Smithsonian

Fiscal Year 2018

Submitted to the Committees on Appropriations 

Congress of the United States 
Smithsonian Institution

Fiscal Year 2018

Budget Justification to Congress

May 2017

SMITHSONIAN INSTITUTION

Fiscal Year 2018 Budget Request to Congress 

TABLE OF CONTENTS 

INTRODUCTION 

Overview .................................................................................................... 1 

FY 2018 Budget Request Summary ........................................................... 8 

SALARIES AND EXPENSES 

Summary of FY 2018 Changes ................................................................ 13 

Fixed Costs 

Salary and Related Costs ................................................................... 16 

Utilities, Rent, Communications, and Other ........................................18

Summary of Program Changes ................................................................ 23 

No-Year Funding ......................................................................................29

Object-Class Breakout .............................................................................29

Federal Resource Summary by Performance Objective and

Program Category .............................................................................. 30 

MUSEUMS AND RESEARCH CENTERS 

Grand Challenges and Interdisciplinary Research .............................32

Unlocking the Mysteries of the Universe 

Introduction, Unlocking the Mysteries of the Universe ........................34

National Air and Space Museum ........................................................35

Smithsonian Astrophysical Observatory ............................................42

Major Scientific Instrumentation ..........................................................47

Understanding and Sustaining a Biodiverse Planet

Introduction, Understanding and Sustaining a Biodiverse Planet .......53

National Museum of Natural History ...................................................54

National Zoological Park .....................................................................63

Smithsonian Environmental Research Center ....................................70

Smithsonian Tropical Research Institute.............................................74

Valuing World Cultures 

Introduction, Valuing World Cultures ..................................................82

Arthur M. Sackler Gallery/Freer Gallery of Art ....................................83

Center for Folklife and Cultural Heritage .............................................88

Cooper Hewitt, Smithsonian Design Museum .....................................94

Hirshhorn Museum and Sculpture Garden ..........................................98

National Museum of African Art ........................................................104

Understanding the American Experience 

Introduction, Understanding the American Experience.....................109

Anacostia Community Museum ........................................................110

Archives of American Art ..................................................................115

National Museum of African American History and Culture ..............119
National Museum of American History, Behring Center ...................131

National Museum of the American Indian .........................................142

National Portrait Gallery .................................................................... 146

National Postal Museum ................................................................... 153

Smithsonian American Art Museum .................................................. 157

MISSION ENABLING 

Introduction, Mission Enabling .......................................................... 163

Outreach ........................................................................................... 164

 The Smithsonian Institution Traveling Exhibition Service;

Smithsonian Affiliations; the Smithsonian Center for Learning and

Digital Access; the Office of Fellowships and Internships; and the

Smithsonian Institution Scholarly Press

Communications ...............................................................................169

Institution-wide Programs ................................................................. 172

 Research Equipment Pool ..............................................................174

 Latino Initiatives Pool...................................................................... 174

 Asian Pacific American Initiative Pool ............................................. 175

 Collections Care and Preservation Fund ........................................ 175

 Information Resources Management Pool ...................................... 178

Smithsonian Exhibits......................................................................... 179

Museum Support Center ................................................................... 182

Museum Conservation Institute ........................................................184

Smithsonian Institution Archives .......................................................190

Smithsonian Libraries .......................................................................192

Office of the Chief Information Officer ...............................................196

Administration ...................................................................................199

 The offices of the Secretary; the Under Secretary for Museums and

Research/Provost; the Under Secretary for Finance and

Administration/Chief Financial Officer; the Assistant Secretary for

Education and Access; and the Deputy Under Secretary for

Collections and Interdisciplinary Support. Administration also

includes the central activities of human resources, diversity,

financial and contract management, and legal services.

Office of the Inspector General ......................................................... 204

Facilities Maintenance ...................................................................... 206 

Facilities Operations, Security, and Support .....................................210
FACILITIES CAPITAL

Overview ................................................................................................215

Summary Tables ....................................................................................218

Revitalization..........................................................................................220

National Air and Space Museum (NASM).........................................220

National Museum of Natural History .................................................222

National Zoological Park ...................................................................225

Cooper Hewitt, Smithsonian Design Museum...................................229

National Museum of the American Indian .........................................230

Hirshhorn Museum and Sculpture Garden........................................232

Smithsonian Institution Building (Castle)...........................................233

Smithsonian Tropical Research Institute...........................................234

National Museum of American History..............................................236

Smithsonian Environmental Research Center ..................................240

Smithsonian Astrophysical Observatory ...........................................241

Suitland Collections Facility ..............................................................243

Fire-Alarm Panel Replacement, Multiple Facilities............................245

Multiple Locations, Revitalization Projects........................................245

Construction Supervision and Administration ...................................245

Facilities Planning and Design ...............................................................246

Construction, NASM Udvar-Hazy Collections Storage Module ..............247

APPENDIX

Organization Chart .................................................................................249

Visitation Chart.......................................................................................250

Trust Funds Summary............................................................................251

Appropriation Language and Citations ...................................................253

Adjustments to FY 2017 Funding...........................................................261

1

THE SMITHSONIAN INSTITUTION’S IMPACT ON AMERICA 

The Smithsonian greatly appreciates the continued support of the Administration, 

the Congress, and the American people, and takes seriously the crucial role the Institution

plays in advancing the civic, educational, scientific, and artistic life of this nation. As a 

public trust, the Smithsonian addresses some of the world’s most complex issues and 

uses ever-evolving technologies to broaden access to information for citizens, students, 

and policy makers.

Thanks to the bequest of English scientist James Smithson, Congress established 

the Smithsonian Institution in 1846 as an independent federal trust instrumentality, a unique 

public-private partnership that has proven its value as a cultural and scientific resource for 

more than 171 years. The federal commitment provides the foundation for all we do, and is 

especially helpful in attracting private support. We leverage our federal funding to enrich the 

lives of the American people and advance our mission: “the increase and diffusion of 

knowledge.” 

The Smithsonian is a world leader in research and discovery, addressing today’s

relevant issues, and helping the American people understand our role in the world 

through the arts and humanities. We use cutting-edge technology to provide

unprecedented access to our treasures and inspire educators, students, and lifelong 

learners of all ages.

Through the current fiscal year, we will continue implementing our Strategic Plan

that focuses on five “Grand Challenges” and promotes interdisciplinary and Institutionwide collaboration. Accordingly, we are improving facilities maintenance and collections 

care to be better stewards of America’s treasures. We also continue to seek out new 

federal, state, and local partners to expand our reach. In addition, we will soon unveil a 

new Strategic Plan that places a greater emphasis on topics of vital public interest;

incorporates a creative and energetic focus on the arts throughout the Institution;

promotes diversity leadership to increase inclusion in our own museums and those 

throughout the country; emphasizes our global reach in programming and science;

increases digital access to our collections and research for the public; and refocuses

capital expenditures on crucial maintenance and revitalization of existing facilities.

The Smithsonian is large and diverse, encompassing art, history, science,

education, and culture. We have 19 museums, 21 libraries, nine research centers, the 

National Zoo, and 216 Affiliates in 46 states, Puerto Rico, and Panama. We are also open 

every day of the year, except Christmas Day. We have research and education facilities 

in eight states and the District of Columbia, and are involved in research in more than 140

countries. For the last full fiscal year, our museums had more than 29 million visits, and 

another 4.5 million people visited our traveling exhibitions. In addition, the magazines 

Smithsonian and Air and Space have a combined readership of more than eight million 

people. On television, the Smithsonian Channel is distributed by eight of the top nine 

cable TV operators and is available in 38 million households nationwide.
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Our collections total 156 million objects, including 145 million scientific 

specimens, 340,000 works of art, and two million library volumes. We also care for

156,000 cubic feet of archival material, 16,000 musical instruments, and more than 

2,000 live animals. We have the Star-Spangled Banner; Samuel Morse’s telegraph; 

Thomas Edison’s light bulb; the Hope Diamond; the Wright Flyer; one of Amelia 

Earhart’s planes; Louis Armstrong’s trumpet; labor leader Cesar Chavez’s jacket; the 

Lansdowne portrait of George Washington; the Congressional Gold Medal awarded to 

Japanese American World War II veterans; the Spirit of Tuskegee airplane; the camera 

John Glenn used on his historic first voyage into space; a wide array of Asian, African, 

and American art; the Apollo 11 command module, Columbia; and the space shuttle 

Discovery. We hold all these objects in trust for the American people and preserve 

these priceless national treasures for future generations to enjoy.

In 2016, our visitors enjoyed nearly 100 new exhibitions, including: E Mau Ke Ea: 

The Sovereign Hawaiian Nation at the National Museum of the American Indian; 

Unbound: Narrative Art of the Plains at the George Gustav Heye Center; Suspended 

Animation at the Hirshhorn Museum and Sculpture Garden; The Art of the Qur’an: 

Treasures from the Museum of Turkish and Islamic Arts at the Arthur M. Sackler 

Gallery; Outwin 2016: American Portraiture Today at the National Portrait Gallery; 

Senses of Time: Video- and Film-based Works of Africa at the National Museum of 

African Art; Trailblazing: 100 Years of Our National Parks at the National Postal 

Museum; the newly renovated and upgraded Boeing Milestones of Flight Hall at the 

National Air and Space Museum (NASM); Neil Armstrong’s lunar extravehicular gloves 

and helmet at NASM’s Udvar-Hazy Center; Mending Broken Hearts: Innovation Inside 

the Body at the National Museum of American History; Turtle Ocean, an art installation 

composed entirely of marine debris, at the National Museum of Natural History; By the 

People: Designing a Better America at Cooper Hewitt, Smithsonian Design Museum; 

Watch This! New Directions in the Art of the Moving Image at the Smithsonian American 

Art Museum; Visions and Revisions: Renwick Invitational 2016 at the Renwick Gallery; 

Garden Inspirations at the S. Dillon Ripley Center; Expanding the Legacy: New 

Collections on African American Art at the Archives of American Art; and the 11

breathtaking and thought-provoking permanent galleries that reside in our new 

Museum, the National Museum of African American History and Culture.

Digital technology allows us to reach new, diverse audiences more than ever 

before. In FY 2016, our websites attracted more than 134 million unique visitors. In social 

media, we currently have more than 11 million followers on Facebook and Twitter alone, 

with tens of thousands more engaging with us on other platforms. Our new podcast, 

Sidedoor, debuted in October, featuring behind-the-scenes stories from the Smithsonian’s 

museums, research centers, and world-renowned experts. The podcast has reached 

people in all 50 states and more than 146 countries, with more than 370,000 downloads

to date. On the interactive front, NASM’s GO FLIGHT digital experience debuted in July, 

featuring a giant digital wall display that invites visitors to explore the Museum’s stories 

and artifacts in person, as well as a mobile app that allows them to take a digital version 

of the Museum’s space flight collection home with them.
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For years, we have been digitizing our objects, specimens, archival materials, and 

library books. So far, our museums and libraries have created digital images for 2.5

million objects, specimens, and books, and electronic records for more than 29 million 

artifacts and items in the national collections. Our archives have created 3.9 million digital 

images, and now have electronic records and metadata for close to 120,000 cubic feet of 

archival material. Our Transcription Center, with 8,500 volunteers, has transcribed

286,000 pages of data. Furthermore, we have implemented rapid-capture digitization, a

cutting-edge, conveyor-belt technology to accelerate the digitization of our collections. 

This technique has established the Smithsonian as a leader in digitizing our nation’s 

intellectual capital and cultural heritage for future use. 

Thanks to the work of our Digitization Program Office, we are now leaders in the 

field of 3D scanning, allowing our treasures and specimens to be seen in an entirely new 

light. Our collection of 3D digitized Smithsonian objects, available online, features more 

than 50 items, including the lunar command module Columbia, Abraham Lincoln’s life 

mask, the Wright Flyer, fossil whales, a remnant of the Cas A supernova, and soon the 

space shuttle Discovery. With the Explorer tool offered on the website, users can connect 

with the Smithsonian’s collections in new and exciting ways, and can even create replicas 

of Smithsonian objects via 3D printers, for scientific research or use in the classroom. In 

addition, the Smithsonian team is currently developing a new 3D collection website that 

features updated content and functionality, most notably the ability to interact with 

Smithsonian collection objects using Virtual Reality applications. Also, building on the 

success of 3D scanning of iconic Smithsonian objects, the team is working on automating 

the 3D scanning pipeline so that hundreds of objects can be scanned in just weeks. In a 

recent pilot project, the Smithsonian team 3D scanned more than 100 paleobiology 

specimens in a two-week period. Along with these collection scanning pilot projects, the 

team is developing standards for storing and sharing 3D content, which can be used to 

create the first Smithsonian 3D database in non-proprietary formats, making this valuable 

scientific data accessible to future generations.

Another part of our mission for the “diffusion of knowledge” involves serving

millions of people annually, from preschoolers to senior citizens, with myriad 

educational offerings. We produce educational materials ranging from supplementary 

resources for all grade levels to science curricula for K–8 through our Smithsonian 

Science Education Center. More than 2,300 of these learning resources are tied to 

national standards and available online for free. Smithsonian speakers, traveling 

exhibitions and webinars, hosted by Smithsonian Affiliate museums, also bring 

Smithsonian educational offerings into many communities. Additionally, in FY 2016, the 

Smithsonian Institution Traveling Exhibition Service (SITES) took large and small 

exhibitions to museums and provided educational materials to schools and libraries for 

a total of 41 exhibitions in 760 communities and in all 50 states, the District of Columbia, 

Australia, Canada, Mexico, Panama, and Puerto Rico, reaching an audience of 4.5 

million people.

We have numerous dedicated education, learning, and discovery spaces in our 

museums, including centers at the National Museum of the American Indian, Smithsonian 

American Art Museum, and the National Postal Museum. Our research centers also have 
4

education spaces, such as those at the Smithsonian Tropical Research Institute, the 

Smithsonian Environmental Research Center, and the Smithsonian Marine Station at Fort 

Pierce, Florida. The Institution also serves the public appetite for education through the 

National Museum of American History’s Object Project, a 4,000-square-foot space in the 

Museum’s Innovation Wing, the National Museum of Natural History’s Q?rius, our 10,000-

square-foot science education center for teenagers, and the National Air and Space 

Museum’s various education spaces that are integrated into exhibits. Last November, the 

National Museum of the American Indian’s George Gustav Heye Center began

construction on its imagiNATIONS Activity Center. We continue to connect with young 

learners through the Hirshhorn’s ARTLAB+ program for teens and Cooper Hewitt’s 

Smithsonian Design Center in Harlem. Smithsonian Affiliates also provide unique 

Smithsonian educational experiences by hosting Spark!Lab — hands-on invention 

centers developed by the National Museum of American History.

In June 2016, the Smithsonian Center for Learning and Digital Access unveiled the 

Smithsonian Learning Lab, an online toolkit that enables people to find, customize, and 

share digital museum resources. The Learning Lab offers free digital access to more than 

a million diverse resources from across the Smithsonian, along with easy-to-use tools to 

organize, augment, and personalize these assets. The website is designed to support the 

learning needs of teachers and students in K–12 classrooms, higher education, and other 

blended learning environments. 

The Smithsonian’s facilities require consistent care and maintenance to enable us 

to serve our visitors. When it reopened to the public in November of 2015, the Renwick 

Gallery, home to the Smithsonian American Art Museum’s craft and decorative arts 

program, demonstrated how a comprehensive renovation can breathe new life into a 

building. The inaugural exhibition of gallery-sized installations, titled WONDER, was a 

huge success that garnered much favorable publicity for the gallery.

Our next major facilities capital project will be the renovation of the National Air and

Space Museum building. The 750,000-square-foot building, which opened in 1976, hosts 

six to seven million visitors each year and has welcomed more than 330 million people in 

the past 40 years. The constant flow of visitors has well exceeded original projections. 

Smithsonian Facilities staff teams have spent the past three years planning for and 

overseeing the design of this massive project, which will be the first major overhaul of the 

building’s infrastructure. This work is necessary to ensure that the building can continue to 

handle its large number of visitors and provide a suitable environment for the priceless 

artifacts.

The Smithsonian takes collections stewardship very seriously. Our collections are 

a vital national asset, and we are continually improving storage conditions and balancing 

the preservation of and access to these collections. In 2015, we completed our in-depth 

study of collections space needs and developed a blueprint for going forward. It is called

Securing the Future for Smithsonian Collections: Smithsonian Collections Space

Framework Plan. This plan helps guide our short- and long-term facilities capital, realestate, and collections-care project decisions, and provides cost-effective strategies for 

renovation and new construction.
5

The collections we maintain are a valuable resource for scientists from federal 

agencies such as the Departments of Agriculture and Defense, and the United States 

Geological Survey. We work with the White House’s Office of Science and Technology 

Policy to coordinate our efforts with federal agencies and avoid duplication of activities. 

Collections acquired a century or more ago are still being used today to address the 

effects of global change, the spread of invasive species, and the loss of biological 

diversity and its impact on interconnected ecosystems. Federal, state, and local 

authorities often look to our collections for answers during events such as flu epidemics, 

oil spills, volcanic eruptions, or aircraft downed by bird strikes. 

We leverage our strengths with our strategic national and international partners 

for a combined greater impact. Increasingly, that impact has been felt in the area of 

cultural heritage protection. In recent years, we joined recovery efforts following events 

such as the March 2015 attack on the Bardo National Museum in Tunisia, the April 2015 

earthquake in Nepal, and the ongoing destruction of cultural heritage in Syria and Iraq.

Congress recently established the Smithsonian as a member of the Coordinating 

Committee on International Cultural Property Protection, and directed the Institution to 

protect and preserve international cultural property that is threatened by armed conflict, 

political instability, or natural disasters. The Smithsonian moved quickly to implement 

the new law by working with the International Centre for the Study of the Preservation 

and Restoration of Cultural Property to co-host a month-long course called First Aid to 

Cultural Heritage in Times of Crisis. The course was conducted in June of 2016 and

equipped participants with the necessary skills and knowledge to respond quickly to

emergency situations.

These and other Smithsonian projects foster international collaboration and bring 

together governments, foundations, and the world’s leading thinkers and scientists. We 

bridge disciplines and borders, whether rescuing art from the rubble of damaged 

galleries and museums, helping to save endangered species, or inspiring tomorrow’s 

artists, scientists, and leaders. Far beyond museums or laboratory walls, our teams are 

making discoveries, preserving the past, and sharing insights with audiences of all 

ages. By working with governments and organizations around the world, we amplify our 

impact. Our method of cross-disciplinary collaboration gets results and produces a 

shared legacy of progress and discovery.

More specifically, our interest in helping develop Queen Elizabeth Olympic Park 

in East London, which we announced two years ago, has progressed. Last June, we 

announced our intention to enter into a groundbreaking collaboration with the Victoria 

and Albert Museum, through its future development, V&A East. The Boards of both the 

V&A and the Smithsonian authorized their respective leaders to sign a non-binding 

Letter of Intent to outline the plan and process for this collaboration. The primary activity 

will be a combined exhibition space to be jointly curated by Smithsonian and V&A staff 

members, as well as separate space for Smithsonian self-curated exhibitions. We 

expect the new building to open in 2022 and that it will help the Smithsonian expand our 

scope to reach new audiences without the need for federal funding.
6

Smithsonian scientists also work around the globe to help save endangered, 

vulnerable, and threatened species, such as: Asian elephants; Panamanian golden 

frogs; African kori bustards; Asian tigers; Przewalski’s horse; the African scimitarhorned oryx; coral reefs; North American black-footed ferrets; Cuban crocodiles; Asian 

clouded leopards; and giant pandas, such as the National Zoo’s Bei Bei, who celebrated 

his first birthday in August.

In today’s world of long-distance travel and new technologies, deadly viruses can 

reach around the globe in 24 hours, and nearly 75 percent of emerging pathogens in 

humans come from animals. With that in mind, the Smithsonian is a founding partner in

the USAID-funded Emerging Pandemic Threats Program, which helps public health 

officials avoid the next major pandemic. Veterinary scientists and pathologists from the 

National Zoo and the Smithsonian Conservation Biology Institute are conducting 

regional wildlife pathology workshops to train biologists and conservationists to 

recognize and identify the next global health threat in its initial stages. These actions, in 

turn, will prove vital to prevent pandemics from occurring.

The Smithsonian’s 500 staff scientists are also tackling other vital issues of the 

day, making important discoveries, and sharing them with the public. For example, 

scientists at the Harvard-based Smithsonian Astrophysical Observatory are continuing 

to explore the universe’s boundless mysteries, from carbon-based planets capable of 

supporting life at its earliest stages to a planet currently forming in an Earth-like orbit 

around a young star light years away from our own solar system.

Our cutting-edge work in genomics is making the Smithsonian a world leader in 

searching for answers to genome-scale questions about the animals, plants, and 

ecosystems of our planet. Our goal, along with our strategic partners, is to solve 

worldwide problems of biodiversity loss, disease transmission, and environmental 

degradation as well as train future generations of scientists and citizens to understand 

our natural world. The Smithsonian’s genomics initiative is built on a foundation of vast 

global research expertise, the world’s largest natural history collections, the most 

significant concentration of biodiversity scientists anywhere, and a long and trusted 

history of studying nature and accurately documenting our discoveries. 

The Smithsonian will build on the momentum of the climate change statement, 

symposium, and past efforts of the Living in the Anthropocene initiative, by developing 

a strategic Institution-wide response to climate change in four ways: by increasing 

knowledge of the human and natural environment through research, making research 

findings available to the public, protecting our collections, and operating our facilities 

and programs in a sustainable manner. 

With our international partners and worldwide reach, the Institution is particularly 

well connected to study biodiversity issues. The Smithsonian’s ForestGEO (Global 

Earth Observatories) network is a worldwide partnership of more than 95 institutions 

working to monitor the health of six million trees (including 10,000 species) on 63 plots 

in 24 countries. Our follow-up initiative, Tennenbaum Marine Observatories, or 

MarineGEO, seeks to replicate this success by assessing the health of coastal areas 
7

and the oceans at large, with the goal of determining how to manage these important 

resources. Last September, we opened the new Gamboa Laboratory at the 

Smithsonian Tropical Research Institute in Panama, which represents a $20 million 

investment on the part of the U.S. Government and private donors to support the 

Institution’s Grand Challenge of “Understanding and Sustaining a Biodiverse Planet.” 

The National Museum of Natural History (NMNH) is the leading partner in a 

global effort called the Encyclopedia of Life (EOL), an ambitious project to continue 

building a key repository of scientific information about virtually every form of life on 

Earth. The EOL is an online database with more than 1.9 million pages, and more than 

90,000 scientists use it for their work. Its financial, logistical, and research support 

comes from numerous partners, including the MacArthur and Sloan Foundations.

On a related note, the NMNH also houses the Consortium for the Barcode of 

Life, an international initiative devoted to developing DNA barcoding as a global 

standard for the identification of biological species. The technique uses a short DNA 

sequence from a standardized position in the genome as a molecular diagnostic 

marker for species identification. As the recognized U.S. leader in DNA barcoding, the 

Smithsonian seeks to increase its research and training capacity to better work with 

strategic partners in expanding the frontiers of knowledge in this exciting field. 

We can do all this thanks to more than 6,500 dedicated employees — awardwinning scientists and scholars, curators, researchers, historians, and experts in fields 

from astrophysics to zoology — and more than 6,300 on-site volunteers, more than 800

research Fellows, more than 900 research associates, nearly 1,800 interns, and 8,500

digital volunteers: brain power that benefits the Smithsonian and the world many times 

over. Because of their level of commitment, the Smithsonian was, for the seventh year in 

a row, ranked as one of the best places to work in the federal Government. 

Building on this legacy, with the continuing support of Congress, the 

Administration, our Board of Regents, and the American people, we will offer more 

opportunities to enlighten and engage the public in the future. A significant example is the 

new National Museum of African American History and Culture that opened to great 

acclaim in September of 2016. This important and beautiful Museum demonstrates the 

power of the Smithsonian to educate, inspire, and bring people together. 

I am honored to be a part of this great Institution that serves our nation and the 

world. Today, with its free museums, distinguished research and scholars, iconic 

American treasures, and a vast array of information accessible from its websites, the 

Smithsonian remains a resource of extraordinary value for the American people and the 

world. As such, the Smithsonian will continue to prove its worth as an investment in the 

future and a steward of our past.
8

SMITHSONIAN INSTITUTION

FY 2018 BUDGET REQUEST SUMMARY

Account

FY 2016 

Enacted

FY 2017

CR Level

FY 2018

Request

Salaries and Expenses 

Facilities Capital 

Total

$696,045,000

$144,198,000

$840,243,000

$694,722,000

$143,924,000

$838,646,000

$719,000,000

$228,000,000

$947,000,000

For fiscal year (FY) 2018, the Smithsonian’s request to fund operating expenses 

and revitalization of the Institution’s physical infrastructure is $947 million. The total 

amount includes $719 million for Salaries and Expenses (S&E) and $228 million for 

the Facilities Capital account. A detailed summary of the changes requested is 

provided in the table at the end of this section.

SALARIES AND EXPENSES

FIXED COSTS INCREASES

 Salaries and Related Costs (+$11,338,000) — This request funds a 1.9

percent pay raise for FY 2018, the annualization of pay in FY 2017, and an 

adjustment for Workers’ Compensation.

 Non-pay Fixed Items (+$7,406,000) — The Institution requests additional 

funding, largely for inflation-related increases in utilities, rent, software 

licenses, and other operating costs. Details are provided in the S&E section of 

this budget submission.

PROGRAM INCREASES

This budget request for FY 2018 places the programmatic increases into the 

broad categories of the Smithsonian’s Strategic Plan, thereby linking the funds directly 

to the Institution’s overall mission and the strategic goals of the Grand Challenges.

STRENGTHENING COLLECTIONS

 Collections Staffing (+$150,000) — Currently, the Institution has vacancies 

within our collections staff, impacting our ability to provide optimal care for 

collections. These vacancies hinder our ability to strengthen and share our

collections with diverse national and international audiences. This funding will 

allow the Smithsonian to supplement its collections management staffing in 

support of excellent research, and improve exhibitions and digitization of the 

nation’s vast collection of artifacts. 
9

MISSION ENABLING

 Facilities Maintenance (+$1,600,000) — The Smithsonian requests an increase 

of $1.6 million to support the facilities funding required to maintain the new 

National Museum of African American History and Culture (NMAAHC).

 Facilities Operations and Support (+$1,560,000) — The Institution requests an 

increase of $1.56 million to address priority operating and safety needs and to 

support the facilities funding required to operate NMAAHC.

 Security (+$6,540,000) — The Institution requests an increase of $6.54

million to address critical security needs. As the physical footprint of the 

Smithsonian has increased and as facilities are revitalized, the Institution’s 

security and law-enforcement needs have also grown. Additionally, the

Smithsonian wants to improve its ability to prepare for and respond quickly to 

shooter attacks. Consequently, the Institution requests an increase for 

security positions and additional contract security guards to continue full-time 

magnetometer screening and bag searches at the Institution’s most visited 

museums, including NMAAHC.

 Information Technology (IT) Security (+$350,000) — This funding request 

supports the upgrade and replacement of aging IT security infrastructure at the 

Smithsonian. The request includes funds for security monitoring, response, and 

assessment; and recurring funds to maintain and/or replace outdated and 

inadequate intrusion-detection systems.

 Human Resources Recruitment (+$150,000) — The Institution requests 

an increase of $150,000 for an additional recruitment specialist to meet the 

Smithsonian’s hiring goals, provide quality and timely advice and service to 

all units, minimize risks, and improve the recruiting hiring ratio and response 

time. The Office of Human Resources (OHR) is receiving more applications 

per vacancy announcement while the size of the OHR staff has been 

steadily shrinking. 

 Privacy Specialist (+$150,000) — The Institution is requesting $150,000 to 

hire a privacy specialist to mitigate the risk of unauthorized acquisition, use, 

or disclosure of personally identifiable information (PII), including credit card 

data and Social Security numbers. This position will enable the Institution to 

both investigate incidents and continue training to prevent security breaches, 

as well as develop methods to identify and respond to potential future data 

breaches of PII content.
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PROGRAM DECREASE

 Development Costs (-$4,966,000) — FY 2017 is the final year that the 

NMAAHC will use federal funds for planning and development strategies, to 

include fund raising, for support of Museum programs and research. In

FY 2018, these activities will be supported with non-federal funds. 

Therefore, the Smithsonian is realigning $4,966,000 to support other highpriority, Institutional requirements.

FACILITIES CAPITAL

The request for the Facilities Capital program ($228,000,000) is essential to

arrest the deterioration of some of the Smithsonian’s oldest and most visited buildings 

and maintain the current condition of other facilities through systematic renewal and 

repair. This amount will allow the Facilities Capital Program to address all of the top 

priority one projects ready to be fixed in FY 2018. 

For FY 2018, the requested funds will enable the Institution to begin the major 

renovation project at the National Air and Space Museum (NASM) and to complete the 

construction of the Dulles Collections Storage Module at the Udvar-Hazy Center, which 

is essential for the NASM renovation project to go forward ($100.0 million). The request 

will also continue major revitalization work at the National Museum of Natural History 

($22.0 million), the National Zoological Park ($26.05 million), and the National Museum 

of American History ($2.0 million). In addition, these funds will allow the Smithsonian to

perform critical revitalization work at the Cooper Hewitt, Smithsonian Design Museum 

($5.0 million); National Museum of the American Indian ($6.65 million); Hirshhorn 

Museum and Sculpture Garden ($2.0 million); Smithsonian Institution Building (Castle) 

($2.6 million); Smithsonian Tropical Research Institute ($1.9 million); Smithsonian 

Environmental Research Center ($4.0 million); Smithsonian Astrophysical Observatory 

($2.2 million); the Suitland Collections Facility ($10.1 million); and fire-alarm 

replacement across multiple facilities ($2.0 million). This budget request also provides 

for critical revitalization projects throughout the Institution, program support, and 

projects costing under $1 million each ($14.5 million). Furthermore, this request 

accounts for planning and design of future projects ($27.0 million). Details are provided 

in the Facilities Capital section of this budget request.
11

SMITHSONIAN INSTITUTION

FY 2018 BUDGET SUMMARY

BY APPROPRIATION ACCOUNT

SALARIES AND EXPENSES FTEs Amount

FY 2017 Continuing Resolution Level 4,200 $694,722,000

FIXED COSTS INCREASES 0 18,744,000

Salaries and Related Costs 0 11,338,000

Utilities, Rent, Communications, and Other 0 7,406,000

PROGRAM INCREASES 45 10,500,000

Strengthening Collections 1 150,000

Collections Manager 1 150,000

Mission Enabling 44 10,350,000

Facilities Maintenance 6 1,600,000

Facilities Operations and Support 14 1,560,000

Security 22 6,540,000

Information Technology Security 0 350,000

Management Operations 2 300,000

PROGRAM DECREASE (National Museum of African 

American History and Culture development operations)

-20 -4,966,000

Total FY 2018 Salaries and Expenses 4,225 $719,000,000
12

SMITHSONIAN INSTITUTION

FY 2018 BUDGET SUMMARY

BY APPROPRIATION ACCOUNT

FACILITIES CAPITAL FTEs Amount

FTEs in Base 48

Revitalization

National Air and Space Museum (NASM) 90,000,000

National Museum of Natural History 22,000,000

National Zoological Park 26,050,000

Cooper Hewitt, Smithsonian Design Museum 5,000,000

National Museum of the American Indian 6,650,000

Hirshhorn Museum and Sculpture Garden 2,000,000

Smithsonian Institution Building (Castle) 2,600,000

Smithsonian Tropical Research Institute 1,900,000

National Museum of American History 2,000,000

Smithsonian Environmental Research Center 4,000,000

Smithsonian Astrophysical Observatory 2,200,000

Suitland Collections Facility 10,100,000

Fire-Alarm Panel Replacement 2,000,000

Multiple Location Revitalization Projects 14,500,000

Facilities Planning and Design 27,000,000

Construction: NASM, Collections Storage 10,000,000

Total FY 2018 Facilities Capital 48 $228,000,000

FY 2018 REQUEST, ALL ACCOUNTS 4,273 $947,000,000
13

SMITHSONIAN INSTITUTION

SALARIES AND EXPENSES (S&E)

FY 2018 Required Request

FTEs Amount

FY 2017 Continuing Resolution Level 4,200 $694,722,000

Fixed Costs Increases

 Salaries and Related Costs 0 11,338,000

 Utilities, Postage, Rent, Communications, and Other 0 7,406,000

Total Fixed Costs Increases 18,744,000

Program Increases

Strengthening Collections

 Collections Manager 1 150,000

Mission Enabling

 Facilities Maintenance 6 1,600,000

 Facilities Operations and Support 14 1,560,000

 Security 22 6,540,000

 Information Technology Security 0 350,000

 Management Operations 2 300,000

Total Program Increases 45 10,500,000

Total Increases 45 29,244,000

Program Decrease

 National Museum of African American History and Culture -20 -4,966,000

Total Program Decrease -20 -4,966,000

Subtotal S&E 25 24,278,000

FY 2018 Total Salaries and Expenses 4,225 $719,000,000
FTE = Full-Time Equivalent

 Pay & 

Benefits 

 Rent & 

Utilities 

Page # FTEs $000 FTEs $000 FTEs $000 $000 $000 

MUSEUMS AND RESEARCH CENTERS

Unlocking the Mysteries of the Universe

35 National Air and Space Museum 151 19,209 151 19,172 151 19,693 521 0 

42 Smithsonian Astrophysical Observatory 99 24,141 99 24,095 99 24,450 350 5 

 Rent Escalation 5

47 Major Scientific Instrumentation 0 4,118 0 4,110 0 4,118 0 0 

 Inflation increase for instruments 

32 Universe Consortium 1 184 1 184 1 184 0 0 

Subtotal, Unlocking the Mysteries of the Universe 251 47,652 251 47,561 251 48,445 871 5 

Understanding and Sustaining a Biodiverse Planet

54 National Museum of Natural History 335 48,503 335 48,411 335 49,407 996 0 

63 National Zoological Park 208 26,382 208 26,332 208 26,864 532 0 

70 Smithsonian Environmental Research Center 32 3,956 32 3,948 32 4,193 245 0 

74 Smithsonian Tropical Research Institute 191 14,166 191 14,139 191 14,386 247 0 

32 Biodiversity Consortium 3 1,523 3 1,520 3 1,543 23 0 

Subtotal, Understanding a Biodiverse Planet 769 94,530 769 94,350 769 96,393 2,043 0 

Valuing World Cultures

83 Arthur M. Sackler Gallery/Freer Gallery of Art 45 6,111 45 6,099 45 6,228 129 0 

88 Center for Folklife and Cultural Heritage 17 2,581 17 2,576 17 3,178 72 230 

 Collections Storage and Festival costs 230 

94 Cooper Hewitt, Smithsonian Design Museum 36 4,810 36 4,801 36 4,897 76 20 

 Rent Escalation 20

98 Hirshhorn Museum and Sculpture Garden 37 4,414 37 4,253 37 4,344 79 12 

 Rent Escalation 12

104 National Museum of African Art 28 4,399 28 4,391 28 4,554 163 0 

32 World Culture Consortium 2 284 2 283 2 284 1 0 

Subtotal,Valuing World Cultures 165 22,599 165 22,403 165 23,485 520 262 

Understanding the American Experience

110 Anacostia Community Museum 19 2,252 19 2,248 19 2,336 88 0 

115 Archives of American Art 17 1,880 17 1,876 17 1,916 40 0 

119 National Museum of African American History & Culture 165 41,347 165 41,268 145 32,987 426 (3,741

 Unit Rent to Central Rent (3,741

 Development Staff to Trust funds 

131 National Museum of American History, Behring Center 163 22,697 163 22,654 164 23,776 722 250 

 Collections Staffing 

 Collections Storage 250

142 National Museum of the American Indian 216 31,726 216 31,666 216 32,235 569 0 

146 National Portrait Gallery 56 6,200 56 6,188 56 6,382 176 18 

 Rent Escalation 18

153 National Postal Museum 6 1,109 6 1,107 6 1,126 18 1 

 Rent Escalation 1

157 Smithsonian American Art Museum 89 9,723 89 9,705 89 9,958 253 0 

32 American Experience Consortium 4 595 4 594 4 601 7 0 

Subtotal, Understanding the American Experience 735 117,529 735 117,306 716 111,317 2,299 (3,472

Total for Museums and Research Centers 1,920 282,310 1,920 281,620 1,901 279,640 5,733 (3,205

14

(FY 20 Request Full Year CR

SMITHSONIAN INSTITUTION

Salaries and Expenses

Unit Detail of the FY 2016 Enacted, FY 2017 Full-Year CR and the FY 2018 Request

($s in Thousands)

FY 2016

Enacted/Adjusted

FY 2017 FY 2018 ANALYS
FTE = Full-Time Equivalent

 Pay & 

Benefits 

 Rent & 

Utilities 

Page # FTEs $000 FTEs $000 FTEs $000 $000 $000 

(FY 20 Request Full Year CR

SMITHSONIAN INSTITUTION

Salaries and Expenses

Unit Detail of the FY 2016 Enacted, FY 2017 Full-Year CR and the FY 2018 Request

($s in Thousands)

FY 2016

Enacted/Adjusted

FY 2017 FY 2018 ANALYS

MISSION ENABLING

Program Support and Outreach

164 Outreach 64 9,045 64 9,028 64 9,284 256 0 

169 Communications 22 2,594 22 2,589 22 2,644 55 0 

172 Institution-wide Programs 0 13,284 0 13,259 0 13,284 0 0 

 Inflation to Institution-wide pools 

179 Smithsonian Exhibits 28 3,009 28 3,018 28 3,143 125 0 

182 Museum Support Center 18 1,866 18 1,862 18 1,891 29 0 

184 Museum Conservation Institute 22 3,277 22 3,271 22 3,337 66 0 

190 Smithsonian Institution Archives 20 2,253 20 2,264 20 2,406 142 0 

192 Smithsonian Libraries 86 10,654 86 10,634 86 11,150 216 0 

 Subscriptions inflation 

Subtotal, Program Support and Outreach 260 45,982 260 45,925 260 47,139 889 0 

196 Office of the Chief Information Officer 95 50,462 95 50,408 95 52,546 434 0 

 Communications Fixed Costs 

 IT Security 

199 Administration 181 34,773 181 34,803 183 35,545 382 0 

 Audit Costs 

 Management Operations: Human Resources Office 

 Management Operations: Privacy Office 

204 Office of the Inspector General 24 3,451 24 3,444 24 3,512 68 0 

Facilities Services

206 Facilities Maintenance 395 73,877 395 73,737 401 76,568 1,231 0 

 NMAAHC Maintenance 

210 Facilities Operations, Security, and Support 1,325 205,190 1,325 204,785 1,361 224,050 2,601 8,564 

 Central Utilities 924

 Central Rent 7,640

 Facilities Operations 

 Security Requirements 

Subtotal, Facilities Services 1,720 279,067 1,720 278,522 1,762 300,618 3,832 8,564 

Total for Mission Enabling 2,280 413,735 2,280 413,102 2,324 439,360 5,605 8,564 

GRAND TOTAL, SMITHSONIAN INSTITUTION 4,200 696,045 4,200 694,722 4,225 719,000 11,338 5,359 

15
16

SALARIES AND EXPENSES

FY 2016 Enacted 696,045,000

FY 2017 Continuing Resolution Level 694,722,000

FY 2018 Request 719,000,000

For FY 2018, the Institution requests $719.0 million in the Salaries and 

Expenses (S&E) account. Approximately 77 percent of the increase is attributable to 

fixed costs for sustaining base operations (e.g., pay, rent, utilities), and the remainder 

is for high-priority requirements throughout the Institution.

FIXED COSTS

SALARY AND PAY-RELATED COSTS (+$11,338,000) — The Institution 

requests an increase of $11.338 million for higher salary and pay-related costs. The 

request funds the proposed 1.9 percent pay raise in January 2018, the annualization 

of the enacted January 2017 pay raise, and a decrease in Workers’ Compensation 

costs, as follows:

Salary and Related Costs: Request

 January 2018 pay raise (3/4 year at 1.9%) 8,431,000

 Annualization of 2017 pay raise (1/4 year at 2.88%) 3,334,000

 Workers’ Compensation -427,000

Total $11,338,000

 Proposed January 2018 Pay Raise of 1.9 percent (+$8,431,000) — This 

provides for a proposed 1.9 percent pay raise in January 2018 for three-quarters 

of a year. 

 Annualization of the January 2017 Pay Raise of 2.88 percent (+$3,334,000) —

This increase funds the annualization of the enacted 2.88 percent pay raise in 

January 2017 for the first quarter of FY 2018. 

 Workers’ Compensation (-$427,000) — This request supports the provisions 

of Section 8147(b) of Title 5, United States Code. The Workers’ Compensation 

for FY 2017 is $3,151,000, based on a Department of Labor (DOL) invoice for 

costs incurred from July 1, 2014 through June 30, 2015. This represents a 

decrease of -$296,000 from the prior-year cost of $3,447,000 payable in 

FY 2017; and the FY 2018 bill is $3,020,000, based on a DOL invoice for costs 

incurred from July 1, 2015 through June 30, 2016. This represents a decrease 

of -$131,000 from the prior-year cost of $3,151,000 payable in FY 2018. The 

total decrease is -$427,000 for Workers’ Compensation costs.
17

FY 2018 Increased Pay Costs (Dollars in Thousands)

Line Item

FY 2017 

Annualized

FY 2018 Pay 

Increase

FY 2018 Total 

Pay 

National Air and Space Museum 139 382 521

Smithsonian Astrophysical Observatory 109 241 350

National Museum of Natural History 320 676 996

National Zoological Park 168 364 532

Smithsonian Environmental Research Center 31 214 245

Smithsonian Tropical Research Institute 78 169 247

Biodiversity — Consortium 7 16 23

Arthur M. Sackler Gallery/Freer Gallery of Art 41 88 129

Center for Folklife and Cultural Heritage 22 50 72

Cooper Hewitt, Smithsonian Design Museum 23 53 76

Hirshhorn Museum and Sculpture Garden 23 56 79

National Museum of African Art 33 130 163

World Culture — Consortium 0 1 1

Anacostia Community Museum 14 74 88

Archives of American Art 12 28 40

National Museum of African American History and Culture 125 301 426

National Museum of American History, Behring Center 156 566 722

National Postal Museum 6 12 18

National Museum of the American Indian 179 390 569

National Portrait Gallery 42 134 176

Smithsonian American Art Museum 67 186 253

American Experience — Consortium 2 5 7

Outreach 60 196 256

Communications 19 36 55

Museum Support Center 9 20 29

Museum Conservation Institute 21 45 66

Smithsonian Institution Archives 18 124 142

Smithsonian Libraries 69 147 216

Smithsonian Exhibits 22 103 125

Office of the Chief Information Officer 127 307 434

Administration 188 621 809

Inspector General 22 46 68

Facilities Maintenance 373 858 1231

Facilities Operations, Security, and Support 809 1792 2601

Subtotal, Pay Costs $3,334 $8,431 $11,765

Workers’ Compensation 0 -427 -427

Total, Pay-Related Costs $3,334 $8,004 $11,338
18

UTILITIES, POSTAGE, RENT, COMMUNICATIONS, AND OTHER 

FIXED COSTS (+$7,406,000) — For FY 2018, the Institution requests an

increase of $7,406,000 for utilities, postage, rent, communications, and other fixedcost accounts, as detailed in the chart below. The requested increase reflects 

consumption and rate changes in the utilities accounts, inflationary increases, and

program needs in rent accounts. In addition, the increases for Communications and 

Other Support are requested to provide for fixed software licensing and maintenance

costs, inflationary increases for library subscriptions, and to meet compliance

requirements.

The following table displays the FY 2017 and FY 2018 estimates. The details

that follow address the specific changes affecting the FY 2018 accounts.

Federal Utilities, Postage, Rent, Communications, 

and Other Fixed Costs

FYs 2017–2018

(Dollars in Thousands)

FY 2017

Estimate

FY 2018

Estimate Change

Utilities:

Electricity 20,403 21,536 1,133

Chilled Water 6,614 2,947 -3,667

Steam 7,749 8,180 431

Natural Gas 3,211 3,088 -123

DC Gov’t Water/Sewer 3,222 6,292 3,070

Other Water and Fuel Oil 1,151 1,231 80

Subtotal, Utilities 42,350 43,274 924

Postage 1,511 1,511 0

Motor Fuel 370 370 0

Rental Space:

Central 32,350 39,990 7,640

Unit 8,296 5,091 -3,205

Subtotal, Rent 40,646 45,081 4,435

Communications 18,178 19,532 1,354

Other Support 2,527 3,220 693

Total $105,582 $112,988 $7,406
19

UTILITIES (+$924,000) — Justified here, but included in the Facilities Operations, 

Security, and Support line item, is a requested increase to cover the costs of energy 

and water. The request includes the following:

 Electricity (+$1,133,000) — Electricity is used to operate the Smithsonian’s large 

infrastructure. The major use of electricity is for air-conditioning that provides 

essential climate control to protect the priceless national collections as well as 

ensure the comfort of visitors and staff. The request covers anticipated cost 

increases in FY 2018 for current services for all accounts (+$899,000) and a 

downward adjustment for lower-than-projected rate increases in FY 2017

(-$1,118,000). The request funds the anticipated surcharges by the Potomac 

Electric Power Company to recover costs of the DC PLUG initiative to place the 

District of Columbia’s power lines underground (+$387,000). The request also 

funds increased electricity costs incurred from new and renovated facilities at the 

Smithsonian’s Tropical Research Institute (STRI) and the Environmental Research 

Center (+$508,000). In addition, the request funds the cost of electricity at the new 

Udvar-Hazy Dulles Collections Storage Module 1 and the recently opened 

National Museum of African American History and Culture (+$233,000), as well as 

decreased reimbursements due to the closure of the National Museum of Natural 

History’s IMAX theater for 12 months while construction is ongoing (+$204,000).

 Chilled Water (-$3,667,000) — Chilled water costs represent both the annual 

cost of the fixed, 15-year debt service for the joint project between the General 

Services Administration (GSA) and the Smithsonian to supply chilled water from 

GSA’s central plant to the Smithsonian’s south Mall facilities, and the variable 

cost for actual chilled water usage. The net decrease reflects the return of the 

annual debt service funding (-$4,279,000) as a result of the final payment in 

FY 2017, which was offset by a rate increase of 2.4 percent in FY 2018

(+$94,000) and higher-than-expected rate increases and usage (+$525,000), as 

well as anticipated increased reimbursements in FY 2018 (-$7,000).

 Steam (+$431,000) — The Smithsonian uses steam for heating and 

humidification, and to produce hot water for facilities on the Mall and in New York 

City. The requested increase covers escalation as stipulated in Energy Savings 

Performance Contracts (ESPCs) (+$85,000), increased usage at the National 

Museum of American History due to the restoration of HVAC systems 

(+$233,000), and decreased reimbursements due to the closure of the National 

Museum of Natural History’s IMAX theater for 12 months of ongoing construction

and lower-than-expected reimbursable usage (+$113,000).

 Natural Gas (-$123,000) — The Smithsonian uses natural gas and propane for 

heating and generating steam. The net decrease covers cost increases for rates 

and usage in FY 2018 (+$119,000) and a downward adjustment for lower-thanprojected rate increases (-$394,000). The request also funds the cost of natural gas 

at the new Udvar-Hazy Dulles Collections Storage Module 1 and the recently 

opened National Museum of African American History and Culture (+$152,000).
20

 DC Water and Sewer (+$3,070,000) — Funds cover the costs of both water and 

sewer services provided by the District of Columbia Water and Sewer Authority 

(DCWSA). The net increase includes rate and billing adjustments transmitted by 

DCWSA to the Smithsonian (+$3,124,000), as well as anticipated increased 

reimbursements in FY 2018 (-$54,000).

 Other Water and Fuel Oil (+$80,000) — Funds provide water service for facilities 

outside of Washington, DC, and fuel oil used in dual-fuel boilers and generators 

for emergency power. The request covers anticipated cost increases in FY 2018 

for current services for all water usage (+$146,000) and a downward adjustment 

for lower-than-projected rate increases (-$10,000). The net increase for fuel 

covers cost increases for rates and usage in FY 2018 (+$78,000) and a 

downward adjustment for lower-than-projected rate increases (-$134,000).

POSTAGE — Funds provide for all official domestic and international mail services. 

No increases are requested for postage in FY 2018. 

MOTOR FUEL — Funds provide for motor fuel that powers the Smithsonian’s 

motor vehicle fleet and scientific research vessels. No increases are requested for 

motor fuel in FY 2018.

RENTAL SPACE (+$4,435,000) — Funds provide for the long-term rental of 

office, collections and warehouse storage, and laboratory space. For FY 2018, the 

Smithsonian requests an increase of $7,640,000 for centrally-funded lease 

requirements and a decrease of -$3,205,000 for unit-funded, programmatic lease 

requirements, as follows:

 Central Rent (+$7,640,000) — Justified here, but included in the Facilities 

Operations, Security, and Support line item, are increases needed to support 

leased office and storage space, as follows:

Transfer from Unit Rent (+$3,741,000) — This transfers the National Museum 

of African American History and Culture rent funds to the Central Rent Account 

for leased space at Capital Gallery.

Escalation (+$3,149,000) — This request funds annual rent increases in 

accordance with the terms of current lease contracts, and lease-related services. 

Among the contracts, the annual escalation rate for base rent averages three

percent, and operating and real-estate taxes are each projected to increase at 

four percent above FY 2016 estimates.

Additional Base Rent (+$750,000) — This request funds additional leased office

and collections storage space for the National Portrait Gallery and Smithsonian 

American Art Museum at the Victor Building, which is located at 750 9th Street, 

NW, Washington, DC. The additional space is required to accommodate collection 

staffing needs and to properly care for and store the national collections.
21

 Unit Rent (-$3,205,000) — Justified here, but included in the following museums’ 

line items, are unit-funded rent increases needed to support Smithsonian 

programs. The increases are as follows:

Transfer to Central Rent (-$3,741,000) — This transfers the National Museum 

of African American History and Culture rent funds to the Central Rent Account 

for leased space at Capital Gallery.

Escalation (+$56,000) — Provides funding for the annual escalation of 

contractual lease costs and lease-related services. The requested increase 

supports leased space occupied by Cooper Hewitt, Smithsonian Design Museum 

(+$20,000); Hirshhorn Museum and Sculpture Garden (+$12,000); Smithsonian 

Astrophysical Observatory (+$5,000); National Postal Museum (+$1,000); and 

the National Portrait Gallery (+$18,000). 

Center for Folklife and Cultural Heritage (+$230,000) — This increase 

provides base rent funds for approximately 5,000 square feet of leased 

collections storage space to house audio and video collections in an 

environmentally controlled space. Currently, the collections are housed in 

substandard environmental conditions that put them at risk from deterioration. 

The requested funds will ensure long-term preservation of these irreplaceable 

recordings for future generations.

National Museum of American History (+$250,000) — This increase provides 

base rent funds for approximately 5,000 square feet of leased collections storage 

space to protect and preserve the large, heavy, industrial artifacts that are 

returning to the Smithsonian from the National Museum of Industrial History in 

Pennsylvania.

COMMUNICATIONS (+$1,354,000) — The communications base budget 

supports the operations of the Institution’s voice and data telecommunications 

infrastructure. The requested increase covers the higher cost of software and 

hardware maintenance fees for existing investments, and the expansion of central 

storage and backup systems used to house, manage, and protect the rapidly 

growing number of digitized collections assets. 

The requested increase (+$1,354,000) supports: the Enterprise Resource 

Planning architecture; RedHat/Linux enterprise platforms; business analytics 

software; a software distribution system for Macs; SharePoint administration; an 

employee safety system; the Institution’s Facilities Management system; Wi-Fi

maintenance at the new National Museum of African American History and Culture; 

and the personnel records management system. The requested increases will 

enable systems to stay current and cover rising annual maintenance and operating 

costs, cover the costs of the upgraded Internet2 connection that allows the 

exchange of large datasets with external collaborators and sharing of high-resolution 

images and 3D models (needed for scientific research), and covers the annual 
22

recurring cost of a high-speed network connection to the new STRI lab in Gamboa, 

Panama.

OTHER SUPPORT (+$693,000) — An additional $693,000 is requested to offset 

the effects of inflation and to cover other fixed costs. The Smithsonian Libraries

requires additional funding to adequately address inflationary increases in library 

subscriptions (+$300,000). This increase will enable the Libraries to cover the 

extraordinary inflation costs of purchasing journals and electronic databases, which 

are critical to support the Institution’s many research programs and scientists.

The Institution also requests an increase of $300,000 to support the 

Smithsonian Folklife Festival’s compliance with regulations instituted by the National 

Park Service in its management of the turf on the National Mall, which strictly limit 

how the Festival can use this high-visibility space. 

In addition, the Smithsonian requests an increase of $60,000 to fund the

inflationary costs of the Institution-wide personal property audits, and to pay the fees 

associated with processing local vouchers through the federal travel-management 

system (Concur). The Institution also requests $33,000 to cover inflationary 

increases in the Institution-wide pool funds and for the Major Scientific 

Instrumentation program.
23

SUMMARY OF S&E PROGRAM CHANGES

FY 2017 

CR Level 

Base 

FY 2018

Program

Changes

FY 2018 

Fixed 

Costs 

FY 2018 

Total 

Excellent Research 87,760 +2,682 90,442

Broadening Access 79,933 +2,728 82,661

Revitalizing Education 17,138 +1,044 18,182

Strengthening Collections 75,646 +150 +1,976 77,772

Mission Enabling 434,245 +5,384 +10,314 449,943

 Facilities Maintenance 73,737 +1,600 +1,231 76,568

 Facilities Operations Support 148,297 +1,560 +6,320 156,177

 Security 68,699 +6,540 +1,480 76,719

 IT Security 65,873 +350 -231 65,992

 Management Operations 72,673 +300 +1,514 74,487

 Ensuring Financial Strength 4,966 -4,966 0 0

o National Museum of African 

American History and 

Culture development costs

Total S&E Program Changes $694,722 +$5,534 +$18,744 $719,000

Note: For a complete list of program categories, see page 31
24

EXCELLENT RESEARCH 

The Smithsonian’s Strategic Plan articulates Grand Challenges that provide an 

overarching strategic framework for Smithsonian programs and operations. The five

Grand Challenges are:

 Unlocking the Mysteries of the Universe

 Understanding and Sustaining a Biodiverse Planet

 Valuing World Cultures

 Understanding the American Experience

 Magnifying the Transformative Power of Arts and Design

Meeting these Grand Challenges will allow the Smithsonian to integrate the 

work of many disciplines within its museums and research centers, as well as broaden 

the Institution’s external collaborations. The challenges are grounded in research and 

emphasize complementary education and outreach programs. Together, they will 

continue to influence how the Smithsonian directs its resources and focuses its 

energies for maximum effectiveness to serve the public. 

BROADENING ACCESS

New tools and technologies will exponentially broaden our access worldwide. 

The nation’s growing diversity challenges us to reach new audiences and ensure that 

Smithsonian collections, exhibitions, and outreach programs speak to all Americans. 

We also work to provide a welcoming and informative experience for visitors who come 

from around the world. To accomplish this, we will leverage the power of technology,

using new media and social networking tools to deliver information in customized ways 

and bring our resources to those who cannot visit our facilities in person. Digitizing the 

collections and making them accessible online are major institutional priorities, as is 

exploring next-generation technologies. 

The Smithsonian has implemented the first-ever Institution-wide digitization 

strategic plan that includes developing the framework of digitization policies; making

assessments to account for the state and progress of digitization; and clarifying 

digitization priorities to guide resource allocation and planning. In addition, the 

Smithsonian has strategically invested in creating a standard mass-digitization process 

that enables replicable, cost-effective, and high-quality digitization for all Smithsonian 

priority collections. In FY 2018, the Institution will continue to digitize more of the 

national collections and make them more accessible. However, no additional resources 

are requested in this FY 2018 budget submission.

REVITALIZING EDUCATION

The Smithsonian will continue to provide authentic and inspiring Science, 

Technology, Engineering, and Mathematics (STEM) experiences for teachers and 

students by drawing on the scientific and engineering assets of the Federal 
25

government. In particular, the Smithsonian will advance STEM goals by serving as a 

conduit between federal mission agencies and other non-profit organizations —

including the Smithsonian’s 216 Affiliate museums. The Institution will build and 

support learning communities which include educators in schools and informal 

learning settings; assist with the identification of curricula in various modalities; and 

work with partners to identify, develop, and disseminate STEM engagement materials 

and experiences. The STEM initiative will also advance professional development 

opportunities that incorporate next-generation science standards and align with 

individual state education standards. 

In FY 2018, the Smithsonian will continue to work with federal agencies offering 

STEM programs so that the Institution can identify and disseminate content that takes 

advantage of each agency’s unique assets; create complementary materials and avoid 

duplication of effort; and share a centralized portal for the broad dissemination of our 

educational offerings. However, no additional resources are requested in this FY 2018

budget submission.

STRENGTHENING COLLECTIONS

Collections stewardship remains a key component and core priority of the 

Smithsonian’s Strategic Plan. Assembled throughout the Institution’s history, 

Smithsonian collections are fundamental to carrying out the Institution’s mission and 

supporting the Grand Challenges, serving as the intellectual base for scholarship, 

exhibition, and education. As recognized by the America COMPETES Reauthorization 

Act of 2010, the proper management, documentation, preservation, and accessibility 

of collections are critical to the nation’s research and education infrastructure, and to 

enable researchers to address the significant challenges our country faces.

Collections stewardship — the systematic development, documentation, 

management, preservation, and use of collections — is not a single process or 

procedure but a series of components which are interwoven, interdependent, and 

ongoing. The condition of facilities housing collections, the quality of storage and 

preservation, and the ability to document collections in manual and digital formats 

directly affect the Smithsonian’s ability to make collections available to scholars and 

the general public worldwide. Because collections stewardship is fundamental to the 

Smithsonian’s mission, there is a vital need to accomplish basic collections 

management activities for the accountability, preservation, storage, digitization, and 

accessibility of the collections. The Institution must also substantially improve its 

collections scholarship and management to ensure that our vast collections are 

properly exhibited and interpreted for the Smithsonian’s worldwide audiences, 

including the scientific community. 

Collections Management (+$150,000 and +1 FTE): Several recent Inspector 

General collections stewardship audit reports have identified a critical need to fill highpriority positions to care for and preserve collections, including ensuring full inventory 

control over collections, providing proper preservation of collections at risk, and 

supporting a robust digitization program to make collections available online to 
26

national and international communities. The FY 2018 request includes one collections 

manager for the National Museum of American History (+$150,000, +1 FTE).

Additional details are included in the Museum’s unit narrative.

MISSION ENABLING

As Smithsonian senior leadership deliberates on how best to use our vast 

resources for the public good, the Institution must also include strategies on how to 

support those resources — both physical and human. The backbone of the 

Smithsonian must remain a dedicated workforce of employees and volunteers with 

21st century skills and perspectives. Strong, responsive support services — such as 

collections stewardship, facilities management, security support, and management

operations — are essential to accomplish the Smithsonian’s mission. The following 

increases support our newest Museum, the National Museum of African American 

History and Culture; increase security support at our high-risk museums; upgrade and 

replace aging information technology (IT) security infrastructure; and fund required 

management operations.

Category FY 2018 Program

Changes ($000s) 

FY 2018 FTEs

Changes

MISSION ENABLING

 Facilities Maintenance +1,600 +6

 Facilities Operations and Support +1,560 +14

 Museum Security +6,540 +22

 IT Security +350 0

 Management Operations +300 +2

 Ensuring Financial Strength -4,966 -20

Total Increases +$5,384 +24

Facilities Maintenance — Base: ($73,737,000); FY 2018 Increase: (+$1,600,000,

+6 FTEs)

For FY 2018, the Smithsonian requests an increase of $1,600,000 and 6

FTEs to enable its maintenance program to continue the work of stabilizing and 

standardizing the overall condition of Institution facilities. The increase will complete 

the funding of facilities and security operations for the National Museum of African 

American History and Culture (NMAAHC). This increase provides a minimal level of 

preventive maintenance and building system reliability for the new Museum to 

ensure that proper environmental conditions are maintained for collections and 

public expectations are met. Additional details are included in the Facilities 

Maintenance section of this budget request.
27

Facilities Operations and Support — Base: ($148,297,000); FY 2018 Increase: 

(+$1,560,000, +14 FTEs)

For FY 2018, the Smithsonian requests an increase of $1,560,000 and 14

FTEs to address high-priority operating and safety requirements. The increase will 

fund high-priority needs to complete funding of facilities operations for the National 

Museum of African American History and Culture (NMAAHC). This request reflects the 

fact that the facilities operations budget has remained steady in recent years, losing 

ground to inflationary pressures and, at the same time, the Smithsonian’s operations 

and physical footprint have grown, creating additional requirements. Accordingly, this 

budget request includes funds to hire additional building service workers and 

supervisors for the new Museum. Additional details are included in the Facilities 

Operations, Security, and Support narrative of this budget request.

Security — Base: ($68,699,000); FY 2018 Increase: (+$6,540,000, +22 FTEs)

As the physical footprint of the Smithsonian has increased and facilities are 

revitalized, the Institution’s security and law-enforcement needs have also grown. To 

evaluate the effectiveness of existing security resources versus the current 

requirements, the Smithsonian conducted a phased security staffing analysis for 

each of its major facilities. The facility analyses confirmed that the Smithsonian 

needs to fill its currently vacant security positions and also add contract staff to 

provide a higher level of security around building perimeters, including visitor 

screening, as well as in interior public spaces such as galleries.

Consequently, the Institution requests $6,540,000 for security positions and 

for additional contract security guards so the Smithsonian can continue full-time 

magnetometer screening and bag searches, and to provide additional security in 

galleries and other public spaces. These actions will address needs at the 

Smithsonian’s highest risk facilities, which are the National Museum of African 

American History and Culture, National Museum of American History, National 

Museum of Natural History, National Air and Space Museum, and the National 

Museum of the American Indian. Additional details are included in the Facilities 

Operations, Security, and Support narrative of this budget request.

Information Technology (IT) Security — Base: ($65,873,000); FY 2018 Increase: 

(+$350,000) 

This funding request (+$350,000) supports the upgrade and replacement of 

aging IT security infrastructure at the Smithsonian. The request includes funds for 

security monitoring, response, and assessment; and recurring funds to maintain 

and/or replace outdated and inadequate intrusion-detection systems. Additional 

details are included in the Office of the Chief Information Officer narrative of this 

budget request.
28

Management Operations — Base: ($72,673,000); FY 2018 Increase: (+$300,000,

+2 FTEs)

The following chart summarizes the requested requirements:

Category

FY 2018

Increases

$000s

FY 2018

Increases

FTEs

Human Resources Recruitment +150 +1

Privacy Specialist +150 +1

Total Increase +$300 +2

 Human Resources Recruitment (+$150,000, +1 FTE) — The Institution is 

requesting an increase of $150,000 for a recruiting specialist to meet the 

Smithsonian’s hiring timeliness goals, provide quality and time-sensitive advice 

and service to all units, minimize risks, and improve the recruiting and hiring 

ratio and response time. The Office of Human Resources (OHR) has seen a

steady increase in the number of applications being received per vacancy 

announcement, while the size of the OHR staff has been steadily shrinking. In 

addition, the new OHR recruitment specialist will enable the Institution to fully 

engage and collaborate with units to address the challenges of increasing 

diversity in the Smithsonian’s workforce. Additional details are included in the 

Administration narrative of this budget request.

 Privacy Specialist (+$150,000, +1 FTE) — The Institution is requesting an 

increase of $150,000 to hire a privacy specialist to support the Smithsonian 

community. In pursuit of its mission, the Smithsonian collects, uses, and 

disseminates personally identifiable information (PII), including credit card data 

and Social Security numbers, from employees, volunteers, interns, Fellows, 

research associates, contractors, patrons, donors, and physical and virtual visitors 

via hundreds of websites and at physical locations around the world. The privacy 

specialist will support the further development and implementation of strategies to 

mitigate the risks inherent in the collection, use, and dissemination of that PII. The 

addition of a privacy specialist will also further enable the Institution to investigate 

incidents and support initiatives to prevent breaches, as well as respond to future 

incidents involving PII. Additional details are included in the Administrative 

narrative of this budget request.

Ensuring Financial Strength — (Base: $4,966,000; FY 2018 Decrease (-$4,966,000,

-20 FTEs)

 FY 2017 is the final year that the NMAAHC will use federal funds for planning and 

development strategies, to include fund raising, for support of Museum programs 

and research. In FY 2018, these activities will be supported with non-federal 

funds. Therefore, the Smithsonian is realigning $4,966,000 to support other highpriority, Institutional requirements.
29

NO-YEAR FUNDING — The following table provides the Salaries and 

Expenses (S&E) requests for No-Year Funding in FYs 2017 and 2018. The National 

Museum of African American History and Culture is funded with two-year S&E 

resources beginning in FY 2018. The small increases in the other no-year accounts

are to fund the pay raise increase in the National Museum of Natural History’s 

Repatriation Program and inflationary increases in the other programs.

No-Year Funding Request

(Dollars in Thousands)

Salaries and Expenses FY 2017 

CR level

FY 2018

Request

Change from 

FY 2017

No-Year Funds

National Museum of African 

American History and Culture * 41,268 0 -41,268

National Museum of Natural History

 Exhibition Reinstallation 952 954 +2

 Repatriation Program 1,377 1,401 +24

Major Scientific Instrumentation 4,110 4,118 +8

Collections Acquisition 434 435 +1

Total, No-Year Funds $48,141 $6,908 -$41,233

* The National Museum of African American History and Culture converts from no-year to two-year funding.

OBJECT-CLASS FUNDING — The following table provides an object-class 

breakout of resources for the Salaries and Expenses account.

Object-Class Request

(Dollars in Millions)

Salaries and Expenses FY 2017

CR level

FY 2018 Request Change 

from FY 

2017

Salaries and Benefits 434 448 +14

Travel and Transportation 6 6 0

Rent, Utilities, Communications, 

and Other 94 100 +6

Other Services 121 125 +4

Supplies and Materials 16 16 0

Equipment 18 18 0

Land and Structures 6 6 0

Total, Object-Class Funds $695 $719 +$24
30

FEDERAL RESOURCE SUMMARY BY PERFORMANCE OBJECTIVE

AND PROGRAM CATEGORY

The Smithsonian has developed its FY 2018 budget request by reviewing all 

resources, both base amounts and identified increases or decreases, in relation to the 

Institution’s performance plan and overall Strategic Plan. 

The Institution’s program performance goals and objectives are aligned with the 

program categories used in the federal budget and the Institution’s financial accounting 

system. This enables the Institution to more clearly demonstrate the relationship 

between dollars budgeted and results achieved.

The table below summarizes the request by program category and details the pay 

increases and program changes. The table on the following page summarizes the 

Institution’s FY 2017 and FY 2018 Salaries and Expenses estimates and the proposed 

changes by strategic goal, performance objective, and program category. 

FY 2018 Budget

Federal Resources by Program Category

Salaries and Expenses ($s in 000s)

FTEs $000 FTEs $000 FTEs $000

Excellent Research 555 87,760 555 90,442 0 2,682 1,804 0 310 568 2,682

Broadening Access 546 79,933 545 82,661 -1 2,728 1,577 0 306 845 2,728

Revitalizing Education 150 17,138 152 18,182 2 1,044 822 0 0 222 1,044

Strengthening Collections 524 75,646 524 77,772 0 2,126 1,649 283 13 181 2,126

Mission Enabling 2,425 434,245 2,449 449,943 24 15,698 5,486 5,076 1,418 3,718 15,698

 Facilities Operations 661 148,297 675 156,177 14 7,880 1,249 5,071 0 1,560 7,880

 Facilities Maintenance 395 73,737 401 76,568 6 2,831 1,231 0 0 1,600 2,831

 Security and Safety 724 68,699 746 76,719 22 8,020 1,470 0 0 6,550 8,020

 Information Technology 161 65,873 160 65,992 -1 119 574 0 1,358 -1,813 119

 Management Operations 464 72,673 467 74,487 3 1,814 962 5 60 787 1,814

 Ensuring Financial Strength 20 4,966 0 0 -20 -4,966 0 0 0 -4,966 -4,966

TOTAL 4,200 694,722 4,225 719,000 25 24,278 11,338 5,359 2,047 5,534 24,278

Federal Resources by Performance Objective and Program Category

Salaries and Expenses ($s in thousands)

Performance Objective/ 

Program Category

Fixed 

Pay

Fixed 

Rent/ 

Utilities

Fixed 

Other

Program 

Change Total

FY 2017 FY 2018 Change
FTEs $000 FTEs $000 FTEs $000

Excellent Research 555 87,760 555 90,442 0 2,682

Research

Engage in research and discovery 441 71,073 441 72,659 0 1,586

Ensure the advancement of knowledge in the humanities 114 16,687 114 17,783 0 1,096

Broadening Access 546 79,933 545 82,661 -1 2,728

Digitization and Web Support

Provide improved digitization and Web support 90 14,084 90 14,710 0 626

Public Programs

Provide reference services and information 143 22,121 144 22,701 1 580

Exhibitions

Offer compelling, first-class exhibitions 313 43,728 311 45,250 -2 1,522

Revitalizing Education 150 17,138 152 18,182 2 1,044

Education

Engage and inspire diverse audiences 150 17,138 152 18,182 2 1,044

Strengthening Collections 524 75,646 524 77,772 0 2,126

Collections

Improve the stewardship of the national collections 524 75,646 524 77,772 0 2,126

Mission Enabling 2,425 434,245 2,449 449,943 24 15,698

Facilities

Improve the overall cleanliness and efficient operation of 

Smithsonian facilities 613 141,146 627 148,889 14 7,743

Implement aggressive and professional maintenance program 395 73,737 401 76,568 6 2,831

Execute an aggressive long-range revitalization program and 

limited construction of new facilities 3 542 3 557 0 15

Security and Safety

Provide world-class protection for Smithsonian facilities, 

collections, staff, visitors and volunteers 724 68,699 746 76,719 22 8,020

Provide a safe and healthy environment 45 6,609 45 6,731 0 122

Information Technology

Modernize the Institution's information technology systems and 

infrastructure 161 65,873 160 65,992 -1 119

Management Operations

Strengthen an Institutional culture that is customer centered 

and results oriented 162 24,120 164 25,541 2 1,421

Ensure that the Smithsonian workforce is efficient, 

collaborative, committed, innovative, and diverse 100 19,322 101 19,136 1 -186

Modernize the Institution's financial management and 

accounting operations 108 16,205 108 16,627 0 422

Enhance the reputation of the Smithsonian by maintaining 

good relations with the news media and with federal, state, and 

local governments

37 5,261 37 5,283 0 22

Modernize and streamline the Institution's acquisitions 

management operations 57 7,765 57 7,900 0 135

Ensuring Financial Strength

Secure financial resources required for Institution's mission 20 4,966 0 0 -20 -4,966

TOTAL 4,200 694,722 4,225 719,000 25 24,278

Federal Resources by Performance Objective and Program Category 

Salaries and Expenses ($s in thousands)

31

FY 2017 FY 2018 Change Performance Objective and Program Category
32

GRAND CHALLENGES AND INTERDISCIPLINARY RESEARCH

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016 

ENACTED 10 2,586 0 15 0 18 0 0

FY 2017

ESTIMATE 10 2,581 0 15 0 18 0 0

FY 2018

REQUEST 10 2,612 0 0 0 0 0 0

STRATEGIC GOAL: EXCELLENT RESEARCH

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Excellent Research

Research

Engage in research and discovery 4 1,704 4 1,727 0 23

Ensure the advancement of knowledge in the 

humanities 6 877 6 885 0 8

Total 10 2,581 10 2,612 0 31

BACKGROUND AND CONTEXT

The Smithsonian’s Strategic Plan for 2010–2017 articulates the Grand 

Challenges which provide an overarching strategic framework for Smithsonian 

programs and operations. Meeting these challenges will enable the Institution to 

integrate the work of many disciplines within the Smithsonian museums and 

research centers, as well as broaden our external collaborations. The challenges are 

grounded in research and emphasize complementary education and outreach 

programs; together, they influence how the Smithsonian directs its resources and 

focuses its energies. The Smithsonian has developed and implemented a Grand 

Challenges Awards initiative to advance cross-disciplinary, integrated scholarly 

efforts across the Institution that relate to one or more of the Grand Challenges. 

Using a competitive internal process, the Smithsonian is distributing externally raised 

funds designated for the purpose of advancing research, broadening access, 

revitalizing education, and encouraging new ways of thinking that involve emerging 

technology. The funding may also help to leverage additional resources, both 

internal and external, thereby amplifying the scope and breadth of cross-cutting 

research initiatives. The Smithsonian uses the Grand Challenges to present the 
33

high-level view of the Strategic Plan in the budget; funds are distributed through 

existing Smithsonian units with subject-matter expertise to make the most of the 

actual expenditures in the areas being supported.

The Grand Challenges are:

 Unlocking the Mysteries of the Universe

 Understanding and Sustaining a Biodiverse Planet

 Valuing World Cultures

 Understanding the American Experience

 Magnifying the Transformative Power of Arts and Design

Although there are no specific units primarily associated with the new, 

overarching Grand Challenge of Magnifying the Transformative Power of Arts and 

Design, all Smithsonian museums, research centers, and offices will look for 

opportunities to integrate the goals and objectives of this challenge into their 

activities and programs, as appropriate, by:

 serving as a laboratory of ideas, research, and artistic practice;

 advancing the power, breadth, and vitality of artistic creativity for the 

inspiration and benefit of all;

 protecting and preserving cultural memory embodied in works of art; and

 promoting the importance of the arts and design in the public sphere.

In FY 2018, this budget request includes an increase of $31,000 for 

necessary pay for existing staff funded under this line item. Below is a summary 

of the FY 2018 Grand Challenges budget.

Grand Challenges

FY 2017 

CR Base 

$000s

FY 2018 

Increase

$000s

FY 2018 

Total

$000s

Universe 184 0 184

Biodiversity 1,520 +23 1,543

 Necessary Pay Increase +23 +23

World Cultures 283 +1 284

 Necessary Pay Increase +1 +1

American Experience 594 +7 601

 Necessary Pay Increase +7 +7

 Total $2,581 +$31 $2,612
34

Introduction, Unlocking the Mysteries of the Universe

The Smithsonian will continue to lead in the quest to 

understand the fundamental nature of the cosmos, using nextgeneration technologies to explore our own solar system, meteorites, 

the Earth’s geological past and present, and the paleontological 

record of our planet.

RESEARCH Goal: The Smithsonian will continue to advance 

knowledge at the forefront of understanding the universe and the 

solid Earth.

ACCESS Goal: Inspire people to probe the mysteries of the 

universe and planetary systems.

UNITS primarily associated with this Grand Challenge:

 National Air and Space Museum

 Smithsonian Astrophysical Observatory

 Major Scientific Instrumentation
35

NATIONAL AIR AND SPACE MUSEUM

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 151 19,209 61 10,722 31 9,062 2 958

FY 2017

ESTIMATE 151 19,172 72 20,233 34 8,631 6 1,362

FY 2018

REQUEST 151 19,693 75 48,093 34 8,452 5 665

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

REVITALIZING EDUCATION; STRENGTHENING COLLECTIONS; AND 

MISSION ENABLING 

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Excellent Research

Research

Engage in research and discovery 8 2,522 8 2,578 0 56

Ensure the advancement of knowledge in the 

humanities 23 3,154 23 3,225 0 71

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 3 300 3 303 0 3

Public Programs

Provide reference services and information 15 1,500 15 1,534 0 34

Exhibitions

Offer compelling, first-class exhibitions 16 2,193 16 2,234 0 41

Revitalizing Education

Education

Engage and inspire diverse audiences 12 1,289 12 1,318 0 29

Strengthening Collections

Collections

Improve the stewardship of the national collections 43 4,932 43 5,148 0 216

Mission Enabling

Facilities

Execute an aggressive, long-range revitalization 

program and limited construction of new facilities 2 304 2 312 0 8

Information Technology

Modernize the Institution’s information technology 

systems and infrastructure 14 1,510 14 1,544 0 34

Management Operations

Ensure that the Smithsonian workforce is efficient, 

collaborative, committed, innovative, and diverse 2 145 2 149 0 4

Modernize the Institution’s financial management 

and accounting operations 7 914 7 933 0 19
36

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Enhance the reputation of the Smithsonian by 

maintaining good relations with the news media 

and with federal, state, and local governments

5 310 5 313 0 3

Modernize and streamline the Institution’s 

acquisitions management operations 1 99 1 102 0 3

Total 151 19,172 151 19,693 0 521

BACKGROUND AND CONTEXT

The Smithsonian’s National Air and Space Museum (NASM) collects,

preserves, studies, and exhibits artifacts and works of art related to the history, 

culture, and science of aviation and spaceflight and the study of the universe. Its

research and outreach activities serve multiple audiences within and beyond its

walls. The Museum commemorates the past and is committed to educating and 

inspiring people to appreciate the importance of flight to humanity.

NASM is administered as one Museum with multiple locations: the National 

Mall Building (NMB); the Steven F. Udvar-Hazy Center in Chantilly, Virginia; and 

the Paul E. Garber Facility in Suitland, Maryland. NASM provides access to the 

nation’s aviation and space flight history to an average of 7– 9 million on-site 

visitors from all parts of the globe each year, making it the most visited museum in 

the world. In addition, NASM draws tens of millions of virtual visitors to its website 

and broadcast and webcast educational programming. 

NASM has been loved by generations of visitors, and our staff has 

successfully ensured the Museum’s relevance for them. However, as we look 

ahead, the Museum faces many challenges that will require the Smithsonian’s best 

efforts to continue this record of success.

In FY 2017, NASM is continuing to collect and preserve the nation’s 

aviation and space artifacts and perform original research in aviation and space 

history and planetary science to support its broad array of exhibitions, programs,

publications, and outreach activities. To accomplish its public service mandate 

and reach diverse audiences, the Museum draws upon a mixture of in-house 

resources, contracted resources, and a large corps of volunteers and docents.

NASM is entering an exciting era of change. As we renovate the NMB and 

reimagine the exhibits, NASM personnel are also rethinking the identity of 

America’s favorite Museum. The new NASM will be more than a destination to 

visit, it will be an experience available to visitors anywhere at any time. The heart 

of this new identity is a seamless visitor experience that combines the on-site 

exhibits with online platforms. 

The initial efforts of our in-house artifact movement planning team have 

been enhanced by adding an artifact movement logistics planning consultant and 

scheduler. This consultant team will work with the Museum’s collections staff to 

determine how artifact movement and conservation requirements will affect the 

scheduled de-installation/installation of exhibits. To support the revitalization 
37

schedule, in mid-FY 2018, NASM will close some public areas and begin to 

demount several exhibits located primarily at the west end (Zone 1) of the 

Museum. In addition, the flight simulators will be relocated and a temporary gift 

store will be introduced at the east end of the Museum. 

The Museum transformation began in the summer of FY 2016, with the 

relaunch of our central exhibit space, the Boeing Milestones of Flight Hall, and a 

brand new digital platform, GO FLIGHT. Milestones holds some of aviation’s 

greatest treasures. GO FLIGHT brings together an all-new website, mobile app, 

and a 200-square-foot, in-gallery touchscreen wall. This new approach will 

break down the walls between the Museum and its visitors, and enable the 

Museum to meet people where they are, rather than wait for them to come to 

NASM buildings. Our goal is to establish a deeper relationship before, during, 

and after an on-site visit. We have also installed a camera with people counter 

software directly above the Interactive Wall in the Boeing Milestones of Flight 

Hall to count the number of visitors approaching and using the Wall. This data 

will add to our suite of analytics for determining usage patterns and tracking the 

success of iterative changes to the Wall experience. An early step in that 

process is our new wi-fi page, that invites visitors to provide their email if they 

wish to hear from us. If they do so, they receive a coordinated sequence of 

emails welcoming them to the NASM family and guiding them through a variety 

of on-site and online content and programming. 

Another step forward in the NASM transformation was the formation of our 

Museum Engagement Team, a multi-departmental group that works directly with 

the Future State Committee of the NASM Board of Directors. The Committee 

provides critical guidance and financial support for the team’s projects, and the 

collaboration has already paid dividends. The team launched a pilot app that 

served as a prototype for GO FLIGHT, developed a podcast series that will start

this spring, and is exploring applications for virtual and augmented reality 

experiences. Our new direction will require a new level of agility in broadening 

access to collections. The Museum Engagement Team has spun off working 

groups to tackle specific aspects of the digital transformation. Our Interactives 

Working Group assists exhibit teams in identifying opportunities to unite on-site 

and online visitor experiences across all media installations in our first reopened 

galleries. We have also begun developing the concept of an Innovation Lab that

will provide a mobile capability designed to involve the visitor in the development 

of new products and programs. It will provide visitors with a behind-the-curtain 

look at the new NASM, while giving us vital feedback in real time. The flexible 

design will allow it to double as a multi-media studio, and will feature interactive

elements which invite independent visitor participation and generate useful data

even when the space is not staffed. The NASM Innovation Lab will be an 

industry innovator for visitor engagement, and will be an exciting way for our 

guests to take part in shaping the future of America’s favorite Museum. 

In FY 2017, the Museum is continuing to ensure stewardship and access to 

its peerless collection of aerospace artifacts and produce expert scholarship and 
38

research while developing content and scripts for the new galleries. Nine west-end 

galleries are in 65 percent design with 100 percent design completion scheduled for 

late 2017. These include the galleries of Early Flight, Reinventing Flight, and A

Nation of Speed, Exploring the Planets, America by Air, We All Fly, Destination 

Moon, Wright Brothers and One World Connected. We are also beginning 

conservation efforts on more than 5,000 artifacts which will be moved, stored, 

transported, or displayed in new gallery spaces during the next several years. 

Since the Museum will be under renovation and the Apollo exhibit closed 

during the 50th anniversary of the moon landing, the Apollo command module will

be sent out “on the road.” The last time the Apollo 11 command module Columbia 

traveled the United States was in 1970. Now, almost 50 years later, the historic 

spacecraft that helped take us to the moon and back is headed out on the road for a 

nationwide tour. Organized in partnership with the Smithsonian Institution Traveling 

Exhibition Service (SITES), the Destination Moon: The Apollo 11 Mission tour will 

launch in 2017, and will travel through 2019. Following the tour, the command 

module will be placed on permanent display in the new exhibition Destination Moon.

The Museum’s conservation team will spend the next six months preparing the 

artifact for travel and display.

This FY 2018 budget request includes an increase of $521,000 for 

necessary pay and other salary costs for existing staff funded under this line 

item. 

MEANS AND STRATEGY

Public Engagement — NASM continues to reach diverse audiences through 

exhibitions, educational programming, publications, and electronic outreach. In 

2017, we are using our transformation as an opportunity to refine and strengthen 

NASM’s educational role throughout the Museum and the world. Senior leadership 

is aligned around a long-term vision and strategy, has identified best practices, and 

is designing and executing a national museum education strategy in order to 

“Inspire all individuals to reach their full potential by sharing stories and experiences 

about aviation, spaceflight, and the universe.” Our goals are to transport our 

nation’s aeronautical and space treasures and stories beyond the walls of the 

Museum through digital technology, and cultivate the next generation of science, 

technology, engineering, art, and mathematics (STEAM) and history learners by 

creating and sharing high-quality education content aligned with national education 

priorities.

In FY 2018, NASM will target middle-school students nationally to 

increase STEAM skills and bring attention to careers and educational 

opportunities through digital programming and education content. To accomplish 

this, NASM will build a student portal where middle-school students can engage 

and interact with NASM’s content and interactive applications. NASM will also 

cultivate a middle-school ambassador program that will create a long-term 

relationship with NASM and its stories. In addition, NASM will further enhance 
39

the middle-school experience by instituting a school program that engages all 

middle-school student groups during their visits to the Museum.

NASM staff and volunteers will continue to provide a variety of Museum 

programs, from daily activities such as docent-led tours, lectures, and science 

demonstrations which reach hundreds of thousands of visitors annually, to big 

Family Day events such as the Heritage Family Days and Innovations of Flight that 

can reach 20,000 to 50,000 diverse visitors at one event. In FY 2017, NASM 

expanded the student Explainers Programs at both Museum locations (NMB and 

the Udvar-Hazy Center) to include an e-Explainer approach that promises to reach 

massive audiences beyond the Museums’ walls. In addition, NASM is developing 

and delivering Interactive Video Conferencing (IVC) lessons at the fourth-, fifth-,

and sixth-grade levels as another example of the Museum’s outreach initiatives for

audiences where they live. Our astronomy programs, which include the Public 

Observatory and educational programming in the planetarium, will remain an 

important component of STEAM education.

NASM continues to advance the strategic goal of Broadening Access to its 

collections by making collections, archival documents, and images available via 

publicly accessible websites. The NASM collections and archives databases 

contain extensive information on the history and provenance of each artifact, and 

are an effective way to offer in-depth information to the public through electronic or 

digitized means. To date, approximately 30 percent of NASM’s displayed artifacts 

are also available online. NASM’s electronic resources may also encourage more 

researchers to request access to the Museum’s archives and collections, and to 

make in-person visits to follow-up on initial online research efforts. Our Archives 

Department will be capturing high-resolution images for the 3,300 artifacts being 

placed in our new exhibits so that we can use them for public engagement and to 

deepen our relationships with visitors outside the walls of the Museum.

Exhibitions — NASM opened Art of the Airport Tower at NMB during the first

quarter of FY 2017. This stunning exhibition brought a heightened awareness to the 

architectural beauty and historical significance of these structures. The airport tower 

has come to symbolize and define each airport, each community, and even each 

country. Towers were given their own integrated style and characteristics, while still 

reflecting the basic needs of the air-traffic controllers. 

Clouds in a Bag: The Evelyn Way Kendall Ballooning and Early Aviation 

Collection opened at the Udvar-Hazy Center early in FY 2017 and will remain on 

display for approximately two years. The permanent exhibition will follow and be 

installed adjacent to the existing display on ballooning and early aviation. This 

collection is represented through artwork and on memorabilia, such as decorative 

fans, china, snuff boxes and prints. Clouds in a Bag uses these pieces to explore 

the public’s fascination with the first balloon flights.

In observance of the 100th anniversary of the American entrance into 

World War I, NASM opened Artist Soldiers: Artistic Expression in the First World 
40

War in the spring of 2017. This is a collaborative art exhibition with the National 

Museum of American History. This exhibition examines artistic expression in the 

Great War by first-hand participants, both through official art by commissioned 

American Expeditionary Force combat artists and spontaneous works by 

individual soldiers. 

Apollo Telescope Mount — NASM completed a major restoration project 

of the Museum’s Apollo Telescope Mount (ATM) located in the Space Hangar at 

the Udvar-Hazy Center. The ATM was a backup to the one used in 1973 on the 

Skylab space station to study high-energy solar activity.

Collections — NASM plans to enhance collaboration with private 

collectors and other Smithsonian museums by requesting loans of key artifacts to 

help share with the public new exhibits on the inspiring stories of America’s role 

in pioneering aeronautics and space exploration. While NASM has a substantial 

number of artifacts currently on loan to other museums, as well as the 

Destination Moon traveling show, it is expected that new or additional outgoing 

loans may need to be limited during the revitalization of the National Mall 

Building, due to the sheer volume of work that this effort represents.

Much of FY 2017 will be focused on planning and design completion for 

the National Mall Building Revitalization, with an approximate construction start 

date in March 2018. Staff relocations to leased space will include Advancement, 

Curators, and Communications while the remaining staff will remain within the 

Museum during revitalization. We have already begun efforts to clean, scan and 

begin packing up offices. While we will complete design on the west end in FY

2017, the exhibit teams have finalized the concepts and the estimated costs of 

the remaining 14 exhibit spaces have been reviewed and approved. The east

end design was delayed until FY 2018 to maximize resources and to better align 

with revitalization schedules.

The Smithsonian Institution will award the contract for the construction of a

state-of-the-art storage building in FY 2017 at the Dulles Collection Center

adjacent to the Udvar-Hazy Center. This building will serve as swing space for 

receiving artifacts from the NMB as we begin construction in FY 2018. Artifact 

logistics will be the biggest challenge throughout revitalization and transformation. 

NASM has more than 5,000 artifacts affected during these moves. These artifact 

moves will take place from multiple locations such as Garber, the Udvar-Hazy 

Center, and NMB, and will also include returning loans, new loans from other 

institutions, objects of all sizes, and items from most of the NMB galleries. 

Approximately 3,300 objects are being re-installed into the Museum as part of the

transformation, including artifacts not currently on display at the NMB. Of the 

artifacts presently in the NMB, approximately 2,000 are not coming back into the 

building. Some will go into long-term storage in the new Dulles Collections Center 

or be exhibited at the Udvar-Hazy Center. Many of the artifacts will require some 

type of conservation effort and collections staff has evaluated how long the 

treatment time will be for each artifact. Total treatment of all the artifacts is 
41

estimated to take approximately 15,000 workdays, including conservation and 

restoration. This work has already begun in FY 2017.

Scientific Research — To achieve the strategic goal of Excellent Research, 

NASM’s Center for Earth and Planetary Studies (CEPS) conducts basic research 

related to planetary exploration, with an emphasis on Mars, Mercury, and the 

moon, and curates galleries and public offerings in the planetary sciences. NASM 

scientists continue to work as members of the science teams for the Mars 

Exploration Rover, Mars Express, Mars Reconnaissance Orbiter, Lunar 

Reconnaissance Orbiter, Mars Science Laboratory, and MESSENGER missions. 

NASM scientists work with the data from these and other missions to solar system 

bodies, and convey this exciting information to the public. Basic research continues 

to concentrate on the National Research Council and NASA priorities to determine 

the origin of solar system bodies and habitable planets, with an emphasis on 

understanding the past climate of Mars and publishing the results of this research 

in scientific literature.

Exceptional research productivity for CEPS scientists continues into 

FY 2017 with an average of 2.6 peer-reviewed scholarly papers published per 

scientist per year. Ensuring continued success in the years to come will be a major 

objective for NASM.

Historical Research — NASM continues to lead in the field of aerospace 

history by producing books, scholarly articles, and other publications, and by 

making presentations at professional conferences on the history of aerospace 

technology, aviation, aerodynamics, space flight, and space sciences. Based on 

their research and expertise, the curatorial staff will continue to evaluate potential 

acquisitions for the national collections and respond to numerous public inquiries. 

NASM will also continue to upgrade exhibits dealing with aviation and space flight, 

thereby ensuring that current materials are available to the public.

Management — NASM will pursue the Mission Enabling strategic goal

through the Museum’s own strategic goal of Operational Excellence. Staff will 

expand their human capital capabilities through strategic workforce planning, 

developing key performance indicators, and supporting metrics which gauge 

organizational success.

NONAPPROPRIATED RESOURCES — General trust funds support research, 

education, exhibitions, and fund raising, including salaries and benefits. 

Donor/sponsor-designated funds support costs related to specific programs and 

projects. Fund raising is under way for future exhibitions, education initiatives, and 

public programs. Government grants and contracts support research and other 

scientific activities.
42

SMITHSONIAN ASTROPHYSICAL OBSERVATORY 

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 99 24,141 99 21,382 9 4,890 203 78,003

FY 2017

ESTIMATE 99 24,095 106 22,980 10 6,354 228 70,161

FY 2018

REQUEST 99 24,450 106 23,014 11 7,905 203 68,302

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

AND MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Excellent Research

Research

Engage in research and discovery 90 19,312 90 19,638 0 326

Broadening Access

Public Programs

Provide reference services and information 1 191 1 195 0 4

Mission Enabling

Security and Safety

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors, and volunteers 0 150 0 160 0 10

Information Technology

Modernize the Institution’s information technology 

systems and infrastructure 0 180 0 185 0 5

Management Operations

Ensure that the Smithsonian workforce is efficient, 

collaborative, committed, innovative, and diverse 8 4,262 8 4,272 0 10

Total 99 24,095 99 24,450 0 355

BACKGROUND AND CONTEXT

The mission of the Smithsonian Astrophysical Observatory (SAO) is to advance 

the public’s knowledge and understanding of the universe through research and 

education in astronomy and astrophysics. The secondary mission is to be of service to 

the national and international astronomical communities, and to society in general, in 

areas associated with our primary mission. The Observatory has an extraordinary record 

of achievement in developing and successfully implementing large, complex, and 
43

innovative observational and theoretical research projects. SAO also supports the 

investigative research carried out by individual researchers and small groups. These 

varied activities create the distinctively fertile research environment that drives SAO’s 

success and makes the Observatory a recognized leader in the global astrophysical field 

of science.

SAO’s work directly supports the first of the Grand Challenges outlined in the 

Smithsonian’s Strategic Plan: Unlocking the Mysteries of the Universe. The goal calls 

for the Smithsonian to “advance knowledge at the forefront of understanding the 

universe and solid Earth.”

Founded in 1890, SAO is the largest and most diverse astrophysical research 

institution in the world. SAO has helped develop some of the world’s most 

sophisticated astronomical instruments, with high resolution at wavelengths across the 

electromagnetic spectrum, to probe the mysteries of the universe. Alone, and in 

powerful partnerships with the National Science Foundation (NSF), the National 

Aeronautics and Space Administration (NASA), and the Department of Energy, it has 

pioneered the development of orbiting observatories and large, ground-based 

telescopes; the application of computers to study astrophysical problems; and the 

integration of laboratory measurements and theoretical astrophysics. Observational 

data are gathered at SAO’s premier facilities: the Submillimeter Array (SMA) in 

Hawaii; the 6.5-meter diameter Multiple Mirror Telescope (MMT); the Very Energetic 

Radiation Imaging Telescope Array System (VERITAS); and related telescopes at the 

Fred Lawrence Whipple Observatory in Arizona. In addition, SAO conducts research 

with a broad range of powerful instruments aboard rockets, balloons, and spacecraft 

(most notably the Chandra X-ray Observatory, the Spitzer Space Telescope, the 

Hinode Telescope, and the Solar Dynamics Observatory); and at locations as diverse 

as the high plateaus of northern Chile and the Amundsen South Pole Station. 

Headquartered in Cambridge, Massachusetts, SAO collaborates with the Harvard 

College Observatory to form the Harvard-Smithsonian Center for Astrophysics.

For more than 60 years, SAO astronomers and their colleagues have made 

revolutionary discoveries which have changed our fundamental understanding of the 

universe and our place in it. We have discovered and examined planets in orbits 

around other stars, watched as new stars are born, and discovered bizarre remnants 

of dead stars that emit vast quantities of x-rays. We have determined that the universe 

is 13.7 billion years old, and that it is populated with billions of galaxies, many of which 

have supermassive black holes at their centers. In addition, we have found convincing 

evidence that most of the matter in the universe is an unexpected mixture of some 

kind of unseen “dark matter,” with normal matter making up less than four percent of 

the total; and that the expansion of the universe is apparently accelerating, driven by a 

mysterious and invisible “dark energy.” At the same time, SAO astronomers work 

systematically on the vital basic research that seeks to explain the sun and its x-rayemitting corona, the nature of the solar system, the abundant elements in our Milky 

Way Galaxy, the gas and dust between the stars, the formation and evolution of 

galaxies, and other important questions about the nature of the universe. 
44

Today, SAO continues to use advanced technologies to make new discoveries, 

leading to a coherent story of the cosmos from the Big Bang to intelligent life here on 

Earth.

SAO’s research is unique and world renowned because of the strength and 

diversity of its observers, theorists, instrument developers, engineers, and laboratory 

experimentalists, and because SAO emphasizes multiple strategies that draw from the 

strengths of both small projects and large research centers. Indeed, SAO’s 

extraordinary research success is partly the result of the rich cross-fertilization that its 

outstanding scholars bring to each other in a climate that nurtures collaborative 

excellence and sharing of ideas. 

SAO’s pre-eminence is underscored by the recognition that its researchers 

receive from leading scientific organizations. For instance, a senior SAO scientist

received the 2014 Karl Schwarzschild Medal in recognition of a lifetime of outstanding 

contributions to astrophysics. Other major awards received by SAO scientists include

the Gold Medal of Merit from the Institute of Applied Astronomy of the Russian 

Academy of Sciences, the Henry Norris Russell Lectureship, the highest honor of the 

American Astronomical Society (AAS), and the Newton Lacy Pierce Prize, also given 

by the AAS. Together with its partner, the Harvard College Observatory, SAO is the 

top choice of graduate- and postdoctoral-level young scientists for astrophysics. 

Continued federal support makes this leadership possible.

In a measure of just how highly regarded the work of the Observatory staff is, 

the AAS named SAO scientist Christine Jones-Forman as its president for 2016 –

2018.

This FY 2018 budget request includes an increase of $350,000 for 

necessary pay for existing staff and $5,000 for rent escalation that are both 

included in the Fixed Costs section of this budget submission.

MEANS AND STRATEGY

To achieve the goal of Excellent Research, SAO scientists will make optimal 

use of various astronomical facilities to support their research, including the groundbased optical and radio telescopes owned and operated by SAO in Arizona and 

Hawaii, and space-based telescopes, most notably the Chandra X-ray Observatory, 

which is operated by SAO on behalf of NASA, and NASA’s Solar Dynamics 

Observatory. SAO scientists also have research privileges at the two 6.5-meter 

Magellan telescopes in northern Chile (because of SAO’s partnership with the Harvard 

College Observatory). In addition, SAO scientists and engineers are leading the 

science operations team and carrying out a vital scientific research program in very 

high-energy astrophysics with the VERITAS telescope in southern Arizona. These 

facilities enable SAO scientists to make substantial progress in answering 

fundamental questions about the origin and nature of the universe, including efforts to 

understand more about dark energy and dark matter, as well as questions about the 

formation and evolution of the Earth and similar planets. In addition, SAO scientists 
45

will continue their work on future space missions, collaborating with NASA and its 

research center on missions to study the sun, the x-ray universe, and the outer solar 

system.

SAO scientists are leading the development of the international Event Horizon 

Telescope, which will draw radio telescopes around the globe into one network, 

including SAO’s SMA, to operate as one gigantic radio observatory to study the 

physics of the supermassive black hole at the center of the Milky Way Galaxy. SAO is 

collaborating with Taiwan’s Academia Sinica, Institute of Astronomy and Astrophysics, 

to establish a radio observatory in Greenland. The telescope was delivered to Thule in 

2016 and will be brought into operation in 2017. This radio observatory will play a 

crucial role in operating the Event Horizon Telescope when it turns its attention to the 

even more massive black hole in the galaxy M87.

SAO scientists and engineers also play leading roles in the development 

of new techniques and instrumentation for astronomy. Much of this effort is now 

directed toward enabling technologies for the next generation of major 

telescopes. SAO scientists and engineers took the lead in designing critical

elements of the Giant Magellan Telescope’s wavefront control system that allows 

the seven huge mirrors to work as a single optical element. SAO also continues 

to lead in the design and development of the first instrument that will be installed 

on the GMT: the GMT-Consortium Large Earth Finder (G-CLEF), which will 

enable astronomers to detect signs of life on planets orbiting nearby stars. 

SAO scientists take a leadership role in astrophysics by participating in or 

hosting national and international conferences (e.g., the American Astronomical 

Society, the International Astronomical Union, and the Astronomical Data Analysis 

Software and Systems conference series), by participating as keynote and/or invited 

speakers at such meetings, and by serving on a diverse range of astronomical and 

astrophysical review panels. SAO scientists will also continue to publish in leading 

peer-reviewed journals, such as the Astrophysical Journal, the Astronomical Journal, 

and Astronomy & Astrophysics. In addition, SAO developed and operates the 

Astrophysics Data System, which is recognized as a world leader in the dissemination 

of scientific literature.

SAO will achieve the strategic goal of Broadening Access by producing and 

delivering educational services and products rooted in SAO research to meet the 

educational needs of the Observatory’s audiences. This sustained outreach effort

gives SAO increased publicity and recognition.

The goal of Mission Enabling will be achieved by making SAO’s information 

technology (IT) infrastructure robust, reliable, and secure; maintaining a cooperative 

environment through communication and activities that underscore SAO’s special 

mission and each staff member’s contribution to its success; evaluating managers and 

supervisors on their compliance with applicable equal opportunity laws, rules, and 

regulations, and on the effectiveness of their efforts to achieve a diverse workforce; 

and facilitating the use of small, minority, women-owned, and other underused 
46

businesses in SAO’s procurement operations and business relationships. These 

management tools will continue to support and enhance SAO’s scientific and 

educational missions. 

NONAPPROPRIATED RESOURCES — General trust funds come primarily from 

overhead charged on grants and contracts. SAO uses these funds to support 

administrative functions approved in the Indirect Cost Budget submitted to the Office 

of Naval Research, as required by Office of Management and Budget Circular A-122, 

Cost Principles for Nonprofit Organizations. Donor/sponsor-designated funds come 

primarily from restricted gifts from individuals, foundations, and corporations, which 

are earmarked for particular purposes; restricted endowment funds; and nongovernmental grants and contracts. Government grants and contracts come from 

Government agencies for research in areas of SAO’s expertise. SAO often conducts 

this research in cooperation with governmental, academic, and research institutions in 

the United States and abroad.
47

MAJOR SCIENTIFIC INSTRUMENTATION

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL TRUST DONOR/SPONSOR

DESIGNATED

GOV’T GRANTS & 

CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 0 4,118 0 0 0 0 0 0

FY 2017

ESTIMATE 0 4,110 0 0 0 0 0 0

FY 2018

REQUEST 0 4,118 0 0 0 0 0 0

STRATEGIC GOAL: EXCELLENT RESEARCH

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Excellent Research

Research

Engage in research and discovery 0 4,110 0 4,118 0 8

Total 0 4,110 0 4,118 0 8

BACKGROUND AND CONTEXT

Smithsonian science is engaged in research and discovery focused on the origin 

and evolution of the universe, the formation and evolution of Earth and similar planets, 

the discovery and understanding of biological diversity, and the study of human diversity 

and cultural change.

The Smithsonian Astrophysical Observatory’s (SAO) work directly supports the 

first of the Grand Challenges outlined in the Smithsonian Institution Strategic Plan: 

Unlocking the Mysteries of the Universe. This goal calls for the Smithsonian to “advance 

knowledge at the forefront of understanding the universe and solid Earth.”

To achieve the strategic goal of Excellent Research, the Smithsonian uses its noyear funding from the Major Scientific Instrumentation (MSI) line item to develop largescale instrumentation projects with advanced technologies that enable scientists at SAO 

to remain at the forefront of astronomy and astrophysics research. The Smithsonian’s 

criteria for proposing and selecting MSI projects are: 1) the instrumentation will enable 

compelling scientific advances that would not otherwise occur (either at SAO or 

anywhere else in the world) for some time to come; 2) the instrumentation is novel and 

technically advanced, and would not be developed without SAO’s contribution; and 3) 
48

the science enabled by the innovative instruments significantly advances the 

Smithsonian Institution’s Strategic Plan. The fundamental role for federal appropriations 

is to support the basic scientific infrastructure that enables SAO to conduct research, 

compete for external grants and funding, publish in peer-reviewed journals, and inform 

the public about the latest scientific discoveries in an exciting and compelling manner. 

Because of the magnitude of the costs involved and the time required to fabricate major 

new instruments and reconfigure existing ones, the Institution requests that MSI funds 

for these projects be kept available until they are spent.

Innovative instrumentation has enabled astronomers to make fundamental 

discoveries about the universe, such as the existence of more than 3,000 planets 

around nearby stars and the bizarre remnants of dead stars that emit large quantities of 

x-rays in the Milky Way Galaxy. Scientists have determined that the universe is 13.7 

billion years old and that it is populated with billions of galaxies, many of which have 

supermassive black holes at their centers. Research has produced strong evidence that 

the expansion of the universe is accelerating due to a mysterious and invisible “dark 

energy.” Today, SAO scientists use advanced technologies to produce a coherent story 

of the cosmos from the Big Bang to the origins of life on Earth. MSI funds are used to 

meet this objective.

Three SAO projects are included in the FY 2018 MSI line item: the Greenland 

Telescope; the Submillimeter Telescope Array (SMA) on Mauna Kea, Hawaii; and 

Advanced Telescope Instrumentation for the converted Multiple Mirror Telescope 

(MMT) at SAO’s Fred L. Whipple Observatory at Mt. Hopkins, Arizona.

The FY 2018 budget request includes an increase of $8,000 for inflationary 

increases justified in the Other Fixed Costs section of this budget submission.

MEANS AND STRATEGY

SAO’s mission is to engage in astrophysical research and discovery. 

Observational astrophysics is the basic science responsible for the understanding of the 

universe and its components beyond Earth. SAO has made leading contributions to 

many key discoveries in astrophysics, including: 1) the remarkable discovery that the 

expansion of the universe is accelerating; 2) the discovery of enormous patterns traced 

by galaxies in the universe; 3) the most compelling demonstration of the existence of 

supermassive black holes at the centers of most galaxies; 4) the discovery of very highenergy gamma rays; 5) the most convincing observational evidence for the existence of 

dark matter; and 6) the discovery of planets orbiting other stars. SAO scientists 

contributed to these discoveries by using key facilities that enable observations in 

several different bands of the electromagnetic spectrum (i.e., the broad range of light 

that is emitted by objects in the universe). These contributions have put SAO in the 

forefront of this generation of astronomers and astrophysicists. 

SAO’s pre-eminence is underscored by the recognition that its researchers 

receive from leading scientific organizations. For instance, senior SAO scientist Michael 
49

McCarthy received the 13th International Mez-Starck Prize, awarded at the 26th Austin 

Symposium on Molecular Structure and Dynamics (2016), and senior SAO scientist 

Margaret Gellar was awarded an honorary degree by the University of Turin, which was 

founded in 1404 and is one of the oldest universities in the world. Together with its 

partner, the Harvard College Observatory, SAO is the top choice of graduate- and 

postdoctoral-level young scientists doing astrophysics research. Continued federal 

support makes this leadership possible. 

SAO scientist Christine Jones-Forman is the president of the American 

Astronomical Society, which further underscores the esteemed reputation of this 

Smithsonian science program.

SAO’s strength in observational astrophysics depends on its major ground-based 

facilities, the Submillimeter Array and the MMT, and the National Aeronautics and 

Space Administration’s (NASA) space-based facilities, including the Chandra X-ray 

Observatory, the Spitzer Space Telescope, and the Solar Dynamics Observatory. 

Access to both ground- and space-based observatories enables SAO scientists to 

conduct research that would be impossible with either type of observatory alone. SAO’s 

future strength in ground-based observational astrophysics is critically dependent on 

equipping the Submillimeter Array and its optical telescopes with powerful new 

instruments, and establishing the new Greenland Telescope. This leadership depends 

on developing specialized instruments and facilities that do not now exist. A team of 

talented scientists and engineers must work together, over several years, to develop 

these tools with support from multi-year MSI funding.

Greenland Telescope ($500,000)

SAO, in partnership with the National Science Foundation (NSF) Division of Polar 

Programs, has identified a high, dry, northern site on the Greenland ice sheet as the 

ideal place for high-frequency radio astronomical observations that require excellent 

atmospheric transmission and exceptional atmospheric stability.

The NSF Division of Polar Programs is redeveloping the Greenland Summit 

Station to better isolate current clear air and snow research from other activities. The 

development of astronomical activities at the site is a key element of redevelopment 

plans. Retrofitting and commissioning of the telescope, which was transferred to SAO 

from NSF Astronomy, is being undertaken by SAO’s partner institution, the Academia 

Sinica Institute for Astronomy and Astrophysics (ASIAA) in Taiwan. These investments 

by NSF and by our Taiwanese collaborators will be greatly leveraged by the SAO 

contribution. 

Significant funding for instrument development for the telescope is being 

provided by external partners, including the international academic community. The 

Smithsonian considers this an excellent opportunity to capitalize on a highly leveraged 

use of federal funds with high-value science returns on the investment. 
50

The Greenland Telescope will form the northernmost node of a Very Long 

Baseline Interferometer (VLBI), operated jointly with the SMA (Hawaii) and the ALMA 

telescope array (Chile), to make unprecedented observations of the event horizon of the 

supermassive black hole (six billion times the mass of our sun) at the heart of the giant 

galaxy M87. This will complement the observations to be made in the southern 

hemisphere of the less massive black hole (only four million solar masses) at the center 

of our own Milky Way Galaxy. The combination of these observations will revolutionize 

our understanding of gravity where it is at its strongest, the very edges of black holes, 

and provide pioneering data for astronomers and physicists to analyze as they pursue 

the Smithsonian’s Grand Challenge of Unlocking the Mysteries of the Universe. When 

the Greenland Telescope is not connected to the VLBI network, it will exploit its high, 

dry location and stable atmosphere to make sensitive measurements of molecules in 

space at the highest frequencies accessible from the ground.

In FY 2018, SAO and ASIAA will connect the antenna, presently located in Thule, 

Greenland, at the United States Air Force base, with the SMA. Preliminary science 

operations will commence immediately, and we will prepare to traverse to the Summit 

Station.

Submillimeter Telescope Array ($1,718,000)

The SMA is a pathfinder instrument operating at wavelengths between the radio 

and the infrared, and will have a major impact in exploring the cool universe. During this 

past year, scientific studies have continued to focus on the study of the distant universe, 

high-energy phenomena, planet-forming disks, and star formation, including the 

important role that magnetic fields play in star formation and the dynamics of molecular 

clouds. In this last area, the SMA leads the field due to polarimetry instrumentation 

developed at SAO, which we plan to further enhance during the coming year.

The SMA is the only submillimeter instrument in the world that can respond 

rapidly to alerts of rare or unique events detected by other observatories. When NASA’s 

Fermi and Swift satellites detected unusual activity in the transient black hole binary in 

V404 Cygni, the SMA formed part of a worldwide observing campaign to monitor the 

outburst. V404 Cygni was briefly the brightest object in the x-ray sky, and the SMA 

captured a corresponding increase in the submillimeter brightness by more than a factor 

of 50 in less than an hour.

The SMA is a key element of the Event Horizon Telescope, linking several 

submillimeter observatories, on continental scales, to examine the black hole at the 

center of the Milky Way at high angular resolution. The Greenland Telescope will join 

the Event Horizon Telescope once it is established in Thule, and will enable key 

observations of the black hole at the center of the galaxy M87.

The capacity to conduct a particular scientific observation with the SMA is directly 

dependent on three factors: the collecting area or size of the telescope array, the 

weather, and the sensitivity and number of receivers in operation during an observation. 
51

The collecting area of the telescope array is fixed at 8 x 6-meter-antennas and cannot 

be augmented without significant additional funding. 

The sensitivity of the SMA instrumentation depends on the instrumentation that 

processes the incoming signals. SAO is developing new capabilities that will ultimately 

make the entire SMA 12 to 24 times more sensitive than it was when commissioned.

(This is as though each of the telescopes became 12–24 times larger. Note that the 

range of enhancements depends on the operational model of the array.) Funds are 

requested in FY 2018 to enable the array to become 6–12 times more sensitive, a 

significant step toward the full enhancement.

Advanced Telescope Instrumentation for the Multiple Mirror Telescope ($1,900,000)

The MMT, a joint project of SAO and the University of Arizona, dedicated in 

1979, was originally made up of six identical 1.8-meter telescopes in a single altitudeazimuth (naval-gun-type) mount. The multiple-mirror design provided what was then a 

state-of-the-art solution to the technological limitation in casting large mirrors. Following

advances in mirror-casting technology developed by the University of Arizona in the 

1990s, SAO replaced the six smaller mirrors of the original MMT with a single mirror 6.5 

meters in diameter. This large mirror more than doubled the light-gathering capability of 

the telescope, and a set of large corrector lenses increased its field of view 400 times.

The converted MMT is an extremely powerful telescope, but requires 

sophisticated instruments to analyze the light it collects. When we finalize the 

development of Binospec, an imaging spectrograph with dual 8’x15’ fields of view, it will 

replace two generations of earlier spectrographs and become the dominant instrument 

used during dark moon phases when the best observations can be made. 

SAO expects Binospec to be a “game-changer,” enabling the MMT to compete 

on an equal footing with the largest telescopes in the world. Binospec’s huge light grasp 

will enable SAO scientists to carry out pioneering explorations of the structure and 

evolution of galaxies, the structure of the Milky Way, and the nature of dark matter and 

dark energy. Binospec’s nimbleness in moving between spectroscopy and imaging will 

enable Smithsonian scientists to lead in observing transient events like supernova 

explosions and gamma-ray bursts to map the geometry of the universe and accurately 

detect objects at the farthest reaches of the universe. The scientific opportunities 

opened by Binospec will help attract the critical next generation of astrophysicists who 

will exploit the power of the Giant Magellan Telescope for the next 20 to 30 years.

SAO scientists are advising their counterparts at the Autonomous University of 

Mexico (UNAM) on the development of a new telescope that will be very similar to the 

MMT. Located at the excellent San Pedro Martir site in Baja, Mexico, with an estimated 

construction time of five to seven years, SAO plans to relocate Binospec at minimal cost 

to this new facility. Access to an additional telescope will expand the capacity of 

Binospec to conduct novel observations of the universe. 
52

The MMT is a superb platform on which to develop innovative technologies for 

the new generation of extremely large telescopes, including the Giant Magellan 

Telescope (GMT). SAO is the lead institution for the design and construction of a major 

new spectrograph, the GMT Consortium Large Earth Finder (G-CLEF), which will allow 

extraordinarily sensitive probing of the atmospheres of some of the potentially habitable 

planets being found orbiting nearby stars. G-CLEF will enable SAO astronomers to 

probe for diatomic oxygen (breathable air), one of the prime ingredients for life as we 

know it.

In FY 2018, MSI funds will be used to complete the commissioning of Binospec 

and enable its transition to full scientific operations.

MSI funds will also be used to advance the design of G-CLEF, and to carry out 

tests of G-CLEF technologies on the MMT. G-CLEF will ultimately be moved to Chile 

and installed on the Giant Magellan Telescope.

SAO’s expertise in building large and powerful instruments is a crucial capability 

in the era of extremely large telescopes that is now upon us. Continued MSI funding will 

enable SAO to conduct this research and maintain the United States’ lead in this 

important scientific field.
53

Introduction, Understanding and Sustaining a Biodiverse Planet

The Smithsonian will use the resources of its scientific 

museums and research centers to significantly advance our 

knowledge and understanding of life on Earth, respond to the growing 

threat of environmental change, and sustain human well-being. 

RESEARCH Goal: The Smithsonian advances and synthesizes 

knowledge that contributes to the survival of at-risk ecosystems.

ACCESS Goal: The Smithsonian inspires all generations of 

learners to turn knowledge of life on Earth into awareness and action 

aimed at improving sustainability.

UNITS primarily associated with this Grand Challenge:

 National Museum of Natural History

 National Zoological Park

 Smithsonian Environmental Research Center

 Smithsonian Tropical Research Institute
54

NATIONAL MUSEUM OF NATURAL HISTORY

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 335 48,503 31 5,754 50 15,247 14 3,933

FY 2017

ESTIMATE 335 48,411 33 6,000 52 19,700 15 4,200

FY 2018

REQUEST 335 49,407 33 6,100 54 26,700 16 4,500

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS;

REVITALIZING EDUCATION; STRENGTHENING COLLECTIONS; AND 

MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Excellent Research

Research

Engage in research and discovery 115 16,824 115 17,171 0 347

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 4 481 4 491 0 10

Public Programs

Provide reference services and information 14 1,695 14 1,730 0 35

Exhibitions

Offer compelling, first-class exhibitions 47 6,853 47 6,994 0 141

Revitalizing Education

Education

Engage and inspire diverse audiences 30 3,455 30 3,526 0 71

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 90 14,218 90 14,510 0 292

Mission Enabling

Facilities

Improve the overall cleanliness and efficient 

operation of Smithsonian facilities 4 820 4 836 0 16

Security and Safety

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors, and 

volunteers

1 176 1 180 0 4
55

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Information Technology

Modernize the Institution’s information 

technology systems and infrastructure 15 2,173 15 2,219 0 46

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 4 559 4 570 0 11

Enhance the reputation of the Smithsonian by 

maintaining good relations with the news media 

and with federal, state, and local governments

7 727 7 742 0 15

Ensure that the Smithsonian workforce is 

efficient, collaborative, committed, innovative, 

and diverse

3 330 3 336 0 6

Modernize the Institution’s financial 

management and accounting operations 1 100 1 102 0 2

Total 335 48,411 335 49,407 0 996

BACKGROUND AND CONTEXT

The mission of the National Museum of Natural History (NMNH) is to 

understand the natural world and our place in it. We seek to inspire curiosity, 

discovery, and learning about nature and culture through outstanding research, 

collections, exhibitions, and education. Building upon its unique and vast 

collections and associated data, field research stations, specialized laboratories, 

and an internationally recognized team of staff scientists, research associates, 

federal agency partners, and Fellows, the Museum provides fundamental 

knowledge to a wide array of constituencies ranging from federal agencies to the 

public. The Museum’s scientific research focuses broadly on discovering, 

documenting, and understanding biodiversity; studying the formation and 

evolution of the Earth and other planets; exploring human diversity and cultural 

change; and evolutionary patterns and processes throughout the history of life on 

Earth. This research provides new understanding and relevance to broader 

national and international scientific agendas, looking at such important societal 

issues as global change, biodiversity, cultural conflict, and natural hazards.

Natural history science (that is, the observation, description, 

documentation, and analysis of the natural world) is foundational to many 

science domains and is critical to understanding our ever-changing world. NMNH 

science spans an enormous breadth of natural history and our expert staff

contributes a depth of knowledge that is among the finest in the world. Our 

authoritative expertise in diverse research areas also helps NMNH demonstrate 

the relevance and importance of natural history science in general. Our massive 

and varied scientific collections provide a powerful (but incompletely exploited) 

research resource for increasing our understanding of life on Earth.

NMNH science has global impact and is widely cited by the greater 

scientific community. Our scientists document and analyze how species arise, 

evolve, persist, diversify, and interact with each other and with the environment, 
56

as well as how they move and go extinct. Our earth and planetary scientists 

contribute to our understanding of Earth’s history as well as the effects of 

geologic and meteoritic phenomena on Earth’s atmosphere and biosphere. They 

study the dynamic planet we inhabit in all its aspects, from its surface to its core. 

NMNH anthropologists use collections and field-based studies to help 

understand the continually evolving story of our species and its interactions with 

other life and the planet. Our Museum’s science staff also translates science to 

society through their diverse and dedicated outreach efforts, and invests heavily 

in training and mentoring the next generation of new scientists. 

Our collections and collections expertise are fundamental to our science. 

The scope and breadth of NMNH collections provide a vast research 

infrastructure that supports our scientific mission. NMNH scientists work with 

their professional colleagues around the world to draw on these collections and 

make new discoveries and test new theories. NMNH collections also represent 

an invaluable historical archive, documenting billions of years of planetary, 

geological, organismal, and cultural changes.

The Museum’s stewardship of its collections, making up more than 

145 million natural history specimens and human artifacts, is at the core of its 

mission. This set of collections, the largest of its kind in the world, is an 

unparalleled resource for collections-based research on the diversity of life on 

Earth, including plants, animals, fossils, minerals, and human activity. These 

anthropological, biological, and geological specimens and objects are the 

foundation for all of the Museum’s scientific products. With their unparalleled 

spatial breadth and temporal depth, the collections promote analyses and 

interpretations that enable scientists to connect observations of contemporary 

phenomena with the past and around the world so that we can better understand 

our planet and the effect of human activities on it. The Museum’s collections 

capture the imagination and stimulate the next generation of scientists, and are 

important for maintaining the Institution’s intellectual infrastructure and keeping 

our nation competitive in international science and the application of scientific 

knowledge. NMNH collections and their attendant information are a dynamic 

resource used by researchers, educators, and policy makers worldwide. 

In addition, NMNH’s collections serve as critical reference materials for 

U.S. Government agencies. These resources are actively and collaboratively 

used by staff members of the Departments of Defense, Commerce, Agriculture, 

and Interior, who are housed in NMNH facilities. For example, tens of thousands 

of insects urgently requiring identification are sent to NMNH from ports of entry 

each year. Scientists at the U.S. Department of Agriculture and NMNH consult 

the collections and rapidly provide identifications to border control agencies so 

that U.S. agricultural and economic interests are kept secure from damage by 

potentially invasive species. The NMNH bird collections provide answers to the 

Federal Aviation Administration (FAA) and the U.S. Department of Defense, 

revealing the species of birds that damage aircraft, and leading to improved 
57

habitat control around airports and better aircraft and engine design to prevent 

accidents in aviation. 

The National Cancer Institute relies upon NMNH as a trusted repository 

for plant specimens that must be kept as vouchers for pharmacological and 

biomolecular research. Similarly, the U.S. Department of the Interior Bureau of 

Ocean Energy Management relies on the NMNH as a trusted repository for the 

ecologically significant invertebrate animals it collects in the course of its 

research. Meteorites collected from Antarctica are deposited at NMNH by the 

Johnson Space Center and the National Aeronautics and Space Administration 

(NASA).

In the area of law enforcement, the Federal Bureau of Investigation 

benefits from the identifications and analyses conducted by experts in the 

Department of Anthropology, who consult the human skeletal collections when 

providing answers about the remains of crime victims. In the area of public 

health, analyses of the collections have provided vital clues regarding the spread 

of H5N1, the Avian Flu virus, the Zika virus, and the etiology of past influenza 

epidemics.

The NMNH’s first-class research and collections support its exhibitions 

and educational outreach. As one of the most visited museums in the world, 

NMNH provides diverse public audiences with presentations on every aspect of 

life on Earth. In FY 2016, the Museum hosted close to seven million visitors, and,

through many affiliations and partnerships, NMNH takes its science, exhibitions, 

and public programs to other museums and non-traditional exhibition venues, 

such as libraries, schools, and universities across the country. With a growing 

network of interactive websites (which hosted more than 15 million unique 

visitors), distance-learning experiences, social media and software applications 

(apps), the Museum is transforming itself into a true electronic classroom, which 

is potentially accessible to everyone — free of charge.

The FY 2018 budget request includes an increase of $996,000 for necessary 

pay and other related salary costs for existing staff. 

MEANS AND STRATEGY

To achieve the Smithsonian’s goal of Excellent Research in FY 2018, 

NMNH will implement its new science strategy that prioritizes strengthening the 

scientific core of the Museum, by enhancing the research environment, building 

digital platforms and informatics pipelines to mobilize natural history collections 

data, training the next generation of natural history scientists, and deploying the 

Museum’s natural history knowledge effectively in an era of rapid global change.

The NMNH has a long history of training future scientists, including those

abroad, which strengthens the Museum’s collections and connections with these 
58

countries. The NMNH is committed to training future generations of scientists by 

increasing the number of postdoctoral Fellowship awards and providing an entrylevel research experience for the most talented undergraduates in the Earth and 

life sciences, as well as anthropology. The NMNH will also continue to 

emphasize collaboration with foreign students and colleagues to broaden the 

Museum’s international science network. 

A combination of federal and private funding will be used in FY 2018 to 

advance the NMNH’s goals of investing in the next generation of scientists and 

researchers. Through the Museum’s academic programs, it will continue to 

create a staircase of academic opportunity to mentor the next generation of 

museum scientists and professionals. These programs take students and young 

professionals from the early stages of exploration in high school to the 

postdoctoral peak of stepping into the role of being professional scientists, by 

offering various Fellowship and internship programs for undergraduates, 

graduates, and postgraduates.

In FY 2018, the NMNH will achieve the Smithsonian’s strategic goal of 

Strengthening Collections by continuing to emphasize: collections preservation 

and access projects related to initiatives in preserving indigenous languages 

through preservation of manuscripts, recordings and moving images, and 

photographs; preserving and digitizing fossil collections and associated paper 

records; and preserving biological specimens at ultra-cold temperatures to

document biodiversity as part of the Global Genome Initiative.

Collections Care Initiative funding will support replacing cabinetry, 

applying laser-cleaning technology for fragile collections, linking ownership 

records previously digitized with their associated specimen records, surveying

archival collections, and providing technical assistance for a digitization strategy 

that will make hundreds of thousands of glass slide-mounted specimens 

accessible for broader use by scientists. 

In addition, an essential element of the NMNH’s plans to achieve the 

strategic goal of Strengthening Collections in FY 2018 is the Museum’s 

commitment to the stewardship of its federal scientific collections. As 

demonstrated by federal agencies’ uses of the collections, and underscored by a 

recent survey of federal collections, these resources play an important role in 

public health and safety, homeland security, trade and economic development, 

medical research, and environmental monitoring. They also provide the 

foundation for the Museum’s diverse research, exhibits, and public outreach 

programs. The NMNH will continue to strengthen its commitment to cutting-edge 

research and state-of-the-art stewardship of the collections, in partnership with 

affiliated federal agencies such as the Departments of Defense, Commerce, 

Agriculture, and the Interior. Federal funding is the linchpin for maintaining and 

preserving these priceless collections and their valuable information for future 

generations, while also supporting their use for important ongoing research that, 
59

for example, facilitates recovery efforts after natural disasters such as volcanic 

eruptions and the associated loss of biodiversity. The breadth of NMNH research 

and its collections of biological, geological, and anthropological objects foster an 

interdisciplinary environment that attracts other academic institutions, foreign 

researchers, and national and international policy makers.

To achieve the strategic goals of Broadening Access and Revitalizing 

Education, the NMNH will use funding to maintain and upgrade permanent 

exhibitions, replace outdated exhibits with multi-disciplinary, interactive 

exhibitions on the Mall and in other venues through traveling exhibits, and to 

conduct more digital outreach across the country. Both the permanent and 

temporary exhibitions reflect best practices in visitor experience planning and 

informal science education, and the Museum will continue to develop these 

exhibits as part of an array of public outreach activities. 

In March 2017, the Museum opened its Objects of Wonder exhibition, 

which showcases more than 1,000 of its treasured collections objects. This new 

exhibition explores the breadth, scope and splendor of some of more than 145 

million artifacts, and examines how scientists use Smithsonian collections to 

enlighten and illuminate our understanding of nature and human culture. In the 

exhibit, visitors can see a lion and pair of shoebills collected in 1909 by Teddy 

Roosevelt; the world’s largest seed, the shockingly shaped coco de mer; 

preserved mammoth meat and hair collected in 1901; skulls from Dian Fossey’s

gorillas; whale earwax; a 40-foot painted house front from a Tsimshian village,

collected in 1875 for the U.S. Centennial Exposition; a stunning new acquisition 

of lapis lazuli from Afghanistan; and a diversity of eggs, insects and deep-sea 

corals — to name just a few of the spectacular objects on display.

The Museum also completed the deinstallation of the former Dinosaur Hall 

and is close to finishing the renovation of the new David H. Koch Hall of Fossils 

— Deep Time. This major exhibit space overhaul included the renovation of the 

31,000-square-foot halls in preparation for the Deep Time exhibit, which is 

scheduled to open in June of 2019. This project required removing and 

conserving about 2,000 paleontological collections. The specimens are now 

being remounted for display. The Museum is using a $35 million privately funded 

gift for the exhibit fabrication and remounting of the fossils in the hall. This exhibit 

effort demonstrates how successfully the Museum is combining federal funding

with its own philanthropic fund raising.

The Museum has several new exhibits under development, which will be on 

display later in FY 2018. Narwhal, Revealing an Arctic Legend, is slated to open in 

August of 2017, and will feature life‐sized narwhal models, real tusk specimens, 

hands‐on explorations, and traditional knowledge and objects gathered in close 

cooperation with Inuit tribal elders and hunters. Outbreak! Epidemics in a 

Connected World will open in May of 2018, and will examine the ways infectious 

diseases reveal an intricate interconnectedness of humans, animals, their 
60

environments, and microbes. It will explore why infectious diseases emerge where 

they do, how they spill over from animals to people, why they can amplify and 

spread so quickly, and where to look for the next outbreak. This exhibit will draw on 

the combined expertise of Smithsonian biologists, anthropologists, and National 

Zoo veterinarians. To maximize the global impact of Outbreak, the Museum hopes 

to design a second version of the exhibition that communities can display in 

hospitals, libraries, train stations, coffee shops and other venues around the world. 

This smaller exhibition will be distributed for free, worldwide, in partnership with 

critical public health institutions. Finally, a new Garden Lounge will open in

FY 2018, and will serve as a welcoming interior garden rest and recharge area for 

visitors. It will feature live plants and a relaxing atmosphere with botany content as 

a theme. Bright sunlight, enhanced seating, and designated outlets for charging 

mobile devices will welcome visitors to the space.

In FY 2018, the NMNH will continue to inspire public appreciation of and 

engagement with science and the natural world through efforts in our education, 

outreach and visitor experience programs. In FY 2017, more than 150 expert‐led 

programs allowed visitors from around the world to engage with a huge diversity 

of NMNH researchers, postdoctoral students, collections managers, scientific 

illustrators, and other staff about the real stories behind cutting‐edge Smithsonian 

research. The Museum’s partnership with the National Oceanic and Atmospheric 

Administration (NOAA) brought in additional experts from around the country, 

including biologists, economists, and meteorologists, to help connect visitors with 

the latest information on rising sea levels and their impact on fisheries, changing 

storm patterns, and the ties between ocean health and human health.

Meanwhile, Q?rius, The Coralyn W. Whitney Science Education Center —

the Museum’s science, technology, engineering, and mathematics (STEM) learning 

facility — brings NMNH research and collections assets to the forefront, allowing for 

public participation on site, online, and through classrooms. In FY 2018, the 

Museum will continue to design Q?rius programs to inspire, nurture, grow, and 

diversify the next generation of STEM professionals by helping citizens become 

aware of their connection to current issues affecting the natural and cultural world. 

To achieve this, the Museum will create more opportunities for visitors to participate 

in learning experiences based on current research and authentic collections in 

Q?rius. 

Also, in FY 2018, the NMNH will continue implementing its public 

engagement plan to coordinate its many outreach efforts. This plan focuses the 

Museum’s permanent and temporary exhibitions, educational and outreach 

programs, and Web outreach on the major research themes identified in the 

Science Strategic Plan: Understanding the formation of the Earth and similar 

planets, discovering and understanding life’s diversity, and exploring human 

diversity and cultural change.
61

In FY 2018, the NMNH will continue to make available the Museum’s

science experts and collections from behind the scenes, and provide the public 

with opportunities to engage with scientists, their research, collections, and 

research-grade scientific equipment, with programs such as “The Scientist Is In”

and “The Artist Is In” series. In addition, the Museum will continue to host special 

themed days and festivals that bring the public and NMNH science experts 

together to focus on a specific area of natural history and science work, such as 

National Fossil Day, World Ocean Day, International Polychaete Day, Invasive 

Species Awareness Day, Mount St. Helens Day, Pollinator Week, the Orchids 

Festival, the Environmental Film Festival, Boy Scout Day, the Innovation Festival, 

and the Smithsonian‐wide National Math Festival.

The Museum will also continue to reach out to a growing local, national, 

and international audience, including children and families, students and 

teachers, adults, and especially teenagers who visit the Museum on the Mall or 

its extensive presence online. Outreach activities will include traveling 

exhibitions, distance learning, and in-depth, online resources, including the 

Ocean Portal, Human Origins and Q?rius websites, as well as digitized 

collections and long-standing programs of lectures, films, and teacher education. 

These NMNH programs and resources will continue to inspire citizens by 

making them aware of current issues related to the natural and cultural world, 

helping them understand their role in addressing those issues, and enabling 

them to participate in experiences that inspire stewardship, conservation, and 

protection of natural and cultural diversity. In addition, Museum staff are focusing 

their efforts to build new youth audiences and increase youth participation in a 

continuum of opportunities that inspire, nurture, grow, and diversify the next

generation of STEM professionals. Through innovations in educational 

technology, these efforts will serve visitors to the nation’s capital as well as

millions of people around the world who cannot visit the Museum in person. The 

NMNH will continue to use focused audience research and evaluation tools to 

study the effectiveness of its public education and outreach efforts.

NONAPPROPRIATED RESOURCES — General trust funds support salaries 

and benefits of administrative personnel, development and business activities, 

and other program-related costs. The Museum raises funds from private sources 

to support research, exhibitions, public programs, and administrative functions. 

This includes securing donations from special events to promote new exhibitions 

and educational initiatives, and public outreach. Donor/sponsor-designated funds 

are vital to support exhibition hall renovations, such as the major gifts that have 

helped to fund the major renovations of the Fossil Hall and Human Origins Hall, 

establish Fellowship programs at the Museum, and offer educational activities 

and programs such as Q?rius, the STEM education and experience center. In 

addition, significant endowment gifts support internships and Fellowships which 

introduce more students to the natural sciences, as well as help the Museum 
62

maintain and update its educational programs for the Ocean Hall, and study of 

human origins. 

In FY 2018, gift funding will support the Global Genome Initiative to use 

emerging genomic research technologies to drive understanding of Earth’s 

biodiversity to new levels by systematically studying, collecting, organizing, and 

sharing genomic samples of non-human species to preserve and understand the 

genomic diversity of life on Earth.

Also, in FY 2018, endowment funds will continue to support a variety of 

research, exhibit, and education programs, including the Ernest S. (“Tiger”) 

Burch, Jr. Endowment, which promotes and interprets the multi-disciplinary study 

of Arctic peoples and their cultures, past and present. Additionally, the Harold 

Robinson and Vicki Funk Fund supports the creation of an award to fund and 

sustain the work of Fellows, researchers and curators conducting research 

involving Compositae (sunflower family) collections in the U.S. National 

Herbarium within the NMNH. These endowments are important in providing 

operational and research support to scientists as they conduct their important 

work. In addition, the Museum continues to receive grants and contracts from 

both non-Government and Government institutions. The NMNH was awarded 62 

external grants and contracts totaling $8.3 million in FY 2016. These funds 

support both cutting-edge research and exhibitions, and demonstrate both

international and cross-agency collaboration on shared projects and issues.

Finally, in FY 2018, grant funding will support LINEAGE, a cross-platform 

learning experience for exploring the history of life on Earth; support graduate 

student studies in marine science; and fund research to understand chemical 

cues in settlement site selection on coral reefs, possibly leading to more effective 

management of marine environments.
63

NATIONAL ZOOLOGICAL PARK

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS

GENERAL

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS 

CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016 

ENACTED 208 26,382 26 8,303 34 6,491 10 2,294

FY 2017 

ESTIMATE 208 26,332 26 8,303 34 6,491 10 2,294

FY 2018 

REQUEST 208 26,864 28 8,572 35 6,641 11 2,398

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

REVITALIZING EDUCATION; STRENGTHENING COLLECTIONS; AND 

MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Excellent Research

Research

Engage in research and discovery 25 2,617 25 2,681 0 64

Broadening Access

Exhibitions

Offer compelling, first-class exhibitions 5 764 5 777 0 13

Revitalizing Education

Education

Engage and inspire diverse audiences 2 262 2 267 0 5

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 159 19,556 159 19,963 0 407

Mission Enabling

Security and Safety

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors, and 

volunteers

5 799 5 812 0 13

Information Technology

Modernize the Institution’s information 

technology systems and infrastructure 4 821 4 831 0 10
64

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 6 1,113 6 1,133 0 20

Ensure that the Smithsonian workforce is 

efficient, collaborative, committed, innovative, 

and diverse

0 116 0 116 0 0

Enhance the reputation of the Smithsonian by 

maintaining good relations with the news media 

and with federal, state, and local governments

2 284 2 284 0 0

Total 208 26,332 208 26,864 0 532

BACKGROUND AND CONTEXT

In FY 2018, the Smithsonian’s National Zoological Park (NZP) will be more 

than halfway through implementing the NZP strategic plan, Our Plan to Save 

Species. With the Strategic Plan as the roadmap, the focus in FY 2018 will 

continue to be to: 

 Fortify and Focus Science, Animal Care, and Collections Management to 

Advance Global Conservation and Sustainability 

As the Smithsonian’s National Zoo and Conservation Biology Institute

(NZP/SCBI) are leaders within the American Zoological Association (AZA) 

community and for all zoos in North America, their work to sustain genetically 

viable live collections and ensure the diversity of species’ populations held in zoos 

is a challenge; no one zoo can accomplish this feat on its own. It is only through 

the coordination and collaboration of all zoos — facilitated by the AZA — that 

North American zoos can continue to thrive. One of NZP/SCBI’s key contributions 

to ensuring the survival of endangered species is the work that occurs at 

NZP/SCBI’s 3,200-acre Conservation Biology Institute (SCBI) in Front Royal, 

Virginia. In recognition of NZP/SCBI’s importance, Dennis Kelly, Zoo director, 

currently serves as chairman of the AZA Board.

NZP/SCBI is world-renowned for its heroic efforts to research, breed, and 

reintroduce some of the world’s most critically endangered species. More than

300 species are exhibited at the Rock Creek Park campus and 20 species at 

Front Royal. Both locations house and care for some of the world’s most 

endangered animals, such as kiwi, clouded leopards, red pandas, and cheetahs, 

among others. Some of these animals enter NZP’s facility when little is known 

about them and they are already headed toward extinction. 

NZP/SCBI researchers work to identify solutions to threats facing 

endangered animal populations and develop standards or best practices for 

medical care, husbandry, and safety for zoo animals. These efforts have been a 

key contributing factor in raising the husbandry standards for all animals 

throughout the AZA community and worldwide. NZP/SCBI’s accomplishments 
65

range from protecting elephants and their caretakers, and understanding the 

specifics of cheetah reproduction, to the reintroduction of scimitar-horned oryx to 

the wild in Chad.

One important consideration in ensuring the collection’s safety is 

introducing more intensive animal quarantine and screening procedures to 

prevent disease transmission from wildlife to livestock, people, and other animals 

in the Zoo’s collections — these practices are now part of the standard of care. 

New veterinary medical procedures, diagnostics, and testing keep animals healthy 

and able to breed. More sophisticated medical equipment is being used and new 

and labor-intensive approaches are increasingly deployed to provide life-saving 

veterinary care and hand-rearing that means the difference between life and 

death for these very rare animals. NZP/SCBI develops and shares this expertise 

as well as breeding and research protocols throughout the AZA and the worldwide 

zoo community. 

However, all of these new protocols, tests, and management practices are 

resource intensive. When almost every birth at Front Royal is of an endangered 

animal whose individual survival contributes to the overall survival of that species, 

these resources are well-spent. For these reasons, NZP/SCBI must strategically 

augment staffing with a select number of well-trained animal care professionals 

and veterinarians — staff who are essential for ensuring that the Zoo succeeds in 

its vital mission of saving species.

The extensive space available at the Front Royal facility and the capability 

it allows to appropriately house and raise endangered species according to their 

particular needs has been instrumental to NZP/SCBI’s exceptional success in 

species preservation. Yet, with 3,200 acres, there is a cost associated with this 

species preservation on such a large campus. Activities such as fence

maintenance (18 miles of perimeter, 36 miles of cross, eight miles of electric) and 

gate maintenance (207 manual, nine electric), snow removal, mowing nearly 500 

acres of pastures and 19 acres of holding yards, and maintaining the 10 miles of 

overhead and underground power lines are vital to ensure the health, safety, and 

welfare of the Front Royal research and breeding collection. 

Highlights from past years include an SCBI scientist being named “cheetah 

species survival plan coordinator” for all accredited zoos in North America. In this 

role, SCBI coordinates a nationwide “breeding centers coalition,” a nine-facility 

consortium that manages the most genetically valuable cheetahs in spacious, 

naturalistic enclosures. The result was increased cheetah reproduction. To date, 

in FY 2017, there have already been 10 cubs from two litters. Scientific studies led 

by SCBI have further contributed to improvements in animal management 

techniques; one study demonstrated that allowing multiple males to live together 

as they would in the wild improves reproductive qualities, including sperm 

production.
66

This dual emphasis on animal management and research is applied every 

day to other rare species. For example, SCBI scientists are using their expertise 

in collaboration with the Patuxent Wildlife Breeding Center to improve recovery of 

the endangered whooping crane. Despite this species experiencing a reduction to 

fewer than 20 individuals in the 1960s, SCBI studies have revealed no adverse 

effect on male fertility. Meanwhile, SCBI scientists are developing new sperm 

freezing and hormonal monitoring methods so that artificial insemination programs 

can be more effective in reproducing under-represented species of birds. These 

innovative tools also are being applied to conservation programs for rare Asian 

crane species maintained in SCBI’s animal collection at Front Royal, including the 

white-naped and hooded cranes. SCBI scientists are using this hard won 

expertise to increase total animal numbers and put these populations of rare 

species on a trajectory to sustainability.

NZP/SCBI science does not stop at the borders of the Front Royal campus

or Rock Creek Park facility. For example, NZP/SCBI and its partners are working 

hard to develop techniques to preserve more than 11 species of corals. Their 

techniques have enabled corals to be frozen and subsequently thawed to enable 

out-planting of new corals. Thousands of juvenile corals produced from 

cryopreserved material are currently being raised at the National Sea Simulator in 

Australia. 

 Expand Our Reach and Impact

Science alone cannot solve the planet’s extinction crisis. NZP/SCBI has an 

important role in teaching both the public about its role in preventing the extinction 

crisis and the next generation of researchers and scientists who are trained at the 

Smithsonian-George Mason University School of Conservation (SMSC) and serve 

as interns, Fellows, residents, and postdoctoral students throughout the Zoo. 

Teaching and mentoring programs impact a growing number of students. 

NZP/SCBI restructured its internship program to ensure that these important 

learning opportunities are as effective as possible. Also, a specialized summer 

program for high-school juniors and seniors takes place on the Front Royal 

campus and complements the Friends of the National Zoo (FONZ) camp, 

providing an introduction to conservation field studies and careers. 

NZP/SCBI also engages the millions of people who visit the National Zoo in 

Rock Creek Park. In FY 2016, NZP leveraged increased visitation to increase 

public awareness of species under threat. During visits, guests are introduced to

flagship species. Flagship species such as pandas and Asian elephants act as 

goodwill ambassadors to help the public support conservation of that species and 

their habitat, and by doing so protect other species sharing the same habitat or 

vulnerable to the same threats. 
67

FY 2016 saw an increase in collection animals at Rock Creek (from 2,083

to 3,413 collection specimens). Significant mammal additions in FY 2016 and 

expectations for FY 2017 include a male Asian elephant, a baby orangutan, a sea 

lion pup and a seal pup. Zoo staff expects successful breeding for the carnivores 

(lions/tigers), giant pandas, great apes, and pinnipeds (sea lions and seals). The 

addition of large animals increases feeding costs for meat, fish and other food 

items. An aging herd of female elephants requires increased medical care as well.

New arrivals encourage the public to visit or return to the Zoo, but once 

they arrive NZP/SCBI deploys multiple outreach channels to further engage the 

public. Our surveys tell us that interaction with a keeper or interpreter has the 

most impact in educating the public. Keeper demonstrations are the most 

impactful of all interactions, so each day the keepers host a variety of 

experiences, from fish feeding in Amazonia to elephant training and the daily sea 

lion demonstrations. Since keepers have many other responsibilities and their 

availability is limited, NZP/SCBI organizes and focuses the energy of an extensive 

volunteer community, using resources from concessions income. Volunteer 

interpreters are on the front lines of engaging the public in connecting to the 

animals that they see. Paid staff train the interpreters to focus on messages most 

relevant to the animals visitors see, and assure that interpreters are well-versed 

on the challenges facing these species in their native environments. 

However, neither keepers nor interpreters can be available for each and 

every visitor. During FY 2016, NZP/SCBI completed its phase one digital sign 

program throughout the Park. Digital signs accomplish multiple goals, one of 

which is to provide an early warning system for events that need to be 

communicated quickly, such as adverse weather conditions, an escaped animal, 

or other security incidents in the Park. On a daily basis, digital signs help provide 

visitors with maps of exhibits and facilities, schedules of activities such as keeper 

demonstrations, and more in-depth information about the animal collection.

NZP/SCBI plans to build on the success of the digital program and will continue 

installing new signs as funds become available.

Even more visitors come through the NZP/SCBI’s new, active website. 

Since the beginning of FY 2016, NZP/SCBI’s website experienced 67 million page 

views during 23 million sessions. In FY 2016, NZP webcams were viewed more 

than 40 million times by in excess of 14 million people — six times the number of 

in-person visitors in the Park. In FY 2016, NZP/SCBI launched a revamped 

website using new technology that is more mobile friendly, allows for easier 

updating of content, and enables us to leverage the interest in our site through a 

deeper engagement with users. NZP webcams attract and retain visitors, but also 

serve a dual function at NZP/SCBI. First and foremost, webcams allow keepers to 

safely monitor animals during critical times such as illness, pregnancy and birth.

Second, the public webcams bring the animals to the public even when they 

cannot visit in person. NZP/SCBI’s goal is to have a more robust webcam 

program for the public in the near future. 
68

NZP/SCBI leverages the website for citizen science as well. SCBI is the cocreator and leader of eMammal, a regional wildlife project that uses citizen 

scientists and trail cameras to monitor wildlife across public lands in the midAtlantic States. In the past three years, volunteers have captured more than two 

million wildlife images which have been checked by experts and deposited within 

a Smithsonian digital repository. This program has been recognized as one of the 

top citizen-science programs in the country. 

 Strengthen Core Foundations of People, Places, and Fiscal Resources 

for Mission Success 

Past years have seen significant upgrades to NZP/SCBI’s capital 

infrastructure. 

The next planned major public-facing exhibit renovation is of the historic 

1928 Bird House and surrounding plateau, which will turn the facility into an 

educational celebration of birds and bird migration. FY 2016 marked the completion 

of the design phase for this first-of-its-kind Zoo attraction that immerses visitors in 

birds’ miraculous annual journeys. It will engage visitors directly in NZP/SCBI’s 

world-renowned and pioneering research led by scientists at the Smithsonian 

Migratory Bird Center, while also inspiring the public to participate in protecting 

migratory birds and their shrinking habitats. It was an SCBI scientist, along with 

more than 20 other conservation organizations, who developed The State of the 

Birds 2014 — the most comprehensive review of long-term trend data for U.S. birds 

ever conducted. The report found bird populations declining across several key 

habitats and included a “watch list” of bird species in need of immediate 

conservation help. This exhibit is essential to tell that important story.

Planning a Zoo renovation is a major undertaking that must ensure the 

safety of the existing live collection while expanding the number and variety of the 

species on exhibit. In FY 2017, the Bird House and surrounding area was closed 

to the public and the collection transferred to various suitable locations so that 

construction can safely begin in FY 2018.

This FY 2018 budget request includes an increase of $532,000 for necessary 

pay and other related salary costs for existing staff.

MEANS AND STRATEGY

The health, well-being, and safety of both the animals and staff of the 

NZP/SCBI are its highest priority. The Zoo’s SCBI is world-renowned for its efforts 

to research, breed, and reintroduce some of the world’s most critically 

endangered species, including the Przewalski’s horse, golden-lion tamarin, blackfooted ferret, scimitar-horned oryx, red-crowned cranes, and many others. 

Accepted standards or best industry practices for medical care, husbandry, and 

safety for Zoo animals are continually increasing. For example, federal and state 
69

regulations require intensive animal quarantining and screening procedures to 

prevent disease transmission to livestock, people, and other animals in the living

collection. 

In addition, increased diverse threats, such as Highly Pathogenic Avian 

Influenza, require staffing to respond to new requirements and maintain a viable 

collection. Furthermore, new veterinary medical procedures, diagnostics and 

testing require advanced medical equipment and expertise, and breeding and 

research protocols designed to save endangered species from extinction require 

new, more time-intensive, sophisticated management approaches to ensure the 

safety of animals and staff. Finally, when every birth of an endangered animal 

may impact the survival of a species, new and labor-intensive approaches are 

increasingly needed to provide life-saving veterinary care and hand-rearing that 

means the difference between an animal’s life and death. For these reasons, the 

NZP/SCBI must strategically augment staffing with a select number of well-trained 

animal care professionals and veterinarians — staff who are essential for ensuring 

that NZP/SCBI successfully achieves its vital mission of saving species and 

enlisting public support for that purpose.

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

benefits of the director and general operational requirements for adequate animal 

care, professional training in conservation sciences, and animal acquisitions. 

Donor/sponsor-designated funds support the costs related to specific programs and 

projects, including: field and captive studies on Sahelo-Saharan antelopes, 

amphibians, cheetahs, giant pandas, Asian elephants, tigers, and clouded leopards; 

ecological studies on migratory birds; and the documentation and monitoring of 

biodiversity and habitat quality in selected sites around the world. A large percentage 

of these funds supplement federal funding for renovating and modernizing NZP/SCBI. 

Private donations for multiple small- to medium-sized projects or for the extensive

Bird House renovation fund a portion of construction costs and support all exhibit 

interpretive design and implementation. Government grants and contracts support a 

wide array of scientific studies on the biology and habitats of endangered and 

threatened species. Concessions, such as food and retail shop sales, fund the 

NZP/SCBI Information Technology Support and Help Desk, exhibit maintenance, 

visitor services, volunteer programs, and the communications team. 
70

SMITHSONIAN ENVIRONMENTAL RESEARCH CENTER

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 32 3,956 10 937 18 2,529 36 4,619

FY 2017

ESTIMATE 32 3,948 10 1,300 11 2,000 40 5,000

FY 2018

REQUEST 32 4,193 10 1,300 11 2,000 25 3,000

STRATEGIC GOALS: EXCELLENT RESEARCH; REVITALIZING 

EDUCATION; AND MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Excellent Research

Research

Engage in research and discovery 24 3,155 24 3,390 0 235

Revitalizing Education

Education

Engage and inspire diverse audiences 1 44 1 0 0 -44

Mission Enabling

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 4 583 4 614 0 31

Modernize the Institution’s financial 

management and accounting operations 3 166 3 189 0 23

Total 32 3,948 32 4,193 0 245

BACKGROUND AND CONTEXT

The Smithsonian Environmental Research Center (SERC) is a leader in 

research on land and water ecosystems in the coastal zone. SERC’s innovative 

research and unique setting advance basic environmental science in the zone 

where most of the world’s population lives, and provides society with the 

knowledge to solve the environmental challenges of the 21st century.

Research and discovery remain the core activities at SERC. Scientists use 

the unique site on the shore of the Chesapeake Bay, and other sites, including 

the Smithsonian Marine Science Network, to investigate the ecological 
71

interconnections of aquatic, terrestrial, and atmospheric components of complex 

landscapes, with comparative studies on regional, continental, and global scales. 

SERC maintains a vigorous professional training program dedicated to 

producing the next generation of scientists. Through its efforts to achieve 

extramural funding and establish external partnerships, SERC hosts a large 

number of undergraduate interns, graduate students, postdoctoral Fellows, and 

visiting scientists, with success in reaching candidates from underserved 

communities.

SERC intends to redevelop its programs for public engagement. Schoolbased programs, serving thousands of children annually, continue to be a major 

emphasis of SERC’s public efforts. In addition, SERC intends to expand its public 

outreach by incorporating new citizen science programs and enhanced 

volunteerism.

SERC will continue to update and streamline management systems and 

functions, and advance construction of its Facilities Master Plan. In FYs 2017

and 2018 SERC will revisit and update its 2008 Facilities Master Plan, the goal of 

which is to address the remaining elements of the 2008 Plan and revisit the site 

priorities. By the end of FY 2017, SERC will have completed work on its 1.5-mile 

entrance to the main campus, which is necessary for the safe travel of staff and 

visitors in passenger vehicles and school buses. In addition, SERC plans to 

implement the next phase of the Master Plan, including design of the Information 

Commons that will be the Institution’s first “Net-zero energy” building. Other 

projects include developing a campus-wide storm water management plan, 

design of the Green Village to provide more housing for a growing number of 

visiting and collaborating scientists and students, and much-needed new support 

facilities for the Smithsonian Facilities staff.

The FY 2018 budget request includes an increase of $245,000 for 

necessary pay and other related salary costs for existing staff.

MEANS AND STRATEGY

SERC has an advantage in furthering its research goals and priorities by 

operating its 2,650-acre site on the Chesapeake Bay. Using the unique 

assemblage of streams, shoreline, forests and agricultural fields, its scientists 

investigate the interconnections of aquatic, terrestrial, and atmospheric 

components of complex landscapes. SERC’s research campus also supports 

research efforts of other collaborators and agencies (e.g., the U.S. Department of 

Agriculture, U.S. Geological Survey, U.S. Fish and Wildlife Service, and many 

universities and state agencies). SERC develops innovative approaches and 

instrumentation to measure environmental changes at four ecological levels (i.e., 

global change, landscape ecology, ecology of coastal ecosystems, and 

population and community ecology), and has developed unique, long-term, and 
72

experimental data sets on environmental change. SERC has been a leader in 

developing the Smithsonian’s Marine Science Network of sites along the western 

Atlantic Ocean for comparative coastal studies, as well as in developing the

Tennenbaum Marine Observatories Network. SERC is a partner site in the 

National Ecological Observation Network (NEON). As such, in FY 2015, SERC 

completed construction of a sampling tower array to support a node for 

environmental data collection that feeds a national network established to 

observe and interpret changes in terrestrial environments. During its 50-year 

history, SERC has built a reputation for world-class research, producing many 

publications that are rich in data and multi-disciplinary and integrative in analysis.

SERC’s research, education, and outreach efforts are closely aligned with 

the Smithsonian’s Strategic Plan. By building on existing strengths and special 

programs, SERC enhances its successful research on the following topics: landsea linkages of ecosystems; landscape ecology of coastal watersheds; estuarine 

ecology; invasive species (especially in coastal ecosystems); global change 

impacts on biotic and chemical interactions; biocomplexity of structure and 

processes in key ecosystems; and community and population ecology. 

During the next five years, SERC research on coastal marine ecology will 

focus on four key, interrelated areas: the structure and dynamics of marine food 

webs; the integrity and biodiversity of crucial marine ecosystems; linkages of 

ecosystems at the land-sea interface; and the ecological regulation of marine 

biodiversity. SERC seeks to expand its expertise in the ecology of invasive 

species and how they affect coastal ecosystems. To implement these goals, 

SERC will continue to link its research with national and international research 

networks and enhance the Marine Science Network and the Tennenbaum Marine 

Observatory Network, which was conceived to coordinate and align the extensive 

marine research efforts throughout the Smithsonian. SERC is also developing 

scientific and technological capabilities in analytical chemistry, remote sensing, 

and instrumentation in coastal watersheds and connected ecosystems. In 

addition, SERC is working with partners in the National Museum of Natural 

History and the regional research community to develop DNA barcode libraries 

for all of the species of fishes and major groups of invertebrates of the 

Chesapeake Bay. This will become a shared resource for tracking biodiversity, 

species distributions, and foodweb structures in the nation’s largest estuary.

SERC also continues to strengthen its public outreach programs. In 

addition to providing a lecture series, workshops, and expert consultation for the 

public, teachers, and public officials, SERC remains open to the public six days a 

week. Also, in addition to offering formal programs to the public, SERC 

encourages visitors to explore the Center’s many trails through forests and fields, 

as well as more than 12 miles of shoreline along the Chesapeake Bay.

SERC continues to implement its comprehensive Facilities Master Plan 

through projects that provide critical infrastructure improvements and allow for 
73

controlled and operationally sustainable growth during the next decade. One of 

the key components of the plan is the focus on reducing energy and water 

consumption across the campus. The incorporation of sustainable improvements 

at the campus will ensure long-term savings in operating costs and a reduction in 

SERC’s carbon footprint. SERC expects future projects to reach design 

standards that exceed those set by the recently completed, award-winning 

Charles McC. Mathias laboratory, as the Center establishes its leadership in the 

areas of innovative design and functionality.

SERC has established management controls to ensure proper accounting 

for its research activities, including indirect cost recovery in its sponsored 

research program. Moreover, the staff strives to maintain an excellent record of 

safety and protection for all staff and visitors. In conjunction with the Institution’s 

central administrative offices, SERC maintains its excellent record of property

management and protection of sensitive information and data.

NONAPPROPRIATED RESOURCES — General trust funds support fund raising 

and internship/Fellowship programs. In addition, core administrative support is 

funded through an indirect cost recovery derived from extramural research and 

education awards. Donor/sponsor-designated funds provide critical operating 

support related to specific programs and projects in research, public education, 

and professional training. Most of SERC’s scientific research program of $5.5

million annually is supported by Government grants and contracts, including the 

National Ballast Information Clearinghouse, which was established by Congress 

as part of the National Invasive Species Act of 1996. 
74

SMITHSONIAN TROPICAL RESEARCH INSTITUTE

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 191 14,166 48 2,674 24 4,163 22 2,095

FY 2017

ESTIMATE 191 14,139 50 2,810 32 4,518 21 1,445

FY 2018 

REQUEST 191 14,386 50 2,833 32 4,590 21 1,445

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

REVITALIZING EDUCATION; AND MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Excellent Research

Research

Engage in research and discovery 114 9,135 114 9,311 0 176

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 3 172 3 171 0 -1

Public Programs

Provide reference services and information 9 562 9 625 0 63

Revitalizing Education

Education

Engage and inspire diverse audiences 2 359 2 357 0 -2

Mission Enabling

Security and Safety

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors, and 

volunteers

15 541 15 538 0 -3

Provide a safe and healthy environment 2 148 2 147 0 -1

Information Technology

Modernize the Institution’s information 

technology systems and infrastructure 6 375 6 373 0 -2

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 10 1,121 10 1,116 0 -5

Ensure that the Smithsonian workforce is 

efficient, collaborative, committed, innovative, 

and diverse

5 222 5 221 0 -1

Modernize the Institution’s financial 

management and accounting operations 12 769 12 795 0 26
75

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Enhance the reputation of the Smithsonian by 

maintaining good relations with the news media 

and with federal, state, and local governments

3 267 3 266 0 -1

Modernize and streamline the Institution’s 

acquisitions management operations 10 468 10 466 0 -2

Total 191 14,139 191 14,386 0 247

BACKGROUND AND CONTEXT

In 1910, Smithsonian Secretary Charles Walcott received a request from President 

William Howard Taft to send a scientific expedition to Panama to study the environmental 

impact of the Panama Canal. The President of Panama, Pablo Arosemena, invited the 

Smithsonian to extend its study to the entire isthmus (1910–1912), establishing a 

relationship that more than 100 years later continues to be a remarkable scientific

resource for both countries and the world. The Smithsonian Tropical Research Institute 

(STRI) is now the principal U.S. organization dedicated to advancing fundamental 

scientific discovery and understanding of biological and cultural diversity in the tropics,

and its contribution to human welfare. STRI plays a critical role for the U.S. Government 

and the Smithsonian by maintaining world-class research facilities in Panama, where 

each year approximately 1,400 resident and visiting international scientists and university 

students access the diverse tropical environments STRI stewards. Of these, STRI most 

notably serves as the official custodian for the Barro Colorado Nature Monument (BCNM) 

in Panama under the terms of the Convention on Nature Protection and Wildlife 

Preservation in the Western hemisphere, ratified by the U.S. Senate in April 1941 and 

codified in the Panama Canal Treaties. The BCNM is the only mainland tropical reserve 

under U.S. stewardship and served as the original base of operations for the 1910 

expedition.

Why is the Smithsonian in Panama? What is now Panama was under water until 

about three million years ago. The rise of the Isthmus of Panama changed the world. It 

connected North and South America and separated the Atlantic from the Pacific, setting

into motion global change that dramatically impacted marine and terrestrial life. STRI has 

been located at the heart of this event for more than a century. Its nine research facilities,

situated throughout Panama’s diverse ecosystems, serve as an unparalleled field research 

platform to investigate the critical events that shaped the world and its tropical diversity. 

Furthermore, the 1,400 resident and visiting scientists and students hosted by STRI each 

year make it a critically important teaching and research platform for the nation.

Scientific Productivity

A Visiting Committee of outside experts regularly evaluates the relevance, quality, 

and performance of STRI scientists. In their last review, the Visiting Committee used 

National Research Council criteria to measure the productivity and impact of STRI 

science compared to 142 of the best university research departments in the United 

States. STRI scientists ranked first in all measures of scientific relevance (e.g., publication 
76

citations), quality (e.g., scientific honors), and productivity (e.g., publication numbers). In 

addition, the number of young scientists who choose STRI as the base for their graduate 

and postgraduate research training provides an annual measure of the relevance and 

quality of STRI science to the future of tropical biology and policy. 

STRI’s 25 staff scientists and 160 research assistants-in-residence share the 

science platform with scientists from the United States and international organizations. 

Each year, approximately 1,400 visiting scientists conduct research at STRI facilities with 

STRI scientists who are leaders in their fields. This collaborative effort has produced more 

than 11,000 scientific publications of record over the past century, and results in a new 

scientific publication, on average, every 18 hours. 

Scientific Direction

The long-term research conducted by STRI scientists and collaborators is a critical 

contribution to the Smithsonian Institution’s 2010–2017 Strategic Plan, A Smithsonian for 

the 21st Century, set forth in 2009, particularly through its contributions to the Grand 

Challenge, Understanding and Sustaining a Biodiverse Planet. However, STRI also 

contributes to Unlocking the Mysteries of the Universe through its paleontology program,

and to Valuing World Cultures through its anthropology and archeology programs. In 

addition to investigating animal behavior, ecology, physiology, and the evolutionary 

changes that have occurred in the tropics, STRI has invested for the long term in several 

other core research directions. These include:

Environmental Health

The Panama Canal Watershed provides drinking water for more than one million 

Panama residents and sustains the Panama Canal, which is critical to U.S. trade and 

commerce. One-half of the watershed has been deforested. STRI’s Agua Salud Project

uses the Panama Canal’s central role in world commerce to focus global attention on the 

ecosystem services provided by tropical forests in comparison with other types of land 

cover, providing rigorous quantitative data on a critical topic much debated by policy 

makers. The hydrology portion of the project focuses on how forests help sustain waterrelated ecosystems by mitigating the effects of droughts and floods and purifying water.

Panama Amphibian Rescue Conservation Project

Amphibians are disappearing around the world. A systematic global assessment of 

all 5,743 known amphibian species determined that one-third of all species surveyed are 

in danger of extinction. What is particularly alarming to conservationists is that 122 

amphibian species are believed to have gone extinct since 1980, compared to just five 

bird species and no mammals during the same period. The main cause of this massive 

extinction is the pathogenic chytrid fungus Batrachochytrium dendrobatidis (Bd), which 

causes a disease called Chytridiomycosis.

In response to the massive loss of Panama’s amphibian biodiversity, due mainly to 

the chytrid fungus, STRI has partnered with African Safari, Houston Zoo, Cheyenne 

Mountain Zoo, Zoo New England, Defenders of Wildlife, and the Smithsonian 

Conservation Biology Institute (SCBI) to found the Panama Amphibian Rescue 
77

Conservation (PARC) project. PARC has several key goals to: prevent species 

extinctions by establishing ex-situ (quarantine) assurance colonies of endangered 

amphibians threatened with extinction from the chytrid fungus, which is decimating 

amphibians worldwide; develop tools to mitigate the disease and lead to reintroductions of 

the amphibians in the wild; and engage constituents to support conservation of 

amphibians and habitats. To date, the project has built two ex-situ facilities in Panama, 

and successfully bred more than 10 endangered amphibian species, including the 

Panamanian Golden Frog, a conservation flagship species now extinct in the wild. STRI

scientists actively monitor disease and frog populations in the wild, use the latest 

molecular tools to find beneficial skin bacteria to help frogs fight Chytridiomycosis 

infections, research genetic mechanisms of chytrid resistance in Panamanian Golden 

Frogs, and develop assisted reproduction technologies to breed frogs in captivity and 

cryopreserve their gametes for future use.

Monitoring Forest Health and the Global Carbon Cycle

Combining private and federal support, STRI collaborates with the Smithsonian 

Environmental Research Center (SERC), National Zoo/SCBI, National Museum of Natural 

History (NMNH) and the Smithsonian Astrophysical Observatory (SAO) to create the 

Smithsonian Institution Global Earth Observatories (SIGEO), the largest terrestrial-based 

Earth observation system in the world. Additional U.S. partners and supporters include 

the National Science Foundation (NSF), National Aeronautics and Space Administration, 

National Oceanic and Atmospheric Administration, the U.S. Department of Agriculture

Forest Service, U.S. Department of Energy, the U.S. Geological Survey (USGS), and the 

Centers for Disease Control and Prevention, as well as 80 partner institutions. STRI’s 

Center for Tropical Forest Science, formerly CTFS, now named ForestGEO, coordinates 

research activities in 25 countries on 64 standardized forest parcels, ranging from two to 

50 hectares, in which each tree is mapped and measured every five years. This partnerbased global network of 100 partners provides rigorous, widely available, systematic data 

on forest dynamics and carbon budgets. These data are used by scientists and decision

makers around the world to improve our understanding of tropical forests and the societal 

benefits derived from forests. The expanding network allows for global comparisons and 

has yielded important new findings such as the discovery that old trees play an important 

role in carbon sequestration, which was previously unknown.

Monitoring the Oceans: MarineGEO

The great success of ForestGEO led to the creation of MarineGEO, a cross-bureau 

program that is developing a network of marine data-collection sites studying near-shore 

environments. MarineGEO is the first long-term, international research program to focus 

on understanding coastal marine life and its role in maintaining resilient ecosystems. By 

specializing in coastal ecosystems — where marine biodiversity and people are 

concentrated and interact most — this initiative provides policy makers with the science to 

support innovative solutions and advance management and protection of our oceans. The 

network concept includes monitoring basic parameters which include water acidity, 

temperature, salinity, specific conductivity, dissolved oxygen, and chlorophyll, with the 

intent of making all data available on the Web in real time. This network and the 

associated data sets improve our understanding of biodiversity and ecosystem processes. 
78

To collect this information, STRI has installed sensors at MarineGEO sites on Panama’s 

Caribbean and Pacific coasts.

STRI is important because of its mission, the Institute’s location in the mainland 

tropics on the narrow Isthmus of Panama, and its relationship with the Government of 

Panama. Beyond its mission for the Smithsonian, two examples of collaboration with U.S. 

agencies underscore the important role STRI plays in Panama. The security and facilities 

infrastructure of Barro Colorado Island led the USGS to establish seismic monitoring 

equipment as part of its Caribbean Tsunami Warning System. In addition, the 

Continuously Operating Caribbean GPS Observational Network (COCONet) project, 

funded by the NSF, has partnered with STRI in developing a large-scale geodetic and 

atmospheric monitoring infrastructure in the Caribbean. This infrastructure forms the 

backbone for a broad range of geoscience and atmospheric investigations and enables 

research on process-oriented science questions with direct relevance to geohazards. U.S. 

and international partner agencies use STRI’s marine station in Bocas del Toro as a 

COCONet site to monitor sea level rise and plate tectonics — the movement of Earth’s 

crustal plates that can trigger major earthquakes.

Marine Invasions

New data are filling gaps in the understanding of the rise of the isthmus and its 

changing role in invasion species biology, biodiversity, and global climate. Trade through 

the Panama Canal increased dramatically since the June 2016 completion of the canal 

lock expansion project. STRI scientists and colleagues at SERC, in Maryland, are 

documenting the distribution of invasive marine organisms, providing an unparalleled 

platform to understand the biology of invasive species on a scale comparable to that of 

the Great American Interchange of terrestrial organisms that occurred when the rise of 

the Isthmus of Panama first linked North and South America three million years ago. Such 

research has profound implications for mitigating the problems of invasive species in the 

great seaways of the world, from the Panama Canal to the Great Lakes.

Marine Mammal Conservation

STRI scientists are radio-tracking humpback whales and other marine mammals, 

and revealed that the whales — notably mothers with calves — were at high risk of being 

struck by ships entering or exiting the Panama Canal. With support from Panama’s 

maritime and Canal authorities, the International Maritime Organization approved a traffic 

separation scheme (TSS) in 2014, and officially implemented it as international policy. 

The scheme requires ships to maintain speed of not more than 10 knots from August 1 to 

November 30 every year, through two designated ship traffic lanes approximately three 

miles wide. This type of marine conservation work is a U.S. State Department priority and 

demonstrated that the TSS could reduce potential collisions between ships and whales by 

95 percent. Additionally, the work has led the governments of Colombia, Ecuador, and

Peru to collaborate with STRI and request the Institute’s scientific expertise and counsel 

on this topic.

The FY 2018, budget request includes an increase of $247,000 for necessary pay 

for existing staff.
79

MEANS AND STRATEGY

STRI is the only major research institute to locate modern scientific instrumentation 

and facilities at the edges of tropical forests and coral reefs. STRI staff lead internationally 

recognized research programs and assist scientific visitors with obtaining visas, collecting 

permits, transportation, housing, computing, and library needs. STRI staff are also 

mentors for students from universities across the United States and around the world. 

Panamanian staff and the support of the Government of Panama, including rent-free use 

of multiple properties, have fostered Smithsonian research in Panama for more than 100 

years and STRI has been an exceptional ambassador of goodwill for the United States in 

Panama and throughout Latin America. 

As part of its core mission, STRI will continue to enhance the Smithsonian’s 

platform for long-term research on biodiversity, ecosystems, and the impacts of 

environmental change. This will be accomplished through novel research, education of 

the next generation of scientists, and the dissemination of scientific findings to its

audiences.

Policy makers and scientists need long-term data on fluctuations in the primary 

productivity of forests around the globe, as well as information on changes in the 

abundance and distribution of biological diversity, to distinguish the components of global 

change that can be ascribed to planetary processes from those that may be caused by 

human activity. The Smithsonian Institution is building on its unique research 

infrastructure to provide the required data by expanding its global network of dynamic,

long-term tropical forest plots into the temperate zone, and by collecting additional data 

on vertebrates, insects, and soil micro-organisms, in addition to the trees in the 

ForestGEO plots that scientists have monitored for more than three decades. 

Smithsonian researchers are answering the following questions: How are changing 

environments altering forest biomass? Does the rate of carbon sequestration by forests 

vary with latitude, hydrological condition, and soil fertility? How are the diversity and the 

relative abundance of forest organisms changing over time and space? What components 

of observed changes are due to human activities? How can people modify their behavior 

and economies to ameliorate any changes detrimental to global society?

STRI shares knowledge, experience, and expertise with the next generation of 

tropical scientists. In particular, STRI hosts more than 800 pre- and postdoctoral students 

each year, half of whom come from the United States. For many, their experience at STRI 

is their first real opportunity to be scientists. The experience is transformational. As 

mentors, the Institute’s researchers guide these future investigators, encouraging their 

scientific development and challenging them to develop the scientific rigor required to 

make new discoveries, and to share them for the welfare of humankind. 

STRI continues to work with primary school science teachers to inspire wonder 

and critical thinking skills in the classroom. In Panama and through digital partnerships 

with school districts in the United States, STRI continues to explain field and laboratory 

science and make environmental research accessible to teachers and students.
80

ENABLING STRI’s MISSION THROUGH ORGANIZATIONAL EXCELLENCE

STRI continues to advance the vision detailed in the 20-year plan for upgrading its 

facilities, some of which date back to the pre-World War II era of Panama Canal defense. 

The 20-year STRI facilities plan represents an important opportunity for the Smithsonian 

to provide its world-class group of tropical scientists with the modernized, sustainable, 

and state-of-the-science facilities needed to face the environmental challenges of the 21st 

century.

STRI also offers important facility resources for federal agencies and universities. 

For terrestrial research, STRI serves as the headquarters for ForestGEO, and as a base 

for tsunami-monitoring equipment installed by the USGS. In addition, STRI is discussing

with the Federal Aviation Administration the best way to scientifically assess aircraft birdstrike hazards. For marine research, the access to two oceans provided by STRI marine 

facilities permits scientists to move between experiments in the eastern Pacific Ocean 

and the Caribbean Sea in a few hours, and represents a principal component of the 

Smithsonian MarineGEO network that extends from the Chesapeake Bay to Florida, 

Belize, and Panama. The recurring two-ocean theme in marine science at STRI has 

resulted in landmark studies of the evolution and ecology of tropical marine species and 

communities, as well as research funded by NSF and National Institutes of Health for the 

ecologically guided discovery of new pharmaceutical compounds. STRI’s MarineGEO site 

in Bocas Del Toro (Caribbean) and the Naos Marine Laboratories (Pacific) provide direct 

access to two oceans, and take on increased importance as experimental platforms for 

studying the impact of climate change and ocean acidification on coastal coral reefs, sea 

grasses, and mangroves.

STRI’s primary research facility on the Pacific coast of Panama is Naos 

Laboratories, which provides easy access to key coastal, marine, and off-shore 

environments. It is situated in a unique location that provides ready access to two very 

different marine ecosystems, in the Gulf of Panama and the Gulf of Chiriqui, including 

areas impacted by human activities. This facility is a key resource for a highly productive 

team of researchers, led by eight STRI scientific staff members working in fields such as 

marine biology and ecology, animal behavior, evolutionary and molecular biology, specieshost interactions, species invasions, archaeology, and paleontology. This site is also

essential to MarineGEO.

STRI’s facilities include the Galeta Laboratory, the oldest scientific facility on the 

Caribbean coast of Panama. The laboratory houses a long-term monitoring environmental 

data operation, including the most thoroughly documented recovery from a major oil spill. 

The current infrastructure allows staff scientists and scientific visitors to carry out research 

in coastal ecosystems such as mangroves, coral reefs, and sea grass beds, and on 

invasive species, due to its proximity to the Panama Canal entrance. Galeta is also home 

to one of STRI’s most dynamic and successful public outreach programs.

Research conducted at both laboratories has greatly contributed to the increase of 

our understanding of tropical biodiversity. STRI continues to support scientific research at 

these sites because they offer an unparalleled opportunity to conduct evolutionary and 
81

ecological studies in contrasting environments, including comparisons of marine habitat, 

ecosystems, and species dynamics between these two oceans.

FY 2018 will be another year in which STRI continues to more efficiently use its

available resources while at the same time adapting its work to be more cost-effective in 

the ever-expanding economy of Panama. STRI’s organizational efforts will include 

continued upgrades of its physical plant by seeking to reduce deferred maintenance and 

to conduct more design planning. In addition, STRI will rely on its restructured 

organization, including its Information Technology department and Finance and 

Administration areas, to better and more efficiently meet the needs of its scientific 

computing community as well as the business needs of the Institute. Lastly, STRI will 

continue to find innovative ways to allocate available resources for novel research that 

helps the Smithsonian meet the Grand Challenge of Understanding and Sustaining a 

Biodiverse Planet.

NONAPPROPRIATED RESOURCES — General trust funds support salaries for a small 

percentage of STRI employees involved in research, public outreach, and fund raising. 

Donor/sponsor-designated funds support specific programs and projects to investigate 

key indicators of global environmental health. 

More specifically, donor-designated support also provides an endowed chair for 

the director of STRI, an endowed staff position in tropical paleoecology, and an endowed 

chair for the director of ForestGEO. With private funds, STRI will begin a new initiative to 

understand the critical role played by microbes in marine ecosystems, and host a series 

of post-doctoral Fellows. STRI will also leverage additional private funding to hire a new 

staff scientist and begin a new initiative to understand the critical role played by microbes 

in forest ecosystems.

The chair in paleoecology currently investigates how Earth’s environment has 

changed during the last 60 million years, in part by taking advantage of the multi-billiondollar expansion of the Panama Canal, which has exposed new fossils and geologic 

strata during the massive excavations. Donor-designated support also funds postdoctoral 

studies of the relationship between organism brain size and behavioral complexity, and 

postdoctoral Fellowships in tropical marine biology, using STRI’s Bocas del Toro and 

Galeta field stations in the Caribbean and its Naos Laboratories and Rancheria Island 

field station in the eastern Pacific Ocean.
82

Introduction, Valuing World Cultures

As a steward and goodwill ambassador of cultural connections, 

with a presence in some 140 countries and expertise and collections 

that encompass the globe, the Smithsonian will build bridges of 

mutual respect and present the diversity of world cultures and the joy 

of creativity with accuracy and insight.

RESEARCH Goal: The Smithsonian contributes insights into 

the evolution of humanity and the diversity of the world’s cultures, 

arts, and creativity.

ACCESS Goal: The Smithsonian will inspire audiences to 

explore the cultural and artistic heritages of diverse peoples.

UNITS primarily associated with this Grand Challenge:

 Arthur M. Sackler/Freer Gallery of Art

 Center for Folklife and Cultural Heritage

 Cooper Hewitt, Smithsonian Design Museum 

 Hirshhorn Museum and Sculpture Garden

 National Museum of African Art
83

ARTHUR M. SACKLER GALLERY/FREER GALLERY OF ART

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 45 6,111 7 1,168 56 11,495 0 0

FY 2017

ESTIMATE 45 6,099 8 2,335 65 14,236 0 0

FY 2018

REQUEST 45 6,228 7 1,024 71 12,331 0 0

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

REVITALIZING EDUCATION; STRENGTHENING COLLECTIONS; 

AND MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Excellent Research

Research

Engage in research and discovery 6 1,429 6 1,435 0 6

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 0 43 0 55 0 12

Public Programs

Provide reference services and information 3 265 3 265 0 0

Exhibitions

Offer compelling, first-class exhibitions 16 2,144 16 2,184 0 40

Revitalizing Education

Education

Engage and inspire diverse audiences 5 425 5 456 0 31

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 12 1,367 12 1,387 0 20

Mission Enabling

Management Operations

Ensure that the Smithsonian workforce is 

efficient, collaborative, committed, innovative, 

and diverse

1 143 1 153 0 10

Modernize the Institution’s financial 

management and accounting operations 2 283 2 293 0 10

Total 45 6,099 45 6,228 0 129
84

BACKGROUND AND CONTEXT

The Freer Gallery of Art and the Arthur M. Sackler Gallery (FSG) celebrate the 

artistic traditions of Asia and hold what are widely regarded as among the most important 

collections of Asian art in the world. The Museums collect, study, exhibit, and preserve 

exemplary works of Asian art, as well as works by Whistler and other American artists of 

the “Aesthetic Movement” as represented in Charles Lang Freer’s original gift. The 

combined resources of the Museums are directed toward programs that advance the 

understanding of the arts of Asia and of the Museums’ collections, and foster empathy 

for other cultures.

In FY 2018, the FSG will re-open the Freer Gallery of Art with a public celebration 

after a nearly two-year closure to fully renovate its heating, ventilation, and airconditioning (HVAC) system and reinvigorate its galleries, public auditorium, and visitor 

amenities. The FSG will also build on the excitement generated from the innovative 

exhibitions initiated in the Arthur M. Sackler Gallery which contextualize its growing 

permanent collection. International loan exhibitions and complementary public programs

will provide audience engagement with both historical and contemporary topics, and 

access to some of the finest works of art from Asia. The Museums will also further the 

goal of Broadening Access by realigning resources in FY 2018 to position FSG as a 

world leader in digital collections management initiatives. This will be done by 

maintaining 100 percent digitization as its collections grow, improving the FSG website 

with a new content management system that will allow linkages between thousands of 

different types of records and media, and a new search tool for online collections. FSG

will continue to increase the digitization of its publications, and enhance the visitor 

experience with new ways to access its research and wealth of assets, such as ensuring 

an Americans with Disabilities Act (ADA) compliant website. The new programming effort 

for the International Gallery in the S. Dillon Ripley Center, managed jointly by FSG and 

the National Museum of African Art, enters its fifth year. This gallery, with links to both 

Museums, allows programmatic collaboration, provides a testing ground for new types of 

exhibitions, and affords new opportunities to achieve the Institution’s strategic goals of 

Broadening Access and Revitalizing Education.

The FSG will achieve the goal of Excellent Research by maintaining its impressive 

record of hosting research Fellows and scholarly visitors, through its publications, and by

searching for new funding sources for research.

In addition, the FSG will address the strategic goal of Mission Enabling by 

continually assessing and enhancing staff development and oversight of internal controls. 

The FY 2018 budget request includes an increase of $129,000 for necessary pay 

and other related salary costs for existing staff.

MEANS AND STRATEGY

To achieve the goal of Broadening Access, the FSG continues to direct resources 

to raise attendance and assert its pre-eminence in the field of Asian art by mounting and 
85

traveling high-profile exhibitions. For the FSG’s October 14 relaunch at the beginning of 

FY 2018, exhibitions will focus on the Museums’ outstanding collections. 

Two innovative mid-duration exhibitions will open on the north and south sides of 

the Sackler: Encountering the Buddha: Art and Practice across Asia expands the 

understanding of Buddhism in Asian art through both beautiful objects and immersive 

spaces. Visitors can step into a Tibetan Buddhist shrine, travel the Buddhist world with 

an eighth-century Korean monk, visit a Sri Lankan stupa, meet teachers and guardians,

and discover the ways art and place embody and express the teachings of Buddhism. In 

RESOUNDING: Bells of Ancient China, musical innovations in the Bronze Age meld with 

today’s digital technology in an interactive exploration of ancient Chinese bells. Research

by archaeologists, art historians, musicologists, material scientists, and physicists

indicates that the Smithsonian’s holdings span the entire length of the Bronze Age and 

reflect a variety of regional types and a wide range of uses; early instruments and a bell 

set discovered in a Chinese tomb will be accompanied by videos of ancient bells being 

played, and visitors will even get a chance to compose their own music on bronze bells.

The first quarter of FY 2018 includes additional temporary special exhibitions: The 

Sackler will host the traveling exhibition, DIVINE FELINES: Cats in Ancient Egypt, that

explores cats and lions in ancient Egyptian mythology, kingship and everyday life with 

some 70 diverse representations from the world-famous holdings of the Brooklyn 

Museum, some newly conserved and shown for the first time, along with select objects 

from the FSG collection. The FSG’s contemporary Asian art series, PERSPECTIVES, 

continues with internationally acclaimed artist Subodh Gupta’s monumental installation 

Terminal. Composed of towers of brass containers connected by an intricate web of 

thread, Terminal converts the readymade materials into a glimmering landscape that 

welcomes visitors to the Sackler pavilion. In December 2017, art and conservation 

science converge in UNVEILING THE BUDDHA, a small exhibition of three, life-size 6th

century Chinese lacquer Buddhas (including a major piece from the FSG collection),

which are the earliest and the only known existing examples of their kind. Through these 

objects, visitors are introduced to lacquer and the science of the materials’ analysis, 

about which new research by FSG conservators revealed a startling discovery. In the 

spring of 2018, the FSG collection will be the focus of a major temporary exhibition that 

will highlight a selection of Central Asian Ikats and show them through the lens of both 

traditional and contemporary uses and function — chiefly fashion — demonstrating the 

enduring allure of these richly patterned textiles.

FSG continues to develop major exhibition projects in collaboration with U.S.

museums and with international scholars and institutional partners in China, Japan,

Korea, India, Sri Lanka, and Italy. Sharing select exhibitions through multi-venue 

presentations is an integral component of several exhibition projects under development, 

and touring versions of FSG collection-based exhibitions are being made available.

Turquoise Mountain: Artists Transforming Afghanistan concludes its presentation 

in the Ripley Center International Gallery at the end of October 2017. Extended by 

popular demand, this exhibition — a bold FSG experiment — aligns with two 

Smithsonian strategic goals — Broadening Access and Revitalizing Education —
86

through its use of an immersive installation and digital technology to present an 

inspirational story of the resilience of artistic beauty and the human spirit. The exhibition 

has been enhanced by rich public programs, with the participation of visiting Turquoise 

Mountain artisans, to create an emotionally stirring experience of the stories presented.

A completed visitor study ranks the exhibition’s Overall Visitor Experience as the second 

highest of FSG exhibitions surveyed in the past five years, and the fifth highest of 

exhibitions surveyed since 2004.

Most importantly, in the fall of 2017, the Freer collections will be reinstalled after a 

nearly two-year closure for a major capital building project. Old favorites and new gems 

will be displayed in refreshed galleries with new interpretive content that will enhance 

visitors’ understanding of the breadth and beauty of Asian art. The reinvigorated Freer 

Gallery of Art will include more welcoming visitor entrances, careful incorporation of 

digital technology within the Museum, a renovated Meyer Auditorium, and increased 

amenities to offer visitors a more welcoming environment and gallery experience. Newlydeveloped audio content, increased ADA resources, and enhanced wayfinding will 

provide increased accessibility and an integrated experience across the two Museums. 

The renovation of the Meyer Auditorium will include simulcast capabilities for sharing 

programs with partners around the globe and developing distance-learning opportunities.

The FSG will further broaden access by reaching new and diverse audiences 

through its groundbreaking educational and scholarly programs on the arts of Asia. 

These involve hosting a series of international conferences and workshops, and 

collaborating within the Smithsonian and with outside organizations such as the National 

Museum in Beijing, the Hermitage Museum in St. Petersburg, Russia, the Uffizi in 

Florence, Italy, and the British Museum in London.

Enabling the Museums to be the center for public engagement on the arts of Asia, 

the Museums’ website continues to undergo refinements to allow greater access to our 

collections, which are now fully digitized. With the help of a major Getty Foundation 

grant, an online publication of the Pulverer Collection of Japanese books was recently 

launched. In addition, in the past several years, the FSG has collaborated with 

Ritsumeikan University to digitize more than 100,000 images of Japanese books of art.

The FSG will achieve the Institution’s strategic goal of Excellent Research by 

coordinating its own collections more vigorously with researchers in universities in the 

Washington, DC area, as well as internationally, and ensuring that the FSG has 

appropriate distribution, in print and online, of scholarly publications and data resources. 

The Museum’s department of public and scholarly engagement, which is

responsible for the public-facing activities of the FSG in the areas of public programs, 

education, media relations and advertising, will launch new initiatives developing 

effective visitor engagement strategies as a result of a year-long visitor study of the 

Freer. As part of its goal to advance Revitalizing Education initiatives, and to provide 

greater access to high-quality educational resources, the FSG will re-examine state, 

county, and municipal educational mandates to ensure that the Museums’ programs 

support public schools’ curricula. In addition, the FSG will devote more resources to 
87

develop long-term teaching materials based on the Museums’ world-renowned 

collections, and to add more educational content on the FSG website to make it the 

premier online U.S. resource for information on the arts of Asia.

The FSG will achieve the strategic goal of Strengthening Collections by continuing 

to devote resources to its internationally renowned conservation department and 

laboratory. The department is led by a director who is one of the most respected figures 

in the field. In FY 2018, curators and researchers will continue to study and publish new 

research on the collections, including ancient Chinese art from Dr. Paul Singer’s 

collection. With a grant from the Andrew Mellon Foundation, the FSG established an 

endowment for a mid-level position for Chinese painting conservation, and, in 

collaboration with the Mellon Foundation, is building a nexus of institutions in the United 

States, China, and Europe to ensure adequate succession planning in a field where 

many leading practitioners are due to retire within a very few years of each other. 

Additionally, with continued support from the David Berg Foundation, the FSG will 

continue its research into Nazi-era provenance issues, further strengthening international 

ties developed in previous years. The FSG is also collaborating with the Carnegie 

Museum of Art to develop a linked-open-data facility for provenance research that is

expected to be of major benefit to the entire field.

To meet the strategic goal of Mission Enabling, the FSG will continue to improve 

its administrative efficiencies and reporting mechanisms, ensuring that its workforce is 

efficient and skilled, and to adopt best practices for safeguarding Smithsonian resources.

The FSG continues to dedicate training funds to leadership and supervisory training to 

equip our managers and supervisors with the information, skills, and tools needed to 

make effective decisions. An impressive proportion of senior management has gone to 

leadership training at the Center for Creative Leadership, and more than 80 percent of 

staff have attended project management training. The FSG strategic plan continues 

through FY 2018 and aligns with the Smithsonian’s overall strategic plan in terms of both 

timing and goals. The FSG continues to closely track progress against its strategic plan 

through the use of its management tracking system commissioned from AchieveIT. This 

system enhances accountability by linking the strategic plans and goals of the Museums 

directly to departmental activities and outputs.

NONAPPROPRIATED RESOURCES — General trust and donor/sponsor-designated 

funds are generated from memberships, revenue sharing from Museum shop sales and 

the Smithsonian Channel; participation fees from traveling exhibition venues; special 

events; unrestricted and restricted gifts and grants; and endowment income. The 

Museums are highly dependent on nonappropriated sources of income to provide the 

quality of exhibitions, programs, and publications expected by visitors and scholars, both 

online and on site.
88

CENTER FOR FOLKLIFE AND CULTURAL HERITAGE

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 17 2,581 11 1,782 3 414 5 1,782

FY 2017

ESTIMATE 17 2,576 8 1,346 7 1,620 0 30

FY 2018

REQUEST 17 3,178 8 1,346 7 2,090 1 560

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

REVITALIZING EDUCATION; STRENGTHENING COLLECTIONS; AND 

MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Excellent Research

Research

Ensure the advancement of knowledge in the 

humanities 1 170 1 175 0 5

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 2 160 2 165 0 5

Exhibitions

Offer compelling, first-class exhibitions 6 989 6 1,326 0 337

Revitalizing Education

Education

Engage and inspire diverse audiences 2 205 2 211 0 6

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 4 475 4 485 0 10

Mission Enabling

Facilities

Improve the overall cleanliness and efficient 

operation of Smithsonian facilities 0 160 0 390 0 230

Security and Safety

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors, and 

volunteers

0 100 0 100 0 0
89

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 0 60 0 62 0 2

Modernize the Institution’s financial 

management and accounting operations 2 257 2 264 0 7

Total 17 2,576 17 3,178 0 602

BACKGROUND AND CONTEXT

The Center for Folklife and Cultural Heritage (CFCH) is a research, 

collections, education, publications, and public programming unit of the 

Smithsonian Institution with the mission to “promote greater understanding and 

sustainability of cultural heritage across the United States and around the world.”

It is the largest of a triumvirate of federal offices (with the Library of Congress’ 

American Folklife Center and National Endowment for the Arts,’ or NEA’s, Folk 

and Traditional Arts program) that supports traditional arts and culture in the 

United States and abroad. For five decades, the CFCH has accomplished this 

mission through research, documentation, preservation, presentation, education, 

social enterprise, and publication. It has collaborated with thousands of 

organizations, foundations, and governments in the United States and worldwide. 

The Smithsonian Folklife Festival and Smithsonian Folkways Recordings are its 

most visible products, reaching more than 100 million people each year and 

earning major recognition, including one of the first Best Practice Citizen 

Diplomacy awards from the U.S. Center for Citizen Diplomacy, 30 Grammy 

Award nominations, seven Grammys, one Latin Grammy, and 26 Independent 

Music Awards. 

The CFCH, with its highly qualified staff, nearly one-quarter of whom hold 

doctoral degrees, and first-rate production capabilities for public events, also 

produces multi-media website features and publications, exhibitions, 

documentary films, symposia, print publications, educational materials, and 

more. Ethnographic research and documentation are fundamental to all of its 

products and anchor its active engagement in high-profile international cultural 

heritage policy forums. Its Ralph Rinzler Folklife Archives and Collections house, 

preserve, and provide access to its world-class collections. Professional training 

efforts offer opportunities for more than 130 interns each year and include 

hosting advanced study Fellows from countries around the world. 

The FY 2018 budget request includes an increase of $602,000, including 

$72,000 for necessary pay and other related salary costs for existing staff.

Additionally, the request includes an increase of $230,000 for rental space to 

provide adequate storage space that meets collections care standards. There is 

also an increase of $300,000 for the annual Folklife Festival to comply with 

rigorous new National Park Service regulations governing the use of the National 
90

Mall. All of the above increases are explained in the Fixed Costs section of this 

budget submission.

MEANS AND STRATEGY

Research, production capacity, and entrepreneurial resource leveraging 

are the keys to how the CFCH accomplishes its core mission. Earned revenues 

are used to employ half of its staff, create its public products, and deliver them to 

a broad national and international public of scores of millions. Institutional 

collaboration and major public impact nationally and internationally are also key 

to fulfilling its mission. Institutional collaborations (more than 100 partnerships in 

the past six years), fund raising, and mission-driven business activities leverage 

the Center’s modest federal investment many times over to reach millions of 

people per year.

The CFCH achieves this through the Smithsonian Folklife Festival (with 

5.25 million visitors on site and online), Smithsonian Folkways Recordings (with 

more than 80.8 million listeners via recordings, radio programs, downloads, and 

audio streams), websites and social media (15.2 million visits), the Smithsonian 

Cultural Sustainability Initiative, and other products. The CFCH also periodically 

applies its event production capacity to put on other major, national cultural 

events consistent with its mission, such as the National World War II Reunion, 

the First Americans Festival for the opening of the National Museum of the 

American Indian, and programs for the Olympic Games and presidential 

inaugurations. In 2014, the CFCH finalized a new strategic five-year plan, which 

sets ambitious goals for the future and harmonizes its work with the Strategic 

Plan of the Smithsonian as a whole; this realignment can be seen in the 

reallocation of funds across program categories. As of 2017, the CFCH is making 

remarkable progress at meeting these goals, which include specific metrics for 

publications, reaching new audience members, and partnerships. In 2017 and 

2018, the CFCH will collaborate with at least seven Smithsonian units, 35

nonprofit organizations, at least two other federal agencies, and four foreign 

countries to create and deliver programmatic content. 

The 2018 Smithsonian Folklife Festival takes as its central theme cultural 

heritage enterprise. Organized in partnership with individuals and organizations 

around the globe, the Festival will explore how community-based cultural 

industries — i.e., artisan craft, local food production, independent music 

production, and heritage tourism — sustain livelihoods, express identity, and 

strengthen relationships. To date, featured programs include Catalonia (Spain)

and Armenia, with others to be announced. From June 28 to July 8, 2018, 

participants will learn from each other by sharing their successes, challenges, 

and opportunities. Festival visitors will interact directly with practitioners and 

consider the role that creativity and cultural heritage play in their own lives.
91

Since its inception, the Festival has engaged teachers through workshops 

both on and off site. As part of continuing efforts to extend the event’s impact 

beyond its annual 10-day run on the National Mall, in 2018, Festival staff will 

convene an advisory group to help identify goals and strategies for engaging K–6 

educators. Additional opportunities to expand impact and exchange are 

presented by “off-cycle" public programming. Conversations, performances, and 

screenings with partners throughout Washington, DC and around the country, 

with emphasis on Smithsonian Affiliations, will amplify the missions of the 

Institution and the Center. In order to execute the above as the Festival contends 

with increasing production costs, a thoughtful reconsideration of fundraising 

strategies and opportunities to earn revenue will be conducted. The goal is to 

ensure the long-term fiscal health of this venerable cultural resource that has 

fostered exploration, exchange, and engagement for more than 50 years. 

Also in 2017 and 2018, the CFCH will further harness the power and 

reach of the Web to broaden access to Festival content far beyond Washington, 

DC, through programmatic features preceding, during, and following the 10-day 

Mall event. The CFCH will accomplish this by further increasing the interactivity

of its websites, aggressively aiming to increase visits to all of its websites by two

million in 2017, for a total of 20 million. The CFCH is also continuing its 

partnership with FACES magazine, which “takes young readers around the world 

and back to get an honest and unbiased view of how children in other countries 

and world regions live.” FACES has a monthly circulation of more than 400,000, 

reaching millions of young people and those who mentor them. 

Smithsonian Folkways Recordings has completed the acquisition of 700 

albums on the iconic ‘down home’ music label Arhoolie, and made them available 

to music lovers in both hard copy and online. Folkways will continue its African 

American Legacy and Tradiciones/Traditions series of African American and 

Latino music, producing at least six albums of new material. A multi-disc box set 

on hip-hop traditions will be publicized in FY 2017 and released in FY 2018, and 

Smithsonian Folkways Recordings will also release a major box set to highlight 

the enduring musical contributions of Pete Seeger to mark the centennial of his 

birth. In addition to these landmark releases, Folkways will release an additional 

15 recordings in FY 2018.

In addition, Folkways will continue to extend its reach to millions more 

listeners, distributing almost 4,000 albums (50,000 tracks) of audio to teachers, 

students, scholars, and the general public. Digital distribution will expand further, 

opening new horizons for the creation and delivery of the Center’s educational 

content via downloadable audio streams, “podcast” feeds, and multi-media video 

features. Folkways will also bolster its million-plus circulation of digital content 

from non-Smithsonian websites such as iTunes U, now available in more than 67 

countries. It will expand its collaboration with private partners to deliver the entire 

Folkways collection to more than 560 libraries throughout the continent and 

beyond. The Musica del Pueblo virtual exhibition will expand its offerings of 
92

American and Latin American content by featuring even more video and audio 

recordings as well as text from and about Latino roots musical traditions. This 

mission-critical content will also generate additional revenues through online and 

retail sales.

A third signature program, the Smithsonian Cultural Sustainability

Initiative, invigorates the Center’s long-established commitment to community 

engagement, cultural documentation, and support of cultural vitality. Three

ongoing five-year programs respond to the urgency of the need to save

endangered languages and cultural expressions and the associated loss of their 

knowledge: a USAID-funded “Integrated Development Program to Preserve 

Cultural Heritage and Improve Sustainable Livelihoods in Ethnic Tibetan 

Communities in China” and “My Armenia,” which is linking cultural heritage 

preservation with sustainable tourism development in innovative ways. The third 

is a privately funded research initiative for “Sustaining Minority Languages in 

Europe” (SMiLE), which is part of the Smithsonian’s larger Recovering Voices 

Initiative.

Center curators and research staff will continue to publish books, articles, 

and Web features, and make professional presentations at gatherings of

specialists. In 2014, we set aggressive publication targets for the entire Center, 

and by the end of FY 2016 Center staff had published 111 research-based 

products. The CFCH’s cultural heritage policy team will continue its vital 

participation in U.S. and UNESCO cultural heritage policy formulation by 

consulting with the U.S. Department of State, cooperating with UNESCO, and 

collaborating with other national and international organizations.

The yield from ethnographic research and multi-media primary sources 

will add to the Ralph Rinzler Folklife Archives and Collections’ strategically 

important holdings of music and cultural traditions from the United States and 

around the world. Both the Folklife Festival and Smithsonian Folkways draw from 

and contribute to the world-class holdings of the Ralph Rinzler Folklife Archives 

and Collections. Containing a dozen record labels, more than a half century of 

documentary research, and extraordinary records of grassroots cultural traditions 

from around the globe, it provides a sine qua non folklife resource for both 

researchers and the public alike. In recognition of its important holdings, 

UNESCO inscribed the Moses and Frances Asch Collection in its Memory of the 

World Register in 2015. The Folklife Archives will tackle three main challenges in 

2018 — receiving a plethora of incoming ethnographic research and 

documentation; accessioning the vast collections associated with the acquisition 

of Arhoolie Records; and assessing, cataloguing, preserving, and making

available endangered, valuable paper and audiovisual holdings through setting 

priorities for delicate and critical collections materials. Central funds from within 

the Institution will further support the Rinzler Archives’ digitization and 

dissemination efforts.
93

Through these activities, the CFCH will take major steps to fulfill the 

Smithsonian Grand Challenges of Understanding the American Experience,

Valuing World Cultures, and Magnifying the Transformative Power of the Arts 

and Design. The CFCH will contribute to the Smithsonian’s strategic goals of 

Broadening Access and Mission Enabling by continuing to improve its 

information technology infrastructure and related project budgeting and planning. 

EXPLANATION OF CHANGE

The FY 2018 budget request includes an increase of $602,000, including 

$72,000 for necessary pay and other related salary costs for existing staff funded 

under this line item. Additionally, the request includes an increase of $230,000 

for rental space to provide adequate storage space that meets collections care 

standards. There is also an increase of $300,000 for the annual Folklife Festival 

to comply with rigorous new National Park Service regulations governing the use 

of the National Mall. All of the above increases are explained in the Fixed Costs 

section of this budget submission.

NONAPPROPRIATED RESOURCES — General trust funds support salaries 

and benefits of approximately one-quarter of the CFCH’s personnel, and 

revenues from Folkways Recordings pay nearly half of staff salaries and 

expenses. Donor/sponsor-designated funds cover costs related to specific 

projects such as the Smithsonian Folklife Festival, some research efforts, and 

several other educational programs. At the beginning of FY 2017, with the 

support of the Smithsonian National Campaign, the CFCH raised more than its 

$4 million goal to support the Center’s mission.
94

COOPER HEWITT, SMITHSONIAN DESIGN MUSEUM

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 36 4,810 28 3,651 25 6,174 0 155

FY 2017

ESTIMATE 36 4,801 30 3,922 21 8,023 0 125

FY 2018 

REQUEST 36 4,897 30 4,000 21 8,100 0 125

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

REVITALIZING EDUCATION; STRENGTHENING COLLECTIONS; AND

MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Excellent Research

Research

Ensure the advancement of knowledge in the 

humanities 4 342 4 345 0 3

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 1 104 1 105 0 1

Public Programs

Provide reference services and information 1 124 1 125 0 1

Exhibitions

Offer compelling, first-class exhibitions 4 312 4 315 0 3

Revitalizing Education

Education

Engage and inspire diverse audiences 3 257 3 260 0 3

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 7 1,939 7 1,982 0 43

Mission Enabling

Facilities

Improve the overall cleanliness and efficient 

operation of Smithsonian facilities 11 1,090 11 1,110 0 20

Information Technology

Modernize the Institution’s information 

technology systems and infrastructure 1 168 1 175 0 7
95

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Management Operations

Ensure that the Smithsonian workforce is 

efficient, collaborative, committed, innovative, 

and diverse

1 109 1 115 0 6

Modernize the Institution’s financial 

management and accounting operations 2 267 2 270 0 3

Enhance the reputation of the Smithsonian by 

maintaining good relations with the news media 

and with federal, state, and local governments

1 89 1 95 0 6

Total 36 4,801 36 4,897 0 96

BACKGROUND AND CONTEXT

Cooper Hewitt, Smithsonian Design Museum (CHSDM), in New York City, 

is one of two Smithsonian museums located outside of Washington, DC. CHSDM 

is the only museum in the nation dedicated exclusively to historic and 

contemporary design. Its collection is international in scope and encompasses 

212,000 objects representing 30 centuries of design, from China’s Han Dynasty 

(200 B.C.) to the present. The Museum presents compelling perspectives on the 

impact of design on daily life through educational programs, exhibitions, and 

publications. After a major renovation, the Museum reopened in 2014, changing 

the way the Museum inspires, educates, and empowers people through design. 

As the design authority of the United States, CHSDM’s programs and 

exhibitions demonstrate how design shapes culture and history — past, present, 

and future. To achieve the Institution’s strategic goals of Broadening Access and 

Revitalizing Education, the Museum will continue its dynamic exhibition 

programming and active roster of educational and public programs, as well as 

expand the number of programs offered in venues outside the New York 

metropolitan area in 2018. Together, these programs will help CHSDM engage 

larger, more diverse audiences, and fulfill its mission to serve as a catalyst for 

design education throughout the nation and internationally. 

The Museum devotes resources to ensure the advancement of knowledge 

in the humanities by fostering a greater understanding of the role of design in 

everyday life and its impact on shaping the built environment of the past, present,

and future; and to encourage the “by-products” of design thinking — such as 

creative problem solving and teamwork — in other disciplines and areas of life, 

through interactive, engaging, in-person and online experiences.

The FY 2018 budget request includes an increase of $76,000 for 

necessary pay and other related salary costs for existing staff and $20,000 for 

rent increases. Both of the increases are detailed in the Fixed Costs section of 

this budget submission.
96

MEANS AND STRATEGY

In FY 2018, Cooper Hewitt will continue to transform the Museum visit 

from passive to participatory with the most innovative, educational, immersive 

and interactive exhibitions for the public, focusing on the design process. The 

Museum will present several exhibitions, among them Joris Laarman Lab: Design 

in the Digital Age and Design for the Senses, as well as several rotations in the 

galleries that display the Museum’s permanent collection. Joris Laarman Lab is 

the first museum exhibition dedicated to the furniture, objects and experiments of

Dutch designer Joris Laarman and his Amsterdam based studio. Design for the 

Senses will invite people to encounter design with all of their senses and 

understand how space, materials, sound and light affect the mind and body. The 

interactive pen will continue to enhance the visitors’ experience by letting them 

“collect” and “save” objects from around the galleries.

CHSDM resources will continue to support the strategic goal of Excellent 

Research, ensuring the advancement of knowledge in the humanities through 

exhibition-related and collection scholarly research to create the most innovative 

and educational exhibitions for the public.

To achieve the goal of Strengthening Collections, the Museum continues to 

acquire objects for its internationally renowned permanent collection. With the 

digitization of the collection completed, the Museum continues to expand its online 

programs, such as the Object of the Day blog and channels for all exhibitions. The 

Museum will continue its 30-year partnership with the New School/Parsons with

an on-site graduate program focused on the history of design and curatorial 

studies, which will give students and scholars access to objects in CHSDM’s 

collections.

CHSDM will achieve the goal of Revitalizing Education by continuing to 

engage and inspire diverse audiences through efforts locally in the Museum and 

through continued national outreach. Cooper Hewitt offers a wide variety of 

educational opportunities and programs, most of which are free. The goal across 

all of the programs is to engage K–12 students in the design process through 

active observation, critical discussion, creativity, and presentation. The programs 

foster collaboration among students, teaching them how to work in teams, and to 

define problems and find solutions, while improving their verbal and written 

communication skills. Cooper Hewitt will welcome students to the Museum 

through design field trips, family programs, and participation through a new 

design outreach program that will engage students in object-based learning and 

develop the creative problem-solving skills designers use to move from idea to 

implementation. 

The Museum will also continue to offer nationally recognized design 

thinking-focused professional development workshops for K–12 educators from 

across the country, leveraging its world-renowned design collection and 
97

education team. The Museum’s Design in the Classroom program provides 

educators with firsthand experience of the design process to promote a deeper 

understanding of design and its impact on teaching and learning.

In addition, CHSDM plans to make its educational opportunities available 

to a much broader audience in FY 2018 through fortified partnerships across the 

nation and the Educators Resource Center. The Educators Resource Center is a 

website that uses downloadable lesson plans aligned to national standards to 

show K–12 teachers how design-based learning works with diverse learning 

styles. These online tools provide educators with the resources they need to 

engage in the design process and use it effectively in their classrooms. 

To further the Smithsonian’s goal of Mission Enabling, CHSDM will 

enhance its reputation, and that of the Smithsonian, by continuing to secure 

significant media coverage across national and international print and digital 

platforms such as The New York Times, The Washington Post, and The Wall 

Street Journal, as well as general interest publications and those relating to all 

fields of design, and increase the Museum’s social media presence. Cooper 

Hewitt will maintain and cultivate substantive relationships with the public, its 

existing membership community, state and local governments, children, 

educators, business leaders, and designers.

NONAPPROPRIATED RESOURCES — Nonappropriated resources support 

70 percent of the Museum’s operating budget. General trust funds are generated 

from memberships, Museum shop sales, admissions, special events, and 

unrestricted contributions. General trust funds support salaries and benefits of 

administrative personnel, development and business activities, and other 

program-related costs. The Museum also raises funds from private sources to 

support research, exhibitions, public programs, and administrative functions. This 

includes securing contributions for new exhibitions, educational initiatives, and 

public outreach. Donor/sponsor-designated funds are critical to support 

exhibitions and educational initiatives. In addition, significant endowment gifts 

support research, exhibitions, public programs, and administrative functions.
98

HIRSHHORN MUSEUM AND SCULPTURE GARDEN

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 37 4,414 4 2,426 21 7,325 0 0

FY 2017

ESTIMATE 37 4,253 3 2,666 20 5,939 0 0

FY 2018

REQUEST 37 4,344 3 2,666 20 6,250 0 0

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

REVITALIZING EDUCATION; STRENGTHENING COLLECTIONS; AND 

MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Excellent Research

Research

Ensure the advancement of knowledge in the 

humanities 2 196 2 199 0 3

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 1 115 1 117 0 2

Public Programs

Provide reference services and information 2 180 2 183 0 3

Exhibitions

Offer compelling, first-class exhibitions 11 1,492 11 1,525 0 33

Revitalizing Education

Education

Engage and inspire diverse audiences 3 328 3 334 0 6

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 7 911 7 938 0 27

Mission Enabling

Security and Safety

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors, and 

volunteers

1 78 1 79 0 1

Information Technology

Modernize the Institution’s information 

technology systems and infrastructure 1 95 1 97 0 2
99

Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 2 201 2 204 0 3

Ensure that the Smithsonian workforce is 

efficient, collaborative, committed, innovative, 

and diverse

2 160 2 163 0 3

Modernize the Institution’s financial 

management and accounting operations 3 234 3 238 0 4

Enhance the reputation of the Smithsonian by 

maintaining good relations with the news media 

and with federal, state, and local governments

2 263 2 267 0 4

Total 37 4,253 37 4,344 0 91

BACKGROUND AND CONTEXT

The Hirshhorn Museum and Sculpture Garden (HMSG) is a leading voice 

for contemporary art and culture, providing a national platform for the art and 

artists of our time. The Museum seeks to share the transformative power of 

modern and contemporary art with audiences at all levels of awareness and 

understanding by creating meaningful, personal experiences in which art, artists, 

audiences, and ideas converge. The HMSG enhances public understanding and 

appreciation of contemporary art through acquisition, exhibitions, education and 

public programs, conservation, and research.

The Museum allocates resources to further the Institution’s goals so that 

progress toward one goal advances work toward the others. For instance, through 

its efforts to pursue the goal of Excellent Research, the HMSG has developed a 

deep expertise in conserving time-based media works that are at the forefront of 

contemporary art, and this knowledge enables the Museum to sustain these 

works under the strategic goal of Strengthening Collections, and to display these 

works in compelling exhibitions under the strategic goal of Broadening Access.

The HMSG dedicates a significant portion of its resources to the 

Institution’s goal of Broadening Access, primarily through its presentation of 

insightful, deeply researched exhibitions of modern and contemporary artists, 

many of them with novel thematic interpretations that win critical and public 

acclaim. The HMSG supplements these exhibitions with an active roster of public 

programs, scholarly publications, and carefully selected images in original 

catalogues, and through continued progress in digitizing images of every work in 

the collection and highlighting them on the Museum’s website. 

The Museum’s extensive collection is central to its purpose, and, pursuant 

to the Institution’s strategic goal of Strengthening Collections, the HMSG 

dedicates another substantial portion of its resources to the preservation of its 

thousands of artworks. These artworks have been highlighted in several 

collection shows, such as Masterworks from the Hirshhorn Collection in FY 2017. 
100

The strength of this collection and the need to preserve it will be highlighted 

significantly as the Museum moves into its fifth decade, with plans for additional 

showcases of its unique collection. Moreover, the HMSG continues to make 

these artworks available to museums around the country with a very active loan 

program, and lends staff expertise on conservation matters to arts organizations 

worldwide.

The Museum contributes to the strategic goal of Revitalizing Education 

with ARTLAB+ and numerous educational programs, including a gallery guide 

program that serves the Museum’s diverse audience and encourages viewers to 

learn about various fields of contemporary culture. The educational programs 

also make strong efforts to bring senior, non-museum education professionals 

into the Museum to expand on the HMSG’s didactic approaches. ARTLAB+ is a 

digital media studio for local teenagers, giving them access to professional 

technology and art, and connecting them to artist mentors who build a community 

of young creators. ARTLAB+ has been a signature achievement of the Museum 

and has received critical acclaim from the broader educational community and 

from one of its early funders, the MacArthur Foundation, as well as support from 

the Pearson Foundation and the Smithsonian Youth Access Grant. The Museum 

also pursues the goal of Mission Enabling by constantly improving its financial 

and administrative management tools and procedures. 

The FY 2018 budget request includes an increase of $79,000 for 

necessary pay and other related salary costs for existing staff and $12,000 to 

cover rent increases. Both increases are described in more detail in the Fixed 

Costs section of this budget submission.

MEANS AND STRATEGY

In FY 2018, Excellent Research continues as the Museum further 

develops a major public forum on the intersections of art, design, technology, and 

education, featuring international subject-matter experts and an interactive online 

component, effectively extending participation to audiences far beyond the walls

of the Museum. Also, the HMSG will continue to expand its series of online and 

on-site programs dealing with the role of technology and new media in 

contemporary art, museum culture, and digital education.

Thanks to the success of our FY 2017 exhibitions, the HMSG saw record 

visitation and coverage by local and national media outlets. During the successful 

runs of Ragnar Kjartansson and Yayoi Kusama: Infinity Mirrors, the Museum 

experienced a 63 percent increase in visitation above the same period in the prior 

fiscal year. Infinity Mirrors was the HMSG’s first exhibition to require timed-entry 

tickets. In response to demand that was even more enthusiastic than anticipated, the 

Museum enabled patrons to visit the exhibition through extended hours and other 

outreach efforts.
101

FY 2018 exhibitions will remain at the forefront of the HMSG’s missions to 

broaden access to the arts and, specifically, to increase public understanding of and 

engagement with modern and contemporary art. FY 2018 exhibitions will include:

 A complete rehanging of the Hirshhorn’s permanent collection in the 

Museum’s Third Level permanent collection galleries. This thematic 

reinstallation will allow for a complete rotation of artworks, making rarely 

displayed works from the Hirshhorn’s collection accessible to the public.

 A site-specific commission by Los Angeles artist Mark Bradford, who will 

transform the Museum’s third-floor galleries with an installation displayed

along the full 400-foot circumference of the inner wall. The new 

commission, inspired by artist Paul Philippoteaux’s 19th-century 

cyclorama in Gettysburg National Military Park, Pennsylvania, weaves 

past and present, illusion and abstraction, inviting visitors to reconsider 

how narratives about American history are shaped and contested. This 

exhibition was originally scheduled for FY 2017, but was rescheduled 

because the artist was chosen to represent the United States at the 

Venice Biennale International Art Exhibition.

 A selection of recent time-based media artworks, many from the 

Hirshhorn’s own collection, to be mounted in the lower level galleries in 

November 2017, continuing the Museum’s commitment to exploring and 

displaying the role of technology in art and society.

 The February 2018 opening of Brand New: Art and Commodity in the 

1980s, the first museum exhibition to examine the artistic appropriation of 

commercial products in the late 20th century, a pivotal moment when 

artwork became a commodity and the artist became a brand. The 

exhibition surveys the origins and rise of the key group of artists in New 

York City’s East Village who first used the language and objects of 

commerce as a radical new approach to art making.

 A retrospective exhibition of work by German artist Georg Baselitz. Coorganized with the esteemed Beyeler Foundation in Basel, Switzerland, 

this exhibition will be the first full-scale exhibition of Baselitz’s highly 

influential painting, sculpture, and works on paper in the United States in 

more than 20 years.

The major exhibitions presented in FY 2018 will be complemented by 

smaller exhibitions. These smaller exhibitions that the HMSG is currently 

considering include interactive environments created by Thai artist Rirkrit 

Tiravanija, and family friendly interactive video work by Japanese collective 

teamLab. All exhibitions at the Hirshhorn are augmented with a combination of 

public tours led by gallery guides and invited specialists, as well as other public 
102

programs. In addition, many exhibitions will be accompanied by brochures, 

catalogues, and online educational resources.

Through frequent content updates to the HMSG website, the Museum will 

further the goal of Broadening Access by engaging with local and remote 

audiences as they draw information from individualized knowledge portals. 

Planned content for the website includes audio and video from recent public 

programs, interviews with artists and curators, and searchable access to the 

Museum’s collections. The HMSG will also refine its communication procedures 

to diffuse deep knowledge of contemporary art and culture, whether presented in 

the Museum or elsewhere, and not merely describe events in superficial terms. 

The Museum will continue to publish original catalogues to complement the 

viewing of its exhibitions as well as other books that examine modern art, design, 

and cultural shifts of the early 21st century.

The Museum will support Revitalizing Education with a range of programs 

geared toward people with varying levels of art experience and cultural interests, 

and by expanding or revising the concept of a museum as a center of learning. 

As in previous years, one or more working artists will lead youth and teacher 

workshops for K–12 teachers and students. Artists will also present their ideas 

and inspirations to people of all ages in the “Meet the Artist” programs and “In 

Conversation” interviews and panel discussions. The Museum will draw upon a 

diverse pool of artists, researchers, and experts from unexpected fields to 

provide interpretive tours in Friday Gallery Talks. It will present Washington’s 

most thought-provoking film series, portraying art and critical thought from 

independent artists and documentary film makers from around the world. In 

concert with educational foundation sponsors, the HMSG will expand the 

ARTLAB+ program throughout the Museum to create an environment where 

teenagers can attend workshops to learn about and explore digital media. The 

Museum will also sustain its “Interpretive Guides” program, which brings 

advanced art students into the galleries to aid visitors’ critical experience with art 

on display, and which develops the students’ own education objectives and 

teaching skills.

In FY 2018, the Museum’s main action to achieve the strategic goal of 

Strengthening Collections will continue to involve planning and fundraising efforts 

to reconfigure the office and storage space on the fourth floor, and to move the 

Conservation Lab from the basement to the fourth floor, where natural light will 

greatly enhance the Lab’s activities. In addition, the HMSG will further develop 

itself as a center for research and preservation of time-based media (e.g., film, 

digital video, and audio) artworks. This will be done by integrating the work of 

conservation and exhibits to provide leading-edge presentation and responsible 

stewardship of the analog and digital time-based media artworks in the 

Museum’s collection.
103

The Museum will also continue its efforts to photograph and catalogue the 

entire permanent collection, thereby bringing more of the collection to the public 

via extensive search features on the HMSG public website.

Under the goal of Mission Enabling, the Museum will continue to pursue 

capital projects that merge the functional with the artistic by including both artists 

and designers along with central Smithsonian engineering staff. The Museum will 

continue to refine its public spaces for visitors who use mobile technology in 

every facet of life, and expect access to Web-based knowledge and social media 

platforms to enliven their interpretive experience as they explore Museum 

galleries. The HMSG administration will continue to institute long-range program 

planning reviews to improve resource allocation, funds management, and more 

effective cost sharing with outside organizations which help support major 

exhibitions and programs. By identifying and working with partners in the private 

sector, HMSG senior leaders leverage the Museum’s federal appropriations to 

the maximum extent possible.

NONAPPROPRIATED RESOURCES — General trust funds support salaries 

and benefits of administrative and development personnel, as well as some 

programs and public relations staff, development activities, and exhibition and 

program-related costs. Donor/sponsor-designated funds support development, 

exhibitions, public programs, communications, and marketing.
104

NATIONAL MUSEUM OF AFRICAN ART

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016 

ENACTED 28 4,399 6 993 4 1,502 0 0

FY 2017 

ESTIMATE 28 4,391 4 900 8 975 0 0

FY 2018

REQUEST 28 4,554 6 1,000 8 975 0 0

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

REVITALIZING EDUCATION; STRENGTHENING COLLECTIONS; AND 

MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Excellent Research

Research

Ensure the advancement of knowledge in the 

humanities 3 509 3 568 0 59

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 1 125 1 128 0 3

Public Programs

Provide reference services and information 3 513 3 527 0 14

Exhibitions

Offer compelling, first-class exhibitions 8 1,464 8 1,504 0 40

Revitalizing Education

Education 4 518 4 532 0 14

Engage and inspire diverse audiences

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 5 644 5 661 0 17

Mission Enabling

Information Technology

Modernize the Institution’s information 

technology systems and infrastructure 1 197 1 202 0 5

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 3 421 3 432 0 11

Total 28 4,391 28 4,554 0 163
105

BACKGROUND AND CONTEXT

Africa — the cradle of humanity — is part of everyone’s heritage. The 

mission of the National Museum of African Art (NMAfA) is to inspire 

conversations about the beauty, power, and diversity of Africa’s arts and cultures 

worldwide. The Museum’s vision is to be the world’s leading center of scholarly 

and artistic excellence on the arts of Africa. The Museum accomplishes its 

mission and vision through effective use of its unparalleled collections, 

exhibitions, programs, publications, and educational initiatives, which are widely 

accessible and strengthened through collaborations with African, diasporic, and

global arts communities. The Museum collects and exhibits ancient to 

contemporary works of art from the entire continent of Africa and follows best 

practices, including rigorous provenance research, in carrying out this work. The 

NMAfA’s activities and programming support the Grand Challenges of the 

Smithsonian’s Strategic Plan, particularly in the areas of Valuing World Cultures, 

Understanding the American Experience, and Magnifying the Transformative 

Power of Arts and Design.

A key component of Museum operations is the creation of temporary and 

semi-permanent exhibitions of artworks from its own collection and from other 

museum and private collections.

Substantial selections from the Museum’s large and important permanent 

collection of traditional and contemporary African art will remain on view in 

FY 2018, with periodic rotations, in the African Mosaic gallery. In the Museum’s

fountain area gallery space, the Museum will continue to present a small

exhibition entitled Currents: Water in African Art, which opened in FY 2016 and 

features aquatic-themed artworks from the permanent collection. The small 

Healing Arts exhibition, which opened in FY 2017 in the Museum’s pavilion, will 

remain on view; it brings together selected traditional and contemporary artworks 

which explore knowledge, creativity, and the arts as they broadly intersect the 

theme of healing. At the end of FY 2017, the Museum will complete the exhibition 

entitled Visionary: Viewpoints on Africa’s Arts. The exhibition features works from 

the permanent collection of traditional and contemporary African arts, and it 

highlights the Museum’s Walt Disney-Tishman African Art Collection. The 

Visionary exhibition features cross-cutting themes and includes selected dense 

display areas that showcase particular strengths in the Museum’s collection. In 

addition, the Museum has revised its popular Looking @ Art gallery guide to 

complement NMAfA’s permanent collection exhibitions and to assist visitors in 

understanding the forms, materials, messages, and global relevance of Africa’s 

traditional and contemporary arts. 

The FY 2018 budget request includes an increase of $163,000 for 

necessary pay and other related salary costs for existing staff.
106

MEANS AND STRATEGY

The NMAfA will achieve the goals of Broadening Access and Revitalizing 

Education by directing resources to activities that will result in consistently highquality programs and larger, more diverse audiences. The Museum will provide 

greater Web and digital access to NMAfA collections through enhanced 

navigation features via eMuseum and multi-media applications, and by 

completing additional image and object catalogue records for the Museum’s 

public access database. The Museum’s website will continue to add content such 

as podcasts, blogs, Facebook, Twitter, and other social media options, as well as 

online educational resources and activities for teachers and younger audiences.

The NMAfA will also implement an expanded social media strategy in FY 2018 to 

better engage audiences worldwide in the arts of Africa.

The Museum will continue to seek visitor feedback on exhibitions and 

programs, and implement performance assessments of its public programs. The 

NMAfA will also continue to engage with our diverse audiences through 

programming and, in particular, through outreach with teachers of primary, 

secondary, and college students, as well as with representatives from African 

immigrant and other local community groups, and to seek input from these 

groups for exhibitions, programs, and activities. These efforts will result in more 

effective planning and development of programs and services, which will enable 

the Museum to reach its target groups and expand its audience base. In addition, 

marketing strategies will continue to be reviewed and tested to determine the 

most effective ways to communicate with diverse audiences.

Ongoing educational programs will include musical and dance 

performances, programs geared to younger visitors and family groups, such as 

reading, storytelling, and art-making activities, exhibition-related teacher/student 

workshops and teleconferences, and an annual Community Day. To attract 

mixed-generation and adult audiences, the NMAfA will present lectures with 

scholars and artists, gallery tours, community discussions, and film series linked 

to the ideas and themes explored in the Museum’s current exhibitions and 

reflecting current trends in African-oriented and diasporan scholarship. In 

addition, the Museum will continue its successful evening events which feature 

special lectures and opportunities for enthusiasts of Africa and Africa’s arts to 

gather. In addition, the Museum’s leadership anticipates continuing the popular 

Director’s Series, featuring the NMAfA’s director talking with leading figures 

associated with Africa and its diasporas.

The Museum will continue to respond to the public regarding the quality 

and care of collections of African art and to help people learn about African art 

forms, styles, materials, and contexts of use as part of museum connoisseurship 

and object quality assessments. To educate casual and serious collectors of 

African art, the Museum’s website will include more useful tips on object 

identification, assessment, and care. Furthermore, the Museum’s successful 
107

implementation of its conservation training Fellowship program, funded by a 

multi-year Mellon Foundation grant, will contribute to strengthening diversity and 

inclusion in the field of museum conservation.

To achieve the goal of Strengthening Collections, the Museum will 

continue digitizing and cataloguing its art and photographic collections, with a 

focus on recent acquisitions, the Museum’s collection of contemporary art, 

selected works from the Walt Disney-Tishman African Art Collection, and the 

Eliot Elisofon Photographic Archives. Digital access to these materials will 

facilitate research and study by students, teachers, scholars, conservators, and 

the public. The Museum will continue to integrate contextual photographs from 

the Eliot Elisofon Archives with related objects in the collection.

In FY 2018, the Museum will continue to present two temporary 

exhibitions, Invocations, a multi-media suite of video projections by Nairobibased artist Jim Chuchu, which opened in FY 2017, and Senses of Time, a 

contemporary, time-based video exhibition that opened in FY 2016 and was

developed in collaboration with the Los Angeles County Museum of Art 

(LACMA), where it was shown concurrently in 2017 and also at the Wellin Art 

Museum at Hamilton College in New York state.

In early FY 2018, a portion of the NMAfA’s 2014–2016 exhibition Chief 

S.O. Alonge: Photographer to the Royal Court of Benin, Nigeria will open at the 

National Museum in Benin City, Nigeria. The exhibition in Nigeria, which includes 

copies of Alonge photographs, exhibition text panels, and other materials, will 

remain on view indefinitely in Nigeria and involves collaboration with Nigeria’s 

National Commission of Museums and Monuments, training of Nigerian museum 

colleagues, and outreach to communities in Benin City. The exhibition includes a 

scholarly publication with essays by NMAfA staff and invited scholars.

Another two new exhibitions will open at the NMAfA in the second half of 

FY 2018. In May 2018, the Museum will open the exhibition World on the 

Horizon: Swahili Arts across the Indian Ocean, which was organized by the 

Krannert Museum at the University of Illinois, Champaign-Urbana. The fourmonth-long exhibition will be presented in the International Gallery, a space that 

is jointly managed and shared by the NMAfA and the Freer and Sackler 

Galleries. Toward the latter part of FY 2018, the Museum will also open a special 

exhibition that features Senegalese gold jewelry drawn primarily from the 

NMAfA’s collection of jewelry donated in 2012 by art historian Marian Johnson. It 

will be amplified by relevant images from the Museum’s Eliot Elisofon 

Photographic Archives and by selected object and image loans from a limited 

number of outside private and public collections. In addition, the Museum will 

plan an exhibition and publication focused on African contemporary women 

artists, which may open in late FY 2018 or early FY 2019.
108

In FY 2018, the Museum will also devote staff resources to planning 

exhibitions in FY 2019 and beyond, including the Striking Iron exhibition 

developed by the Fowler Museum at the University of California Los Angeles 

(UCLA). Other possible Museum-developed exhibitions include the Mechanics of 

Art, Visionary Leadership, African Minimalism, and the Creativity of Work, and 

the NMAfA will seek additional loan shows developed by outside institutions. 

Staff members will also enhance displays of permanent collection artworks, with 

particular attention paid to audience engagement strategies. The Museum’s 

emphasis on selected works from the NMAfA’s permanent collection, displayed 

in galleries on all four levels of the Museum, is cost-effective and designed to 

attract general audiences, collectors, and scholars, as well as local school 

groups that rely on consistently available works of art for their themed tours and 

curriculum projects. The Museum will continue to develop rotating exhibitions 

from the permanent collection for the small Point of View gallery and adjacent 

galleries.

To address the strategic goal of Broadening Access, the NMAfA is 

focusing resources in several areas: information technology (IT) operations, staff 

performance and accountability, strategic audience engagement via social 

media, and effective relations with the media. The Museum’s IT plan has 

integrated information technology functions for administration, collections 

management, exhibitions, and public access. The IT plan will continue to be 

reviewed on an annual basis, with updates made as needed. Museum 

administrators will continue to use the updated and revised strategic plan and 

feedback from visitor evaluations to update the NMAfA’s operational plan and 

ensure high-quality public programs and experiences for all audiences. 

The Museum integrates its strategic goals and operational plans, in concert

with the Secretary’s annual goals, into the performance plans for all NMAfA staff 

members. In addition, personnel and programmatic management responsibilities 

have been incorporated into the performance plans of all department heads to 

provide more effective review of programs, activities, and relevant projects.

Educational brochures and special webpages will increase the educational value 

of NMAfA exhibits. Finally, the Museum will continue to forge strong relationships

with the news media, corporations, foundations, community interest groups, and 

congressional representatives. Museum staff will accomplish this by further 

expanding the NMAfA’s contact base and distributing more information online and 

via social media about Museum activities, events, and programs.

NONAPPROPRIATED RESOURCES — General trust funds support staff 

salaries, benefits, and travel. Funds raised from individual and corporate donors 

will support the NMAfA’s major exhibition efforts, including exhibition-related 

publications, educational programming, and outreach initiatives. Corporate and 

foundation sponsorships also support the planning and development of 

exhibitions, including installation expenses and exhibition-related public 

programming, travel, and curatorial collaborations.
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Introduction, Understanding the American Experience

America is an increasingly diverse society that shares a history, 

ideals, and an indomitable, innovative spirit. The Smithsonian will use 

its vast resources across disciplines to explore what it means to be an 

American and how the disparate experiences of individual groups 

strengthen the country as a whole, and to share our story with the 

peoples of all nations.

RESEARCH Goal: The Smithsonian advances and synthesizes 

knowledge that contributes to understanding the American experience, 

particularly with regard to its history, art, and culture, as well as its 

connections to the rest of the world.

ACCESS Goal: The Smithsonian turns knowledge into awareness, 

action, and results, and encourages American cultural vitality.

UNITS primarily associated with this Grand Challenge:

 Anacostia Community Museum

 Archives of American Art

 National Museum of African American History and 

Culture

 National Museum of American History, Behring Center

 National Museum of the American Indian

 National Portrait Gallery

 National Postal Museum

 Smithsonian American Art Museum
110

ANACOSTIA COMMUNITY MUSEUM

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 19 2,252 2 447 0 156 0 101

FY 2017 

ESTIMATE 19 2,248 3 500 0 56 0 95

FY 2018

REQUEST 19 2,336 3 525 0 75 0 250

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

REVITALIZING EDUCATION; STRENGTHENING COLLECTIONS; AND 

MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Excellent Research

Research

Engage in research and discovery 2 333 2 345 0 12

Ensure the advancement of knowledge in the 

humanities 1 147 1 152 0 5

Broadening Access

Public Programs

Provide reference services and information 3 414 3 429 0 15

Exhibitions

Offer compelling, first-class exhibitions 3 399 1 101 -2 -298

Revitalizing Education

Education

Engage and inspire diverse audiences 1 75 3 399 2 324

Strengthening Collections

Collections

Improve the stewardship of the national collections 4 400 4 414 0 14

Mission Enabling

Management Operations

Strengthen an institutional culture that is customer 

centered and results oriented 2 200 2 207 0 7

Ensure that the Smithsonian workforce is efficient, 

collaborative, committed, innovative, and diverse 1 92 1 95 0 3

Modernize the Institution’s financial management 

and accounting operations 1 94 1 98 0 4

Enhance the reputation of the Smithsonian by 

maintaining good relations with the news media and 

with federal, state, and local governments

1 94 1 96 0 2

Total 19 2,248 19 2,336 0 88
111

BACKGROUND AND CONTEXT

The Anacostia Community Museum (ACM), the first federally funded, 

community-based museum, was founded on September 15, 1967. The 

Museum’s mission is to enhance understanding of contemporary urban 

experiences and strengthen community bonds by conserving the past, 

documenting the present, and serving as a catalyst for shaping the future. Its 

vision is to challenge perceptions, generate new knowledge, and deepen 

understanding about the ever-changing dynamics of a community. 

As ACM enters its 50th year, the Museum finds itself at a critical point. 

Shifts in technology, neighborhood demographics and audience expectations 

have caused the ACM to reexamine its position within the community and the 

Smithsonian at large. This period of renewal will allow the ACM to restructure its 

mission in a way that is relevant and inclusive to all communities both near and 

far. Through targeted market research and in-depth community conversations, 

the ACM will embark on yet another transformation, reaffirming its place as a 

pillar of the community, champion of self-expression, and catalyst for social 

change. Using exhibitions, programming and educational outreach, the ACM will 

create points of intersection that challenge perceptions and promote

understanding, creativity and innovation. This key role played by the Museum 

has a direct impact on how we engage with one another, positively shaping 

societal relations for the future. 

The FY 2018 budget request includes an increase of $88,000 for 

necessary pay and other related salary costs for existing staff.

MEANS AND STRATEGY

The ACM will continue to work toward accomplishing the Institution-wide 

goal to increase and diffuse knowledge by building on its unique strengths to 

engage and inspire more people. The ACM will embrace the Institution’s Grand 

Challenges and share knowledge with the public through compelling exhibitions, 

education, public programs, and media products, and by telling the American 

story and highlighting American artistic, intellectual and technological leadership.

Using resources which engage the broad range of Smithsonian and 

external partners, the ACM will draw upon specific themes that bring groups of 

people together — social, ethnic, religious, geographic, cultural, and other 

commonalities. Specifically, the Museum will work with community partners to 

document and preserve heritage through art and its curation, by maintaining 

important historical artifacts, developing education and public programs, and 

caring for and expanding the collections. Through its website, the ACM will 

disseminate information on heritage and community preservation projects and 

provide access to its collections and research.
112

The ACM collects artifacts, works of art, photographs, documents,

audiovisual media, and other materials which promote the understanding of how 

communities work. Collections development efforts focus on materials which

document the history and research of community life in the metropolitan area. 

The Museum’s collections support the examination of specific issues and themes 

that shape contemporary urban communities.

RESEARCH

For the past seven years, the Smithsonian’s ACM has led the Urban 

Waterways Project, a collaborative research and educational initiative established 

with the support of the Grand Challenges Consortia. The project was formed within 

the larger context of debates and discussions surrounding the restoration and 

development of the Anacostia River, and seeks to explore the many ways urban 

residents engage with and advocate for the health of their waterways and 

communities. While the primary focus of the project is the Anacostia River and the 

communities which line its banks, the project is rooted in the understanding that 

local experiences are often reflections of regional, national, and international 

realities. The Urban Waterways current network (including Pittsburgh, Baltimore, 

Spartanburg, Biloxi, Gulfport, Los Angeles, Honolulu, and London) consists of 

communities with histories similar to Anacostia and other East of River (EOR) 

communities.

These communities, which have traditionally been a place of the “Other,” 

have played an integral role in the economic development of their larger 

metropoles, regions, and nations. As a result, they suffer from the effects of 

pollution. Communities which have historically lacked resources but are on the 

frontlines of the mismanagement of natural resources and face the threat of 

inequitable development are rediscovering the value of urban waterways. The 

establishment of a network allows for the exchange of best practices, enabling

communities to be instructive and serve as examples and guides to other 

communities facing similar issues. The ACM’s role in providing multiple entry 

points into the engagement with urban waterways speaks to larger global concerns 

regarding the scarcity of water and other natural resources. This initiative, in turn, 

leads to larger discussions about humanity’s shared responsibility for the 

exploitation of these resources, the subsequent impacts of such exploitation, and 

efforts to take corrective measures to repair the damage done.

The Urban Ecology Engagement Initiative exemplifies the philosophy that 

museums should be reflections of the community, spaces in which local residents 

see themselves and where daily experiences should be represented on the walls 

and in the programming of the cultural institution that serves them. As this initiative 

applies to the ACM, after seeing themselves reflected, visitors will be given the 

opportunity, the space, and the tools necessary to envision their possible futures. 

The next phase of this project is aimed at fostering student engagement that will 

provide an immersive hands-on approach to the various issues affecting their

urban watersheds, rivers and communities. Accordingly, the Citizen-Science 
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Youth Mentorship Program will produce informed and empowered citizens who 

understand the importance of advocating for the health of their watershed and 

fellow residents.

TEEN INITIATIVE

The ACM has started a new teen initiative geared toward encouraging civic 

engagement, providing access and/educational opportunities, and promoting 

creativity among young people. Under this initiative, the Museum intends to 

present several programmatic offerings, the first of which will be a series of teen 

summits. Each quarter, the ACM will convene a diverse group of teenagers to 

discuss a topic of concern or interest, and provide a safe space for the youth to 

express their thoughts on the subject. The goal of this program is to give teenagers 

a more holistic view of the world around them, shatter their preconceptions, and 

break down barriers which have kept them from achieving their potential.

COLLECTIONS

The ACM is committed to increasing public access to collections items 

and ensuring high-quality collections care. In FY 2018, the ACM will digitize and 

create access to 50 years of exhibitions developed by the Museum on topics

such as contemporary urban issues, family and community history, and African 

American artistry. In order to better serve our local, regional and global audience, 

the ACM will plan and design an online portal to expand access to our collection 

and archives through curated tours and digital interactives. In addition, the 

Museum will upgrade its collections-related physical infrastructure by creating a 

new high-density object-storage system and developing a centralized climatemonitoring system for collections space. 

EXHIBITIONS

The Museum will mount the following two on-site exhibitions in FY 2018:

 50th Anniversary Project: The ACM Celebrates 50 Years: The 50th

anniversary exhibition will focus on ideas, questions, and issues which

have been examined through the unique collaboration of the Museum and 

the community. Narrated by community participants and presented 

through a selection of objects from the permanent collection, the exhibition 

will highlight key projects that celebrate local stories and explore 

challenges related to urban communities nationally.

 A Right to the City: After a half-century of population decline and 

disinvestment, Washington, DC and similar urban centers around the 

country have been witnessing a “return to the city” — with rapidly growing 

populations, rising rents and home prices, but also deepening inequality. A 

Right to the City explores the history of neighborhood change in the 

nation’s capital, but also its rich history of neighborhood organizing and 
114

civic engagement that transformed the city in the face of tremendous 

odds. With a focus on a diverse range of neighborhoods across the city, 

the exhibition tells the story of how ordinary Washingtonians have helped 

shape and reshape their neighborhoods in extraordinary ways — through 

the fight for quality public education, for healthy and green communities, 

for equitable transit and development, and for a genuinely democratic 

approach to city planning. This exhibit will link the past to the present so 

visitors can see how this story is still ongoing.

NONAPPROPRIATED RESOURCES — FY 2018 general trust and other 

nondesignated trust funds support the salaries and benefits of the advancement 

department, philanthropic support for the operation of the Museum, and the 

funding of educational and public programs, exhibitions, collections, and 

research. These trust funds also support the ACM’s donor cultivation and 

fundraising activities as they pertain to the Smithsonian’s overall fundraising 

goals.
115

ARCHIVES OF AMERICAN ART

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016 

ENACTED 17 1,880 3 658 14 1,935 0 0

FY 2017

ESTIMATE 17 1,876 2 623 16 2,124 0 0

FY 2018

REQUEST 17 1,916 3 709 16 2,106 0 0

STRATEGIC GOALS: BROADENING ACCESS; STRENGTHENING 

COLLECTIONS; AND MISSION ENABLING 

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 4 390 4 341 0 -49

Public Programs

Provide reference services and information 2 113 2 174 0 61

Exhibitions

Offer compelling, first-class exhibitions 1 76 1 85 0 9

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 8 953 8 978 0 25

Mission Enabling

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 2 344 2 338 0 -6

Total 17 1,876 17 1,916 0 40

BACKGROUND AND CONTEXT

Founded in 1954, the Smithsonian’s Archives of American Art (AAA) is the 

world’s pre-eminent and most widely used resource for original papers and other 

primary records documenting the visual arts in the United States. By collecting, 

preserving and making available more than 20 million unique letters, diaries, 

photographs, financial records, sketchbooks, scrapbooks, and the like, AAA 

shares and exemplifies the Smithsonian’s mission for “the increase and diffusion 

of knowledge.” 
116

To achieve the Institution’s strategic goal of Broadening Access, AAA 

continues its ambitious digitization program, begun in 2005, to provide online 

access to a significant portion of its extensive holdings. AAA’s website will continue 

to improve delivery of unprecedented numbers of new digital files, the core of 

which represents AAA’s innovative work to digitize entire archival collections, 

representing hundreds of linear feet of materials, along with descriptive 

information, and provide engaging content, online exhibitions, and robust search 

and reference services. AAA’s Lawrence A. Fleischman Gallery in the Donald W. 

Reynolds Center (DWRC) continues to reach new and diverse audiences.

The strategic goal of Strengthening Collections will be achieved by 

continuing to implement preservation actions based upon results derived from 

comprehensive and systematic collection assessment surveys. AAA will continue 

to focus on decreasing the backlog of unprocessed collections and audiovisual 

and born-digital holdings. 

AAA will accomplish the strategic goal of Mission Enabling through 

organizational excellence by continually assessing and enhancing staff 

development and maintaining conscientious oversight of internal controls. 

This FY 2018 budget request includes an increase of $40,000 for necessary 

pay and other related salary costs for existing staff.

MEANS AND STRATEGY

AAA will achieve the Institution’s goal of Broadening Access by continuing 

to direct resources to optimize its presence in the DWRC and specifically by 

presenting compelling exhibitions in its Lawrence A. Fleischman Gallery. The 

exhibitions planned for FY 2018 include an exhibition to underscore the Archives’ 

national scope, tentatively titled, Off the Beaten Track: A Road Trip through the 

Archives of American Art, featuring 50 items from 50 states; followed by Bloom: 

Flowers from the Archives of American Art, an exhibition presented in 

collaboration with the Smithsonian Gardens; and another exhibition being 

developed in conjunction with the Freer and Sackler Galleries.

In addition, through public programs, professional presentations, online 

exhibitions, and loans to other museums and institutions worldwide, AAA will 

continue to widen its audience and provide the public with a greater knowledge of 

the history of visual arts in the United States.

In FY 2018, the Archives will continue to refine the new design of its

website. The website will be enhanced to promote public access and engagement. 

The staff, working with public focus groups, will refine the collections’ search and 

browse interface and social media, incorporating emerging trends and 

technologies as well as responsive design. AAA will continue to encourage public 

visits to its website by adding finding aids for processed collections; tens of 
117

thousands of images of digitized documents; transcripts and audio excerpts of 

interviews conducted for the Archives’ Oral History Program; audio and video 

recordings; and online exhibitions. 

Also, in FY 2018, AAA will continue to develop the Terra Foundation 

Center for Digital Collections with ongoing support from the Terra Foundation for 

American Art, the Walton Family Foundation, and other funding streams in the 

private sector. This effort, in combination with digitization completed for reference 

requests, exhibitions, loans, and special projects, will add an estimated 150,000 

digital image files and continue to bring increased public Web access to AAA 

collections. In addition, AAA will continue developing its internal digitization and 

Collections Information System (CIS) application to ensure proper collections 

documentation and support increasingly complex workflows, including digitization 

on demand and use of the Aeon patron request management software launched 

in FY 2014 and FY 2015, as well as to provide proper logging and accessioning 

of materials in born-digital formats. These efforts will enable AAA to track the life 

cycle of all collections and oral histories from pre-acquisition to storage and 

access. AAA will leverage its investment in the digitization of its collections by 

fully participating in the Smithsonian’s Enterprise Digital Asset Network (EDAN)

architecture, the Digital Asset Management System (DAMS), the Smithsonian 

Transcription Center, and other Smithsonian digitization program initiatives. 

In FY 2018, AAA will continue to take a leadership role in developments 

and enhancements of SOVA (Smithsonian Online Virtual Archives), a 

transformative online portal to thousands of archival finding aids and associated 

digital content contributed by archival units across the Smithsonian and 

maintained centrally by the Office of the Chief Information Officer. In support of 

SOVA, the AAA will participate in the implementation of ArchivesSpace — a new 

shared software and database collections information and management system 

that will be adopted by all Smithsonian archival units. 

In addition, in FY 2018, the Archives’ goal will be to process at least 10

percent of our backlog, or about 800 to 900 linear feet of archival collections,

resulting in new, fully searchable finding aids on AAA’s website. Finding aids 

resulting from processing work will provide online access to numerous previously 

hidden collections in the backlog, including audiovisual collections, as well as 

support online digitization on demand requests and the online navigation of fully 

digitized collections. Processing workflows will continue to integrate accelerated 

processing and preservation strategies aimed at diminishing the current backlog 

and preventing new backlog. 

Furthermore, in FY 2018, the Archives will continue focused efforts to 

develop holistic strategies, workflows, and internal policies and guidelines which 

effectively address collecting, preserving, describing, and making available

collections materials created in born-digital formats.
118

AAA will continue to strengthen its collections stewardship through its 

ongoing, comprehensive collections assessment surveys, begun in 2004 for 

manuscript collections, and subsequently expanded to include at-risk audiovisual 

and born-digital holdings. Reports generated from this data provide valuable 

information about AAA’s backlog and holdings, so the Archives’ staff can make 

informed decisions about the best way to prioritize and allocate limited resources. 

AAA will continue to take a leadership role in working with the larger Smithsonian

archival community to initiate and implement Institution-wide comprehensive 

collections assessment strategies and systems, similar to the recently completed 

pan-Institutional assessment of archival audiovisual materials and born-digital 

holdings. AAA will continue to initiate and support Institution-wide archival 

backlog processing projects to develop an online shared toolkit of documented 

methodologies, tactics, and efficiencies.

In addition, AAA will continue to support researchers with access to its 

collections and microfilm in its Washington, DC and New York City research 

centers, as well as other affiliated U.S. research centers, by providing remote 

reference services through its Web-based “Ask Us” form and interlibrary loan 

program. 

The goal of Mission Enabling through organizational excellence will be 

addressed by continuing to implement the strategic goals of the Smithsonian, 

and by adopting national best practices and standards to safeguard and make 

the most cost-effective use of Smithsonian resources. 

NONAPPROPRIATED RESOURCES — General trust funds support AAA’s 

development office, including salaries and benefits. Donor-designated funds support 

specific programs and projects, including exhibitions, internships, production of oral 

history interviews, collections and media processing, and publication of the Archives of 

American Art Journal. In FY 2018, the Archives will work closely with its advisory 

board to position this publication as the leading scholarly journal in the field of 

American art history. In the past two years, AAA has significantly increased the 

number of outstanding submissions, raised the visibility of the journal, strengthened 

the Archives’ relationship with the University of Chicago Press, and established more 

cost-effective, multi-year contracts for design and printing. 

Also in FY 2018, the Archives will continue to develop strategies for sustaining 

its digitization program by building an endowment to support critical staff and

implementing improved rapid-capture technologies and techniques. Funding from the 

Terra Foundation for American Art and the Walton Family Foundation supports AAA’s 

digitization program. AAA will continue to participate in the Smithsonian Institution’s 

National Campaign to raise money for digitization, oral history projects, collections 

management, and general operating expenses.
119

NATIONAL MUSEUM OF AFRICAN AMERICAN 

HISTORY AND CULTURE

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 165 41,347 1 615 11 15,386 0 0

FY 2017

ESTIMATE 165 41,268 1 672 12 8,690 0 0

FY 2018

REQUEST 145 32,987 1 650 45 17,300 0 0

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

REVITALIZING EDUCATION; STRENGTHENING COLLECTIONS; AND

MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Excellent Research

Research

Ensure the advancement of knowledge in the 

humanities 30 4,686 30 5,364 0 678

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 9 1,670 9 2,003 0 333

Public Programs

Provide reference services and information 21 5,056 22 5,147 1 91

Exhibitions

Offer compelling, first-class exhibitions 16 3,229 16 3,811 0 582

Revitalizing Education

Education

Engage and inspire diverse audiences 10 1,175 10 1,432 0 257

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 13 2,561 11 2,614 -2 53

Mission Enabling

Facilities

Improve the overall cleanliness and efficient 

operation of Smithsonian facilities 2 5,302 2 1,561 0 -3,741

Security and Safety

Provide a safe and healthy environment 1 126 1 141 0 15

Information Technology

Modernize the Institution’s information 

technology systems and infrastructure 11 6,849 10 4,721 -1 -2,128
120

Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 8 1,206 10 1,893 2 687

Ensure that the Smithsonian workforce is 

efficient, collaborative, committed, innovative, 

and diverse

4 683 4 520 0 -163

Modernize the Institution’s financial management 

and accounting operations 16 2,166 16 2,230 0 64

Enhance the reputation of the Smithsonian by 

maintaining good relations with the news media 

and with federal, state, and local governments

4 1,593 4 1,550 0 -43

Ensuring Financial Strength

Secure the financial resources required to carry 

out the Institution’s mission 20 4,966 0 0 -20 -4.966

Total 165 41,268 145 32,987 -20 -8,281

BACKGROUND AND CONTEXT

The National Museum of African American History and Culture (NMAAHC) 

was established by Congress to document, collect, conserve, interpret, and display 

the historical and cultural experiences and achievements of Americans of African 

descent. In late 2016, the NMAAHC, the first environmentally sustainable, "green" 

museum on the Mall, opened to the public, providing a national meeting place for all 

people to learn about the history and culture of African Americans and their 

contributions to every aspect of American life. This Museum seeks to help all 

Americans remember these contributions, and in so doing, stimulate a dialogue 

about race and help to foster a spirit of reconciliation and healing. As the only 

national museum devoted exclusively to documenting and exploring African 

American history and culture, the NMAAHC bridges a major gap in our national 

memory by creating exhibitions and programs focusing on a wide arc of history and 

looking deeply into slavery, Reconstruction, the Harlem Renaissance, the great 

migrations of the World Wars, the civil rights movement and other issues of the 21st 

century. The Museum also celebrates African American creativity and cultural 

expressions through art, dance, theater and literature.

FY 2017 is the NMAAHC’s first year of operations as a fully functioning 

museum. The NMAAHC opened to unprecedentedly large crowds, which have grown 

instead of diminishing with time. The building, exhibitions, information technology (IT), 

and the Sweet Home Cafe restaurant have all been award-winning entities, creating 

even more excitement, and the shops have enjoyed unexpectedly large crowds. FY 

2018 will mark the continuation and expansion of major initiatives which fulfill the 

mission of looking at American history through the lens of African American history 

and culture. The NMAAHC will further disseminate information through four major 

initiatives: the establishment of a robust visitor services program; the building of a 

national collection; continued development of IT and digitization programs; and the 

development and implementation of a robust research and education program

centered on specific subject matter such as the study of the African Diaspora.
121

The FY 2018 budget request includes a net decrease of -$8,281,000. This 

includes an increase of $426,000 for necessary pay and other related salary costs for 

existing staff. The budget request also includes a transfer of -$3,741,000 from unit 

rent to central rent and a decrease of -$4,966,000 and -20 FTEs for planning and 

development strategies, to include fund raising to support Museum programs. FY 2017 is

the final year the Museum will use federal funds for these programs and, in FY 2018, 

these activities will be supported with non-federal funds.

MEANS AND STRATEGY

In FY 2018, the NMAAHC’s top priority will be to enhance the Visitor Services 

unit to accommodate the large visitorship the Museum is experiencing. The Museum 

provides a unique visitor experience, and impacts each individual personally no 

matter one’s national, racial or ethnic identity. Visitor Services works closely with the 

Office of Protection Services (OPS) inside and outside the Museum, addressing the 

need for vigilant safety and security and crowd and line management. Other services

include providing access to underserved and special needs constituents, and

information, wayfinding and other essential services such as digital engagement. 

Visitors typically exceed the average stay in the Museum (1.5 to 2 hours) by three 

times, remaining up to six hours. Visitors to the Museum are highly diverse 

demographically and come from many different parts of the country and from around 

the world. A significant number of them are of older age, often requiring wheelchairs 

and emergency assistance. These realities require additional planning, training, and 

effective execution, as well as increased security and additional facilities 

maintenance, to provide the most robust visitor experience.

The Museum’s second priority is the implementation of the second phase of its 

IT and digitization programs that have made the Museum the first fully digital 

museum on the Mall. The NMAAHC IT program will broaden the Museum’s reach and 

impact by adopting a digital-first strategy that includes providing tools, technology and 

platforms to enhance education programs, facilitate research and collaboration, and

enable external partnerships. The Museum will use technology to extend and enhance 

the visitor experience, promote engagement with visitors before, during and after a visit, 

and provide meaningful interactions that engage a global audience.

The NMAAHC will expand its initial phase of interactive, online, and mobile 

offerings to include innovative and engaging content that connects visitors to 

collection objects and topics of interest. The Museum-Wide Mobile platform will 

further extend the Museum’s digital presence with applications which enhance the 

gallery experience and allow visitors to engage with the Museum’s content and 

themes anywhere, using a variety of devices. Digital content management systems 

and interfaces are being developed in cooperation with the Office of the Chief 

Information Officer (OCIO) as models for the rest of the Smithsonian Institution (SI) 

to use in other museums. FY 2018 will be the first year that the new Media Asset 

Delivery System (MADS) platform, which was designed by the NMAAHC and 

OCIO to deliver film and video, will be fully implemented in the Museum and online.
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The third priority for the NMAAHC is to continue to fulfill its mission of 

collecting and documenting African American history and culture, with a new, special 

emphasis on programs about the African Diaspora, African American innovation and 

entrepreneurship, and faith. 

The Museum’s fourth priority will be to engage in long-term planning for the 

enhancement of its research and education programs. This includes the following 

activities: growing domestic and international partnerships to further generate support 

for the Museum; designing and developing traveling exhibitions for display throughout 

the United States; expanding scholarly research in all areas of African American 

history and culture; and developing robust education programs for the public, 

educators, and students. 

To achieve the goal of Excellent Research, the Museum will use its resources 

to build on ongoing areas of research.

In FY 2018, curatorial research will continue to conduct in-depth studies of the 

Museum’s historical artifacts, fine art, archival materials, photographs, film, and other 

media collection areas. The NMAAHC will share this research with scholars and the 

public through Web-based platforms, public and educational programs, and 

publications. Key initiatives and programs in FY 2018 include the following:

 The Museum will advance the work of the Center for the Study of Global Slavery 

(founded in 2017) in three ways. The Center’s Slave Wrecks Project network will 

continue research, preservation, capacity building, and community engagement 

(including exhibition development, education and public programming) efforts in 

South Africa, Senegal, Mozambique, St. Croix, Cuba and North America. The 

Center’s participation in the Global Curatorial Project will advance into the exhibitionconcept phase and the Center will inaugurate a Community Collections Program, 

fostering connections to communities affected by slavery and its consequences.

 The NMAAHC will expand its research base by creating two new scholarly centers. 

In addition to the established centers for African American Religious Life, the Study 

of Global Slavery, and the Center for African American Media Arts (CAAMA), the 

new centers will cover U.S. Racial History and Equity, and African American 

Innovation and Entrepreneurship.

 A guest-programmer film series — Six programs curated by film makers, 

programmers, scholars, and artists, which include Early Black Cinema, Cult 

Classics, Sports Documentaries, experimental film makers, and other genres of 

film. 

 The NMAAHC Film Festival — A national exhibition of new, emerging, and 

historical cinema and moving-image works that explores African American history 

and culture to strengthen relationships between film makers, the motion-picture 

industry, audiences, and scholars. 
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 Collaboration with the National Archives and Records Administration and Family 

Search — Digitizing, indexing, and disseminating thousands of documents and a 

searchable genealogical database related to the 19th century Freedmen’s Bureau. 

In FY 2017, the Museum and Family Search completed the genealogical indexing 

of millions of digital images of the original records of the Freedmen’s Bureau. The 

Museum will provide both on-site and online access to one of the largest 

searchable databases of the names of former slaves. In FY 2018, the Museum will 

expand access to the Freedmen’s Bureau records by continuing a multi-year effort 

with the SI Transcription Center to provide word-searchable, full-text transcriptions 

of the records and link them to the existing genealogical index.

 On-site and off-site internships from Stanford University, which are supported 

by the Robert Frederick Smith Fund for the Digitization and Curation of African 

American History.

To achieve the goal of Broadening Access, the NMAAHC will direct its 

resources as follows:

Digitization and Web Support

 The NMAAHC will continue to create searchable and accessible digital records 

for collection objects and high-quality digital surrogates, especially for recent

acquisitions. In FY 2018, the NMAAHC plans to make thousands more highquality images with contextual records available to the public via the 

Smithsonian’s Collection Search Center (http://collections.si.edu/search/) and 

the Museum’s revamped website (http://nmaahc.si.edu/), and offer curated and 

user-generated selections of collections via digital portals in the Museum, on 

the Museum’s website, and through partnerships on the World Wide Web such 

as with Google Arts and Culture.

 The NMAAHC will continue to ensure that digital content, both collections- and 

research-based, is properly formatted and tagged for use across all digital

delivery platforms. The Museum-Wide Mobile (MWM) platform and the Web 

presence will increase access to scholarship and information about the 

Museum’s objects and help translate the inaugural and temporary exhibition 

content into engaging, personal experiences.

 With support from the Robert Frederick Smith Fund for the Digitization and 

Curation of African American History, the Museum will launch a Professional 

Curation Program to license, digitize, and share historically important collections 

belonging to other institutions, and a Community Curation Program to encourage 

individuals and community groups to contribute to a shared digital repository of 

digitized artifacts and stories related to African American history. Collections from 

both programs will be accessible via online portals managed by the Museum.
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Visitor Services 

 In FY 2018, Visitor Services continues initiatives to engage a broad audience by 

increasing accessible offerings. This includes creating new tactile experiences, 

foreign language materials, and alternative formats to experience museum content. 

Visitor Services will continue to offer tools that provide “free-choice” learning 

options. The NMAAHC will offer the “Sighted Guide Technique,” which “refers to a 

method by which a visually impaired person and a sighted person can walk together 

safely and comfortably.” Visitor Services has basic knowledge of American Sign 

Language (ASL), and offers the Smithsonian National Museum of African American 

History & Culture Tactile Guide, a spiral-bound set of Braille floor maps that visitors 

with low vision or who are blind may use to experience the exhibitions.

 In FY 2017, NMAAHC Visitor Services prioritized customer services in exterior and 

interior queue management, timed-pass processing, and facilitating group and 

individual entry to the Museum due to unexpectedly large crowds. To ensure 

quality visits so that visitors engage with the exhibitions and programs, NMAAHC 

queue management required Visitor Services inside and outside of the building to 

monitor crowding, keep visitors informed, and facilitate timed entry. To ensure 

visitor safety once inside the building, Visitor Services monitors the capacity of 

public elevators and orients visitors on each floor in the Museum. In FY 2018, the 

Visitor Services Department, including staffing, will be finalized and enhanced, and 

security and maintenance services will be coordinated so that NMAAHC visitors 

leave with a better understanding of African American history.

Exhibitions

In FY 2017, the NMAAHC has been maintaining the permanent exhibitions, 

including producing new graphics, labels and mounts to accommodate object 

rotations due to the acquisition of new artifacts. The NMAAHC Design and Production 

Department will produce all of this new material, as well as maintain all other signage 

in the building, the 152 media programs in the permanent exhibitions, and the lowand high-tech interactive components of exhibits. The department will also create and 

produce a series of smaller changing exhibitions within the building, including those in 

the CAAMA, the new acquisition case on the main building concourse, the changing 

exhibition space in the Visual Art and the American Experience Gallery, and several 

small exhibition cases on the second floor. New exhibitions for FY 2018 include:

 Everyday Beauty (at the CAAMA, opens July of 2017). Also, in March of 2018, a 

new exhibition featuring photography and media from the collections will open.

 The Poor People’s Campaign (National Museum of American History Gallery, 

opens December of 2017). The exhibit will commemorate the half-century 

anniversary of the 1968 campaign, led by Dr. Martin Luther King, Jr., and the 

Southern Christian Leadership Conference, to gain economic justice for poor 

people in the United States. 
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 Watching Oprah: The Oprah Winfrey Show and American Culture (Special 

Exhibitions Gallery, opens FY 2018). This exhibition will explore the life and legacy 

of Oprah Winfrey and the cultural significance and impact of The Oprah Winfrey 

Show (1986–2011).

 The NMAAHC will unveil the results of a joint collaboration with Google to provide 

an interactive experience that brings 3D scans of objects from the Museum’s 

collection to life. It will be located on the second floor, in the Explore More Gallery.

In addition, planning has begun for an exhibition commemorating the 100-year 

anniversary of African American soldiers who fought in France during World War I. 

This exhibition, a joint collaboration with the City of Paris, will open to the public in 

Paris, France in 2018, and come to the NMAAHC in 2019.

In FY 2018, the NMAAHC is leveraging its role as a national model for 

collaboration that strengthens institutional capacity and sustainability among 

African American and African Diaspora museums and cultural heritage 

organizations. Charter initiatives involve local, domestic, and international 

stakeholders and constituents. Internationally, the NMAAHC has formed the 

following partnerships worldwide:

 In 2017, the Museum founded the Center for the Study of Global Slavery (CSGS), 

an outward-facing Center that fosters collaborative and international projects 

through three components: The Slave Wrecks Project (SWP), The Community 

Collections Project, and Special Initiatives and Programs. Through the CSGS, the 

Museum hosts the Slave Wrecks Project, an international network of institutions 

and researchers focused on the history and enduring legacies of the transatlantic 

slave trade. U.S. partners include the National Park Service and George 

Washington University. Internationally, the SWP partners with individuals, NGOs, 

governmental institutions, and institutions in South Africa, Mozambique, Senegal, 

Cuba, St. Croix, and Brazil. Funding for scoping missions to Benin and Antigua is

requested in FY 2018, and an expansion of work in Mozambique, Brazil, Senegal,

and Cuba is anticipated.

 The CSGS also sponsors the Museum’s participation in a second key international 

collaboration related to slavery. The Global Curatorial Project includes: Brown 

University; IFAN Museum in Senegal; the National Museum of World Cultures in 

Amsterdam; the International Slavery Museum in Liverpool; Iziko Museums of 

South Africa; Shackles of Memory in Nantes, France; The Royal Museum for 

Central Africa in Belgium; The Legacies of British Slave Ownership; and University

College London. The CSGS fosters intersections between these two large 

international collaborations and will develop that in 2018.

 In FY 2018, the Museum will again be a lead sponsor and presenter for the 

Reinventing our Museums conference, along with the arts organization

Fundaction TyPA. The NMAAHC continues established work on strategic 

partnership and network development efforts with our Caribbean, Central and 
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South American sister organizations, by focusing on strategic African Diaspora 

communities. This includes Beyond Boundaries: Transcending Geographies, 

Disciplines and Identities, which is part of the NMAAHC diasporic collaboration 

with the Association of African American Museums and the Museums 

Association of the Caribbean. 

To achieve the goal of Revitalizing Education, the NMAAHC will supplement

ongoing educational initiatives offered off site for students, educators, and the 

general public, and begin offering programs on site at the new Museum. The 

NMAAHC will:

 continue to carry out educational initiatives offered on and off site for all 

audiences. The NMAAHC will continue to serve early learners, K–12 

students, teenagers, families, educators, volunteers and the general public. 

The NMAAHC will also continue to produce signature educational public 

programs in a variety of formats (e.g., musical performances, literary works, 

staged readings, dance programs, films, fashion shows, family days, poetry 

readings, food-ways, craft workshops, etc.). The Museum will also launch 

pilot projects in new formats, such as the “A Seat at the Table” program, 

which features a formal panel of experts, followed by a meal and guided 

discussions on a specific topic. 

 continue to send Museum teachers to classrooms in Washington, DC, Maryland, 

and Virginia to conduct the “Everyone Makes a Difference” Program. The 

NMAAHC has launched and will continue to conduct early childhood education 

programs such as the “Pop-Up Storytime” and “Pop-Up Reading Room” in the 

Museum’s second-floor classrooms. These programs feature reading ageappropriate books and connections to the collections and exhibitions. 

 present on-site and traveling versions of the popular Save Our African American 

Treasures program to enable the Museum to continue engaging the American 

public in discovering, collecting, preserving, and sharing the material culture of 

African American heritage.

 launch a STEM educator workshop program and early childhood education 

programs which will focus on identity formation and literacy.

 offer unique youth programming on site and via videoconferencing that will allow 

intimate access to the compelling stories highlighted in the exhibitions and which 

will challenge young people to be active and productive citizens. The Museum will 

also continue to provide teen school-to-work programs and college on-site and 

virtual internships.

 work with the staff of the Center for Teaching and Learning to build signature 

programming to support educators nationwide. The NMAAHC will also build upon 

successful educator programs to include the Learning Together series.
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 create opportunities for visitors to engage with the Museum and its content through 

visitor services staff and visitor information advocate volunteers. Volunteers will be 

stationed at the Information Desk and strategically throughout the Museum. In 

addition, Smithsonian support staff will distribute mobile tour devices, facilitate 

large crowds, and conduct audience evaluations.

 launch special programming on race and reconciliation, supported by a generous 

grant from the Atlantic Philanthropies, to educate the public on issues of racial 

equity, in consultation with key actors in the field. A gift from Verizon Corporate 

Resources Group will enable the NMAAHC to continue its educational public 

programs in support of its mission and exhibitions, helping visitors connect and 

engage with African American history and culture.

To achieve the goal of Strengthening Collections, the NMAAHC will use its 

resources to:

 continue to identify, acquire, and process collections to develop and refine its 

permanent collections. The NMAAHC has collected 36,000 objects. Collection 

management activities will continue to focus on caring for objects on display, 

preparing collections planned for display in both inaugural exhibitions and for 

temporary exhibitions, and processing general collections. In FY 2018, the 

Museum continues targeted growth of the collections and archives.

 continue to develop its collections strategy to replace loaned objects in permanent 

inaugural exhibitions. In FY 2018, the NMAAHC will implement a strategy to 

acquire collections objects to replace loaned objects in permanent inaugural 

exhibitions.

 expand its oral history program to capture both immediate and in-depth recordings 

from individuals whose stories and reminiscences will enhance the NMAAHC’s 

collections and research. A selection of these recordings will be processed and 

made available via the NMAAHC website and the Smithsonian’s online Collection 

Search Center. The Museum will continue to collect interviews for the Collection 

Donor Oral History Project, which documents stories of individuals who have 

donated to our collection, such as NASA Administrator Charles F. Bolden, Jr., and 

civil rights activist Joan Mulholland. Other interviews will be directly associated with 

exhibitions like the recordings of the Meggett family who were the last occupants of 

the Edisto Slave Cabin that is featured in the Slavery and Freedom inaugural 

exhibition. 

 seek funding to complete the fit-out of the collections space per Smithsonian 

Directive 600, Collections Management, policy on compliance for storage of 

museum holdings. The Museum has collected more than 36,000 items and 

nearly 500 cubic feet of archival collections. Approximately 3,000 collections 

items are featured in the Museum’s exhibition galleries, a selection of archival 

collections are accessible at the Museum, and the balance of collection items 
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and archival collections are housed in the Pennsy Drive facility in Maryland. 

The facility accommodates a 7,800-square-foot, multi-purpose conservation 

lab, a mount-making shop, cold-storage capacity, and a photography and 

digital imaging studio. Initial installation of compact storage equipment 

improves the management of collections.

To achieve the goal of Mission Enabling, the NMAAHC will use its resources 

to continue developing its operating organizational structure and make organizational 

and staffing revisions as necessary to accomplish program goals. This includes:

Information Technology

The Museum will continue to develop its award-winning interactive experience 

program, including expanded mobile tours with in-Museum mapping for on-site visitors 

and increased accessibility functions for visually and hearing-impaired visitors. The 

Museum will also launch new virtual reality and augmented reality immersive 

experiences as follows:

 The NMAAHC website will continue to grow as a digital portal to the Museum’s 

stories, collections, online exhibitions, and research databases as we add new 

user-centered features and functions. The Museum Interactive Support System 

(MISS), built in collaboration with OCIO, is a robust system of application 

programming interfaces and content delivery mechanisms that allows sharing 

of content through the website, interactive exhibitions, mobile tours and other 

digital channels. In FY 2018, the MISS will expand to include connections to 

new interactive experiences, and ensure that the content is secure, scalable 

and accessible.

 IT initiatives also will be expanded and continue to grow via a multi-year phased 

program. The implementation of the first phase of the digital program occurred in 

late 2016 as part of the grand opening. During FY 2017, the next phases of the 

digital program will occur, along with the implementation of new IT programs to 

continue broadening public access to NMAAHC resources.

 The NMAAHC will empower Museum staff with technology to improve 

communication and collaboration, including with external partners, and to gain 

efficiencies in business processes through streamlined workflows and updated 

technology. Changes include upgrades to Sankofa, the Museum’s intranet site, for 

improved information sharing and business process automation. Additionally, we 

will improve IT operations and efficiency by formalizing IT planning, project 

management and reporting processes, and by implementing plans for disaster 

recovery and continuation of operations.

 IT will improve the management and presentation of datasets for collections, 

exhibitions, research, and content management across digital platforms. A focus of 

this effort is continued transcription and improved search functions for the 
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Freedman’s Bureau papers. 

 Many Lenses is an online collaborative initiative with the National Museum of the 

American Indian and the National Museum of American History that highlights the 

myriad ways a museum object can be seen and understood. In FY 2018, the 

Museum will continue to develop and expand Many Lenses with additional stories.

Management Operations

 Public Affairs

The NMAAHC, through its Public Affairs Department, will continue to promote its 

exhibitions, collections, educational initiatives, centers and public programs. The 

Museum will develop communications plans and publicity campaigns for events, 

exhibition openings, fund raising, special events and membership activities — and 

produce informational materials, reports and collateral documents.

o Media Cultivation and Outreach: The NMAAHC will continue to direct its 

resources to expand its local, national and international visibility. The 

Museum will develop strategic partnerships with media organizations to offset 

advertising costs and build an ongoing cycle of news stories about the 

Museum. In 2018, the NMAAHC will capitalize on its visibility campaign to 

increase advancement, membership, visitation and overall support.

o Marketing: The NMAAHC will develop a marketing arm within Public Affairs to:

 work closely across all NMAAHC departments on communications to 

visitors and the Museum’s stakeholders;

 refine the Museum’s brand guidelines and style guide; 

 maintain a positive brand for the Museum;

 refine communications across all channels; and

 unify, streamline, and economize the Museum’s marketing and branding 

efforts to reduce outsourcing costs to the Museum.

o Communications: The NMAAHC will refine its emergency communications, 

crisis communications and rapid response systems. 

o Social Media: The NMAAHC will continue to connect with and educate the 

public about African American history and culture through online conversations, 

programming, interactive stories, and daily educational content. 

o Partnerships: The Museum will develop partnerships to expand its ability to 

engage with new audiences. 

o Audience Engagement: The Museum will expand its engagement through 

weekend and evening storytelling. The Museum will also continue building its
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blog to provide a first-rate online community about African American history and 

culture.

o Internships and Fellowships: The NMAAHC will launch a Fellowship and 

internship program to increase the representation of minorities in the digital 

media field.

 Facilities Planning and Business Operations 

o In FY 2018, the NMAAHC will continue its multi-year phased build out of 

building efficiencies missed in design and construction, as well as implement 

corrective measures for design deficiencies, particularly where security and 

safety are concerned. Security and safety for the public and staff are priorities

and will be finalized.

o The NMAAHC will complete guidelines and implement procedures and policies 

for the Museum’s maintenance, operations, security, crowd control, mail 

services, and cleaning programs.

o The Museum will continue to develop a streamlined operations program to 

ensure maximum financial and budget efficiencies.

NONAPPROPRIATED RESOURCES — General trust funds support salary and benefit 

costs of the Museum director. Donor/sponsor-designated funds support staff, special 

events for exhibition openings, and costs related to specific programs and projects, 

including educational programs, donor-related special events, and outreach activities.
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NATIONAL MUSEUM OF AMERICAN HISTORY 

KENNETH E. BEHRING CENTER 

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016 

ENACTED 163 22,697 24 4,233 67 10,578 1 91

FY 2017 

ESTIMATE 163 22,654 30 4,300 65 10,000 0 100

FY 2018 

REQUEST 164 23,776 30 4,500 60 11,000 0 75

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

REVITALIZING EDUCATION; STRENGTHENING COLLECTIONS; AND 

MISSION ENABLING 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Excellent Research

Research

Ensure the advancement of knowledge in the 

humanities 22 3,200 22 3,350 0 150

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 12 1,545 12 1,650 0 105

Public Programs

Provide reference services and information 14 2,245 14 2,330 0 85

Exhibitions

Offer compelling, first-class exhibitions 43 6,220 43 6,400 0 180

Revitalizing Education

Education

Engage and inspire diverse audiences 6 760 6 830 0 70

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 46 5,850 47 6,291 1 441

Mission Enabling

Facilities

Improve the overall cleanliness and efficient 

operation of Smithsonian facilities 1 185 1 195 0 10

Execute an aggressive, long-range revitalization 

program and limited construction of new 

facilities

1 238 1 245 0 7
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Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Security and Safety

Provide a safe and healthy environment 1 133 1 140 0 7

Information Technology

Modernize the Institution’s information 

technology systems and infrastructure 4 800 4 815 0 15

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 2 365 2 380 0 15

Ensure that the Smithsonian workforce is 

efficient, collaborative, committed, innovative, 

and diverse

3 337 3 350 0 13

Modernize the Institution’s financial 

management and accounting operations 8 776 8 800 0 24

Total 163 22,654 164 23,776 1 1,122

BACKGROUND AND CONTEXT

The National Museum of American History (NMAH), Kenneth E. Behring 

Center, inspires a broader understanding of our nation’s history and its people 

through research, exhibitions, collections activity, education, and public programs. 

The Museum’s primary goal is to tell an overarching American story that is inclusive

of and respectful and compassionate to all the peoples in America who were here, 

who came here, and who were brought here. Through incomparable collections, 

rigorous research, and dynamic public outreach, the Museum explores the infinite 

richness and complexity of American history. NMAH helps people understand the 

past to make sense of the present and shape a more humane future.

More than four million people visit the Museum every year, in addition to 

more than seven million people who visit the Museum online annually, making 

NMAH the most visited history museum in the world. We present our history as 

substantial and challenging, inviting and accessible, inspiring and wonderfully 

human. Together with the American people, we wrestle with the hardest issues that 

we have faced, and do so in an inspirational manner, aiming to influence public 

conversations and to make a difference in the current life of the nation.

The Museum continues to enrich its presentation of the American Experience 

with new exhibits in the West Wing, which is part of an ongoing revitalization of the 

entire Museum. Each of the three exhibit floors in the West Wing is focused on an 

overarching and inclusive theme representing the ideals and ideas of the American 

Experience. The first floor opened in 2015 and focused on American enterprise, 

innovation and invention. The second floor opened in 2017 and tells two essential

American stories — the origins of the American people and the evolution of their 

democracy. In 2018, we plan a phased reopening for the third floor, which will focus 

on American entertainment history — music, sports, movies, broadcasting and 

theater — and how our culture expresses what it means to be an American.
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Through 2018, the Museum will be actively fund raising for the third floor

West Wing exhibits and programs, which will captivate visitors with compelling 

stories, invaluable objects, state-of-the-art media, public spaces, and new 

exhibitions to make American history vital, fascinating, and central to understanding 

and embracing the American Experience. The Museum’s private fundraising goal of 

$90 million to $150 million for the West Wing exhibits, programs, and endowed 

curatorial positions will leverage the federal investment in the building’s renovation.

The FY 2018 budget request includes an increase of $1,122,000 and 1 FTE. 

The request includes an increase of $722,000 for necessary pay and other related 

salary costs for existing staff, $250,000 for rent, and $150,000 and 1 FTE for a 

program increase for collections scholarship to continue to strengthen the Museum’s 

scholarly foundation and collections stewardship.

MEANS AND STRATEGY

The NMAH is most closely aligned with the Smithsonian’s Grand Challenge of 

Understanding the American Experience. Through its research, scholarship,

educational programs, exhibitions, and collaboration, the Museum shares with the 

public scholarly insights and historical views that illustrate the richness and depth of 

the American Experience. The Museum engages people in the telling of America’s 

story — interweaving multiple stories of perseverance, triumph, and optimism with 

those of challenge and struggle.

The Museum’s strategic plan, which establishes a vision and strategic direction 

through 2018, sets four key goals for the NMAH:

1. Lead the nation in Understanding the American Experience

2. Expand, strengthen, and share our collections

3. Engage diverse national and international audiences

4. Strengthen our staff and Board of Directors, and revitalize our facilities

Goal: Lead the Nation in Understanding the American Experience

The NMAH places a priority on engaging the public through scholarship and 

quality research in American history. Research is the foundation for our exhibits and 

all of our programs, which portray significant eras and events from American history 

in the context of social, cultural, economic, political, scientific, and technological 

themes. The Museum experiments with innovative ways to think about and present 

American history as an encompassing, multi-faceted story, drawing on many 

strands, and illuminating many people, ideas, and experiences.

For example, in 2017 the Museum focused on the theme of “The Nation We 

Build Together,” encompassing citizens’ desires to shape their world through giving, 

voting, and volunteering. To celebrate this theme, the Museum opened exhibits on 

the power of philanthropy and volunteer firefighting, in addition to the major 
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accomplishment of opening the second floor of the West Wing, with extensive and 

exciting new exhibits on the nation’s shared belief in the sovereignty of the people 

and our nation’s rich cultural diversity. The exhibitions include American Democracy: 

A Great Leap of Faith, exploring how a nation committed to the principles of popular 

sovereignty debated how to make this idealistic vision work, and what living in a 

democracy really means; Many Voices, One Nation, focusing on the theme of our 

nation’s great search for balance between unity and pluralism by presenting the 500-

year journey of how many distinct peoples and cultures met, mingled, and created 

the culture of the United States; and Religion in Early America, the inaugural exhibit 

in The Nicholas and Eugenia Taubman Gallery, which traces the distinctive way 

that religion developed in the early American republic. Religion in Early America

highlights three themes: the diversity of religious traditions in early America; the 

principle of freedom of religion that was incorporated in the U.S. Constitution’s Bill of 

Rights and became a guiding American ideal; and the growth of different religions in 

the new American republic after the nation was formed. In addition to these new 

exhibitions, a public space for civic engagement, Unity Square, opened to host 

programs that encourage visitors to actively engage in American civic life. 

In 2017, the Museum also opened exhibits to recognize several major 

anniversaries, including Righting a Wrong: Japanese Americans and WW II, marking 

the 75th anniversary of Executive Order 9066, a document that President Franklin D. 

Roosevelt signed in 1942, two months after Japan’s attack on Pearl Harbor. The 

order resulted in the imprisonment of 75,000 Americans of Japanese ancestry and 

45,000 Japanese immigrants. Other displays were Advertising War: Selling 

Americans on WW I; Modern Medicine and the Great War; John J. Pershing and 

WW I; and Uniformed Women in the Great War, commemorating the centennial 

anniversary of the United States’ involvement in World War I. These temporary 

displays and public programs explore the influential role of the war on American 

society, soldiers’ experiences on the war front, women’s rights, and medical 

advancement. Finally, Ella Fitzgerald at 100 explores the singer’s impact on 

American jazz culture through a collection of objects, sheet music and photographs.

In 2018, the Museum will launch the first phase of reopening the third floor of 

the West Wing with the opening of several new installations to introduce our visitors 

to our American entertainment history exhibitions. The first phase involves opening 

two introductory exhibitions on The Art of Sound and installing the iconic stained 

glass image of Nipper, My Master’s Voice, and a rotating display of musical 

instruments from our vast collection, including rare Stradivarius violins, in our 

specially built cases in the Hall of Music. Our larger exhibitions on Entertaining 

America and a temporary exhibition on Rock and Roll: The Backbeat of America will 

open in 2020 and address the question, what does the nation’s entertainment history 

tell us about being American? All of these installations will explore how the 

entertainment history of the United States reflects American ideals and ideas. The 

exhibitions will examine how entertainment addresses our national values and 

identity, in addition to challenges related to race, gender, class, family, innovation 

and opportunity. The Museum will choose from iconic objects in its large 
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entertainment and culture collection, ranging from Archie Bunker’s chair from All in 

the Family, the technicolor camera used to film The Wizard of Oz, the ruby red 

slippers Dorothy wore in the classic movie, Fonzie’s jacket from Happy Days, 

Muhammad Ali’s boxing robe, and Babe Ruth’s baseball.

Finally, in 2018, the Museum will open the second exhibit in the new changing 

gallery on the second floor of the West Wing. This exhibition, The American 

Revolution: A World War will focus on the American Revolution as not only a 

national occurrence but as an international event, which impacted Great Britain, its 

colonies, and the world as we know it.

In addition, the NMAH also contributes to the discussion of the American 

Experience through its ongoing scholarship and research. Recently, the Museum 

learned that two publications were selected for major awards. Mireya Loza’s work, 

Defiant Braceros, was named the 2016 winner of the Theodore Saloutos Book 

Award, bestowed by the Immigration and Ethnic History Society, and John 

Troutman’s work, Kīkā Kila, received the Organization of American Historians’

Lawrence W. Levine Award for the author of the best book in American cultural 

history.

In FY 2017, Museum scholars produced more than 12 new publications, 

including books, articles, and musical recordings. Listed below are several 

examples:

 Margaret Salazar-Porzio and Joan Fragaszy Troyano, editors. Many 

Voices, One Nation: A Material History of the Peopling of America. 

Washington: Smithsonian Institution Scholarly Press.

 William L. Bird, Jr., Lisa Kathleen Graddy, Harry R. Rubenstein, and 

Barbara Clark Smith. American Democracy: A Great Leap of Faith. 

Washington: Smithsonian Books.

 Peter Manseau. Objects of Devotion. Washington: Smithsonian Books.

 Frank Blazich, editor. Bataan Survivor: A POW’s Account of Japanese 

Captivity in World War II. Columbia: University of Missouri Press.

 Jon Grinspan. The Virgin Vote: How Young Americans Made Democracy 

Social, Politics Personal, and Voting Popular in the Nineteenth 

Century. Chapel Hill: University of North Carolina Press.

 Mireya Loza. Defiant Braceros: How Migrant Workers Fought for Racial, 

Sexual, and Political Freedom. David J. Weber Series in New Borderlands 

History. Chapel Hill: University of North Carolina Press.
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 John Troutman. Kīkā Kila: How the Hawaiian Steel Guitar Changed the 

Sound of Modern Music. Chapel Hill: University of North Carolina Press.

 Amanda B. Moniz. The Empire to Humanity: The American Revolution & 

the Origins of Humanitarianism. New York: Oxford University Press. 

 W. John Kress and Jeffrey K. Stine, editors. Living in the Anthropocene: 

Earth in the Age of Humans. Washington: Smithsonian Books.

In FY 2018, highlights of scholarly publications will include:

 Mireya Loza co-edited anthology with Gilberto Rosas. The Border Reader. 

Durham: Duke University Press.

 Margaret Salazar-Porzio. The Edges of Empire: Public Memory in San

Diego. Nevada: University of Nevada Press, Urban West Series.

 Carlene Stephens. The Volta Laboratory and the Smithsonian.

Washington: Smithsonian Institution Scholarly Press.

 Carlene Stephens. Reinventing the Wrist Watch. Cambridge: MIT Trade 

Press.

 Friends of Music CD #36-901: Stravinsky Dumbarton Oaks Concerto; 

Copland Appalachian Spring suite. Smithsonian Chamber Orchestra, 

Kenneth Slowik, conductor.

 Friends of Music CD#36-902: Béla Bartók Divertimento and Music for 

Strings, Percussion, and Celeste. Smithsonian Chamber Orchestra, 

Kenneth Slowik, conductor.

Goal: Expand, Strengthen, and Share Our Collections

The NMAH is committed to sound collections stewardship through 

preservation, accountability, and increased digital access. While support for Public 

Space Renewal Project (PSRP) IV for the Museum’s East Wing’s renovation is a 

primary goal, the Museum will focus, through FY 2018 and beyond, on enhancing 

the potential and value of its collections through intensive digitization efforts, 

increased access online, collaboration, and innovative uses of technology.

In FY 2017, the Museum continued its inventory projects, completing its work 

on the 14,400 objects in the Ceramics and Glass collection and beginning with its 

Medicine and Science collection. In order to address the challenge of managing 

collections at scale, with approximately 1.8 million objects in total, the Museum 

began to develop and test an accelerated, two-phased approach to its inventory 

efforts, with the first pass establishing physical and legal control and the second 
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enabling more enhanced intellectual control. This will serve as the foundation for the 

inventories required for the PSRP IV project; planning for these steps has begun and 

the actual inventorying will commence in late FY 2017 and continue through 

FY 2018 and beyond.

The decontamination and re-housing project of some 3,600 objects in Garber 

Building 15 was largely completed in FY 2017. The decontamination and inventory 

of objects in Garber Building 18 will start in FY 2017, with completion expected in 

FY 2018. This will encompass the renovation of the now vacant Building 15 to 

accommodate those collections prior to completing construction of Museum Support 

Center (MSC) Pod 6. All of these efforts are planned in the context of looking 

forward to the development of Pod 6 at the MSC and the implementation of the 

Smithsonian’s master storage plans.

Further digitization and transcription projects in FY 2017 included the Phyllis 

Diller joke file and Apollo Theater business cards, both transcribed in record time by 

Transcription Center volunteers from across the globe. This work will serve as the 

model for an inventory of collections to identify potential cross-divisional digitization 

projects, which will be completed in FY 2018. As a test, in partnership with the 

Smithsonian’s Digitization Program Office (DPO) and Google’s Cultural Institute, the 

Museum will digitize approximately 11,000 items in its Princeton Poster collection. It 

will also explore opportunities to treat digital content from such projects as data, with 

conversations and possible collaborations planned with the Library of Congress, the 

University of Maryland, and the National Science Foundation.

In FY 2018, new protocols for review and inclusion will make it possible to 

add 150,000 more collection records to the Smithsonian Collections Search Center 

and the Enterprise Digital Asset Network (EDAN). During FY 2017, the Museum 

added nearly 30,000 new records to its collections information system, Mimsy XG, 

and exported 19,400 records to the EDAN. The NMAH will continue exporting the 

remaining 49,000 of 60,000 Numismatics rapid-capture records for transcription. 

Finally, recommendations from the Museum’s Collections Review Committee 

report will continue to be implemented, focusing on systematic assessment of 

accessioning and cataloguing procedures, as well as achieving efficiencies in the 

review of accession-based object information. Based on information from the 

acquisitions digitization pilot project, the Museum will develop a plan to fund fullscale, mass digitization of the Museum's acquisition files, in collaboration with other 

Smithsonian units. NMAH staff will work with the DPO to disambiguate the 

embedded data and plan for computer-assisted review and linking of data. 

Additionally, in FY 2017 the Museum successfully designed and implemented 

inventories for its national treasures and for collections containing hazardous 

materials. These will now be executed on an annual basis.
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Goal: Engage Diverse National and International Audiences

The NMAH engages people of all ages on site and online, encouraging them 

to explore history through objects as well as programs, ideas, facts, and stories.

In December 2015, the Museum opened Wegmans’ Wonderplace, an early 

learning gallery. The gallery combines age-appropriate activities with Museum 

collections and touchable objects to provide a gateway to history and a place for 

children six and under to exercise their curiosity. Wonderplace is the first exhibition 

on the National Mall designed for children aged six and under. This 1,700-squarefoot space provides the youngest historians with age-appropriate activities and 

experiences. Since opening, Wonderplace has served nearly 200,000 visitors and 

has hosted special morning programming for children on the autism spectrum as 

well as families from the Homeless Children’s Playtime Project. It has been very well 

received and operates at capacity.

In 2017, the Museum opened the Wallace H. Coulter Unity Square, a 

program and events space that will encourage visitors to explore “The Nation We 

Build Together” through compelling displays and unique hands-on activities. The 

heart of Unity Square will be a reinstallation of the Greensboro Lunch Counter, an 

object that reflects the tremendous power of the actions of everyday people. This 

iconic civil rights object is brought to life by a “magic mirror” that connects the 

actions of the four young men who sat down at the lunch counter to the larger history 

of participation, protest, and change in America. Unity Square is also home to 

American Experiments, a suite of five interactive, hands-on activities which will 

inspire visitors to talk to each other about the ideas and ideals that have shaped the 

country. Developed in partnership with San Francisco’s Exploratorium, American 

Experiments includes a March-Madness-basketball-style bracket where visitors will 

debate what food is most American or who changed America more; a card game 

where players match images to deeply American concepts; and an activity about 

what citizenship means that encourages visitors to take a photo of themselves and 

tag it #myfellowcitizens. Unity Square features a rich schedule of public programs, 

including the new interactive theater program The Nation We Build Together, curator 

talks, objects out of storage, and special tours. Together, the exhibits, activities, and 

programs of Unity Square will inspire our visitors to think about their own role in 

creating the nation of tomorrow. 

Each year the NMAH trains thousands of K–12 teachers to bring American 

history to life by using active teaching methods infused with the Museum’s rich 

collections. Outside evaluation has shown that the Museum’s workshops have had a 

positive, re-energizing effect on history education across the United States. The 

Museum continues to add to its library of thousands of free K–12 interactive 

resources available via History Explorer, the Museum’s acclaimed website for 

teachers. In 2018, the Museum will conduct its seventh annual National Youth 

Summit (NYS). The NYS is a webcast event that brings middle and high school 

students together with scholars, teachers, policy experts, and activists in a national 
139

conversation about important events in America’s past which remain relevant to the 

nation’s present and future. 

To encourage conversation and respectful dialogue about the past, the 

Museum expands its activities beyond exhibitions and education through public 

programming and outreach. 

In FY 2018, the NMAH will continue to explore the themes of diversity, 

democracy, and the building of the nation through programs at the Museum and 

around the nation focused on the research and content of its West Wing exhibitions. 

The signature event that kicked off the Museum’s 2017 programmatic theme was the 

third annual America Now program, an evening of interactive and participatory 

programming for millennial audiences which highlighted the 100th anniversary of 

President John F. Kennedy’s birth and his ongoing legacy. Programs throughout 

2018 will focus around food, music, film, and civic discourse, and will continue to 

explore how Americans come together to strengthen our shared democracy. The 

ongoing American History (After Hours) series will connect millennial audiences with 

complex historical topics in the evenings, with food, drink, and dynamic 

conversations. The Museum’s third annual Smithsonian Food History Weekend will 

explore the theme of “Many Flavors, One Nation” and discuss how food has been 

both a bridge and a barrier to cultural connection throughout American history. 

Cooking demonstrations and talks will engage visitors of all ages throughout the 

year at the Museum’s demonstration kitchen in the West Wing. In addition, NMAH’s 

music program will explore the impact of immigration and migration on American 

democracy, particularly through its extensive jazz and chamber music programs and 

the ongoing Sounds of Faith religious music series. The Museum’s theater 

programming will feature the third annual History Film Forum in the spring of 2018,

and continue to be the nation’s premier forum for exploring film as public history and 

asking big questions about what we learn from the movies. 

In 2018, Museum programming will continue to convene conversations that 

inspire audiences to examine the role of the humanities in civic life. The Museum’s 

signature programming will explore food history, history on film, jazz and chamber 

music, and innovation, and will bring history to life for audiences of all backgrounds

and all ages.

The Museum makes special efforts to nurture lifelong learners online and via 

social media where people can contribute to and assess shared understandings of 

the past. In addition to a mobile-friendly website, the NMAH offers a popular blog 

and social media channels, with innovative and targeted content that encourages 

people to explore the American Experience by making history relevant, interesting, 

and thought-provoking. Through various forms of electronic and online outreach, the 

Museum expects to continue sharing its resources with more than seven million 

people a year.
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Goal: Strengthen Our Staff, Board of Directors, and Facilities

The NMAH values every resource it has and is committed to making every 

expenditure and investment as productive as possible. The Museum is pursuing this

goal with an eye to the future through careful administrative reviews of expenditures 

and staffing, and by fostering a culture that rewards collaboration, inclusion, and 

creative partnerships.

In 2016, the Museum initiated a multi-phased strategy to rebuild the curatorial 

staff and scholarly foundation after two decades of staff losses that dramatically 

reduced the scholarly talent and capability necessary to research and explain the 

broad sweep, chronological and intellectual, of American history to our nation. This 

strategy successfully sought to establish endowed positions with funding from 

generous donors combined with new federal funds targeted for the highest priority 

topical areas. In FY 2017, the Museum hired five new curators with federal funds, 

and is proposing to hire one more in FY 2018 to focus on women’s history. Since 

2013, the Museum has also hired four new curators, who are supported by donated 

funds, in the fields of Business History, Philanthropy, Religion, and Early American 

Culture. In addition, the Museum has built relationships with other Smithsonian units,

and partnerships with outside organizations, to increase available resources and 

leverage talents. Furthermore, the NMAH has extremely active internship and 

Fellowship programs, hosting more than 175 interns and 29 Fellows in FY 2016. 

EXPLANATION OF CHANGE

The FY 2018 budget request includes an increase of $1,122,000 and 1 FTE. 

The request includes an increase of $722,000 for necessary pay and other related 

salary costs for existing staff, $250,000 for rent, and $150,000 and 1 FTE for 

collections scholarship to continue to strengthen our scholarly foundation.

Rent for Collections Storage (+$250,000)

The budget request includes an increase of $250,000 for up to 5,000 square 

feet of leased collections storage space for large industrial artifacts that the National 

Museum of Industrial History (NMIH) in Bethlehem, Pennsylvania, a Smithsonian 

Affiliate, is returning to the Smithsonian. The NMAH does not have space to store 

the artifacts and, therefore, sufficient and appropriate space must be leased to 

accommodate them and the specialized equipment necessary to move and provide 

access to them. The Smithsonian’s collections standards require that collection 

storage space provide heating, ventilating, and air-conditioning and humidity 

controls, as well as security and life-safety controls.
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Collections Scholarship (+$150,000, +1 FTE)

The budget request includes an increase of $150,000 and 1 FTE for a

curator, so the Smithsonian can use federal funding to build on the initial phase of 

this effort started in FY 2016. The Museum’s curatorial staff has significant gaps in 

their ability to research, interpret, exhibit, and care for the national collections. These 

gaps include critical subject areas, chronological periods, and program execution. 

Over time, the Museum has lost more than half of its curatorial staff, which has 

seriously depleted the Institution’s scholarly foundation. The Museum must rebuild 

its curatorial strength to support excellent research, exhibitions, and digitization of 

the nation’s vast collection of artifacts. Building on the initial highly successful hires 

of five new curators, with federal funding provided in FY 2016, this new position will 

focus on women’s history. With the funds requested, the NMAH would conduct a 

national search for a curator in Women’s History. This is an area where the Museum 

needs expertise to manage major national collections, conduct research, and 

develop exhibitions and publications. This investment in rebuilding the Museum’s 

collections scholarship has been successful as a federal-private partnership. The 

Museum continues to seek privately funded endowed positions, supported by private 

donors, to match the federal investment, and has been successful in obtaining four

positions as part of this strategy to leverage public and private funding.

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

benefits for 42 percent of NMAH staff — administrative, development, special 

events, program managers, et al — and other program-related costs. In addition to 

restricted gifts, grants, and endowments, trust revenue sources include donations 

from special events, revenue sharing from business operations, honoraria for 

speaking engagements, and tuition reimbursements. Donor/sponsor-designated 

funds are used to develop, install and promote new exhibitions, fund public 

programs and educational initiatives, and support research, travel, and collection 

acquisitions. Donor-designated funds are vital to continuing the renovation of the 

public spaces in the Museum, including the design and fabrication of new exhibits on 

all three floors of the Museum’s West Wing.
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NATIONAL MUSEUM OF THE AMERICAN INDIAN

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016 

ENACTED 216 31,726 2 1,510 21 3,837 0 136

FY 2017 

ESTIMATE 216 31,666 3 2,031 27 6,285 0 164

FY 2018 

REQUEST 216 32,235 3 1,601 31 5,189 0 0

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

REVITALIZING EDUCATION; STRENGTHENING COLLECTIONS; AND 

MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Excellent Research

Research

Ensure the advancement of knowledge in the 

humanities 17 2,763 17 2,824 0 61

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 6 1,072 6 1,089 0 17

Public Programs

Provide reference services and information 19 2,567 19 2,615 0 48

Exhibitions

Offer compelling, first-class exhibitions 27 5,531 27 5,610 0 79

Revitalizing Education

Education

Engage and inspire diverse audiences 45 5,411 45 5,517 0 106

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 31 4,341 31 4,422 0 81

Mission Enabling

Facilities

Improve the overall cleanliness and efficient 

operation of Smithsonian facilities 14 1,548 14 1,568 0 20

Security and Safety

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors, and 

volunteers

1 132 1 134 0 2
143

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Information Technology

Modernize the Institution’s information 

technology systems and infrastructure 15 2,975 15 3,022 0 47

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 20 2,857 20 2,911 0 54

Ensure that the Smithsonian workforce is 

efficient, collaborative, committed, innovative, 

and diverse

2 213 2 218 0 5

Modernize the Institution’s financial 

management and accounting operations 6 971 6 992 0 21

Enhance the reputation of the Smithsonian by 

maintaining good relations with the news media 

and with federal, state, and local governments

2 321 2 327 0 6

Modernize and streamline the Institution’s 

acquisitions management operations 11 964 11 986 0 22

Total 216 31,666 216 32,235 0 569

BACKGROUND AND CONTEXT

The National Museum of the American Indian (NMAI) is committed to 

advancing knowledge and understanding of the Native cultures of the Western 

hemisphere — past, present, and future — through partnerships with Native peoples 

and others.

The NMAI administers one Museum in three locations: NMAI-DC on the 

National Mall, NMAI-NY in lower Manhattan, and the Cultural Resources Center in 

Suitland, Maryland. The NMAI will focus its resources to support research and 

exhibits concerning the cultures and histories of Native communities and to present 

contemporary works of art to the public. These exhibits, along with educational and 

cultural arts programming, attract nearly two million visitors annually. The offering of 

diverse exhibitions, cultural demonstrations, tribal festivals, educational 

presentations, and scholarly symposia ensures a meaningful visitor experience. Web 

content based on these programs will continue to reach distant “virtual visitors” to 

the Museum, who may not be able to come to the East Coast but who can still avail 

themselves of content developed at NMAI. Through its exhibitions and public 

programming, the Museum continues to present the contemporary voices of Native 

peoples to educate and inform the public while countering widespread stereotypes.

The NMAI also focuses on the stewardship of more than a million collection 

items entrusted to the Museum’s care — honoring the histories and promoting the 

cultural legacies of hundreds of Native nations throughout the Western hemisphere.

The FY 2018 budget request includes an increase of $569,000 for necessary 

pay and other related salary costs for existing staff.
144

MEANS AND STRATEGY

To achieve the strategic goal of Broadening Access, the NMAI is directing 

its resources to: 1) activities that will result in increased visitation; 2) public 

programming and exhibits that will encompass information about the indigenous 

peoples of the Western hemisphere and Hawaii (as mandated in the NMAI 

enabling legislation) and that will demonstrate the presence and cultural 

contributions of contemporary Native peoples today; 3) outreach to Native 

communities, tribes, and organizations through programming methodologies that 

include consultations, Web-based technologies, video conferences, internships, 

seminars, publications and symposia; and 4) expanding access to the NMAI 

collections online. Major exhibitions opening in FY 2018 include:

 Americans — Featuring nearly 350 objects and images, from a Tomahawk 

missile to baking powder cans, the Americans exhibition will examine the 

staying power of four stories — Thanksgiving, Pocahontas, the Trail of 

Tears, and the Battle of Little Bighorn — which are woven into the fabric of 

both American history and contemporary life.

 Native New York: Where Nations Rise — This exhibition will educate 

visitors about how the Haudenosaunee and Algonquian peoples have 

dynamically built their own nations and have contributed to the building of 

the United States as a nation over time. 

 Transformer: Native Art in Light and Sound — This exhibition will present

the work of 10 artists who use light, digital projection, and experimental 

media to reflect on their place in and between traditional and dominant 

cultures. Through video projections, innovative sound art, interactive 

digital media, performance, and installation, the exhibition demonstrates 

the continuity of indigenous cultures and creativity in the digital age.

Public engagement efforts will continue to bring the Museum and its resources 

to audiences through both traditional and Web media and via innovative outreach and 

training programs. These contacts will link external communities to public audiences 

through technology and involvement in planning and programming.

To achieve the strategic goal of Revitalizing Education, the Museum will 

continue to provide daily exhibit and educational programming about Native peoples of 

the Western hemisphere and Hawaii, thereby providing opportunities to correct 

stereotyping and expand public knowledge. The seven-day-a-week operation will 

include interpretive activities, film and video presentations, cultural arts performances, 

demonstrations, and resource materials about Native American history and cultural 

heritage. The NMAI will continue working with Native educators and cultural experts 

on the Museum’s National Education Initiative, “Native Knowledge 360o,” to create 

exemplary materials that reflect indigenous knowledge, and to develop model 

materials that schools across America can expand upon for their own purposes. To 
145

promote learning across generations, the imagiNATIONS Activity Center will introduce 

indigenous knowledge about Native peoples’ understanding of the natural world and 

about American Indian civics to a growing audience of school children and Museum 

visitors. In the spring of 2018, the Museum will open a new imagiNATIONS Activity 

Center at NMAI in New York City. In addition, various tribal educational resources, 

including curricula enhancement materials, will be made available to teachers. 

As part of the Excellent Research strategic goal to advance knowledge in the 

humanities, the NMAI will continue to hire and retain the highest quality research staff 

and collaborate with leading institutions of learning and community-based scholars. 

NMAI staff will make research for film, video, audio, and photographic content 

developed for exhibitions available at the Museum and to Native American 

communities and public audiences through the Web, printed materials, and 

collaborative activities with other groups and organizations. 

NMAI staff will continue to oversee group and school tour programs, and 

volunteers, and will also direct presentations in galleries and all public spaces and 

program areas to ensure maximum use of all the educational resources available to 

enhance the visitor experience.

Through its ongoing dialogue with Native communities and cultural experts, 

NMAI’s collection stewards and scholars will also continue to advance the strategic 

goal of Strengthening Collections through judicious acquisition, documentation, 

digitization, inventory, preservation, research, security, storage renewal and 

enhancements, as well as increased Web access.

The strategic goal of Mission Enabling will be addressed by efficiently and 

economically designating resources to meet the mission of the Museum, 

implementing the goals of the Smithsonian Institution, and enhancing the collections 

by acquiring works that document Native experiences and expressive cultures, 

including the representation of modern and contemporary arts.

NONAPPROPRIATED RESOURCES — General trust funds support salary and 

benefit costs for the Museum director and other program-related costs. Donor/

sponsor-designated funds support salaries and benefits for development staff; costs 

associated with reaching NMAI’s National Campaign fundraising goals; publications 

and special events for exhibition openings; costs related to specific programs and 

projects, including the Native American Veterans’ Memorial Project, educational 

programs, advertising, production of fundraising proposals, and member- and donorrelated special events; as well as outreach activities.
146

NATIONAL PORTRAIT GALLERY

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 56 6,200 6 1,952 13 2,975 0 0

FY 2017

ESTIMATE 56 6,188 11 1,940 9 4,122 0 0

FY 2018

REQUEST 56 6,382 11 1,980 9 1,691 0 0

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

REVITALIZING EDUCATION; STRENGTHENING COLLECTIONS; AND

MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Excellent Research

Research

Ensure the advancement of knowledge in the 

humanities 3 362 3 372 0 10

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 2 279 2 286 0 7

Public Programs

Provide reference services and information 3 489 3 502 0 13

Exhibitions

Offer compelling, first-class exhibitions 18 1,803 18 1,862 0 59

Revitalizing Education

Education

Engage and inspire diverse audiences 8 756 8 776 0 20

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 15 1,810 15 1,859 0 49

Mission Enabling

Facilities

Improve the overall cleanliness and efficient 

operation of Smithsonian facilities 0 0 0 18 0 18

Information Technology

Modernize the Institution’s information 

technology systems and infrastructure 1 158 1 162 0 4
147

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 1 90 1 92 0 2

Ensure that the Smithsonian workforce is 

efficient, collaborative, committed, innovative, 

and diverse

1 129 1 132 0 3

Modernize the Institution’s financial 

management and accounting operations 2 170 2 175 0 5

Modernize and streamline the Institution’s 

acquisitions management operations 2 142 2 146 0 4

Total 56 6,188 56 6,382 0 194

BACKGROUND AND CONTEXT

The Smithsonian National Portrait Gallery (NPG) inspires visitors from around 

the world by illuminating the American experience through powerful images that 

connect people and their stories.

The NPG strives to bring visitors face to face, literally and figuratively, with 

exceptional Americans and their remarkable stories across time, place, and 

circumstance. The NPG uses diverse approaches in visual biography to focus on 

changing notions of American identity, and to track evolving ideas about who is 

significant and has an impact on American culture. The NPG aspires to be widely 

known as the place that sparks thought and conversation, and includes diverse

audiences as active participants in defining American identity through portraiture and 

biography.

The NPG devotes a major portion of its resources to the strategic goal of 

Broadening Access, thereby increasing the availability and accessibility of the 

NPG’s collections through exhibitions, public programs, and publications. The 

exhibitions explore themes in history, biography, and art in a way that brings out 

new meaning and understanding of the American experience. Highlights of 

special exhibitions planned for the remainder of FY 2017 include:

 The Outwin 2016: American Portraiture Today —This fourth exhibition 

resulting from the triennial, juried Outwin Boochever Portrait Competition 

2016 includes 43 finalists from the more than 2,500 entrants from every 

state. The dazzling variety of media and diverse approaches to the 

exploration of “self” and “other” reveal that the art of portraiture is not only 

universal, it is thriving and evolving. Following its installation in 

Washington, DC, the exhibition will tour nationally to Tacoma, Corpus 

Christi, and Kansas City.

 Hollywood and TIME: Celebrity Covers — From its beginning in the 1920s, 

Time magazine responded to the public’s embrace of movie stars on and off 

the screen, and its fascination with the glitter of Tinseltown. The exhibition 
148

features more than 30 Hollywood moguls and celebrities whose vision and 

talents carried us to different eras and exotic places, including studio greats 

Cecil B. de Mille and Howard Hughes, directors Steven Spielberg and 

Woody Allen, and acting luminaries Elizabeth Taylor, Lauren Bacall, Marlon 

Brando, Paul Newman, Meryl Streep, and Dustin Hoffman.

 Double Take: Daguerreian Portrait Pairs — This themed installation 

highlights the depth of the NPG’s early photography collection by 

presenting seven pairs of images for Frederick Douglass, Jenny Lind, 

Zachary Taylor, and others. By showcasing two daguerreotypes of each 

sitter, visitors will consider the ways artists approached the same subject, 

and how different the resulting portraits could be.

 One Life: Babe Ruth — An American legend whose name is synonymous 

with baseball itself, this exhibition will explore Babe Ruth the man, the 

legend, and the marketing frenzy his name and image fueled long before 

the commercialization of sports superstars became routine. The exhibition 

includes drawings, prints, and photographs of Ruth, a signed ball and bat, 

and advertising memorabilia endorsed by Ruth. It concludes with a look at 

the baseball greats who chased and broke Ruth’s longstanding records.

 In the Groove: Jazz Portraits by Herman Leonard — Herman Leonard’s 

(1923–2010) photographs of jazz musicians are widely regarded as the 

definitive portraits of many of the 20th century’s greatest artists. His 

infatuation with jazz led him to capture stunning images that soon made 

their way to album covers and the pages of DownBeat and Metronome 

magazines. This exhibition features iconic images of Louis Armstrong, 

Chet Baker, Ella Fitzgerald, and Billie Holiday, among many others.

 Bill Viola and the Moving Portrait (working title) — An artist of international 

renown and one of the pioneers of video art, Bill Viola focuses on the 

human body to create searing works about universal themes and 

emotional experiences. The NPG’s exhibition will offer a new perspective 

of Viola by redefining certain aspects of his body of work, as well as our 

understanding of contemporary portraiture. This will be the first NPG 

exhibition devoted solely to time-based media in newly renovated galleries 

designed for the installation of time-based artworks.

In addition, the NPG is promoting two traveling exhibitions from its 

permanent collection: Yousuf Karsh: American Portraits, and In Vibrant Color: 

Vintage Celebrity Portraits from the Harry Warnecke Studio. Both are proposed 

to begin traveling in 2018. 

The NPG uses the Web as well as social media to build its virtual audience 

around the globe. NPG websites receive about 1.8 million page views each year, 

with new content added regularly. The NPG’s Face to Face blog has been viewed 
149

by 530,000 readers since its launch in 2007, and has an annual readership of about 

80,000. NPG continues its presence on a variety of social media platforms, 

including Facebook, YouTube, Twitter, and Instagram. Combined, these outlets 

reach nearly 235,000 followers, a 64-percent increase over 2015. Currently, the 

NPG has more than 226 videos available on the Gallery’s YouTube channel and is 

adding an average of 25 new videos annually. The videos, as well as audio 

applications, are also available on iTunes, iTunes U, and ArtBabble, and have been 

accessed by about 3.5 million viewers. The Google Art Project continues to bring 

highlights of the NPG’s collection to a vast worldwide audience.

The NPG continues its collaboration with the Oxford University Press and the 

online edition of the American National Biography, where the biographical entries are 

supplemented by a wide array of NPG collection images. In 2017, the NPG plans to 

have an enhanced presence in the publication by allowing a greater number of its 

collections to be featured under the terms of fair use. In February of 2016, the NPG 

launched a redesigned website that is fully scalable and available across all platforms 

and browsers. The new, enhanced website has democratized access to the NPG’s 

collections and scholarship with a more accessible and user-friendly collections 

search engine. The Search will be greatly expanded in 2017 allowing visitors to 

search and retrieve not only Smithsonian collections, but all the Institution’s archives, 

articles, video and audio content, blogs and scholarly content. Currently, the website 

is available in both English and Spanish and complies with ADA requirements for 

accessibility. An image-recognition application will also be implemented in 2017 for 

use in the America’s Presidents galleries. This sophisticated technology will 

incorporate images, text, and an audio guide of the exhibition space in both English 

and Spanish.

Also in 2017, the NPG will launch a website dedicated to the permanent 

installation of America’s Presidents. This will not only offer an overview of the 

exhibition but will include information and images for all of the Gallery’s holdings 

of presidential portraiture.

The NPG supports the strategic goal of Revitalizing Education by involving 

learners and educators in collaborative programs. Having doubled its size in the 

last year, the Teen Museum Council will continue to grow as it guides teenage 

students to craft education and outreach programs to better connect the NPG 

with their age group’s learning interests and means of investigating American 

history, art, and culture. “For teens, by teens” is the mission of this program. The 

NPG’s teacher workshops, structured around themes drawn from the NPG’s 

exhibitions, let educators from many different regional schools take advantage of 

NPG collections to develop activities which help their students learn American 

history. Now in its third year, the NPG’s Teacher Advisory Board furthers 

outreach to educators around the nation. The board members contribute their 

professional perspective on new methods and students’ interests to enable the 

NPG to extend its virtual reach across the country. The NPG will further integrate 
150

into its exhibitions and programs English and Spanish languages and also 

accommodate the needs of visitors with accessibility requirements.

Strengthening Collections is also central to the purpose of the NPG as it 

gathers and preserves the nation’s collection of portraiture of a wide range of 

individuals and in many forms. The overall value of the collection to scholars and 

the public is increased each year by the further creation and distribution of digital 

images of the artworks. The NPG has approximately 11,000 high-resolution 

images of collection objects on the Smithsonian Digital Asset Management 

System (DAMS), a 15 percent increase from the previous year, and the NPG is a 

leader for fully leveraging the capabilities of the DAMS. To increase the breadth 

and depth of digitized collection information, object condition reports and images 

are also being uploaded to make this information more accessible to the 

Smithsonian research community. NPG staff will also pursue a project to digitize 

more than 1,000 prints and photographs in collaboration with the Smithsonian’s 

Digitization Program Office, using new rapid-capture technologies.

The FY 2018 budget estimate includes an increase of $194,000. The increase 

includes $176,000 for necessary pay and other related salary costs for existing staff 

funded under this line item, and $18,000 for the escalation in costs for rental space.

MEANS AND STRATEGY

In FY 2018, the NPG will continue to concentrate its efforts and resources 

on exhibitions, developing and maintaining its collection, expanding public 

education offerings, and pursuing new research directions.

The NPG will pursue the strategic goal of Broadening Access by making 

its exhibitions more inclusive in subject and content, more accessible through 

translated texts, and more broadly available through development of traveling 

exhibitions. The NPG’s exhibition schedule in FY 2017 will feature the following:

 The Face of Battle: Americans at War, 9/11 to Now — Since September 11, 

2001, the United States has been engaged in multiple wars, and this warfare 

has become normalized into part of the social and cultural landscape; it is 

ongoing yet somehow out of sight, invisible. The Face of Battle will explore 

the first attempts by artists to put a “face” on recent wars by depicting the 

experience of common soldiers. The exhibition will not deal with the wider 

politics, tactics, and controversies associated with post 9/11 political 

situations; it will return the focus to the grassroots level of the ordinary 

soldiers who fought and continue to fight for our nation. A tour of the 

exhibition is being developed.

 One Life: Sylvia Plath — This exhibition presents a visual biography of Sylvia Plath 

(1932–1963), from childhood to her early death, with photographs, recently 

discovered illustrated family letters Plath wrote as a child, schoolbook sketches, 
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self-portraits from her art courses at Smith College, and some of her personal 

belongings, including the wooden desk she shared with husband Ted Hughes. It 

will be the first art museum exhibition to present her life, as well as her artwork, in 

tandem with her manuscripts, letters, and images.

 The Sweat of Their Face: Portraying American Workers — Work has always been 

central to the self-definition of Americans, and continues to be how Americans 

measure their lives and assess their contributions to the wider society. This 

comprehensive, multi-media exhibition will chart the course of American labor 

through more than two centuries of portraiture, exploring how artists have 

illustrated and defined the laboring body. Combining art and social history, The 

Sweat of Their Face addresses the intersection of high and popular culture in 

American history and will portray the diversity of America against the backdrop of 

its economic development and expansion, making an influential contribution to the 

histories of work, working people, and portraiture.

In addition to the special exhibitions, the NPG will conduct a reinstallation of 

the America’s Presidents permanent installation in 2017. The artworks will temporarily 

be installed in our major exhibition space while the permanent galleries are refreshed 

and retrofitted for interactive media elements. The renewed gallery will open to the 

public in the fall of 2017 with updated texts, new media and interactive components 

and an illustrated brochure. The NPG will also continue to develop exhibition 

catalogues and organize shows into FY 2018 and beyond, with a focus on the NPG’s 

50th anniversary in the fall of 2018. 

The combined departments of Communications and New Media have devised a 

digital strategy to define overarching goals and measures to determine success. One 

of the primary goals includes raising NPG’s national visibility, especially in five key 

regions: the San Francisco Bay area; Chicago; New York/New Jersey; Kansas City;

and Dallas/Fort Worth. Other goals include showcasing the diversity of the collection 

to diverse audiences and increasing local visitorship and engagement. These goals 

can be met through targeted outreach, Web and social media campaigns.

While the Portrait Gallery is engaged in making its exhibitions and all printed 

and digital assets available in both English and Spanish, there will be an even greater 

push (at least in the digital sphere) to make content available in Mandarin, Russian, 

French and Arabic. Through this initiative, NPG will bring collections and scholarship 

to a worldwide audience.

The NPG’s publication projects in FY 2018 will include catalogues 

accompanying the exhibitions The Sweat of Their Face and Black Out: Silhouettes 

Then and Now, an updated book on our reinstalled America’s Presidents exhibition, 

as well as continued work to make the NPG’s permanent collection label texts fully 

bilingual.
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In addition, the NPG will continue Strengthening Collections, further 

deepening its holdings of pre-1825 portraits of individuals, portraits of underrepresented minorities, likenesses of significant contemporary figures, and 

portraiture made in the newest digital formats. The NPG will make further progress 

conserving its permanent collection of works on paper, photographs, and paintings, 

and hopes to apply for funding to upgrade and increase its storage capacity for 

works on paper.

NPG will continue a full-scale, rapid-capture digitization initiative for all 

collection objects, beginning with two-dimensional works. Meanwhile, the NPG 

Catalog of American Portraits will be expanded by adding 1,500 portrait records to 

its research database

NPG efforts in Revitalizing Education in FY 2018 include more sophisticated 

analysis of different audiences and the identification of and outreach to underserved 

audiences. The consideration of the latter will include non-native English speakers, 

and visitors with physical or learning challenges. NPG’s Education Department 

specialists will establish stronger relationships with visitors from all backgrounds and 

interests in museum programs to develop education and events that are highly 

tailored to specific audiences. The NPG will continue to partner with its innovative 

learning groups, The Teen Council and the Teacher Advisory Board, and use the 

perspectives and knowledge of these key individuals to extend the educational value 

of the NPG’s collection both programmatically and digitally. NPG will also initiate an 

Accessibility Task Force to bring NPG staff up to par with accessibility issues and 

demands. Other popular programs, including Pop Quiz, films in the courtyard, and 

Family Days events, will continue to anchor the NPG’s educational offerings. In FY 

2018, the NPG docent corps will be a vibrant and diverse group well versed in the 

collection and trained in inquiry techniques to engage audiences. The NPG 

Education Department will have tested an 18-month to eight-year-old space 

designed to help young people explore portraiture as art and history.

The NPG will continue work on the Mission Enabling strategic goal by 

ensuring outreach to communities in different forms, both in print and online, to 

access diverse applicant pools for emerging recruitment needs. The NPG will also 

continue to streamline its internal project development process to incorporate 

innovative thinking in programming while also doing a better job of planning for 

budgetary requirements.

NONAPPROPRIATED RESOURCES — General trust funds support critical 

positions and help defray costs of special events for exhibition openings, loan 

exhibition development, outreach, fund raising, management, and research. The 

NPG must support exhibitions, publications, public lectures and gallery programs, 

symposia, and some collection acquisitions with donor/sponsor-designated funds. 

Private donations are thus critical to the NPG’s planning, programming, and ability to 

deliver on its public mission. It is through a public-private partnership that the 

National Portrait Gallery achieves its goals and serves the Smithsonian’s mission.
153

NATIONAL POSTAL MUSEUM

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 6 1,109 3 510 1 369 19 2,878

FY 2017 

ESTIMATE 6 1,107 3 550 2 425 18 3,067

FY 2018

REQUEST 6 1,126 3 550 3 500 20 3,110

STRATEGIC GOALS: BROADENING ACCESS; STRENGTHENING 

COLLECTIONS; AND MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 1 90 1 92 0 2

Exhibitions

Offer compelling, first-class exhibitions 1 158 1 160 0 2

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 4 516 4 531 0 15

Mission Enabling

Facilities

Execute an aggressive, long-range revitalization 

program and limited construction of new facilities 0 343 0 343 0 0

Total 6 1,107 6 1,126 0 19

BACKGROUND AND CONTEXT

The National Postal Museum (NPM), with the world’s largest museum 

collection of stamps and postal artifacts, is dedicated to creating visitor experiences 

that educate, excite, entertain and inspire. With more than six million objects, the 

Museum is responsible for the Smithsonian’s second-largest collection. The Museum 

dedicates its resources to developing new and innovative ways to explore the vital 

role of the postal system in American life, and to make its vast philatelic and postal 

collections available to all visitors — both in person and online. The NPM uses its 

collections in exhibits and public programs which educate visitors on the history of 

America, transportation, communication, economics, and commerce.
154

In addition to the many activities and programs completed throughout the year, 

the NPM is focused on several major initiatives aimed at increasing visitation to both 

the Museum and its website. These initiatives include the design and fabrication of 

new exhibitions; continued enhancements to the increasingly popular, Web-based,

collection information system; and new rotating exhibitions in the William H. Gross 

Stamp Gallery. 

The FY 2018 budget request includes an increase of $18,000 for necessary 

pay for existing staff and $1,000 for rent escalation.

MEANS AND STRATEGY

The National Postal Museum’s primary activities are aimed at meeting the 

Smithsonian’s Grand Challenges of Valuing World Cultures and Understanding the 

American Experience through the prism of postal communications and philately. 

These challenges will be met by Broadening Access to the Museum’s collections, 

programs, and exhibitions; Revitalizing Education through the creation of new models 

and methods of presenting innovative educational programs; Strengthening 

Collections through improved preservation, storage, and enhanced digital imaging; 

and Mission Enabling by working with other Smithsonian units and external partners 

to improve Museum operations. 

In FY 2018, the Museum’s Education Department will expand K–12 school 

programs and create new learning opportunities in the Education Center of the 

William H. Gross Stamp Gallery. The Education Center provides enhanced learning 

opportunities which incorporate the newest media tools. The Center is also used for 

Institution-wide Smithsonian meetings and provides other Smithsonian units with the 

opportunity and new technology to test new ideas for visitor participation. A second

educational space supports the Museum’s on-site school tours, community 

engagement activities, and family programming such as NPM’s traditional programs, 

including Stamp Stampede and the Mail Art Workshops. The Museum is also 

planning to retrofit five exhibition galleries to incorporate educational hubs which will 

provide new learning opportunities for children and their families. The educational

hubs will support the Museum’s effort to make its exhibitions and educational 

offerings more accessible to a younger audience and provide new hands-on learning 

opportunities to discover more about NPM’s collections and the history of philately in 

America. 

In FY 2018, the Museum will open an exhibition celebrating the centennial 

anniversary of airmail service in the United States. Airmail service began on May 15, 

1918 with the inauguration of the Washington-Philadelphia-New York route. Two 

days earlier, the Post Office Department issued its first airmail stamps. A single sheet

of the new 24-cent stamp was printed with the Curtiss JN-4 airplane upside down, 

creating one of the most prized errors in the history of philately — the inverted Jenny. 

Airmail Service expanded throughout the country and by 1925 the Post Office 
155

Department contracted the airmail service to private companies, which had a great

impact on the development of commercial aviation in the United States. 

The Museum will also open a new exhibit featuring original art commissioned 

by the Postal Service for new stamp designs. The exhibit, In the Garden, will feature

more than two dozen garden-themed original works of art created during a 50-year 

span. The exhibit highlights the ever-increasing popularity of garden-themed postage 

stamps. 

The NPM’s federal resources are primarily dedicated to improving the 

stewardship of the national collections for present and future generations. In 

FY 2018, the Museum will continue to process new acquisitions, which includes

digitizing and cataloguing collection items using the automated collections information 

system (CIS). Enhanced cataloguing and digital records created for the Centennial 

Airmail exhibit will be posted online for broader access by the public. 

A major initiative to improve accessibility to off-site collections will remain a 

Museum priority. In FY 2018, the Museum will continue to coordinate with the staff of 

the National Museum of American History (NMAH) on the decontamination of NPM 

collection objects stored in Garber building number 15 in Suitland, Maryland. This 

project will remove hazardous lead from NPM collections that have been stored for 

many years in a building that also houses lead-based printing equipment from the 

NMAH collection. The project will eliminate a potential safety hazard for staff and 

make previously inaccessible collection items available for cataloguing and imaging. 

These collection items will then be made available to the public in exhibitions and 

online through the Museum’s collections website. 

Also in FY 2018, the Museum will continue to catalogue, image, and conserve 

the Postmaster General’s (PMG) collection of original stamp art. The Postmaster 

General’s collection, transferred to the Museum from the United States Postal 

Service in FY 2012, represents one of the most important philatelic collections in the 

world. It includes the original artwork, as well as rejected designs and preliminary 

sketches, commissioned for more than 3,000 U.S. postage stamps between 1942 

and the present. The NPM will also continue to permanently re-house the Postmaster 

General’s collection of original stamp art as well as implement a comprehensive 

conservation treatment plan. In addition, the Museum will continue to process new 

archival collections related to the PMG art collection.

In FY 2018, the Museum will continue work on a temporary philatelic exhibition

tentatively titled American Pastime: Baseball as Seen through Stamps. The exhibit 

will open in FY 2019 in conjunction with baseball’s 150th anniversary.

Finally, the Museum will continue to refine the national philatelic collection. 

Collections frequently requested by researchers will continue to be reorganized and 

re-housed to improve public access and long-term preservation. Collections items 

previously deaccessioned from the national philatelic collection will be donated to 
156

other museums or sold for the benefit of the national collection. Deaccessioned 

collections items include duplicate revenue stamps and various postal items, which

either fall outside the scope of the collection or have deteriorated beyond use. 

NONAPPROPRIATED RESOURCES — The United States Postal Service provides 

the NPM with an annual grant, which supports nearly 75 percent of the Museum’s 

core functions and operational costs. These costs include salaries and benefits, 

utilities, facility maintenance, exhibitions, education, and collection management 

programs. Fundraising initiatives continue to generate increased support from the 

private sector to develop and support new exhibitions, research opportunities, 

educational initiatives, and special events. 
157

SMITHSONIAN AMERICAN ART MUSEUM

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 89 9,723 9 1,548 39 10,619 1 114

FY 2017

ESTIMATE 89 9,705 10 1,252 41 9,626 1 125

FY 2018

REQUEST 89 9,958 11 1,273 43 9,502 1 125

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS;

REVITALIZING EDUCATION; STRENGTHENING COLLECTIONS; AND MISSION 

ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Excellent Research

Research

Ensure the advancement of knowledge in the 

humanities 6 573 6 588 0 15

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 7 861 7 883 0 22

Public Programs

Provide reference services and information 14 1,663 14 1,706 0 43

Exhibitions

Offer compelling, first-class exhibitions 23 2,590 23 2,658 0 68

Revitalizing Education

Education

Engage and inspire diverse audiences 3 287 3 294 0 7

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 20 2,152 20 2,208 0 56 

Mission Enabling

Security and Safety

Provide a safe and healthy environment 1 97 1 100 0 3

Information Technology

Modernize the Institution’s information 

technology systems and infrastructure 2 188 2 193 0 5
158

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 13 1,294 13 1,328 0 34

Total 89 9,705 89 9,958 0 253

BACKGROUND AND CONTEXT

The Smithsonian American Art Museum (SAAM) is the nation’s Museum 

dedicated to the art and artists of the United States from colonial times to the present. It 

is the home of the largest and most inclusive collection of American art in the world, and 

its holdings of more than 43,000 works, spanning three centuries of the nation’s cultural 

development, tell the story of America through the visual arts. The Museum’s programs 

make the collection available to national audiences and beyond, as well as to those who 

visit its two historic landmark buildings in Washington, DC: the Donald W. Reynolds 

Center (DWRC) for American Art and Portraiture (shared by SAAM and the National 

Portrait Gallery) and the Renwick Gallery, dedicated to American crafts and decorative 

arts.

To achieve the strategic goal of Excellent Research, SAAM curators and 

research Fellows-in-residence use the collection and other resources to develop new 

insights into America’s cultural and artistic legacy as well as current themes and 

explorations. The resulting knowledge informs collections development and serves as 

the basis for exhibitions, associated award-winning catalogues and scholarly 

publications, and material for online content and educational programs. The Museum’s 

peer-reviewed journal, American Art, serves as an additional venue for scholarship in 

the field. The Museum also hosts international symposia on topics of relevance in the 

field of American art.

Broadening Access is achieved through a constellation of activities. The Museum 

takes full advantage of the latest technologies (e.g., audio, multi-media, podcast tours, 

tablets, smart phones, virtual reality, and apps) as well as social media to engage 

audiences both online and in person. Three videoconference centers deliver the 

Museum’s programs around the world. Digitization of SAAM’s collections continues 

apace, allowing the Museum to add new content and features to its online resources.

An ambitious schedule of exhibitions developed in-house and complemented by 

shows obtained from other organizations attracts new visitors and encourages repeat

visits. At the DWRC, large exhibition spaces, shops, and a restaurant greet visitors with 

a broad range of activities to maintain their interest. The Lunder Conservation Center 

provides a window on preservation of the nation’s collections, and the Luce Foundation 

Center for American Art displays 3,500 collection objects in an inviting visible storage 

center. The Renwick Gallery has additional space for exhibitions, public programs, and 

rotating displays of its permanent collection of American crafts. Multiple traveling 

exhibitions organized by the Museum are shared with museums throughout the United 
159

States, enriching people’s lives by giving them direct access to their nation’s artistic and 

cultural heritage.

Public programs complement Museum exhibitions and collections through 

activities such as courtyard concerts, family days, heritage month programs, tours 

and gallery talks, scavenger hunts, and craft and sketching workshops. 

Diverse activities advance the strategic goal of Revitalizing Education. National 

education programs directly reach K–12 teachers and students. These include 

adoption of the latest technologies where most effective, as well as incorporation of art 

into core subjects like social studies, history, and language arts. Resident teacher 

institutes are supplemented by online/on-demand courses for the K–12 community.

The Museum regularly collaborates with private and public organizations to provide 

teachers with new tools and resources. Students are brought into the Museum as often 

as possible to provide that unique, direct experience with great art. The MacMillan 

Education Center, located in the galleries, benefits students in classrooms across the 

nation and U.S. military bases worldwide, as well as school groups touring the 

Museum, conservators, research Fellows, and educators.

The strategic goal of Strengthening Collections is achieved through multiple 

activities. Scholarship and research help set acquisition objectives. Gifts of art and 

private funds raised through development activities pay for additions to the national 

collection. Conservators obtain new tools and training to preserve the artwork. The 

Lunder Conservation Center is an important locus for conservation training and 

colloquia of interest to the conservation community and the public. Conservation 

Fellowships ensure that experience and knowledge are shared within the larger 

community of conservation practitioners.

Mission Enabling encompasses many activities. A proactive safety program 

ensures a safe and healthy environment for Museum staff and visitors. Information 

technology staff implement and maintain the information framework on which so many 

other efforts depend. This includes exhibition space screens and kiosks that provide 

access to information available anywhere, on any device. Managers carefully plan, 

promote, protect, and conserve the Museum’s resources. 

The FY 2018 budget estimate includes an increase of $253,000 for necessary 

pay and other related salary costs for existing staff.

MEANS AND STRATEGY

Research on the collections and related topics by curatorial staff continues in 

support of exhibitions and the permanent collection, including four new exhibition 

catalogues scheduled for publication in FY 2018. Endowments and multi-year 

private support have allowed the Museum to hire curators with specialties in 

sculpture, photography, and contemporary crafts. The Museum’s award-winning, 

peer-reviewed journal, American Art, will publish three issues of new scholarship. 

The Museum hosts approximately 20 research Fellows every year from throughout 
160

the country and internationally, thereby increasing the number of scholars using the 

collections. The resulting discoveries and interpretations by staff and Fellows help 

Americans understand and appreciate their rich cultural heritage as well as advance 

scholarship in American art. Research also will feed into educational programs as 

well as the Web and new media.

The Museum supports digital research and scholarship by making artwork 

images and related data freely available online to the general public. Ninety percent

of SAAM’s collection now is online. The Museum hosts dynamic websites for 

visitors, researchers, and educators, most notably through a popular website at 

AmericanArt.si.edu. SAAM participates in collaborative digital initiatives with other 

organizations, exploring cutting-edge topics such as Linked Open Data (LOD) and 

Virtual Reality (VR). The Museum maintains an active social media presence across 

numerous platforms — including Facebook, Twitter, Instagram, and blogs — which 

focuses on engaging the public in conversations about art-related topics. The 

Museum produces dozens of educational videos and live streams each year, which 

are added to its non-profit YouTube channel. These assets are fully accessible and 

responsive, regardless of the type of device used. Custom-built interactive exhibition 

components, apps, and videos are used whenever appropriate to provide a richer

and more varied learning experience.

Ten exhibitions are planned for FY 2018 at SAAM. Major exhibitions at the 

DWRC include: Tamayo: The New York Years; Lumia: Thomas Wilfred and the Art 

of Light; Kara Walker: Harper’s Pictorial History of the Civil War; Trevor Paglen: 

Sites Unseen; Do Ho Suh: Almost Home; Diane Arbus: The Box of Ten; and

Between Worlds: The Art of Bill Traylor. The Renwick Gallery hosts Murder Is Her 

Hobby: Frances Glessner Lee and The Nutshell Studies of Unexplained Death; Rick 

Araluce: The Final Stop; and No Spectators: The Art of Burning Man.

As part of its ongoing efforts to make as much material as possible accessible 

to the public, the Museum regularly rotates artworks in the permanent collection 

galleries to show the many facets of American art and culture, as well as to 

encourage return visits. The Luce Foundation Center for American Art displays an 

additional 3,500 collection objects in densely installed glass cases. The newly 

refurbished drawer system brings items from the miniatures and medals collection 

back on view.

National outreach includes touring exhibitions with Irving Penn: Beyond 

Beauty, which ends its multi-year run. Pop Art Prints continues to tour. The Museum 

is offering The Art of Romaine Brooks; Down these Mean Streets: Community and 

Place in Urban Photography; and Harlem Heroes: Photographs by Carl Van 

Vechten. Interactive exhibition components continue evolving to keep pace with

proliferating information streams. In addition, whenever possible, SAAM honors

requests by other museums for loans from the national collection. 

SAAM engages diverse audiences through a range of public programs and 

online resources. The Museum will continue its popular tours, gallery talks, 
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demonstrations and workshops, and now offers signed tours for the hearing impaired

as well as America InSight for visually impaired visitors. In addition, individuals bring in 

objects and talk with conservators about the proper care and handling of family 

heirlooms. Family Days and heritage month programs continue to create and sustain 

new relationships between the public and their cultural history. The Chinese New Year 

celebration, held in conjunction with the Chinese Embassy, has become a visitor 

favorite. Public programs in the galleries, McEvoy Auditorium, and Kogod Courtyard 

are supplemented by new Web content, as well as by making all content accessible 

regardless of the device being used.

Education initiatives expand as the Museum takes advantage of new online 

tools and assets. SAAM continues to develop its highly successful distance-learning 

program that reaches classrooms worldwide. Three videoconference centers,

including the MacMillan Education Center, enable the Museum to serve more students

than ever before. Contracts and partnerships with Government agencies such as the 

Department of Defense, National Park Service, National Archives and Records 

Administration, and the U.S. Patent Office expand the Museum’s reach to more 

diverse audiences. The intern program, hosting 31 students this past year (from 16

states, Washington, DC, Canada and the Netherlands), helps to prepare the next 

generation of museum professionals. The Museum again will host two teacher

institutes, each lasting a week; in FY 2016, 59 teachers from 22 states and

Washington, DC attended. Another 22 returning teachers from 15 states participated 

in the advanced institute for alumni.

The safe storage and display of collection objects remain a top priority. SAAM

continues to develop public interest in and awareness of preservation issues through 

the Luce Foundation Center and the Lunder Conservation Center and their many 

public programs. The acquisition of new tools and instrumentation will allow more 

complete monitoring of the collection and application of leading-edge conservation 

techniques to preserve the collection. Leased cool-storage space ensures that 

photographic material is preserved in ideal conditions. Artworks will be acquired to fill 

gaps in the collection identified through the Museum’s collections plan. Time-based 

media (i.e., works which exhibit a changing observable state, such as film, videos or 

light-emitting diodes, or LEDs) will continue to receive special attention in our Timebased Media Lab.

The Museum has been a lead partner, with the Department of Energy, in 

developing LED technology for use by museums, which saves the Institution 

thousands of dollars in energy costs. The Renwick Gallery continues to yield important 

data on the use of LEDs. Information technology and administrative procedures are

strengthened through close monitoring of resources and processes, especially as lean 

budgets continue. Strong partnerships with Smithsonian central offices enable SAAM

to provide an end-user perspective on policy changes. Use of the Museum’s intranet 

site keeps staff current on the ever-changing procedural and regulatory environment.

Continual reviews of work processes and conditions are followed by implementation 

and use of safer techniques and materials for both staff and the environment.
162

NONAPPROPRIATED RESOURCES — Nearly all of SAAM’s non-personnel costs, 

including those for exhibitions, educational and public programs, and purchases for

the national collection, are paid with funds provided by individuals, foundations, and 

corporations. Donor/sponsor-designated funds support specific programs and 

projects. Additionally, trust funds support salaries and benefits for one-third of staff, as 

well as all fundraising activities and related costs.
163

Introduction, Mission Enabling

The backbone of the Smithsonian must remain a dedicated 

workforce of employees and volunteers with 21st century skills and 

perspectives. Strong, responsive support services — such as 

collections stewardship, facilities management, Web and new media, 

audience research, marketing, and financial management — are 

essential to accomplish the Smithsonian’s mission. Finally, we need 

to generate revenue in new ways to ensure that we can fund our 

vision for the future.

UNITS primarily associated with Mission Enabling:

 Outreach

 Communications

 Institution-wide Programs

 Smithsonian Exhibits 

 Museum Support Center

 Museum Conservation Institute

 Smithsonian Institution Archives

 Smithsonian Libraries

 Office of the Chief Information Officer

 Administration

 Office of the Inspector General

 Facilities Maintenance

 Facilities Operations, Security, and Support
164

OUTREACH

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 64 9,045 40 6,118 5 3,626 0 246

FY 2017

ESTIMATE 64 9,028 41 7,003 7 5,514 0 584

FY 2018

REQUEST 64 9,284 42 7,224 9 4,558 1 341

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

REVITALIZING EDUCATION; AND MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Excellent Research

Research

Engage in research and discovery 3 1,325 3 1,330 0 5

Ensure the advancement of knowledge in 

the humanities 1 878 1 896 0 18

Broadening Access

Digitization and Web Support

Provide improved digitization and Web 

support 4 392 4 403 0 11

Public Programs

Provide reference services and 

information 1 101 1 103 0 2

Exhibitions

Offer compelling, first-class exhibitions 39 4,546 39 4,633 0 87

Revitalizing Education

Education

Engage and inspire diverse audiences 11 1,344 11 1,477 0 133

Mission Enabling

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 5 442 5 442 0 0

Total 64 9,028 64 9,284 0 256

BACKGROUND AND CONTEXT

Broadening Access is a key component of the Smithsonian’s Strategic Plan. All 

of the Institution’s outreach activities link the Smithsonian’s national collections, 
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research, and educational resources with Americans from coast to coast. Its aims are 

to: 1) broaden the audiences who share in the nation’s rich cultural heritage; 2) enhance 

widespread research-based knowledge of science, history, and art; and 3) provide 

opportunities for educators and scholars to further increase and diffuse knowledge.

Smithsonian outreach programs serve millions of Americans, thousands of 

communities, and hundreds of institutions in all 50 states, through loans of objects, 

traveling exhibitions, and sharing of educational resources via publications, lectures 

and presentations, training programs, and websites. Smithsonian outreach programs 

work in close cooperation with Smithsonian museums and research centers, as well 

as with 216 affiliated institutions and others across the nation.

This line item includes the programs which provide the critical mass of 

Smithsonian Across America outreach activity: the Smithsonian Institution Traveling 

Exhibition Service (SITES); Smithsonian Affiliations; the Smithsonian Center for 

Learning and Digital Access (SCLDA); the Office of Fellowships and Internships 

(OFI); and the Smithsonian Institution Scholarly Press (SISP). Smithsonian 

Associates and the Smithsonian Science Education Center (SSEC), which receive no 

direct federal funding, are also part of this national outreach effort. 

The FY 2018 budget request includes an increase of $256,000 for necessary 

pay and other related salary costs for existing staff funded under this line item. 

MEANS AND STRATEGY

Smithsonian Institution Traveling Exhibition Service (SITES) (39 FTEs 

and $4,633,000) — SITES has been sharing Smithsonian exhibitions and 

educational resources with people and places all across the country for more than 66

years. More than 500 communities in all 50 states host SITES shows in formats 

ranging from large-scale interactive exhibits for mainstream art, history, and natural 

history museums to exhibitions for mid-size museums and cultural centers, and from 

small exhibitions for rural America to poster exhibitions tailored to school classrooms. 

Encompassing subjects that parlay the Smithsonian’s vast collection and research 

pursuits, SITES’ FY 2018 offerings will address such topics as artistic creativity, 

scientific exploration, and the mosaic of diverse cultures that have made America the 

great nation it is today. 

SITES is a national leader in exhibitions that honor and celebrate the cultural 

heritages of African Americans, Latinos, Asian Pacific Americans, Native Americans, 

and the many other peoples who give our nation its unique vitality. FY 2018 resources 

will continue to be dedicated to this focus, in addition to generating public engagement 

through exhibition topics related to the American experience, space exploration, world 

cultures, our biodiverse planet, and the transformative power of the visual arts. 
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SITES’ landmark Museum on Main Street (MoMS) initiative will continue to 

enrich the underserved populations of rural America, whose access to national cultural 

programs is often limited. SITES’ current MoMS exhibits examine the relationships 

between people and water from cultural and scientific perspectives. 

During each SITES exhibition, Smithsonian partners at host venues develop 

extensive opportunities to engage and inspire people in their communities to learn 

about the subject of the exhibition. Exhibitions are tailored to provide opportunities to 

share community stories and harness the creativity, innovation and expertise of 

community members — whether through school field trips, family festivals, lectures 

involving academics from local colleges and universities, or programs targeted for 

underserved youth and adults.

While Americans may know the Smithsonian from one-time school trips or 

family visits, the presence of the Institution’s resources in their hometowns has a 

deeper resonance. SITES exhibitions represent the valuable public impact of the 

federal dollar. They are a source of immense local pride, bringing together people 

from diverse ethnic, age, and socio-economic groups to celebrate a shared national 

heritage at the local level.

Smithsonian Affiliations (2 FTEs and $378,000) — Now in its 21st year, 

Smithsonian Affiliations continues to build a strong, national network of affiliated 

museums, educational, and cultural organizations that facilitate the display of 

Smithsonian artifacts and the dissemination of the Institution’s curatorial expertise in

communities across America. By working with both emerging and well-established 

museums of varying sizes, subject areas, diverse audiences, and scholarly 

disciplines, Smithsonian Affiliations creates the framework through which visitors 

unable to visit the Institution’s facilities can still experience the Smithsonian in their 

own communities. In addition, the Smithsonian continues to work closely with 

affiliated organizations to increase their audiences, expand their professional 

capabilities, and gain greater recognition in their local communities. There are 

currently 216 affiliate organizations in 46 states, Puerto Rico, and Panama.

These strategies have resulted in the display of more than 9,000 Smithsonian 

artifacts in Affiliate locations, including such historic and topical items as U.S. spacecraft, 

First Ladies’ gowns, Civil War arms and uniforms, outdoor sculptures, scientifically 

significant collections, and many more. Smithsonian scholars have participated in science 

literacy, American history, cultural diversity, and art education programs at Affiliate 

locations nationwide. Professional development workshops, internships, and visiting 

professional residencies have given Affiliate staff the opportunity to increase their 

knowledge and skills in areas such as collections management, exhibition planning, and 

museum administration. In addition, the Smithsonian Affiliations’ annual conference 

creates a forum for networking, information sharing, and future planning. New 

videoconferencing capabilities have also extended the reach of Smithsonian Affiliations. 

Current Affiliate projects build on and amplify the “Grand Challenges” and core objectives 

outlined in the Smithsonian’s Strategic Plan.
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Smithsonian Center for Learning and Digital Access (SCLDA) (13 FTEs 

and $1,512,000) — Smithsonian educators work with Smithsonian content experts to 

develop products and services that strengthen American education and enhance our 

ability to compete globally. SCLDA focuses on digital products and services that are 

based on learning research, testing, and evaluation. Its Smithsonian Learning Lab 

brings together an ever-growing number of digital resources from all of the 

Institution’s museums to provide unlimited learning opportunities to anyone who has 

internet access. The free online Lab enables everyone to find and customize 

resources for educational use and share them with a Smithsonian learning 

community. Many site features, such as the tools to create lessons and activities, 

specifically address the needs of teachers and students in K–12 classrooms and 

higher education. To demonstrate the benefits to teachers and learners, and to 

measure its impact, SCLDA is partnering with major universities to study the use of 

digital museum content in education.

Office of Fellowships and Internships (OFI) (6 FTEs and $1,968,000) —

The OFI has the central management and administrative responsibility for the 

Institution’s programs of research, Fellowships, and other scholarly appointments. 

One of its primary objectives is to facilitate the Smithsonian’s academic interactions 

with students and scholars at universities, museums, and other research institutions 

around the world. The Office administers Institution-wide research support 

programs, and encourages and assists other Smithsonian museums, research 

centers, and offices to diversify and develop additional Fellowships and visiting 

appointments.

The Smithsonian Institution offers Fellowships to provide opportunities for 

graduate students, pre-doctoral students, and postdoctoral and senior investigators 

to conduct independent research in association with members of the Smithsonian 

professional research staff, and to more effectively use the resources of the 

Institution. 

To achieve the strategic goal of Excellent Research and maintain the 

Smithsonian’s level of expertise in the research community, the Institution must 

continue attracting the best scholars. The OFI has increased Fellowship stipends to 

provide awards comparable to other prestigious programs so the Smithsonian can 

maintain a competitive edge. Since funding for stipends has remained flat, the 

Smithsonian has increased the value of each award, but has decreased the number 

of Fellowships awarded. The Smithsonian continues to try to raise private funding for 

the Institution’s Fellowships and Scholarly Studies Program so that the Institution 

has the resources necessary to help today’s young scientists become the next 

generation’s top researchers. In addition, the OFI continues to provide current staff 

with the financial support needed to develop new research initiatives, collaborate 

with other scholars, and determine the scope and feasibility of projects.

Smithsonian Institution Scholarly Press (SISP) (4 FTEs and $793,000) —

Through the Smithsonian Contributions Series program, continually published since 
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1875, SISP publishes and disseminates research conducted by Smithsonian staff 

and collaborators. The federal funds support first-class research results in science,

art, culture, and history, with widespread distribution to the public and to libraries, 

universities, and other education and research organizations. SISP publishes, in 

print and in digital formats, an open-access monograph series in core subject areas 

of anthropology, art, botany, history, marine sciences, museum conservation, 

paleobiology, and zoology. SISP also publishes edited collections in a broad range 

of disciplines, including interdisciplinary research and conference proceedings. 

Furthermore, federal resources underwrite publication of scholarly books 

closely related to the national collections and support the Smithsonian’s initiative to 

increase public access to peer-reviewed scholarly publications authored by 

Smithsonian staff. SISP’s publications and ongoing efforts to increase public access 

to Smithsonian research advance two strategic goals: Excellent Research and 

Broadening Access.

NONAPPROPRIATED RESOURCES — General trust funds defray the costs of staff 

salaries and benefits, fund raising, exhibition design and production, publications, 

materials, outside specialists, and contractual services. Donor/sponsor-designated 

funds cover costs related to specific projects and programs.
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COMMUNICATIONS

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 22 2,594 29 4,114 0 236 0 0

FY 2017 

ESTIMATE 22 2,589 32 4,068 0 122 0 0

FY 2018

REQUEST 22 2,644 32 4,068 0 35 0 0

STRATEGIC GOALS: BROADENING ACCESS AND MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Broadening Access

Public Programs

Provide reference services and information 7 627 7 641 0 14

Mission Enabling

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 1 126 1 129 0 3

Enhance the reputation of the Smithsonian by 

maintaining good relations with the news media 

and with federal, state, and local governments

4 523 4 531 0 8

Ensure that the Smithsonian workforce is 

efficient, collaborative, committed, innovative, 

and diverse

10 1,313 10 1,343 0 30

Total 22 2,589 22 2,644 0 55

BACKGROUND AND CONTEXT

The Office of Communications and External Affairs (OCEA) consists of 

four departments: the Office of Public Affairs (OPA), the Office of Government 

Relations (OGR), the Office of Visitor Services (OVS), and the Office of Special 

Events and Protocol (OSEP).

OCEA manages the Smithsonian brand strategy, coordinates brand 

marketing and oversees internal communications. Office resources support the 

Strategic Plan by training staff about the Institution’s priorities and objectives, and 

informing them about important initiatives, thereby enabling the Institution to 

better execute its mission. Accordingly, OCEA is responsible for implementing 
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the Smithsonian brand strategy, both internally and externally, so that the 

Smithsonian reaches and engages more people with its mission. By improving 

internal communications to more effectively and efficiently inform staff of 

Institution-wide policies, initiatives, and events, OCEA encourages cross-unit 

collaboration. 

The OPA coordinates public relations and communications with museums, 

research centers, and offices to present a consistent and positive image of the 

Institution. The Office supports the Strategic Plan by advancing the Institution’s 

objectives, connecting people with Smithsonian experts, research, exhibitions, 

and public programs, and by working with conventional media outlets and social 

media. The OPA connects to online audiences by overseeing content such as 

Visitor Information, Events, Exhibits, and Encyclopedia Smithsonian on the

Institution’s central website. The Office also administers content on Newsdesk, 

the Smithsonian’s online newsroom, and on central Smithsonian social media 

accounts. In addition, the OPA works with units throughout the Institution to 

establish and maintain professional communications guidelines and standards.

The OGR is the liaison between the Smithsonian Institution and the 

federal Government. This includes members and staff of the U.S. House of 

Representatives and Senate appropriations and oversight committees and other 

congressional offices, the White House, the Office of Management and Budget,

and various federal agencies. The Office supports the Institution’s overall 

Strategic Plan by explaining the accomplishments, relevance, and wealth of the 

Smithsonian’s offerings to the Congress and the Administration. The OGR also 

works with other Smithsonian offices, informing them of federal-sector activities, 

tracking legislation pertinent to them, showcasing their exhibits, programs and 

discoveries for interested congressional offices, and managing their requests for 

high-ranking Government officials to participate in official Institution events.

The OVS is the principal Office dedicated to designing, orchestrating, and 

improving visitors’ experiences with the Smithsonian. The Office enables the 

Smithsonian’s mission through its activities as the primary point of contact for 

Smithsonian visitors and volunteers. Office resources support the Strategic Plan 

by administering products and services that broaden visitor access to 

Smithsonian public programs and services.

The OSEP participates in strategic decision making for advancing the

Institution’s goals by identifying event opportunities which will help the 

Smithsonian achieve its objectives, and also helps plan unusual events to extend 

the reach of the Institution and energize its representation.

This FY 2018 budget request includes an increase of $55,000 for necessary 

pay and other related salary costs for existing staff.
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MEANS AND STRATEGY

The OPA allocates resources for national and international media publicity 

and to expand minority relationships through targeted media outlets. As the 

Smithsonian Office with primary responsibility for extending the Institution’s 

communications message to online audiences, the OPA manages content on the 

central website, Newsdesk, and on the central Smithsonian social media 

accounts. The OPA works with units throughout the Institution to establish and 

maintain professional communications guidelines and standards. The OPA also 

produces Smithsonian Science, an online blog devoted to scientific research.

In addition, the OPA initiates and responds to all media inquiries in a 

timely manner with accurate, concise information, and generates story ideas for 

the media, featuring Smithsonian experts, exhibitions, research, and programs. 

In terms of new initiatives, the OPA also has a leading role in coordinating the 

rollout of the Institution’s One Smithsonian: Greater Reach, Greater Relevance, 

Profound Impact Strategic Plan and many programs, as well as appeals for 

private support.

The OVS designs and administers systems that visitors use regularly to 

plan and enjoy their visits, as well as systems that enable Smithsonian staff to 

better aid on-site visitors. The OVS administers the Smithsonian Information 

Center, the outdoor visitor information kiosks adjacent to all museums and 

galleries, Web applications, and selected publications. In addition, the OVS 

oversees a comprehensive visitor feedback system that includes the general 

Smithsonian email address, a telephone call center, comment cards, and 

surveys. 

The OVS also works with relevant units to deliver products and services 

which help their staff understand and meet the needs of their specific audiences. 

The OVS systematically analyzes visitor behavior, trends and insights, and 

delivers pertinent findings to museum and research center teams whose projects 

will affect how visitors experience the Smithsonian. The OVS recruits and trains 

highly qualified, motivated and diverse volunteers to engage with visitors and 

help Smithsonian staff conduct research projects. The OVS also increases 

retention of volunteers by offering personal enrichment, award and recognition 

opportunities. 

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

benefits of personnel and other related costs. In addition, these funds support 

information dissemination, outreach, publications, and general operations.
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INSTITUTION-WIDE PROGRAMS

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 0 13,284 0 0 0 0 0 0

FY 2017

ESTIMATE

0 13,259 0 0 0 0 0 0

FY 2018

REQUEST 0 13,284 0 0 0 0 0 0

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

STRENGTHENING COLLECTIONS; AND MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Excellent Research

Research

Engage in research and discovery 0 1,198 0 1,200 0 2

Broadening Access

Public Programs

Provide reference services and information 0 2,395 0 2,400 0 5

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 0 6,684 0 6,697 0 13

Mission Enabling

Information Technology

Modernize the Institution’s information 

technology systems and infrastructure 0 2,982 0 2,987 0 5

Total 0 13,259 0 13,284 0 25

BACKGROUND AND CONTEXT

Beginning in 1993, Congress has approved the creation of the following Institutionwide funding programs:

 Research Equipment Pool

 Latino Initiatives Pool 

 Asian Pacific American Initiatives Pool

 Collections Care and Preservation Fund

 Information Resources Management Pool
173

In 1993, Congress approved the Smithsonian’s reallocation of funds to create 

two Institution-wide funding programs: the Research Equipment Pool (REP) to support 

the units’ needs for state-of-the-art research equipment, and the Information Resources 

Management (IRM) Pool to systematically address information technology needs 

throughout the Institution. The Institution first received funds in FY 1995 to support the 

development of a third Institution-wide program, this one for Latino initiatives, including 

research, exhibitions, and educational programming. In FY 1998, Congress approved a 

$960,000 increase to the IRM Pool specifically dedicated to collections information 

systems’ needs. The FY 2006 appropriation included an increase of $1 million to 

establish the Collections Care and Preservation Fund (CCPF). The CCPF provides 

resources for the highest priority collections management needs throughout the 

Institution to improve the overall stewardship of Smithsonian collections. The FY 2016

appropriation included an increase of $879,000 for the Latino Initiatives Pool (LIP) and 

$400,000 to establish the Asian Pacific American Initiatives Pool to explore and share 

the contributions of Asian Pacific Americans to the American Experience. 

This FY 2018 budget request includes an increase of $25,000 to cover the 

inflationary increases in the Institution-wide pool funds included in the Fixed Costs 

section of this budget submission. 

ADDITIONAL BACKGROUND AND CONTEXT — COLLECTIONS CARE 

Collections stewardship is a key component and core priority of the Smithsonian’s 

Strategic Plan. Assembled over 171 years, Smithsonian collections are fundamental to 

carrying out the Institution’s mission and Grand Challenges, serving as the intellectual 

base for scholarship, discovery, exhibition, and education. As recognized by the America 

COMPETES Act reauthorization, the proper management, documentation, preservation, 

and accessibility of collections are important to the nation’s research and education 

infrastructure. Smithsonian collections have a unique and important role in addressing 

scientific and societal issues of the 21st century, enabling researchers to address such 

significant challenges as the effects of global change, the spread of invasive species, and 

the loss of biological and cultural diversity and its impact on global ecosystems and 

cultures.

As a result, the Institution must substantially improve collections care to ensure 

that Smithsonian collections are properly preserved and made accessible for current and 

future generations to study and enjoy. The volume, characteristics, complexity, and age 

of Smithsonian collections, as well as the variety of discipline-specific standards that 

apply to their care, make their management, preservation, and digitization as 

unprecedented, challenging, and complex as the collections themselves.

Currently, Smithsonian collections total 156 million objects and specimens; 

156,000 cubic feet of archives; and two million library volumes that include irreplaceable 

national icons, examples of everyday life, and scientific material vital to the study of the 

world’s natural and cultural heritage, covering subjects from aeronautics to zoology. 

Through its collections, the Smithsonian presents the astonishing record of American and 
174

international artistic, historical, cultural, and scientific achievement, with a scope and 

depth that no other institution in the world can match. As the steward of the national 

collections, the Smithsonian has the unique responsibility and historic tradition of 

preserving and making accessible its collections that are held in trust for the public.

Collections stewardship — the systematic development, documentation, 

management, preservation, and use of collections — is not a single process or 

procedure, but a series of components which are interwoven, interdependent, and 

ongoing. The condition of facilities housing collections, the quality of storage equipment 

and preservation tools, and the ability to document collections in manual and digital 

formats directly affect the Smithsonian’s ability to make collections available to scholars 

and the general public worldwide. Collections care, storage, and digitization represent a 

continuum of activities which support the Smithsonian’s strategic goals to strengthen 

collections, broaden access, and revitalize education. Because collections stewardship is 

fundamental to the Smithsonian’s mission, there is a critical need for additional resources 

to accomplish basic collections management activities for accountability, preservation, 

storage, digitization, and accessibility of the collections.

MEANS AND STRATEGY — RESEARCH EQUIPMENT POOL

The Smithsonian’s ambitious research agenda requires appropriate equipment to 

achieve its goal of Excellent Research. This basic equipment infrastructure requires 

regular maintenance, upgrades, and routine replacement. With the current allocation, the 

Institution will continue striving to prioritize and address the many research needs 

throughout the Smithsonian community. Research Equipment Pool funds have enabled 

Smithsonian museums and research centers to undertake groundbreaking research in 

numerous areas. For example, genomics is offering new opportunities for exploring 

biodiversity. To be successful, biodiversity genomics requires a set of cutting-edge 

genetic technologies such as next-generation sequencing. Similarly, the Institution’s 

efforts in materials conservation have been greatly enhanced by using highly specialized 

equipment that has enabled conservators to better identify the age and provenance of 

artifacts as well as improve the preservation of fragile materials. Investing in equipment 

and maintenance contracts will allow the Smithsonian to leverage its collections and 

expertise in these important areas of research.

MEANS AND STRATEGY — LATINO INITIATIVES POOL

To achieve the goal of Broadening Access to Smithsonian research and 

programs, the LIP provides funding for projects that support Latino programs and focus 

on U.S. Latino contributions to science, history, and culture. Pool funds have been used 

to support exhibition and collections development, public and educational programs, 

research and publications, digital content, and Fellowships and internships.

Projects are selected on a competitive basis as recommended by a peer review 

panel from proposals that demonstrate cost-effective deployment of pool funds, as well 

as coordination with other Smithsonian resources and external funding. Since its creation 
175

in 1995, the Latino Initiatives Pool has provided more than $23.5 million in funding to 

more than 480 Smithsonian programs and projects.

In addition to a Latino Curatorial Initiative, launched in 2010 and designed to 

increase Latino representation and scholarship at the Smithsonian, the expanded 

funding of the LIP has broadened the Smithsonian’s outreach efforts throughout the 

country. This includes an increased number of traveling exhibitions, public and 

educational programs, and institutional partnerships. These funds ensure that 

Smithsonian content is available to more visitors throughout the country and the world, 

including audiences using digital platforms. 

The LIP funding will continue to be directed to Smithsonian leadership and 

professional development programs as well. An example of this is the Smithsonian 

Latino Center’s Latino Museum Studies Program (LMSP), which now boasts a national 

alumni network of more than 290 professionals and scholars, some of whom are 

currently employed at the Smithsonian. Programs such as LMSP play a critical role in 

creating an extensive pool of qualified museum professionals and cultural specialists 

who are represented in universities, museums, and cultural centers which also 

collaborate with the Smithsonian. 

MEANS AND STRATEGY — ASIAN PACIFIC AMERICAN INITIATIVES POOL

To achieve the Institution’s strategic goal of Broadening Access to its mission, 

and promoting the understanding of the full spectrum of the American Experience, the 

Asian Pacific American Initiatives Pool (APAIP) provides funding to support research, 

exhibitions, educational programs, collections, digital and media projects, and 

partnerships with local and regional cultural organizations. 

Projects are selected on a competitive basis from proposals that demonstrate 

effective deployment of the pool funds, coordination with other Smithsonian resources, 

and successful external fund raising from the private sector. Since its inception in 

FY 2016, the APAIP has provided funding to 17 Smithsonian programs and projects, a 

promising start to increase the Asian Pacific American presence in the Smithsonian’s 

presentation of and research into the American Experience.

MEANS AND STRATEGY — COLLECTIONS CARE AND PRESERVATION FUND

To achieve the strategic goals of Strengthening Collections and Broadening 

Access, the CCPF provides critical resources to make targeted improvements in the 

accountability, documentation, preservation, storage, and accessibility of the 

Smithsonian’s vast and diverse collections. With this funding, the Smithsonian has 

raised the level of collections stewardship in a pragmatic, strategic, and integrated 

manner by prioritizing and systematically addressing collections care needs. The 

Institution has succeeded with an approach that is based on sound collections 

assessment data, innovative collections care methodologies, economies of scale, and 

project-driven activities, including collections moves and digitization. Holistic collections-
176

level management has enabled comprehensive improvements which benefit the 

greatest number of collection items and collecting units in an efficient, practical, and 

cost-effective way.

The Smithsonian’s senior leadership acknowledges that an effective strategy for 

addressing collections challenges depends on a coordinated, Institution-wide approach. 

Therefore, the following initiatives inform our strategies, budget request, and allocation 

of resources throughout the Smithsonian community.

Collections Physical Assessment

In FY 2010, the Smithsonian conducted an Institution-wide collections physical 

condition assessment. As part of the assessment, Smithsonian collecting units grouped 

and evaluated their collections holdings based on their management and use, and 

characterized the quality of collections’ physical condition, housing materials, storage 

equipment, physical accessibility, and collections space. In FY 2012, the National 

Collections Program (NCP) and the Digitization Program Office developed and 

implemented an Institution-wide assessment tool — the Collections and Digitization and 

Reporting System (CDRS) — to annually assess the state of collections’ physical 

condition and their digitization, establish priorities, identify areas where improvements 

are needed, measure progress, and provide a practical framework for the allocation of 

resources. Based on the collections’ physical assessment results, the Smithsonian has 

used the centralized CCPF to achieve targeted improvements in the preservation and 

accessibility of collections, ranging from national icons such as the Jefferson Bible to 

the preservation and management of biomaterials, in the most efficient and costeffective manner possible.

The NCP has strategically directed central collections care resources to specific 

collections across the Institution to improve substandard aspects of collections care to 

an acceptable level and meet professional standards. In addition, these funds have 

enabled staff to correct specific collections management deficiencies identified in the 

Smithsonian’s Inspector General audit recommendations; facilitate collections moves

from substandard facilities; and address the Institution’s highest priority collections 

management needs.

Collections Space Planning

In FY 2015, the Smithsonian completed a multi-year, Institution-wide collections 

space planning initiative, co-chaired by the NCP and Smithsonian Facilities, culminating 

in the Collections Space Framework Plan (CSFP). As part of this interdisciplinary 

planning initiative, the Smithsonian completed a first-of-its-kind survey of existing 

collections space conditions, representing more than 2.1 million square feet of space, or 

18 percent of total Smithsonian building space. The survey provided a snapshot of 

collections space conditions and rated the quality of collections space construction, 

equipment, accessibility, environmental conditions, security, and fire safety. The CSFP 

includes recommendations and a 30-year implementation plan for addressing current 
177

and projected pan-Institutional collections space requirements in a strategic, integrated, 

and collaborative manner. The plan now serves as a road map to guide short- and longterm facilities, real estate, and collections care project decisions, providing renovation 

and new construction strategies that address unacceptable collections space 

conditions, allow for decompression of overcrowded collections to make them more 

physically accessible, anticipate future collections growth, and reduce or eliminate 

reliance on leased space for collections storage.

To address near-term space requirements, the CSFP and the Smithsonian’s 

Facilities Capital request support the planning and design of Pod 6 at the Museum 

Support Center (MSC); continued mitigation of collections currently stored in hazardous

conditions at and their removal from failing facilities in Garber Buildings 15, 16, and 18; 

and various museum revitalization projects which will vastly improve collections storage, 

preservation, accessibility, and space efficiency. Construction of Pod 6 will complete the 

intent of the original 1994 MSC Master Plan and initiate the implementation of the CSFP

for relocation of at-risk collections from the Garber Facility and several Mall museums. 

Completion of Pod 6 is also necessary to maintain the critical path for the National 

Museum of American History’s (NMAH) East Wing public renewal project, which 

requires both temporary and permanent relocation of a significant volume of collections 

from the Mall building to accomplish the renovation. 

In addition, near-term projects include the construction of two new storage 

modules adjacent to the Udvar-Hazy Center. The first of the modules will be critical 

because it will serve as temporary collections swing space during the upcoming 

National Air and Space Museum (NASM) Mall Building revitalization. Once completed, 

the space will receive at-risk collections from the Garber Facility, further reducing the 

amount of unacceptable collections space. The construction of the NASM storage 

module and Pod 6 will provide essential temporary swing space required during the 

NASM and NMAH building renovations, reducing lease costs and permanent storage 

expenses for the relocation of at-risk collections from unacceptable storage spaces at 

the Garber Facility and on the Mall, as well as enable the phased redevelopment of the 

Garber campus.

For the first time, the Smithsonian has robust Institution-wide data on the national 

collections, their physical condition, state of digitization, and current collections space 

conditions as a result of three important pan-Institutional initiatives. When combined, 

this information provides key tools and direction for improving the management, care, 

and accessibility of the national collections. In FY 2018, the Smithsonian will continue to 

build on these collections initiatives and establish action plans for strategically 

addressing the preservation and storage space needs of collections, based on the 

results of the Institution-wide collections physical assessment and collections space 

survey. 
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MEANS AND STRATEGY — INFORMATION RESOURCES MANAGEMENT POOL

Digitization funding directly supports the Smithsonian’s ambition to serve a 

national and international audience online, offering access to important collections that 

are not currently on exhibit, and fulfilling the need to document collections for improved 

inventory control. Creating a portfolio of rapid-capture prototypes to address some of 

the Institution’s most commonly held collection materials will help establish an 

infrastructure for standardized high-throughput digitization that brings the Smithsonian 

one step closer to sharing its vast collections with the world. Therefore, this funding 

supports the heart of the part of the Smithsonian’s mission for the “diffusion of 

knowledge.”

The Information Resources Management Pool supports network operations and 

server administration. Specifically, the requested funds are used for:

 upgrades and enhancements to the Smithsonian’s information technology 

infrastructure;

 contractor support in the Network Operations Center;

 services of Active Directory and desktop migration technicians;

 network hardware/software maintenance; and

 public delivery of Smithsonian digital assets.
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SMITHSONIAN EXHIBITS

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 28 3,009 15 -353 0 17 0 0

FY 2017

ESTIMATE 28 3,018 13 -25 0 0 0 0

FY 2018

REQUEST 28 3,143 15 -25 0 0 0 0

STRATEGIC GOALS: BROADENING ACCESS AND MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Broadening Access

Exhibitions

Offer compelling, first-class exhibitions 24 2,457 24 2,553 0 96

Mission Enabling

Management Operations

Ensure that the Smithsonian workforce is 

efficient, collaborative, committed, innovative, 

and diverse

4 561 4 590 0 29

Total 28 3,018 28 3,143 0 125

BACKGROUND AND CONTEXT

The Smithsonian Exhibits (SIE) office is a full-service exhibit planning, design, 

and production shop supporting Smithsonian public exhibitions that connect the 

American people and international audiences with the richness of Smithsonian content 

and collections. SIE is the Smithsonian-wide exhibit resource available to all 

Smithsonian museums, centers and affiliates and, in partnership with colleagues

throughout the Institution, delivers the highest quality exhibit design, interpretive 

writing, editing, project management, graphic production, fabrication, installation, and 

3D services.

To achieve the strategic goal of Broadening Access, the SIE will continue to 

focus on its core mission of planning, designing, and producing exhibitions for the 

Institution. Clients with full, limited or no design or production capabilities can use the 

SIE for complete or partial exhibition services, including design, refurbishing, signage, 

acrylic casing, cabinetry, model making, crating, and artifact mounting.
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The SIE fosters collaboration among units by providing expert consultation, 

especially in the early stages of exhibition planning. With a broad array of skills, the 

SIE exhibit specialists network across the Smithsonian, enabling the creation of more 

compelling exhibits that connect the American people to their history as well as their

cultural and scientific heritages.

For clients who seek specialized exhibition-related services, the SIE will 

continue to develop and expand its expertise in computer-controlled production and 

automated modeling technologies such as 3D scanning and printing. In addition, the 

SIE will provide opportunities for Smithsonian colleagues to take advantage of its 

state-of-the-art facility, allowing trained staff to work with the specialized equipment.

In addition, the SIE’s Object Storage Facility (OSF) offers secure, climatecontrolled storage for artifacts during production. The SIE, in its work to advance the 

strategic goal of Broadening Access to the Smithsonian’s expansive collections, will 

continue to support exhibitions in the S. Dillon Ripley Center concourse, as well as in 

the Commons, Schermer, and Great Hall galleries in the Smithsonian Castle.

The SIE also conducts forums for exhibit staff throughout the Smithsonian to 

inspire creativity, innovation, and collaborations which result in cutting-edge 

exhibitions and technological advances. The SIE is expanding its skills in interpretive 

master planning and exhibition development services to include prototyping and 

interactive development for diverse design projects.

The FY 2018 budget request includes an increase of $125,000 for necessary 

pay and other related salary costs for existing staff funded under this line item.

MEANS AND STRATEGY

As the Institution’s most comprehensive producer of exhibits, the SIE is 

dedicated to providing its Smithsonian clients with first-class exhibition design, editing, 

production, and installation services. Each year, the SIE designs and produces 

approximately 100 projects, large and small, for almost every office and museum in 

the Smithsonian. 

In FY 2018, most SIE resources will stay focused on achieving the strategic 

goals of Broadening Access and Mission Enabling by:

 improving the quality of exhibition design, consultation, production, and 

installation services;

 increasing and maintaining staff knowledge and expertise in state-of-the-art 

technology, techniques, and advances in the exhibition field, and upgrading 

equipment to support emerging trends;

 cross-training staff within SIE to share their expertise and maximize 

efficiencies;

 demonstrating new exhibition design technologies to Smithsonian units; and
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 promoting exhibition excellence, unit sharing of resources, and advancement of 

exhibitions as an interpretive medium throughout the Smithsonian Institution.

The SIE will accomplish these objectives by focusing exclusively on exhibitrelated work, freeing up SIE staff with specialized experience to concentrate on the 

SIE’s core mission: the planning, design, and production of exhibits. Building on wellestablished, collaborative relationships with other Smithsonian design and production 

staff, the SIE will continue to play a strong role in sharing its expertise with other 

Smithsonian units. These initiatives will result in a more informed and expert staff that 

can do more to make the Smithsonian a leader in the field of exhibition design and 

production.

NONAPPROPRIATED RESOURCES — General trust funds support SIE salaries and 

benefits for project management, design, and exhibit specialists, as well as general 

operational, equipment service, and maintenance requirements.
182

MUSEUM SUPPORT CENTER

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 18 1,866 0 0 0 0 0 0

FY 2017

ESTIMATE 18 1,862 0 0 0 0 0 0

FY 2018 

REQUEST 18 1,891 0 0 0 0 0 0

STRATEGIC GOAL: STRENGTHENING COLLECTIONS

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 18 1,862 18 1,891 0 29

Total 18 1,862 18 1,891 0 29

BACKGROUND AND CONTEXT

The Museum Support Center (MSC) is the Smithsonian’s principal off-site 

collections preservation and research facility. Located in Suitland, Maryland, the

facility houses more than 77 million objects, or 55 percent of the Institution’s 

irreplaceable national collections, primarily from the National Museum of Natural 

History (NMNH). Other Smithsonian museums using the facility include the 

National Museum of American History, the Hirshhorn Museum and Sculpture 

Garden, the Freer and Sackler Galleries, the National Museum of African Art, the 

National Postal Museum, the Smithsonian Environmental Research Center, and 

the National Zoological Park. 

The collections at MSC are used to support scientific and cultural research 

for essential Government functions such as food and transportation safety, 

border security, criminal investigations, forensics, national defense, the 

evaluation of environmental disasters, cancer research, and much more.
183

The MSC accommodates collections with a variety of state-of-the-art 

equipment: collections in cabinets; mobile shelving for biological specimens 

preserved in alcohol; meteorites in nitrogen atmosphere; tissues and film in 

mechanical and nitrogen-vapor freezers; high-bay storage for very large objects 

such as totem poles, boats, and large mounted mammals; and large mobile 

racks for storing art works.

The facility also houses laboratories for Smithsonian scientists and other 

federal agencies, such as the Walter Reed Biological Unit (WRBU). These 

laboratories focus on molecular systematics, ancient DNA, conservation, and 

other specialized research. The MSC supports contracted maintenance services 

and required calibration for much of the specialty collections preservation and 

laboratory equipment, such as environmental chambers, freezers, nitrogen 

systems, reverse osmosis water systems, and oxygen-detection systems. The 

MSC staff provides project planning and construction coordination, collections 

care, safety and disaster response, access and logistical support, as well as 

administrative and shipping services.

The FY 2018 budget request includes an increase of $29,000 for 

necessary pay and other related salary costs for existing staff. 

MEANS AND STRATEGY

To support the Smithsonian strategic goal of Strengthening Collections, 

the FY 2018 funding will be used to further enhance pest management, improve 

storage of hazardous collection materials, and assist museum staff in improving 

storage of collections at MSC.

In FY 2018, MSC staff will continue to support maintenance of the national 

collections and the research equipment needed to protect staff and collections. In 

addition, the MSC will further prepare for the multi-phased master plan 

renovations at the Center, which will improve and update support systems and 

laboratory spaces at the facility. Staff will also assist in laying the groundwork to 

prepare for Pod 6, including making plans for the relocation of the Botany 

greenhouse, and will conduct a comprehensive review of the Suitland Collection 

Center master plan.
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MUSEUM CONSERVATION INSTITUTE

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 22 3,277 0 -25 1 160 0 0

FY 2017

ESTIMATE 22 3,271 0 16 1 292 0 0

FY 2018

REQUEST 22 3,337 0 15 1 451 0 0

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

REVITALIZING EDUCATION; STRENGTHENING COLLECTIONS; AND 

MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Excellent Research

Research

Engage in research and discovery 8 1,201 8 1,154 0 -47

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 1 98 1 110 0 12

Public Programs

Provide reference services and information 1 137 1 144 0 7

Revitalizing Education

Education

Engage and inspire diverse audiences 1 100 1 107 0 7

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 7 996 7 1,039 0 43

Mission Enabling

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 4 739 4 783 0 44

Total 22 3,271 22 3,337 0 66
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BACKGROUND AND CONTEXT

The Smithsonian’s Museum Conservation Institute (MCI), located in 

Suitland, Maryland, is the center for specialized technical collections research 

and conservation for all Smithsonian museums and collections. The MCI 

combines knowledge of materials and the history of technology with state-of-theart instrumentation and scientific techniques to provide technical research studies 

and interpretation of artistic, anthropological, biological, and historical objects. 

Through its Healthy Environments, Healthy Practices, Healthy Collections

initiative and Protecting Cultural Heritage Program, and by participating in the 

Smithsonian’s signature Preparedness and Response in Collections 

Emergencies (PRICE) program, the MCI responds to the threats facing cultural 

heritage in multiple and complex ways. This includes: analyzing and consulting 

on preservation environments; developing less invasive and damaging storage, 

display, and conservation techniques; and supporting U.S. agencies and the 

museum community in identifying illicitly trafficked cultural heritage artifacts and 

objects. For example, the MCI works with the U.S. Department of State on a 

highly successful training program at the Iraqi Institute for the Conservation of 

Antiquities and Heritage in Erbil, which supports the rescue and recovery of Iraqi

and regional cultural heritage artifacts.

The MCI, as the only Smithsonian resource for technical studies and 

scientific analyses for most of the Smithsonian’s collections, brings unique 

analytical capabilities to Smithsonian researchers, including a central mass 

spectrometry instrument core and advanced technological capabilities for 

analyzing biomolecules. These services are available to Smithsonian units at no 

charge. In addition to responding to requests for consultations from within the 

Smithsonian, the MCI handles requests from affiliates and outside organizations, 

such as the White House, U.S. Congress, U.S. Department of Homeland 

Security — Office of Immigration and Customs Enforcement, U.S. Department of 

State, U.S. Department of Health and Human Services, U.S. Department of 

Commerce, and many other federal, museum, and academic organizations.

The FY 2018 budget request includes an increase of $66,000 for 

necessary pay and other related salary costs for existing staff.

MEANS AND STRATEGY

To achieve the strategic goal of Excellent Research, the MCI will provide 

increased technical and research assistance to the Smithsonian’s museums and 

scientific research centers. The MCI will initiate, facilitate, and support 

collaborative research projects on biological isotopes and proteomics (i.e., the 

large-scale study of proteins; particularly, their structures and functions), 

nanoscale analysis of museum materials, modern museum and collection 

materials such as plastics, the mechanisms of degradation and biodeterioration, 

and historical and archaeological preservation and research technologies. The 
186

MCI will also continue using its website, publications, hosted symposia, 

presentations, invitation-only seminars, and lectures to disseminate the results of 

its research programs.

The MCI’s technology transfer initiatives (on digital and spectroscopic

imaging, proteomics and mass spectrometry, modern materials, and 

biodeterioration) will cross all of the boundaries between Smithsonian units and 

support all of the Institution’s Grand Challenges, signature programs, and 

Institution-wide stakeholders. The MCI’s exploration of new technologies in 

spectroscopic imaging and proteomics and mass spectrometry will support the 

Grand Challenges of Unlocking the Mysteries of the Universe and Understanding 

and Sustaining a Biodiverse Planet through the signature programs ForestGEO

(Global Earth Observatories), MarineGEO, and Conservation Commons as well 

as the Institution-wide work on genomics. In addition, MCI’s exploration of 

materials science related to modern materials will support the Grand Challenge 

of Understanding the American Experience and the Institution’s Living in the 

Anthropocene project. Biodeterioration research will use technology from

Understanding and Sustaining a Biodiverse Planet to support the Grand 

Challenge of Valuing World Cultures. The MCI’s investigations of historical and 

archaeological materials and technologies will also support the Grand 

Challenges of Valuing World Cultures and Magnifying the Transformative Power 

of Arts and Design, as well as its signature program, Cultural Rescue, and the

Smithsonian Music program.

In 2018, the MCI will revitalize its proteomics and mass spectrometry

capabilities as a part of the Smithsonian’s central research infrastructure. 

Proteomics is an area of rapid growth in biological and medical research that is 

being driven by advances in molecular separation and mass spectrometry 

technology. Along with genomics, the field has a potential for rapid acquisition of 

data that allows the discovery and identification of organisms, the linking of 

genotypes and phenotypes, and the development of novel biomolecular markers. 

Proteomics, in tandem with genomics, is expanding our understanding of 

biological and ecological functions. These capabilities will allow MCI to gather 

more information from Smithsonian collections, cultural objects, and biological 

specimens, and to learn more about their materials, their origins, and the causes 

of their deterioration.

To achieve the strategic goal of Broadening Access, the MCI’s technical 

information office will continue serving the museum and cultural heritage 

management communities, museum studies students, and the public. The 

technical information office answers direct inquiries and distributes general 

guidelines in printed and electronic formats, handling more than 800 information 

requests annually. The MCI also continues to enhance its website to increase the 

impact of the Institute’s research and outreach programs. In addition, the MCI is 

contributing to the Smithsonian’s initiative on digitization and new media by

researching and developing new digital imaging capabilities appropriate for 
187

Facebook, Twitter, YouTube, Flickr, blogs, mobile applications, and virtual reality

in ways that use social media to broaden public access to collections, exhibitions,

and outreach programs. As part of this goal, the MCI is continuing to develop the

Mecklenburg Materials Archive to house the valuable wood, fabric, and paint 

samples, as well as equipment, correspondence, notes, books, and publications 

used to investigate the mechanical behavior and conservation of object and art 

materials under various light, temperature, and humidity conditions. This will

allow the MCI to make research and materials samples readily available for

future national and international research.

The MCI will achieve the strategic goal of Revitalizing Education by 

continuing to promote career development for Smithsonian conservators and 

other collections care providers through Grand Challenge participation, colloquia, 

symposia, and workshops, as well as distance-learning opportunities. The MCI, 

in collaboration with Smithsonian museums and affiliates, will offer public 

programs to present the results of MCI research, heighten awareness of the 

problems of preserving cultural heritage, and gain information about the nature 

and scope of problems that the Institute’s clients encounter. The MCI will also 

collaborate with Smithsonian museums and affiliates to offer media events, 

printed and Internet materials, presentations, workshops, and demonstrations to 

reach new audiences, especially those that will be targeted by the Institution’s 

newest museums. 

The MCI will continue to offer internships and Fellowships for students 

pursuing careers in conservation and conservation science, as well as support 

diversity programs inside and outside of the Smithsonian, which are seeking to 

attract students from a wider variety of backgrounds to pursue conservation and 

conservation science careers. Through its partnership in Science and 

Engineering in Arts, Heritage, and Archaeology (SEAHA), housed at the 

University College, London, the University of Oxford, and the University of 

Brighton, the MCI is supporting advanced training for museum professionals who 

want to learn new methods of digital documentation for cultural heritage 

collections and obtain new tools for evaluating museum storage environments.

In keeping with the strategic goal of Revitalizing Education, the MCI is 

providing in-kind support and leading a partnership with the Iraqi Institute for the 

Conservation of Antiquities and Heritage program in Erbil to train Iraqis in the 

rescue and recovery of regional cultural heritage. The current crisis caused by 

ISIS has endangered irreplaceable world cultural heritage, and efforts to combat 

ISIS have diverted funding previously supplied by Iraqi and Kurdish regional 

governments, creating a desperate need for outside support until the situation 

stabilizes. Currently, an interagency agreement with the Department of State is 

supporting salvage and recovery at the important archaeological site of Nimrud.

The Smithsonian is raising additional funds for operations and expanded 

programs at the Iraqi Institute. Given adequate support, the Institute can become 
188

a regional center to educate the local population in the preservation of cultural 

heritage.

To achieve the strategic goal of Strengthening Collections, the MCI will

support Smithsonian museums and research centers in their efforts to care for 

the national collections and disseminate that information to the larger museum 

community and the public. By participating in the PRICE team, MCI supports the 

development of best practices in collections care across the Institution. Through 

development of a new photograph and paper conservation lab, the MCI will

support conservation and research for fragile and at-risk photographic collections 

across the Smithsonian. The MCI will continue its study of the assessment and 

remediation of collection hazards. In addition, the MCI will focus on using less 

invasive and damaging materials and procedures for collections conservation, 

reflecting the importance of incorporating energy-efficient and “green” materials 

and practices into the Institute’s work. The MCI will pursue collaborative 

conservation treatment projects with other Smithsonian units to provide

conservation guidance and art history technical consultations to the art and 

history museums for their more challenging and unique objects. 

Through continuing communication and interaction with museum 

conservators, the MCI will identify special training needs and research projects, 

and will develop research and symposia to address the most urgent collections

preservation needs, such as museum environments (involving light, temperature, 

and humidity), museum hazards (such as pests and pesticides), and collections 

storage.

The MCI’s umbrella theme, Healthy Environments, Healthy Practices, 

Healthy Collections, directly supports the Smithsonian’s Strategic Plan priorities 

in all five Grand Challenges, although its primary impact will be in Understanding 

the American Experience and Valuing World Cultures.

To achieve the strategic goal of Mission Enabling, the MCI will use the 

Smithsonian’s Strategic Plan and its own strategic plan to properly allocate its 

budgetary and human resources, and to secure additional financial resources for 

its high-priority programs. Resource allocations will be tracked against 

performance metrics in each of the strategic areas, and against the needs and 

goals of the Smithsonian’s museums and research centers. The MCI will 

encourage staff to participate in budget-performance integration, succession 

management, and leadership development programs. In addition, the MCI will 

continue to implement and communicate efficient, rational, and creative 

operational and administrative practices which enable staff to advance the 

Smithsonian mission in a manner that reflects transparency and the 

Smithsonian’s status as a public trust. 

Finally, the MCI will maintain an efficient, collaborative, committed, 

innovative, and accountable workforce through leadership development, 
189

evaluation, and support of staff and the recruitment, selection, and development 

of diverse, highly skilled employees. The MCI will promote diversity in all aspects 

of working with the Institution’s employees, Fellows, interns, volunteers, and 

vendors. In addition, the MCI will continue to improve communications with 

internal and external stakeholders in both the public and private sectors.

NONAPPROPRIATED RESOURCES — Annually, the MCI receives 

nonappropriated resources from gifts and endowments, grants and contracts, 

discretionary income, and business ventures. These sources provide funds for 

specific programs and projects in research, education, and outreach designated 

by the donor/sponsor, and for general activities at the discretion of the director of 

the MCI. The Andrew W. Mellon Foundation challenge grant provides a restricted 

endowment of $5 million, with an annual payout of approximately $250,000. The 

funds generated by the endowment will remain in the MCI budget to strengthen

conservation science research.
190

SMITHSONIAN INSTITUTION ARCHIVES

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 20 2,253 5 454 0 3 0 0

FY 2017

ESTIMATE 20 2,264 5 565 0 5 0 0

FY 2018

REQUEST 20 2,406 5 600 0 2 0 0

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

STRENGTHENING COLLECTIONS; AND MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Excellent Research

Research

Ensure the advancement of knowledge in the 

humanities 1 177 1 219 0 42

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 5 372 5 400 0 28

Public Programs

Provide reference services and information 5 396 5 425 0 29

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 6 920 7 977 1 57

Mission Enabling

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 3 399 2 385 -1 -14

Total 20 2,264 20 2,406 0 142

BACKGROUND AND CONTEXT

The Smithsonian Institution Archives (SIA) serves as the institutional 

memory of a unique cultural organization. The history of the Smithsonian, in 

many ways, is the history of scientific enterprise in America, particularly in the 

19th century. SIA supports the Smithsonian community, scholars, and the public 

by acquiring, evaluating, and preserving the records of the Institution and related 

documentary materials, as well as by making them accessible online and on site. 
191

SIA manages the care, storage, packing, and retrieval services for most of the 

Institution’s records. The permanent records are safeguarded and preserved in 

leased facilities in Washington, DC and Iron Mountain in Boyers, Pennsylvania. 

Electronic records are supported on SIA-owned computer servers and at the 

Institution’s data center in Herndon, Virginia. In addition, SIA develops policies 

and provides guidance for managing and preserving the Institution’s vast archival 

collections, offers a range of reference, research, and record-keeping services, 

and creates products that promote understanding of the Smithsonian and its 

history and mission.

The FY 2018 budget request includes an increase of $142,000 for necessary 

pay and other related salary costs for existing staff.

MEANS AND STRATEGY 

In FY 2018, SIA will continue to focus on capturing, preserving, and 

providing access to research materials on the Smithsonian’s history. SIA will 

continue to support the needs of thousands of researchers seeking information 

from the Archives; provide online access to ever more information from or about 

the holdings via its robust website; collaborate fully with Smithsonian units serving 

broad external audiences (such as Smithsonian Associates and the Smithsonian 

Affiliations Program); set archival collections-management standards; and assist 

all Smithsonian units with the proper disposition of their records. 

SIA’s major challenge is to balance existing resources with the increased 

costs associated with archiving in a digital world. The costs of maintaining basic 

operations, such as acquiring up-to-date software, properly running servers, and 

renewing mass-Web-capture contracting services, have increased significantly in 

recent years. As the Institution’s reach into this ever-expanding realm continues 

to grow, it is essential that the Archives be equipped with the necessary tools and 

technologies to continue capturing, preserving, and ensuring access to these 

digital materials, which are a vital part of the Institution’s continuing history. 

NONAPPROPRIATED RESOURCES — General trust funds support SIA’s basic 

operational costs, such as office, archival, and conservation supplies; software 

licenses; and maintenance of high-end equipment. Trust funds also support the 

salaries and benefits of archivists and conservators, their work to manage and 

preserve the collections of the Institution, and their efforts to provide professional 

conservation expertise throughout the Smithsonian, to other institutions, and to the 

public. Additionally, general trust funds support SIA’s Web and new media 

outreach program that seeks to expand the awareness, use, and accessibility of 

the SIA’s collections and resources. Greater knowledge about these collections 

and other resources will illuminate the Smithsonian’s catalytic role in preserving 

American history, world cultures, scientific research, and the arts.
192

SMITHSONIAN LIBRARIES

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 86 10,654 10 1,769 9 1,675 0 -1

FY 2017

ESTIMATE 86 10,634 10 1,934 9 1,713 0 0

FY 2018

REQUEST 87 11,150 10 1,960 9 1,798 0 0

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

REVITALIZING EDUCATION; STRENGTHENING COLLECTIONS; AND 

MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Excellent Research

Research 

Engage in research and discovery 19 2,838 19 3,056 0 218

Ensure the advancement of knowledge in the 

humanities 20 2,447 20 2,573 0 126

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 14 1,651 14 1,678 0 27

Public Programs

Provide reference services and information 0 49 0 50 0 1

Exhibitions

Offer compelling, first-class exhibitions 1 49 1 50 0 1

Revitalizing Education

Education

Engage and inspire diverse audiences 1 58 1 59 0 1

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 22 2,251 22 2,287 0 36

Mission Enabling

Management Operations

Ensure that the Smithsonian workforce is 

efficient, collaborative, committed, innovative, 

and diverse

1 88 1 88 0 0

Strengthen an institutional culture that is 

customer centered and results oriented 8 1,203 8 1,309 0 106

Total 86 10,634 86 11,150 0 516
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BACKGROUND AND CONTEXT

The Smithsonian Libraries (SIL) promotes new ideas through knowledge 

sharing and plays a dynamic role in advancing scientific and cultural 

understanding and preserving America’s heritage. Its expert staff and extensive 

collections are a crucial resource for research and education communities at the 

Smithsonian, within the United States, and around the world.

The FY 2018 budget request includes an increase of $216,000 for 

necessary pay and other related salary costs for existing staff. Also included is 

$300,000 for inflationary increases in library subscriptions, which appears in the 

Fixed Costs section of this budget submission.

MEANS AND STRATEGY

The Smithsonian Libraries’ strategic plan, Focus on Service: Advancing 

Knowledge at Home and Around the World, demonstrates the Libraries’ 

dedication to providing information and creating innovative services and 

programs for the Institution and general public. SIL offers a variety of information 

resources, unique collections, research support services, and discovery tools to 

establish the Smithsonian as a national leader in each of the Grand Challenges. 

In FY 2018, SIL will continue to broaden interactive engagement with users —

through continuing expansion of projects that include digital transcription of 

manuscripts and working with Web-based communities — thereby making SIL 

collections and other Web content available for use by scholars, students, 

teachers, researchers, and interested users worldwide. In addition, SIL will 

continue to expand its use of social media by making more information available 

on mobile and tablet devices and by using blogs, Facebook, Twitter, Tumblr, and

other emerging social media tools to promote services and broaden access to its 

collections. SIL’s collections will continue to be exposed to a wider educational 

audience through the educational I See Wonder program on various platforms,

including the Smithsonian’s Learning Lab.

SIL will achieve the strategic goal of Broadening Access by offering 

valuable collections information on networked resources, which now include

SOVA (Smithsonian Online Virtual Archives). Initiatives include the use of Webbased and hosted management and access tools for electronic collections and 

resources, and the continuing expansion of collections information and data on

the Smithsonian Institution Research and Information System (SIRIS). In 

addition, through the Smithsonian Collections Search Center, SIL provides

access to research collections covering more than 465,000 pieces of trade 

literature and commercial catalogues, representing more than 35,000 

manufacturers, corporations, and companies. SIL provides metadata guidance 

and incorporates, as appropriate, emerging national metadata standards on an 

Institution-wide basis for SIL and Smithsonian digital publications and products.
194

SIL collaborates with other Smithsonian units and external organizations 

in many ways. The Libraries creates and publishes digital research products to 

give scholars in all fields the documentation they need for their research. These 

products include republication of significant out-of-print books and articles, 

original diaries and manuscripts, collections of archival literature, illustrations, 

topical exhibitions, and bibliographic guides and databases. With private funding, 

SIL hosts the Secretariat for the Biodiversity Heritage Library, an international 

project to improve the research process by digitizing and making easily available 

the literature of biodiversity, involving partners in the United States, United 

Kingdom, China, Egypt, the European Union, Australia, Brazil, Singapore, subSaharan Africa, and Mexico. SIL supports these efforts by continuing to digitize

its own biodiversity literature to contribute to this global digital library. In FY 2018, 

SIL will continue to increase digitization projects in history, arts, and culture as 

part of the Smithsonian Libraries initiative — the Cultural Heritage Library. 

Through these projects, the Libraries participates with similar institutions such as

the Consortium for the History of Science, Technology, and Medicine. SIL’s 

contribution of rare/special collections records to the Consortium’s search hub

led to wider visibility, and three new Fellows came to the Smithsonian Institution 

as a result. SIL plans to expand its research audience through similar projects in 

the fields of arts and history.

SIL partners with the Smithsonian Scholarly Press to produce the 

electronic SI Contributions series and other publications, including conference 

proceedings, and also assists the Scholarly Press in meeting the public access 

mandate for federally funded research. SIL constantly expands and maintains the 

Smithsonian Research Online (SRO) database (http://research.si.edu/), which is 

made up of the Smithsonian Digital Repository (SDR) and the Smithsonian 

Research Bibliography (SRB), to preserve and provide permanent access to the 

published results of the Institution’s scholarly research. Data from SRO are used 

as Smithsonian key performance indicators; accordingly, SIL continues to 

develop additional tools which will provide metrics on the impact, both scholarly 

and social, of Smithsonian research. As part of its collaborative operations, SIL 

will continue working with the Institution’s art and history museums to expand the 

content of the SRO system, with the goal of eventually providing a complete 

record of Smithsonian research productivity. Furthermore, to give Smithsonian 

authors, researchers, and scientists more visibility, SIL has launched an internal

beta version of Smithsonian Profiles to link users to additional work related to 

Smithsonian scholarly output.

SIL continues to provide scholarly, often rare, material in both physical 

and digital forms. This involves acquiring, preserving, cataloguing, and managing 

the print and digital collections, with particular attention to Smithsonian research

centers and areas of interdisciplinary research. The staff of SIL’s Book 

Conservation Laboratory preserve and stabilize damaged volumes to ensure

their availability for exhibition and future research. Through the Libraries’ expert 

resource-sharing services, SIL also provides information and data directly to 
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individual researchers and members of the public in every state and many 

foreign countries.

As a resource for learners everywhere, SIL responds to staff and on-site 

visitor needs through reference services, by integrating librarians into the 

research cycle and redesigning facilities to retain tightly focused, local collections 

in collaborative, congenial spaces. At the same time, SIL relieves overcrowded 

libraries by providing environmentally sound off-site shelving and housing at the 

Pennsy Drive facility in suburban Maryland.

In FY 2018, planning will continue for the new Information Commons at

the Smithsonian Environmental Research Center (SERC) and for the relocation 

of the National Air and Space Museum’s Library to the Udvar-Hazy Center in 

Chantilly, Virginia. 

By helping to advance the strategic goals of Excellent Research and 

Revitalizing Education, the SIL Resident Scholar Program builds collaborative 

partnerships worldwide with scholarly programs and individuals who find the 

Libraries’ collections vital to their research. An active internship program 

amplifies work experiences for emerging library science professionals, as well as 

undergraduates in other fields of study, including computer science, and exposes 

them to the research library environment. 

Also in FY 2018, SIL will open an exhibition focused on the ivory trade and 

the growing movement to protect species from extinction. In the SIL Gallery in 

the National Museum of American History, our 50th anniversary exhibition will 

feature treasures from the collections and stories of library donors and readers.

All of the Libraries’ exhibitions have an online component to reach a larger 

audience and allow staff to keep the exhibitions updated for future learning. 

Exhibitions will have new educational content created by SIL’s education and 

outreach office, and will include a unique teen docent component.

NONAPPROPRIATED RESOURCES — General trust funds help defray the 

costs of providing information services to Smithsonian units, and support 

publications, public programs, and fundraising efforts. In FY 2018, SIL will 

continue its efforts to raise funds through its own advancement efforts anchored 

to the occasion of the Libraries’ 50th anniversary. As a new fundraising priority, 

SIL will build upon its nascent education program, with special emphasis on 

creating content for K–12 learners. This will be added to established priorities: 

acquisitions, conservation, digitization, internships, Fellowships, and exhibitions. 
196

OFFICE OF THE CHIEF INFORMATION OFFICER

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 95 50,462 17 3,291 0 131 0 0

FY 2017

ESTIMATE 95 50,408 18 3,644 0 56 0 0

FY 2018

REQUEST 95 52,546 18 3,644 1 232 0 0

STRATEGIC GOALS: BROADENING ACCESS AND MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 9 3,241 9 3,314 0 73

Mission Enabling

Information Technology

Modernize the Institution’s information 

technology systems and infrastructure 86 47,167 86 49,232 0 2,065

Total 95 50,408 95 52,546 0 2,138

BACKGROUND AND CONTEXT

The Office of the Chief Information Officer (OCIO) provides vision, leadership, policy, 

applications, services, and oversight associated with managing and operating leading-edge

information technology (IT) solutions for the Institution’s strategic priorities, as well as for

the Smithsonian’s many museums and research centers.

The FY 2018 budget request includes an increase of $2,138,000. The increase 

includes $434,000 for necessary pay and other related salary costs for existing staff 

funded under this line item; $1,354,000 for increased communication costs, which is 

further explained in the Fixed Costs section of this budget submission; and $350,000 in 

programmatic increases for IT security infrastructure.

MEANS AND STRATEGY

The OCIO will use best practices in the management and operations of 

information technology to enhance the “increase and diffusion of knowledge” and 
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achieve the Institution’s strategic goals of Broadening Access and Mission Enabling.

The OCIO collaborates with industry partners, cultural organizations, academia, and the 

public to bring innovative solutions for research and digitization challenges, and to make

the Institution’s digital collections available to the world.

The following strategies are cross-cutting and central to the Smithsonian’s 

mission of connecting Americans to their history and heritage, as well as to promote

innovation, research, and discovery in science:

 Leverage commercially available and open-source technologies to provide 

platforms for the Institution to use to increase public access to digitized 

collections and research data;

 Use state-of-the-art, secure information systems to modernize financial, human 

resources, facilities management, collections, education, and research 

processes;

 Replace network equipment, servers, desktop computers, and scientific 

workstations on an industry best practice life cycle to increase reliability and 

improve the security of information systems and the data that they contain;

 Maintain and enhance the Institution’s telecommunications infrastructure to 

provide reliable, secure, and cost-effective voice and data communications 

systems that support Smithsonian missions;

 Meet federal requirements for providing timely and accurate financial information; 

and

 Increase the use of data analytics to drive innovation in research in a costeffective manner.

Digitization Assessment and Planning

The Smithsonian continues to implement a framework of digitization policies; 

conduct assessments to account for the state and progress of digitization; and clarify

digitization priorities to guide resource allocation and planning. The FY 2016 Digital 

Assessment showed that the Smithsonian has prioritized 15 million museum objects/

specimens for digitization and has successfully digitized 2.8 million objects/ specimens

(or 19 percent) to date. In accordance with Smithsonian Directive (SD) 610, Digitization 

and Digital Asset Management Policy, Smithsonian units have articulated their 

implementation of Institution-wide priorities in unit digitization plans (UDPs) and created 

foundational digital management plans (DMPs) to ensure that the Smithsonian can 

effectively manage the digital content created as part of digitization activities as well as 

for scientific studies.

In addition, the Smithsonian has strategically invested in creating a standard 

mass-digitization process that enables replicable, cost-effective, high throughput, and 

high-quality digitization for all Smithsonian priority collections. Digitization efforts to 

implement this process have resulted in digital images for more than 800,000 collection 

objects in 2016 alone, thereby doubling the rate of digitization at the Smithsonian. This 

budget request will accelerate the Institution’s digitization progress by allowing us to 

complete the entire collections of three of our museums, and make continued progress 
198

in the digitization of other sizable, important collections in our other museums. The 

continued addition of 3D models of our collection on our renowned Smithsonian 3D 

website continues to showcase the Smithsonian as an international leader in 3D 

digitization of museum collections. In 2016 we added the 3D model of the Apollo 11 

lunar module, the most sophisticated 3D effort undertaken in any museum to date. Our 

3D digitization effort provides compelling evidence that 3D data enhances the 

effectiveness of curators, educators, scientists, and conservators in fulfilling the 

Smithsonian’s mission. As a result, the Smithsonian’s initiative has captured the 

imagination of educators, learners, and policy makers around the nation by providing 

access to 3D printable data of priceless national collection objects.

EXPLANATION OF CHANGE

The FY 2018 budget request includes an increase of $2,138,000. The increase 

includes $434,000 for necessary pay and other related salary costs for existing staff 

funded under this line item; $1,354,000 for increased communication costs, which is 

further explained in the Fixed Costs section of this budget submission; and $350,000 in 

programmatic increases for IT security infrastructure. The requested programmatic 

budget increase of $350,000 is described in greater detail below:

Information Technology Infrastructure (+$350,000)

The budget request includes an increase of $350,000 to support the upgrade and 

replacement of the aging enterprise IT security infrastructure and funding to address 

critical gaps in the resource needs of the Institution’s IT security program. The request 

includes funds for completing the implementation of our information security monitoring 

plans; provides resources necessary to keep pace with growing incident response 

requirements; and addresses a backlog of systems requiring assessment and 

authorization. Key components of the enterprise IT security infrastructure requiring 

replacement include: firewalls that are reaching the end of their operational life span, 

and outdated and inadequate intrusion-detection systems. The requested funds will also 

enable the Smithsonian to replace obsolete network routers and switches that are 

critical to maintaining a secure and reliable network.

The requested increases are essential to maintain a secure infrastructure and a 

robust IT security program to respond to the ever-increasing threats posed by cyber 

criminals. Without these increases, the Institution will not be able to replace critical 

infrastructure components reaching the end of their operational life, and add the resources 

needed to complete the modernization of the Smithsonian’s IT security program. 

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

benefits costs of personnel and other related costs of the OCIO.
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ADMINISTRATION

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 181 34,773 198 40,154 3 3,528 4 1,502

FY 2017

ESTIMATE 181 34,803 209 40,466 4 4,159 3 1,066

FY 2018

REQUEST 183 35,545 212 40,376 4 4,126 2 489

STRATEGIC GOALS: EXCELLENT RESEARCH; BROADENING ACCESS; 

REVITALIZING EDUCATION; STRENGTHENING COLLECTIONS; AND 

MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Excellent Research

Research

Ensure the advancement of knowledge in the 

humanities 1 170 1 174 0 4

Broadening Access

Digitization and Web Support

Provide improved digitization and Web support 1 158 1 160 0 2

Public Programs

Provide reference services and information 1 245 1 250 0 5

Revitalizing Education

Education

Engage and inspire diverse audiences 0 30 0 30 0 0

Strengthening Collections

Collections

Improve the stewardship of the national 

collections 3 308 3 490 0 182

Mission Enabling

Security and Safety

Provide a safe and healthy environment 1 200 1 205 0 5

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 40 7,353 41 7,701 1 348

Ensure that the Smithsonian workforce is 

efficient, collaborative, committed, innovative, 

and diverse

58 11,209 59 11,087 1 -122
200

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Modernize the Institution’s financial 

management and accounting operations 44 9,138 44 9,350 0 212

Modernize and streamline the Institution’s 

acquisitions management operations 32 5,992 32 6,098 0 106

Total 181 34,803 183 35,545 2 742

BACKGROUND AND CONTEXT

The Smithsonian Institution Administration program provides vision, 

leadership, policy, and oversight associated with managing and operating the

Institution’s museums and research centers. Administration includes executive 

leadership provided by the offices of the Secretary and Regents; the Under 

Secretary for Museums and Research/Provost; the Under Secretary for Finance 

and Administration/Chief Financial Officer; the Assistant Secretary for Education 

and Access; and the Deputy Under Secretary for Collections and Interdisciplinary 

Support. Administration also includes the central activities of human resources, 

diversity, financial and contract management, and legal services.

The FY 2018 budget request includes a net increase of $742,000 and 2

FTEs. This request includes:

 +$809,000 for necessary pay and other related salary costs for existing 

staff; +$60,000 for audit fees; and -$427,000 for Workers’ Compensation, 

which are all justified in the Fixed Costs section of this budget submission;

 +$150,000 and +1 FTE in program increases to meet the Institution’s 

recruitment goals, including timely hiring actions, quality and timesensitive advice and service to all units, and minimizing risk; and

 +$150,000 and +1 FTE in program increases to expand current privacy 

efforts, including risk mitigation, internal compliance, and staff training 

efforts.

MEANS AND STRATEGY

The Smithsonian will continue to use best practices in management to 

enhance its mission for the “increase and diffusion of knowledge” and to achieve 

the Institution’s goals while translating James Smithson’s 19th century vision into 

a modern 21st century reality. The following strategies are cross-cutting and 

central to performing the Smithsonian’s mission and also help promote

innovation, research, and discovery:

 Ensure the financial strength of the Smithsonian and provide the Institution 

with effective and efficient financial, contracting, and management support 

services, including reliable financial evaluation, auditing, and reporting.
201

 Provide oversight of the Smithsonian budget process as it is developed and 

executed to support the operating and facilities capital programs of the 

Institution, establish and enforce budgetary policies and procedures, and 

ensure that sufficient resources enable the Institution to achieve its goals.

 Conduct a comprehensive enterprise risk-management program to identify, 

monitor, and mitigate risk at all levels.

 Provide leadership and guidance for Institution-wide collections initiatives, 

policies, and programs to ensure the proper stewardship of the national 

collections.

 Support the Institution’s Board of Regents and its committees.

 Develop and implement necessary internal controls as recommended by the 

Board of Regents’ Governance Committee, which involves strengthening noncollections property management and meeting increased demands for 

acquisition of goods and services.

 Provide legal counsel to the Institution on issues including museum 

administration, intellectual property, collections management, contracts, 

privacy and cyber security, employment, ethics, conflicts of interest, 

international agreements, and requests for information.

 Manage human resources, foster diversity, hire a skilled workforce in a timely 

manner, and align human capital with the Institution’s goals and performance 

objectives. Conduct ongoing workforce and performance gap analyses, 

strengthen training and leadership policies and programs, develop succession 

planning, and evaluate and improve assessment tools for human resources 

performance.

 Provide leadership and oversight for all policies, programs, and activities of 

the Institution’s museums and research centers by attracting, recruiting, and 

retaining leaders with superior talent.

 Provide leadership, support, and resources to enable educators across the 

Smithsonian to share the depth and breadth of the Smithsonian’s collections 

and research; connect with diverse audiences; invite dialogue and exchange;

and build on and contribute to best practices in teaching and learning. 

 Increase the Latino Center’s public and educational outreach in collaboration 

with Smithsonian units and affiliated institutions by developing exhibitions and 

programs on Latino history, art, culture, and scientific achievement; support 

Latino research, collections, exhibitions, publications, online content, and 

related projects; promote professional development opportunities for Latino 

youth leaders, emerging scholars, and museum professionals; continue 

innovation in new media, including the Latino Virtual Museum, social media, 

mobile applications, and educational games; and continue developing a 

Smithsonian Latino Gallery at the Arts and Industries Building.

 Support the Smithsonian’s commitment to teaching Americans about their rich 

heritage by increasing the capacity and resources of the Asian Pacific American 

Center (APAC) to produce exhibitions and programs on Asian Pacific American 

history, art, and culture; continue innovative online initiatives that provide 
202

educational, programmatic, and outreach materials nationwide; and form national 

partnerships with museums and research centers to enrich the Smithsonian’s 

collections, research, and activities relating to Asian Pacific Americans.

 Establish and maintain partnerships with the various Administration agencies 

and initiatives related to under-represented groups, such as Asian Americans 

and Pacific Islanders, Hispanic Serving Institutions, Historically Black 

Colleges and Universities, the American Association of University Women, 

and Tribal Colleges and Universities, and perform the necessary public 

outreach to enhance the Smithsonian presence in these communities.

 Coordinate efforts among the Secretary’s executive diversity committee, 

Office of Human Resources, and Office of Equal Employment and Minority 

Affairs to ensure compliance with federal Equal Employment Opportunity 

Commission mandates, promote the Smithsonian’s Equal Employment 

Opportunity (EEO) and workforce diversity policies, and advocate for the use 

of small, disadvantaged, woman- and veteran-owned businesses throughout 

Smithsonian operations.

EXPLANATION OF CHANGE

The Administration budget request includes a net increase of 2 FTEs and 

$742,000, which includes $809,000 for necessary pay and other related salary 

costs for existing staff; $60,000 for audit fees; and a decrease of -$427,000 for 

Workers’ Compensation costs. These amounts are justified in the Fixed Costs 

section of this budget submission.

The programmatic summary of an additional 2 FTEs and $300,000 for the 

requested budget increase is described as follows:

Human Resources Recruitment (+$150,000, +1 FTE)

This funding request provides for a recruitment specialist (+$150,000 

and +1 FTE) to meet the Smithsonian’s hiring timeliness goals, provide quality 

and time-sensitive advice and service to all units, minimize risks, and improve 

the recruiting and hiring ratio and response time. The Office of Human 

Resources (OHR) has seen a steady increase in the number of applications 

being received per vacancy announcement, while the size of the OHR staff 

has been steadily shrinking. In addition, the new OHR recruitment specialist 

will enable the Institution to fully engage and collaborate with units to 

accomplish the goal of increasing diversity in the Smithsonian’s workforce. 
203

Privacy Specialist (+$150,000, +1 FTE)

This funding request provides for a privacy specialist (+$150,000 and +1 FTE) 

to support the Smithsonian community. In pursuit of its mission, the Smithsonian 

collects, uses, and disseminates personally identifiable information (PII), including 

credit card data and Social Security numbers, from employees, volunteers, interns, 

Fellows, research associates, contractors, patrons, donors, and physical and virtual 

visitors via hundreds of websites and at physical locations around the world. This 

privacy professional will: (1) mitigate the risk of unauthorized acquisition, use, or 

disclosure of PII; (2) facilitate Institution-wide compliance with Smithsonian Directives 

on privacy issues; and (3) develop and implement a privacy training and awareness 

program. As incidents of privacy breaches increase, this position will enable the 

Institution to investigate incidents as well as continue training to apply lessons 

learned and help prevent and respond to potential future breaches. 

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

benefits of personnel and other related costs. General trust funds are also used to 

support administrative activities, information dissemination, outreach, publications, 

and fund raising. Donor/sponsor-designated funds support costs related to programs 

and projects such as scientific research, family days, and leadership development.
204

OFFICE OF THE INSPECTOR GENERAL

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 24 3,451 0 0 0 0 0 0

FY 2017

ESTIMATE 24 3,444 0 0 0 0 0 0

FY 2018

REQUEST 24 3,512 0 0 0 0 0 0

STRATEGIC GOAL: MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Mission Enabling

Management Operations

Strengthen an institutional culture that is 

customer centered and results oriented 24 3,444 24 3,512 0 68

Total 24 3,444 24 3,512 0 68

BACKGROUND AND CONTEXT

The Inspector General Act of 1978, as amended, requires the Office of the 

Inspector General (OIG) to conduct and supervise audits and investigations relating 

to programs and operations of the Smithsonian Institution (SI) that are, in the 

judgment of the Inspector General, necessary or desirable.

The OIG fulfills its mandate by engaging in audits of SI operations and 

programs, and by conducting administrative and criminal investigations. The OIG’s 

audits include annually required reports, such as the quality assurance review of the 

Smithsonian’s annual financial statement audits and Federal Information Security 

Management Act (FISMA) reviews. The OIG also conducts audits and reviews as 

listed in its annual Audit Plan.

The FY 2018 budget estimate includes an increase of $68,000 for necessary 

pay and other related salary costs for existing staff.

The Inspector General Act also requires that the budget request detail the 

amount of funds requested by the OIG for staff training and to support the Council of 
205

the Inspectors General on Integrity and Efficiency (CIGIE). The OIG has requested 

$40,000 for training and to support CIGIE, which is funded in the base resources.

MEANS AND STRATEGY

The resources requested will be used to fund salaries, benefits, and support 

costs for staff engaged in audits, investigations, and other activities necessary to 

accomplish the OIG’s mission. To balance its oversight responsibility with available 

resources, the OIG selects mission-critical areas for evaluation that:

 figure prominently in the Smithsonian’s Strategic Plan and annual 

performance plans and reports;

 are the focus of congressional and executive branch attention;

 have high public interest or large dollar outlays; and/or

 have known performance or accountability risks.

The OIG’s annual Audit Plan includes three mandatory audits: (1) the annual 

audits of the Smithsonian’s financial statements, which the OIG oversees; (2) the 

assessment of the Smithsonian’s information security program under FISMA; and (3) 

an audit of the travel of the Regents, which is conducted at their request to fulfill a 

statutory requirement. In addition, the OIG audit staff conducts audits in areas such 

as: collections care; animal care and safety at the National Zoological Park; the 

deferred maintenance program; controls over purchase orders; employee background 

reviews; and grants management at the Smithsonian Astrophysical Observatory.

The investigative staff conducts administrative and criminal investigations, 

resolves complaints, and proactively engages the SI staff to detect, report, and 

prevent waste, fraud, and abuse. 

NONAPPROPRIATED RESOURCES — The Office of the Inspector General does 

not receive any nonappropriated funds.
206

FACILITIES MAINTENANCE

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 395 73,877 0 0 0 0 0 0

FY 2017

ESTIMATE 395 73,737 0 0 0 0 0 0

FY 2018

REQUEST 401 76,568 0 0 0 0 0 0

STRATEGIC GOAL: MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Mission Enabling

Facilities

Implement an aggressive and professional 

maintenance program 395 73,737 401 76,568 6 2,831

Total 395 73,737 401 76,568 6 2,831

BACKGROUND AND CONTEXT

The Facilities Maintenance program is responsible for the maintenance and 

repair of the infrastructure of more than 12 million square feet of owned and 

leased buildings and structures, and 43,000 acres. This includes 19 museums, 

nine research centers, and the National Zoological Park. The buildings and 

structures range from the well-known museums to supporting structures such as 

guard booths, animal shelters, and hay barns. Facilities Maintenance focuses on 

facility preservation activities and encompasses the upkeep of property and 

equipment. This work is necessary to realize the originally anticipated useful life of 

facility assets.

The Facilities Maintenance program maintains systems related to 

electronic security, screening equipment, radio systems, and perimeter barrier 

equipment. The program also maintains all building systems (including HVAC, 

elevators/escalators, electrical, plumbing, roofing, interiors, exteriors and the 

building structure), as well as the grounds maintenance associated with upkeep 

of Smithsonian sites. The mission of Smithsonian Facilities (SF) is to provide 

world-class services and stewardship by building, operating, maintaining, and 
207

ensuring a safe, secure, and healthy environment to enhance the Smithsonian 

experience for all visitors. More than 29 million people visit the Smithsonian 

annually.

As new and renovated museum and research spaces open, maintenance 

requirements rise due to increased square footage, technological advances, and 

the growing number of infrastructure-supporting systems. For example, with the 

opening of the National Museum of African American History and Culture and the 

full renovation of the Renwick Gallery of Art, the total number of assets requiring

periodic maintenance increased to more than 22,000. These new assets added 

new functionality, new technology, and a new, more complex level of 

maintenance requirements.

SF continues to take an ongoing number of initiatives to increase 

maintenance efficiencies, including auditing services. SF benchmarks its 

maintenance staffing levels with other museums and professional organizations

to ensure that resources are being effectively deployed. These include meeting 

standards set by the Leadership in Educational Facilities (referred to as APPA), 

the International Association of Museum Facility Administrators, and the 

International Facility Management Association. The Smithsonian is a past 

recipient of the prestigious Award of Excellence from the APPA in recognition of 

the Institution’s excellence in facilities management and its efforts to establish 

measurable maintenance performance standards and staffing levels. The welldocumented goal is to maintain Smithsonian facilities at APPA’s Level 1 standard 

for building maintenance, which is referred to as “Showpiece Facility.”

To do this, the National Research Council (NRC) recommends an annual 

maintenance budget in the range of 2 to 4 percent of a physical plant’s aggregate 

current replacement value (CRV) to avoid adding to a deferred maintenance 

backlog. The CRV for the Smithsonian at the end of FY 2016 was $8.1 billion. 

This includes the new National Museum of African American History and Culture.

The Smithsonian’s maintenance requirements have been validated through the 

Facility Condition Assessment process and Reliability Centered Maintenance 

(RCM) analysis. 

The FY 2018 budget request includes an increase of $1,231,000 for 

necessary pay and other related salary costs for existing staff. Also included is a 

programmatic increase of 6 FTEs and $1,600,000 to complete the funding for the 

maintenance program at the new National Museum of African American History 

and Culture. 
208

MEANS AND STRATEGY

To support the Institution’s goal of Mission Enabling, SF continues an 

aggressive, long-range facilities maintenance and minor repair program, using 

the RCM approach. The RCM approach is a widely accepted industry philosophy 

that incorporates a cost-effective mix of predictive, proactive, preventive, and 

reactive maintenance practices. With existing resources, the Smithsonian will 

operate at the lower end of APPA’s maintenance Level 3 “Managed Care” 

service, which provides a minimal level of preventive maintenance and building 

system reliability to ensure that proper environmental conditions are maintained 

for collections and public expectations are met.

The Smithsonian’s goal is to reduce its maintenance backlog, currently 

estimated at $898 million, through the coordinated efforts of its maintenance and 

facilities capital programs. Proper maintenance funding prevents the accelerated 

degradation of building systems and components that would increase the number 

and cost of major repairs. Through proper preventive maintenance and by 

addressing deficiencies in a timely manner, the Institution can realize the 

originally anticipated useful life of facilities systems and avoid the accelerated 

degradation of its infrastructure, and the associated costs, mentioned above. 

Smithsonian Facilities will continue to identify efficiencies in managing its

existing resources to improve its current level of maintenance service in the most 

cost-effective manner possible. In addition, SF will continue to improve electronic 

security systems and physical security measures which protect the Institution’s 

facilities, collections, staff, visitors, and volunteers.

EXPLANATION OF CHANGE

The FY 2018 budget request includes programmatic increases of 6 FTEs 

and $1,600,000 to fund the maintenance program for the new National Museum 

of African American History and Culture (NMAAHC).

 Facilities Maintenance (+$1,600,000, +6 FTEs) — For FY 2018, the 

Smithsonian requests an increase of $1,600,000 and 6 FTEs to enable its 

maintenance program to continue the work of stabilizing and standardizing 

the overall condition of Institution facilities. The increase will complete the 

funding of facilities and security operations for the NMAAHC. This increase 

provides a minimal level of preventive maintenance and building system 

reliability for the popular new Museum to ensure that proper environmental 

conditions are maintained for collections and public expectations are met. The 

request includes $813,000 and 6 FTEs to annualize positions included in the 

Smithsonian’s FY 2016 enacted level, $687,000 for contractual support, 

supplies, and equipment, and $100,000 for security-related maintenance.
209

Establishing full-year maintenance funding for the NMAAHC is essential to 

keep its building and security systems functioning under the stress of the 

overwhelming public response to the Museum’s opening. In its inaugural halfyear, the Museum has already welcomed nearly 1.3 million visitors and 

continues to experience high demand. The requested funds will enable the 

Museum to keep meeting public expectations. 

Through diligent maintenance of the Institution’s facilities and systems, the 

Smithsonian can prolong the operational life of the equipment while maintaining 

reliable output to protect the national collections and the federal investment 

already made to support our infrastructure. Additionally, the proper maintenance 

of the equipment reduces the potential for unplanned equipment shutdowns 

which negatively affect the Institution’s visitors, staff, and collections.
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FACILITIES OPERATIONS, SECURITY, AND SUPPORT

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2016

ENACTED 1,325 205,190 23 2,562 5 663 0 0

FY 2017

ESTIMATE 1,325 204,785 20 2,500 4 400 0 0

FY 2018

REQUEST 1,361 224,050 20 2,600 4 450 0 0

STRATEGIC GOALS: BROADENING ACCESS AND MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/

Program Category

FY 2017 FY 2018 Change

FTE $000 FTE $000 FTE $000

Broadening Access

Exhibitions

Offer compelling, first-class exhibitions 4 459 4 468 0 9

Mission Enabling

Facilities

Improve the overall cleanliness and efficient 

operation of Smithsonian facilities 581 131,698 595 142,868 14 11,170

Security and Safety

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors, and 

volunteers

700 66,542 722 74,514 22 7,972

Provide a safe and healthy environment 40 6,086 40 6,200 0 114

Total 1,325 204,785 1,361 224,050 36 19,265

BACKGROUND AND CONTEXT

The mission of Smithsonian Facilities (SF) is to provide world-class 

services and stewardship by building, operating, maintaining, and ensuring a 

safe, secure, and healthy environment to enhance the Smithsonian experience 

for all visitors. The Smithsonian receives more than 29 million visits annually. 

The Facilities Operations, Security, and Support (OSS) program operates, 

secures, and supports the Smithsonian’s physical infrastructure in partnership 

with Smithsonian program staff. It provides operational security and support 

services for approximately 12 million square feet of owned and leased facilities, 

including 19 museums, nine research centers, and the National Zoological Park. 
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Resources within OSS support facilities operations, including activities 

such as custodial work; fire protection; building system operations; grounds care 

and landscaping; snow removal; pest control; refuse collection and disposal; fleet 

operations and maintenance; security services; and safety, environmental, and 

health services. Resources also support facilities planning, architectural and 

engineering design, as well as postage, utilities, and central rent costs.

The FY 2018 budget request includes an increase of $2,601,000 for 

necessary pay and other related salary costs for existing staff, and $8,564,000 

for utilities, postage, and rent, all of which are justified in the Fixed Costs section 

of this budget. Also included are programmatic increases of 14 FTEs and

$1,560,000 for facilities operations and support requirements and 22 FTEs and

$6,540,000 for security requirements.

MEANS AND STRATEGY

SF will pursue the Institution’s strategic goal of Broadening Access by

continuing to develop exhibits and public programs for horticulture, architectural 

history, and historic preservation.

To support the Institution’s strategic goal of Mission Enabling, OSS base 

resources will focus on meeting the growing operational requirements of the 

Institution’s facilities. SF will continue to effectively and efficiently use resources 

to operate and secure facilities and grounds, and to provide safe, attractive, and 

appealing spaces to meet program needs and public expectations. In addition, 

SF will continue benchmarking the Institution’s custodial staffing and service 

levels with other museums and professional organizations, including Leadership 

in Educational Facilities (referred to as APPA). As a past recipient of the 

prestigious APPA Award of Excellence, SF is committed to measuring 

performance and staffing levels to ensure that the highest affordable levels of 

appearance and cleanliness, as well as efficient operations, are maintained. 

The Institution is committed to achieving APPA’s appearance Level 2 (out 

of 5) cleaning standard, referred to as “Ordinary Tidiness.” This level of 

appearance will provide an acceptable level of cleanliness that meets public 

expectations. With current resources, on average, SF achieves appearance 

Level 3, “Casual Inattention.” This level of appearance ensures a generally clean 

and odorless environment. 

In addition to providing the highest level of facilities care, the Smithsonian 

is equally committed to maintaining the highest levels of security. In support of 

that goal, the Institution is conducting an ongoing strategic security staffing 

analysis to identify the number of security and law-enforcement staff needed at 

each of the Smithsonian’s major facilities. The analysis includes pay levels, 

training/skill requirements, armed versus unarmed coverage, and the appropriate 

mix of employed officers versus contract staff.
212

SF continues its commitment to ensure that Smithsonian employees have 

a safe and healthy workplace by creating a culture that embraces and promotes 

zero injuries; provides professional services promoting a culture of health and 

wellness; and ensures that all Smithsonian facilities comply with local building 

codes, environmental regulations, and best practices. 

EXPLANATION OF CHANGE

The FY 2018 budget request includes programmatic increases of 36 FTEs 

and $8,100,000 to address the highest priority operating, safety, and security 

requirements. The increase will fund high-priority needs, including resources to 

complete funding for the facilities and security operations at the National 

Museum of African American History and Culture (NMAAHC). The request will 

also support the Institution’s security requirements, as detailed below:

 Facilities Operations and Support (+$1,560,000, +14 FTEs) — The 

Smithsonian requests an increase of $1,560,000 and 14 FTEs to 

address priority operating and safety requirements. The increase will 

fund needs to complete funding of the facilities operations for the 

NMAAHC. This request reflects the fact that the facilities operations 

budget has grown little in recent years, losing ground to inflationary 

pressures while, at the same time, the Smithsonian’s operations and 

physical footprint have grown, creating additional requirements. 

Accordingly, this budget request includes funds to hire additional building 

service workers and supervisors for the NMAAHC.

 Security (+$6,540,000, +22 FTEs) — As the physical footprint of the 

Smithsonian has increased and facilities are revitalized, the Institution’s 

security and law-enforcement needs have also grown. Additionally, the 

Smithsonian wants to improve its ability to prepare and respond quickly 

to shooter attacks. The Smithsonian conducted a phased security 

staffing analysis for each of its major facilities to evaluate the 

effectiveness of existing security resources versus the current 

requirements. The facility analyses confirmed that the Smithsonian 

needs to fill its currently vacant security positions and add contract staff 

to provide a higher level of security around building perimeters, including 

visitor screening, as well as in interior public spaces such as galleries.

Consequently, the Institution requests $6,540,000 and 22 FTEs for 

security positions and additional contract security guards, so the 

Smithsonian can continue full-time magnetometer screening and bag 

searches at public entrances, conduct exterior patrols, and provide 

additional security in galleries and other public spaces. These actions 

will address the essential needs at the Smithsonian’s highest risk 

facilities, which are the National Museum of African American History 

and Culture, the National Museum of American History, the National 
213

Museum of Natural History, the National Air and Space Museum, and 

the National Museum of the American Indian. 

NONAPPROPRIATED RESOURCES — General trust funds support salaries

and benefits, and other related costs. Donor/sponsor-designated funds cover 

costs related to Smithsonian programs, such as horticulture operations,

architectural history and historic preservation projects.
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215

FACILITIES CAPITAL

FY 2016 Enacted $144,198,000

FY 2017 Continuing Resolution Level $143,924,000

FY 2018 Request $228,000,000

STRATEGIC GOAL: MISSION ENABLING

Federal Resource Summary by Performance Objective and Program Category

Performance Objective/ FY 2017 FY 2018 Change

Program Category FTE $000 FTE $000 FTE $000

Mission Enabling

Facilities

Execute an aggressive, longrange revitalization program 

and limited construction of new 

facilities 

48 86,274 48 192,400 0 106,126

Security and Safety

Provide world-class protection 

for Smithsonian facilities, 

collections, staff, visitors, and 

volunteers

0 9,850 0 17,800 0 7,950

Provide a safe and healthy 

environment 0 7,800 0 7,800 0 0

Subtotal 48 103,924 48 218,000 0 114,076

National Air and Space 

Museum — Udvar-Hazy 

Center Collections Storage 

Module

0 40,000 0 10,000 0 -30,000

Total 48 143,924 48 228,000 0 84,076

BACKGROUND AND CONTEXT

The Facilities Capital Program underpins the Smithsonian’s mission and 

represents an investment in the long-term interest of the nation. It is intended to help the 

Smithsonian provide modern facilities, often within our country’s national historic and 

culturally iconic buildings, which satisfy public programming needs, facilitate worldrenowned research efforts, and house our priceless national collections. 
216

In the Facilities Capital Program, revitalization involves making major repairs or 

replacing declining or failed infrastructure to address the problems of advanced 

deterioration. Once completed, these projects will enable the Smithsonian to avoid the 

failures in building systems that can create hazardous conditions for visitors and staff, 

harm animals, damage collections, and cause the loss of precious scientific data. 

The Institution uses the National Research Council (NRC) Facility Condition 

Assessments (FCAs) to calculate a Facilities Condition Index (FCI) rating. The FCA is 

the industry standard for the analysis of the condition of a facility or group of facilities 

that may vary in terms of age, design, construction methods, and materials. The FCI is 

calculated by dividing the total assessment scores of the eight building systems (roofs, 

electrical, plumbing, HVAC, conveyance — elevators and escalators, interior, exterior, 

and structure) by the Current Replacement Value (CRV) of the facilities. The most 

recent (fiscal year 2015) overall FCI rating for Smithsonian facilities is 88.5 percent, a 

slight decline from the FY 2014 FCI. FCI values of less than 90 percent are 

considered “poor.” The NRC’s recommended goal is to have a rating of 95 percent or 

greater. Accordingly, to reverse an alarming downward trend in the FCI, reduce the 

growing backlog of deferred maintenance and capital repairs, and achieve an FCI 

equal to or greater than 95 percent, so that our national treasures and cultural 

properties are preserved and enhanced for generations to come, the Smithsonian 

requests $228 million for its Facilities Capital Program in FY 2018.

Funding for facilities’ routine maintenance and minor repairs is included in the 

Institution’s Salaries and Expenses request. These resources are used to realize the 

intended design life and full economic value of Smithsonian facilities and to protect the 

Institution’s investment in revitalization.

EXPLANATION OF CHANGE

The Institution requests $228,000,000 and 48 FTEs for the Facilities Capital 

Program in FY 2018. The requested funds will enable the Institution to start the major 

renovation project at the National Air and Space Museum (NASM) and to complete the 

construction of the Collections Storage Module at the Udvar-Hazy Center, which is 

essential for the NASM renovation project to go forward. Major revitalization efforts will 

continue at the National Zoological Park and other priority areas, including projects for 

the National Museum of Natural History, the National Museum of American History, and 

facilities at the Suitland Collections Center, including the Museum Support Center. This 

request also provides funding for stabilization of failing infrastructure and façade 

components of the Smithsonian Castle, as well as other priorities like security, 

mechanical upgrades, and lighting improvements at the National Museum of the 

American Indian in New York City and Washington, DC; continued repairs to the building 

envelope and systems at the Hirshhorn Museum and Sculpture Garden; renovating the 

Homestead House at the Smithsonian Environmental Research Center; infrastructure

upgrades at the Smithsonian Tropical Research Institute; replacing the chillers and 

cooling system at the Cooper Hewitt, Smithsonian Design Museum; infrastructure and 

safety upgrades at the Smithsonian Astrophysical Observatory; and mitigation of safety 

and security hazards throughout the Institution.
217

The chart that follows summarizes the Institution’s full request for the highest priority 

FY 2018 projects.

Federal Trust Federal Trust Congress Trust

Received Estimate CR Level Estimate Request Estimate

$Millions

REVITALIZATION 

Major Projects

Anacostia Community Museum 1.2

Cooper Hewitt, Smithsonian Design Museum 4.6 1.7 5.0

Freer Gallery of Art 4.0

Hirshhorn Museum and Sculpture Garden 4.5 1.0 2.0

National Air and Space Museum (NASM) 7.0 90.0 50.0

NASM Steven F. Udvar-Hazy Center 1.8 1.1

National Museum of American History 10.5 11.3 4.0 2.0

National Museum of the American Indian 4.7 8.6 3.0 6.6

National Museum of Natural History 19.1 10.4 15.7 22.0 8.2

National Zoological Park 17.0 2.4 21.7 5.1 26.1 1.6

Smithsonian Astrophysical Observatory 1.4 2.2

Smithsonian Environmental Research Center 4.9 1.5 4.0

Smithsonian Institution Building (Castle) 2.0 2.6 4.0

Smithsonian Tropical Research Institute 1.7 0.8 2.6 1.9 0.8

Collections Space & Support Program (Multiple Locations) 1.7 0.5 4.3 0.5 10.1 1.0

Fire-Alarm Panel Replacement (Multiple Facilities) 2.0

Multiple Site Projects and General Capital Support 18.3 12.2 14.5

Other Revitalization Projects

Facilities Planning and Design 51.4 23.5 27.0

SUBTOTAL 144.2 34.0 103.9 5.6 218.0 65.6

NASM Udvar-Hazy Collections Storage Module 40.0 10.0

National Museum of African American History & Culture 11.7

Collections Space & Support Program (Multiple Locations) 0.3

National Zoological Park 70.0

SERC — Master Plan Facilities 1.5

SUBTOTAL 0.0 12.0 40.0 0.0 10.0 71.5

TOTAL PROGRAM 144.2 143.9 228.0

CONSTRUCTION

FY 2017 FY 2018

CATEGORY

FY 2016

FY 2016 − FY 2018

SMITHSONIAN INSTITUTION

Federal Facilities Capital Program Summary
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SUMMARY TABLES 

REVITALIZATION

Investment in revitalization projects provides for the replacement of failing or failed 

major building systems and equipment, and for major renovation projects to sustain existing 

buildings and sites. The Revitalization Program addresses critical deficiencies in the 

exterior envelope, heating, ventilation, and air-conditioning (HVAC), electrical, and other 

utility systems at the Smithsonian’s older buildings. Projects also ensure compliance with 

life-safety regulations, the Americans with Disabilities Act (ADA) and other codecompliance requirements, restoration, preservation and repair of historic features, and 

modernization of the buildings to support current program needs and sustain the viability of 

the Institution’s physical plant. Items listed on the Multiple Locations line are projects that 

cover multiple facilities or where the total cost of the museum and/or research center 

projects is less than $1.0 million. These projects usually involve capital repair or 

replacement of individual systems or components. 

Facility Project $000

National Air and Space Museum (NASM) Revitalize Building Envelope and 

Infrastructure

90,000

National Museum of Natural History Revitalize Public and Non-Public Spaces 22,000

National Zoological Park Renew Bird House and Great Flight Cage

Upgrade Life-Safety System & Infrastructure

15,000 

11,050

Cooper Hewitt, Smithsonian Design Museum Replace Mansion Chillers 5,000

National Museum of the American Indian Replace Air-Handling Units (AHUs) 1–4

Modernize Electronic Security

Upgrade Lighting Automation Systems 

3,000

1,650

2,000

Hirshhorn Museum and Sculpture Garden Restore/Repair Building Envelope 2,000

Smithsonian Institution Building (Castle) Complete Façade Assessment and 

Stabilization Implementation

MEP Systems Repairs for Failure Risk 

Mitigation 

2,000

600

Smithsonian Tropical Research Institute Gamboa Renovation of Facilities

Upgrade Perimeter Barriers and Fence, at 

Bocas del Toro

1,400

500

National Museum of American History Repair of Roof Drains and Reinforce Lining

Improve Objects Processing Facility 

1,000

1,000

Smithsonian Environmental Research Center Construct Site Infrastructure/Renovate 

Homestead House

4,000
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Facility Project $000

Smithsonian Astrophysical Observatory Improve Mt. Hopkins Road (AZ)

HVAC Upgrade at Summit (AZ)

Install Hilo Base Building Generator (HI)

Enhance Fire-Safety SMA Control Building 

(HI)

850

600

400

350

Suitland Collections Center Replace Earthquake-Damaged Roofs and 

Pod 1, 2, and 4 Roofs (MSC)

Upgrade Perimeter Security

Upgrade Emergency Generator/Switchgear 

Repair Life-Safety & Architectural Features

4,250

4,000 

1,350 

 500

Multiple Facilities Fire-Alarm Panel Replacements 2,000

Multiple Locations Building projects less than $1,000,000

Construction Supervision Administration

7,500

7,000

TOTAL, REVITALIZATION PROJECTS $191,000

FACILITIES PLANNING AND DESIGN $27,000

Construction 

National Air and Space Museum — UdvarHazy Center (UHC) 

Construct Collections Storage Module

10,000

 TOTAL CONSTRUCTION $10,000

FY 2018 TOTAL REQUEST $228,000
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REVITALIZATION PROJECTS

PROJECT TITLE: Revitalize Building Envelope and Infrastructure 

INSTALLATION: National Air and Space Museum (NASM) — National Mall Building

LOCATION: Washington, DC

FY 2018 COST ESTIMATE (Thousands of Dollars): $90,000*

PRIOR-YEAR FUNDING: $6,953

FUTURE-YEAR FUNDING: $508,047*

Total $605,000*

* Does not include funding in Facilities Planning and Design

BUILDING BACKGROUND: 

NASM was built in 1976 to commemorate the national development of aviation and 

space flight. The 747,877-gross-square-foot building (including approximately 161,145 

square feet of exhibit galleries) preserves and displays artifacts, aeronautical and space 

flight equipment, significant historical data, and related technologies. The exhibit galleries 

hold the largest collection of historic air and spacecraft in the world and, in recent years, 

the Museum has received an average of more than seven million visitors annually.

PROJECT JUSTIFICATION:

The exterior Tennessee Pink Marble façade of the NASM building is a feature of 

the original construction and forms the primary exterior weather seal for the envelope on 

all surfaces other than at the roofs, terraces, skylights, and window walls. The panels are 

porous, show signs of aging and, in some cases, damage in the form of visible cracks.

The current marble primary weather seal does not provide a continuous vapor barrier 

across the entire façade and the insulation is not consistent with current sustainable best 

practices and energy conservation. There is no secondary weather seal on the marble 

walls. This has created additional condensation and energy conservation problems.

NASM’s mechanical systems are original to the 1976 building and their capacity 

was built on the assumption they needed to support two million visitors annually. Within 

six months of opening, five million visitors were recorded. Today, it is the most visited 

museum in the United States (and second in the world), with between seven and eight 

million visitors annually. As a result, decades of strain on these systems have led to 

frequent breakdowns and failures, increasing costs to repair. They have exceeded their 

useful lifespans. The mechanical systems are further burdened by the deteriorated 

condition of the exterior façade, which allows moisture into the building. 

PROJECT DESCRIPTION:

The multi-year, multi-phase building systems and envelope renovation project will 

replace the building’s marble façade, improve blast and earthquake resistance, upgrade the 

energy efficiency of the exterior envelope, replace the mechanical systems, and provide 

more secure access and egress. A primary goal for the planned HVAC replacement portion 

of the project is to provide the collections area and all occupied spaces with appropriate 

temperature and humidity controls. The Smithsonian requests $90 million in FY 2018 to 
221

fund construction activities and award contract(s) for continued design-assist work, 

constructability reviews, estimating, and for early procurement of long lead items, such as 

stone cladding, artifact protection, and preparation of swing space for staff.

PROGRESS TO DATE: 

Design work began in June of 2014 with the award of the concept/schematic design 

contract. Schematic design was completed in May of 2015 and 35 percent design in April of

2016. The design contract has been awarded in full and the timeline to complete design is 

estimated to be late 2017. With the imminent award for preconstruction services, the 

budget, scope of work, and implementation schedule will be further refined as design work 

is completed. To protect against the possibility that the exterior stone panels may fail, the 

Smithsonian erected a temporary covered walkway around vulnerable portions of the 

building in January of 2015. The covered walkway will remain in place until the façade 

replacement is done. 

The picture below provides a high-level view of the incremental sequence 

approach the Smithsonian will undertake throughout the renovation. It is our intent to 

keep 50 percent of NASM open during the project, working on the exterior and interior 

projects in parallel by zone as outlined below.

IMPACT OF DELAY: 

If funding is delayed, NASM’s stone façade and building systems will continue to 

deteriorate, and the environmental conditions needed to safeguard the Museum’s 

collections and the visiting public cannot be maintained.
222

PROJECT TITLE: Revitalize Public and Non-Public Spaces

INSTALLATION: National Museum of Natural History (NMNH)

LOCATION: Washington, DC

FY 2018 COST ESTIMATE (Thousands of Dollars):

Continue HVAC/Utility System Replacement and $22,000

Building Renovation

PRIOR-YEAR FUNDING: $306,452

FUTURE-YEAR FUNDING:

Ongoing HVAC Replacement and Code Improvements $257,152*

Total $585,604

* Does not include funding in Planning and Design account to complete future design of revitalization projects.

BUILDING BACKGROUND:

The NMNH building opened to the public in 1910. The East and West Wings were 

added in the early 1960s. Two infill buildings were constructed in the original building’s 

East and West courtyards in the late 1990s. The gross interior square footage of the 

building is approximately 1.5 million square feet. The building includes 300,000 square 

feet of public museum space, with collections, laboratory, office, and building service 

spaces filling the remainder. The NMNH is one of the most visited museums in the world 

and hosted close to seven million visitors in FY 2016.

PROJECT JUSTIFICATION:

The building’s mechanical and electrical systems were installed in the early 

1960s. At more than 50 years of age, they need major replacement. Breakdowns of the 

mechanical systems are frequent, repair parts are often difficult to find, and the system 

does not provide good environmental air quality for visitors or collections. The reliability 

of the electrical system is compromised by the deteriorated condition of the electrical 

switchgears, and the antiquated distribution system poses a safety hazard. Windows in 

the original portion of the building have deteriorated and do not comply with current 

security standards. The main entrance to the building is not accessible to visitors with 

disabilities and the chemical storage space below the entrance steps has deteriorated to 

the point where it is no longer code compliant.

PROJECT DESCRIPTION:

Based on the master implementation plan completed in 1987, and revised in 2006, 

the Institution is slowly completing a comprehensive renovation program in the NMNH 

building, which will replace the HVAC equipment, ductwork, electrical equipment and 

wiring, piping systems, and windows of the main building. Asbestos and lead will be 

abated or encapsulated; the fire-protection, communications, alarm, and emergency 

power systems will be upgraded; and storm-water systems and a code-compliant 

hazardous waste storage facility will be installed. 
223

The Institution requests $22 million in FY 2018 to continue the building-wide 

renovation. Specific work will include continuing renovations to the South Entrance and 

Vault. 

PROGRESS TO DATE:

Recent projects completed include the renovation of the southeast Main Building 

ground floor, which included a full upgrade of the primary utility substation, featuring new 

switchgears, transformers, and network protectors. The East and West Wing roof 

replacement was recently completed, with improved roof-top camera coverage and 

various connectivity features in preparation for the installation of solar panels under the 

Capital Solar Challenge. The major project at the Museum, the renovation of the Fossil 

Hall, Halls 2–6, is in progress, having recently reached the mid-point of the 27-month 

project. This project provides new systems and finishes to one of the most popular 

galleries in the Museum and several adjoining spaces. Additionally, a feasibility study for 

renovating the Baird Auditorium was completed and a project to replace the auditorium’s 

air-handling unit (the oldest AHU in the building) is under way. Meanwhile, the design of 

the South Entrance renovation, which includes accessible walkways, will be finalized in 

the spring of 2017. Reviewing agencies approved the preliminary design for the updated 

entrance and walkways. An upgrade to the short-circuit analysis, a survey of the 

building’s electrical systems, is complete and will be the basis for upcoming electrical 

renovations. The NMNH master plan and requests from the Museum staff provide the 

basis for prioritizing future infrastructure renovations.

IMPACT OF DELAY:

If funding is delayed, building systems will continue to deteriorate and 

environmental conditions required for the Museum’s collections and the visiting public 

cannot be maintained. In addition, the Museum’s exhibit re-installation program would 

not proceed according to the planned schedule, causing the continued closure of several 

important exhibition areas to the public and diminishing the Museum’s ability to keep its 

promises to donors. Without accessible ramps at the Main Entrance, visitors in 

wheelchairs would continue to have to travel the equivalent of three city blocks to reach 

the accessible entrance on the far side of the building. If funding is delayed, hazardous 

waste will continue to be stored in a non-code-compliant space directly under the 

Museum’s Mall entrance and programs at Baird Auditorium would be jeopardized by 

continuing to rely on a fragile, 50-year-old heating/cooling system.
224
225

PROJECT TITLE: Renew Bird House and Great Flight Cage

INSTALLATION: National Zoological Park (NZP)

LOCATION: Washington, DC

FY 2018 COST ESTIMATE (Thousands of Dollars): $15,000

PRIOR-YEAR FUNDING: $4,000

FUTURE-YEAR FUNDING: $37,300

Total $56,300

BUILDING BACKGROUND:

The NZP’s Bird House was designed by architect Albert Harris and opened in 

1928, with an addition completed in 1938. In 1965, Daniel, Mann, Johnson & Mendenhall 

renovated and modernized the Bird House by removing the roof, ornate entries and 

elaborate brick decorative details and replacing them with simple concrete and glass. 

The flight cage was added and connected to the building, using a sleek, modern 

concrete bridge, in sharp contrast to the Harris design. In the 1970s and beyond, the bird 

plateau site received multiple exterior animal exhibits, holding facilities, ponds, 

boardwalks, and asphalt sidewalks. 

PROJECT JUSTIFICATION:

With the exception of relatively recent upgrades to fire-suppression systems, the 

infrastructure is well beyond its lifespan and most of the failed or failing equipment and 

systems date back to the 1970s. This project renews the Bird House and Great Flight 

Cage, with a new Marvelous Migrations exhibit that emphasizes the global importance of 

migration to species survival by using innovative conservation-based education. Using 

$10 million in leveraged donor funds, along with federal appropriations, and following the 

approved master plan, facility improvements will include new site utilities, as well as total 

replacement of failed chillers, beyond-lifespan HVAC equipment, obsolete storm and 

wastewater management systems, and animal/human life-safety, life-support, electrical, 

plumbing, security and data systems. Additionally, the Bird House needs upgrades to its

primary and secondary bird containment systems due to recent increases in animal 

escapes. 

PROJECT DESCRIPTION:

The project will renew the deteriorating and failing building systems, equipment, 

and bird-holding and habitat spaces of the Bird House with a complete, phased, building 

renovation that includes total demolition of the non-historic fabric, a new roof, new lifesupport systems for the living collections, new HVAC, plumbing, electrical, lighting, lifesafety and animal life-support systems, and significant improvements to the Great Flight 

Cage. During the first phase, interim outdoor and indoor bird-holding swing space will be 

erected, and highly pathogenic avian influenza (HPAI)-resistant netting is being provided 

over the Flamingo Exhibit Yard. Additionally, this project will renew the congressionally 

established Smithsonian Migratory Bird Center to educate the public and encourage 

visitors to help save wildlife and habitats worldwide. The Smithsonian requests 

$15 million in FY 2018 to begin construction on this project. 
226

PROGRESS TO DATE: 

Design is 65 percent complete. A formal value engineering exercise was

conducted in July of 2015, followed by a formal risk assessment and constructability 

exercise in August of 2015, and the final project definition rating index (PDRI) was 

completed in the summer of 2016. As of January, 2017, the first phase swing space 

enabler project is out to bid, with an anticipated spring 2017 award and completion 

expected in late fall of 2017. 

IMPACT OF DELAY: 

Delaying this project will result in continued increased costs of maintaining and 

operating the failed and failing systems, excessive energy consumption and costs for 

water and power, and increased risk to the living collection’s captive habitat. Additionally, 

the National Zoo’s leaders and scientific experts are concerned about the potential 

negative impact of the HPAI and new regulations and requirements being imposed by the 

Zoo’s regulatory agency, the U.S. Department of Agriculture, and the Association of Zoos 

and Aquariums. Failure to revitalize this facility could jeopardize the National Zoo’s 

mission of saving species. Also, failure to fund this project will delay the construction of 

the swing space required to safely house the living collections during the renovation. 

PROJECT TITLE: Upgrade Life-Safety System and Infrastructure 

INSTALLATION: National Zoological Park (NZP), Rock Creek and Front Royal

LOCATION: Washington, DC and Front Royal, Virginia

FY 2018 COST ESTIMATE (Thousands of Dollars): $11,050

FUTURE-YEAR FUNDING: $57,250

Total $68,300

BUILDING BACKGROUND:

Multiple buildings at both the Rock Creek and Front Royal campuses have 

ongoing major capital systems renewal needs due to failing infrastructure and the 

facilities’ requirements to comply with current building and life-safety codes. To date, all 

buildings and animal holding areas have received fire-sprinkler suppression systems, but 

many buildings still require upgraded fire-alarm detection systems because the current 

systems are being phased out by 2018 due to their age. In addition, smoke control and 

smoke-evacuation systems need to be provided in the Panda House, Bird House, Think 

Tank, Small Mammal House and Lion/Tiger House. With previous appropriations, the 

smoke control system at the Great Apes House will be completed in the summer of 

2017. Additionally, infrastructure projects not already completed per the master plan 

include: storm-water management; upgrading living collections infrastructure at animal 

habitats and yards; continuing the refurbishment of the NZP elevators; upgrades to 

building HVAC and site utilities such as sewer, power, data and water systems 

throughout both campuses; site security and safety systems replacement; failed and 

failing faux rock replacement throughout the Rock Creek campus; and perimeter gates 

and fencing at the Front Royal campus. 
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PROJECT JUSTIFICATION:

This project will provide funding for major capital renewal and replacement of 

failed and/or failing life-safety and infrastructure systems throughout both the Rock 

Creek Park and Front Royal campuses.

PROJECT DESCRIPTION:

The Smithsonian requests $11.05 million in FY 2018 to continue the NZP’s major 

capital renewal program, per the adopted comprehensive facilities master plan, to 

replace failed and failing life-safety and infrastructure systems at both the Rock Creek 

Park and Front Royal campuses. 

PROGRESS TO DATE: 

Failed steam lines at Rock Creek were recently replaced from the boiler plant to 

the Think Tank and from the Think Tank to the Police Station, Mane Café and Amazonia 

buildings. A new electrical substation was installed across from the bus lot on North 

Road, and another electrical substation replacement is under construction behind the 

Police Station, serving the Lower Zoo. The North Road retaining wall and structural/lifesafety systems were provided at the adjacent General Services Building. Visitor safety 

and animal containment improvement projects have been completed at the Lion/Tiger 

and Great Apes Houses and are in construction at the Zebra/Cheetah site. Designs for 

visitor safety improvements at the Panda House are complete, as is the design for the 

smoke-evacuation system. More than 15 projects are in the planning and design stages 

for the current FY 2018–FY 2023 Five-Year Capital Plan, and designs for FY 2018 

appropriations will be completed in FY 2017.

 

IMPACT OF DELAY: 

Failure to upgrade critical NZP life-safety and infrastructure will result in 

operational emergency responses which are costly, disruptive and preventable. Delaying 

such system replacements and upgrades could result in serious harm to visitors and 

staff, as well as to the animals in our care, along with the loss of research that is critical

to the survival of rare and endangered species.
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PROJECT TITLE: Replace Mansion Chillers and Cooling System

INSTALLATION: Cooper Hewitt, Smithsonian Design Museum (CHSDM)

LOCATION: New York, New York

FY 2018 COST ESTIMATE (Thousands of Dollars): $5,000

BUILDING BACKGROUND:

The 64-room Carnegie Mansion, designed by the architectural firm of Babb, Cook 

& Willard, was built between 1899 and 1902. It was the first private residence in the 

United States to have a structural steel frame and one of the first in New York to have a 

residential Otis passenger elevator (now in the collection of the Smithsonian’s National 

Museum of American History). The Mansion was transferred to the Smithsonian in 1972 

and the Museum opened there in 1976. 

PROJECT JUSTIFICATION:

The two primary chillers are currently more than 20 years old and approaching the 

end of their useful service lives, and the use of R22 refrigerants is being phased out. The 

rooftop cooling towers are also at the end of their life cycle and require frequent 

emergency maintenance. Since the Museum’s 2014 reopening and expanded visitation, 

demands have increased on these critical environmental system components and this

has accelerated the frequency of service calls and the rate of component deterioration. 

PROJECT DESCRIPTION:

The Smithsonian requests $5.0 million in FY 2018 to replace two primary chillers, 

two cooling towers, and associated pumps with new, energy-efficient equipment, and to 

upgrade the building automation system and eliminate pneumatic controls and operators.

PROGRESS TO DATE: 

Design is approaching 100 percent and will be complete in September of 2017. 

IMPACT OF DELAY: 

A delay in completing this project will result in continued degradation of HVAC 

system efficiency and reliability, thereby degrading the collections environment, as well as 

increasing utility costs.
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PROJECT TITLE: Replace Air-Handling Units (AHUs) 1–4 

INSTALLATION: National Museum of the American Indian (NMAI-NY)

LOCATION: New York, New York

FY 2018 COST ESTIMATE (Thousands of Dollars): $3,000

PROJECT DESCRIPTION:

Air-handling units (AHUs 1–4) installed in the initial construction of the George 

Gustav Heye Center (GGHC) in the 1990s have reached the end of their useful life and 

need replacement. A study was initiated in the fall of 2016 to research the condition of 

the existing AHUs and the requirements for the spaces they serve. The study will provide 

requirements for new AHUs to replace the existing ones, as well as the timing, sequence 

and logistics of installing replacements. Design funds are programmed in FY 2017 to 

develop the construction documents which will be completed in early FY 2018. The 

current estimate for the total construction project is set at $8 million and phased 

implementation is proposed for FYs 2018–2020. The Smithsonian requests $3 million in 

FY 2018 to implement the first phase of the project. 

PROJECT TITLE: Modernize Electronic Security 

INSTALLATION: National Museum of the American Indian (NMAI-NY)

LOCATION: New York, New York

FY 2018 COST ESTIMATE (Thousands of Dollars): $1,650

PROJECT DESCRIPTION:

The collection storage areas, gallery infrastructure, and public/staff separation 

areas of the NMAI’s GGHC facility do not comply with the Smithsonian’s security design 

criteria. The result is a lack of adequate electronic and physical security to protect the 

staff within the facility and the collections housed in these storage areas. Security 

modernization will include access control, collections and library storage and processing 

security, and Museum perimeter protection. Design development is complete and final 

construction documents were received in February of 2017. Phase 1 is expected to start 

with $1.0 million of FY 2017 funding. The Smithsonian requests $1.65 million in FY 2018 

to complete Phase 2.
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PROJECT TITLE: Upgrade Lighting Automation Systems 

INSTALLATION: National Museum of the American Indian (NMAI-DC)

LOCATION: Washington, DC 

FY 2018 COST ESTIMATE (Thousands of Dollars): $2,000

PROJECT DESCRIPTION:

Current Lutron lighting automation systems at the Museum operate on a Windows 

XP system, which is now obsolete and not supported by the Smithsonian or the broader 

information technology (IT) industry. The current system has already failed several times 

and replacement parts are no longer available. This project is both an infrastructure and 

programming priority for the Museum. Replacing controllers and introducing back-up 

capability will correct this deficiency and ensure that code-required minimum light levels 

are maintained at all times. A lighting study was commissioned and completed in FY 

2016 that identified the scope of renovations required to meet industry standards. Design 

for the replacement of the Lutron system will be completed by the end of FY 2017 in 

preparation for a construction award in FY 2018. The Smithsonian requests $2.0 million

in FY 2018 to complete this project. 
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PROJECT TITLE: Restore/Repair Building Envelope, Systems, and Plaza

INSTALLATION: Hirshhorn Museum and Sculpture Garden (HMSG)

LOCATION: Washington, DC

FY 2018 COST ESTIMATE (Thousands of Dollars): $2,000

PRIOR-YEAR FUNDING: $2,000

FUTURE-YEAR FUNDING: $20,450

Total $24,450

BUILDING BACKGROUND:

The Hirshhorn Museum and Sculpture Garden, the Smithsonian’s Museum of 

contemporary art, opened to the public in 1974. The building is a cylindrical shape raised 

14 feet above the ground on four massive concrete piers. At the center is a large oval 

courtyard, containing a large, shallow, bronze fountain. The building has four 

aboveground stories and a basement that sits below the plaza surrounding the building.

PROJECT JUSTIFICATION:

The building shell performs poorly with respect to moisture infiltration and thermal 

performance, with the problems increasing as the building ages. A comprehensive 

analysis of the building envelope performed in FYs 2015 and 2016, and a mechanical 

study completed in FY 2016, identified major renewal needs that will require funding for 

several years. There is an immediate need to address active leaks and vulnerabilities, 

such as water intrusion into the galleries and collection storage areas. Some of the leaks

are being addressed by construction projects in 2017. Building envelope deficiencies will 

continue to be addressed in FY 2018 and in future years. 

PROJECT DESCRIPTION:

The Smithsonian requests $2.0 million in FY 2018 to address repairs to the 

building envelope of the Museum. A pre-design and feasibility study in FY 2017 for major 

revitalization of the Hirshhorn will determine the most critical building envelope repairs to 

be accomplished with FY 2018 funding. 

PROGRESS TO DATE: 

The Building Envelope Report, completed in FY 2016, identified deficiencies in 

the building envelope, causes, and recommendations for repair. These deficiencies are 

causing the building leaks, building and plaza deterioration, and poor thermal 

performance. This report, as well as a mechanical commissioning study, which was also 

completed in FY 2016, provided the initial information to begin planning for major 

revitalization of the Hirshhorn during the next several years. 

IMPACT OF DELAY:

Continuing leakage endangers the building fabric and the collections. Water 

intrusion during heavy rainstorms increasingly interferes with public access and the 

exhibit of art. Delaying these repairs will result in continued deterioration of the building, 

plaza, and walls, and make these essential repairs more costly.
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PROJECT TITLE: Complete Façade Assessment and Stabilization Implementation 

INSTALLATION: Smithsonian Institution Building (SIB) 

LOCATION: Washington, DC 

FY 2018 COST ESTIMATE (Thousands of Dollars): $2,000

BUILDING BACKGROUND:

The Smithsonian Institution Building (SIB), commonly referred to as the Castle, 

was the first building of the Smithsonian, completed in 1855. The Castle initially housed 

all of the Smithsonian’s operations, including research and administrative offices, lecture 

and exhibition halls, a library and reading room, chemical laboratories, storage areas for 

specimens, and living quarters for the first Secretary of the Institution, Joseph Henry, and 

his family. The Castle has historic architectural and institutional significance and is the 

public’s doorway to, and the symbol of, the Smithsonian Institution, and is listed by the 

Secretary of the Interior as a National Historic Landmark. The building now serves as the 

Smithsonian Institution Visitor Center and houses executive administrative offices.

PROJECT DESCRIPTION: 

The slow but steadily increasing deterioration of the sandstone façade of the 

Smithsonian Castle has progressed to the point that water intrusion is causing significant 

damage to the historic plaster finishes inside. The effects of weathering include the loss 

of mortar between stones, cracking and spalling of stone, and, in some areas, 

detachment of decorative carved elements. Localized failures of gutters, flashing, and 

downspouts expose more areas of the façade to soaking rains and resulting freeze-thaw 

damage. Deferred maintenance of wood windows, caulking, and sealants requires that 

temporary repairs be made to curtail damage until the windows can be replaced as part 

of a full building revitalization.

PROJECT TITLE: MEP Systems Repairs for Failure Risk Mitigation 

INSTALLATION: Smithsonian Institution Building (Castle)

LOCATION: Washington, DC

FY 2018 COST ESTIMATE (Thousands of Dollars): $600

PROJECT DESCRIPTION: 

It has been more than 30 years since the last significant comprehensive upgrades 

were made to the mechanical, electrical, and plumbing (MEP) systems at the 

Smithsonian Castle, and localized failures are becoming increasingly common. Major 

piping breaks in recent years have resulted in flooding in public areas, temporary 

closures of office areas, and major damage to historic building elements and finishes. 

Until a full redesign and replacement of these systems is done, the possibility of 

catastrophic systems failure is increasingly likely. In order to reduce the risk of such

failures and permit continued occupancy of the building prior to full building revitalization, 

a comprehensive assessment of equipment, piping, and cabling will identify interim 

measures that can be taken, including partial replacement and/or localized duplication of 

the system parts. This funding will be used to make the most urgent interim repairs.
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PROJECT TITLE: Gamboa Renovation of Facilities

INSTALLATION: Smithsonian Tropical Research Institute (STRI)

LOCATION: Panama

FY 2018 COST ESTIMATE (Thousands of Dollars): $1,400

BUILDING BACKGROUND:

Located in Panama, the Gamboa Field Station’s research facility has long been 

the center for STRI terrestrial research. Some years ago, STRI purchased properties in 

Gamboa, which were originally built by the United States ́ Panama Canal Company in 

the 1930s. Among them is the Santa Cruz ́s Schoolhouse Gymnasium and House 145, 

the former residence of the Panama Canal ́s dredging division director. 

PROJECT JUSTIFICATION:

Two buildings at the Gamboa site have been identified to complement the 

opening of the new laboratory building, which opened in FY 2016. One of the buildings is 

House 145, which will be turned into 10 housing units for scientific visitors. The other 

building is the former Gymnasium that will be turned into an ambient laboratory space. 

The current ambient laboratory space is insufficient and lacks proper temperature and 

humidity conditions for research. 

These projects are critical to STRI’s strategic plan to support tropical research. 

STRI has already raised $900,000 in trust funds to contribute to the overall project 

budget, which not only reduces the need for federal funding but also shows how 

important these buildings are to STRI and the Smithsonian mission.

PROJECT DESCRIPTION:

The renovation project will convert STRI’s two existing facilities at Gamboa into 

housing and ambient laboratory spaces. House 145 will be renovated into a 10-

apartment dormitory building for researchers, and the existing Gymnasium building will 

be converted into ambient lab space with the temperature and humidity conditions

required to conduct research with plants, animals and insects under different lighting 

conditions.

In their current state, the buildings require some structural renovation, chiefly 

replacement of the roof and some wood elements, as well as new electrical and 

mechanical installations. The Smithsonian requests $1.4 million in FY 2018 to complete 

the infrastructure upgrades for the renovation of these Gamboa facilities.

PROGRESS TO DATE: 

A design contract was awarded in FY 2016. An architecture/engineering

contractor is working on a 35 percent design submission.

IMPACT OF DELAY: 

Failure to convert House 145 into a dormitory in a timely manner will adversely 

affect the housing spaces which are currently in high demand at STRI for researchers at 

Gamboa and surrounding areas. Considering the importance of Gamboa for terrestrial 
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science research, that housing demand is expected to increase in the coming years, so 

more spaces are critically needed. Since the building is a STRI-owned property and 

currently without a function, the project will provide this building with an adequate use.

As with the housing project, the high demand from scientists to conduct research at the 

Gamboa site has generated the need for ambient-type spaces for experiments. Since the 

current areas are environmentally insufficient for these research programs, STRI

urgently needs to make more suitable spaces available to continue expanding research 

programs in the area. Delaying this project will severely impact STRI ́s research 

possibilities and plans for the immediate future. 

PROJECT TITLE: Upgrade Perimeter Barriers and Fence, Bocas del Toro

INSTALLATION: Smithsonian Tropical Research Institute (STRI)

LOCATION: Panama

FY 2018 COST ESTIMATE (Thousands of Dollars): $500

PROJECT DESCRIPTION: 

The physical and electronic security systems for Barro Colorado Island (BCI) and 

Bocas del Toro do not comply with Smithsonian security design criteria. The result is a 

lack of adequate electronic and physical security to protect the staff within these sites.

The upgrade of the physical and electronic security will include access control, intrusion 

detection, closed-circuit television, and perimeter and other boundary protection.
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PROJECT TITLE: Repair Roof Drains and Reinforce Lining

INSTALLATION: National Museum of American History (NMAH)

LOCATION: Washington, DC

FY 2018 COST ESTIMATE (Thousands of Dollars): $1,000

PRIOR-YEAR FUNDING: $8,200

FUTURE-YEAR FUNDING: $900

Total $10,100

BUILDING BACKGROUND:

Built in 1964, the National Museum of American History, Kenneth E. Behring 

Center (NMAH) is one of the Smithsonian’s most visited museums. This modern, 

classical building (752,000 gross square feet) houses a variety of exhibitions that explore 

America’s technological, scientific, cultural, and political history. The collections on 

display include the Star-Spangled Banner that inspired Francis Scott Key and is the focal 

point of the completed center core renovation. In the first three months after the center 

core renovation, the NMAH hosted more than one million visitors, and the Museum is 

attracting more than double the attendance it had prior to its closure. The revitalization of 

the Museum’s public spaces continues with the renovation of the West Wing, begun in 

late 2012 and reaching the first stages of completion with the reopening of the 

innovation-themed first floor in July of 2015. The second and third floors of the West 

Wing, which will feature themes of democracy and American culture, will reopen to the 

public in 2017 and 2018.

PROJECT JUSTIFICATION:

In recent years, breaches in the building roof and terrace systems exposed 

valuable collections to water damage from leaks, and damaged stone terrace pavers 

created tripping hazards for staff. In addition, the roof and terrace levels lack adequate 

fall-protection for maintenance staff and contractors, posing a life-safety risk, and the 

existing lighting and security cameras do not provide adequate coverage, thereby 

creating a security risk. 

PROJECT DESCRIPTION:

The NMAH building is rectangular in shape with a series of terraces and roofs 

over levels one, four, and five, and the mechanical equipment penthouse. The 

Smithsonian requests $1.0 million in FY 2018 for Phase 2 of the project, for repairs and 

improvements at the NMAH Roof and Terrace levels, to remove debris from original 

cast-iron drain pipes and to reinforce them by lining them with epoxy.

PROGRESS TO DATE: 

In 2014, a study was completed, documenting the results of a survey of the 

condition of roof, terrace, and drainage materials and systems, itemizing the cost of

repairs and improvements needed for these systems, as well as including 

recommendations to provide fall-protection, lightning protection, additional security 

camera coverage, and electrical service infrastructure repairs. Design work for the 
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recommended repairs and improvements was completed in FY 2016, and the

construction contract for Phase 1, which includes all of the recommended work except 

for cleaning and lining of clogged drains, was awarded in late FY 2016. The project will

be complete in late FY 2018. 

IMPACT OF DELAY: 

Should repairs to the roof and drainage system be delayed, the building will 

continue to experience numerous and increasingly frequent leaks during major rain and 

snow events, exposing valuable artifacts in exhibits and collections storage areas to 

water damage.

PROJECT TITLE: Improve Objects Processing Facility (OPF) and Swing Space 

INSTALLATION: National Museum of American History (NMAH)

LOCATION: Washington, DC

FY 2018 COST ESTIMATE (Thousands of Dollars): $1,000

FUTURE-YEAR FUNDING: $4,000

Total $5,000

BUILDING BACKGROUND: 

The National Museum of American History, Kenneth E. Behring Center (NMAH) is 

one of the Smithsonian’s most visited museums. This modern, classical building 

(752,000 gross square feet) houses a variety of exhibitions that explore America’s 

technological, scientific, cultural, and political history. The revitalization of the Museum’s 

public spaces continues with the renovation of the West Wing. The second and third 

floors of the West Wing, which will feature themes of democracy and American culture, 

will reopen to the public in 2017 and 2018.

PROJECT JUSTIFICATION:

The current Objects Processing Facility (OPF), located adjacent to the loading 

dock on the lower level of the building, where all artifacts entering and exiting the 

Museum are processed, does not meet Smithsonian collections care and security 

standards. Access doors are too small to accommodate large crates, making it 

necessary to open the crates in the loading dock area before bringing objects into the 

facility; the secure storage area is too small to accommodate large objects; shelving and 

storage cabinets are inadequate; office, receiving, and processing functions are not 

separated; the size, layout, and circulation are inadequate for optimal processing 

operations; the HVAC system does not maintain required temperature and humidity 

settings for objects; and a room with controlled lighting is not available for photographing 

objects. Since the OPF must remain operational, it will be necessary to renovate a 

nearby area to be used as swing space for temporary OPF operations. This project is 

also a critical predecessor to the future revitalization of the Museum’s West Wing 

because it supports functions required for temporary and permanent relocation of 

artifacts. 
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PROJECT DESCRIPTION:

The Smithsonian requests $1.0 million in FY 2018 for Phase 1 of the project to 

renovate a nearby former cold-storage room into swing space to house temporary OPF 

operations while the permanent OPF is under renovation. Funds will be requested in 

FY 2019 for the permanent OPF renovation, which will consist of improvements to the 

OPF to meet all Smithsonian collections care and security standards. These 

improvements will include widening and increasing the height of the doors from the 

loading dock to the receiving area to accommodate large crates; enlarging the secure 

storage room to accommodate large objects; providing new shelving and storage 

cabinets; separating the office, receiving, and processing functions with appropriately 

sized doors between the spaces; improving the size, layout, circulation and sequence for 

processing by infilling the lower elevation area to be contiguous with the main floor plate; 

improving the HVAC system to maintain appropriate temperature and humidity settings;

and providing a photography room with controlled lighting to document objects.

PROGRESS TO DATE: 

Design work began in FY 2015 and was completed in early FY 2017. 

IMPACT OF DELAY: 

Delaying the renovation of the single centralized OPF for the entire Museum to bring 

this substandard space up to current Smithsonian collections care and security standards 

will continue to put all of the artifacts entering and exiting the building at great risk. 
239
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PROJECT TITLE: Site Infrastructure/Renovate Homestead House

INSTALLATION: Smithsonian Environmental Research Center (SERC)

LOCATION: Edgewater, Maryland

FY 2018 COST ESTIMATE (Thousands of Dollars): $4,000

BUILDING BACKGROUND:

The Homestead House, dating back to the early 1700s, was the primary 

residence for the owners of the Contee Farm and its significance in colonial 

archaeological, local and cultural history is well established. As outlined in SERC’s 

Comprehensive Facility Master Plan, SERC’s 5,000-square-foot Homestead House will 

serve as the Center’s “front door.” 

PROJECT DESCRIPTION: 

Interior renovations will include new lighting, HVAC and plumbing, as well as 

refurbished period finishes and handicapped-accessible facilities for visitors. New 

exterior infrastructure elements will include a rebuilt driveway, well and septic system, 

and accessible parking.
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PROJECT TITLE: Improve Mt. Hopkins Road, Fred L. Whipple Observatory (FLWO)

INSTALLATION: Smithsonian Astrophysical Observatory (SAO)

LOCATION: Tucson, Arizona 

FY 2018 COST ESTIMATE (Thousands of Dollars): $850

PRIOR-YEAR FUNDING: $850

Total $1,700

PROJECT BACKGROUND: 

The only access to the 8,500-foot elevation Fred Lawrence Whipple Observatory is 

via a single-lane, 20-km-long combination dirt, crushed rock and occasionally paved 

roadbed with significant switchbacks, blind corners and extremely steep drop-offs to the 

canyon floor below. Much of this road, which is open to the public, lacks guardrails and

requires routine regrading, pavement repair and replacement as well as storm-water 

management and culvert work. In addition, the existing direct-burial 13.4 kilovolt (KV) 

power line traverses above and below the existing metal culverts, which require frequent 

clean-out operations to maintain a proper road surface. The proximity of the power line to 

the conductive culverts requires that power to the mountain be shut off during these cleanout operations. Numerous accidents have occurred, with some vehicles sliding off the 

roadway.

PROJECT DESCRIPTION: 

This multi-year project will install new guardrail sections, design and construct

replacements for the remaining 70–75 metal culverts, with non-conductive material, 

repair drainage systems, including outfalls and gabion headwalls, and replace road 

pavement sections.

PROJECT TITLE: HVAC Upgrade at Summit 

INSTALLATION: Smithsonian Astrophysical Observatory (SAO)

LOCATION: Tucson, Arizona 

FY 2018 COST ESTIMATE (Thousands of Dollars): $600

PROJECT DESCRIPTION: 

The existing Multiple Mirror Telescope (MMT) HVAC system is operating at 100 

percent capacity and has reached the end of its service life. A new chiller unit is on site 

but requires integration and installation into the MMT system. The goals of this project

are to provide a complete survey of the existing MMT HVAC system to document the 

equipment, system output and efficiency conditions, and operational state of equipment; 

develop a preventive maintenance program to ensure reliability of the current HVAC 

system; provide a retrofit design package for upgrading the existing MMT HVAC system 

that will work within the operational limits of the MMT’s scientific program; and provide a 

design for the installation of the new chiller unit. 
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PROJECT TITLE: Install Hilo Base Building Generator 

INSTALLATION: Smithsonian Astrophysical Observatory (SAO)

LOCATION: Mauna Kea, Hawaii 

FY 2018 COST ESTIMATE (Thousands of Dollars): $400

PROJECT DESCRIPTION: 

The SAO operations in Hawaii focus on the internationally renowned 

Submillimeter Array (SMA), an eight-element interferometer. The SMA antennas and 

their support facilities are located at SAO’s Mauna Kea Summit Facility at the top of 

Mauna Kea (13,796 feet above sea level), and are subject to extreme climatic conditions 

that can prevent staff from accessing the facility. The SMA Hilo Base Facility can 

remotely operate the summit facility, but has no emergency or stand-by generator 

system to ensure this critical support. 

The facility currently does not have emergency generator or stand-by capacity to 

protect the ongoing scientific mission. The goal of this project is to provide an 

emergency/standby generator with an option for a pre-engineered building to house the 

generator.

PROJECT TITLE: Enhance Fire Safety at SMA Control Building 

INSTALLATION: Smithsonian Astrophysical Observatory (SAO)

LOCATION: Mauna Kea, Hawaii

FY 2018 COST ESTIMATE (Thousands of Dollars): $350

PROJECT DESCRIPTION: 

The SAO operations in Hawaii focus on the internationally renowned 

Submillimeter Array (SMA), an eight-element interferometer antenna system. These 

SMA antennas house expensive and mission-critical equipment that is endangered by 

the presence of flammable construction materials within the antenna cabins. A firesuppression system would cause significant damage to this equipment. Therefore, an 

early-detection and electrical cut-off system has been installed. The final step in this riskavoidance project is to replace the flammable materials with non-flammable materials.
243

PROJECT TITLE: Replace Earthquake-Damaged Roofs and Pod 1, 2, and 4 Roofs

INSTALLATION: Suitland Collections Center 

LOCATION: Suitland, Maryland

FY 2018 COST ESTIMATE (Thousands of Dollars): $4,250

BUILDING BACKGROUND: 

The Suitland Collections Center is located on a 110-acre site in Prince Georges 

County, Maryland. The site was acquired by the Smithsonian in two phases. In the early 

1950s, the Smithsonian developed the Paul E. Garber Facility to house its burgeoning 

collection of aviation and space artifacts. In the mid-1970s, the Smithsonian acquired the 

remaining site area from the General Services Administration (GSA) in order to build the 

Museum Support Center (MSC), which was completed in 1983. Subsequent additions 

have included the construction of the National Museum of the American Indian (NMAI) 

Cultural Resources Center (CRC) in 1998, and the construction of a greenhouse facility 

to house Smithsonian Gardens horticulture operations in 2010. Combined, these four

facilities house approximately 40 percent of the collections storage space for the entire 

Institution.

PROJECT DESCRIPTION: 

Various roofing systems, both original and replacement, have been installed on 

the MSC storage pods and labs over the years. Most of these systems are beyond their 

useful life, and have failed or are failing. The August 2011 earthquake caused structural 

damage to the MSC roof, further degrading the roofing systems. In addition, a major 

snowstorm in 2016 caused severe damage and degradation to the roof systems.

Replacement of the roofs for Pods 1, 2, and 4 (approximately 130,000 square feet) with 

a reliable, easily maintainable roofing system is required. 

PROJECT TITLE: Upgrade Perimeter Security at Suitland

INSTALLATION: Suitland Collections Center

LOCATION: Suitland, Maryland

FY 2018 COST ESTIMATE (Thousands of Dollars): $4,000

PROJECT DESCRIPTION:

The perimeter fencing and security systems at the Suitland Collections Center 

were constructed at various times during the past 70 years in a piecemeal fashion that 

was not completely integrated. Penetrations of the perimeter fence over the past two 

years have highlighted the weaknesses of the fencing, lighting, and technical security 

systems, and the need to upgrade and secure the perimeter. This project will replace 

failed/failing fence sections, upgrade perimeter lighting, increase and upgrade the 

closed-circuit television (CCTV) coverage, and improve security systems at campus 

entrances and exits.
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PROJECT TITLE: Upgrade Emergency Generator and Switchgear 

INSTALLATION: Suitland Collections Center (NMAI-CRC)

LOCATION: Suitland, Maryland

FY 2018 COST ESTIMATE (Thousands of Dollars): $1,350

PROJECT DESCRIPTION: 

The National Museum of American Indian’s (NMAI) Cultural Resources Center

(CRC) in Suitland, Maryland is susceptible to loss of power from storm events and an 

unreliable power source. When the power is lost, the temperature and humidity levels 

cannot be maintained, putting the collections at risk. Additionally, the facility switchgear 

is outdated and poses a challenge to maintain and is a safety risk. This project adds 

emergency power to the entire HVAC system, including chillers, the cooling tower, the 

dehumidification unit, and air-handling units. Emergency power for security and 

communications is also included. To add these critical systems to emergency power, an 

additional back-up generator, with automatic transfer switching, needs to be added to the 

site. The original switchgear, emergency gear and distribution panels will also be 

replaced to address safety and maintenance issues. Design is currently in progress and 

is expected to be complete by June of 2017. 

PROJECT TITLE: Repair Life-Safety and Architectural Features

INSTALLATION: Suitland Collections Center (NMAI-CRC)

LOCATION: Suitland, Maryland

FY 2018 COST ESTIMATE (Thousands of Dollars): $500

PROJECT DESCRIPTION: 

This project will repair life-safety and architectural features. Once complete, the 

project will prevent tripping hazards, address structural deficiencies, and bring the site

into compliance with the Americans with Disabilities Act (ADA) provisions and local 

building codes. Projects include: replacement and repair of existing sidewalks in the

parking area that do not meet accessibility standards; replacement of the large egress 

stair-railing system and refinishing of the stair structure to bring it into code compliance; 

replacement of the existing bridge-railing system; site grading and storm-water 

management remediation; and repairing the main entrance canopy columns. Design is 

currently in progress and was completed in March of FY 2017. The Smithsonian 

requests $0.50 million in FY 2018 to begin construction.
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PROJECT TITLE: Fire-Alarm Panel Replacements

INSTALLATION: Multiple Facilities

LOCATION: Multiple Locations

FY 2018 COST ESTIMATE (Thousands of Dollars) $2,000

PROJECT DESCRIPTION:

Current MXL fire-alarm panels will need to be upgraded to the new XLS panels at 

various buildings across the Smithsonian. The old MXL fire-alarm panels will be 

discontinued in September of 2018 and the parts will cease to be available once supplies 

run out. The old MXL panels will be salvaged and used for parts until all panels are 

upgraded to XLS. As many as 75 panels at various facilities throughout the Smithsonian 

require eventual replacement. The Smithsonian requests $2.0 million in FY 2018 to begin 

a phased implementation, beginning with the Smithsonian Environmental Research 

Center, the National Zoological Park, and the Hirshhorn Museum and Sculpture 

Garden. Future funding will be requested for other Smithsonian buildings, including the

National Museum of Natural History, the Donald W. Reynolds Center, and the National 

Museum of American History. 

PROJECT TITLE: Building Projects less than $1,000,000

INSTALLATION: Multiple Locations

LOCATION: Institution-wide

FY 2018 COST ESTIMATE (Thousands of Dollars): $7,500

PROJECT DESCRIPTION:

This request includes smaller individual projects of less than $1 million each, 

which usually involve capital repair or replacement of individual systems or components. 

Projects include work at the Freer Gallery of Art (FGA). In addition, this supports other 

Smithsonian operations, such as reprographic and library services, security guard 

services, collections upgrades, conservation studies, and unplanned emergency repairs. 

PROJECT TITLE: Construction Supervision and Administration

INSTALLATION: Multiple Locations

LOCATION: Institution-wide

FY 2018 COST ESTIMATE (Thousands of Dollars): $7,000

PRIOR-YEAR FUNDING: $6,750

PROJECT DESCRIPTION:

This request includes costs for permanent cost-estimating staff, the construction 

management staff required to supervise and administer construction contracts, as well as 

term and temporary staff required to perform specialized work associated with revitalization 

projects. A total of 48 FTEs will be funded from the $7.0 million. The construction managers 

directly supervise construction contractors to ensure quality work is performed safely. In 
246

addition, they resolve issues that arise during construction, negotiate change orders, 

approve payments, and perform other administrative functions as contracting officers’ 

technical representatives (COTRs). These necessary “owner functions” are essential to 

ensure quality work is completed safely, on time, and within budget. 

This request also funds five contract specialists who support the procurement 

process for acquiring the necessary contract services to execute the Facilities Capital 

Program. These five positions provide essential expertise to ensure the timely award of 

planning, design, and construction contracts for the Facilities Capital Program.

FACILITIES PLANNING AND DESIGN 

Feasibility studies, needs assessments, and design for capital projects are 

required before site work can take place. This category includes all costs for contract 

facility master planning, preliminary and final design for all revitalization and construction 

projects, special studies, and a small amount for facility engineering, capital leveraging, 

and research activities, similar to operations at the Department of Defense and the 

National Aeronautics and Space Administration (NASA). The funding will enable

development of project baselines, including costs, scope, and schedules, prior to 

receiving funds to perform the work. 

In order to plan and design ahead of Capital Program execution, funding of 10 to 

15 percent of the following year’s program is required each year. The funding 

requested for FY 2018 will provide necessary planning and design to the 35 percent 

stage for most projects included in the planned FY 2019 program, and will complete 

design for projects planned for FY 2018. This will move the Institution closer to meeting 

the National Academy of Public Administration’s (NAPA) recommendation that firm 

baselines be established before funding requests to provide more accurate cost 

estimates and to enable timely award of construction contracts upon receipt of futureyear funding. 

The Institution requests a total of $27,000,000 for planning and design in

FY 2018. These funds will be used to design several major revitalization projects at the 

Smithsonian Institution Building (SIB) ($5.0 million); National Museum of Natural History 

($2.5 million); National Zoological Park ($3.0 million); Hirshhorn Museum and Sculpture 

Garden ($3.0 million); and the National Museum of American History ($3.9 million). The 

request also includes funding to prepare designs for numerous smaller revitalization 

projects, including security upgrades and master planning ($9.6 million). This budget 

request will also enable the Smithsonian to prepare comprehensive master planning 

studies to guide future facilities decisions, and other studies to ensure more effective use 

of existing space.
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CONSTRUCTION PROJECTS

PROJECT TITLE: Construct Collections Storage Module

INSTALLATION: National Air and Space Museum (NASM) — Udvar-Hazy Center (UHC)

LOCATION: Chantilly, Virginia

FY 2018 COST ESTIMATE (Thousands of Dollars): $10,000

PRIOR-YEAR FUNDING: $40,000

FUTURE-YEAR FUNDING: $0

Total $50,000

BACKGROUND: 

An exhaustive evaluation of the Smithsonian’s collections storage space has 

identified the Garber collections storage site, originally constructed as 10- to 15-year 

temporary buildings in the 1950s, as having almost half of the Smithsonian’s unacceptable 

collections space. Much of the more than 384,700 square feet of space at Garber, of which 

approximately 233,000 square feet houses NASM artifacts, is either not up to code 

requirements for structural support or is compromised by hazardous materials in and 

around the collections.

The expansion of collections storage space at the Smithsonian’s Dulles site 

establishes a permanent facility to take collections from the aging buildings of the Garber 

facility, which are being phased out after more than 60 years of service. Two three-story 

collections storage modules for medium- and large-size objects, and one single-story 

collections storage hangar for air and spacecraft, are proposed for construction adjacent to 

the NASM Udvar-Hazy Center (UHC) in Chantilly, Virginia.

 

These are the first modules of a larger Dulles Collections Center (which will total 

approximately 237,000 gross square feet), and will enable NASM to move a significant 

number of its remaining collections out of the Paul E. Garber Facility in Suitland, Maryland, 

as well as provide improved collections storage facilities.

 

PROJECT JUSTIFICATION:

As NASM proceeds with the move of collections out of Garber in accordance with 

its long-term strategy for collections consolidation at the Dulles site, it has determined that 

the Museum will run out of space for medium-size objects in the existing Udvar-Hazy 

Center in 2017.

 

Construction of the first storage module of approximately 124,000 gross square feet 

is required to support the continued move out of Garber. Furthermore, in the near term, 

the first storage module will also serve the immediate need for temporary collections swing 

space during the upcoming NASM National Mall Building (NMB) Envelope and 

Infrastructure Revitalization project (projected for FYs 2018–2023).
248

The April 2015 feasibility study for collections swing space identified a critical need 

for at least 40,250 net square feet of off-site space for exhibit collections for the duration of 

the NASM-NMB Envelope and Infrastructure Revitalization project. Relocation of artifacts 

off site significantly reduces the risk of damage to the collections during the building-wide 

renovation. The strategy also minimizes the number of collections that would require 

expensive “protect-in-place” enclosures during the renovations. 

PROJECT DESCRIPTION: 

The Smithsonian received $40 million in FY 2017 to begin construction of Storage 

Module 1. In FY 2018, the Smithsonian requests the $10 million balance of the project to 

complete the construction, fit-out, and support collections moves. The new facility 

(approximately 124,000 gross square feet) will provide approximately 108,000 square 

feet of collections storage space within an energy-efficient building envelope, with the 

appropriate temperature and humidity controls meeting Smithsonian standards for 

collections storage.

PROGRESS TO DATE:

Design work began in 2015 and was completed at the end of 2016. The 

construction contract procurement was completed in May of 2017 and the notice to begin 

work on site is expected in June of 2017. 

IMPACT OF DELAY:

Delaying the completion of construction of this critical collections storage facility 

would have a two-fold impact. First, it would set back the start of the NASM-NMB 

Envelope and Infrastructure Revitalization project. As stated earlier, the Dulles 

Collections Storage Module 1, in the near term, will serve the immediate need for 

temporary collections swing space during the upcoming NASM-NMB revitalization. 

Secondly, such a delay would halt the ongoing relocation of NASM collections out of the 

Garber facility to more appropriate and accessible storage space.
Board of Regents

Secretary

General Counsel

Office of the Regents

Inspector General

Under Secretary for 

Museums & Research/Provost

Under Secretary for Finance & 

Administration/Chief Financial 

Officer

Assistant Secretary 

Education & Access

Assistant Secretary 

Communications & External 

Affairs

Assistant Secretary 

Advancement

Director, Equal Emp.

& Minority Affairs

Co

National 

N

Sm

S

Contracting & Personal Property Management 

Finance & Accounting

Human Resources 

Information Technology 

Investments

Planning, Management, & Budget 

Policy & Analysis

Smithsonian Enterprises 

Smithsonian Exhibits

Smithsonian Facilities 

Smithsonian Security

Sponsored Projects

Board of Regents

249
250

VISITS TO THE SMITHSONIAN

FYs 2012–2016

MUSEUM FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

MALL

SI Castle 1,453,220 1,405,651 1,158,617 1,103,499 1,094,311

A&I Building1 0 0 0 0 56,427

Natural History 7,378,612 8,281,983 7,047,560 7,049,730 6,942,276

Air and Space/ 

Silver Hill 

6,907,969 7,167,075 6,377,840 6,902,206 7,354,352

American Indian 1,605,547 1,444,279 1,260,756 1,307,568 1,120,359

Freer Gallery 567,183 401,101 357,282 389,113 88,989

Sackler Gallery 400,950 225,053 192,132 155,998 187,473

African Art 405,441 227,547 180,608 226,743 209,239

Ripley Center 519,878 226,052 140,701 156,318 155,548

American History 4,764,131 4,978,559 3,971,987 4,100,718 3,849,115

Hirshhorn 722,008 717,663 514,922 658,312 647,915

African American 

History and Culture2

0 0 0 0 83,802

OFF MALL

DW Reynolds 

Center (AA/PG)

1,078,774 1,063,299 1,075,866 1,265,223 1,224,282

Anacostia 37,952 37,611 37,440 32,983 28,458

Cooper Hewitt

3 328 0 0 218,840 408,846

American Indian4

(Heye Center/CRC)

422,665 602,056 554,063 514,527 472,124

Renwick5

National Zoo 

175,183

2,237,922

138,951

2,092,824

17,199

2,304,129

0

2,194,194

829,735

2,593,559

Postal 325,571 284,971 363,802 401,124 359,562

Udvar-Hazy Center 1,324,297 1,366,322 1,214,284 1,529,293 1,592,416

TOTAL 30,327,631 30,660,997 26,769,188 28,206,389 29,298,788

1 The Arts and Industries (A&I) Building closed to the public in January 2004 and hosts special events only.

2 The National Museum of African American History and Culture opened in September 2016.

3 The Cooper Hewitt, Smithsonian Design Museum closed to the public in October 2011 for phase two of the 

Carnegie Mansion renovation project and reopened in December 2014.

4

Includes the George Gustav Heye Center in New York City and the Cultural Resources Center (CRC) in 

Suitland, Maryland.

5 The Renwick Gallery closed to the public in December 2013 and reopened in November 2016.
251

TRUST FUNDS

In addition to support provided by federal appropriations, the Smithsonian

Institution receives and generates trust funds to expand and enrich its programs.

Trust funds are used to leverage the Smithsonian’s research capacity through 

partnerships with federal agencies, universities, non-Governmental 

organizations, industry, and other private organizations, both national and 

international. Trust funds will be raised to renovate and modernize exhibits 

throughout the Institution. The following provides an overview of the current 

sources of trust funds.

The Institution’s trust funds include general trust funds with limited or no 

restrictions on their use, funds restricted by the donor or sponsor, and 

Government grants and contracts. Projections are subject to the uncertainty of 

the size of donations, grants, and contracts; to fluctuations in visitor attendance;

and to the volatility of the economy, which together directly affect the return on 

the endowment, short-term interest income, and donor giving, as well as 

restaurant, magazine, catalogue, and museum shop revenues, memberships, 

and other business activities. The Institution’s gross operating revenue, less the 

expenses of the auxiliary activities, represents the net operating revenue 

available for programmatic and related purposes. The following table 

summarizes the sources of trust operating funds.

(Dollars in Millions)

FY 2015

Actuals

FY 2016

Actuals

FY 2017

Estimates

General Trust 85.7 87.5 85.6

Donor/Sponsor-Designated 250.2 326.1 237.2

Government Grants and Contracts 126.0 119.6 150.0

Total Available for Operations $461.9 $533.2 $472.8

SOURCE AND APPLICATION OF TRUST FUNDS — The following sections 

describe the sources of each category of trust funds as well as a general account 

of how they are used.

General Trust Funds — The sources of general trust funds are 

investment income; payout from unrestricted endowments; net proceeds from the 

museum shops, catalogues, and food service concessions; sales of Smithsonian 

books, records, and other products based on designs and objects in the 

collections; theater/planetarium operations at the National Air and Space 

Museum and the Samuel C. Johnson IMAX Theater in the National Museum of 

Natural History; licensing fees from the Smithsonian Channel and student travel 

programs; rental of exhibitions of the Smithsonian Institution Traveling Exhibition 

Service; membership programs (including subscriptions to Smithsonian and Air 

and Space magazines); the sale of posters, exhibition brochures, catalogues, 
252

and other publications; and admission fees. Projected sources of FY 2017

general trust funds total $85,600,000. These funds are used to support 

administrative programs such as central management, legal counsel, accounting, 

personnel, contracting, and budget, as well as fund raising, education, research 

and public programs, scholarly studies, and exhibitions.

Donor/Sponsor-Designated Funds — Designated trust funds include 

gifts, grants, and earnings on endowments from individuals, foundations, 

organizations, and corporations which specify the purpose of the funds. 

Designated funds in FY 2017 are projected to total $237,200,000. Generally, 

these funds support a particular exhibition or program, or are used to manage the 

Smithsonian collections and/or support research projects in accordance with the 

Institution’s mission.

Government Grants and Contracts — Various Government agencies 

and departments provide grants and contracts for specific projects that align with

the Smithsonian’s expertise in a particular area of science, history, art, or 

education. For FY 2017, Government grants and contracts are projected to total 

$150,000,000. Of this amount, $89,000,000 is planned for astrophysical research 

and development programs carried out by the Smithsonian Astrophysical 

Observatory.
253

APPROPRIATION LANGUAGE AND CITATIONS

The Act of August 10, 1846, codified within 20 U.S.C. §§ 41–70, established 

the Smithsonian Institution “for the increase and diffusion of knowledge,” and provided 

the organizational structure for the Institution’s administration. The mission of the 

Smithsonian Institution has remained unchanged throughout its 171-year history, 

although additional authority for many of the Institution’s programs and operations has 

been enacted over the years. Selected provisions of those statutes, along with 

selected provisions of the Smithsonian charter and prior-year appropriations acts, are 

cited below as authority for the Smithsonian Institution’s FY 2016 appropriations

language. 

Appropriation: Salaries and Expenses

1. For necessary expenses of the Smithsonian Institution, as authorized by law, 

including research in the fields of art, science, and history;

20 U.S.C. § 50 provides that “...all objects of art and of foreign and 

curious research, and all objects of natural history, plants, and geological 

and mineralogical specimens...shall be so arranged and classified...as 

best to facilitate the examination and study of them...” 

20 U.S.C. § 53a provides that “Appropriations are hereby authorized 

for...the making of solar observations at high altitudes...” 

20 U.S.C. § 69 provides that “The Secretary of the Smithsonian 

Institution is hereby authorized...to continue independently or in 

cooperation anthropological researches among the American Indians 

and the natives of lands under the jurisdiction or protection of the United 

States...” 

20 U.S.C. § 75b(b) provides that “The [National Portrait] Gallery shall 

function as a free public museum for the exhibition and study of 

portraiture and statuary depicting men and women who have made 

significant contributions to the history, development, and culture of the 

people of the United States and of the artists who created such 

portraiture and statuary.” 

20 U.S.C. § 76bb(c) provides that “The Joseph H. Hirshhorn Museum 

and Sculpture Garden...shall be used for the storage, exhibition, and 

study of works of art...” 

20 U.S.C. § 77a provides that “Said national air and space museum 

shall...provide educational material for the historical study of aviation and 

space flight.” 
254

20 U.S.C. § 78 provides that “The Secretary of the Smithsonian 

Institution is hereby authorized to cooperate with any State, educational 

institution, or scientific organization in the United States, for continuing 

paleontological investigations...” 

20 U.S.C. § 80m(a)(3) provides that “(a)...the Board [of Regents] may--

...(3) conduct programs of research and education [in the Museum of 

African Art]...”

20 U.S.C. §§ 80q-1(b)(1) & (3) provide that “(b)The purposes of the 

National Museum [of the American Indian] are to-- (1) advance the study 

of Native Americans, including the study of language, literature, history, 

art, anthropology, and life;...(3) provide for Native American research 

and study programs...”

20 U.S.C. § 80r-2(b)(1) provides that “(b) The purpose of the [National] 

Museum [of African American History and Culture] shall be to provide 

for-- (1) the collection, study and establishment of programs relating to 

African American life, art, history and culture that encompass [certain 

periods of the African American diaspora]...”

2. development, preservation, and documentation of the National Collections;

20 U.S.C. § 50 provides that “...all objects of art and of foreign and 

curious research, and all objects of natural history, plants, and geological 

and mineralogical specimens...shall be delivered to such persons as 

may be authorized by the Board of Regents to receive them, and shall 

be so arranged and classified...as best to facilitate the examination and 

study of them...” 

20 U.S.C. § 50a provides that “The Smithsonian Institution is . . . 

authorized to include in its estimates of appropriations such sums as 

may be needful for the preservation and maintenance of the [John 

Gellatly art] collection.” 

20 U.S.C. § 59 provides that “All collections of rocks, minerals, soils, 

fossils, and objects of natural history, archaeology, and ethnology...when 

no longer needed for investigations in progress shall be deposited in the 

National Museum.” 

20 U.S.C. § 69 provides that “The Secretary of the Smithsonian 

Institution is hereby authorized...to continue independently or in 

cooperation...the excavation and preservation of archaeological 

remains.” 
255

20 U.S.C. § 75e(1) provides that “...the Board [of Regents] may-- (1) 

purchase, accept, borrow, or otherwise acquire portraiture, statuary, and 

other items for preservation, exhibition, or study.” 

20 U.S.C. § 76c(b) provides that “...the Regents are hereby 

authorized...to acquire (by purchase or otherwise) and sell contemporary 

works of art or copies thereof...” 

20 U.S.C. § 76cc(a) provides that “There is established in the 

Smithsonian Institution a Board of Trustees...which shall have the sole 

authority (i) to purchase or otherwise acquire (whether by gift, exchange, 

or other means) works of art for the Joseph H. Hirshhorn Museum and 

Sculpture Garden...” 

20 U.S.C. § 77a provides that “Said national air and space museum 

shall...collect, preserve, and display aeronautical and space flight 

equipment of historical interest and significance...”

20 U.S.C. § 80a(a) provides that “...the Smithsonian Institution shall 

collect, preserve, and exhibit military objects of historical interest and 

significance.” 

20 U.S.C. §§ 80m(a)(1) & (2) provide that “(a)...the Board [of Regents] 

may-- (1) purchase, accept, borrow or otherwise acquire additional 

works of art or any other real or personal property for the Museum [of 

African Art]; (2) preserve, maintain, restore...or otherwise hold any 

property of whatsoever nature acquired...” 

20 U.S.C. § 80q-1(b)(2) provides that “(b) The purposes of the National 

Museum [of the American Indian] are to--...(2) collect, preserve, and 

exhibit Native American objects of artistic, historical, literary, 

anthropological, and scientific interest...” 

20 U.S.C. § 80r-2(b)(3) provides that “(b) The purpose of the [National] 

Museum [of African American History and Culture] shall be to provide 

for-- ...(3) the collection and study of artifacts and documents relating to 

African American life, art, history, and culture...”

20 U.S.C. § 81 provides that “The National Zoological Park is placed 

under the direction of the Regents of the Smithsonian Institution, who 

are authorized to transfer to it any living specimens, whether of animals 

or plants, in their charge, to accept gifts for the park...[and] to make 

exchanges of specimens...” 
256

3. presentation of public exhibits and performances;

20 U.S.C. § 75b(b) provides that “The [National Portrait] Gallery shall 

function as a free public museum for the exhibition and study of 

portraiture and statuary...” 

20 U.S.C. § 76c(b) provides that “In order to encourage the development 

of contemporary art and to effect the widest distribution and cultivation in 

matters of such art, the Regents are hereby authorized to...conduct 

exhibitions...” 

20 U.S.C. § 76bb(c) provides that “The Joseph H. Hirshhorn Museum 

and Sculpture Garden...shall be used for the storage, exhibition, and 

study of works of art...” 

20 U.S.C. § 77a provides that “Said national air and space museum 

shall...collect, preserve, and display aeronautical and space flight 

equipment of historical interest and significance...” 

20 U.S.C. § 80a(a) provides that “...the Smithsonian Institution shall 

collect, preserve, and exhibit military objects of historical interest and 

significance.” 

20 U.S.C. § 80m(a)(2) provides that “(a)...the Board [of Regents] may--

...(2)...display...any property of whatsoever nature acquired [for the 

Museum of African Art]...” 

20 U.S.C. § 80q-1(b)(2) provides that “(b) The purposes of the National 

Museum [of the American Indian] are to--...(2) collect, preserve, and 

exhibit Native American objects of artistic, historical, literary, 

anthropological, and scientific interest...”

20 U.S.C. § 80r-2(b)(3) provides that “(b) The purpose of the [National] 

Museum [of African American History and Culture] shall be to provide 

for-- ...(3) the collection and study of artifacts and documents relating to 

African American life, art, history, and culture...”

4. collection, preparation, dissemination, and exchange of information and 

publications; 

20 U.S.C. § 53a provides that “Appropriations are hereby authorized 

for...preparation of manuscripts, drawings, and illustrations for 

publications.”
257

5. conduct of education, training, and museum assistance programs;

20 U.S.C. §§ 65a(a)(1),(3) & (4) provide that “(a)The Director of the 

National Museum under the direction of the Secretary of the Smithsonian 

Institution shall-- (1) cooperate with museums and their professional 

organizations in a continuing study of museum problems and 

opportunities, both in the United States and abroad;... (3) prepare and 

distribute significant museum publications; (4) perform research on, and 

otherwise contribute to, the [development of] museum techniques....”

20 U.S.C. § 77a provides that “Said national air and space museum 

shall...provide educational material for the historical study of aviation and 

space flight.”

20 U.S.C. § 79a provides that “The purpose of setting aside such an 

area [Barro Colorado Island] is to preserve and conserve its natural 

features...thus providing a place where duly qualified students can make 

observations and scientific investigations for increase of knowledge, 

under such conditions and regulations as may be prescribed by the 

[Smithsonian Institution].”

20 U.S.C. § 79e provides that “There are authorized to be appropriated 

annually...such sums as are necessary for the administration of [the 

Canal Zone Biological Area] ... and for the maintenance of laboratory or 

other facilities...”

20 U.S.C. § 80m(a)(3) provides that “(a)...the Board [of Regents] may--

...(3) conduct programs of research and education [in the Museum of 

African Art]....”

Section 2 of Public Law 114-151 (May 9, 2016), to protect and preserve 

international cultural property, provides that the Smithson Institution 

should be included in an interagency coordinating committee 

to...”consult with governmental and nongovernmental organizations... 

museums, educational institutions, and research institutions, and 

participants in the international art and cultural property market on efforts 

to protect and preserve international cultural property.”

6. maintenance, alteration, operation, lease agreements of no more than 30 

years, and protection of buildings, facilities, and approaches;

20 U.S.C. § 53a provides that “Appropriations are hereby authorized for 

the maintenance of the Astrophysical Observatory and...for repairs and 

alterations of buildings and grounds occupied by the Smithsonian 

Institution in the District of Columbia and elsewhere...” 
258

20 U.S.C. § 76ee provides that “There is authorized to be 

appropriated...such additional sums as may be necessary for the 

maintenance and operation of such [Hirshhorn] museum and sculpture 

garden.” 

20 U.S.C. § 79b(c) provides that “The ...[Smithsonian Institution] 

shall...(c) be responsible for the construction and maintenance of 

laboratory and other facilities on the area provided for the use of 

students authorized to carry on studies within the confines of the area...” 

20 U.S.C. § 80m(a)(2) provides that “(a)...the Board [of Regents] may--

...(2) preserve, maintain...any property of whatsoever nature acquired 

[for the Museum of African Art]...” 

20 U.S.C. § 81 provides that ”The National Zoological Park is placed 

under the direction of the Regents of the Smithsonian Institution, who 

are authorized...to administer and improve the said Zoological Park for 

the advancement of science and the instruction and recreation of the 

people.” Public Law 101-512 making appropriations for the Department 

of the Interior and Related Agencies for the fiscal year 1991 extended 

the maximum term for federal leases from ten years to thirty. 

7. not to exceed $ for services as authorized by 5 U.S.C. 3109;

5 U.S.C. § 3109(b) provides that “When authorized by an appropriation 

or other statute, the head of an agency may procure by contract the 

temporary (not in excess of 1 year) or intermittent services of experts or 

consultants or an organization thereof, including stenographic reporting 

services.”

8. and purchase, rental, repair, and cleaning of uniforms for employees,

5 U.S.C. § 5901(a) provides that “There is authorized to be appropriated 

annually to each agency of the Government of the United States...on a 

showing of necessity or desirability, such sums as may be necessary to 

carry out this subchapter. 

40 U.S.C. § 6306(c) provides that “The employees designated as special 

police under subsection (a) [covering the Smithsonian Institution] may be 

provided, without charge, with uniforms and other equipment as may be 

necessary for the proper performance of their duties...”

9. $_______, to remain available until September 30, 20__, except as otherwise 

provided herein;

Wording added by the Congress in Public Law 111-88 making 

appropriations for the Department of the Interior and Related Agencies 

for fiscal year 2010 to extend the availability for the Salaries and 
259

Expenses account from one year to two years unless otherwise 

provided.

10. of which not to exceed $________ for the instrumentation program, collections 

acquisition, exhibition reinstallation, the National Museum of African American 

History and Culture, and the repatriation of skeletal remains program shall 

remain available until expended; 

Wording added by the Congress in Public Law 100-446 making 

appropriations for the Department of the Interior and Related Agencies 

for fiscal year 1989 to permit the Institution to establish no-year funding 

within the Salaries and Expenses account for the development of major 

scientific instrumentation. Public Law 101-512, making appropriations for 

the Department of the Interior and Related Agencies for fiscal year 1991, 

allowed no-year funding to be used for the instrumentation program as 

well as purchases for museum collections and the repatriation of skeletal 

remains. Public Law 108-447 making appropriations for the Department 

of the Interior and Related Agencies for fiscal year 2005 allowed 

additional no-year funding for exhibition reinstallation; and the National 

Museum of African American History and Culture. 

31 U.S.C. § 1301(c)(2) provides that “(c) An appropriation in a regular, 

annual appropriation law may be construed to be permanent or available 

continuously only if the appropriation--... (2) expressly provides that it is 

available after the fiscal year covered by the law in which it appears.” 

11. and including such funds as may be necessary to support American overseas 

research centers:

Wording added by the Congress in Public Law 99-190 making 

appropriations for Other Related Agencies for fiscal year 1986. 

12. Provided, That funds appropriated herein are available for advance payments 

to independent contractors performing research services or participating in 

official Smithsonian presentations.

31 U.S.C. § 3324(b)(1) provides that (b) “An advance of public money 

may be made only if it is authorized by-- (1) a specific appropriation or 

other law...”

Appropriation: Facilities Capital

1. For necessary expenses of repair, revitalization, and alteration of facilities 

owned or occupied by the Smithsonian Institution, by contract or otherwise, as 

authorized by section 2 of the Act of August 22, 1949 (63 Stat. 623),
260

20 U.S.C. § 53a provides that “Appropriations are hereby authorized...for 

repairs and alterations of buildings and grounds occupied by the 

Smithsonian Institution in the District of Columbia and elsewhere...”

20 U.S.C. § 81 provides that “The National Zoological Park is placed 

under the direction of the Regents of the Smithsonian Institution, who 

are authorized...to administer and improve the said Zoological Park for 

the advancement of science and the instruction and recreation of the 

people.”

Public Law 108-108, making appropriations for the Department of the 

Interior and Related Agencies for fiscal year 2004, established the 

Facilities Capital appropriation. The appropriation includes activities 

formerly financed through the Repair, Restoration and Alteration of 

Facilities appropriation and the Construction appropriation.

2. and for construction,

20 U.S.C. § 53a provides that “Appropriations are hereby authorized...for 

repairs and alterations of buildings and grounds occupied by the 

Smithsonian Institution in the District of Columbia and elsewhere...” 

3. including necessary personnel,

Wording added by Congress for clarification in Public Law 108-7 making 

appropriations for the Department of Interior and Related Agencies for 

fiscal year 2003.

4. $ _________ to remain available until expended,

31 U.S.C. § 1301(c)(2) provides that “(c) An appropriation in a regular, 

annual appropriation law may be construed to be permanent or available 

continuously only if the appropriation--... (2) expressly provides that it is 

available after the fiscal year covered by the law in which it appears.”

5. of which not to exceed $ shall be for services as authorized by 5 U.S.C. 

3109.

5 U.S.C. § 3109(b) provides that “When authorized by an appropriation 

or other statute, the head of an agency may procure by contract the temporary (not in excess of 1 year) or intermittent services of experts or 

consultants or an organization thereof, including stenographic reporting 

services.”
Adjustments for FY 2017

(Dollars in Thousands)

FY 2016 

Adjusted 

Base

FY 2017 

Continuing 

Resolution 

Rescission 

FY 2017 

Continuing 

Resolution 

(CR)

Reorganizations 

and 

Reprogrammings

Ad

Unit $000s $000s $000s $000s 

MUSEUMS AND RESEARCH CENTERS

Unlocking the Mysteries of the Universe

National Air and Space Museum 19,209 -37 19,172 0 

Smithsonian Astrophysical Observatory 24,141 -46 24,095 0 

Major Scientific Instrumentation 4,118 -8 4,110 0 

Universe Consortium 184 0 184 0 

Subtotal, Unlocking the Mysteries of the Universe 47,652 -91 47,561 0 

Understanding and Sustaining a Biodiverse Planet

National Museum of Natural History 48,503 -92 48,411 0 

National Zoological Park 26,382 -50 26,332 0 

Smithsonian Environmental Research Center 3,956 -8 3,948 0 

Smithsonian Tropical Research Institute 14,166 -27 14,139 0 

Biodiversity Consortium 1,523 -3 1,520 0 

Subtotal, Understanding and Sustaining a Biodiverse Planet 94,530 -180 94,350 0 

Valuing World Cultures

Arthur M. Sackler Gallery/Freer Gallery of Art 6,111 -12 6,099 0 

Center for Folklife and Cultural Heritage 2,581 -5 2,576 0 

Cooper Hewitt, Smithsonian Design Museum 4,810 -9 4,801 0 

Hirshhorn Museum and Sculpture Garden 4,414 -8 4,406 -153 \1 

National Museum of African Art 4,399 -8 4,391 0 

World Cultures Consortium 284 -1 283 0 

Subtotal, Valuing World Cultures 22,599 -43 22,556 -153 

Understanding the American Experience

Anacostia Community Museum 2,252 -4 2,248 0 

Archives of American Art 1,880 -4 1,876 0 

National Museum of African American History & Culture 41,347 -79 41,268 0 

National Museum of American History, Behring Center 22,697 -43 22,654 0 

National Museum of the American Indian 31,726 -60 31,666 0 

National Portrait Gallery 6,200 -12 6,188 0 

National Postal Museum 1,109 -2 1,107 0 

Smithsonian American Art Museum 9,723 -18 9,705 0 

American Experience Consortium 595 -1 594 0 

Subtotal, Understanding the American Experience 117,529 -223 117,306 0 

TOTAL, MUSEUMS AND RESEARCH CENTERS 282,310 -537 281,773 -153 

261
Adjustments for FY 2017

(Dollars in Thousands)

FY 2016 

Adjusted 

Base

FY 2017 

Continuing 

Resolution 

Rescission 

FY 2017 

Continuing 

Resolution 

(CR)

Reorganizations 

and 

Reprogrammings

Ad

Unit $000s $000s $000s $000s 

MISSION ENABLING

Program Support and Outreach

Outreach 9,045 -17 9,028 0 

Communications 2,594 -5 2,589 0 

Institution-wide Programs 13,284 -25 13,259 0 

Smithsonian Exhibits 3,009 -6 3,003 15 \2 

Museum Support Center 1,866 -4 1,862 0 

Museum Conservation Institute 3,277 -6 3,271 0 

Smithsonian Institution Archives 2,253 -4 2,249 15 \3 

Smithsonian Libraries 10,654 -20 10,634 0 

Subtotal, Program Support and Outreach 45,982 -87 45,895 30 

Office of the Chief Information Officer 50,462 -96 50,366 42 \4 

Administration 34,773 -66 34,707 96 \1,2,4 

Office of the Inspector General 3,451 -7 3,444 0 

Facilities Services

Facilities Maintenance 73,877 -140 73,737 0 

Facilities Operations, Security, and Support 205,190 -390 204,800 -15 \3 

TOTAL, MISSION ENABLING 413,735 -786 412,949 153 

GRAND TOTAL, SMITHSONIAN INSTITUTION 696,045 -1,323 694,722 0 

Footnotes for FY 2017 Continuing Resolution:

\1 Transfer of $153,00 from Hirshhorn Museum and Sculpture Garden to Administration to fund budget support functions.

\2 Transfer of $15,000 from Administration to Smithsonian Exhibits for operational support.

\3 Transfer of $15,000 from Facilities Operations, Security, and Support to Smithsonian Archives to fund expenses for commercial records management 

\4 Transfer of $42,000 from Administration to Office of the Chief Information Officer to return balance of funding previously provided for an Information T

262