MINUTES OF THE BOARD OF REGENTS

September 21, 2009

ATTENDANCE

This scheduled meeting of the Board of Regents was held on Monday, September 21, 2009, at 

the National Museum of the American Indian.  The meeting included a morning session and 

executive session in conference rooms 4018–19 and an afternoon session devoted to the 

Board’s second annual public meeting in the Museum’s Rasmuson Theater.  Board Chair 

Patricia Q. Stonesifer called the meeting to order at 8:35 a.m.  Also present were: 

The Chief Justice 1 

Xavier Becerra  

Thad Cochran  

France Córdova 

Phillip Frost 2

Sam Johnson  

Robert P. Kogod 

Patrick J. Leahy

Doris Matsui  

David M. Rubenstein 

Roger W. Sant 

Alan G. Spoon  

L. Hardwick Caldwell III, Smithsonian National Board Chair 

Paul Neely, Smithsonian National Board Chair‐elect

Vice President Joseph R. Biden, Senator Christopher J. Dodd, Shirley Ann Jackson, and John W. 

McCarter Jr. were unable to attend the meeting.  

Also present were:  

G. Wayne Clough, Secretary  

Patricia L. Bartlett, Chief of Staff to the  

  Secretary  

Amy Chen, Chief Investment Officer 

Virginia B. Clark, Director of External Affairs  

Barbara Feininger, Senior Writer‐Editor for the 

Office of the Regents   

Grace L. Jaeger, Program Officer for the Office  

of the Regents  

Richard Kurin, Under Secretary for History,  

  Art, and Culture  

John K. Lapiana, Chief of Staff to the Regents  

Judith Leonard, General Counsel  

Evelyn S. Lieberman, Director of  

  Communications and Public Affairs  

Alice C. Maroni, Chief Financial Officer  

Alison McNally, Under Secretary for Finance  

  and Administration  

Scott Miller, Acting Under Secretary for  

  Science 

Carole M.P. Neves, Director of the Office of  

  Policy and Analysis  

Tom Ott, President of Smithsonian 

  Enterprises  

Nell Payne, Director of Government Relations  

Eva J. Pell, Under Secretary for Science– 

  designee 

A. Sprightley Ryan, Inspector General 

John Yahner, Speechwriter to the Secretary 

Jeffrey P. Minear, Counselor to the Chief Justice  

Evan Ryan, Assistant to the Vice President 

T.A. Hawks, Assistant to Senator Cochran 

Colin McGinnis, Assistant to Senator Dodd  

Kevin McDonald, Assistant to Senator Leahy  

Melody Gonzales, Assistant to Congressman  

Becerra  

David Heil, Assistant to Congressman Johnson  

Julie Eddy, Assistant to Congresswoman Matsui 

Charles Alcock, Director of the Smithsonian  

  Astrophysical Observatory 

Elizabeth Broun, Director of the Smithsonian  

  American Art Museum 3

Johnnetta B. Cole, Director of the National  

  Museum of African Art 3

Steven L. Monfort, Acting Director of the  

  National Zoological Park 3

_____________________________________________________ 

1  The Chancellor, Chief Justice John G. Roberts Jr., attended the afternoon public meeting. 

2  Dr. Frost attended the morning session. 

3  Drs. Broun, Cole, and Monfort participated in the presentation of the Strategic Plan.  
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MORNING PLENARY SESSION

OPENING REMARKS

Board Chair Patricia Stonesifer welcomed the attendees to the last full Board of 

Regents’ meeting of 2009.  She reminded the Regents that the meeting would 

include a morning session primarily devoted to the presentation of the Strategic 

Plan, a working lunch, and an afternoon session dedicated to the second annual 

public meeting of the Board.  She asked that most of the Regents’ committee reports 

be limited to 10 minutes to allow time for both the Board’s review of the Strategic 

Plan and the afternoon public meeting.  

Ms. Stonesifer announced that President Obama had signed France Córdova’s 

appointment to the Board of Regents on the previous Friday, September 18, 2009.  

Dr. Córdova, who had attended the two previous Regents’ meetings at the request 

of the Board, was given an official, and enthusiastic, welcome to the Board of 

Regents.   

Retiring Smithsonian National Board (SNB) Chair Hacker Caldwell, who was 

attending his last Regents’ meeting in that capacity, was thanked for his enormous 

contributions to the Board, including his participation in the search process that led 

to the appointment of Secretary Clough and as a member of the Investment 

Committee.  Asked to comment on his tenure, Mr. Caldwell said that it had been a 

privilege to serve with a Board capable of successfully navigating the enormous 

challenges and changes that faced the Smithsonian over the previous two years.  

Ms. Stonesifer welcomed SNB Chair‐elect Paul Neely, who attended the meeting at 

the invitation of the Board, and reminded the Board of Mr. Neely’s membership on 

the Strategic Planning and Programs Committee.   

Ms. Stonesifer circulated copies of a group photograph taken at the 1927 

Conference on the Future of the Smithsonian.  Participants included such historic 

figures as President Calvin Coolidge, Chief Justice and Smithsonian Chancellor 

William Howard Taft, Secretary of the Treasury Andrew W. Mellon, Secretary of 

State Frank B. Kellogg, and Secretary of Commerce Herbert C. Hoover. 

REPORT OF THE BOARD AND EXECUTIVE COMMITTEE CHAIR

Lease and Gift

Agreements for the

National Postal

Museum

Ms. Stonesifer reported that the Executive Committee had met three times since the 

last Regents’ meeting.  The Committee had provided guidance to the Secretary on 

the development of the Strategic Plan and had acted on two specific matters on 

behalf of the Board.  She reminded the Board that at its last meeting it had 

delegated to the Executive Committee the authority to authorize the execution of a 

lease agreement with the National Postal Service and to approve the terms of a gift 

agreement related to the lease transaction.  She reported that the Committee 

agreed on August 31, 2009, to provide authorization to the Secretary to execute a 

lease agreement to benefit the National Postal Museum, and approved a significant 
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gift agreement in support of the proposed expansion of the Museum.  Ms. Stonesifer 

said that the Smithsonian had subsequently completed the lease transaction under 

the terms previously reviewed by the Board and that the gift for the Museum’s 

expansion would be transformational. 

Ms. Stonesifer reported that the Executive Committee also had approved the 

submission of the fiscal year 2011 Federal budget to the Office of Management and 

Budget.  She acknowledged the Regents’ preference that Federal budget 

submissions be approved by the full Board and explained that the early deadline for 

the fiscal year 2011 budget submission had required that the Committee act on 

behalf of the Board.  She also said that the entire Board had been invited to 

participate in the August 24, 2009, meeting of the Finance Committee, during which 

the proposed budget was reviewed. 

Approval of the June 22,

2009, Meeting Minutes

The Board was asked to approve the minutes of the June 22, 2009, Meeting of the 

Board.  The motion was approved. 

See attached Resolution 2009.09.01 (Minutes of the Board of Regents, Appendix A).

Joseph Henry Award The Board then considered a motion to award the Joseph Henry Medal to Dr. Ira 

Rubinoff for his many contributions to the Smithsonian and, in particular, the 

Smithsonian Tropical Research Institute, which he had directed from 1974 to 2008.  

The Secretary explained that the Joseph Henry Medal was typically awarded to 

Smithsonian staff who have provided exceptional service to the Smithsonian and its 

mission.  He noted that an internal review of the Smithsonian’s award‐granting 

process had delayed the award of the medal to Dr. Rubinoff, who retired from the 

Smithsonian in 2008.  The motion was approved. 

See attached Resolution 2009.09.02 (Minutes of the Board of Regents, Appendix A).

REPORT OF THE SECRETARY 

The Secretary said that this meeting of the Board was especially significant for two 

reasons: the presentation to the Board of the Strategic Plan and the closing, at the 

end of the month, of an eventful fiscal year.  He noted that fiscal year 2009 had been 

characterized by both its challenges and its accomplishments, and proceeded to 

provide an overview of the important activities that had taken place in the previous 

months. 

Broadening Access

and Reaching New

Audiences

Secretary Clough reported that visitation would surpass 30 million by the close of 

the fiscal year, representing a 6 million increase from fiscal year 2008 and the 

highest visitation levels in nearly a decade.  He said that this achievement reflected 

the hard work of staff, the opening of more than 90 new exhibitions, extended 

summer hours in many museums, and the activities related to the inauguration of 

President Obama.  He added that the economic downturn also had contributed to 

the increase in visits to Smithsonian museums, as families took advantage of the 

Institution’s free admission policies.  The Board agreed that the minutes should 

reflect the Regents’ appreciation to Smithsonian staff and leadership, whose efforts 
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contributed to and supported the noteworthy increase in physical and virtual 

visitors to the Institution in fiscal year 2009.  

Highlights: Museums,

Exhibitions, and

Collections  

The Secretary then cited several Smithsonian exhibitions that opened in fiscal year 

2009: Bittersweet Harvest: The Bracero Program 1942–1964, a collaboration 

between the National Museum of American History and the Smithsonian Institution 

Travelling Exhibition Service that will travel to 29 cities across the nation; the 

National Museum of African Art exhibition Artful Animals, which reflected the 

contributions of at least four other museums; and the Ripley Center’s installation of 

Accelerate, a national juried exhibition for emerging young artists with disabilities. 

The Secretary discussed special events hosted by Smithsonian museums, noting 

that the Hirshhorn Museum and the Freer‐Sackler Galleries had each hosted two 

successful after‐hours events that reached new and younger audiences.  The 

National Air and Space Museum celebrated the 40th anniversary of the first landing 

on the moon with inspirational speeches by Apollo 11 Astronauts Buzz Aldrin, Neal 

Armstrong, and Michael Collins during one of many anniversary‐related events.   

Stating that Smithsonian now has 164 affiliates in 41 states, the District of 

Columbia, Panama, and Puerto Rico, Secretary Clough said that Senator Leahy had 

spoken at the national affiliates reception, which was also attended by Senator 

Cochran and other members of Congress. 

He directed the Regents’ attention to the report “Highlights from the Collections,”  

and also reported progress on the Institution’s efforts to digitize and expand Web 

access to its collections. 

Awards and

Recognition

The Secretary mentioned several awards that recently recognized Smithsonian staff 

or staff initiatives: SmithsonianEducation.org was selected as a Landmark Web Site 

in the American Association of School Librarians’ list of Best Web Sites for Teaching 

and Learning; Dig It! The Secrets of Soil, a collaboration between the National 

Museum of Natural History and the Smithsonian Environmental Research Center, 

was selected to receive the Renewable Natural Resources Federation’s 2009 

Outstanding Achievement Award; And Manjula Kumar of the Smithsonian Center 

for Education and Museum Studies received the Mahatma Ghandi Memorial 

Foundation’s Fellowship of Peace Award.  The 2009 Eminent Ecologist Award, one 

of the highest honors in its field, was given to Smithsonian Tropical Research 

Institute scientist Stephen Hubbell by the Ecological Society of America.  Dr. 

Hubbell’s nomination included letters of support from former Pulitzer Prize 

winners Jared Diamond and E.O. Wilson.   

Trust Budget Update Secretary Clough then updated the Board on the Trust budget and the Institution’s 

revenue‐generating activities.  He reported that the Smithsonian’s budgets continue 

to be challenging, but said that the Institution was poised to finish fiscal year 2009 

on a positive note.  The Central Trust budget anticipated a $2 million surplus at the 

end of fiscal year 2009, which would be applied to the Central Trust’s share of the 

fiscal year 2010 debt service. 

The Secretary said that, despite the weak economy, philanthropic gifts to the 

Smithsonian in fiscal year 2009 were anticipated to total $110 million and that  
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many had been directed towards strategic objectives.  Smithsonian retail sales, 

which provide critical funding for the Central Trust budget, generated $26 million 

in net gain in fiscal year 2009, an unanticipated increase of 17 percent.  The 

Secretary expressed his appreciation for the extraordinary efforts of Smithsonian 

Enterprises (SE) and SE President Tom Ott.   

The Secretary also noted his gratitude for the Investment Committee’s management 

of the Smithsonian’s Endowment.  He said that the Endowment was anticipated to 

close fiscal year 2009 at about $810 million because of the downturn in global 

markets.  Although this figure represented a 19 percent drop from the 

Endowment’s peak, it compared favorably to other endowments in the Institution’s 

peer universe, some of which suffered declines of 30 percent during the same 

period.  He also noted the Finance Committee’s contributions to the management of 

the Endowment’s payout.   

Commenting on funding received from grant and contract awards, Secretary Clough 

first compared funding for activities unrelated to the Smithsonian Astrophysical 

Observatory (SAO) in fiscal years 2008 and 2009.  He said that 366 proposals in 

fiscal year 2008 had resulted in awards totaling $44.8 million.  In fiscal year 2009, 

450 proposals had resulted in awards totaling $63.3 million, a 41 percent increase 

over awards received in fiscal year 2008 and a 22 percent increase in proposals.  

The Secretary noted that the leadership of Under Secretary for History, Art and 

Culture Richard Kurin contributed to the increase in proposal submissions. 

Regarding SAO grant and contract awards, the Secretary said that 333 proposals 

had been submitted in fiscal year 2009, resulting in $102.3 million in awards for the 

Smithsonian.  He noted that SAO also was the remaining competitor for a  

$550 million award that, if received, would be directed towards the operation of the 

Chandra X‐ray Observatory.  The Secretary said that the overall increase in grant 

submissions and awards strengthened the Institution’s fiscal base and reflected the 

outstanding talents and entrepreneurial initiatives of Smithsonian staff.   

The Secretary said that estimates for future Trust budgets were conservative and 

that the Institution would maintain the budgetary restraints implemented in the 

fiscal year 2009 Trust budget.  He said that two budget teams charged with 

reassessing the management of the Smithsonian’s Trust budget, the Zero‐Based 

Central Trust Budget Committee and the Revenue‐Generating Committee, would 

soon provide reports of their recommendations to the Board.  He reported that the 

Institution had recently received approval from the Office of Personnel 

Management to offer early retirement packages to Federal employees, and that 

both Federal and Trust employees would be offered buyout incentives. 

Federal Budget Updates Discussing the Smithsonian’s fiscal year 2010 Federal budget, the Secretary 

reported that the House had passed a budget of $759 million.  The budget was 

subsequently approved in Senate committee and was awaiting floor action.  The 

Secretary explained that both Congressional bills reflected a 6 percent increase in 

funding over the Smithsonian’s fiscal year 2009 budget and would fully fund new 

initiatives that reflect the Strategic Plan, such as digitization efforts, Web access, 

and the Smithsonian Institution Global Earth Observatories (SIGEO).  He said that it 

was anticipated that Federally mandated salary increases would be held at  
6 

2 percent and that both budgets included $125 million for major facilities 

revitalization projects, such as the Arts and Industries building and the new 

National Museum of African American History and Culture. 

The Secretary then addressed the fiscal year 2011 Federal budget submission 

process.  The Office of Management and Budget’s (OMB) original budget guidance 

had called for the submission of two budgets: one that was flat with the fiscal year 

2010 budget and one that reflected a 5 percent decrease.  He explained that 

successful negotiations with OMB had resulted in the Smithsonian’s submission of a 

third, needs‐based budget.  He added that the six million increase in Smithsonian 

visitorship in fiscal year 2009 had strengthened the Institution’s case for a needs‐

based budget.  

Closing Remarks Secretary Clough noted that an initiative to identify operational best‐practices was 

in progress.  He also updated the Regents on the Institution’s asbestos‐related 

issues, saying that analyses were ongoing and on track, reviews of the Institution’s 

asbestos‐related policies and procedures had not revealed any issues, and relevant 

employee surveys and interviews were in progress.   

The Secretary welcomed Dr. Eva Pell, Senior Vice President and Dean of 

Pennsylvania State University, who will assume the position of Under Secretary for 

Science in January 2010.  He also thanked Dr. Charles Alcock, Smithsonian 

Astrophysical Observatory Director and former Acting Under Secretary for Science, 

and Dr. Scott Miller, the current Acting Under Secretary for Science, for their 

leadership contributions.   

REPORT OF THE AUDIT AND REVIEW COMMITTEE

Audit and Review Committee member Robert Kogod provided the Committee’s 

report on behalf of Committee Chair John McCarter.  The Committee met on 

September 8, 2009, and received several updates before it held separate executive 

sessions with the Smithsonian’s independent auditors, the General Counsel, the 

Inspector General, and the Chief Financial Officer, after which it met alone. 

Report of the

Smithsonian’s

Independent Auditors

Mr. Kogod reported that the Smithsonian’s independent auditors, KPMG, provided 

the Committee with the audit plan for fiscal year 2009.  He said that two new 

accounting pronouncements would be applied to the Smithsonian’s fiscal year 2009 

audit: one that would apply to the Institution’s Endowment and another that would 

apply to the adoption of accounting standards regarding the fair value 

measurement of nonmarketable, or alternative, investments.  He said that the most 

significant impact of the new pronouncements would be the addition of several 

pages of disclosures to the Institution’s financial statements.

Mr. Kogod said that the overall audit plan for fiscal year 2009 was similar in scope 

to the prior year’s audit.  He said that KPMG, which began its interim audit work in 

July 2009, would meet the November 16, 2009, filing date for Federal financial 

reports.  KPMG noted it would continue working closely with the Office of the 

Inspector General and, at the request of the Inspector General, again would conduct 
7 

a review of Smithsonian Enterprises’ net gain.  Mr. Kogod explained that these 

figures are used by the Regents’ Compensation and Human Resources Committee to 

determine certain staff incentive payments.   

The Committee also was informed that KPMG’s separate audit of government 

grants and contracts awarded to the Smithsonian for fiscal year 2008 had received 

an unqualified opinion with one immaterial noncompliance item note.  Mr. Kogod 

reported that that the matter had since been resolved by the Institution. 

Report of the Inspector

General

Mr. Kogod said that the Committee next received an update from Inspector General 

Sprightley Ryan.  The Committee discussed at length a recent audit concerning the 

proper use of certain maintenance funds for an unplanned capital improvement 

project.  He said that management had disagreed with the findings of the audit but 

had agreed with the Inspector General’s recommendations for funding decision‐

making policies and procedures, including associated documentation.  Ms. Ryan 

also presented her audit plan for the coming year and was asked by the Committee 

to focus on the security of the Smithsonian’s collections, including that of the 

Smithsonian Institution Libraries. 

Report of the Chief

Financial Officer

Mr. Kogod then reported on Chief Financial Officer Alice Maroni’s report to the 

Committee.  Ms. Maroni updated the Committee on the status of KPMG’s 

management letter for fiscal year 2008 and reported that the resolution of each of 

the identified issues scheduled to be completed was either closed or on schedule to 

be closed during fiscal year 2009.  

Ms. Maroni updated the Committee on the status of the internal controls 

improvement project.  She reminded the Committee that the review of the internal 

controls environment associated with 23 separate financial processes had 

identified five processes as high risk.  Remediation plans were developed to 

address the weaknesses for all 23 processes and critical milestones in the 

remediation plans for all five high‐risk areas will be met in fiscal year 2009.  

Remediation plans for the remaining moderate‐ and low‐risk areas were under 

review.  

Mr. Kogod said that the Committee was informed that the review of internal 

controls had shown that some of the efforts to improve internal control 

environments were ahead of schedule, whereas unanticipated issues had adversely 

affected the remediation plans for other financial processes.  He said that the Chief 

Financial Officer was especially concerned about the pending impact of new 

external financial reporting requirements and the increase in requirements to 

comply with the data security standards being imposed by the credit card industry 

for all merchant card accounts.  Mr. Kogod said both issues were a high priority to 

the financial staff and that management had approved funding to support efforts to 

strengthen the Institution’s financial control environment. 

REPORT OF THE FINANCE COMMITTEE 

Finance Committee Chair Roger Sant presented the Committee’s report.  The 

Committee previously met on August 24, 2009, to review several important topics.  
8 

Two Regents who were not Committee members also participated in the 

discussion.   

Fiscal Year 2010

Federal and Trust

Budgets

Mr. Sant reported that the Committee first reviewed the proposed fiscal year 2010 

Federal and Trust budgets.  He said that management had based the Federal budget 

on the fiscal year 2010 budget request submitted to Congress in February 2009 and 

that it was assumed that the budget would be approved.  Mr. Sant also said that the 

Central Trust budget in fiscal year 2010 had been balanced as a result of four major 

initiatives.  Noting that some of the decisions could be controversial, he outlined 

them for the Board. 

Funding the National

Campaign

Mr. Sant said that management had proposed a special Endowment payout to fund 

the expenses of the planned national campaign, which he said was estimated to be 

about $3.1 million for fiscal year 2010.  He said that management had 

recommended a payout not to exceed $2.5 million, which would be combined with 

the remainder of the funds previously made available to the campaign for expenses.  

Mr. Sant said that the Finance Committee approved the proposed payout, subject to 

the approval of the proposed expenses by the Advancement Committee, and that 

that committee had subsequently approved the proposed national campaign 

program and items budgeted for it. 

The Smithsonian

Associates

Mr. Sant then reported that the Committee also had discussed at length 

management’s proposal to initiate a study and restructuring of The Smithsonian 

Associates (TSA), a popular program that sponsors fee‐based seminars, tours, and 

lectures for the local metropolitan Washington audience.  He explained that the 

intention of the plan would be to move TSA from a loss‐generating operation to one 

that broke even or better.  Under the terms of the proposal, TSA would be 

dramatically restructured or closed down if it could not generate sufficient 

revenues.  Mr. Sant said that the recommendation also had been reviewed and 

approved by the Strategic Planning and Programs Committee. 

Trust Revenue Targets Mr. Sant said that the third initiative designed to balance the fiscal year 2010 Trust 

budget was management’s decision to issue revenue targets to the Trust Finance 

Implementation teams.  He said that the budget assumed $650,000 in new revenue 

streams during fiscal year 2010, and explained that the new monies would be 

generated by conducting a special events pilot program in the Castle, charging a 

small fee for the goSmithsonian guide, and implementing a more robust overhead 

recovery program. 

Personnel Initiatives A fourth proposal to support balancing the fiscal year 2010 Trust budget was 

discussed by the Committee.  Mr. Sant said that management had originally 

proposed three personnel initiatives—a pay freeze for Trust‐funded staff, a buyout 

program for Federal and Trust staff, and a Trust hiring freeze— and that the 

Committee had approved the inclusion of all three in the budget, contingent upon 

the Compensation and Human Resources Committee’s approval of the pay freeze.  

He reported, however, that three positive changes in the Central Trust budget had 

occurred subsequent to the Finance Committee’s meeting.  He explained that the 

sum of the changes had restored enough flexibility in fiscal year 2010 to fund 

modest pay increases for non‐senior and senior level Trust‐funded staff and that a 

final decision regarding these increases would be made in December 2009. 
9 

After summarizing the Committee’s discussions about the fiscal year 2010 Federal 

and Trust budgets, Mr. Sant asked the Board to consider three motions that the 

Finance Committee had approved and forwarded to the Board: a motion to approve 

the budget and expenditure of fiscal year 2010 appropriated funds, a motion to 

approve the fiscal year 2010 Trust budget, and a motion to approve a payout from 

the Endowment to fund the fiscal year 2010 expenses for the planned national 

campaign.  The three motions were approved en bloc.  

See attached Resolutions 2009.09.03–2009.09.05 (Minutes of the Board of

Regents, Appendix A).

Fiscal Year 2011

Federal Budget

Mr. Sant then spoke of the Committee’s review of the proposed three‐level fiscal 

year 2011 Federal budget request that had been submitted to the Office of 

Management and Budget (OMB) the previous week.  He noted that the process of 

building the Federal budget had been highly unusual for the Smithsonian this year: 

OMB had requested that the Smithsonian submit two budgets: one frozen at the 

fiscal year 2010 request level and a second that reflected a 5 percent reduction 

from the fiscal year 2010 request. 

Mr. Sant said that the Smithsonian had negotiated with OMB for the opportunity to 

submit a proposed “requirements budget” that included increases for necessary 

expenses and programmatic initiatives.  He spoke of the anticipated impact of the 

other two budgets on the Smithsonian’s units, including departments, programs, 

and research initiatives, as well as cuts to the Institution’s facilities maintenance 

efforts.   

He noted that all three budgets assumed that $24 million of Legacy Funds would be 

available in fiscal year 2011 for the renovation of the Arts and Industries building, 

which would require that the Smithsonian raise $24 million in matching private 

funds.  The budgets also assumed that OMB would support funding outside of the 

constraints of the two budgets submitted—the freeze budget and the 5 percent 

reduction budget—to support construction funding for the National Museum of 

African American History and Culture. 

Mr. Sant also reported that the Committee reviewed the Institution’s fiscal year 

2009 year‐end budget forecast, as well as Smithsonian Enterprises’ fiscal year 2009 

performance and proposed fiscal year 2010 budget. 

Report of the

Investment Committee

Mr. Sant explained that the time constraints of this meeting required that the 

Investment Committee’s update on the Smithsonian’s Endowment be included in 

the Report of the Finance Committee.  He then asked Chief Investment Office Amy 

Chen to report on that Committee’s activities. 

Ms. Chen reported that as of June 20, 2009, the Endowment’s preliminary market 

value was $818.3 million.  She said that the Committee’s efforts had contributed to 

the Smithsonian’s ability to successfully navigate the markets’ unprecedented 

volatility, exceed its benchmark return, and favorably compare to peer funds.  She 

said that the Endowment’s liquidity had been effectively managed, allowing it to 

avoid the shortcomings that befell many other endowments and foundations during 

this period.  She also noted that the second phase of the Tactical Asset Allocation 

Implementation Plan had been completed. 
10 

Ms. Chen then outlined the plans for Endowment’s management for the remainder 

of calendar year 2009.  She said that the third phase of the Tactical Asset Allocation 

Implementation Plan was being assessed in response to the sizable rebounds in the 

credit and equity markets and that the implementation of the private equity and 

real asset program would continue.  Private equity, hedge fund, and real estate 

investment valuations would be reviewed to assure compliance with FAS 157, the 

Financial Accounting Standards Board’s recently implemented standard regarding 

fair value measurements.  Ms. Chen noted that one of two open investment officer 

staff positions in her office had been filled and that a technology upgrade initiative 

would be completed with the implementation of a contact management system.  

  

Discussion The Board discussed the annual schedule of Regents’ meetings in relation to the 

preparation of the Smithsonian’s Federal budget for the Office of Management and 

Budget.  Ms. Stonesifer noted that OMB’s deadline currently conflicts with the 

schedule of Regents’ meetings, precluding the review of the Federal budget 

submission during a regularly scheduled Board meeting.  She inquired about the 

Board’s interest in participating in this process and asked if the annual June 

meeting of the Board should be moved to the month of July.  The Board agreed that 

all Regents would be invited to participate in a Finance Committee conference call 

in July or August, during which time the proposed Federal budget would be 

presented and discussed. 

  

REPORT OF THE GOVERNANCE AND NOMINATING COMMITTEE 

Reelection of the Chair

and the Vice Chair

Representative Doris Matsui presented the report of the Governance and 

Nominating Committee on behalf of Committee Chair Shirley Ann Jackson.  Ms. 

Matsui said that the Committee had met in July 2009 to consider a series of key 

appointments.  She first reported that the Committee recommended that the Board 

of Regents reelect Patricia Stonesifer as Chair of the Board and Alan Spoon as Vice 

Chair of the Board.  Ms. Stonesifer and Mr. Spoon recused themselves from the 

Board’s discussion, during which Mr. Sant commented on the considerable 

achievements that had been realized under Ms. Stonesifer’s leadership.  The Board 

unanimously approved the motions en bloc. 

See attached Resolutions 2009.09.06–2009.09.07 (Minutes of the Board of

Regents, Appendix A).

Non­Regent

Appointment to the

Facilities Committee

The Board next considered the Committee’s recommendation to appoint George 

Hartman as a non‐Regent member of the Facilities Committee.  The motion was 

approved. 

See attached Resolution 2009.09.08 (Minutes of the Board of Regents, Appendix A).

Leadership

Appointments to the

Smithsonian National

Board

Ms. Matsui then presented the Committee’s recommendation to appoint Paul Neely 

as Chair and Judy Huret and Gary Moore as Vice Chairs of the Smithsonian National 

Board.  She noted that both Mr. Neely and Ms. Huret had made tremendous 

contributions as non‐Regents members of the Board’s Strategic Planning and 

Programs Committee.  The motion was approved. 
11 

See attached Resolution 2009.09.09 (Minutes of the Board of Regents, Appendix A).

Appointments to

Smithsonian Advisory

Boards

The Regents next considered proposed appointments to seven Smithsonian 

advisory boards.  Ms. Matsui noted that the reappointment of Regent Emerita 

Jeannine Smith Clark to the Anacostia Community Museum Board was included in 

the motion for that board.  The motions were approved en bloc. 

See attached Resolutions 2009.09.10–2009.09.16 (Minutes of the Board of

Regents, Appendix A).

Discussion Representative Xavier Becerra commented that the Smithsonian’s commitment to 

diversity, as stated in its Strategic Plan, should be extended to its advisory boards to 

ensure that each reflects the diversity of the American people.   

REPORT OF THE ADVANCEMENT COMMITTEE 

Advancement Committee Chair Alan Spoon gave the Committee’s report.  Mr. Spoon 

said that the Committee had discussed five topics during its September 10, 2009, 

meeting: the Strategic Plan, the planned national campaign, the fiscal year 2010 

campaign budget request, fund‐raising results and goals, and proposed gift 

agreements.  Because the Strategic Plan would be discussed in detail later during 

the Board meeting, Mr. Spoon did not comment on it during his report. 

Campaign Progress Mr. Spoon said that plans for a national campaign were on schedule and included

screening donor prospects, assessing the IT system, increasing front‐line staff, 

developing the campaign’s budget, and supporting the development of individual 

units’ campaigns.  He said that external consultants Marts & Lundy’s final internal 

assessment report would be delivered in December 2009 and that the Regents 

would review the initial campaign plan in April 2010.  The ability of the Strategic 

Plan to support the identification and articulation of individual units’ campaign 

needs also was discussed. 

Fiscal Year 2010

Campaign Budget

Request

Mr. Spoon then reviewed the portion of the fiscal year 2010 budget request that 

pertained to the planned national campaign.  He said that the Smithsonian would 

spend about $3 million on the campaign, of which approximately $800,000 would 

come from a carryover of prior funding for the campaign and $2.3 million was 

requested to build the campaign’s capacity and infrastructure.  He explained that  

43 percent of the budget would be devoted to building capacity, 24 percent to 

infrastructure, and 23 percent to building the case for the Campaign.  Mr. Spoon 

noted that the Advancement Committee had recommended that the Board approve 

the proposed fiscal year 2010 budget to support the planned national campaign 

and other development‐related projects.  The Regents discussed the possible 

impact of a national campaign on the Smithsonian’s support from the Federal 

government. 

Fund Raising Report Reports on the Smithsonian’s fund‐raising results, as of August 31, 2009, and the

fiscal year 2010 fund‐raising goal were then provided.  Mr. Spoon said that the 

Institution anticipated that fiscal year–end 2009 would reflect $110 million in fund‐
12 

raising results, despite the impact of the economic downturn and Smithsonian 

leadership transitions.  He noted that the Smithsonian had secured funding for its 

Strategic Plan and the planning of the National Museum of African American 

History and Culture, and received the largest gift ever bestowed upon the National 

Postal Museum.  He added that other significant gifts to the Institution included 

those from the Moore Foundation and Airbus, and that Contributing Membership 

would again make its fund‐raising goal. 

Mr. Spoon said that the $130 million fund‐raising goal for fiscal year 2010 was 

ambitious, representing a 20 percent increase over the Institution’s fiscal year 2009 

results and the standard ramping up of an annual goal in support of a larger 

campaign. 

Gift, Endowment, QuasiEndowment, and

Naming Actions

Mr. Spoon then presented eight proposed gift actions for the Board’s consideration.  

The Board noted the range in size and purpose of the proposed gifts and approved 

the motions en bloc. 

See attached Resolutions 2009.09.17–2009.09.20 (Minutes of the Board of

Regents, Appendix A).

REPORT OF THE STRATEGIC PLANNING AND PROGRAMS 

COMMITTEE 

Representative Doris Matsui, the Chair of the Strategic Planning and Programs 

Committee, gave the Committee’s report.  She said that since the Board’s June 2009 

meeting the Committee had devoted most of its efforts towards providing guidance 

on two significant topics, the Strategic Plan and the possible creation of an 

international museum education program.  She noted that because both issues 

would be discussed at length later in this meeting, she would focus the Committee’s 

report on the discussion of the Trust budget for fiscal year 2010. 

Ms. Matsui reminded the Board that its approval of the Trust budget included the 

decision to withdraw contributions from the Central Trust in support of The 

Smithsonian Associates (TSA).  Because the program is very popular in the greater 

Washington, D.C., area, the Committee had asked for a briefing on the impact of the 

proposed budget cut, as well as any subsequent changes proposed for TSA. 

She then asked Under Secretary for History, Art and Culture Richard Kurin to 

update the Board on the development of short‐ and long‐term plans for TSA.  Dr. 

Kurin explained that TSA membership had dropped from approximately 40–50,000 

to about 20–30,000 households.  Although some $5.5 million to $6 million was 

generated through TSA’s ticket sales, the program’s budget required over  

$1 million in additional support from the Central Trust budget.  He said that the 

goal of restructuring TSA’s budget would be to change it from a money‐losing 

enterprise to one that at least broke even. 

Dr. Kurin said that some of the TSA programs, such as its masters program offered 

in collaboration with the Corcoran College of Art + Design, were money‐making  
13 

initiatives and that other programs, such as the popular summer camp program, 

also performed well.  However, he also reported that only 60 percent of 1,000‐some 

TSA programs related to the Smithsonian and that only 10 percent of those 

programs were strongly aligned with both the programs and the mission of the 

Institution.   

Ms. Matsui concluded her report by noting that non‐Regent Committee member 

Clark Bunting had stepped off of the Committee because his schedule would not 

allow him to participate at the level that he desired.  Mr. Bunting will continue to 

have strong ties to the Smithsonian through his position as Chair of the National 

Zoological Park’s Advisory Board. 

REPORT OF THE COMPENSATION AND HUMAN RESOURCES 

COMMITTEE 

Roger Sant, Chair of the Compensation and Human Resources Committee, provided 

the Committee’s report.  Mr. Sant said that since the Committee’s June 2009 report 

to the Board two major areas had been reviewed by the Committee: the 2010 

compensation process and the development of a “dashboard,” or at‐a‐glance 

update, of the Smithsonian’s personnel data. 

Compensation Process

Update

Mr. Sant reported that the Committee had reviewed the basic foundation 

components for the 2010 executive compensation process and reaffirmed the 

delegation of decision‐making authorities.  He reminded the Board that it would 

again be responsible for the compensation decisions for 16 senior staff and that the 

Committee would determine the compensation levels for an additional 21 

positions.  Likewise, the Secretary would be delegated the authority to determine 

the compensation decisions for almost 190 positions. 

The Committee also updated the list of disqualified persons, removing the now‐

abolished position of Under Secretary for Art, updating titles, and adding the new 

position of Smithsonian Enterprises Director of Business Development and 

Licensing. 

Mr. Sant said that the Committee refined the compensation philosophies to 

document how the Smithsonian’s process aligns with the new IRS Form 990 

requirements.  He noted that the General Counsel had proposed this improvement. 

The Committee also established the compensation timeline and provided general 

guidance to the compensation contractor for the 2010 process.  Mr. Sant noted that 

the compensation data for 2009 would be aged appropriately and that new 

analyses would be conducted for certain positions, such as the newly created 

Director of Education, the Secretary, and certain investment positions. 

Mr. Sant said that the Committee did not envision any difficulties with the 2010 

compensation process and that the Secretary would brief the Committee in 

December 2009 in the event that any economic changes would have an adverse 

impact on potential compensation increases. 
14 

The Committee

Dashboard

Mr. Sant next directed the Board’s attention to the Committee’s update on diversity, 

attrition, performance management, and employee survey results.  He said that the 

Committee’s dashboard report would continue to be refined and that additional 

information would be included in the future.  He also noted that specific 

information on executive diversity, attrition, and performance ratings was included 

because of the Committee’s responsibility for the executive resources of the 

Institution.  He added that the 2009 employee survey was in progress and that the 

results would provide additional trend data. 

Other Remarks Mr. Sant concluded his report by noting that the Smithsonian was making very good 

progress on its leadership development activities and the conclusion of a busy 

executive search period.  He noted his appreciation for the leadership of the 

Secretary and the generosity of the Smithsonian National Board in support of the 

leadership development initiative.  He added that the first executive forum had 

been held the previous week and that different topics would be addressed during 

each future session.  He said that the executive forum had focused on leadership’s 

role in advancing diversity and Ms. Stonesifer commented on the importance of 

ensuring diversity within the Smithsonian’s recruitment pools. 

With regard to ongoing executive searches, Mr. Sant said that the Secretary had 

reported that the search for the next Director of the National Zoological Park was 

nearing completion and that searches for the Director of Cooper‐Hewitt, National 

Design Museum and the new Director of Education were actively under way. 

HIGHLIGHTS FROM THE COLLECTIONS 

Ms. Stonesifer recommended the report on the Smithsonian’s collections to the 

Board.  Because of time limitations, the Board did not discuss the paper. 

LEGISLATIVE ACTIVITIES AND ISSUES

Director of Government Relations Nell Payne asked if the Regents had any 

questions about the report on Smithsonian‐related legislative activities and issues.  

There being none, Ms. Stonesifer asked that the meeting advance to the Report of 

the General Counsel. 

REPORT OF THE GENERAL COUNSEL 

General Counsel Judith Leonard said that the litigation report provided to the Board 

was current with the exception of one or two new cases.  She also said that 

responses to all current information disclosure requests were up to date.   

Ms. Leonard reported that over 700 employees had submitted the annual 

Confidential Financial Statement to the Office of the General Counsel (OGC).  All 

were reviewed by OGC Ethics Counselors.   
15 

She said that a study of the staffing needs of the OGC would soon commence.  

Secretary Clough added that two other staffing studies had recently been 

undertaken in other Smithsonian units but that the launch of the OGC study had 

been delayed until the arrival of the new General Counsel.  He noted that the results 

of these studies are first reviewed by the Board’s Governance and Nominating 

Committee.   

Ms. Leonard reported that OGC staff currently consisted of 10 lawyers (including 

one providing counsel on a temporary, part‐time basis), one contract lawyer, and 

six support staff.  She added that the study of the office would include productivity 

and training assessments.   

When asked about a bankruptcy item included in the litigation report, Ms. Leonard 

responded that she would investigate the issue further and provide more 

information to the Board at later date.   

THE SMITHSONIAN INSTITUTION STRATEGIC PLAN

Secretary Clough thanked the Board for the opportunity to present the Smithsonian 

Institution Strategic Plan for fiscal years 2010 to 2015.  He stated that an effective 

discussion of the plan would require that the Regents consider two critical issues: 

Was this the right strategic plan for the Smithsonian, and was the plan appropriate 

in its scale and the resources it would require?  He invited four Smithsonian 

directors—Smithsonian Astrophysical Observatory Director Charles Alcock, 

National Zoological Park Acting Director Steve Monfort, National Museum of 

African Art Director Johnnetta Cole, and Smithsonian American Art Museum 

Director Betsy Broun—to participate in the presentation. 

An Inclusive Process–

An Expanded Vision

The Secretary spoke of the inclusive process that led to the development of the plan 

and thanked the Board, in particular the Executive and Strategic Planning and 

Programs committees, for their support and input.  He emphasized that every 

member of the Smithsonian community had been offered the opportunity to 

participate in the strategic planning process and that their contributions were 

reflected in a plan that drew upon the historic resources of the Institution and 

charted a bold, but attainable, course for its future.  Noting that the Smithsonian’s 

historic mission remained the “increase and diffusion of knowledge,” he said that 

the Strategic Plan expanded that vision to include “shaping the future by preserving 

our heritage, discovering new knowledge, and sharing our resources with the 

world.”  He said that the Strategic Plan and its vision embraced six core 

Smithsonian values: discovery, creativity, excellence, diversity, integrity, and 

service.   

Expanding Intellectual

Capital and Recognition

Secretary Clough spoke of the tremendous strengths of the Smithsonian and said 

that the Strategic Plan would capitalize upon the intellectual and physical resources 

of the Institution.  Under the plan, the Smithsonian would continue to advance its 

role as a world‐recognized model for museums, exhibitions, and research, but with 

greater focus, revitalized relevance, and an enhanced ability to reach and serve 

physical and virtual visitors from across the globe.  He said that this vision would  
16 

embrace the Institution’s disparate parts and increase the dynamic, 

interdisciplinary potential of the whole. 

Four Grand Challenges:

A Dynamic Roadmap to

the Future

The Secretary said that the Strategic Plan offered a critical point of departure for 

the Smithsonian and that the Institution’s ability to provide leadership on issues of 

global significance would be limited if it maintained its current course of action.  He 

then explained the key priorities of the plan, the first of which was “focusing on four 

grand challenges.”  The four challenges were based on key issues that the 

Smithsonian was uniquely qualified to champion: unlocking the mysteries of the 

universe, understanding and sustaining a biodiverse planet, valuing world cultures, 

and understanding the American experience.  He said the Strategic Plan was 

designed to capture the Smithsonian’s existing capabilities within a logical and 

overarching framework that encourages cross‐pollination between divisions and 

the development of ideas.   

Broadening Access A key priority of the Strategic Plan is broadening access.  Secretary Clough spoke of 

the need to use new tools and technology to increase global access to the 

Smithsonian’s resources.  He said that new media and social networking vehicles 

would deliver information in unique ways and to more people, adding that the 

physical experience for on‐site visitors would continue to be enhanced. 

Revitalizing Education Secretary Clough discussed another important priority: revitalizing education 

through informal educational programs.  He said that the Smithsonian would use its 

rich resources, including the expertise of its staff, to help strengthen American 

education and enhance the nation’s ability to compete globally.  He said that the 

Strategic Plan’s educational model was a centralized approach that would leverage 

resources, strengthen communications, coordinate programming, and reward 

inventive thinking and collaboration.  He also noted that a significant gift from Mr. 

Kogod would fund the creation of a central office of education, the function of which 

would be to create innovative models and methods of informal educational 

programming that could be linked to the nation’s formal education system.  

Crossing Boundaries The Strategic Plan addressed another important priority: crossing boundaries.  The 

Secretary said that the success of the Strategic Plan would depend on the ability of 

the Smithsonian to marshal its resources across disciplines, as well as strengthen 

external collaborations.  He explained that Smithsonian centers would be 

developed to encourage and facilitate dynamic interdisciplinary initiatives that 

support the four grand challenges.  The centers would report to the individual 

Under Secretaries and would not require a large administrative function.  The 

Secretary added that funds for the centers’ initiatives would be competed.  He said 

that the new Office of Education also would support efforts to reach diverse 

audiences and broaden access to the Smithsonian’s resources and that the plan’s 

commitment to technology would support all of these goals. 

Strengthening

Collections

Secretary Clough noted that the Smithsonian’s collections represented the nation’s 

rich heritage, as well as diverse artistic, cultural, and natural resources from across 

the globe, and said that the preservation of the Smithsonian’s collections is one of 

the key priorities of the Strategic Plan.  A pan‐Institutional plan would be developed 

to support the management, storage, and access to the Institution’s collections,  
17 

which would in turn strengthen the four grand challenges and other 

interdisciplinary initiatives. 

Enabling Mission

through Organizational

Excellence

The Secretary spoke of the Strategic Plan’s commitment to strengthening 

organizational services that support the Institution’s mission.  He said that the plan 

would support the creation of an entrepreneurial and innovative workplace, the 

development of a diverse workforce, the advancement of new communications 

systems, the expansion of essential support services, and the creation and 

maintenance of healthy physical environments.  He also said that to ensure its 

financial strength, the Smithsonian would launch a national campaign and pursue 

new revenue‐generating opportunities using strategies informed by the Strategic 

Plan and in concert with the museums and centers. 

Measuring

Performance

Secretary Clough maintained that performance measurement was critical to both 

sustaining the highest standards of excellence and communicating the 

Smithsonian’s achievements to external audiences.  He said that progress towards 

the Institution’s goals would be measured annually against specific criteria, and 

that the performance indicators would be transparent and updated regularly. 

Resourcing the Plan The Secretary said that to reach the bold—but attainable—outcomes of the 

Strategic Plan the Smithsonian would need to refocus its existing resources and 

generate, on a cumulative basis over the next six years, an additional $1–2 million 

(approximately 16–32 percent) above the Institution’s current base.  He explained 

that the Strategic Plan would guide future decisions about the Smithsonian’s 

financial resources, better leverage its Federal allocations, and provide a 

foundation for the forthcoming national campaign.  He also said that the plan was 

designed to respond to different future possibilities and would likewise depend 

upon a flexible series of revenue options.  He said that Federal support would 

continue to be critical to sustaining the mission of the Smithsonian but that the 

Institution would become more entrepreneurial and fund new initiatives through a 

variety of new sources. 

Dr. Charles Alcock:

“Unlocking the

Mysteries of the

Universe”

After expressing his enthusiasm for the plan and its potential, Secretary Clough 

invited the four directors to elaborate upon the four grand challenges.  Charles 

Alcock addressed the Strategic Plan’s goal of “unlocking the mysteries of the 

universe” and the Smithsonian’s commitment to leading efforts to understand the 

fundamental nature of the universe.  He discussed the ability of such investigations 

to offer insight into other fields of study, comparing areas of overlap to the 20th 

element, calcium.  Generated by exploding stars, calcium is found in such diverse 

places as human bones, limestone, and cosmic dust. 

Dr. Alcock spoke of the immense lack of knowledge about the universe.  

Fundamental questions remain unanswered, such as how the first galaxies formed 

and what is the essential nature of dark energy, dark gas, and dark mass.  He 

commented on the mysteries of super novi and their ability to create heat and gas 

without exploding galaxies.  The importance of the Giant Magellan Telescope (GMT) 

project was discussed, including its anticipated ability to provide images of the very 

first galaxies and insight into the building blocks of life.  Dr. Alcock also commented 

on findings from current initiatives within and outside of the Smithsonian, such as 

the initial information received from the Kepler Mission’s search for Earth‐sized 

planets in the habitable zones of stars.   
18 

In response to questions from the Board, Dr. Alcock discussed the collaborative 

efforts already under way between the Smithsonian and other research institutes.  

He noted that programs such as the GMT and the Chandra X‐ray Observatory 

Center involve both collaboration and intense competition among groups, 

particularly with regard to funding.  He also said that the Smithsonian 

Astrophysical Observatory, which has been enormously successful since its 

founding in 1890, exemplified both this grand challenge and the Smithsonian 

mission to support “the increase and diffusion of knowledge.”  

The Regents discussed the importance of making the public aware of the depth of 

the Smithsonian’s scientific resources, such as the fact that about one‐sixth of 

Smithsonian staff work at SAO.  Dr. Alcock said that the Strategic Plan’s 

commitment to expanding access to all Smithsonian resources, as well as the 

branding of the Smithsonian identity, would advance these efforts.  He added that 

future announcements about SAO initiatives would benefit from being released in 

Washington, D.C., and in particular the National Museum of Natural History, in 

order to better cultivate public, Congressional, and media interest, as well as to 

optimize the collaborative potential of future work with other Smithsonian units. 

Dr. Alcock was asked about the number of world‐recognized leaders, such as Nobel 

Prize recipients, affiliated with SAO, as well as what other research organizations 

were comparable in the quality and scale of their work.  He said that SAO’s efforts 

have been characterized by “sustained discoveries” and that nearly all 

astrophysicists have either trained at or been employed by SAO, including several 

Nobel Prize winners.  He noted that there were no real American peers in both the 

quality and scale of SAO’s work, although European endeavors were becoming 

increasingly robust.   

Dr. Alcock again spoke of the interdisciplinary goals of the Strategic Plan and the 

Smithsonian’s unique ability to present a coherent, interwoven focus on the four 

grand challenges.  He discussed the interconnectedness of the challenges and how 

advances in one would in turn advance the goals of the others, particularly with a 

commitment to the diffusion of information and the use of new technologies and 

media.  He noted that showcasing the similarities and differences of the 

Smithsonian museums and research centers, as well as increasing collaborations 

with outside organizations such as NASA, would maximize both individual and 

collective potential. 

Dr. Steven Monfort:

“Understanding and

Sustaining a Biodiverse

Planet”

Steve Monfort spoke of the Strategic Plan’s second grand challenge: understanding 

and sustaining a biodiverse planet.  He discussed the fundamental role of 

biodiversity in maintaining and reflecting the health of the planet, and the fact that 

little is known about the diversity and scope of life that have evolved over the past 

4 billion years on Earth.  Although a single ton of soil can contain as many as 4 

million separate species of bacteria, only 10,000 species have been identified to 

date.  He said that an estimated 10 quintillion insects—approximately 200 million 

per human being—were alive at any given time.  He noted that one‐quarter of all 

prescription drugs dispensed by American pharmacies contain compounds derived 

from flowering plants, yet fewer than 3 percent of such plants have been tested for 

potential use as medicines.  He said that understanding and preserving these 

organisms, including their interactions, are essential to sustaining the web of life 

and the very existence of mankind.  
19 

Dr. Monfort said that the value of biodiversity was unquestioned, yet the 

destruction of biodiverse environments outpaces the ability to discover its secrets, 

limiting mankind’s understanding of how ecosystems function, reducing the 

harvest of products beneficial to humans, increasing environmental instability, and 

impacting global wealth and prosperity.  He asserted that, because the survival of 

mankind depended the health of the planet’s species, understanding biodiversity 

was as challenging as, and possibly more urgent than, efforts to understand the 

origins of the universe. 

He spoke of the resources and initiatives of the Smithsonian that support 

understanding of and support for a biodiverse planet.  The Smithsonian’s 

outstanding network of museums and research centers provide unparalleled 

research platforms, host the world’s largest faculty of biodiversity and conservation 

scientists, possess the world’s largest collection of living and non‐living biological 

specimens, and offer strong partnership networks with trusted reputations.  He 

said that Smithsonian scientists can help manage the forces changing the planet by 

studying the processes underlying historical global change and planning for the 

future.  He cited the Institution’s leadership role in documenting and understanding 

biodiversity through the Encyclopedia of Life and the Consortium for the Barcode of 

Life initiatives.  

With respect to sustaining biodiversity, Dr. Monfort reported that a pan‐

institutional team was in the beginning stages of organizing the Planetary Genome 

Project.  A global consortium of institutions will collect and preserve planetary 

genomes that could one day be crucial to developing new technologies and 

advancements in medicine, agriculture, environmental management, and even 

national security.   

He also spoke of the Smithsonian’s efforts to sustain living animal diversity, noting 

the Smithsonian National Zoo’s efforts to ensure the survival and recovery of such 

diverse species such as the golden‐lion tamarin, the Przewalski’s horse, and Asian 

elephants and tigers.  He said that Smithsonian researchers had discovered the 

fungus responsible for the enigmatic decline in global amphibian populations, were 

working with Federal and state agencies to protect the Virginia big‐eared bat from 

White‐Nose Syndrome, and were partnering with other institutions on a USAID‐

funded program for predicting and responding to global wildlife disease 

pandemics. 

Dr. Monfort emphasized the importance of long‐term objective data in efforts to 

understand and mitigate rapid global changes.  With regard to forest productivity, 

he noted that Smithsonian units were involved in an interdisciplinary initiative to 

create the Smithsonian Institution Global Earth Observatories (SIGEO), a long‐term 

science platform designed to address fundamental questions about how forests and 

their ecosystems respond to climate changes.  He added that SIGEO already had 

leveraged $10 million in new private and grant support and would receive Federal 

support beginning in fiscal year 2010.  

Asserting that contemporary environmental problems were daunting, trans‐

generational, and urgent, Dr. Monfort said that the Strategic Plan provided a 

framework that would enable the Smithsonian to both accomplish more and do a 

better job of addressing these issues.  He cited the Institution’s valuable assets in 
20 

the biodiversity sciences, such as its long‐term study sites, collections, and data 

sets, but also spoke of the need to enhance and support the facilities and technology 

that support such resources.   

Citing initiatives such as SIGEO and the Global Tiger Initiative with the World Bank, 

Dr. Monfort said that the Smithsonian must continue to develop both pan‐

institutional collaborations and partnerships with outside organizations.  He said 

that the Strategic Plan acknowledged the importance of the Smithsonian’s many 

parts but recognized that its whole was greater than the sum of its assets.  Dr. 

Monfort said that the Smithsonian must better exploit its reputation as one of the 

world’s most trusted, impartial, knowledge‐based institutions.  He said that by 

expanding the ability of the Institution to raise awareness, share information, and 

leverage assets, the Smithsonian would realize its goal of being a global leader in 

understanding and sustaining a biodiverse planet.   

When asked about other institutions that do cutting‐edge research in biodiversity, 

Dr. Monfort commented on the Smithsonian’s unique status.  He said that more 

than 200 Smithsonian scientists currently work on initiatives related to 

biodiversity, adding that the already prodigious quantity of their work would be 

further enhanced and strengthened through increasing numbers of

interdisciplinary initiatives.  The Regents discussed the need for incentives that 

support collaborations between Smithsonian units and colleagues.   

The Regents discussed the plan to create Smithsonian centers dedicated to 

advancing interdisciplinary work.  Asked about possible concerns related to such 

centers, Dr. Monfort said that some Smithsonian units might fear that their 

authority could be compromised and that already limited resources could be 

redirected.  Dr. Alcock said that the Smithsonian’s ability to collaborate with 

external colleagues was likely stronger than its current capacity to advance 

interdisciplinary initiatives.  Dr. Monfort explained that such divisions exist within 

the larger scientific community, noting, for example, that it was not uncommon for 

scientists to be committed to either understanding or sustaining biodiversity, 

although research that advanced both was most profitable.  

Commenting on the centers, Secretary Clough said that the model for the proposed 

centers would speak to the power of the Institution and rely upon the depth of the 

Smithsonian’s disciplines.  He also explained that the centers would be 

administered by “facilitators.” 

Dr. Johnnetta Cole:

“Valuing World

Cultures”

Johnnetta Cole began her discussion of the third grand challenge, valuing world 

cultures, by posing a rhetorical question: Why do we have to value world cultures?  

She cited the late Dr. Martin Luther King and his assertion that mankind was 

“caught in an inescapable network of mutuality, tied in a single garment of destiny.  

Whatever affects one directly, affects all indirectly.”   

Dr. Cole said that mankind was increasingly—and irrevocably—interconnected and 

interdependent because of globalization and technological advances that support 

the immediate dissemination of ideas.  She also emphasized that virtual and near‐

instant contact do not necessarily foster mutual understanding and respect, and 

that intolerance and discrimination still govern the actions of many people.   
21 

The Strategic Plan addresses this issue by noting that “one way to build respect is to 

raise awareness of the universality of art and creativity.”  Dr. Cole said that the 

Smithsonian, through its research, collections, exhibitions, and outreach initiatives, 

had the potential to present the diversity of world cultures with accuracy, insight, 

and reverence. 

She then presented several examples of the National Museum of African Art’s 

efforts to engender greater understanding of, respect for, and meaningful 

engagement with the world’s peoples and cultures.  Similar examples could be 

offered by the directors of every Smithsonian museum or center devoted to art, 

culture, or history. 

Dr. Cole described the recent opening of Mami Wata, an exhibition devoted to the 

presence of water spirits in Africa, the Caribbean, Latin America, the United States, 

and India.  She said that although the National Museum of African Art mounted the 

exhibition, the art of Mami Wata spoke to spiritual relationships that extended 

beyond the shores of Africa, reflecting the Museum’s commitment to expanding 

global understanding of migrations, diasporas, and the interaction of cultural 

groups.  Dr. Cole said that similar exhibitions in the future would benefit from the 

Strategic Plan’s focus on interdisciplinary collaborations and that an exhibition 

such as Mami Wata could draw from such resources as the National Museum of the 

American Indian, the Anacostia Community Museum, the National Museum of 

African American History and Culture, the Freer and Sackler Galleries, the Latino 

Center, the Pacific‐Asian American Program, the Smithsonian Center for Folklife 

and Cultural Heritage, the Smithsonian American Art Museum, and the National 

Museum of American History. 

She spoke of efforts to encourage cross‐disciplinary initiatives that promote 

appreciation for the interplay of and relationships between cultural and scientific 

knowledge.  The Museum is organizing African Cosmos, a major travelling exhibition 

and publication that will explore the historical legacy of African cultural astronomy 

and its intersection with traditional and contemporary African arts.  The exhibition 

also will employ new technologies and social media vehicles.   

Noting that organizers of African Cosmos were exploring collaborations with 

museums both within and outside of the Institution, Dr. Cole spoke of the 

importance of working across disciplines to document, understand, and preserve 

different types of knowledge systems.  She said that this commitment was reflected 

in the Strategic Plan’s promise to form “strategic alliances and partnerships with 

cultural communities and organizations, domestically and internationally, that 

advance cultural exchange and the ability of people to preserve, extend, and 

represent their own cultures.”  She added that the ability to understand and respect 

the cultures of the world would expand Americans’ capacity to better appreciate 

and value the diverse peoples that comprise their own culture. 

Asked about the resources needed to support the grand challenge of “valuing world 

cultures,” Dr. Cole said that a commitment to the better use of current resources 

would advance many, but not all, of the proposed initiatives.  She spoke of the need 

to support collaborations between the Smithsonian’s science units, which are better 

funded, and the history, arts, and culture units.  She also noted that a scarcity of 

resources also would encourage both internal and external partnerships.  
22 

Representative Becerra commented that the Smithsonian’s ability to cultivate 

partnerships could be considered a matter of will, and agreed that encouraging 

collaborative initiatives would be essential to meeting the challenge of “valuing 

world cultures.” 

Dr. Elizabeth Broun:

“Understanding the

American Experience”

Betsy Broun then addressed the fourth grand challenge: understanding the 

American experience.  She said that the strategic planning process had reflected the 

American experience of democratic participation, and that supporting pan‐

Institutional buy‐in would contribute to the plan’s success in the coming years. 

Dr. Broun said that because of its talented staff and rich collections the Smithsonian 

was uniquely qualified to translate the complicated issues of national identity for 

the greater American public.  She spoke of the Smithsonian’s ability to cultivate 

formal and informal collaborations, both within the Institution and with outside 

partners, and cited the recent success of the Webinar on President Lincoln that 

benefited from the year‐long celebration of the 200th anniversary of his birth.  She 

noted the importance of being attuned to what the public wanted from the 

Smithsonian. 

Dr. Broun commented that the American “melting pot” was actually “chunky” in its 

textured diversity.  She said that American society has always been global because 

of its immigrant history, and talked about the defining characteristics of the 

American people.  She said that many Americans immigrated for the promise of a 

better life, and that America’s “legacy character” reflected the many reasons for 

their journeys.  Understanding the different immigrant experiences, such as the 

English settlers’ search for religious freedom or the French and Dutch explorers’ 

hunt for land and raw commodities, contributes to the understanding of such 

present day issues as religious fundamentalism, materialism, and disregard for the 

environment.  Likewise, the traditions of different immigrant groups contributed to 

artistic, political, and cultural legacies that are seen to this day. 

Dr. Broun also spoke of the nation’s immigrants who came against their will, 

namely African Americans, and how the “promise of a better life” was taken from 

Native Americans.  She said that the Smithsonian must continue to develop a 

leadership role in helping America come to terms with its legacies of injustice.  She 

cited the establishment of the National Museum of the Native American and the 

National Museum of African American History and Culture as efforts to help 

understand and mitigate the impact of those parts of the American experience. 

She noted other aspects of the American experience that could be addressed 

through interdisciplinary collaborations.  She said that land use and management 

issues could be considered through the dual perspectives of historic accounts of 

early immigrants’ encounters with nature in the new world and contemporary 

scientific research directed towards understanding and protecting the natural 

world.  She commented on technology’s impact on modern life and the precedents 

seen in the Industrial Revolution’s influence on art, science, and culture. 

Dr. Broun was asked about the existence of information “silos” and the ability of 

Smithsonian units to conduct interdisciplinary collaborations.  She noted that many 

collaborative relationships exist within the Smithsonian but receive little 

recognition.  When asked about parallels between the “chunky” American melting 
23 

pot and the disparate parts of the Smithsonian, Dr. Broun said that it was important 

that the Strategic Plan support the integrity of individual units while fostering a 

commitment to the entire Institution. 

Discussion of the

Strategic Plan

After a brief break, the Board discussed the Strategic Plan.  Ms. Stonesifer reminded 

the Regents that their deliberations should especially consider whether or not the 

plan presented the right vision for the Smithsonian, and if it provided the 

appropriate framework to achieve that vision.  

The Regents reviewed the proposed budgets and projected funding sources for the 

plan.  The Secretary noted that the ranges in the anticipated budgets reflected a 

structured but flexible resourcing framework that anticipated such unknowns as 

how quickly the plan’s elements could be implemented.  He also reminded the 

Board that the financing of the Strategic Plan’s initiatives would be annually 

reviewed over the life of the plan. 

Ms. Stonesifer asked what would happen if the Smithsonian could not obtain the 

funding required to implement the Strategic Plan, or if only a small fraction were 

secured.  Secretary Clough noted that nearly all of the Strategic Plan’s goals were 

flexible and could be scaled to fit different funding environments.  He said that 

approximately 60 percent of the necessary funding would come from a mix of both 

new and older, redirected sources and that the remainder would come from 

entirely new sources.  He also said that, by design, the plan was structured to 

lessen, but not eliminate, the Smithsonian’s dependence on Federal funding.  The 

Board discussed incremental funding increases and agreed that the budgets would 

have to be regularly adjusted in response to such changes. 

Secretary Clough spoke of the Strategic Plan’s goals and their ability to support the 

generation of new financial resources.  He said that the plan’s implementation 

would capitalize on the Institution’s international reputation as an established, 

unbiased entity.  He also said that, within the Institution, the proposed centers 

would generate their own financial resources.  He added said that an inspirational 

plan would encourage buy‐in by staff and promote an entrepreneurial workforce.   

The Secretary was asked if the plan addressed the renovation of the Arts and 

Industries building.  He said that part of the “broadening access” budget would be 

devoted to the revitalization of the historic building. 

The Secretary said that further refinements and more specifics, such the metrics 

that would be applied to measure the plan’s performance, would be presented to 

the Board at its January and April 2010 meetings.  He noted, however, that some of 

the plan’s initiatives, such as the Giant Magellan Telescope, already had established 

measurables.   

The Regents were enthusiastic in their support for the Strategic Plan’s vision and 

framework, but they also considered whether it was realistic to advance a plan that 

was dependent upon both dwindling Federal resources and an uncertain economy.  

The Board discussed whether it could endorse the plan in spirit, or if support 

should only be conveyed upon the plan at a later stage in its development.  Ms. 

Stonesifer stated that, in good faith to Smithsonian staff, it was imperative that the 

Board determine if it could support the plan at this time. 
24 

The Secretary said that the plan’s ability to cite clear and specific goals would 

inform and support each round of the Institution’s ongoing budget processes.  The 

Board agreed that, regardless of the pace that funding is secured, the plan would 

rationalize not only the budget processes, but all of the initiatives of the 

Smithsonian.   

The Regents commended the leadership of the Secretary in the creation of the plan.  

The Board also expressed its appreciation and respect for the participation of the 

Smithsonian staff in the plan’s development.  By unanimous vote, the Board then 

strongly endorsed and approved the Smithsonian’s Strategic Plan for fiscal years 

2010–15 and commended the Secretary and the entire staff for their valuable 

contributions to the Strategic Plan’s development. 

See attached Resolution 2009.09.21 (Minutes of the Board of Regents, Appendix A).

Session Adjournment Ms. Stonesifer adjourned the morning session at 1:00 p.m. and the Board went into 

executive session, which was adjourned at 1:55 p.m. 

AFTERNOON PLENARY SESSION

The Second Annual

Public Meeting of the

Board of Regents

The afternoon session, which was the second annual public meeting of the Board, 

was called to order by the Chancellor at 2:35 p.m.  The Chancellor welcomed the 

members of the audience, as well as those participating via live Webcast.  He 

explained the Board’s role in the governance of the Smithsonian and introduced the 

members of the Board of Regents, including those unable to be present for the 

meeting.   

Ms. Stonesifer said that the meeting demonstrated just one aspect of the Board’s 

commitment to supporting an ongoing dialogue with the public and other 

Smithsonian stakeholders.  She provided an overview of the morning session and 

invited the Secretary to speak in more depth about the Smithsonian Strategic Plan. 

Secretary Clough outlined the four themes, or “grand challenges,” of the Strategic 

Plan: unlocking the mysteries of the universe, understanding and sustaining a 

biodiverse planet, valuing world cultures, and understanding the American 

experience.  He discussed the plan’s commitment to increasing access to the 

Smithsonian and its resources, noting that the Institution’s Web, social media, and 

digitization initiatives would extend the reach of the Smithsonian. 

Chief of Staff to the Regents John Lapiana then explained the interactive format of 

the meeting.  He said that comments and questions could be submitted to the Board 

via e‐mail, in‐person using a microphone, or by comment cards made available to 

audience members, which would then be read by Mr. Lapiana.  He noted that 

members of the press had been invited to participate in the meeting.  He also 

explained the time and content constraints of the meeting, noting that only issues 

related to the Smithsonian would be discussed in this exchange.
25 

The Regents then responded to questions posed by the meeting’s physical and 

virtual participants.  A variety of questions were posed about a broad range of 

topics, such as the introduction of admission fees to Smithsonian museums, the 

future of the Arts and Industries building, and the Smithsonian’s commitment to 

green building practices. 

ADJOURNMENT

On behalf of the Board of Regents, the Chancellor thanked the audience for 

attending the meeting.  He also thanked the Regents for their participation and 

service.  The meeting was adjourned at 3:45 p.m. 

Respectfully Submitted, 

G. Wayne Clough 

Secretary 
MINUTES OF THE BOARD OF REGENTS

September 21, 2009

APPENDIX A 

APPROVED RESOLUTIONS

VOTED that the Board of Regents approves the Minutes of the Meeting of June 22, 2009.  

[2009.09.01] 

VOTED that the Board of Regents presents to Ira Rubinoff the Joseph Henry Medal in recognition of 

his many contributions to the Smithsonian Institution as the Director of the Smithsonian Tropical 

Research Institute beginning in 1974.  [2009.09.02] 

VOTED that the Board of Regents approves the budget of appropriated funds for fiscal year 2010 

when signed into law by the President and authorizes expenditures by the Secretary in accordance 

therewith.  Any material changes in program plans incorporated into this budget shall be made only 

with the approval of the Board of Regents or its Executive Committee.  [2009.09.03] 

VOTED that the Board of Regents approves the institutional budget for Trust funds for fiscal year 

2010 as reflected in this report and authorizes expenditures by the Secretary in accordance 

therewith.  Any material changes in program plans incorporated into this budget shall be made only 

with the approval of the Board of Regents or its Executive Committee.  [2009.09.04] 

VOTED that the Board of Regents approves a special payout from the Institution’s Endowment not 

to exceed $2.5 million to fund the fiscal year 2010 expenses of the National Campaign and other 

related development funding requirements.  [2009.09.05] 

VOTED that the Board of Regents reelects Patricia Q. Stonesifer as Chair of the Smithsonian 

Institution’s Board of Regents for a one‐year term effective January 25, 2010.  [2009.09.06] 

VOTED that the Board of Regents reelects Alan G. Spoon as Vice Chair of the Smithsonian 

Institution’s Board of Regents for a one‐year term effective January 25, 2010.  [2009.09.07] 

VOTED that the Board of Regents approves the appointment of George E. Hartman as a non‐Regent 

member to the Facilities Committee.  [2009.09.08] 

VOTED that the Board of Regents appoints Paul Neely as Chair and Judy S. Huret and Gary B. Moore 

as Vice Chairs of the Smithsonian National Board for three‐year terms effective October 1, 2009.  

[2009.09.09] 

VOTED that the Board of Regents appoints Diane Scott‐Jones to the Advisory Board of the 

Anacostia Community Museum for a three‐year term effective immediately and reappoints Jeannine 

Smith Clark, Arrington Dixon, Sam Gilliam, Frederick D. Gregory, Gloria Herndon, and Anas Shallal 

to the Advisory Board for three‐year terms effective October 1, 2009.  [2009.09.10] 
2 

2 

VOTED that the Board of Regents appoints Judith Jones, Nicholas Lowry, and Ellen Phelan and 

reappoints Warren Adelson, Lynn Johnston, and Barbara Mathes to the Board of Trustees of the 

Archives of American Art for three‐year terms effective immediately.  [2009.09.11] 

VOTED that the Board of Regents appoints Jameson McJunkin to the Advisory Board of the National 

Air and Space Museum for a three‐year term effective October 1, 2009.  [2009.09.12] 

VOTED that the Board of Regents appoints James T. Bartlett, Linda S. Ferber, Steven K. Hamp, and 

James Reinsch and reappoints Anthony C. Beilenson and Mallory Walker to the Commission of the 

National Portrait Gallery for four‐year terms effective immediately.  [2009.09.13] 

VOTED that the Board of Regents reappoints Kathryn S. Fuller and Sandra Day O’Connor to the 

Advisory Board of the National Museum of Natural History for three‐year terms effective 

immediately.  [2009.09.14] 

VOTED that the Board of Regents appoints John W. Butler to the Advisory Board of the Smithsonian 

Environmental Research Center for a three‐year term effective immediately.  [2009.09.15] 

VOTED that the Board of Regents appoints John Germano and Augustus C. Miller and reappoints 

Pamela J. Braden, Kay Dryden, Hope L. Furth, and George Gwynn Hill to the Advisory Board of 

Smithsonian Institution Libraries for three‐year terms effective January 1, 2010.  [2009.09.16] 

VOTED that the Board of Regents recognizes the generosity of Microsoft Corporation to the Office 

of the Chief Information Officer and accepts the terms of the gift agreement.  [2009.09.17] 

VOTED that the Board of Regents recognizes the generosity of the Hattie M. Strong Foundation to 

the National Zoological Park and, in honor of the foundation’s former president and chairman, 

names the Think Tank exhibit’s new classroom/lab The Hank Strong Enrichment Lab for 20 years 

or until the classroom/lab’s next major renovation, whichever is latest.  [2009.09.18] 

VOTED that the Board of Regents creates a true endowment and a quasi endowment to support a 

research fellowship at the National Zoological Park and authorizes their establishment using funds 

identified for this purpose.  Further, the Regents approve naming the fellowship The David 

Challinor Fellowship.  [2009.09.19] 

VOTED that the Board of Regents recognizes the generosity of Eric R. Keto to the Smithsonian 

Astrophysical Observatory and approves naming The Eric R. Keto Prize for Graduate Students in 

Theoretical Astrophysics, which is made possible by his gift.  The Board of Regents also approves 

the creation of an endowment to support this prize.  [2009.09.20] 

VOTED that the Board of Regents strongly endorses and approves the Smithsonian’s strategic plan 

for fiscal years 2010–2015 and commends the Secretary for his leadership and the entire staff for 

their valuable contributions toward its development.  [2009.09.21]