ), which examines the 

impact of the Connecting to Collections initiative.

National Book Festival Pavilion of the States

In September 2010, IMLS provided $200,000 the National Book Festival’s Pavilion of the States on the 

National Mall. Representatives from state libraries and Centers for the Book throughout the country gathered 

in the nation’s capital to promote literacy, the love of reading, and the literary traditions of the 50 states, the 

District of Columbia, and the U.S. territories. More than 150,000 people, a new attendance record, attended 

the 10th anniversary of this national event.

National Medals for Museum and Library Service

IMLS annually honors museums and libraries that make extraordinary civic, educational, economic, environmental, and social contributions to their communities. These National Medals for Museum and Library Service 

showcase the vital role of museums and libraries in American society. They are the nation’s highest honor for 

libraries and museums that make their communities better places to live.
Photo courtesy of the Tamástslikt Cultural Institute.

Summary of Appropriations Request
Institute of Museum and Library Services - 9

Summary of 

Appropriations Reques

SUMMARY OF APPROPRIATIONS REQUEST

The FY 2012 IMLS budget requests $242,605,000. This amount includes $241,120,000 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 $1,485,000 for a grants program authorized by the African American History and Culture Act (AAHCA).

Research, Analysis, Evaluation and Data Collection

IMLS requests $1,934,000 to collect data, carry out research and identify best practices in cooperation with 

the nation’s libraries and museums.

Library Services

IMLS requests $193,223,000 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 $30,833,000 for the following museum grants and related programs.

Museums for America 

Museum Professionals for the 21st Century 

Conservation Project Support 

Native American and Native Hawaiian Museum Services 

National Leadership Grants for Museums 

African American Museum Services

IMLS requests $1,485,000 for the grant program authorized by the African American History and Culture Act.

Administration 

IMLS requests $15,130,000 for program administration. Funds support personnel compensation and benefits, 

travel, rent, communications, utilities, printing, equipment and supplies, automated data processing, and other 

administrative services in support of the Institute’s programs and initiatives, including the Institute’s administrative costs in the area of research, analysis, and data collection activities.
10 - Institute of Museum and Library Services

Table 1: IMLS Appropriations History, 2002–2012 

(Budget Authority in 000’s)

Statutory Authority FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010

FY 2011

Anticip.

FY 2012 

Request

Museum and Library 

Services Act (MLSA)

General Provisions

Research, Analysis 

and Data Collection 2,081 1,934a

Library Services 

Technology Act (LSTA)

Grants to States 149,014 150,435 157,628 160,704 163,746 163,746 160,885 171,500 172,561 172,561 161,345

Native American 

Library Services 2,941 3,055 3,206 3,472 3,638 3,638 3,574 3,717 4,000 4,000 4,000

National Leadership:

Libraries 11,081 11,009 11,263 12,301 12,375 12,375 12,159 12,437 12,437 12,437 12,250

Laura Bush 21st

Century Librarian 9,935 19,882 22,816 23,760 23,760 23,345 24,525 24,525 24,525 15,628

SUBTOTAL, LSTA 163,036 174,434 191,979 199,293 203,519 203,519 199,963 212,179 213,523 213,523 193,223

Museum Services 

Act (MSA)

Museums for America 15,482 15,381 16,342 16,864 17,152 17,152 16,852 19,176 19,176 19,176 18,976

Museum Assessment 

Program 450 447 447 446 442 442 434 460 460 460 0b

21st Century Museum 

Professionals 992 982 982 965 1,280 1,280 1,280 2,073

Conservation Project 

Support 2,310 2,792 2,782 2,788 2,772 2,772 2,724 3,052 3,052 3,052 2,747

Conservation 

Assessment Program 820 815 815 813 807 807 793 803 803 803 0c

Native American/

Hawaiian Museum 

Services

843 911 911 895 945 975 975 975

National Leadership:

Museums 5,167 5,663 6,891 7,539 7,920 7,920 7,782 7,981 7,981 7,981 6,062

SUBTOTAL, MSA 24,229 25,098 27,277 30,285 30,986 30,986 30,445 33,697 33,727 33,727 30,833

African American 

History and Culture Act 

Museum Grants for 

African American 

History and Culture

842 842 827 1,310 1,485 1,485 1,485

Agency Wide

Administration 7,712 9,202 10,389 11,097 11,797 11,858 13,987 16,917 17,134 15,053 15,130

TOTAL, IMLS 

PROGRAMS AND 

ADMINISTRATION

194,977 208,734 229,645 240,675 247,144 247,205 245,222 264,103 265,869 265,869 242,605

Congressional 

Earmarks 29,524 35,156 32,595 39,889 0 0 18,285 10,737 16,382 16,382 0

TOTAL 224,501 243,890 262,240 280,564 247,144 247,205 263,507 274,840 282,251 282,251 242,605

a

 From 2008-2010, this budget line was included in the Administration line. b

 Support for the Museum Assessment Program has been moved to the National Leadership: Museums line. c

 Support for the Conservation Assessment Program has been moved to the National Leadership: Museums line.

SUMMARY OF APPROPRIATIONS REQUEST
Photo courtesy of the Peter White Public Library.

Detailed Program Descriptions
12 - Institute of Museum and Library Services

DETAILED PROGRAM DESCRIPTIONS: POLICY ANALYSIS, 

DATA COLLECTION, PROGRAM EVALUATION

FY2012 Request: $1,934,000

Policy Analysis

Over the last two years, IMLS has moved toward producing stronger evidence-based research that links library 

and museum services to a wide range of social and economic outcomes. In FY 2012, IMLS will develop a 

variety of new analyses and web resources that will help states and individual museums and libraries identify 

community needs and develop program plans. The agency’s surveys including the Public Library Survey, State 

Library Agency Survey, and Museum’s Count data collections, all provide detailed information about the institutional capacity for delivering museum and library services to the public.

However, that information is incomplete without understanding what communities need. In FY 2012 IMLS will 

link the institutional data with 2010 Census data and the American Community Survey. Linking museum and 

library service data with population statistics will allow library and museum professionals to understand their 

communities and to develop evidence-based plans to address community needs.

In FY 2010 for the FCC, IMLS combined library location data from the Public Library Survey, county level 

unemployment statistics from the Bureau of Labor Statistics, and One-Stop Employment Centers location data 

from Employment and Training Administration to analyze the availability of employment support resources in 

communities with high unemployment. IMLS also did this in FY 2011 to measure presence of public library 

services in HHS designated Health Professional Shortage Areas.

In FY 2012, IMLS will focus on data for early childhood learning. IMLS will combine Census population data 

on communities with high rates of at-risk children, IRS non-profit data on the availability of agencies in those 

communities that provide early learning programming and IMLS data on library and museum resources. This 

analysis will help communities and libraries plan early childhood programming. This analysis will also provide 

a catalogue of community services for early learning that will help policymakers understand the availability of 

early learning services in urban, suburban and rural communities nationwide.

Museums and libraries play a significant role in helping the U.S. achieve its national goals. IMLS identifies the 

different ways in which these institutions can work with other community- based services to meet local needs.

By providing more detailed information about the intersection between library and museum services and a wide 

variety of social and economic outcomes, IMLS can help communities and policymakers understand the full 

extent of resources in communities.

Data Collection and Dissemination 

Library and museums stakeholders need reliable, current, and useful data to improve their decision-making 

and planning. These data can also be used by federal, state and local policymakers. IMLS started this process 

for library data by “localizing” the data. IMLS added new location variables such as geo-codes, Department of 

Education “locality codes”, and county and census tract identifiers to its data which allows the public library 

data to be used more broadly.

As the quality and availability of data for small geographic areas improves, IMLS can help to provide a much 

more detailed analysis even down to the neighborhood level. IMLS has updated all of its data collection with 
Institute of Museum and Library Services - 13

Detailed Program 

Descriptions

geographic identifiers and is incorporating the data to aggregation sites like Data.Gov and Data Ferret to extend 

the reach and relevance of its federal collection activities and expand the data’s use.

IMLS’s place-based research approach is consistent with developing more effective place-based policies and 

is an important first step toward preparing the data for an entirely new analytic approach to examining museum and library services. With the advent of 2010 decennial Census data and the availability of small areas 

statistics from the American Community Survey, researchers will be able to profile communities in relation to 

museum and library services using highly reliable small areas population statistics. Linking population data 

with institutional data provides a much wider range of possibilities for understanding the community context 

and needs that could ever be addressed within a single federal collection.

To assure that the similar museum data is available, IMLS launched a national database project in FY 2011, 

Museums Count. The project will build a comprehensive, real-time, on-line database of U.S. museums. The 

project will provide reliable information about museums for policy analysis and for greater accountability in 

museum grant making. Like the library data, all museum data will be geo-referenced.

The current lack of a comprehensive database of museums makes it difficult to rigorously assess the impact of 

agency grant making. For example, IMLS currently cannot estimate the percentage of eligible museums that 

apply for IMLS grant programs or establish basic museum service metrics, such as county or state per capita 

museum access indicators, without a reliable institutional baseline. The Web-based system will allow for realtime updates from museums and reduce the burden and overall cost of a census type data collection.

Performance Management and Evaluation

 IMLS has improved its performance management and evaluation practices significantly. These efforts include: 

a) a complete overhaul of its administrative data collected through our Grants to State and the discretionary 

grant program reporting to improve program tracking and outcome reporting; b) performance planning sessions with a wide variety of stakeholders to better define program goals and corresponding outcomes; and c) 

independent, third-party program evaluations to assess the long-term impacts and sustainability of IMLS grant 

making activity.

Improved Administrative Data Collection and Management for Outcome Reporting 

Over the past fiscal year, IMLS worked with contractors to plan a new agency-wide reporting process for both 

discretionary grants and the Grants to States program. The new reporting process will provide a more direct link 

between funded program activity and the agency’s strategic goals and will allow for more systematic, aggregate 

reporting for the performance and accountability reports.

The first step involved reviewing performance measures used in the library and museum field domestically and 

internationally. This review identified four measurable categories of library and museum program activities that 

correlate with the IMLS strategic goals: (1) Preservation services; (2) Library and Museum Workforce Development; (3) Visitor Services (grants that support programming for external audiences); and (4) Research and 

Development.
14 - Institute of Museum and Library Services

DETAILED PROGRAM DESCRIPTIONS: POLICY ANALYSIS, 

DATA COLLECTION, PROGRAM EVALUATION

For the first three categories, IMLS is developing a set of outcome measures with IMLS program staff and 

external museum and library stakeholders. As it is difficult to measure research and development outcome, 

alternative evaluation procedures may be needed for these activities.

The outcome measurement procedure will change from the current agency practice. IMLS will now ask applicants to identify their proposed outcomes at the beginning of the grant period. Applicants will select outcome 

areas from a set of options for their specific grant program. For the pilot stage of this process IMLS may require 

applicants to choose one or more core outcome indicators that all grantees need to track.

By limiting the number of outcomes, IMLS can a) limit the reporting burden on grantees, b) provide more detailed, targeted technical assistance to grantees on performance measurement, and c) report on a discrete set 

of valid and reliable agency performance measures that cross all grant programs. In FY 2011, the agency will 

vet selected performance measures with internal and external stakeholders and will submit PAR review documents to OMB for new data collection procedures and forms for the pilot library and museum grant programs.

In FY 2012 IMLS will pilot test the new reporting process in its Grants to States program and two discretionary 

grant programs.

Program Level Performance Planning

In FY 2011 IMLS has begun performance planning with internal staff and external stakeholders to define program goals and to establish clear benchmarks for measuring progress. In FY 2011IMLS focused on the Grants 

to State program, the Laura Bush 21st Century Librarian program, and Museums for America. The planning 

process for each program area: a) identifies high level priorities and develops a detailed theory of change; b) 

provides multiple opportunities for external stakeholders to review program priorities and comment on the plan; 

c) develops benchmarks and identifies specific outcome measures for ensuring that implemented strategies 

are accountable and foster learning and efficient practice; d) results in planning documents that stakeholders 

within and outside the agency can review and monitor.

Independent Program Evaluations

IMLS has hired independent evaluators to understand how it might measure the long-term impacts and 

sustainability of grants in Museums for America and the Laura Bush 21st Century Librarian programs. Both 

contracts employ multi-method evaluation strategies and include web-based surveys, focus groups, and structured interviews with grantees, local partners, and program beneficiaries. IMLS will use these sin its performance planning 
Institute of Museum and Library Services - 15

Detailed Program 

Descriptions

DETAILED PROGRAM DESCRIPTIONS: LIBRARY SERVICES

Grants to State Library Agencies

Fiscal Year Budget Authority

2009 $171,500,000 

2010 $172,561,000 

2011 $172,561,000 (anticipated)

2012 $161,345,000 (requested)

Program Description

The Grants to State Library Agencies program is the largest federal program for libraries in the United States.

The program is designed to ensure equitable access to high-quality library services nationwide. Each state 

must submit a five-year plan to IMLS that describes state needs within the context of priorities established 

by the Museum and Library Services Act. Awards are made annually according to a population-based formula.

Funds may be used for statewide services or for sub-grants. State must match federal awards and comply with 

maintenance of effort requirements.

The recent reauthorization adjusted the program’s priorities. Under the new Act, states must focus their activities on using technology, sharing resources, supporting literacy, serving underserved populations and achieving 

efficiencies. The Act added an emphasis on lifelong learning, workforce development, digital literacy, s and 

emergency response and preparedness.

As many Americans use libraries for information and new technology skills, U.S. public libraries are first responders in a time of economic uncertainty. Research shows that library use has steadily increased during the 

past 10 years, even with the growth of the Internet. Use grew 19 percent in the past decade and circulation 

grew 12 percent despite tight fiscal budgets. State library agencies are working to help library professionals 

and local libraries meet patrons’ needs. Limited resources are being shifted as the services of libraries are being redefined.

A 2010 study by University of Washington Information School, supported by IMLS and the Bill and Melinda 

Gates Foundation, demonstrates both the value of libraries and the risk of fiscal decline. Seventy-seven million people used library computers last year. They found jobs, continued their education, got answers to critical 

health questions and accessed government services Library computers are used to file taxes, apply for citizenship, enroll children in school and apply for social services. Diminishing our support for these institutions will 

make it more difficult for Americans to find work, get an education, and lead healthy lives.

The Chief Officers of State Library Agencies (COSLA) recently conducted a survey among their membership to 

assess impact of state budget cuts. Current and anticipated impacts of budget cuts cited by respondents to 

COSLA’s questionnaire include the following:

• Staff layoffs or furloughs, the inability to fill vacancies, and a decrease in staff training

• Reductions in state aid to libraries; reductions in statewide databases (e.g., access to ebooks, reference 

materials, newspapers, magazines, scholarly journals, streaming audio and video); cuts to conference, consultation services, and travel budgets to local libraries; cuts to books and subscriptions budgets

• Closure of regional libraries, decreased hours, reduction or elimination of many programs and services
16 - Institute of Museum and Library Services

DETAILED PROGRAM DESCRIPTIONS

A significant number of state libraries reported current or anticipated difficulty in meeting the matching and 

maintenance of effort requirements of the federal Grants to States program.

In FY 2012 all states and territories will be required to develop new five year plans to address the priorities 

identified in the legislation. IMLS is working with the states to develop new reporting requirements which will 

help to identify and share promising practices. The following examples illustrate how states use these grant 

funds, to meet high-priority public needs.

Economic Growth/Business Development

BOSS (Business Outreach Success Stories)

Alameda County Library, California

IMLS Funds Expended: $2,881; Total: $7,815

BOSS, Business Outreach Success Stories, provided community workshops, staff training and a multimedia 

business collection to help people launch and expand small businesses in the Tri-City area of Alameda County.

Business workshops were offered with the Small Business Administration, the Women’s Initiative and Service 

Core of Retired Executives, including a three-week business plan writing workshop. Staff training focused on 

using Reference USA for marketing purposes.

Careering or Recareering? - Your Library Can Help!

Navajo County Library District, AZ

IMLS Funds Expended: $12,440; Total: $71,505

“Careering or Recareering? – Your library can help!” gave Navajo County public libraries new career and business resources for new and returning jobseekers and entrepreneurs, allowing those libraries to support and 

broaden the reach of other county agencies that help the unemployed.

Sunflower Small Business Center

Sunflower County Library, MS

IMLS Funds Expended: $10,803

Sunflower County is typical of most Mississippi Delta Counties – high poverty, low functional literacy rates, 

high unemployment, and rapidly shrinking big business employment opportunities. With help of this grant, the 

library created a modern functional business information and community center and is now working with the 

Sunflower County Economic Development Office, the Four Chambers of Commerce in the county, and the two 

Main Street Communities.

Champaign Public Library: A Business Essential

Champaign Public Library, IL

IMLS Funds Expended: $100,000; Total: $163,774

Champaign Public Library worked with the Champaign County Chamber of Commerce; the local chapter of 

Service Core of Retired Executives, the University of Illinois Extension Small Business Development Center; the 

University of Illinois Business and Economics Library; and the University of Illinois Graduate School of Library 

and Information Science to develop business information services, programs, collections, a business website 

and e online resources for local business-owners, entrepreneurs, future business owners and other members of 

the community on starting and sustaining a successful business.

DETAILED PROGRAM DESCRIPTIONS: LIBRARY SERVICES
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Detailed Program 

Descriptions

Strengthening Communities

Fairhope Public Library, AL

IMLS Funds Expended: $19,303; Total: $24,470

Fairhope Public Library used this grant to offer workforce training to people in its economically distressed 

county. The library is provides information resources and training for small businesses and offers workshops on 

job interviewing skills and computer competencies.

Regional Development

Taking Care of Business

Kewanee Public Library District

IMLS Funds Expended: $69,796; Total: $76,488

Taking Care of Business (TCB) sought to confront the lack of information and services for job seekers and 

entrepreneurs in the rural counties of Stark, Henry, and Bureau, by coordinating collections, resources, and 

programs between 16 partnering libraries and economic development offices. TCB used grant funds to develop 

the business and career collections in all 16 participating libraries and support programs on job search skills, 

including cover letter and resume writing, interviewing, locating available positions online, and formulating a 

search strategy.

Community Resources

Consumer Education Initiative

South Park Township Public Library, PA

IMLS Funds Expended: $20,500

The South Park Township Public Library developed a consumer education initiative. The library created independent consumer education collection, improved access to electronic and print consumer education material, 

and created public programming on consumer awareness.

Delaware Libraries Community Resource Exchange, DE

Delaware Division of Libraries

IMLS Funds Expended: $5,557

The Community Resource Exchange (CRE) coordinates information exchange through Delaware public libraries.

Science, Technology, Engineering and Math

Assessment: Project LEAP: Science is Fun!

Englewood Library, MD

IMLS Funds Expended: $65,800; Total: $138,320

Project LEAP: Science is Fun! includes a series of programs conducted at the Edgewood Library for children in 

grades 3-8 The library program includes science equipment that can be checked out from the library.
18 - Institute of Museum and Library Services

Open Project: Library STEM (Growing Science, Technology, Engineering & Math)

Nevins Memorial Library, MA

IMLS Funds Expended: $9,250; Total: $17,063

The STEM project developed a model of fun, high interest, science, technology, engineering and math 

activities for children from 4th to 6th grade. The after-school programs while open to all children, focused 

on reaching girls and children living in poverty in the Methuen community. This project has reached many 

underserved children, specifically young girls and introduced them to many scientific concepts.

Science Resource Center Database

Enoch Pratt Free Library (Baltimore City), MD

IMLS Funds Expended: $278,000

The library used IMLS grant funds to purchase a statewide database license for the Gale Science Resource 

Center Database. This is the first database purchased jointly by public libraries and school libraries for their 

patrons. Almost 82,000 users used the database during the grant period.

Return on Investment

Taxpayer Return on Investment in Florida Public Libraries

Florida Division of Library and Information Services 

IMLS Funds Expended: $150,000

The Florida Division of Library and Information Services commissioned the Haas Center for Business Research and Economic Development, University of West Florida, to provide an update to the return on investment study performed in 2004. This second analysis extended the economic contribution of libraries beyond 

the actual users of the libraries to yield a set of direct, indirect, and induced effects to the State of Florida 

and its communities. Key findings: Florida’s public libraries return $8.32 for every $1.00 invested from all 

sources. A job is created for every $3,491 of public support to Florida libraries. The value of all goods and 

services produced in the State of Florida increases by $10.57 for every dollar of public support to libraries.

For every dollar of public support spent on public libraries in Florida, income (wages) increases by $22.97.

Return on Investment 

Office of Commonwealth Libraries

IMLS Funds Expended: $139,758

IMLS funds were used to pay for the second part of a study to determine the economic benefit of public 

libraries for Pennsylvanians and to what extent citizens feel the public library contributes to their overall 

economic well-being. This study examined the extent of in-library and remote use through the Internet, 

characteristics of those who use Pennsylvania public libraries, what services are used, factors that affect use, 

and the purposes for which the public libraries are used. Estimates are also provided for what public library 

users currently pay to use the public libraries in terms of their time and money. The return on investment 

(ROI) study revealed that Pennsylvanians consider library information and services to be worth at least $683 

million to them. It also revealed that it would cost public library users $964 million more to obtain needed 

or desired information if there were no public libraries. Therefore, the Pennsylvania taxpayer ROI in public 

libraries is 5.5 to 1.

DETAILED PROGRAM DESCRIPTIONS: LIBRARY SERVICES
Institute of Museum and Library Services - 19

Detailed Program 

Descriptions

Broadband/Statewide Network

Statewide Library Network

West Virginia Library Commission

IMLS Funds Expended: $344,676; Total: $2,207,796

The West Virginia Library Commission Network provides Internet access, e-mail communication and web page 

support for all public libraries in the state. In many communities the public library is the only public access 

Internet point. IMLS funds are used to design, implement, support and upgrade the Statewide Library Network 

to continuously maintain the ability of public libraries to serve as electronic gateways for all West Virginians..

Health

Fit for Life: Get Active, Get Healthy, Get Smart @ the Rancho Cucamonga Libraries

Rancho Cucamonga Public Library

IMLS Funds Expended: $5,000; Total: $35,170

This program targets, tweens/teens and seniors, with a series of health and wellness programs and activities

Medline Plus Go Local Oregon / Oregon Health Go Local

Oregon Health and Sciences University

IMLS Funds Expended: $92,992; Total: $108,587

Oregon Health Go Local, aka Medline Plus Go Local Oregon, was coordinated by the Oregon Health & Science 

University Library. The library used IMLS funds to create, maintain, and expand an online directory of health 

service providers in Oregon. Users can browse by health topics, health providers, or location to find the services they need. As part of national MedlinePlus Go Local, the Oregon Health Go Local database is integrated 

with the National Library of Medicine’s MedlinePlus database. From MedlinePlus users can find health service 

providers in Oregon.

Libraries for the Blind and Physically Handicapped

Library for the Blind and Physically Handicapped

Connecticut State Library

IMLS Funds Expended: $617,055; Total: $939,942

The Library for the Blind and Physically Handicapped (LBPH) distributes Braille books and magazines, large 

print books, books on tape, digital media, and cassette and digital players to qualifying individuals in Connecticut. The program also provides reader’s advisory and reference services. Constituents are visually and/or 

physically disabled: unable to read standard print due to visual, physical, or organic reading disabilities. There 

are over 62,000 titles in the collection. Part of the National Library Service for the Blind and Physically Handicapped, Library of Congress, LBPH is a member of a network of cooperating libraries that provides alternative 

format books and magazines to meet the recreational, educational and informational needs of persons who 

have difficulty with print media. LBPH serves about 97 percent of its patrons with Talking Books, the remainder with Braille books, lending to individual patrons as well as institutions like libraries, schools, hospitals.

245,932 items circulated. All services are free, including playback machines and postage, and eligible veterans receive priority service.
20 - Institute of Museum and Library Services

DETAILED PROGRAM DESCRIPTIONS: LIBRARY SERVICES

Table 2: State Allotments for FYs 2006–2012

State FY 06 FY 07 FY 08 FY 09 FY 10

FY 11

Anticipated

FY 12

Request

AL $2,610,549 $2,602,935 $2,545,491 $2,731,363 $2,746,218 $2,747,137 $2,574,709

AK $887,453 $888,213 $833,016 $982,962 $984,174 $986,632 $963,971

AZ $3,150,258 $3,211,248 $3,228,606 $3,489,746 $3,560,969 $3,575,566 $3,354,669

AR $1,820,073 $1,819,735 $1,766,109 $1,936,565 $1,945,548 $1,948,477 $1,845,846

CA $16,557,920 $16,506,165 $16,431,277 $16,882,749 $16,971,056 $16,906,279 $15,609,071

CO $2,642,220 $2,650,213 $2,612,765 $2,834,938 $2,869,234 $2,885,879 $2,721,190

CT $2,154,030 $2,141,681 $2,068,566 $2,232,450 $2,231,803 $2,224,539 $2,092,898

DE $965,243 $967,412 $912,962 $1,063,319 $1,066,966 $1,068,571 $1,037,122

FL $8,332,483 $8,429,449 $8,425,588 $8,770,131 $8,803,371 $8,818,223 $8,162,462

GA $4,522,400 $4,590,936 $4,622,315 $4,910,851 $4,972,854 $4,995,052 $4,649,307

HA $1,157,565 $1,157,491 $1,101,262 $1,248,881 $1,250,947 $1,248,587 $1,200,817

ID $1,215,563 $1,225,259 $1,180,138 $1,344,632 $1,355,376 $1,358,611 $1,304,857

IL $6,249,722 $6,216,116 $6,133,883 $6,377,081 $6,398,149 $6,347,707 $5,865,555

IN $3,369,822 $3,357,739 $3,292,765 $3,492,642 $3,506,281 $3,499,765 $3,261,997

IA $1,909,822 $1,902,157 $1,840,733 $2,004,495 $2,010,773 $2,000,458 $1,891,052

KS $1,812,456 $1,804,558 $1,745,712 $1,910,501 $1,921,944 $1,917,438 $1,818,158

KY $2,439,668 $2,433,669 $2,374,218 $2,560,096 $2,572,188 $2,573,908 $2,418,386

LA $2,604,141 $2,587,884 $2,409,825 $2,583,026 $2,634,925 $2,652,034 $2,494,497

ME $1,181,762 $1,177,883 $1,116,986 $1,263,871 $1,263,471 $1,258,738 $1,205,966

MD $3,067,643 $3,062,016 $2,988,627 $3,170,413 $3,176,887 $3,182,088 $2,978,363

MA $3,449,395 $3,413,560 $3,346,669 $3,538,949 $3,559,988 $3,574,604 $3,336,503

MI $5,093,053 $5,052,531 $4,941,233 $5,144,483 $5,113,653 $5,056,739 $4,658,472

MN $2,864,372 $2,856,123 $2,793,089 $2,983,922 $2,993,749 $2,991,883 $2,799,363

MS $1,886,927 $1,882,233 $1,809,550 $1,973,794 $1,982,436 $1,975,935 $1,865,969

MO $3,155,054 $3,150,050 $3,087,560 $3,285,694 $3,300,104 $3,308,565 $3,088,315

MT $1,008,157 $1,007,986 $952,693 $1,104,586 $1,108,783 $1,108,023 $1,072,651

NE $1,372,965 $1,370,433 $1,311,709 $1,466,605 $1,470,441 $1,468,721 $1,405,519

NV $1,634,252 $1,659,300 $1,628,664 $1,817,143 $1,832,430 $1,840,322 $1,743,498

NH $1,173,868 $1,172,791 $1,114,075 $1,263,260 $1,263,185 $1,261,492 $1,210,209

NJ $4,464,364 $4,434,773 $4,343,636 $4,530,162 $4,528,274 $4,502,723 $4,178,381

NM $1,442,371 $1,445,113 $1,392,895 $1,553,194 $1,559,494 $1,562,251 $1,494,774
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Detailed Program 

Descriptions

Table 2: State Allotments for FYs 2006–2012 (cont’d)

State FY 06 FY 07 FY 08 FY 09 FY 10

FY 11

Anticipated

FY 12

Request

NY $9,146,249 $9,074,434 $8,955,719 $9,234,002 $9,318,366 $9,258,755 $8,522,876

NC $4,394,254 $4,419,501 $4,401,145 $4,696,435 $4,767,500 $4,798,236 $4,469,249

ND $878,082 $876,330 $818,116 $963,563 $964,313 $963,966 $941,905

OH $5,691,792 $5,643,980 $5,543,747 $5,762,879 $5,770,712 $5,747,255 $5,299,786

OK $2,162,902 $2,158,232 $2,100,996 $2,283,428 $2,294,344 $2,298,626 $2,172,021

OR $2,194,490 $2,199,259 $2,153,972 $2,341,114 $2,359,806 $2,359,475 $2,224,535

PA $6,075,494 $6,034,092 $5,963,310 $6,191,018 $6,197,247 $6,213,530 $5,740,716

RI $1,076,537 $1,069,862 $1,006,294 $1,148,900 $1,145,724 $1,142,362 $1,103,384

SC $2,462,858 $2,469,636 $2,424,418 $2,633,782 $2,665,509 $2,682,399 $2,521,550

SD $938,791 $937,650 $881,774 $1,032,934 $1,036,430 $1,036,639 $1,008,524

TN $3,220,133 $3,221,670 $3,173,028 $3,409,056 $3,434,523 $3,444,074 $3,219,060

TX $10,597,273 $10,661,984 $10,787,020 $11,275,967 $11,462,047 $11,559,503 $10,780,554

UT $1,658,384 $1,683,421 $1,652,433 $1,852,581 $1,892,820 $1,902,435 $1,814,005

VT $872,315 $870,330 $812,903 $955,380 $955,355 $952,954 $929,348

VA $3,913,359 $3,928,187 $3,872,179 $4,098,498 $4,123,366 $4,140,480 $3,865,634

WA $3,354,800 $3,364,690 $3,328,627 $3,547,224 $3,582,706 $3,605,601 $3,382,540

WV $1,394,138 $1,396,003 $1,333,562 $1,483,211 $1,484,197 $1,478,887 $1,411,304

WI $3,010,271 $3,033,754 $2,962,815 $3,163,009 $3,174,392 $3,162,462 $2,950,819

WY $821,234 $820,240 $765,437 $911,752 $916,086 $918,936 $899,384

DC $842,132 $838,393 $794,432 $940,769 $942,308 $943,251 $924,603

Puerto 

Rico $2,296,792 $2,318,588 $2,252,920 $2,427,110 $2,432,483 $2,421,651 $2,199,048

American 

Samoa $65,739 $65,449 $65,133 $85,486 $89,087 $88,811 $86,291

Northern 

Marianas $75,737 $76,310 $76,850 $98,394 $82,818 $82,602 $80,625

Guam $114,960 $115,305 $115,602 $137,960 $139,083 $138,331 $131,479

U.S. Virgin 

Islands $88,342 $87,823 $87,268 $107,966 $108,676 $108,213 $103,996

9131(b)(3)

(D) Poold $203,371 $203,225 $203,040 $265,078 $265,431 $264,619 $257,217

TOTAL $163,746,000 $163,746,000 $160,885,357 $171,500,000 $172,561,000 $172,561,000 $161,345,000

d

 Section 9131(b)(3)(D) 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 republics, along with the U.S. Virgin 

Islands, Guam, American Samoa, and the Commonwealth of the Northern Marianas, are eligible to compete for the grants.
22 - Institute of Museum and Library Services

Native American/Native Hawaiian Library Services Grants

Fiscal Year Applications Awards Budget Authority

2009 245 218 $3,717,000 

2010 261 130 $4,000,000 

2011 NA NA $4,000,000 (anticipated)

2012 NA NA $4,000,000 (requested)

Program Description

Grantees use Native American/Native Hawaiian Library Services Grants to improve access to library services 

for Native Americans, Alaska Native Villages, and Native Hawaiians. The grants address the information 

needs of people who typically live in remote areas or in communities where technology resources are scarce.

These funds help extend library hours, purchase educational materials, implement literacy programs, provide 

professional advice to tribal library personnel, provide community service information, and provide Internet 

connections and other services for individuals in these communities. Project categories are as follows:

• Basic: grants to approximately 200 American Indian tribes and Alaska Native villages to support a core 

level of library services; also provides funds for library staff education and training and/or professional 

consulting services.

• Enhancement: competitive awards to enhance library services in Native communities.

IMLS also funds a competitive award for library services to Native Hawaiians to preserve and increase access 

to and use of Hawaiian languages resources, improve children’s reading skills, and help Native Hawaiians 

acquire literacy, computer, and employment skills.

Examples of recent grants in the Enhancement category include:

The Cherokee Nation (OK) will establish the Virtual Library of Cherokee Knowledge, which will provide Cherokee citizens and the general public access to a comprehensive digital repository of authentic Cherokee 

knowledge related to the Nation’s history, language, traditions, culture, and leaders.

The Jemez Pueblo Community Library (NM) is undertaking a project focusing on the preservation of the Towa 

language and Jemez Pueblo culture, traditions, and knowledge. The new “Towa Cultural Resource Center” in 

the library will serve as a central place to collect, house, and make resources available to tribal members.

The Menominee Indian Tribe of Wisconsin is working with the College of Menominee Nation Library Special 

Collections Department and Wisconsin Heritage Online, to house, preserve, catalog, and digitize a large 

collection of rare and historically significant archival materials, many relating directly to the personal, legal, 

and national story of the Menominee Tribe’s struggle for sovereignty during the Termination and Restoration 

period from 1954 to 1973.

The Iowa Tribe of Oklahoma (OK) will develop the “Starting Points” program, which will establish a Literacy, 

Educational, and Employment Resource Office to assist community members in need of literacy and employDETAILED PROGRAM DESCRIPTIONS: LIBRARY SERVICES
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Detailed Program 

Descriptions

ment training. The tribe will facilitate and maintain tools necessary for participants to create resumes, and use 

job-skills training and job-search opportunities.

The Hopi Tribe of Arizona will add the Kuwanomp’tap Sikisve (Computer Technology on Wheels) to its already 

very successful Hopi Tutuqayki Sikisve (Library on Wheels) from an earlier enhancement grant. The mobile 

computer lab will operate with the current bookmobile’s schedule and will extend and improve public computer 

and Internet access to the remote villages throughout the Hopi service area.

Laura Bush 21st Century Librarian Program

Fiscal Year Applications Awards Budget Authority

2009 111 33 $24,525,000

2010 110 39 $24,525,000 

2011 119 NA $24,525,000 (anticipated)

2012 NA NA $15,628,000 (requested)

Program Description

The Laura Bush 21st Century Librarian Program will build the professional capacity of libraries by improving 

staff knowledge and skills. The program supports efforts to recruit and educate the next generation of librarians 

and library and information science faculty. It also supports grants for research in library education and library 

staffing needs, curriculum development, and continuing education and training. Since its inception in 2003, 

this program has funded 3,220 master’s degree students, 186 doctoral students, 1,256 pre-professional students, and 26,206 continuing education students.

The grants can be used for:

• Master’s Programs: Recruit and educate the next generation of librarians. In particular, increase the number of students enrolled in nationally accredited graduate library programs preparing for careers in school, 

public, and academic libraries.

• Doctoral Programs: Develop faculty to educate the next generation of library professionals and library 

leaders. In particular, increase the number of students enrolled in doctoral programs to be faculty, library 

managers, and administrators.

• Research: Funds research in library education..

• Programs to Build Institutional Capacity: Develop or enhance curricula within graduate schools of library and 

information science.

• Continuing Education and Training: Develop or enhance programs of continuing education and training in 

library and information science for librarians and library staff.

Recent awards include:

The University of Illinois Urbana-Champaign Graduate School of Library and Information Science, the University 

of Tennessee School of Information Sciences, and the National Center for Atmospheric Research establish Data 

Curation Education in Research Centers (DCERC). DCERC will develop a model, including a field experience 
24 - Institute of Museum and Library Services

in a data intensive scientific environment, for educating library and information science master’s and doctoral 

students in data curation. It will develop a graduate research and education program to address the need for 

professionals with scientific expertise who can manage and curate large digital data collections.

Project CHART (Cultural Heritage, Access, Research and Technology) is a three-year partnership among the 

Pratt Institute, the Brooklyn Public Library, Brooklyn Museum, and Brooklyn Historical Society to prepare master’s 

students to be digital managers and curators in libraries, museums, and archives. Students who receive tuition 

scholarships will graduate with a Master of Library and Information Science including an 18-credit program in 

digital management. The program includes internships where, for example, students digitize Brooklyn photographs and produce a public Web site featuring those photographs.

Palau Community College developed a distance education library and information science program accredited 

through the Accrediting Commission for Community and Junior Colleges of the Western Association of Schools 

and Colleges. This pilot program will provide a formal training opportunity for the library workers of Palau and to 

evaluate and test the associates degree curriculum and technology before expanding the program to reach the 

other islands in Micronesia.

WebJunction and the State Library of North Carolina are conducting a needs assessment on unemployment in all 

United States regions and creating a corresponding curriculum that can be tailored to meet local needs. WebJunction is conducting a train-the-trainer workshop and up to 75 local workshops for public library staff working in the highest unemployment areas. It will deliver a presentation at local conferences and make a free 

version available online, in addition to hosting a Web site for ongoing communication among state libraries.

The Nebraska Library Commission and Central Community College are fostering the recruitment, education, and 

21st century skills development of 165 pre-professional and professional students through scholarships, 

internships, and stipends. The Cultivating Rural Librarians’ Technology Skills program adds value to students’ 

formal educational experiences through social and face-to-face networking opportunities and through technology skills training. The grant will also be used to recruit promising high school and college students and diverse 

library personnel to ensure that Nebraskans receive library services provided by knowledgeable librarians who 

represent a range of backgrounds and talents.

The Alaska Native Libraries, Archives, and Museum supported paraprofessional and professional continuing 

education and training at a summit of library, archives, and museum staff who are Alaska Native or serve significant Alaska Native populations. Working with a diverse group of for-profit and non-profit organizations, the 

state library is developing a strategic plan to sustain these education initiatives. It will develop a Web site to 

disseminate continuing education and professional development opportunities and will deliver three workshops 

using a variety of traditional and technology-enabled methods.

DETAILED PROGRAM DESCRIPTIONS: LIBRARY SERVICES
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Detailed Program 

Descriptions

DETAILED PROGRAM DESCRIPTIONS: NATIONAL LEADERSHIP GRANTS

Fiscal Year Applications Awards Budget Authority Museums Budget Authority Libraries

2009 193 80 $7,981,000 $12,437,000

2010 241 67 $7,981,000 $12,437,000

2011 NA NA $7,981,000 (anticipated) $12,437,000 (anticipated)

2012 NA NA $6,062,000 (requested) $12,250,000 (requested)

Program Description 

National Leadership Grants advance the ability of museums, archives, and libraries to preserve physical and 

digital collections, build technology infrastructures and information technology services, and provide 21st 

century knowledge and skills to support a world-class workforce.

Successful proposals have national impact and generate results—new tools, research, models, services, practices, or alliances—that can be widely adapted or replicated to extend the benefit of federal investment and 

that increase community access and participation. Projects must demonstrate national impact, innovation 

and collaboration.

Innovation is the key to using time, money, and staff more productively, and to helping cultural heritage institutions improve their services, processes, programs, and products Within this category, IMLS has launched 

Sparks! Ignition Grants for Libraries and Museums to expand and test the boundaries of library, archive, and 

museum practices. Sparks! will provide small, targeted investments in high-risk, innovative responses to 

the of a rapidly changing information environment. These grants test specific innovations and foster broad 

sharing of information about what works and what does not. Because innovations can emerge in a variety of 

settings, the Sparks! Ignition Grants initiative is structured to encourage participation by organizations of all 

types and sizes.

This request eliminates separate budget lines for the Conservation Assessment Program and Museum Assessment Program and incorporates these activities under National Leadership Grants. IMLS believes the needs 

of small communities for museum services can be met through leadership strategies with an emphasis on 

planning, results, and community engagement.

Recent awards include:

The Vanderbilt University Medical Center, Nashville, TN and University Community Health Services, Inc. are using 

IMLS funds to learn more about the best way to deliver health information. They used grant funds to test 

a patient’s ability to understand health information and also his or her best way to learn, whether through 

seeing, reading, listening, or doing. They built an Internet-based tool that uses those results to give patients 

information about their illnesses that is more understandable and more likely to be followed. They are developing the tool for two common conditions—high blood pressure and diabetes—and will test the tool in two 

settings: a large university hospital emergency department and a community health clinic.

The Athens-Clarke County Library, Athens, GA and the Lyndon House Arts Center are developing new services and 

programs for mature adults. The project is reaching new users through creative use of new technology, em-
26 - Institute of Museum and Library Services

ploying live webcasts and a video archive of these programs. The project is developing a best-practices model 

to engage boomers in the work and mission of libraries and museums in their communities.

Missouri Botanical Garden St. Louis, MO, is advancing conservation efforts at botanical gardens and arboreta. The 

project will develop and test a generalizable, easily replicable approach that integrates bioclimatic modeling 

and innovative research experiments to explore the impacts of climate change on plant diversity and to develop 

scientifically based protocols to avert the loss of species.

DETAILED PROGRAM DESCRIPTIONS: NATIONAL LEADERSHIP GRANTS
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Detailed Program 

Descriptions

DETAILED PROGRAM DESCRIPTIONS: MUSEUM SERVICES

Museums for America 

Fiscal Year Applications Awards Budget Authority

2009 433 167 $19,176,000 

2010 510 178 $19,176,000

2011 462 NA $19,176,000 (anticipated)

2012 NA NA $18,976,000 (requested)

Program Description

Museums for America grants strengthen a museum’s ability to serve the public more effectively by supporting 

high-priority activities that advance the institution’s mission and strategic goals. Museums for America grants 

promote the development of 21st century museums that ensure broad community access and promote 21st

century skills.

Successful applicants must show evidence of institutional strategic planning and the relationship between the 

requested funding and the institution’s plan. Projects must be investments for the future, not one-time activities with short-term institutional impact.

Building Institutional Capacity: Grants fund projects to enhance the capacity of museums to better serve their 

communities, including financial management, personnel administration, planning, policy development, staff 

training and development, and technology enhancements.

Enhancing Collections Stewardship: Grants support activities that museums undertake to maintain and improve 

the management of museum collections in order to fulfill the museum’s public service mission, including collections security and safety, digitization of collections, registration/cataloguing, and risk assessment.

Engaging Communities: Grants support projects that enable museums to share collections, content, and knowledge to support learning with their communities, including classes and presentations, integration of technology, publications, and program/exhibit development.

Recent awards include:

The Massachusetts Audubon Society in Lincoln, MA, added Americans with Disability Act -accessible elements 

to eight nature trails. These enhancements will provide content and experiences that are sensory-rich, tactile, 

universally themed, and designed for visitors who have rarely had the opportunity to visit a wildlife sanctuary.

The University of New Mexico’s Maxwell Museum of Anthropology in Albuquerque, NM, developed a collaborative 

digital repository for New Mexico museums. This repository is a cost-effective long-term data storage capability 

and it provides a public Web site 

The New York Hall of Science in Queens, NY, launched The Sustainable Community Collaborations Project to 

engage local Hispanic, Chinese, and Korean communities in the museum’s science programming. The museum 

will develop programming steeped in the cultural and scientific histories of these groups and will make science 

accessible by embedding it within familiar cultural traditions.
28 - Institute of Museum and Library Services

The Arkansas Museum of Science and History in Little Rock, AR, is creating two new exhibit experiences: “Tornado 

Alley Object Theater” and “Extreme Weather Channel.” The exhibits will educate visitors on the causes, potential effects, and safety measures to follow when threatened by tornados—an event familiar to the region.

Historical Society of Saginaw County in Saginaw, MI, is creating “History on the Move,” a mobile classroom, 

which will teach local history in a modified tractor-trailer. The project will provide substantive local history 

education in Saginaw County, Michigan, and provide an innovative solution to the lack of time and funding for 

students to visit museums during the school day.

The Cleveland Museum of Art in Cleveland, OH, is supporting a team of staff members representing education, 

curatorial, conservation, and collections departments to interpret 425 art works in the museum’s Lifelong 

Learning Center. These “Behind the Scenes” spaces will introduce visitors to the concepts of collecting, understanding, preserving, and presenting works of art.

The Monterey Bay Aquarium in Monterey, CA, expanded its professional development programs for teachers, 

providing 450 teachers with new tools, skills, and the support they need to engage and inspiring approximately 

49,500 students to gain the basic ocean science and critical thinking skills. The aquarium also created an 

online professional community where teachers can share their successes and roadblocks through wikis, blogs, 

and mentor connections.

DETAILED PROGRAM DESCRIPTIONS: MUSEUM SERVICES
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Detailed Program 

Descriptions

Museum Professionals for the 21st Century

Fiscal Year Applications Awards Budget Authority

2009 59 7 $1,280,000e

2010 65 8 $1,280,000f

2011 NA NA $1,280,000 (anticipated)

2012 NA NA $2,073,000 (requested)

Program Description

Museum professionals need high levels of knowledge and expertise as they help create public value for the 

communities they serve. The 21st Century Museum Professionals Grants program is designed to reach broad 

groups of museum professionals throughout a city, county, state, region, or the nation.

Grants fund a wide range of activities, including the development and implementation of classes, seminars, 

and workshops; resources to support leadership development; collection, assessment, development, and/or dissemination of information that leads to better museum operations; activities that strengthen the use of contemporary technology tools to deliver programs and services; support for the enhancement of pre-professional 

training programs; and organizational support for the development of internship and fellowship programs.

IMLS encourages proposals that promote the skills necessary to develop 21st century communities, citizens, 

and workers and that encourage broad community access and participation.

Recent awards include the following:

The Museum of Science, Boston, the Museum of Fine Arts and the Children’s Museum, will use IMLS funds to 

provide professional development for 45 museum educators to enhance their understanding of Asperger’s 

Syndrome and Autistic Spectrum Disorders (AS/ASD). Participants in the training receive: explicit instruction 

through workshops and resources, and inquiry-based learning through engagement in reflective practice. As the 

educators incorporate the learning into program design, they are supported by a social networking site and a 

final Capstone Workshop to share progress and results.

The Children’s Museum of Houston worked with the New York Hall of Science, Oregon Museum of Science and 

Industry, and Sciencenter to increase the use personal mobile technologies to engage visitors. The 21st Century Exhibit Facilitators and Personal Mobile Technologies Project (21-Tech) target staff and volunteers from 

museums that provide interactive opportunities to explore science, technology, engineering, and mathematics 

(STEM). This expertise to use PMT will be focused on providing parents and caregivers support for enhancing 

the meaning of museum visits for children.

Cultural Heritage Imaging in San Francisco introduced both emerging and established museum professionals to 

state-of-the-art imaging technology through a series of 10 workshops reaching a minimum of 150 participants.

These participatory workshops provide training in Reflectance Transformation Imaging (RTI) and other new 

technologies based on digital photography. The two-year project is supported by industry, higher education, 

leading computer scientists, and the museum community

e

 In FY 2009 an additional $500,000 shifted from National Leadership Grants for Museums was used to fund 21MP grants. f

 In FY 2010 an additional $500,000 shifted from National Leadership Grants for Museums was used to fund 21MP grants.
30 - Institute of Museum and Library Services

Conservation Project Support

Fiscal Year CPS Apps. CPS Awards AHPG Apps. AHPG Awards Budget Authority

2009 129 35 202 53 $3,052,000

2010 148 33 175 54 $3,052,000

2011 136 NA 146 NA $3,052,000 (anticipated)

2012 NA NA NA NA $2,747,000 (requested)

Program Description

The Conservation Project Support program awards grants to help museums identify conservation needs and 

priorities, and perform activities to ensure the safekeeping of their collections.

Conservation Project Support grants help museums develop and implement a logical, institution-wide approach 

to caring for their living and material collections.

Funding in this budget line also supports American Heritage Preservation Grants (AHPG). This grant program, 

supported in partnership with the Bank of America Foundation, was launched in 2009 and provides grants 

of up to $3,000 for small museums, libraries, and archives to help raise awareness and fund preservation of 

treasures held in these institutions.

Recent awards include:

Hagley Museum and Library, Wilmington, DE developed and shared information on how to preserve DuPont fibers, 

such as nylon, OrlonTM, acrylic, DacronTM polyester, and QianaTM. Important examples of American textile innovations include approximately 600 items of clothing and fabric samples made from the pioneering synthetics.

The Metropolitan Museum of Art, New York, NY used IMLS funds conserve and stabilize group of 60 fragile 

drawings of stained glass window designs from the studios of Louis Comfort Tiffany. These drawings which are 

currently inaccessible due to microbial infestation, show the inner workings of the Louis Comfort Tiffany design 

studio.

Seattle Art Museum, Seattle, WA improved collections care and access for 69 Asian folding and sliding screens 

stored at its historic 1933 Seattle Asian Art Museum facility. These painted screens, currently stored in makeshift storage units, will be re-housed in 16 new, professional-quality screen storage cabinets. The safe handling 

and storage of the screens enhanced their long-term preservation and access for scholars.

DETAILED PROGRAM DESCRIPTIONS: MUSEUM SERVICES
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Detailed Program 

Descriptions

Native American/Native Hawaiian Museum Services Grants

Fiscal Year Applications Awards Budget Authority

2009 35 22 $945,000g

2010 43 24 $975,000 

2011 NA NA $975,000 (anticipated)

2012 NA NA $975,000 (requested)

Program Description

Native American/Native Hawaiian Museum Services grants enable Native American tribes, Alaska Native villages or corporations, and organizations that primarily serve Native Hawaiians to benefit their communities and 

audiences through strengthened museum services. Grants are awarded competitively to support programming, 

professional development, and enhancement of museum services.

Recent awards include:

The organization Papahana Kuaola will implement “Museum On-the Go: Bringing Learning Experiences to the 

Classroom,” which will connect science educators to third and fourth grade students through easily transportable “discovery boxes.” Created, produced, reviewed, and approved by science and cultural specialists, these 

boxes will offer 2,000 students and 80 teachers on the Hawaiian islands of O’ahu and Moloka’i to touch scientific specimens and cultural artifacts.

The Swinomish Indian Tribe in Washington State will use its grant to fund “Swinomish Journeys,” a permanent 

outdoor exhibit, which will tell the tribe’s story from ancestral times through the present day. The exhibit will 

provide a gathering place where community members and visitors will learn about and reflect on the yearly 

cycles of Swinomish life and culture.

The Gila River Indian Community of Arizona will develop a comprehensive collections plan for its archaeological 

and ethnographic collections, including staff training.

The Sealaska Heritage Institute will publish a cultural art catalog of Tlingit art held by the British Museum in 

London, England.  Staff members will visit the British Museum to examine the museum’s Tlingit art and to 

select items to be photographed. The resulting publication will include photos of the art and describe how the 

pieces relate to the Tlingit culture.

g An additional $83,035 shifted from National Leadership Grants for Museums was used to fund Native American/Native Hawaiian 

Museum Services grants.
32 - Institute of Museum and Library Services

Museum Grants for African American History and Culture

Fiscal Year Applications Awards Budget Authority

2009 34 11 $1,310,000 

2010 33 14 $1,485,000 

2011 41 NA $1,485,000 (anticipated)

2012 NA NA $1,485,000 (requested)

Program Description

Museum Grants for African American History and Culture are for building professional capacity in the African 

American museum community. The program provides opportunities for the staff of African American museums to gain knowledge and abilities in the areas management, operations, programming, collections care, 

and other museum skills identified as a high priority by applicants.

Recent awards include:

New Orleans African American Museum of Art, Culture, and History, New Orleans, LA, used its grant to recruit, 

hire and train a curator and a museum educator to coordinate and manage educational programs.

Texas Southern University, Houston, TX, developed a collections management program for its museum to train 

current staff members about digitizing works of art. The university hired an experienced archivist to work 

with the museum registrar and current archival staff members on a program for the safekeeping, cataloging, 

indexing, and storage of its documents and collections.

The Great Blacks in Wax Museum, Baltimore, MD, is hiring a director of education to develop a new interactive 

school program, which will be aligned with the Maryland State Standards of Learning. The museum hired two 

part-time educators to engage in strategic outreach to local schools and other organizations

DETAILED PROGRAM DESCRIPTIONS: MUSEUM SERVICES
Photo courtesy of Explora Science Center and Children’s Museum

IMLS Administration
34 - Institute of Museum and Library Services

IMLS ADMINISTRATION

FY2012 Request: $15,130,000

Introduction

This section highlights the FY 2012 administrative request and improvements supporting financial and budget 

accountability, human resource management, maintenance of the agency’s information technology infrastructure, acquisition management, and grants management, which enables the agency to support its legislative 

mission. For FY 2012, IMLS is requesting $15,130,000 in administrative funds and 72 FTE. Justifications of 

operating costs by object class are also provided to support the administrative expense request.

The IMLS grant-making function is the primary responsibility that shapes its administrative budget. IMLS administers a budget of approximately $240 million. The agency works with a network of over 123,000 libraries 

and 17,500 museums to ensure access to museum, library, and information services throughout the United 

States.

The agency also develops library services throughout the United States. It administers a comprehensive program that enables every state and territory to deliver a wide range of library services. IMLS reviews and approves five-year plans for the states, administers financial assistance, and reviews annual financial and programmatic reports. It also monitors programs through site visits and an independent evaluation of each state 

every five years. It holds a two day national training and technical assistance each year one for state employees 

who receive and administer federal library funds and one for state employees who collect library data.

IMLS Administrative Costs Overview

IMLS is requesting minimal reductions to its already low rate of administrative overhead. Nearly 90 percent of 

the agency’s administrative budget is absorbed through fixed costs, with employee personnel and compensation 

accounting for over 60 percent of its total administrative budget. The remaining fixed costs include monthly 

rent payments to the General Services Administration, building security payments to the Department of Homeland Security – Federal Protective Service, and other mandated interagency agreements including payments to 

the Department of Health and Human Services for the use of Grants.gov and the National Science Foundation 

for the Grants Management Line of Business Initiative (GMLOB).

IMLS is committed to efficient operations in the government-wide Line of Business areas. IMLS continues to 

maintain successful partnerships with other government Agencies in the areas of Human Resources and Financial Management Services, and IMLS looks forward to joining a GMLOB consortium provider in the coming 

months. These partnerships afford IMLS access to timely reporting requirements and other critical information 

necessary to make strategic agency and programmatic decisions.

IMLS Administrative Highlights and Future Plans

IMLS is committed to improving efficiencies around our administrative expenses and curbing of non-essential 

administrative spending, and looks forward to participating in the Accountable Government Initiative in 

2012. We have a commendable record of achieving the most quality results under our mission and expect 

this to continue. Due to rising costs in our fixed expense categories, IMLS has made a conscious effort to 

limit other administrative expenses and increase efficiency. Some recent administrative highlights and improvements include: 
Institute of Museum and Library Services - 35

IMLS Administration

Budget and Performance Integration

IMLS has an integrated approach to budgeting and long-range planning. Responsibility for development, 

coordination, and innovation in General Performance and Results Act activities resides with the Chief Financial Officer and the Deputy Director of Policy, Planning, Research and Communications, who coordinate with 

the other offices of the agency in developing and implementing the agency’s strategic plan and budget. The 

Agency’s five- year strategic plan ends in 2011 and IMLS is planning major improvements to align performance 

planning and measurement with agency goals. The agency’s board and staff recognize the vital importance 

of building the capacity of libraries and museums to connect people to information and ideas. This requires 

a strategic approach, so that limited federal dollars can be effectively used to achieve the best in library and 

museum services for the American people.

Employee Engagement

IMLS has submitted its 2011 action plan to OPM in response to the findings of the 2010 Employee Viewpoint 

Survey. This action plan was developed by an internal IMLS task force with representatives from across the 

agency. The actions center around three major efforts:

• Develop and implement an agency-wide awards and recognition policy that includes quarterly/annual recognition. Awards and recognition are maintained at slightly increased levels in the administration budget.

• Increase training opportunities for managers, supervisors, executives, and team-building for all staff. The 

training line item is also maintained in the administration budget. Supervisory and managerial training will 

receive high priority and address the shortcomings uncovered in the 2010 Employee Viewpoint Survey.

This will fill the need for building capacity in management and leadership among mid level technical staff, 

thereby also making for better succession planning.

• Develop agency succession plan. Besides this training, the agency plans to fill vacancies at a lower level 

under a ladder series that will save salary funding initially but create opportunities for professional growth 

and support retention of high performing individuals. Other details of this plan are in development.

The staff development force working group is one of several working groups formed to strengthen employee 

engagement. Other working groups include the Web 2.0 strategic planning task force, the 21st century skills 

team, and the accessibility working group, which is working to ensure that all aspects of our programs and 

operations reflect best practice in accessibility and inclusion. In FY 2011 and FY 2012, the agency expects to 

create and maintain an internal communications working group to ensure better alignment of staff work with 

senior management and strategic directions.

Finally, the agency plans to extend its success in the recently implemented telework policy and hiring reform 

through FY 2012.

Employee Wellness 

The Institute’s Employee Wellness Program will increase the well-being and productivity of all employees, 

through the enhancement of all aspects of health. The program increases awareness of positive health behaviors, motivates employees to voluntarily adopt healthier behaviors, and provides opportunities and a supportive 

environment to foster positive lifestyle changes.
36 - Institute of Museum and Library Services

IMLS ADMINISTRATION

All IMLS employees have access to a fitness facility, as well as a Health Unit, where immunizations, physician prescribed services, health screenings, first aid emergency response, weight watchers program, and other 

health awareness programs are available.

Employees also have access to an Employee Assistance Program (EAP), which provides free, confidential shortterm counseling and, when appropriate, makes referrals to outside organizations, facilities, or programs that 

can assist the employee in resolving personal and professional issues.

Through an interagency agreement with the Department of Defense, the agency offers ergonomic assessments 

and provides equipment to accommodate individuals with disabilities.

The agency will continue to strategically invest in employee programming to ensure the well being of its employees and assess employees’ awareness of these initiatives annually.

Employee Wellness Program Objectives:

• By the end of FY 2011, 50 percent of employees returning surveys will report they are aware that the Wellness Program is available at IMLS.

• By the end of FY 2012, 80 percent of employees returning surveys will report that having the Wellness 

Program available contributes to a more positive work climate.

• By the end of FY 2013, 100 percent of employees returning surveys will report that they have participated 

in at least one wellness activity.

Expected Results:

• It is expected that employees will report that the availability of wellness activities contribute to a positive 

work environment and healthier behavior.

• Periodic employee-wide surveys to assess awareness of, participation in, and satisfaction with the program.

• Reports of participation in the various lifestyle and awareness activities offered throughout the year.

• Employee focus groups, surveys, and suggestion boxes for obtaining quantitative and qualitative employee 

input into program activities.

• Session evaluation forms will be completed by participants for educational events.

• Employees may complete a health risk appraisal periodically to assess adoption of healthy behaviors.

Recruitment and Retention

As the agency moves into FY 2012 and beyond, it will utilize its administrative resources to aggressively address human capital issues as a member of the federal community while pressing for needed agency-specific 

reforms to provide greater flexibility, transparency, and accountability. To achieve a more diverse workforce and 

ensure equal opportunity, IMLS will ensure that the human resources, equal employment, and diversity programs are more fully integrated in our strategic plan. This integration will result in specific initiatives that move 

the agency towards this objective.
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IMLS Administration

Initiatives:

• Fully implement USA Staffing Hiring Management system.

• Implement entrance and exit surveys to capture the reasons people come to work for IMLS and their reasons for leaving. Use this data to develop recruitment and retention strategies.

• Implement a Workers’ Compensation Return to Work Program in IMLS.

• Use the Career Patterns Guide to better define the structure of occupations in IMLS to inform strategies for 

recruiting and retaining talent.

• Use the recently implemented category rating procedures to facilitate the process of hiring permanent and 

temporary hires.

Expected Results:

• Increase minority employment by one percent of total employment using the end of FY 2010 as baseline.

• Reduce OWCP compensation costs in IMLS by two to five percent through return-to-work programs.

• Form strategic partnerships with diverse communities, persons with disabilities organizations, and organizations that represent minority populations.

Performance Culture

To maintain productivity and efficient deployment of its resources to achieve its mission, and to maintain momentum and success in creating a high-performance culture, IMLS must preserve its staffing and administrative funding levels. This culture aims to create a work environment that is results-oriented, motivates employees to perform, and values diversity. Employee and team performance are aligned with organizational goals, 

evaluations are based on objective measures and focus on results, and the performance management process 

is used as a tool to improve continuous two-way communication about goals, objectives and accomplishments

Initiatives:  

• Develop and implement Performance Appraisal Assessment Tool Improvement (PAAT). Plan strategies for 

IMLS to improve employee performance and recognition programs.

• Issue a new Policies and Procedures document covering IMLS performance management programs.

• Address issues identified in the 2010 Employee Viewpoint Survey.

• Emphasize the Supervisory/EEO elements in performance plans at IMLS to improve supervisory accountability for performance management responsibilities.

Expected Results:

• All agency performance plans contain measurable results-oriented goals in at least one element.

• All supervisors’ performance plans contain a hiring reform and timely appraisal performance element.

• The Government-wide Employee Viewpoint Survey and other employee surveys indicate improvement in 

employee perceptions of how their supervisors manage human resources.
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IMLS ADMINISTRATION

Acquisition Improvements

To promote the most efficient use of staff time and assure the most effective and efficient use of contracts:

• Establish protocols to improve timelines for competitive solicitations and ensure best value to the Government from the best source.

• Review period of performances to assure alignment with scope of work to improve efficiency and reduce 

need for contract modifications.

• Establish protocols for continuous learning and establishment of best IMLS practices including rigorous 

planning sessions and post completion debriefs. This effort will improve ability to select the most appropriate contract vehicle and facilitate more precise statements of work for future procurements

• Review for reductions in sole source requisitions.

• Incorporate performance measures into contracts to facilitate better assessment of contractor performance.

Acquisition Workforce

Training of the Institute’s contracting staff is essential for ensuring compliance with the government-wide FACC requirements. The Office of Management and Budget Policy Letter 05-01 states that this training creates 

a “federal acquisition workforce with the skills necessary to deliver best value supplies and services, find the 

best business solutions, and provide strategic business advice to accomplish agency missions.” With funds 

requested in the budget, the IMLS Contracting Office will engage in the training necessary to be compliant and 

current with our FAC-C training requirements. IMLS contracting staff will also participate in programs offered 

by the Small Agency Council for contracting to keep abreast of new acquisition regulations, policies, procedures, contract news and problem solving techniques on varied issues.

Currently, IMLS contracting functions are performed by a Contracting Officer and Specialist. To ensure quality 

control and best practices, IMLS may employ short termed Contract Professional assistance.

IT Infrastructure 

The Institute assesses its IT infrastructure on an ongoing basis. The agency will reduce its on-site data operations using a variety of alternatives that include shared services, hosting, cloud services, and agreements with 

another agency or other partner.

The Institute recognizes the benefits of using shared IT services. Over the past few years, the agency has 

migrated significant administrative support applications to shared service providers through interagency agreements. The agency currently partners with several centers of excellence to support its Human Resources, 

Financial Management, and Travel systems.

The Institute’s current consolidation/migration efforts involve the rewrite of its website that, once completed, 

will be hosted offsite at a location that will provide continuity of operations. In addition, the Institute will 

migrate its grants processing functions to one of the Federal Grants Management Line of Business (GMLOB) 

consortiums which will consolidate three existing internal systems and free up servers and rack space in the 

IMLS data center.

The Institute is reviewing the vendor capabilities on the NETWORX contract to select a vendor that will provide 

MTIPs services and ensure its internet traffic is being routed through a Trusted Internet Connection (TIC).
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IMLS Administration

IMLS’s next planned project is email in the cloud. Cloud computing is a prominent undertaking that will 

allow the IMLS to achieve optimal virtualization and utilization, while supporting both Continuity of Operations (COOP) and Disaster Recovery (DR) requirements. The Institute’s ultimate goal is to reduce IT assets 

and data center space as it increases use of new technology (i.e., lines of business, shared services, cloud 

computing and virtualization).

The Institute has requested funding for all ongoing IT infrastructure costs, and the above named initiatives, 

within the administrative line of this budget request.

IT Project Management

Prior to submitting this budget request, the Institute reviewed its IT investment portfolio. The IMLS has no 

high risk IT projects.

Cyber Security 

The Institute has included funding for ongoing network security software and hardware within its request for 

administrative support. In response to OMB Memorandum M-10-15, “FY 2010 Reporting Instructions for 

the Federal Information Security Management Act and Agency Privacy Management,” dated April 21, 2010, 

the Institute initiated the procurement of a security monitoring tool that will allow the IMLS to implement 

continuous (24/7) network monitoring, alert notification, and enhanced reporting, for all internet traffic and 

all internal network endpoints. Ongoing costs for maintenance of this tool are included in the budget request 

for administrative support.

Grants Management

IMLS continues to expand its electronic government capabilities and is committed to leveraging technology 

to minimize the burden on grantees and increase efficiencies agency-wide. IMLS presently delivers a number 

of services electronically and will be enhancing and expanding these services. In addition to the IMLS Web 

site, which provides application guidelines, publications, and other information; IMLS continues to partner 

with other federal agencies on Regulations.gov, Grants.gov, and Usaspending.gov.

IMLS actively participates in government-wide initiatives to streamline the federal grant making process.

The agency’s Grants Management Officer and Deputy General Counsel are members of the federal Grants 

Executive Board and Grants Policy Committee, respectively, and the agency participates in the Grants.gov 

User Group. The Grants.gov initiative benefits IMLS and its grant programs by providing a single location to 

publish grant opportunities and application packages and by providing a single site for the grants community 

to apply for grants using common forms, processes, and systems. By publishing its funding opportunities on 

Grants.gov, IMLS is reaching a larger, more diverse applicant pool.

The Institute will continue its work on the implementation of the Grants Management Line of Business (GMLOB) initiative in the upcoming months, and is conducting a fit/gap analysis with the Department of Education’s G5 system. The eventual migration to a consortia provider will enable the Institute to retire its internal 

legacy grants management systems.
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IMLS ADMINISTRATION

In addition, IMLS continues to promote the following:

• Pre-Award: Synopses and application packages for all IMLS’s discretionary grant programs are posted on 

Grants.gov. Applications via Grants.gov are mandatory for all of these programs.

• Peer Review Process: An important element of the Institute’s e-government plan is to incorporate online 

application review into the agency’s overall grants management process. Electronic peer review has been 

embraced by IMLS reviewers in recent years and is expected to reduce the workload for both reviewers and 

staff, making feedback to applicants more efficient.

• Project Planning: In addition to the use of technology to advance application and award management, 

IMLS is developing assistance to help potential applicants develop better projects. This program will expand the Institute’s capacity to disseminate high-quality information about the results of its programs and 

initiatives.

• Agency Communications: Responding to the increasingly tech-savvy museum and library communities, 

IMLS has added some new features to its Web site (www.imls.gov). Those who cannot attend IMLS conferences and events—such as Web-Wise and our Connecting to Collections National Tour forums—can now 

watch sessions online via Web casts. Subscribers to the IMLS RSS Feed receive immediate notice of new 

content on the Web site. Podcasts and streaming video are now available, highlighting IMLS awardees and 

initiatives. Additionally, IMLS is currently developing a content management system for its public Web site.
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IMLS Administration

Administrative Request by Object Class Code

In FY 2012, the IMLS request for administrative costs is $15,130,000, a reduction from the FY 2011 request. This represents 6.2 percent of the total budget request of $242,605,000.

The FY 2012 budget request for administrative expenses will support the costs of the staff, overhead, contracts, and other activities, including overhead costs in our research, policy and data collection activities.

These costs are necessary for awarding the proposed $225.5 million in grants, and the ongoing administering, 

monitoring, and reporting requirements associated with these awards.

Justification of Operating Costs by Object Class

Table 3: IMLS History of Administration Costs (Amounts in 000s)

Object Class Description

FY 2009

Enacted

FY 2010 

Enacted

FY 2011 

Anticipated

FY 2012 

Request

11000/12000/ 

13000

Personnel Compensation and 

Benefits $10,050 $9,750 $9,750 9,725

21000 Travel and Transportation of Persons 900 1,000 1,000 950

22000 Transportation of Things 40 40 40 33

23000

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

Rental, Telephone Services, Postage

2,400 2,450 2,450 2,400

24000 Printing and Reproduction 300 200 200 150

25000 Other Contractual Services 3,000* 3,500* 3,500* 3,630*

26000 Supplies and Materials 127 94 94 76

31000 Equipment 100 100 100 100

Total $16,917 $17,134 $17,134 $17,064

*Includes Research, Analysis, Evaluation and Data Collection activities

11000 Personnel Compensation

12000 Personnel Benefits

13000 Benefits for Former Personnel

Amount Requested: $9,725,000

These object classes fund the salaries and benefits of all employees of the Agency, including full-time, parttime, temporary, and intermittent appointments (for example, the National Museum and Library Services Board 

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

benefits provide for the Agency’s estimated contributions toward employees’ retirement, health, and life insurance plans, as well as unemployment benefits and injuries sustained in the workplace. Additionally, included 

in this category are costs associated with public transportation subsidies afforded to the Agency’s employees.

This request is less than the FY2011 request and reflects the proposed federal pay freeze in FY 2011 and in 

FY 2012. This funding request will provide for 72 FTE in 2012.
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IMLS ADMINISTRATION

21000 Travel and Transportation of Persons

Amount Requested: $950,000

This object class funds the cost of travel by the Institute’s professionals to support the agency mission and 

mandates, including conference presentations, site visits to oversee grants, outreach activities, consultations 

with applicants, workshops on IMLS programs, and staff professional development. Funds are provided for 

regional forums that stimulate sharing of effective practices and expand museum and library collaboration opportunities. This effort allows the Institute to monitor the progress of new programs, provide technical assistance, and build new partnerships.

It also includes transportation costs for the IMLS invitational travelers to conduct panel reviews for the discretionary grant programs. Costs associated with the annual National Award for Museum Service and the National 

Award for Library Service are also funded within this object class.

In addition, travel for members of the National Museum and Library Services Board (NMLSB), including its 

three regular meetings is funded in this request. The Board has requested that its regular meetings include at 

least one meeting outside the Washington, D.C., area annually, in conjunction with the national gathering of 

museum and library professionals. This meeting will introduce the Board to leaders in the museum and library 

field and enable them to become acquainted with the agency’s constituents’ interests.

This request is less than the FY2011 request, as the Agency continues to find more efficient ways of communicating amongst its constituents and grantees, eliminating unnecessary travel costs.

22000 Transportation of Things

Amount Requested: $33,000

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) and postage used in parcel post. Cost estimates 

are based on actual costs incurred historically by IMLS for this activity.

This request is less than the FY2011 request as IMLS continues to gain efficiencies in this area by increasing 

its technological expertise around alternative Web-based option of disseminating information to IMLS users 

and grantees.

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

Rental, Telephone Services, Postage

Amount Requested: $2,400,000

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; and rental of 

audiovisual equipment used in presentations at conference sessions and off-site meetings.

IMLS continues to direct more of its efforts toward the Internet, placing an increased emphasis on electronic 

dissemination and availability of IMLS materials and holding cost increases to a minimum.
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IMLS Administration

24000 Printing and Reproduction 

Amount Requested: $150,000

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, the Institute is promoting the use of its home page on the Internet. From this page, users can access 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 and availability of all public materials to 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: $3,630,000

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

categories. Included in this expense category are costs associated with the following:

• The support, maintenance, and improvement of information technology systems, including cyber-security 

activities;

• Partnerships and interagency agreements for financial management systems, accounting and reporting 

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

services;

• The agreement with the U.S. Census Bureau for the annual State and Public Library Agency surveys;

• 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;

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

•

In addition, this object class also funds a convening for managers of State Library Program agencies and State 

Data Coordinators, as well as a conference of the Native American tribal community for grant workshops, which 

facilitate outcomes-based evaluation training for the Office of Library Services and Office of Museum Services 

grantees in all categories.

Additionally, this funding supports regular evaluations of programs to assess programmatic effectiveness and to 

share best practices, and is consistent with the Administration’s direction on “Increased Emphasis on Program 

Evaluations.” In FY2010 IMLS launched an evaluation of its Museums for America program, and in FY2011 

an analysis of the Laura Bush 21st Century Librarian Program.

26000 Supplies and Materials

Amount Requested: $76,000

This object class funds only the essential office supplies needed in carrying out the business of IMLS, including all IT related supplies and materials. IMLS is a partner in the GSA SmartPay2 charge card program, as 

well as the Federal Strategic Sourcing Initiative (FSSI) for office supplies, thereby holding these expenses to a 

minimum.
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IMLS ADMINISTRATION

31000 Equipment 

Amount Requested: $100,000

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

year—such as chairs, desks, file cabinets, IT equipment, software licenses, 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. The Institute intends to maximize the usefulness of 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. This will enable the Institute to be responsive to and compliant with Administration directives 

and guidance and with federal laws, to remain on the cutting edge of technology in delivering services, and to 

continue being efficient.

Total Administrative Services Request: $17,064,000
Photo courtesy of the West Bloomfield Township Public Library.

FY2012 Performance Plan
46 - Institute of Museum and Library Services

The Institute builds the capacity of museums and libraries to serve the public in three strategic ways:

• Sustaining Heritage, Culture, and Knowledge

• Enhancing Learning and Innovation;

• Building Professional Capacity

A fourth, overarching goal is to attain the highest level of excellence in federal management, operations, 

and service.

Sustaining Heritage, Culture, and Knowledge

Our nation’s museums and libraries serve as stewards of our cultural, scientific, and intellectual heritage.

Their collections illustrate, interpret, and embody the great events, ideas, and individuals that contribute 

to America’s history and culture. These irreplaceable resources help us understand, experience, explore, 

discover, and make sense of the world. Through their collections and the services they build around them, 

museums and libraries tell our nation’s story and ensure that knowledge is passed on to future generations.

The collections in libraries and museums connect people to the full spectrum of human experience, culture, science, history, and art. The Institute helps libraries and museums to preserve and manage collections of art, books, documents, other cultural artifacts, animals, plants, and digital resources so that future 

generations will have a tangible link with their heritage.

Unfortunately, collections are highly vulnerable to loss due to deterioration, theft, and natural and manmade disasters. Virtual resources are susceptible not only to physical destruction, but also to loss through 

technological change. Accordingly, through grant programs and special initiatives such as Connecting to 

Collections, the agency focuses on the conservation and preservation of library and museum collections.

Objective 1: Strengthen personnel capacity to manage conservation and preservation efforts in our nation’s 

libraries and museums.

Strategies:

• Expand the availability, efficiency, and effectiveness of strategies and choices for safeguarding collections.

• Build personnel skills for digital asset management, conservation, and preservation.

• Strengthen personnel skills in small to midsized institutions for collections management, preservation 

and conservation planning, and emergency preparedness at the institutional level.

Objective 2: Address high-priority needs identified by the Heritage Health Index.

Strategies:

• Enable museums, libraries, and archives to carry out collections-wide preservation and conservation 

planning, to treat identified high-priority problems, and to serve as national models and sources of 

information.

FY 2012 PERFORMANCE PLAN
Institute of Museum and Library Services - 47

• Enable museums, libraries, and archives to plan for and implement risk reduction, emergency response, and recovery of collections.

• Support the development and creation of statewide disaster and preservation plans.

Objective 3: Galvanize attention and promote public-private partnerships to preserve the nation’s collections.

Strategies:

• Convene national and regional summits to galvanize awareness of the condition of the nation’s collections and the implications of their loss, and to develop plans to address the problem locally and 

nationally.

• Encourage and form partnerships at the federal, state, and local levels to address conservation and 

preservation needs.

• Build a program of public awareness activities.

Enhancing Learning and Innovation

Learning is more important than ever for success in today’s global economy. This includes in-and out-ofschool learning; learning at all ages; and, in addition to basic mathematics, reading, and science, a new 

set of 21st century skills such as creative problem solving, ability to work in teams, information literacy, 

and communication skills in multiple formats.

Over the past 20 years, an explosion of research has shown how people learn, from infancy to old age. We 

know that children are never too young to learn, and we know that lifelong learning extends the duration 

and quality of life. We also know that a thriving competitive economy depends on innovation and the opportunity to learn effectively not only in the classroom, but on the job and throughout one’s lifetime.

Museums and libraries are core community assets essential to larger efforts to support the development 

of families, individuals, and communities. They help our communities meet some of their greatest challenges, providing powerful places for civic engagement, contributing to economic development, building 

workforce participation, improving early literacy and school readiness, helping teens prepare for school and 

for life, and addressing a wide range of issues from helping our citizens keep current on health and science 

information to providing new immigrants resources they need to succeed in American society.

Objective 1: Increase the excellence, availability, and use of museum and library programs and services for 

learning and innovation.

Strategies:

• Strengthen local programming and services and widen the adoption of effective practices to address 

identified national issues.

• Strengthen the ability of libraries and museums to increase their own knowledge and improve programs, and support local replication and adaptation of models that evaluation shows to be effective.

• Disseminate data on effective management and practice to strengthen learning through museum and 

library services.

FY 2012

Performance Plan

FY 2012 PERFORMANCE PLAN
48 - Institute of Museum and Library Services

Objective 2: Increase the number and variety of partnerships among museums, libraries, and other community entities.

Strategies: 

• Support collaborations to extend the impact of libraries and museums in meeting their communities’ 

needs.

• Create new partnerships with federal agencies and nongovernmental organizations to maximize federal 

support and serve as models for good practice in collaboration.

• Support various types of collaborations at the state level.

Objective 3: Increase the number of museums and libraries that use contemporary technology tools to deliver programs and services.

Strategies: 

• Help library and museum staff to adopt new technologies, particularly for improving management, 

operations, and services in small to midsized museums.

• Support research and demonstration to develop new tools and services to increase online access to 

collections.

• Develop models to allow seamless digital searching across library and museum collections.

Objective 4: Strengthen technology competencies across and within all community segments.

Strategies: 

• Support research and demonstration to expand tools and services that address contemporary learning 

needs.

• Develop a digital readiness assessment program to help small to midsized libraries and museums establish or strengthen digital collection programs.

• Strengthen knowledge for effective management of Grants to State Library Agencies.

FY 2012 PERFORMANCE PLAN
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Building Professional Capacity

Training a 21st century library and museum workforce is a top priority for IMLS. Both the library and 

museum sectors face impending retirements of baby boomers and must attract and recruit new staff. In 

addition, the rapidly changing environment of the knowledge society, the possibilities provided by new 

technologies, the increasing diversity of the population, and the need to demonstrate public value and accountability require an expanding portfolio of skills for library and museum professionals at every level.

Objective 1: Strengthen skills and knowledge of museum and library personnel for management, program 

design, partnership, planning, and leadership.

Strategies:

Strengthen skills of existing library and museum personnel at all levels.

Expand the leadership pool of library and museum personnel.

Increase collaboration and build collaboration skills.

Develop educational programs to meet the specific needs of Native American, Native Hawaiian, and 

African-American culture through eligible museums, libraries, and cultural centers.

Objective 2: Increase the number of people who undertake formal education and internships in libraries 

and museums.

Strategies:

Support recruitment and education at the library and information science master’s and doctoral levels.

Support the recruitment and professional development of museum personnel.

Support innovative learning programs, such as internships and exchanges to increase the availability of 

skilled museum and library staff.

Objective 3: Increase the diversity of staff in the library and museum fields.

Strategies:

Partner with national museums, federal agencies, and national professional organizations to support recruitment and professional development efforts to increase diversity in museum and library employment.

Build leadership and skills necessary to address the current and future needs of museums and libraries to 

reflect and serve the increasing diversity of the nation. Through internships, support historically black colleges and universities to develop knowledge and skills to preserve and share African American history and 

culture.

FY 2012

Performance Plan

FY 2012 PERFORMANCE PLAN
50 - Institute of Museum and Library Services

Attaining Excellence in Federal Management, Operations, and Service

As the Institute accepts increasing responsibilities and federal agencies are called on to demonstrate accountability, the Institute must continue to strive for excellence in management, operations and service.

IMLS will constantly work to meet the needs of museums and libraries and their users.

Objective 1: Achieve the highest level of excellence in federal financial management, operations, and service.

Strategies:

• Continue to build IMLS staff expertise and provide excellent service to the museum, library, and related 

communities.

• Make full use of the knowledge and expertise of the members of the National Museum and Library Services Board.

• Maintain and improve the Institute’s peer review process for competitive grant programs.

• Maintain and improve the Institute’s oversight of Grants to State Library Agencies through increased 

online assistance, site visits, and conferences.

• Streamline application and award management through transition to the Grants Management Line of 

Business; develop human capital to maximize use of these systems and to assist applicants and grantees 

in their use.

• Continue to improve information technology operations.

• Continue to improve financial management, including identifying and implementing additional efficiencies to reduce administrative expenses

• Maintain and improve internal management and financial controls throughout the Institute; this will lead 

to continued clean audit opinions with no material weaknesses.

• Finalize implementation of cost accounting methodology.

• Expand resources and technical assistance that support high-quality planning and evaluation for grantee 

organizations.

• Evaluate IMLS programs on a regular basis; apply findings to program improvements, and share models 

to improve practice.

Objective 2: Become the key source of information for and about museum and library service to support 

strong policy decision making at all levels.

Strategies:

• Assess the effectiveness of programs set forth in the Museum and Library Services Act.

• Finalize the consolidation of information policy and library statistics into IMLS.

• Explore desirability, feasibility, and structures needed for a museum statistics program.

• Gather, analyze, and broadly disseminate data about key museum and library needs, trends, and developments.

• Disseminate models of best practice and analysis of library and museum services.

• Develop resources to strengthen museum and library practice and project management.

FY 2012 PERFORMANCE PLAN
Photo courtesy of Conner Prairie Interactive History Park

Authorizing Framework
52 - Institute of Museum and Library Services

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 (MLSA)

The Museum and Library Services Act of 2010 was signed into law (PL 111-340) on December 22, 2010.

This law makes modifications to 20 USC Chapter 72, the statutory authorization of most IMLS activities, 

and reauthorizes appropriations for the agency. The underlying statute, which was enacted into law in September 1996, consolidated federal support for libraries and museums and created the Institute of Museum 

and Library Services. Prior to enactment, library support was administered by the U.S. Department of Education, and museum support was administered by the Institute of Museum Services. In establishing the 

MLSA, Congress reaffirmed the essential role of the federal government in promoting access to information 

and educational resources to better serve the people of the United States and cultivate an educated and 

informed citizenry. Congress recognized the special role of museums and libraries in promoting the information and educational needs of a democratic society.

With the 2003 reauthorization of the statute, Congress established the National Museum and Library Services Board to provide policy advice and inform the full range of activities and programs carried out by the 

Institute. Congress also enhanced the Institute’s capacity to monitor trends in museum and library services 

to better serve the nation’s information and learning needs.

The 2010 reauthorization sets into law the agency’s responsibility for library data collection (formerly the 

responsibility of National Center for Education Statistics of the U.S. Department of Education) and resources to carry out the functions of the former National Commission on Libraries and Information Science. The former Commission had been authorized to provide advice to the President and Congress on 

national and international library and information policies, to appraise and assess the adequacies and 

deficiencies of library and information resources and services, and to develop overall plans for meeting 

national library and information needs. These activities had been transferred to IMLS by the White House 

and appropriations law in the intervening years between reauthorizations.

The MLSA includes General Provisions, the Library Services and Technology Act (LSTA), and the Museum 

Services Act (MSA).

General Provisions

The general provisions section of the MLSA as amended establishes the agency, provides authority to the 

director, and defines the duties and responsibilities of the National Museum and Library Services Board, 

creates a director of the Institute and establishes the composition and role of the National Museum and 

Library Services Board. It instructs the agency to take an active role in research and data collection and 

to advise the President and Congress on museum, library, and information services. The law clearly recognizes how libraries and museums contribute to a competitive workforce and engaged citizenry. The recent 

reauthorization adds language that focuses on the development of essential 21st century skills including 

critical thinking and problem solving, communication, collaboration, and creativity and innovation. The 

general provisions section also specifies the agency’s role in coordinating federal museum, library, and 

information services-related activities.

AUTHORIZING FRAMEWORK
Institute of Museum and Library Services - 53

The Library Services and Technology Act

Since 1956, the Library Services and Technology Act and its predecessors have been the primary source of 

federal support for the nation’s libraries.

The LSTA directs IMLS to

improve library service to better serve the people of the United States; 

facilitate access to library resources to cultivate an educated and informed citizenry; and

encourage resource sharing to achieve economical and efficient delivery of library service.

The LSTA calls for funding for a state formula grant, national leadership grants, and support for Native 

American tribes and organizations that primarily serve Native Hawaiians. The 2010 reauthorization also 

codifies the Laura Bush 21st Century Librarian grant program, which IMLS had been administering under 

its national leadership authority.

The Museum Services Act

Since 1976, the Museum Services Act has been the primary source of federal support for the nation’s 

museums.

The MSA directs IMLS to

• support museums in their public service role of connecting the whole of society to cultural, artistic, 

historical, natural and scientific heritage; 

• help museums work with schools, families, and communities in support of education; 

• encourage leadership in technology; and 

• help museums achieve the highest standards of collections stewardship and management.

The authority provided in the MSA is broad and flexible, requiring support for all types of museums from 

art to zoo for a wide variety of museum service activities. The 2010 reauthorization places extra attention 

on conservation, encourages the agency to support statewide collaborative activities, and recognizes the 

evolution in the museum field brought about by digital technology.

The African American History and Culture Act

In December 2003, Congress passed and the President signed the African American History and Culture 

Act. This law calls for the creation of a National Museum for African American History and Culture and 

authorizes IMLS, in consultation with the new museum’s director and council, to offer grants and scholarships to support museums that primarily focus on African American history and culture.

Authorizing Framework