Smithsonian Institution
 

Fiscal Year 2020
 

Budget Justification to Congress
 

March 2019 

 

 

 

SMITHSONIAN INSTITUTION
 

Fiscal Year 2020 Budget Request to Congress
 

TABLE OF CONTENTS
 

INTRODUCTION
 

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

FY 2020 Budget Request Summary...........................................................7
 

SALARIES AND EXPENSES 

Summary of FY 2020 Changes and Unit Detail........................................13
 

Fixed Costs
 

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

Utilities, Rent, Communications, and Other ........................................17
 

Summary of Program Changes................................................................21
 

No-Year Funding......................................................................................27
 

Object-Class Breakout .............................................................................27
 

Federal Resource Summary by Performance Objective and
 

Program Category ..............................................................................28
 

MUSEUMS AND RESEARCH CENTERS 

Grand Challenges and Interdisciplinary Research..............................30
 

National Air and Space Museum ........................................................32
 

Smithsonian Astrophysical Observatory ............................................39
 

Major Scientific Instrumentation..........................................................44
 

National Museum of Natural History ...................................................49
 

National Zoological Park .....................................................................57
 

Smithsonian Environmental Research Center ....................................66
 

Smithsonian Tropical Research Institute.............................................70
 

Arthur M. Sackler Gallery/Freer Gallery of Art ....................................78
 

Center for Folklife and Cultural Heritage.............................................83
 

Cooper Hewitt, Smithsonian Design Museum.....................................88
 

Hirshhorn Museum and Sculpture Garden..........................................91
 

National Museum of African Art ..........................................................97
 

Anacostia Community Museum ........................................................104
 

Archives of American Art ..................................................................110
 

National Museum of African American History and Culture ..............114
 

National Museum of American History, Behring Center ...................124
 

National Museum of the American Indian .........................................133
 

National Portrait Gallery....................................................................137
 

National Postal Museum...................................................................145
 

Smithsonian American Art Museum..................................................149
 

MISSION ENABLING 

Outreach ...........................................................................................154
 

	 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 ...............................................................................159
 
 

 

 

 

 

Institution-wide Programs .................................................................162
 

 Research Equipment Pool..............................................................163
 

 Information Resources Management Pool......................................164
 

 Latino Initiatives Pool......................................................................164
 

 Collections Care and Preservation Fund ........................................165
 

 Asian Pacific American Initiative Pool.............................................167
 

 American Women’s History Initiative ..............................................168
 

Smithsonian Exhibits.........................................................................171
 

Museum Support Center...................................................................174
 

Museum Conservation Institute ........................................................176
 

Smithsonian Libraries and Archives..................................................181
 

Office of the Chief Information Officer...............................................186
 

Administration ...................................................................................189
 

	 The offices of the Secretary; the Provost/Under Secretary for Museums 

and Research/Provost; the Chief Operating Officer/Under Secretary for 

Finance and Administration; and the central activities of diversity, 

human resources, financial/contract management, and legal services. 

Office of the Inspector General .........................................................194
 

Facilities Maintenance ......................................................................196
 

Facilities Operations, Security, and Support.....................................200
 

FACILITIES CAPITAL
 

Overview ................................................................................................203
 

Summary Tables ....................................................................................206
 

Revitalization Projects............................................................................208
 

National Air and Space Museum ......................................................208
 

Steven F. Udvar-Hazy Center...........................................................211
 

National Zoological Park...................................................................212
 

National Museum of Natural History .................................................216
 

National Museum of American History..............................................218
 

Hirshhorn Museum and Sculpture Garden........................................219
 

Quadrangle.......................................................................................221
 

Donald W. Reynolds Center .............................................................222
 

Smithsonian Institution Building (Castle)...........................................223
 

Smithsonian Tropical Research Institute...........................................224
 

Smithsonian Astrophysical Observatory ...........................................225
 

Suitland Collections Center...............................................................226
 

Freer Gallery of Art ...........................................................................228
 

Fire-Alarm Panel Replacements/Upgrade Security Notification........229
 

Multiple Location Revitalization Projects...........................................230
 

Facilities Planning and Design ...............................................................231
 

APPENDIX
 

Organization Chart .................................................................................233
 

Visitation Chart.......................................................................................234
 

Trust Funds Summary............................................................................235
 

Appropriation Language and Citations ...................................................237
 

Inspector General Management Response............................................245
 

Adjustments to FY 2019 Funding...........................................................250
 
 

 

 

 

 

 

 

 

 

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 it 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, researchers, students, and policy 

makers. 

Thanks to the generous 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 173 years. The federal commitment provides the foundation for 

all we do, and in attracting private support. We leverage our federal funding to enrich the 

lives of the American people and advance “the increase and diffusion of knowledge.” 

In pursuit of this mission, the Smithsonian is a world leader in research and discovery, 

addressing today’s relevant issues and helping the American people understand the world 

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

access to our treasures and inspire educators, students, and learners of all ages. 

This year we are starting to implement our new Strategic Plan. It will help us be more 

responsive to the expectations of our visitors and audiences. The plan sets forth the following 

goals to: be a more unified Institution; spark new conversations and address complex 

challenges; reach one billion people a year with a “digital first” strategy; better understand 

and make an impact on 21st-century audiences; drive large, visionary, interdisciplinary 

research and scholarly projects; preserve our natural and cultural heritage while optimizing 

our assets; and provide a nimble, cost-effective, and responsive administrative infrastructure 

to enable us to accomplish all of those goals. We also continue to improve facilities 

maintenance and collections care to be even better stewards of America’s treasures and 

seek out new federal, state, and local partners to expand our reach. 

Our vision for the Strategic Plan is that, by 2022, we will build on our unique strengths 

to engage and inspire more people where they are, with greater impact, while catalyzing 

critical conversations on important issues affecting our nation and the world. 

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

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

National Zoo, and 214 Affiliates in 45 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 145 

countries. In fiscal year (FY) 2018, our museums had almost 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 seven million people. The 

Smithsonian Channel is distributed by all of the top cable service providers and is available 

in more than 38 million households nationwide. 

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Our collections total 155 million objects, including 145 million scientific specimens, 

340,000 works of art, and more than two million library volumes. We also care for 162,000 

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 

pioneering 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 these objects in 

trust for the American people and preserve these priceless national treasures for future 

generations to enjoy. 

In FY 2018, our visitors enjoyed approximately 100 new exhibitions, including: A 

Right to the City at the Anacostia Community Museum; Americans at the National Museum 

of the American Indian; Taíno: Native Heritage and Identity in the Caribbean at the George 

Gustav Heye Center; Mark Bradford: Pickett’s Charge at the Hirshhorn Museum and 

Sculpture Garden; Encountering the Buddha: Art and Practice Across Asia at the Arthur M. 

Sackler Gallery; One Year: 1968, An American Odyssey at the National Portrait Gallery; 

Visionary: Viewpoints on Africa’s Arts at the National Museum of African Art; Alexander 

Hamilton: Soldier, Secretary, Icon at the National Postal Museum; 2001: A Space Odyssey 

Immersive Art Exhibit at the National Air and Space Museum; Outbreak: Epidemics in a 

Connected World at the National Museum of Natural History; Electric Fishes Demonstration 

Lab at the National Zoo; Iridescence at Cooper Hewitt, Smithsonian Design Museum; 

Diane Arbus: A Box of Ten Photographs at the Smithsonian American Art Museum; No 

Spectators: The Art of Burning Man at the Renwick Gallery; Pushing the Envelope: Mail Art 

from the Archives of American Art at the Archives of American Art; The American 

Revolution: A World War at the National Museum of American History; and Watching 

Oprah: The Oprah Winfrey Show and American Culture at the National Museum of African 

American History and Culture. 

One of the key goals of our Strategic Plan is to become “One Smithsonian,” which 

means to work more collaboratively, efficiently, and effectively to extend our reach and 

relevance, and have a more profound impact on our increasingly diverse audience. We 

implemented several Institution-wide projects in 2018 and 2019 to further that goal. The 

Smithsonian’s American Women’s Initiative began a five-year, pan-Institutional celebration 

of the 100th anniversary of women’s suffrage in America. Our Solstice Saturday event on 

the first Saturday of summer featured free parties, programs, and performances, and 

extended hours until midnight throughout our museums, research centers, and the 

National Zoo. On Earth Day in April, we began the One Smithsonian Plastics Reduction 

Initiative to reduce the Smithsonian’s use of plastics and increase our recycling of plastic 

waste. We also established the Smithsonian Accessibility Innovations Fund Awards to 

encourage creativity and innovation that promotes accessibility to the Institution as a 

whole. In 2019, we will celebrate the Year of Music by exploring opportunities to reach 

audiences across Washington, DC and the rest of the country while building bridges 

throughout the Institution and fulfilling our goal of being One Smithsonian. 

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Another key facet of our Strategic Plan is digital technology, which allows us to 

reach new, diverse audiences more than ever before. In FY 2018, our websites attracted 

more than 160 million unique visitors. In social media, we currently have more than 12 

million followers on Facebook and Twitter alone, with tens of thousands more engaging 

with us on other Internet platforms. Our Sidedoor podcast debuted in October of 2016, 

featuring behind-the-scenes stories from the Smithsonian’s museums, research centers, 

and world-renowned experts. The podcast, now in its third season, has reached people in 

all 50 states and more than 146 countries, with more than three million downloads to date. 

For years, we have been digitizing our objects, specimens, archival materials, and 

library books to make them more accessible to the public. So far, our museums and 

libraries have created digital images for 3.4 million objects, specimens and books, and 

electronic records for more than 31 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. More than 10,000 digital 

initiative volunteers have transcribed more than 340,000 pages of data for our Transcription 

Center. Furthermore, we have implemented rapid-capture digitization, a conveyor-belt 

technology to accelerate the digitization of our collections. We reached another milestone 

when the Smithsonian’s Digitization Program Office (DPO) worked with the National 

Museum of Natural History’s Department of Botany to digitize and transcribe the Museum’s 

one-millionth botanical specimen. 

Thanks to the work of our DPO, we are now leaders in the field of 3D scanning, 

allowing people to see our treasures and specimens in a new light. Users can connect with 

our collection of 3D-digitized Smithsonian objects available online, creating replicas of 

Smithsonian objects via 3D printers for scientific research or use in the classroom. The 

digitization team’s new 3D collection website features updated content and functionality, 

with the most recent advance allowing viewers to interact with Smithsonian collection 

objects, using Virtual Reality applications. The team is also automating the 3D scanning 

pipeline so that hundreds of objects may be scanned in mere weeks. 

Another way we accomplish the “diffusion of knowledge” is with myriad 

educational offerings that serve millions of people annually from preschoolers to senior 

citizens. For instance, the Smithsonian Science Education Center publishes K–8 STEM 

curriculum materials that 1,500 school districts, representing all 50 states and 25 countries, 

have adopted. The Smithsonian Learning Lab website created by the Smithsonian Center 

for Learning and Digital Access offers teachers and students free digital access to more 

than one million resources from across the Smithsonian. Smithsonian Affiliate museums 

host speakers, traveling exhibitions, and webinars, bringing educational offerings into many 

communities across the country. In FY 2018, the Smithsonian Institution Traveling 

Exhibition Service (SITES) took large and small exhibitions to regional museums and 

provided educational materials to schools and libraries. In all, SITES sent exhibitions to 

museums and provided educational materials to schools and libraries in all 50 states, the 

District of Columbia, and overseas, and reached an audience of 4.5 million people. In FY 2018, 

poster exhibitions were sent to 3,811 schools, museums, and libraries. We are also working 

with administrators in the Nation’s Capital to provide educational materials to all 

Washington, DC K–12 public school students. 

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We have many education, learning, and discovery spaces in our museums and 

research centers. 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. In May of 2018, the 

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

imagiNATIONS Activity Center. In addition, we continue to connect with young learners 

through the Hirshhorn Museum and Sculpture Garden’s ARTLAB+ program for teens and 

Cooper Hewitt’s Smithsonian Design Center in New York City’s Harlem neighborhood. 

Smithsonian Affiliates also hosts Spark!Lab to provide Smithsonian educational 

experiences through hands-on invention centers developed by the National Museum of 

American History. 

However, given the Institution’s high profile and popularity, the Smithsonian’s 

facilities require constant care and maintenance to enable us to serve our visitors. Our 

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

Museum building on the National Mall. The 750,000-square-foot building, which opened in 

1976, hosts approximately seven million visitors each year and has welcomed more than 

330 million people in the past 40 years, far exceeding its 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 nation’s priceless 

artifacts of aviation and space flight. 

The Smithsonian continues to take collections stewardship very seriously. Our 

collections are a vital national asset, and we are always improving storage conditions and 

balancing the preservation of and access to these collections. 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. Today, we still use collections acquired a 

century or more ago 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 to questions 

about flu epidemics, oil spills, volcanic eruptions, and aircraft downed by bird strikes. 

As an ambassador of goodwill and a research partner, we are involved in research in 

more than 145 countries by coordinating with strategic allies across the federal Government 

and working with foreign governments and the private sector. Through our Office of 

International Relations and our science, art, history, culture, and education units, we work 

with virtually every Cabinet-level federal agency and numerous other organizations. 

Another goal of our Strategic Plan is to catalyze new conversations and address 

complex challenges. Because we combine world-class museums, cutting-edge research, 

and accessible educational programs, the Smithsonian is uniquely qualified to address a 

range of relevant topics. That is why we strive to serve and be recognized as a leading 

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advocate for dialogue on global and national issues. We are implementing this goal through 

a series of conversations with thought leaders, which are posted on our website called 

Smithsonian Second Opinion at www.smithsoniansecondopinion.org. Thus far, we have 

examined three topics: immigration, earth optimism, and the arts. 

In addition, we leverage our strengths with our strategic national and international 

partners for a combined greater impact. For example, our international efforts are 

increasingly directed toward cultural heritage protection. These and other Smithsonian 

projects foster international collaboration and bring together governments, foundations, and 

the world’s leading thinkers and scientists. We bridge cultural and scientific 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 in all 

disciplines. Beyond the walls of our buildings, our teams are making discoveries, 

preserving the past, and sharing insights with audiences of all ages. By working with our 

partners around the world, we amplify our impact. Cross-disciplinary collaboration gets 

results and produces a shared legacy of progress and discovery. 

With our 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 nearly 13,000 different species) on 63 plots in 27 countries. Our 

follow-up initiative, Tennenbaum Marine Observatories, or MarineGEO, replicates this 

success by assessing the health of coastal areas and the oceans at large to determine how 

to manage these important resources. Six new sites are scheduled to be added to this 

network in 2019, which will bring the total to 15 active MarineGEO sites. 

Smithsonian scientists also work around the world 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 scimitar-horned oryx; 

coral reefs; North American black-footed ferrets; Cuban crocodiles; Asian clouded 

leopards; and giant pandas. 

Elsewhere, 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, 

identify and stop the next global health threat in its initial stages. Toward that end, our 

scientists recently discovered a new coronavirus in a species of bat in Myanmar. The team 

will share this information with the government of Myanmar to help develop policies and 

strategies for lowering the risk of viral transmission from wildlife to humans. 

The Smithsonian’s 500 staff scientists also tackle other vital issues of the day, make 

important discoveries, and share them with the public. For example, scientists at the 

Harvard-based Smithsonian Astrophysical Observatory (SAO) continue to explore the 

universe’s boundless mysteries, from carbon-based planets capable of supporting life to a 

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planet forming in an Earth-like orbit around a young star light-years away from our own 

solar system. The Giant Magellan Telescope, or GMT, that is being built at the Las 

Campanas Observatory in Chile, is one such exciting project. It promises to change the 

way we see and understand the universe. Its array of seven huge mirrors, each one twice 

the length of an automobile, will work in tandem to produce images 10 times sharper than 

those created by the Hubble Telescope. Another example of the ingenuity of SAO 

researchers is the Solar Probe Cup, an instrument SAO designed and NASA launched as 

part of the Parker Solar Probe spacecraft, which will expand our understanding of the sun. 

In addition, 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 build and 

maintain a key repository of scientific information about virtually every form of life on Earth. 

EOL is an online database with more than 5.5 million pages, and more than 90,000 people 

use it for their work. Its financial, logistical, and research support comes from numerous 

partners, including the MacArthur and Sloan Foundations. 

The NMNH also houses the Consortium for the Barcode of Life, an international 

initiative to develop DNA barcoding as a global standard for identifying biological species. 

This technique uses a short DNA sequence from a standardized position in the genome as 

a molecular diagnostic marker for species identification. As the 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 do all this thanks to more than 6,800 dedicated employees — award-winning 

scientists and scholars, curators, researchers, historians, and experts in fields from 

astrophysics to zoology — and more than 6,900 generous, on-site volunteers, nearly 800 

research Fellows, nearly 1,300 research associates, and more than 1,700 interns and 

11,000 digital initiative volunteers: brain power that benefits the Smithsonian and the world 

many times over. Because of their level of commitment, the Smithsonian was, for the ninth 

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

Building on our rich legacy, with the continuing support of Congress, the 

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

opportunities to enlighten and engage the public. Today, with our many museums, 

distinguished research and scholars, iconic American treasures, and vast array of 

information from our websites, the Smithsonian remains a valuable resource for the 

American people and the world. As such, with this FY 2020 budget request, the 

Smithsonian will continue to harness its resources to serve as an investment in the future 

and a steward of our past. 

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SMITHSONIAN INSTITUTION 

FY 2020 BUDGET REQUEST SUMMARY 

Account 

FY 2018 

Enacted 

FY 2019 

Enacted 

FY 2020 

Request 

Salaries and Expenses 

Facilities Capital 

Total 

$731,444,000 

$311,903,000 

$1,043,347,000 

$739,994,000 

$303,503,000 

$1,043,497,000 

$759,345,000 

$219,000,000 

$978,345,000 

For fiscal year (FY) 2020, the Smithsonian’s request to fund operating expenses 

and revitalization of the Institution’s physical infrastructure is $978.3 million. The total 

amount includes $759.3 million for Salaries and Expenses (S&E) and $219.0 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 ($0) — This request accounts for the decrease in 

Workers’ Compensation (-$216,000) and reapplies those savings to partially 

fund locally hired employees at the Smithsonian Tropical Research Institute in 

Panama (+$216,000). 

	 Non-pay Fixed Items (+$4,077,000) — The Institution requests additional 

funding, largely for inflation-related increases in rent, software licenses, and 

other operating costs. Details are provided in the S&E section of this budget 

submission. 

PROGRAM INCREASES 

ENHANCED INTERDISCIPLINARY RESEARCH 

	 Research Equipment Pool (+$300,000) — The Institution requests an increase 

(+$300,000) to the Research Equipment Pool to support the Smithsonian’s 

ambitious research agenda. This basic equipment infrastructure requires regular 

maintenance, upgrades, and routine replacement. With the current allocation, the 

Institution cannot effectively address the many research needs throughout the 

scientific community. Research Equipment Pool funds have enabled Smithsonian 

museums and research centers to undertake groundbreaking research in 

numerous areas, such as with DNA sequencers and mass spectrometers. 

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EXPAND DIGITAL TECHNOLOGIES
 

	 Digitization (+$1,550,000) — The Smithsonian continues work on its Strategic 

Plan to use new technologies to share its vast collections and extensive 

research, along with the expertise of its scholars, scientists, researchers, 

museum specialists, and curators. The Institution has invested in creating a 

standard mass-digitization process that enables replicable, cost-effective, highthroughput projects, resulting in high-quality digitization for all priority collections. 

This request supports the Smithsonian’s Digitization Strategic Plan to stimulate 

learning and innovation. Digitizing the national collections and making them 

accessible online are major Strategic Plan priorities. 

There are also many research projects around the Institution which 

generate enormous amount of data. The proper storage, management, 

publishing and curation of this valuable data require significant technical 

infrastructure and full-time staff support to ensure its long-term access and 

preservation. The positions to be filled will form a distributed team of research 

technology professionals to provide a base level of information technology 

(IT) support to Institution-wide research projects. This is necessary because 

massive data storage and access requirements, driven by research 

mandates, require increased staffing to support first-class research at the 

Institution. 

UNDERSTAND AND IMPACT 21st CENTURY AUDIENCES 

	 Asia Pacific American Initiatives Pool and Latino Center (+$400,000) — The 

Institution requests an increase (+$200,000) to the Asia Pacific American 

Initiatives Pool (APAIP). Since it began in 2016, APAIP has funded 33 projects in 

15 units with its original $400,000 annual federal appropriation. Each year, the 

pool has seen an increasing number of high-quality proposals that have now 

grown beyond its capacity for funding. 

The Institution requests an increase (+$200,000) for the Smithsonian 

Latino Center (SLC) to begin operation of the Smithsonian Latino Gallery (SLG) 

at the National Museum of American History beginning calendar 2021 as the first 

space at the Smithsonian dedicated to the Latino experience. SLC has 

completed an interpretive master plan, preliminary schematic design, audience 

research, exhibition content outlines, and is nearing completion of visual identity 

and branding consultancy for SLC and SLG. 

PRESERVE OUR NATURAL AND CULTURAL HERITAGE 

	 Animal Welfare (+$500,000) — Funding is requested for the National Zoological 

Park’s Smithsonian Conservation Biology Institute (SCBI, in Front Royal, 

Virginia) breeding facility. SCBI is world-renowned for its heroic efforts to 

research, breed, and reintroduce some of the world’s most critically endangered 

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species into the wild. The National Zoo must strategically augment staffing with 

contract support to successfully achieve its vital mission of saving species from 

extinction. 

	 Facilities Maintenance (+$5,000,000) — The Smithsonian requests an increase 

of $5.0 million to enable its maintenance program to continue stabilizing and 

standardizing the overall condition of its facilities. The increase will enable the 

Institution to address the significant maintenance backlog and meet the minimum 

standards for annual maintenance budgets as endorsed by the Government 

Accountability Office and the National Research Council. This increase also 

provides some additional preventive maintenance and building system reliability 

to ensure that proper environmental conditions are maintained for the national 

collections and that public expectations are met. 

	 Security (+$5,500,000) — The Institution requests an increase of 

approximately $5.5 million to address critical security needs. As the physical 

footprint of the Smithsonian has increased and facilities are revitalized, the 

Institution’s security and law-enforcement needs have also grown. This has 

caused a steady degradation in the security base budget. Additionally, recent 

increases in violent shooter attacks in the United States have highlighted the 

need to improve the Smithsonian’s ability to respond quickly to these types of 

incidents. Consequently, the Institution requests an increase for existing 

unfunded security positions and additional contract security officers to 

continue full-time magnetometer screening and bag searches, and to provide 

additional security in galleries and other public spaces. 

ENABLE COST-EFFECTIVE AND RESPONSIVE ADMINISTRATION 

	 Information Technology (IT) Security (+$400,000) — This funding request 

supports enhancing the maturity of the IT security program which is 

independently evaluated annually by the Smithsonian's Office of the Inspector 

General. This request includes funds to support improvements in our 

Information Security Continuous Monitoring and Incident Response 

capabilities of the security program to more rapidly detect and respond to 

incidents as well as emerging vulnerabilities and threats. The funding will also 

support addressing audit recommendations to bring the Smithsonian 

Astrophysical Observatory's network and technology environment into our 

continuous monitoring program. 

	 Internal Controls (+$1,624,000) — This request funds 10 essential positions 

required to provide the necessary support Institution-wide, especially related to 

internal controls to prevent waste, fraud, and abuse in areas that they oversee. 

These positions are in the Office of the Inspector General (3 FTEs); Office of the 

General Counsel (1 FTE); the Office of Human Resources (3 FTEs); Office of 

Equal Employment and Minority Affairs (1 FTE); and the Office of Contracting 

and Personal Property Management (2 FTEs). 

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FACILITIES CAPITAL PROGRAM 

The request for the Facilities Capital Program ($219,000,000) 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 priority 

one projects that are ready to be fixed in FY 2020. 

For FY 2020, the requested funds will enable the Institution to continue the major 

renovation project at the National Air and Space Museum (NASM, at $100.0 million). 

The request will also continue major revitalization work at the National Museum of 

Natural History ($1.5 million); the National Zoological Park ($25.0 million); and the 

National Museum of American History ($3.0 million). In addition, these funds will allow 

the Smithsonian to perform essential revitalization work at the NASM Steven F. UdvarHazy Center ($18.4 million); Hirshhorn Museum and Sculpture Garden ($8.5 million); 

Quadrangle ($2.0 million); Donald W. Reynolds Center ($3.5 million; Smithsonian 

Institution Building (Castle, at $1.0 million); Smithsonian Tropical Research Institute 

($1.7 million); Smithsonian Astrophysical Observatory ($0.8 million); Suitland 

Collections Center ($5.5 million); Freer Gallery of Art ($2.0 million); and fire-alarm 

replacement ($2.0 million). The request also provides for important 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 ($29.6 million), including at the Castle and the Arts and Industries 

Building ($16.0 million). Details are provided in the Facilities Capital section of this 

budget request. 

10 
SMITHSONIAN INSTITUTION
 

FY 2020 BUDGET SUMMARY
 

BY APPROPRIATION ACCOUNT
 

SALARIES AND EXPENSES FTEs Amount 

FY 2019 Enacted 4,232 $739,994,000 

FIXED COSTS INCREASES 4,077,000 

Salaries and Related Costs 0 0 

Utilities, Rent, Communications, and Other 0 4,077,000 

PROGRAM INCREASES 

Enhanced Interdisciplinary Research 0 300,000 

Research Equipment Pool 0 300,000 

Expand Digital Technologies 6 1,550,000 

Digitization Support 6 1,550,000 

Understand and Impact 21st Century Audiences 2 400,000 

Asia Pacific American Initiative Pool and Latino Center 2 400,000 

Preserve Our Natural and Cultural Heritage 9 11,000,000 

Animal Welfare 0 500,000 

Facilities Maintenance 9 5,000,000 

Security 0 5,500,000 

Enable Cost-Effective and Responsive Administration 12 2,024,000 

Information Technology Security 2 400,000 

Internal Controls 10 1,624,000 

Total FY 2020 Salaries and Expenses 4,261 $759,345,000 

11 
SMITHSONIAN INSTITUTION
 

FY 2020 BUDGET SUMMARY
 

BY APPROPRIATION ACCOUNT
 

FACILITIES CAPITAL FTEs Amount 

FTEs in Base 48 

Revitalization 

National Air and Space Museum 100,000,000 

Steven F. Udvar-Hazy Center 18,400,000 

National Zoological Park 25,000,000 

National Museum of Natural History 1,500,000 

National Museum of American History 3,000,000 

Hirshhorn Museum and Sculpture Garden 8,500,000 

Quadrangle 2,000,000 

Donald W. Reynolds Center 3,500,000 

Smithsonian Institution Building (Castle) 1,000,000 

Smithsonian Tropical Research Institute 1,700,000 

Smithsonian Astrophysical Observatory 800,000 

Suitland Collections Center 5,500,000 

Freer Gallery of Art 2,000,000 

Fire-Alarm Panel Replacements 2,000,000 

Multiple Location Revitalization Projects 14,500,000 

Facilities Planning and Design 29,600,000 

Total FY 2020 Facilities Capital 48 $219,000,000 

FY 2020 REQUEST, ALL ACCOUNTS 4,309 $978,345,000 

12 
 

 

 

 

 

 

 

 

 

 

SMITHSONIAN INSTITUTION
 

SALARIES AND EXPENSES (S&E)
 

FY 2020 Congressional Request
 

FTEs Amount 

FY 2019 Enacted 4,232 $739,994,000 

Fixed Costs Increases 

Salaries and Related Costs 0 0 

Utilities, Postage, Rent, Communications, and Other 0 4,077,000 

Total Fixed Costs Increases 4,077,000 

Program Increases 

Enhanced Interdisciplinary Research 0 300,000 

Research Equipment Pool 0 300,000 

Expand Digital Technologies 6 1,550,000 

Digitization Support 6 1,550,000 

Understand and Impact 21st Century Audiences 2 400,000 

Asia Pacific American Pool and Latino Center 2 400,000 

Preserve Our Natural and Cultural Heritage 9 11,000,000 

Animal Welfare 0 500,000 

Facilities Maintenance 9 5,000,000 

Security 0 5,500,000 

Enable Cost-Effective and Responsive Administration 12 2,024,000 

Information Technology Security 2 400,000 

Internal Controls 10 1,624,000 

Total Program Increases 29 15,274,000 

Total Increases 29 19,351,000 

Total FY 2020 Salaries and Expenses 4,261 $759,345,000 

13 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

14 

SMITHSONIAN INSTITUTION 

Salaries and Expenses 

Unit Detail of the FY 2018 Enacted, FY 2019 Estimate, and FY 2020 Request 

($s in Thousands) 

FTE = Full-Time Equivalent FY 2018 FY 2019 FY 2020 ANALYSIS OF CHANGE 

Enacted Estimate Request (FY 2020 Increases) 

 Pay & 

Benefits

 Rent & 

Utilities

 Fixed 

Other 

Program 

Change 

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

MUSEUMS AND RESEARCH CENTERS 

32 National Air and Space Museum 151 20,110 151 20,110 151 20,110 0 0 0 0 0 

39 Smithsonian Astrophysical Observatory 99 24,593 99 24,593 99 24,745 0 152 0 0 0

 Rent Increase 152 

44 Major Scientific Instrumentation 0 4,118 0 4,118 0 4,118 0 0 0 0 0 

30 Universe Consortium 1 184 1 184 1 184 0 0 0 0 0 

49 National Museum of Natural History 335 49,789 335 49,789 335 49,789 0 0 0 0 0 

57 National Zoological Park 208 27,566 208 27,566 208 28,066 0 0 0 0 500

 Animal Welfare 500 

66 Smithsonian Environmental Research Center 32 4,227 32 4,227 34 4,487 0 0 0 2 260

 Digitization Support 2 260 

70 Smithsonian Tropical Research Institute 191 14,486 191 14,486 191 14,702 216 0 0 0 0

 STRI Compensation 216 

30 Biodiversity Consortium 3 1,543 3 1,543 3 1,543 0 0 0 0 0 

78 Arthur M. Sackler Gallery/Freer Gallery of Art 45 6,273 45 6,273 45 6,273 0 0 0 0 0 

83 Center for Folklife and Cultural Heritage 17 3,084 17 3,184 17 3,484 0 0 300 0 0

 Festival Costs 300 

88 Cooper Hewitt, Smithsonian Design Museum 36 5,061 36 5,086 36 5,086 0 0 0 0 0 

91 Hirshhorn Museum and Sculpture Garden 37 4,534 37 4,544 37 4,544 0 0 0 0 0 

97 National Museum of African Art 28 4,654 28 4,654 31 5,054 0 0 0 3 400

 Digitization Support 3 400 

30 World Culture Consortium 2 792 2 792 2 792 0 0 0 0 0 

104 Anacostia Community Museum 19 2,405 19 2,405 19 2,405 0 0 0 0 0 

110 Archives of American Art 17 1,933 17 1,933 17 1,933 0 0 0 0 0 

114 National Museum of African American History & Culture 145 33,079 141 32,617 141 32,617 0 0 0 0 0

 FY 2019 adjustment: see page 250 (to Libraries: -$462K) 

124 National Museum of American History, Behring Center 164 25,373 164 25,373 165 25,583 0 0 0 1 210

 Digitization Support 1 210 

133 National Museum of the American Indian 216 32,671 216 33,648 216 33,648 0 0 0 0 0

 FY 2019 adjustment: see page 250 (from Security:+$406K) 

137 National Portrait Gallery 56 6,556 56 6,556 56 6,736 0 0 0 0 180

 Digitization Support 0 180 

145 National Postal Museum 6 1,131 6 1,581 6 1,581 0 0 0 0 0

 FY 2019 adjustment: see page 250 (from Facilities: +$250K) 

149 Smithsonian American Art Museum 89 10,239 89 10,389 89 10,389 0 0 0 0 0

 FY 2019 adjustment: see page 250 (from Admin: +$150K) 

30 American Experience Consortium 4 550 4 600 4 600 0 0 0 0 0 

Total for Museums and Research Centers 1,901 284,951 1,897 286,251 1,903 288,469 216 152 300 6 1,550 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

15 

SMITHSONIAN INSTITUTION 

Salaries and Expenses 

Unit Detail of the FY 2018 Enacted, FY 2019 Estimate, and FY 2020 Request 

($s in Thousands) 

FTE = Full-Time Equivalent FY 2018 FY 2019 FY 2020 ANALYSIS OF CHANGE 

Enacted Estimate Request (FY 2020 Increases) 

 Pay & 

Benefits

 Rent & 

Utilities

 Fixed 

Other 

Program 

Change 

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

MISSION ENABLING 

Program Support and Outreach 

154 Outreach 64 9,333 64 9,333 64 9,333 0 0 0 0 0 

159 Communications 23 2,839 23 2,839 23 2,839 0 0 0 0 0 

162 Institution-wide Programs 0 16,784 0 16,784 0 17,784 0 0 0 0 1,000

 Research Equipment Pool 0 300

 Information Resource Management Pool 0 500

 Asia Pacific American Initiatives Pool 0 200 

171 Smithsonian Exhibits 28 3,169 28 3,169 28 3,169 0 0 0 0 0 

174 Museum Support Center 18 1,906 18 1,906 18 1,906 0 0 0 0 0 

176 Museum Conservation Institute 22 3,359 22 3,359 22 3,359 0 0 0 0 0 

181 Smithsonian Institution Archives 20 2,423 20 2,423 0 0 0 0 0 0 0 

181 Smithsonian Libraries 86 11,273 90 11,835 0 0 0 0 0 0 0

 FY 2019 adjustment: see page 250 (from NMAAHC:+$462K) 

181 Smithsonian Libraries and Archives 110 14,458 0 0 200 0 0

 Library Subscription Inflation 200 

Subtotal, Program Support and Outreach 261 51,086 265 51,648 265 52,848 0 0 200 0 1,000 

186 Office of the Chief Information Officer 95 52,009 95 52,509 97 55,409 0 0 2,500 2 400

 Communications 2,500

 IT Security 2 400 

189 Administration 182 36,234 182 36,255 191 37,324 (216) 0 0 9 1,285

 FY 2019 adjustment: see page 250 (to SAAM: -$150K)

 Workers Compensation (216)

 Latino Center 2 200

 Internal Controls 7 1,085 

194 Office of the Inspector General 24 3,538 24 3,538 27 4,077 0 0 0 3 539

 Internal Controls 3 539 

Facilities Services 

196 Facilities Maintenance 401 77,045 408 79,545 417 84,545 0 0 0 9 5,000

 Facilities Maintenance 9 5,000 

200 Facilities Operations, Security, and Support 1,361 226,581 1,361 230,248 1,361 236,673 0 925 0 0 5,500 

FY 2019 adjustment: see page 250 (to NMAI: -$406) 

FY 2019 adjustment: see page 250 (to Postal: -$250)

 Security 0 5,500

 Rent 1,700

 Utilities (775) 

Subtotal, Facilities Services 1,762 303,626 1,769 309,793 1,778 321,218 0 925 0 9 10,500 

Total for Mission Enabling 2,324 446,493 2,335 453,743 2,358 470,876 (216) 925 2,700 23 13,724 

GRAND TOTAL, SMITHSONIAN INSTITUTION 4,225 731,444 4,232 739,994 4,261 759,345 0 1,077 3,000 29 15,274 
 

 

 

 

 

 

SALARIES AND EXPENSES
 

FY 2018 Enacted $731,444,000 

FY 2019 Enacted $739,994,000 

FY 2020 Request $759,345,000 

For fiscal year (FY) 2020, the Institution requests $759.3 million in the 

Salaries and Expenses (S&E) account. Within the total increase requested, 

approximately 21 percent is attributable to fixed costs for sustaining base operations 

(e.g., rent, communications, and other costs), and the remainder is for priority 

requirements throughout the Institution. 

FIXED COSTS 

SALARY AND PAY-RELATED COSTS ($0) — This budget request reflects 

a decrease in Workers’ Compensation costs and supports the higher pay 

requirements for the Smithsonian Tropical Research Institute’s (STRI) locally hired 

Panama employees in accordance with Panamanian Law. The following is a lineitem display of the funds requested. 

	 Workers’ Compensation (-$216,000) — This supports the provisions of Section 

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

FY 2020 is $2,975,000, based on a Department of Labor invoice for costs incurred 

from July 1, 2017 through June 30, 2018. This represents a decrease of $216,000 

from the FY 2019 Workers’ Compensation costs ($3,191,000). 

	 Panamanian Pay (+$216,000) — U.S. and Panamanian laws require a payroll 

system governed by the labor laws of Panama for locally hired employees. The 

compensation policy for locally hired employees at STRI, which was instituted in 

2000, has not kept pace with the remarkable growth of Panama’s economy. To 

provide an equitable compensation system for locally hired Panamanian 

employees, and enable STRI to compete in the local labor market, the Smithsonian 

adopted the U.S. Department of State employment standards and practices used 

by U.S. Embassies around the world. The requested increase (+$216,000) will 

partially cover the mandatory costs to support the increased pay for the 

Panamanian local workforce, and provide equitable salaries and benefits for the 

locally hired employees, which are comparable to those at the local U.S. Embassy 

in Panama. 

16 
 

UTILITIES, POSTAGE, RENT, COMMUNICATIONS, AND OTHER 

FIXED COSTS (+$4,077,000) — For FY 2020, the Institution requests an 

increase of $4,077,000 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 estimates for FYs 2019 and 2020. The details 

that follow address the specific changes affecting the FY 2020 accounts. 

Federal Utilities, Postage, Rent, Communications, and 

Other Fixed Costs
 

FYs 2019–2020
 

(Dollars in Thousands) 

FY 2019 

Estimate 

FY 2020 

Estimate Change 

Utilities: 

Electricity 

Chilled Water 

Steam 

Natural Gas 

DC Gov’t Water/Sewer 

Other Water and Fuel Oil 

Subtotal, Utilities 

21,585 

3,083 

8,607 

3,132 

5,855 

1,255 

43,517 

20,857 

3,083 

8,560 

3,118 

5,888 

1,236 

42,742 

-728 

0 

-47 

-14 

33 

-19 

-775 

Postage 1,461 1,461 0 

Motor Fuel 370 370 0 

Rental Space: 

Central 

Unit 

Subtotal, Rent 

41,530 

5,890 

47,420 

43,230 

6,042 

49,272 

1,700 

152 

1,852 

Communications 19,374 21,874 2,500 

Other Support 3,420 3,920 500 

Total $115,562 $119,639 $4,077 

17 
 

 

 

 

 

 

UTILITIES (-$775,000) — Justified here, but included in the Facilities Operations, 

Security, and Support line item, are requested changes to cover the costs of energy 

and water. The request includes the following: 

	 Electricity (-$728,000) — 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 contract 

cost increases in FY 2020 for Energy Savings Performance Contracts (ESPCs) 

(+$38,000) and a downward adjustment for lower-than-projected rate increases in 

FY 2018 (-$678,000). The request also accounts for the delay in opening the new 

Museum Support Center Pod 6 (-$50,000). In addition, there are increased 

reimbursements due to the reopening of the National Museum of Natural History’s 

(NMNH) Atrium and West Court Cafes (-$38,000). 

	 Chilled Water ($0) — Chilled water costs represent actual chilled water usage 

supplied by the General Services Administration’s (GSA) central plant to the 

Smithsonian’s south Mall facilities. No increases are anticipated for FY 2020. 

	 Steam (-$47,000) — The Smithsonian uses steam for heating and humidification, 

and to produce hot water for facilities on the Mall and in New York City. The 

increase covers escalation as stipulated in ESPCs (+$46,000) and a net increase 

in reimbursements projected ($-93,000), mainly due to the reopening of the Atrium 

and West Court Cafes at the NMNH. 

	 Natural Gas (-$14,000) — The Smithsonian uses natural gas and propane for 

heating and generating steam. The request covers cost increases for rates and 

usage in FY 2020 (+$14,000). The request also funds increased reimbursements, 

including the reopening of the NMNH’s Atrium Cafe and West Court Cafes 

(-$28,000). 

	 DC Water and Sewer (+$33,000) — 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 in April of 2018 (+$183,000), as well as anticipated 

increased reimbursements in FY 2020 due to higher rates and the reopening of 

the NMNH’s Atrium and West Court Cafes (-$150,000). 

	 Other Water and Fuel Oil (-$19,000) — 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 (of +2.6 

percent) in FY 2020 for current services for all accounts (+$21,000) and a 4.4-

percent payment escalation in the Suitland, Maryland ESPC (+$9,000). The 

request also includes lower-than-projected usage and price decreases 

(-$49,000). 

18 
 

 

 

POSTAGE ($0) — Funds provide for all official domestic and international mail 

services. No increases are requested for postage in FY 2020. 

MOTOR FUEL ($0) — Funds provide motor fuel that powers the Smithsonian’s 

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

motor fuel in FY 2020. 

RENTAL SPACE (+$1,852,000) — Funds provide for the long-term rental of 

office, collections and warehouse storage, and laboratory space. For FY 2020, the 

Smithsonian requests an increase of $1,852,000 for centrally funded lease 

requirements and for unit-funded, programmatic lease requirements, as follows: 

	 Central Rent (+$1,700,000) — 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: 

Escalation (+$1,700,000) — 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 2019 estimates. 

	 Unit Rent (+$152,000) — 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: 

Smithsonian Astrophysical Observatory (+$152,000) — This request is a 

must-fund increase for the Atomic and Molecular Physics laboratory space 

(+$77,000) and for escalation costs for current federal leased space (+$75,000). 

COMMUNICATIONS (+$2,500,000) — The communications base 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 Institution requests an increase to the base budget for these 

increases when they come due in FY 2020. 

These systems include the Enterprise Resource Planning (ERP) financial 

management system; 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; 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 

19 
 

 

 

 

high-resolution images and 3D models, and covers the annual recurring cost for a 

network connection to the Smithsonian Tropical Research Institute laboratories in 

Panama, many of which are difficult to physically access. 

OTHER SUPPORT (+$500,000) — An additional $500,000 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 (+$200,000). This increase will enable the Libraries to cover the 

extraordinary inflation costs of purchasing journals and electronic databases, which 

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

In addition, the Institution requests an increase (+$300,000) to support the 

Smithsonian Folklife Festival’s compliance with National Park Service regulations in 

its management of the turf on the National Mall, which strictly limit how the Festival 

can use both the turf and tree panels on this federal property. 

20 
 

 

 

SUMMARY OF FY 2020 S&E PROGRAM INCREASES
 

FY 2019 

Base 

FY 2020 

Program 

Increase 

($000s) 

FY 2020 

FTE 

Increase 

Enhanced Interdisciplinary Research 94,435 +300 +0 

 Research Equipment Pool 1,200 +300 0 

Expand Digital Technologies 15,511 +1,550 +6 

 Digitization Support 15,511 +1,550 +6 

Understand and Impact 21st Century Audiences 101,782 +400 +2 

 Asia Pacific American Initiative Pool 400 +200 0 

 Latino Center 592 +200 +2 

Preserve Our Natural and Cultural Heritage 390,872 +11,000 +9 

 National Zoo — Animal Welfare 27,566 +500 0 

 Facilities Maintenance 79,545 +5,000 +9 

 Security 80,413 +5,500 0 

Enable Cost-Effective and Responsive Administration 137,394 +2,024 +12 

 Information Technology Security 44,601 +400 +2 

 Management Operations (Internal Controls) 92,793 +1,624 +10 

Total S&E Program Increases 739,994 +$15,274 +29 

Note: For a complete list of program categories, see page 29. 

ENHANCED INTERDISCIPLINARY RESEARCH 

Institution-wide, Research Equipment Pool — Base: ($1,200,000); FY 2020 

Increase: (+$300,000) 

The Institution requests an increase (+$300,000) to the Research Equipment 

Pool. The Smithsonian’s ambitious research agenda requires appropriate equipment 

to achieve its goal of Excellent Interdisciplinary Research. This basic equipment 

infrastructure requires regular maintenance, upgrades, and routine replacement. 

With the current allocation, the Institution cannot effectively 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 

scientists new opportunities for exploring biodiversity. To be successful, biodiversity 

genomics requires a set of cutting-edge genetic technologies such as nextgeneration sequencing (NGS). Similarly, the Institution’s efforts in materials 

conservation have been greatly enhanced by using highly specialized equipment to 

enable conservators to better identify the age and provenance of artifacts as well as 

improve the preservation of fragile materials. Continuing to invest in additional 

equipment and supporting the maintenance contracts will allow the Smithsonian to 

leverage its collections and expertise in these important areas of research. 

21 
 

 

 

 

 

EXPAND DIGITAL TECHNOLOGIES
 

Digitization Support — Base: ($15,511,000); FY 2020 Increase: (+$1,550,000, +6 

FTEs) 

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

strategic plan that includes the framework of digitization policies; made assessments to 

account for the state and progress of digitization; and clarified digitization priorities to 

guide resource allocation and planning. The Digital Assessment showed that the 

Smithsonian has prioritized 14.8 million objects for digitization and completed 

digitization of 3.4 million objects (or 23.0 percent) of this task 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 asset management plans 

to ensure that the Smithsonian can effectively manage digital content for scientific 

studies. 

In addition, the Smithsonian has strategically invested in creating a standard 

mass-digitization process that enables replicable, cost-effective, high-throughput 

projects, and high-quality digitization for all Smithsonian priority collections. Digitization 

efforts to implement this process have resulted in digital images for more than 400,000 

collection objects, doubling the rate of digitization at the Smithsonian. This budget 

request will accelerate the Institution’s digitization progress by turning more timelimited, mass-digitization prototypes into production projects and finishing the 

digitization of entire collections. 

The Institution has many research projects that generate enormous amount of 

data, including the eMammal project that will enable conservation decisions on the 

ground and the Marine Global Earth Observatory (MarineGEO), by collecting data 

about our coastal ecosystems that can provide policy makers with the sound science to 

support innovative solutions and help manage and protect our oceans. The proper 

storage, management, publishing and curation of this valuable data require significant 

technical infrastructure and full-time staff support to ensure its long-term access and 

preservation. Funding will support postdoctoral students in the research units, who, 

along with data managers, will work with researchers to adopt new practices and skills 

for the proper collection and curation of research data. The positions will provide a 

distributed team of research technology professionals to provide a base level of IT 

support for Institution-wide research projects. Massive data storage and access 

requirements, driven by research mandates, require increased staffing to support firstclass research at the Institution. 

Units will compete for resources in an Institution-wide, digitization pool 

($500,000), with the highest priority projects receiving the necessary funds. In addition, 

funds are requested (+$1,050,000 and +6 FTEs) for the following units to support the 

overall digitization efforts of the Institution. These units include the National Museum of 

African Art (+3 FTEs); National Museum of American History (+1 FTE); Smithsonian 

Environmental Research Center (+2 FTEs); and the National Portrait Gallery. 

22 
 

 

 

 

 

 

 

UNDERSTAND AND IMPACT 21st CENTURY AUDIENCES 

Institution-wide, Asia Pacific American Initiatives Pool — Base: ($400,000); 

FY 2020 Increase (+$200,000) 

The Institution requests an increase (+$200,000) to the Asia Pacific American 

Initiatives Pool (APAIP) to $600,000 annually. Since its inception in 2016, the APAIP 

has funded 33 projects in 15 units with its original $400,000 annual federal 

appropriation. Each year, the pool has received more high-quality proposals than it can 

afford to fund. In FY 2019, the APAIP received more than $600,000 in requests and, as 

a result, many projects received only partial funding and some important requests were 

not funded at all. By increasing the amount of funds available, the APAIP can continue 

to expand the Asian Pacific American presence in the Smithsonian’s presentation of 

and research into the American experience. With additional funding, the number of 

APAIP-supported curatorial positions can be increased, and more projects can be 

developed. 

Latino Center — Base: ($592,000); FY 2020 Increase (+$200,000) 

The Institution also requests an increase (+$200,000 and +2 FTEs) to support 

the Smithsonian Latino Center (SLC), specifically at the National Museum of American 

History (NMAH). The SLC plans to launch a Smithsonian Latino Gallery (SLG) at NMAH 

beginning in calendar year 2021, as the first space at the Smithsonian dedicated to the 

Latino experience. The SLC has completed an interpretive master plan, preliminary 

schematic design, audience research, exhibition content outlines, and is nearing 

completion of visual identity and branding consultancy for the Latino Gallery. A private 

naming gift has been secured and the proposed gallery will operate for a minimum of 10 

years at the NMAH. The requested positions will play foundational roles in exhibition 

development and production, and digital immersion, outreach, and correlative 

educational programs. 

PRESERVE OUR NATURAL AND CULTURAL HERITAGE 

Animal Welfare — Base: ($27,566,000); FY 2020 Increase: (+$500,000) 

The National Zoological Park (NZP) is requesting a funding increase (+$500,000) 

to provide the needed resources for the NZP’s Smithsonian Conservation Biology 

Institute (SCBI, in Front Royal, Virginia) breeding facility. SCBI is world-renowned for its 

heroic efforts to research, breed and reintroduce some of the world’s most critically 

endangered species into the wild, including Przewalski’s horse, the golden-lion tamarin, 

black-footed ferret, scimitar-horned oryx, and red-crowned cranes, among others. 

Federal and state regulations require intensive animal quarantining and screening 

procedures to prevent disease transmission. Increased disease threats, such as highly 

pathogenic avian influenza, require additional contract support to respond to new 

requirements and maintain a viable collection. In addition to the live collection, 

NZP/SCBI has a growing biological materials collection, and the requested resources 

will enable the Institution to continue managing that important collection. 

23 
 

 

 

 

 

 

 

Facilities Maintenance — Base: ($79,545,000); FY 2020 Increase: (+$5,000,000, 

+9 FTEs) 

For FY 2020, the Smithsonian requests an increase of $5.0 million and 9 

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

standardizing the overall condition of Institution facilities. The long-term, welldocumented goal is to maintain Smithsonian facilities at the Leadership in 

Educational Facilities, or APPA, top rating of Level 1. Progress toward that goal has 

been made in recent years. With the resources requested in the FY 2020 budget, 

the Smithsonian will operate at a solid APPA maintenance rating of Level 3 (out of 

5), “Managed Care.” 

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 is currently at $8.45 billion, including the National Museum 

of African American History and Culture. With this requested increase, the 

Institution’s maintenance budget would be at $84.5 million, which is still below the 

NRC’s recommended level. 

The Smithsonian’s maintenance requirements have also been validated 

through the Facility Condition Assessment process and Reliability Centered 

Maintenance (RCM) analysis. This increase provides some additional preventive 

maintenance and building system reliability to ensure that proper environmental 

conditions are maintained for the national collections and that public expectations 

are met. Additionally, this increase will enable the Institution to begin closing the gap 

on deferred maintenance and repairs on life-safety systems; elevators and 

escalators; environmental control and heating, ventilation, and air-conditioning 

systems; plumbing infrastructure; roofing systems; and miles of fencing. It will enable 

the Institution to address lead abatement throughout the Smithsonian’s aging 

facilities. 

At present, the Smithsonian is having trouble properly caring for the nation’s 

treasures. For example, the Smithsonian Institution Building (The Castle), National 

Museum of Natural History, and National Museum of American History have all 

suffered numerous water leaks in the past due to the failing plumbing infrastructure 

and their lack of resources to maintain or replace corroding pipes. With the funds 

requested, the Institution can prevent these catastrophic pipe failures and resulting 

water damage to collections and facilities. 

Security — Base: ($80,413,000); FY 2020 Increase: (+$5,500,000) 

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, recent increases in violent shooter attacks in the United States 

have highlighted the need to improve the Smithsonian’s ability to respond quickly to 

these types of potential incidents. To evaluate the effectiveness of existing security 

24 
 

 

 

 

 

resources versus the current requirements, the Smithsonian conducted a security 

staffing analysis for each of its major facilities. The facility analyses confirmed that 

the Smithsonian needs to fill its currently unfunded security positions and add 

contract staff to provide a higher level of security around building perimeters, 

including visitor screening, and in interior public spaces such as galleries. 

Consequently, the Institution requests $5,500,000 for existing unfunded 

security positions and for additional contract security officers to allow the 

Smithsonian to 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 American History, the National Museum of Natural History, the National 

Air and Space Museum, the National Museum of African American History and 

Culture, and the National Museum of the American Indian. Together, these 

museums accounted for more than 18.7 million visitors in FY 2018 alone. 

ENABLE COST-EFFECTIVE AND RESPONSIVE ADMINISTRATION 

Information Technology (IT) Security — Base: ($44,601,000); FY 2020 Increase: 

(+$400,000, +2 FTEs) 

The Institution's security program is independently assessed on an annual 

basis by the Smithsonian’s Office of the Inspector General (OIG) using the National 

Institute of Technology and Science cybersecurity framework. Based on our internal 

assessments and supported by recommendations from the OIG, additional efforts 

are required to mature our ability to detect, respond, and recover from emerging 

vulnerabilities and reach a level of maturity required to achieve what the Department 

of Homeland Security defines as an "effective" security program. 

This funding request ($400,000 and 2 FTEs) supports improvements in our 

Information Security Continuous Monitoring and Incident Response capabilities of 

the security program to more rapidly detect and respond to incidents as well as 

emerging vulnerabilities and threats. The funding will also support addressing audit 

recommendations to bring the Smithsonian Astrophysical Observatory's network and 

technology environment into our continuous monitoring program. 

Internal Controls — Base: ($92,793,000); FY 2020 Increase (+$1,624,000, +10 

FTEs) 

 Contracting Support (+$292,000, +2 FTEs) — This funding request supports 

an Inspector General recommendation to increase strategic assistance to the 

Office of Contracting’s customers and to provide the Office’s customers with 

technical advisory assistance, especially on complex acquisitions. The request 

will also fund a contract to analyze the Smithsonian’s procurement spending 

patterns to help make determinations for strategic sourcing of goods/ 

commodities. The Institution will rely on this thorough analysis of procurement 

spending data to leverage purchasing and negotiate better supplier 

25 
 

 

 

 

 

 

 

 

agreements, which will result in the best value for goods and services required 

by units. 

	 Office of the General Counsel Support (+$200,000, +1 FTE) — The Office of 

the General Counsel requests an additional FTE to address the Smithsonian’s 

current need for advice, representation, and education to support internal 

controls, and to manage the increasing requirements in the areas of 

cybersecurity, privacy, risk management, ethics, international activities, complex 

business transactions, and litigation. 

	 Diversity Support (+$140,000, +1 FTE) — Diversity is one of the expressed 

values in the Smithsonian Strategic Plan. The Office of Equal Employment and 

Minority Affairs’ (OEEMA) Supplier Diversity Program (SDP) advocates for the 

use of small disadvantaged businesses in the Smithsonian’s procurement and 

contracting operations. The Institution is requesting permanent funding for an 

SDP specialist. This position will assist with administrative duties and in 

advocating for unit managers to achieve their SDP goals. 

	 Inspector General Support (+$539,000, +3 FTEs) — During the past 20 years, 

the OIG share of funding has decreased in proportion to the growth of the overall 

Smithsonian Institution budget. The result of this funding erosion is a longstanding backlog in both audit and investigative work. The increased resources 

will address the additional risks the Smithsonian faces as it undergoes significant 

expansion with additional museums, fundraising activities, greater reliance on 

contractors, and an increasing dependence on information technology. The 

requested resources will support the Smithsonian goal of providing a nimble, 

cost-effective, and responsive administrative infrastructure. The OIG will be able 

to investigate allegations of wrongdoing in a timely manner, review and make 

recommendations for improvements to the Smithsonian’s programs and 

operations, and identify funds that could be put to better use. 

	 Human Resources Support (+$453,000, +3 FTEs) — This request supports 

Human Resources (HR) staff required to facilitate internal and external strategic 

change; adequately address hiring timeliness goals; provide quality, timely advice 

and service to Smithsonian units; minimize risks; and improve the response time 

for answering requests for guidance or information. This request supports an IT 

specialist to prepare analytical data and reports for senior management and serve 

as a liaison to the Office of the Chief Information Officer to support the 

management of HR systems. The request also provides a lead HR recruitment 

specialist to provide strategic planning to senior leadership and minimize hiring 

delays. In addition, this request provides an HR specialist to implement and 

administer the Workplace Violence Prevention Program and facilitate various 

Smithsonian-wide initiatives aimed at preventing violence through training. 

26 
 

 

 

NO-YEAR FUNDING — The following table provides the FY 2019 and 

FY 2020 Salaries and Expenses requests for No-Year Funding. 

No-Year Funding Request 

(Dollars in Thousands) 

Salaries and Expenses FY 2019 

Estimate 

FY 2020 

Request 

Change from 

FY 2019 

No-Year Funds 

National Museum of Natural History 

Exhibition Reinstallation 954 954 0 

Repatriation Program 1,401 1,401 0 

Major Scientific Instrumentation 4,118 4,118 0 

Collections Acquisition 435 435 0 

Total, No-Year Funds $6,908 $6,908 0 

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 2019 

Estimate 

FY 2020 

Request 

Change from 

FY 2019 

Salaries and Benefits 448 452 +4 

Travel and Transportation 7 7 0 

Rent, Utilities, Communications, 

and Other 

104 105 +1 

Other Services 137 150 +13 

Supplies and Materials 22 23 +1 

Equipment 19 19 0 

Land and Structures 3 3 0 

Total, Object-Class Funds $740 $759 +$19 

27 
 

 

 

 

FEDERAL RESOURCE SUMMARY BY PERFORMANCE OBJECTIVE
 

AND PROGRAM CATEGORY
 

The Smithsonian has developed its FY 2020 budget request by reviewing all 

resources 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 2019 and FY 2020 estimates and the proposed changes by strategic 

goal, performance objective, and program category. 

FY 2020 Congressional Budget 

Federal Resources by Program Category 

($s in 000s) 

Pay Rent/ 

Utilities

Other 

Fixed

FTEs $000 FTEs $000 FTEs $000 $000 $000 $000 $000 $000 $000

Enhanced Research 569 94,205 569 94,788 0 593 152 0 200 300 -59 593

Expand Digital Technologies 84 15,515 91 17,375 7 1,860 3 0 100 1,750 7 1,860

Impact 21st Century Audiences 710 101,909 712 102,493 2 584 11 0 300 200 73 584

Preserve Our Cultural Heritage 2,285 390,494 2,294 402,568 9 12,064 2 1,077 0 11,000 -15 12,064

Collections 446 69,675 446 70,157 0 482 500 -18 482

Facilities and Safety 690 160,861 690 161,943 0 1,082 2 1,077 3 1,082

Professional maintenance program 408 79,545 417 84,545 9 5,000 5,000 0 5,000

Security 741 80,413 741 85,923 0 5,500 0 5,500 0 5,500

Enable Responsive Administration 584 137,871 595 142,121 11 4,250 -168 0 2,400 2,024 -6 4,250

Management Operations 483 93,094 494 94,819 11 1,725 -175 1,924 -24 1,725

Information Technology 101 44,777 101 47,302 0 2,525 7 2,400 100 18 2,525

Total 4,232 739,994 4,261 759,345 29 19,351 0 1,077 3,000 15,274 0 19,351

Program 

Increase

Program 

Realign

Total 

FY 2019 FY 2020 Change Change Performance Objective/ 

Program Category

Federal Resources by Performance Objective and Program Category

Salaries and Expenses ($s in thousands)

28 
FTEs $000 FTEs $000 FTEs $000

Enhanced Interdisciplinary Research 569 94,205 569 94,798 0 593

Research

Engage in impactful scientific research and discovery 430 70,558 430 71,059 0 501

Engage in vital arts and humanities research 139 23,647 139 23,739 0 92

Expand Digital Technologies 84 15,515 91 17,375 7 1,860

Digitization and Web Support

Provide improved digitization and Web support 84 15,515 91 17,375 7 1,860

Understand and Impact 21st Century Audiences 710 101,909 712 102,493 2 584

Public Programs

Provide relevant reference services and disseminate 

information to the public 128 20,869 129 21,136 1 267

Exhibitions

Offer compelling, first-class exhibitions 424 60,454 426 60,798 2 344

Education

Engage and inspire diverse audiences 158 20,586 157 20,559 -1 -27

Preserve Our Natural and Cultural Heritage 2,285 390,494 2,294 402,558 9 12,064

Collections

Improve the stewardship of the national collections 446 69,675 446 70,157 0 482

Facilities and Safety

Improve Smithsonian facilities operations and provide a 

safe and healthy environment 690 160,861 690 161,943 0 1,082

Deliver an aggressive and professional maintenance 

program 408 79,545 417 84,545 9 5,000

Security

Provide world-class protection for Smithsonian facilities, 

collections, staff, visitors and volunteers 741 80,413 741 85,913 0 5,500

Enable Cost-Effective and Responsive 

Administration 584 137,871 595 142,121 11 4,250

Management Operations

Enable efficient and responsive administrative 

infrastructure 483 93,094 494 94,819 11 1,725

Information Technology

Improve the Institution's information technology systems 

and infrastructure 101 44,777 101 47,302 0 2,525

Total 4,232 739,994 4,261 759,345 29 19,351

FY 2019 FY 2020 Change

Federal Resources by Performance Objective and Program Category

Salaries and Expenses ($s in thousands)

Performance Objective and Program Category

29
 
 

 

 

 

 

 

 

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 2018 

ENACTED 10 3,102 0 0 0 0 0 0 

FY 2019 

ESTIMATE 10 3,119 0 0 0 0 0 0 

FY 2020 

REQUEST 10 3,119 0 0 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 4 1,727 4 1,727 0 0

Engage in vital arts and humanities research 2 792 2 792 0 0

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 4 600 4 600 0 0

Total 10 3,119 10 3,119 0 0

FY 2019 FY 2020 Change

BACKGROUND AND CONTEXT 

The Smithsonian’s five Grand Challenges provide an overarching 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 cultural 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. Funds are distributed through existing 

30 
 

 

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 these Grand 

Challenges, all Smithsonian museums, research centers, and offices will look for 

opportunities to integrate the goals and objectives of these challenges 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. 

The FY 2020 budget request includes no increase. Below is a summary of 

the FY 2020 Grand Challenges budget. 

Grand Challenges 

FY 2019 

Estimate 

$000s 

FY 2020 

Request 

$000s 

Universe 184 184 

Biodiversity 1,543 1,543 

World Cultures 792 792 

American Experience 600 600 

Total $3,119 $3,119 

31 
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 2018 

ENACTED 151 20,110 62 8,957 37 9,098 5 797 

FY 2019 

ESTIMATE 151 20,110 81 44,813 27 30,038 4 455 

FY 2020 

REQUEST 151 20,110 81 76,060 27 9,798 4 455 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 9 1,505 9 1,505 0 0

Engage in vital arts and humanities research 24 3,786 24 3,786 0 0

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 2 367 2 367 0 0

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 15 1,714 15 1,714 0 0

Exhibitions

Offer compelling, first-class exhibitions 28 3,177 28 3,177 0 0

Education

Engage and inspire diverse audiences 6 857 6 857 0 0

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 45 4,537 45 4,537 0 0

Facilities and Safety

Improve Smithsonian facilities operations and provide a 

safe and healthy environment 2 318 2 318 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 14 3,179 14 3,179 0 0

Information Technology

Improve the Institution's information technology 

systems and infrastructure 6 670 6 670 0 0

Total 151 20,110 151 20,110 0 0

FY 2019 FY 2020 Change

32 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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 

cutting-edge research and outreach activities serve multiple audiences within and
 

beyond its walls. The Museum commemorates the past and is committed to
 

educating and inspiring the next generation of innovators and explorers to study
 

and apply science, technology, engineering, art and math to create the future.
 

NASM is administered as one Museum with multiple locations: the National 

Mall Building (NMB); the Steven F. Udvar-Hazy Center (UHC) in Chantilly, Virginia; 

and the Paul E. Garber Facility in Suitland, Maryland. The first module of the Dulles 

Collections Center, adjacent to the Udvar-Hazy Center, is currently finishing 

construction and, when completed, will provide state-of-the-art storage for NASM 

collections. NASM provides access to the nation’s and the world’s aviation and 

spaceflight history to an average of 8.5 million on-site guests from all parts of the 

globe each year, making it among the most visited museums in the world. In 

addition, NASM draws more than 10 million virtual guests to its website, 

broadcast/webcast educational programming, and social media. 

In FY 2019, NASM is continuing to collect and preserve the nation’s 

aviation and space artifacts and archival material, and to perform original 

research and reference support in aviation and space history and planetary
 

science to support its broad array of exhibitions, programs, publications, and
 

education and outreach activities. To accomplish its public service mandate and
 

reach diverse audiences, the Museum draws upon a mixture of in-house and
 

contracted resources, and a large corps of volunteers and docents. At the same
 

time, NASM has embarked on 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 their new identity will be a seamless visitor experience that takes the onsite experience and extends its reach beyond the walls of the Museum.
	

The primary focus for the Museum in FY 2020 and the coming years is on
 

the revitalization of the NMB and the transformation of all of the NMB exhibits.
 

Planning for artifact movement as part of the revitalization and transformation
 

has resulted in a detailed plan to relocate and conserve/preserve more than
 

4,000 artifacts. This has involved steadily moving artifacts to the Restoration
 

Hangar and Conservation Lab at the Udvar-Hazy Center for treatment, and more
 

than 300 have already been relocated. To support the revitalization schedule, 

NASM closed three galleries in the Museum in December 2018 and is now on 

track to have 11 galleries closed and under renovation. As the exhibits/artifacts
 

are deinstalled, they are turned over to the contractor. In addition, the flight 

simulators will be relocated. The Museum shop will be relocated to the east end
 

of the Museum to support ongoing operations.
 

33 
 

 

 

 

 

 

 

 

MEANS AND STRATEGY 

Public Engagement — NASM continues to reach diverse audiences through 

exhibitions, educational programming, research reference support, publications, 

and electronic outreach. In FY 2019, 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 designing and executing a national 

Museum education strategy that is poised, over the next 20 years, to “Help build a 

nation of innovators and explorers.” 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 sharing highquality education content aligned with national education priorities. 

In FY 2020, NASM will continue to target middle-school students and 

STEAM teachers nationally. We are working with educators to improve capabilities 

in teaching STEAM topics by providing high-quality teacher professional 

development opportunities, including a two-week residential program. We provide 

camps and reserved programs for students to inspire the next generation to pursue 

STEAM careers. We are also targeting local and tourist families, as well as young 

adults, to build excitement and lifelong relationships, and bring relevance to the 

generations who did not experience many key aviation and space milestones in 

their lifetimes. 

In FY 2019, NASM staff and volunteers are continuing to provide a variety of 

Museum programs. NASM Education provides daily activities — such as audio 

tours, lectures, hands-on science activities, and science demonstrations that reach 

hundreds of thousands of guests. The Museum also facilitates large, multi-faceted 

day-long events that reach 5,000 to 40,000 diverse visitors in one day. In addition, 

NASM will host its second Teacher Innovator Institute — a residential teacher 

professional development opportunity that is completely free to teachers, bringing 

back 30 educators from last year’s cohort to engage this year’s 30 educators. The 

Aviation STEM Camp will also run for a second year, providing opportunities for 60 

participants from Title I schools to attend a two-week camp that explores careers in 

aviation, engineering design challenges, and the principles of flight, and includes a 

30-minute discovery flight with a certified flight instructor in a Cessna 160. 

NASM attracted an additional 40,000 visitors to events that span evening 

lectures to innovative programs targeted at young adult audiences. These include 

events we co-sponsored with Bright Young Things and the Barmecide Feast 

temporary exhibit in honor of the 50th anniversary of 2001: A Space Odyssey. The 

Museum’s Innovation Team has supported the Museum’s transformation efforts by 

promoting new strategies for audience engagement and building connections with 

influential companies and thought-leaders. Leadership is committed to instilling a 

culture of innovation throughout the staff. In FY 2020, goals for the Museum’s future 

include building a network of strategic external partnerships, creating a culture of 

data-collection and insight-driven decision making, and cultivating a brand identity 

that engages new and diverse audiences to become brand advocates. Priority 

34 
 

 

 

 

 

 

 

 

 

 

 

 

projects in FY 2019 include directing the Museum’s Apollo 50 celebrations, 

culminating with the 50th anniversary of the Apollo 11 moon landing in July of 2019, 

and producing the second season of the Museum’s first podcast, AirSpace. The 

team was also involved with the Museum’s exhibition transformation, including the 

new Innovation Gallery and exhibition interactive components. 

The Museum continues to advance the two strategic goals of Preserving 

Our Natural and Cultural Heritage and Understanding and Impacting 21st Century 

Audiences 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. 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 followup on initial online research efforts. The NASM 

Archives set up workflows for attaching digital assets to the Smithsonian Online 

Virtual Archives (SOVA). More than 66,500 digital assets have been attached to 

SOVA and made available to the public. We also completed the prototype project 

for making audio recordings available through SOVA, launching the Peenemunde 

Interviews Project. 

In FY 2020, NASM will continue to build on the success of its digitization 

program by making high-resolution images and information about our collection 

available to the public online. We will share behind-the-scenes views of our 

transformation process, panoramas inside famous aircraft and spacecraft, and new 

3D models of Apollo 11 artifacts in honor of the mission’s 50th anniversary. 

Exhibitions — In FY 2020, the Museum will continue to ensure stewardship 

of and access to its peerless collection of aerospace artifacts and archival 

materials, and to produce expert scholarship and research, while developing 

content and scripts for the new galleries. In support of exhibit transformation, NASM 

started design for 12 exhibits in the east end of the National Mall Building. These 

new exhibits will include designs for the Milestones of Flight hall, a new design for 

the How Things Fly exhibit area, and new galleries for World War I and World War II 

aviation. Work will also continue on the design of a new gallery for the east-end, 

reflecting the new approaches to access to and use of outer space, The Future of 

Spaceflight Gallery. Additionally, the Museum started the fabrication work of the 

nine west-end exhibits with a projected installation start in FY 2020. These new 

exhibits include: Early Flight; A Nation of Speed; Exploring the Planets; America by 

Air; We All Fly; Destination Moon; and Wright Brothers and One World Connected. 

In addition, NASM will enhance its vision of the Museum’s transformation by 

planning on a rotational gallery focused on technological advances in aerospace, 

The Innovation Gallery. 

With the Museum under renovation and the Apollo exhibit closed during 

the 50th anniversary of the moon landing, the Museum, in partnership with the 

Smithsonian Institution Traveling Exhibition Service (SITES), launched 

Destination Moon: The Apollo 11 Mission traveling exhibit to bring the iconic 

35 
 

 

 

 

 

 

 

 

 

 

 

 

Apollo 11 command module Columbia and dozens of other one-of-a-kind artifacts 

to four major cities. In FY 2019, Destination Moon headed to the Museum of 

Flight in Seattle, where it is displayed for the 50th anniversary of the moon 

landing before returning to NASM for its permanent display. 

Collections — NASM plans to enhance collaboration with private 

collectors and other Smithsonian museums by requesting loans of key artifacts to 

share with the public in 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 will need to be limited during the revitalization of the National Mall Building, 

due to the sheer volume of work that this effort represents. NASM has refined 

tools and processes to coordinate loan transactions in support of transformation, 

which will also make the Museum’s loan program more effective in the future. 

Artifact logistics will be the biggest challenge throughout revitalization of the 

NMB and transformation of NASM exhibits. The Museum has more than 4,000 

artifacts affected during these moves. The reimagined NMB exhibits will require 

artifact relocation to and from multiple NASM locations (that is, Garber, UHC, and 

the NMB), and will also include returning loaned objects, new loans from other 

institutions, and objects of all sizes. Approximately 3,300 objects will be re-installed 

into the Museum as part of the transformation, including many artifacts not 

currently on display at the NMB. Of the artifacts presently in the NMB, 

approximately 1,300 are not coming back into the building. Some will go into longterm storage in the new Dulles Collections Center Storage Module or will be 

exhibited at UHC. Most of the artifacts will require some type of preservation or 

conservation efforts, and the collections staff has estimated how long the treatment 

times will be for each artifact. Total treatment of all the artifacts is estimated to take 

approximately 15,000 workdays, including conservation and preservation. This 

work is progressing with hundreds of artifacts already moved, treated, or in 

treatment. 

NASM will continue the relocation of artifacts from the outdated, inadequate 

storage facilities at the Garber Facility to UHC, including documentation, digital 

imaging, re-housing for each artifact, and selected conservation as identified 

through triage. NASM will likely reach the capacity of available storage for mediumsize artifacts at UHC in FY 2019. 

Facilities — The Smithsonian Institution is nearing completion of the first 

state-of-the-art storage module at the Dulles Collections Center adjacent to UHC. 

This building will serve as swing space for storing artifacts from the NMB as the 

Museum undertakes construction. In FY 2024, after completion of the NMB 

revitalization, this storage module will support the continued move of artifacts from 

the Garber Facility, but is only the first of five such buildings required to provide 

enough space to store all of the artifacts remaining at the Garber facility. 

36 
 

 

 

 

 

 

 

 

 

FY 2020 will see the first steps of the NMB Revitalization effort well under 

way. All staff moves in support of these first steps of revitalization were completed 

in FY 2018, including moving the advancement, curatorial and business operations 

staffs to rented office space near the Museum, and permanently relocating the 

Archives and Smithsonian Library to the Udvar-Hazy Center. Staff who will remain 

in the NMB during the construction have been consolidated in the east half of the 

building to facilitate the renovation of staff spaces, as well. 

Scientific Research — To achieve the strategic goal of Enhanced 

Interdisciplinary Research, NASM’s Center for Earth and Planetary Studies 

(CEPS) conducts basic research related to planetary exploration, with an emphasis 

on the moon, Mars, Venus, and icy satellites, 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 Reconnaissance 

Orbiter, Lunar Reconnaissance Orbiter, JUpiter ICy moons Explorer (JUICE), and 

Europa Clipper 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. 

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, spaceflight, and space sciences. Based on 

their research and expertise, the archives and 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 spaceflight, thereby ensuring that current materials are available 

to the public. 

Across NASM, our scientists and researchers continue to lead the way in 

impactful and significant engagement and discussion, producing an average of 

more than 50 publications each year, many award-winning. For example, in 

FY 2018, the book, Reinventing the Propeller: Aeronautical Specialty and the 

Triumph of the Modern Airplane by NASM curator Dr. Jeremy Kinney won a 

Smithsonian Secretary’s Research prize. Carolyn Russo’s book, The Art of the 

Airport Tower continues to win prizes worldwide. Dr. Valerie Neal’s book, 

Spaceflight in the Shuttle Era and Beyond, won the American Institute of 

Aeronautics and Astronautics Gardner-Lasser Aerospace History Literature Award. 

And finally, Dr. Tom Watters was a key member of the mission team that won a 

NASA Group Achievement Award. 

Management — NASM will continue to pursue the strategic goal of Enabling 

Cost-Effective and Responsive Administration. In FY 2018, leadership reviewed 

workload and staffing requirements and human capital capabilities to ensure 

appropriate staffing in the highest priority areas. In FY 2019, transformation of the 

37 
 

Museum includes periodic review of organizational alignment and continued 

refinement of business processes, as well as development of analytical tools to 

assess progress in achieving the NASM’s strategic plan goals and objectives. 

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. However, the Museum expects to see some negative impact to 

revenue generated by Smithsonian Enterprises over the course of the revitalization 

of the NMB, due to closures of the revenue-generating activities and a reduced 

number of guests during the revitalization project. 

38 
 

 

 

 

SMITHSONIAN ASTROPHYSICAL OBSERVATORY 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED GOV’T GRANTS INTERAGENCY 

FTE $000 FTE $000 FTE $000 FTE $000 FTE $000 

FY 2018 

ENACTED 99 24,593 102 21,769 10 6,526 222 79,729 0 29 

FY 2019 

ESTIMATE 99 24,593 104 26,173 12 12,005 216 73,715 1 310 

FY 2020 

REQUEST 99 24,745 104 26,173 12 12,005 216 73,715 1 319 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 90 19,580 90 19,580 0 0

Engage in vital arts and humanities research

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 1 191 1 191 0 0

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 0 160 0 312 0 152

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 8 4,462 8 4,462 0 0

Information Technology

Improve the Institution's information technology 

systems and infrastructure 0 200 0 200 0 0

TOTAL 99 24,593 99 24,745 0 152

FY 2019 FY 2020 Change

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 innovative observational and theoretical 

39 
 

 

 

 

 

 

 

 

research projects. Additionally, SAO carries out investigative research performed by 

individual researchers and small groups. This broad range of activities creates the 

distinctive, 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 new Smithsonian Strategic Plan goal Five: to 

“Drive large, visionary, interdisciplinary research and scholarly projects.” Within this 

goal, SAO drives the Grand Challenge of “Unlocking the Mysteries of the Universe,” 

by calling 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; and in Arizona the 6.5-meter diameter Multiple Mirror Telescope (MMT), the 

Very Energetic Radiation Imaging Telescope Array System (VERITAS); and the 

specialized telescopes at the Fred Lawrence Whipple Observatory. 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, the Solar Dynamics Observatory, and the 

recently launched Parker Solar Probe); 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 Center for AstrophysicsHarvard and Smithsonian. 

For more than 61 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. 

40 
 

 

 

 

 

 

 

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 which 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 prominent role its scientists 

take in the consideration and establishment of national policy for astrophysics. 

For instance, Alexey Vikhlinin is Co-Chair of NASA’s Science and Technology 

Definition Team for the Lynx Mission Concept, one of four contenders for the 

highest-level recommendation in the upcoming National Academies of Science 

Decadal Survey of Astronomy and Astrophysics. SAO scientists and engineers 

are engaged in key roles for two other mission concepts: the Origins Space 

Telescope, and the Large Ultraviolet, Optical and Infrared telescope. In addition, 

SAO offers key advice and reviews to NASA for the James Webb Space 

Telescope. 

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. 

The budget request includes an increase of $152,000 for laboratory space and 

escalation costs for current federal leased space that are further justified in the Fixed 

costs section of this budget. 

MEANS AND STRATEGY 

To achieve the goal of Enhanced Interdisciplinary Research, SAO scientists will 

make optimal use of various astronomical facilities to support their research, including 

the ground-based 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, NASA’s Solar Dynamics 

Observatory, and the recently launched Parker Solar Probe. 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. SAO also collaborated with University of 

California at Los Angeles (UCLA) scientists to design and build a prototype for the 

Cerenkov Telescope Array, an international collaboration that will build upon 

VERITAS’ successes. These facilities enable SAO scientists to make substantial 

41 
 

 

 

 

 

 

 

 

 

 

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 will continue their work on future space missions, 

collaborating with NASA and its research center on missions to study the sun, the xray universe, and the outer solar system. 

SAO scientists are taking the lead in developing the international Event Horizon 

Telescope, which draws 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 holes at the centers of two galaxies: our own Milky Way and the 

giant galaxy M87. SAO is also 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 came online in 2018. This radio 

observatory plays a crucial role in enabling the Event Horizon Telescope’s 

observations of 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, working with a brilliant Harvard graduate student, are developing an 

extension for G-CLEF that will make it even more sensitive to evidence of life on 

planets orbiting nearby stars. 

In addition, the SAO team delivered a major instrument to NASA for 

launch on the Parker Solar Probe mission. The Solar Wind Electrons, Alphas and 

Protons (SWEAP) instrument is the only observatory on this mission that will look 

directly at the sun as the spacecraft approaches closer to the sun than any 

previous scientific instrument. The Parker Solar Probe was launched from Cape 

Canaveral on August 12, 2018, and has since had its first, very successful close 

encounter with the sun. 

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 

42 
 

 

 

 

 

Astrophysics Data System, which is recognized as a world leader in the dissemination 

of scientific literature about the cosmos. 

SAO will achieve the strategic goal to Understand and Impact 21st Century 

Audiences by producing and delivering educational services and products rooted in 

SAO research to meet the educational needs of the Observatory’s learners. This 

sustained outreach effort gives SAO increased publicity and recognition. 

The strategic goal of Enabling Cost-Effective and Responsive Administration 

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 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 2 Code of Federal Regulations 200, Uniform 

Administrative Requirements, Cost Principles, and Audit Requirements for Federal 

Awards. Donor/sponsor-designated funds come primarily from restricted gifts from 

individuals, foundations, and corporations, which are earmarked for particular 

purposes; restricted endowment funds; and non-Governmental 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. 

43 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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 2018 

ENACTED 0 4,118 0 0 0 0 0 0 

FY 2019 

ESTIMATE 0 4,118 0 0 0 0 0 0 

FY 2020 

REQUEST 0 4,118 0 0 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 0 4,118 0 4,118 0 0

Total 0 4,118 0 4,118 0 0

FY 2019 FY 2020 Change

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 origins 

and prevalence of life in the universe, 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 new 

Smithsonian Strategic Plan’s goal: to “Drive large, visionary, interdisciplinary research and 

scholarly projects.” Within this goal, SAO drives the Grand Challenge of “Unlocking the 

Mysteries of the Universe,” by calling for the Smithsonian to “advance knowledge at the forefront 

of understanding the universe and solid Earth.” 

The Smithsonian uses its no-year funding from the Major Scientific Instrumentation (MSI) 

line item to develop large-scale 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 significant contribution; and 3) 

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 

44
 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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 4,000 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 2020 MSI line item: the Greenland Telescope; 

the Submillimeter Telescope Array (SMA) on Mauna Kea, Hawaii; and the Advanced Telescope 

Instrumentation for the converted Multiple Mirror Telescope (MMT) at SAO’s Fred L. Whipple 

Observatory at Mt. Hopkins, Arizona and the Giant Magellan Telescope in Northern Chile. 

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 high-energy 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 prominent role its scientists take in the 

consideration and establishment of national policy for astrophysics. For instance, Alexey 

Vikhlinin is Co-Chair of NASA’s Science and Technology Definition Team for the Lynx Mission 

Concept, one of four contenders for the highest-level recommendation in the upcoming National 

Academies of Science Decadal Survey of Astronomy and Astrophysics. In addition, SAO 

scientists and engineers are engaged in key roles for two other mission concepts, the Origins 

Space Telescope and the Large Ultraviolet, Optical and Infrared telescope. SAO also offers key 

advice and reviews to the National Aeronautics and Space Administration (NASA) for the James 

Webb Space Telescope. 

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. 

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SAO’s strength in observational astrophysics depends on its major ground-based 

facilities, the Submillimeter Array, the MMT, the Giant Magellan Telescope (under development), 

and the NASA space-based facilities, including the Chandra X-ray Observatory, the Spitzer 

Space Telescope, the Solar Dynamics Observatory, and the recently launched Parker Solar 

Probe. 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 depends entirely on equipping the 

Submillimeter Array and its optical telescopes with powerful new instruments, and establishing 

the new Greenland Telescope. This leadership, in turn, 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) 

The Greenland Telescope was originally a National Science Foundation (NSF) prototype 

for the Atacama Large Millimeter Array (ALMA). It was transferred to SAO from NSF Astronomy, 

and has been retrofitted for cold-weather operation 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. 

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. 

The Greenland Telescope forms 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, with its partner ASIAA, achieved first light with the telescope in Thule, 

at the United States Air Force base in Greenland, and in FY 2019 is connecting the antenna with 

the SMA to make unprecedented observations of the event horizon of the black hole at the heart 

of galaxy M87. 

Finally, the SAO has worked with the NSF Division of Polar Programs to identify 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 is redeveloping the Greenland Summit Station to better conduct 

this research. The development of astronomical activities at the site is a key element of the 

redevelopment plans. 

46
 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Submillimeter Telescope Array ($1,718,000) 

The SMA is a pathfinder instrument operating between radio and infrared wavelengths, 

and has a major impact in exploring the cool universe. In recent years, scientific studies have 

continued to focus on the study of the distant universe, 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 the Observatory plans to further enhance in coming years. 

For the record, 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 joined the Event Horizon 

Telescope in FY 2018, enabling key observations of the black hole at the center of galaxy M87. 

The capacity to conduct a particular scientific observation with the SMA depends 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. 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 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 enhancement depends on the operational 

model of the array.) Funds are requested in FY 2019 and 2020 to enable the array to become 

6–12 times more sensitive, a significant step toward the full enhancement. 

Advanced Telescope Instrumentation for the Optical Telescopes ($1,900,000) 

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. 

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 altitude-azimuth (naval-guntype) mount. 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, built with MSI funding, increased 

its field of view 400 times. 

47
 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

The converted MMT is an extremely powerful telescope, but requires sophisticated 

instruments to analyze the light it collects. To this end, SAO has built increasingly sophisticated 

instruments to exploit the MMT’s potential, starting with Megacam in 2003 and most recently 

with the Binospec instrument commissioned last year. 

Binospec is 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 allows Smithsonian scientists to lead in observing transient 

events, such as 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 are attracting the 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 National Autonomous University of 

Mexico (UNAM) on the development of a new telescope that will be very similar to the MMT. 

This telescope will be located at the superb San Pedro Martir site in Baja California, 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 and continue to make new discoveries. 

The Giant Magellan Telescope (GMT) is being developed by SAO in partnership with 10 

other research institutions in the United States, Australia, Brazil and South Korea. When the 

GMT starts scientific operations in 2024, it will be the largest optical telescope in the world, with 

a 24.5-meter (83-foot)-diameter primary mirror. This larger aperture will allow SAO to peer back 

in time and explore the earliest phases of the universe itself, and to take much sharper images 

than those obtainable with either the Hubble Space Telescope or the James Webb Space 

Telescope. 

SAO leads the design, development, and manufacture of the first scientific instrument 

that will be used with the GMT— the GMT- Consortium Large Earth Finder (G-CLEF). G-CLEF 

will be used to search for planets that are “Earth Twins” orbiting other stars and to hunt for 

evidence of life on those planets. G-CLEF is the only instrument in development for the coming 

generation of Extremely Large Telescopes (ELTs) that will be capable of detecting signs of 

biological activity in exoplanet atmospheres. 

The MMT is a superb platform on which to develop innovative technologies for the new 

generation of extremely large telescopes such as the GMT. In addition to the work on G-CLEF, 

SAO scientists are developing a novel instrument that is designed specifically to enhance GCLEF’s ability to detect breathable diatomic oxygen in exoplanet atmospheres. Breathable 

oxygen, is the strongest indicator of life on an exoplanet. A small, prototype instrument is being 

built for operation on the MMT to validate and optimize the underlying concept before a GMTscale instrument is built. 

In FY 2020, MSI funds will be used to complete a key enhancement to Binospec and 

enable its transition to full scientific operations. Additionally, MSI funds will continue to advance 

the design of G-CLEF and develop prototypes of high-risk subsystems needed to use the 

instrument to its full potential. 

48
 
 

 

 

 

 

NATIONAL MUSEUM OF NATURAL HISTORY
 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T 

GRANTS INTERAGENCY 

FTE $000 FTE $000 FTE $000 FTE $000 FTE $000 

FY 2018 

ENACTED 335 49,789 21 4,703 57 24,599 14 3,138 5 696 

FY 2019 

ESTIMATE 335 49,789 22 4,750 58 24,800 14 3,150 5 700 

FY 2020 

REQUEST 335 49,789 23 4,785 59 25,000 14 3,170 5 702 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 111 17,305 111 17,305 0 0

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 4 495 4 495 0 0

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 14 1,743 14 1,743 0 0

Exhibitions

Offer compelling, first-class exhibitions 50 7,048 50 7,048 0 0

Education

Engage and inspire diverse audiences 30 3,553 30 3,553 0 0

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 91 14,622 91 14,622 0 0

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 4 842 4 842 0 0

Security

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors and volunteers 1 181 1 181 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 15 1,764 15 1,764 0 0

Information Technology

Improve the Institution's information technology 

systems and infrastructure 15 2,236 15 2,236 0 0

Total 335 49,789 335 49,789 0 0

FY 2019 FY 2020 Change

49 
 

 

 

 

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 essential 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 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, 

as well as how they migrate 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, 

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. 

50 
 

 

 

 

 

 

 

 

 

The Museum’s stewardship of its collections, making up more than 

146 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 work. 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 events 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 valuable 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 the 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 habitat control around airports and better aircraft and engine design to 

prevent accidents in aviation. NMNH collections also serve repository functions 

for several agencies, including the National Cancer Institute, Department of the 

Interior, and NASA, and the Museum’s human skeletal collections assist in FBI 

investigations. 

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 2018, the Museum hosted more than five million on-site 

visitors. Through many affiliations and partnerships, the 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 16 million 

unique visitors), distance-learning experiences, social media and software 

applications (apps), the Museum is transforming itself into a true electronic 

classroom that is potentially accessible to everyone — free of charge. 

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MEANS AND STRATEGY 

The NMNH has a long history of training future scientists, including those 

abroad, which strengthens the Museum’s collections and connections with these 

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. 

In FY 2020, the Museum will continue to use a combination of federal and 

private funding 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. 

Also, in FY 2020, the NMNH will achieve the Smithsonian’s strategic goal 

of Preserving Our Natural and Cultural Heritage 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 plant and fossil 

collections and their associated paper records; assessing and improving the 

management of archival materials; and preserving biological specimens at ultracold temperatures to document biodiversity as part of the Global Genome 

Initiative. 

Collections Care Initiative funding will support replacing cabinetry, 

applying updated preservation techniques to fluid-preserved collections such as 

invertebrates stored in alcohol, linking ownership of previously digitized records 

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 Preserving Our Natural and Cultural Heritage in FY 2020 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 

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-of52 
 

 

 

 

 

 

 

 

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, 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 goal of Understanding and Impacting 21st 

Century Audiences, in FY 2020 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. 

The multi-year Deep Time Initiative will reach its culmination on June 8, 

2019 when the largest exhibition project in the Museum's history, the David H. 

Koch Hall of Fossils — Deep Time exhibit, opens. The exhibition is the 

centerpiece of a wide range of related Initiative projects, including a rich array of 

educational programming, two major scientific symposia, extensive field 

research, and public outreach through traditional and social media. Renovations 

of the historic 30,000-square-foot fossil halls are complete and exhibit installation 

is well under way, with installation of major fossils, display cases, murals, and the 

related exhibitry surrounding them. The Museum is using approximately $50 

million in private funds for the exhibit fabrication, remounting of the fossils in the 

hall, and educational programming. This exhibit demonstrates how the Museum 

is successfully combining federal funding with its own philanthropic fund raising 

from private sources. 

In November 2018, the Museum unveiled the exhibition Sea Monsters 

Unearthed: Life in Angola’s Ancient Seas. Developed in conjunction with 

Southern Methodist University and Projecto PaleoAngola, the exhibition focuses 

on the marine reptile-dominated ecosystem that thrived after the opening of the 

South Atlantic Ocean basin during the Cretaceous period, as seen through the 

fossils of coastal Angola in southwestern Africa. Angola is one of the few places 

in the world where fossils are preserved from this time in Earth’s history. This 

exhibition is a wonderful opportunity to introduce our visitors to southwestern 

Africa and its important fossil history, which reveals the larger story of the ways 

geology affects biology — how forces deep in the earth shape the planet, and the 

plants and animals that live in this region. The exhibit, which continues through 

FY 2020, displays for the first time anywhere a number of Angolan fossil 

specimens, reconstructions, and 3D models of the material collected by Projecto 

PaleoAngola. 

53 
 

 

 

 

 

 

 

In addition, Anthropocene Art opens in the summer of 2020. With 

curatorial supervision from the Smithsonian American Art Museum, the NMNH is 

planning an exhibition of works by contemporary artists to raise awareness and 

encourage reflection on the role of humans in shaping Earth’s recent past, 

present, and future. The NMNH is planning to use this exhibit to mark the first 

anniversary of the opening of the David H. Koch Hall of Fossils — Deep Time. 

The exhibit will display innovative and thought-provoking art in a variety of media, 

engaging the visual arts to spark conversations about our current geological era, 

the Anthropocene age. We hope to include at least one artist whose work is 

participatory, and will complement the exhibition with programs such as a panel 

discussions, film series, and/or hands-on workshops. 

In FY 2020, 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. The NMNH will also continue to 

professionalize the visitor experience program, increasing volunteer and paid 

staffing to ensure that all public interactions result in consistent, engaging and 

inclusive experiences to meet the needs of all visitors. NMNH is continually 

improving the accessibility of exhibits and programs, and successfully reaching 

underserved audiences and people from under-represented communities. 

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 to the forefront, allowing for public 

participation on site, online, and through classrooms. In FY 2020, 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 the Q?rius 

center and throughout the Museum. 

Also, in FY 2020, 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. 

In FY 2020, the NMNH will 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 Expert 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, such as National Fossil Day, World Ocean Day, International 

Polychaete Day, Invasive Species Awareness Day, Pollinator Week, the 

54 
 

 

 

 

 

Environmental Film Festival, the Innovation Festival, the Smithsonian‐wide 

Solstice Day, the Smithsonian Year of Music, and the Smithsonian Women’s 

History Initiative. 

The Museum will also keep reaching 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 award-winning 

Smithsonian Science How webcasts, the Ocean Portal, Human Origins, 

Encyclopedia of Life 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, advancement 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 fund raising includes securing donations from special events to promote 

new exhibitions and educational initiatives, as well as public outreach. 

Donor/sponsor-designated funds are vital to support exhibition hall renovations, 

such as the major gifts that have helped to fund extensive 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 maintain and update its educational 

programs for the Ocean Hall and study of human origins. 

In FY 2020, gift funding will support the Global Genome Initiative (GGI) 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. 

55 
 

 

 

In FY 2020, endowment funds will support research, exhibit, and 

education programs, including the Betty and Whitney MacMillan Fund 

endowment to study and document the world’s endangered languages and 

knowledge systems. Additionally, the Sara E. and Bruce B. Collette Postdoctoral 

Fellowship supports an award to fund the work of Fellows conducting research in 

systematic ichthyology (the study of fish). These endowments provide vital 

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. Endowments and gifts 

support the Deep Time Initiative, the Global Genome Initiative, the Outbreak 

exhibit, postdoctoral Fellowship programs, youth engagement programs, and 

other educational programming. 

Finally, in FY 2020, grant funding will support research to determine the 

ecology of coral disease outbreaks on Florida reefs; glacial retreat and the 

cultural landscape of ice floe sealing at Yakutat Bay, Alaska; spring salamander 

research in West Virginia; and developing a practical online resource for species 

identification of skeletal remains. 

56 
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 2018 

ENACTED 208 27,566 55 8,985 21 10,996 8 2,513 

FY 2019 

ESTIMATE 208 27,566 33 10,890 40 7,276 8 1,978 

FY 2020 

REQUEST 208 28,066 35 11,798 41 4,094 12 1,245 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 44 4,515 44 4,515 0 0

Understand and Impact 21st Century Audiences

Exhibitions

Offer compelling, first-class exhibitions 102 14,847 102 14,847 0 0

Education

Engage and inspire diverse audiences 1 131 1 131 0 0

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 52 6,396 52 6,896 0 500

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 2 320 2 320 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 5 946 5 946 0 0

Information Technology

Improve the Institution's information technology 

systems and infrastructure 2 411 2 411 0 0

Total 208 27,566 208 28,066 0 500

FY 2019 FY 2020 Change

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BACKGROUND AND CONTEXT 

In FY 2020, the Smithsonian’s National Zoological Park and Conservation 

Biology Institute (NZP/SCBI) will continue to implement its strategic plan, Our Plan 

to Save Species. With the strategic plan as the roadmap, the focus in 

FY 2020 will continue to: 

	 Fortify and Focus Science, Animal Care, and Collections Management to 

Advance Global Conservation and Sustainability 

NZP/SCBI is a leader within the Association of Zoos and Aquariums (AZA) 

community and for all accredited zoos in North America. NZP/SCBI’s work to 

sustain genetically viable live collections and ensure the diversity of species’ 

populations held in zoos is a challenge that no one zoo can accomplish on its 

own. It is only through the coordination and collaboration of all zoos — facilitated 

by 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 site in Front Royal, Virginia. 

NZP/SCBI is world-renowned for its efforts to research, care for, breed, and 

reintroduce some of the world’s most critically endangered species. More than 

300 species are exhibited at the Zoo’s Rock Creek Park campus, including giant 

pandas, Panamanian golden frogs, Sumatran tigers and Asian elephants. SCBI 

scientists study and breed more than 26 species at their headquarters in Front 

Royal, Virginia, including some that were once extinct in the wild, like black-footed 

ferrets and scimitar-horned oryx. Both locations house and care for some of the 

world’s most endangered animals, such as kiwis, clouded leopards, red pandas, 

and cheetahs, among others. Approximately 250 SCBI scientists and students 

collaborate with colleagues in more than 25 countries. 

NZP/SCBI researchers work to identify solutions to threats facing 

endangered animal populations and develop standards or best practices for 

medical care, nutrition, husbandry, reproduction, 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 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 living 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 

58 
 

 

 

 

veterinary care 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 AZA and the worldwide zoo and conservation 

community. 

However, all of these new protocols, tests, and management practices are 

resource intensive. When almost every birth at SCBI’s Front Royal headquarters 

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 NZP/SCBI 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), 

gate maintenance (207 manual, nine electric), snow removal, mowing 519 acres 

of pastures and holding yards, and maintaining 10 miles of overhead and 

underground power lines are vital to ensure the health, safety, and welfare of the 

research and breeding collection. 

Highlights from past years include an SCBI scientist being named species 

survival plan or (SSP) coordinator for cheetahs in all accredited zoos in North 

America. AZA’s SSP is led by expert advisors who work together to maximize 

genetic diversity and manage the demographic distribution and long-term 

sustainability of select species. In this role, SCBI now coordinates a nationwide 

“breeding centers coalition,” a nine-facility consortium that manages the most 

genetically valuable cheetahs in spacious, naturalistic enclosures. This result 

increased cheetah reproduction. 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. 

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 are being applied to conservation programs for rare Asian crane 

species maintained in SCBI’s animal collection at Front Royal, including white59 
 

 

 

 

 

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 genetic 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 restore and 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. 

In addition to groundbreaking science to save wildlife, SCBI scientists are 

developing new and advanced analytical tools to study and model how 

ecosystems and species interact with their environment and how these systems 

respond to global changes. Using these new tools and models, SCBI scientists 

create conservation scenarios so that researchers and policy decision makers can 

identify the best possible strategies for preserving ecosystem health and 

biodiversity. 

 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 saving species and the 

next generation of researchers and scientists who are trained at the SmithsonianGeorge Mason University School of Conservation (SMSC) and serve as interns, 

Fellows, residents, and postdoctoral students throughout NZP/SCBI. Through 

SMSC, the Department of Nutrition Science has developed and delivered a weeklong course on Practical Zoo Nutrition Management for animal nutrition 

professionals around the world. This course, like many others offered through 

SMSC, leverages the unique resources available through NZP/SCBI, as well as 

the Smithsonian as a whole. 

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. NZP/SCBI offers unique 

internships that help participants reach a range of academic and professional 

goals. Internships positions are available from a variety of groups at NZP/SCBI, 

including in the areas of veterinary medicine, research, communications, exhibits, 

and animal programs. 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. 

In FY 2018, with continued efforts in 2019 to address guest services and 

the visitor’s experience, NZP will leverage visitation to raise public awareness of 

60 
 

 

 

 

 

 

 

 

 

 

 

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. 

Significant mammal additions in FY 2018 and expectations for FY 2019 

include a male Asian elephant, a baby gorilla, clouded leopards, a female amir 

tiger and a male arbor seal. Zoo staff expects successful breeding for the 

carnivores (lions/tigers and cheetahs), giant pandas, 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. The Zoo is home to the oldest elephant in country, at the age of 72 

years old, which is impressive because the median life expectancy of elephants 

being 40 years. 

The Zoo welcomes more than two million visitors every year. The Zoo 

continues to expanded its on-site efforts to engage visitors in unexpected ways, 

using temporary exhibits and art installations. For example, NZP acquired the 

talents of Mathew Willey to create a giant mural called “Good of the Hive.” 

Mathew is building awareness of the importance of bees by committing to painting 

50,000 honeybees, the number of bees necessary to form a thriving hive, in 

murals around the world. Also new at the Zoo are Matthew’s Bending Hive 

sculptures near the lower Zoo entrance which were installed for the opening of the 

Conservation Pavilion and the Me and the Bee playground. 

Panda House — More than a simple refresh, the NZP re-energized and 

revitalized the Panda House exhibit. Highlights include a bamboo bench for 

visitors to rest, brighter lighting, new photos, a stunning mountainside mural, a 

beautiful new color scheme, new videos, enhanced content, and more. In 

addition, new interactive features teach guests about the other animals that share 

the giant panda’s habitat, while testing the visitor’s knowledge. Visitors will be 

urged to help pandas find healthy bamboo and avoid construction and roads, 

watch the intensity of a panda’s jaws when it eats bamboo, and increase their 

understanding of the animal care team, why research is so important, and why 

pandas matter. 

Smokey Bear — Timed to coincide with the 75th anniversary of the 

Smokey Bear fire prevention campaign, this bilingual English/Spanish exhibit will 

celebrate the real Smokey who lived at the National Zoo, SCBI fire ecology and 

ForestGEO projects, and Smokey Bear as one of the world’s most recognized 

symbols. Plans include installation of a six-foot sculpture of Smokey and many of 

the “Only You Can Prevent” campaign posters. With funding from the U.S. Forest 

Service ($21,000), the exhibit will be installed, where Smokey lived at the 

Zoo. Opening is planned for Memorial Day weekend. 

61 
 

 

 

 

 

 

 

 

 

 

This summer the Zoo will present Dinosaur Zoo Live, an experiential 

theatre production featuring a large-scale cast of life-sized dinosaur puppets, and 

a massive outdoor exhibit featuring six giant animatronic dinosaurs that move and 

roar. 

NZP/SCBI deploys multiple outreach channels to further engage the public 

upon arrival at the Zoo. Visitor surveys reveal that interaction with a keeper or 

volunteer 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 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 wellversed on the challenges facing these species in their native environments. 

In FY 2020, the Zoo will continue its internal customer service initiative to 

provide staff with meaningful ways they can improve the guest experience. This 

internal training program is essential to help staff use customer service best 

practices to guide interactions and underscore conservation messaging. 

However, neither keepers nor interpreters can be available for each and 

every visitor. Therefore, 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 will continue to develop its digital program and will install new signs as 

funds become available. 

In FY 2018, the Zoo upgraded one of its most popular exhibits and brought 

back the Zoo’s first webcam, which, when it launched in 2001, was the first use of 

webcams as an online engagement tool at zoos across the country. Since then, 

the NZP has upgraded its naked mole rat exhibit and installed a webcam to allow 

online visitors to enter the fascinating world of this amazing species that may even 

yield clues to curing cancer. Since September of 2018, the webcam has had 

more than 70,000 views. 

Even more visitors come through NZP/SCBI’s, active website. Since the 

beginning of FY 2018, the NZP/SCBI website experienced 19 million page views 

during nine million sessions — five times the number of in-person visitors in the 

Park. In FY 2018, NZP webcams were viewed nearly five million times by more 

than one million people. Two years after launching an award-winning website, 

NZP/SCBI continues to use new technology that is more mobile friendly, allows 

for easier updating of content, and enables NZP/SCBI to leverage the interest in 

the website through a deeper engagement with users. NZP webcams attract and 

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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 the viewers cannot visit in person. NZP/SCBI’s goal is to 

continue expanding its webcam program for the public, including the 

aforementioned naked mole rat cam as well as a new sloth bear cam. 

In addition to its website, NZP/SCBI has a robust social media presence 

with a combined following of nearly 1.2 million across Facebook, Instagram and 

Twitter platforms. Digital outreach through social media includes Facebook Live 

broadcasts, original videos, and thoughtfully developed content focused on raising 

awareness of the NZP/SCBI’s conservation programs and connecting online 

visitors to the animals in the Zoo’s care. Original video content created in FY 2018 

includes in-depth videos on key conservation programs, including Asian 

elephants, scimitar-horned oryx, amphibians, naked mole rats, gorillas and 

cheetahs. 

NZP/SCBI leverages online platforms for citizen science as well. SCBI is 

the co-creator 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 five years, volunteers have captured more than two 

million wildlife images which have been checked by experts and deposited within 

a Smithsonian digital repository. This 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. 

Currently, the NZP is requesting funds to replace failed/failing building 

infrastructure components and systems at the Zoo police station, as well as to 

provide egress and accessibility upgrades. 

The National Zoo’s Conservation Biology Institute Center for Species 

Survival studies rare and critically endangered species, reproductive sciences and 

biomaterial mysteries. The Center will be a home to the Genome Resource Bank, 

which will contain germ plasm, DNA samples and cell lines of hundreds of species 

from around the planet. The scope includes major infrastructure renewal of 

mechanical, electrical, fire-alarm and life-safety upgrades, roof and façade 

repairs, window replacement, accessibility improvements, restroom 

modernization, code compliance, and laboratory improvements. 

“Me and the Bee” play space, which opened at the Zoo in the summer of 

2018, includes sculptures, play structures, and interpretive signage with 

educational content to encourage visitors to build connections with bees. Guests 

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will learn about bees as pollinators and the important role they play in the food 

chain, understand the impacts humans have on bees, and help protect bee 

populations. A pollinator garden with native flowering plant species is located 

next to the play space to reinforce the educational component. 

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. 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 on exhibit. Construction on the Bird House 

began in FY 2018 and due is for completion in 2021. 

This budget request includes an increase of $500,000 to support the 

welfare and care of the animal collection. 

MEANS AND STRATEGY 

The health, well-being, and safety of both the animals and staff of the 

NZP/SCBI are its highest priority. SCBI is world-renowned for its efforts to 

research, breed and reintroduce some of the world’s most critically endangered 

species, including the scimitar-horned oryx, Przewalski’s horse, the golden-lion 

tamarin, black-footed ferret, 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 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. Breeding and 

research protocols designed to save endangered species from extinction also 

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 needed to provide life-saving veterinary care and hand-rearing that means the 

difference between an animal’s life and death. 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 

NZP/SCBI successfully achieves its vital mission of saving species and enlisting 

public support for that purpose. 

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EXPLANATION OF CHANGE 

The National Zoological Park (NZP) is requesting a funding increase 

(+$500,000) to provide the needed resources for the NZP’s Smithsonian 

Conservation Biology Institute (SCBI, in Front Royal, Virginia) breeding facility. 

SCBI is world-renowned for its heroic efforts to research, breed and reintroduce 

some of the world’s most critically endangered species into the wild, including 

Przewalski’s horse, the golden-lion tamarin, black-footed ferret, scimitar-horned 

oryx, and red-crowned cranes, among others. Federal and state regulations require 

intensive animal quarantining and screening procedures to prevent disease 

transmission. Increased disease threats, such as highly pathogenic avian influenza, 

require additional contract support to respond to new requirements and maintain a 

viable collection. In addition to the live collection, NZP/SCBI has a growing 

biological materials collection and the requested resources will enable the 

Institution to continue managing that important collection. 

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 communications outreach. 

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SMITHSONIAN ENVIRONMENTAL RESEARCH CENTER
 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T 

GRANTS INTERAGENCY 

FTE $000 FTE $000 FTE $000 FTE $000 FTE $000 

FY 2018 

ENACTED 32 4,227 10 1,124 12 2,727 25 2,017 24 1,861 

FY 2019 

ESTIMATE 32 4,227 10 1,025 12 2,800 25 2,100 24 2,300 

FY 2020 

REQUEST 34 4,487 10 1,150 12 2,900 25 2,300 24 2,400 

Federal Resource Summary by Performance Objective and Program Category 

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. 

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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 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 has also started a process to redevelop its programs for public 

engagement. School-based programs, serving thousands of children annually, 

continue to be a major emphasis of SERC’s public efforts. In addition, SERC has 

expanded 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 FY 2019, SERC 

completed a retrofit of its main administration office building to a more energy efficient 

operation, using the existing geothermal field to provide heat exchange for heating and 

air conditioning, thus reaffirming the Center’s commitment to a more sustainable 

operation. Other projects in progress include developing a campus-wide stormwater 

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 for the Smithsonian Facilities staff. 

The FY 2020 budget request includes an increase of $260,000 and 2 FTEs to 

support the Strategic Goal of Expanding Digital Technologies at SERC. 

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 scale, landscape ecology, ecology of 

coastal ecosystems, and population and community ecology), and has developed 

unique, long-term, and 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 

67 
 

 

 

 

 

 

 

the Tennenbaum Marine Observatories Network. In addition, SERC is a partner site in 

the National Ecological Observation Network (NEON). To support that research, SERC 

provides a home for a forest canopy tower and a ground-based sampling array to 

collect environmental data that feeds a national network established to observe and 

interpret changes in terrestrial environments. 

In addition, SERC is a principal collaborator in the global ForestGEO initiative 

and maintains a keystone plot that demonstrates the value of temperate 

forest research for global understanding of terrestrial biomes. During its more than 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: land-sea 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. 

Looking ahead, 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 through the MarineGEO initiative, and 

enhance the Marine Science Network and the Tennenbaum Marine Observatory 

Network, which were 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 will continue 

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 education and citizen-science 

programs. In addition to providing a public lecture series, workshops, numerous 

volunteer opportunities and expert consultation for the public, teachers, and public 

officials, SERC is open to the public six days a week. Along with 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. 

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SERC continues to implement its comprehensive Facilities Master Plan through 

projects that provide essential infrastructure improvements and allow for controlled and 

operationally sustainable growth during the next decade. In 2018, SERC undertook a 

review of its 2008 Master Plan to verify that the assumptions and decisions of the 2008 

plan remain valid and appropriate. The final report for this exercise will be available in 

FY 2019, but the vision laid out in 2008 has been reaffirmed and continued progress to 

complete the plan remains a primary goal. One of the key components of the plan is 

the continuing focus on reducing energy and water consumption across the campus. 

The incorporation of sustainable improvements 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 award-winning Charles 

McC. Mathias laboratory, as the Center continues to establish its leadership in 

innovative design and functionality. 

Finally, 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. 

EXPLANATION OF CHANGE 

Digitization and Database Management (+$260,000 and +2 FTEs) 

The requested increase of $260,000 will provide funding and support for 2 

FTE’s for digitization and database management at the SERC. The purpose of 

this increase is to hire one digitization/media specialist and one database 

manager for SERC. Securing a digitization/media specialist will enable the SERC 

to coordinate SERC's public website and develop and implement a social media 

strategy aligned with SERC's scientific communication goals. The SERC has 

many research projects that generate enormous amount of data, including the 

Marine Global Earth Observatory. The database manager would provide a base 

level of IT support for Institution-wide research projects. Massive data storage 

and access requirements, driven by research mandates, require increased 

staffing to support first-class research at the Institution. 

NONAPPROPRIATED RESOURCES — General trust funds support fund raising. In 

addition, core administrative support is funded through an indirect cost recovery 

derived from extramural research and education awards. Other resources include 

donor/sponsor-designated funds that provide essential operating support related to 

specific programs and projects in research, public education, and professional training. 

Most of SERC’s scientific research program of $6.5 million annually is supported by 

Government grants and contracts, in addition to the National Ballast Information 

Clearinghouse (funded through an interagency agreement), which was established by 

Congress as part of the National Invasive Species Act of 1996. 

69 
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 2018 

ENACTED 191 14,486 40 2,379 35 4,996 14 1,826 

FY 2019 

ESTIMATE 191 14,486 42 1,957 32 4,000 20 1,876 

FY 2020 

REQUEST 191 14,702 42 2,055 32 4,043 21 1,970 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 114 9,564 114 9,716 0 152

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 3 200 3 203 0 3

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 5 364 5 369 0 5

Education

Engage and inspire diverse audiences 2 349 2 355 0 6

Preserve Our Natural and Cultural Heritage

Facilities and Safety

Improve Smithsonian facilities operations and provide a 

safe and healthy environment 1 128 1 130 0 2

Security

Provide world-class protection for Smithsonian facilities, 

collections, staff, visitors and volunteers 18 659 18 659 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 40 2,726 40 2,767 0 41

Information Technology

Improve the Institution's information technology systems 

and infrastructure 8 496 8 503 0 7

Total 191 14,486 191 14,702 0 216

FY 2019 FY 2020 Change

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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 107 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 an important 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 vital 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 

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 

71 
 

 

 

 

 

 

 

 

than 12,000 scientific publications of record during the past century, and currently results 

in one new scientific publication, on average, every day. 

Scientific Direction 

The long-term research conducted by STRI scientists and collaborators is an 

essential contribution to the Smithsonian Institution’s newly issued Strategic Plan. STRI’s 

strategic plan is closely aligned with the Smithsonian Strategic Plan, particularly with 

regard to the following: Goal 2: Catalyze new conversations and address complex 

challenges; Goal 4: Understand and impact 21st century audiences; Goal 5: Drive large, 

visionary, interdisciplinary research and scholarly projects; and Goal 6: Preserve natural 

and cultural heritage while optimizing our assets. STRI has invested for the long term in 

several 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 an important 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 

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 

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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, 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 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 of 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. 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 

73 
 

 

 

 

 

 

 

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 invasive species biology, biodiversity, and global climate. Trade through 

the Panama Canal increased dramatically since the June 2016 completion of the canal 

lock expansion project. As a result, 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. 

Establish a Living Laboratory in the Tropical Eastern Pacific 

STRI is poised to take possession of Coibita Island that will provide the 

opportunity to develop a new living laboratory and basic research facilities, with the 

potential to become the “Barro Colorado of the Tropical Eastern Pacific.” Coibita is a 

strategic scientific vantage point to expand the Smithsonian MarineGEO program and 

enhance fundamental research in a region of high biodiversity, with two layers of legal 

protection as part of Panama’s Coiba National Park and status as a UNESCO World 

Heritage Site. This development represents a major step in completing our goal of twoocean facilities, complementing our Caribbean research stations at Galeta and Bocas 

del Toro. Part of an undersea mountain chain and migratory corridor that links marine 

species from North and South America, Coibita is an ideal location to launch 

investigations that will provide key insights in marine biology. 

The FY 2020 budget request includes an increase of $216,000 for STRI locally hired 

Panama employee compensation, which is justified in the Fixed Costs section of this 

budget submission. 

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MEANS AND STRATEGY 

STRI is the only major research center 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 107 

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 humanity. 

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. 

75 
 

 

 

 

 

 

 

 

 

 

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 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. 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 twoocean 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 

the NSF and the 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. Coibita 

Island will provide a new MarineGEO platform in the Pacific. 

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 environmental data 

operation, which monitors 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 

ecological studies in contrasting environments, including comparisons of marine habitat, 

ecosystems, and species dynamics between these two oceans. 

76 
 

 

 

 

FY 2020 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. 

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 has launched a new 

initiative to understand the critical role played by microbes in marine ecosystems, and 

hosts a series of postdoctoral Fellows. STRI is also leveraging additional private funding 

to support a new staff scientist and better understand the critical role played by microbes 

in forest ecosystems. 

The chair in paleoecology investigates how Earth’s environment has changed 

during the last 60 million years, in part by taking advantage of the multi-billion-dollar 

expansion of the Panama Canal, which 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 Coibita Island field station in the 

eastern Pacific Ocean. 

77 
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 2018 

ENACTED 45 6,273 6 3,690 55 11,296 0 81 

FY 2019 

ESTIMATE 45 6,273 7 2,886 57 14,299 0 241 

FY 2020 

REQUEST 45 6,273 7 2,973 58 14,278 0 248 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 6 1,446 6 1,446 0 0

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 0 55 0 55 0 0

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 3 267 3 267 0 0

Exhibitions

Offer compelling, first-class exhibitions 16 2,200 16 2,200 0 0

Education

Engage and inspire diverse audiences 5 459 5 459 0 0

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 12 1,397 12 1,397 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 3 449 3 449 0 0

Total 45 6,273 45 6,273 0 0

FY 2019 FY 2020 Change

78 
 

 

 

 

 

 

BACKGROUND AND CONTEXT 

The Freer Gallery of Art and the Arthur M. Sackler Gallery (F|S) provide a place on 

the National Mall where Americans can develop their understanding and appreciation of 

Asia’s artistic creativity and its cultural and historical traditions. A worthy goal since the 

opening of the Freer as the first Smithsonian Art museum in 1923, this endeavor is 

increasingly important in the 21st century ─ as Asia looms larger, more central, and closely 

related to the life and interests of Americans. The Museums’ renowned collections enable 

experts and actual and virtual visitors to engage Asia’s art, and gain insight into its diverse 

and complex populations, civilizations, religions, history, and traditions. Collections, 

exhibitions and programs also examine the connections between Asian and American 

artistic and cultural expressions. 

The Museums collect, study, exhibit, and preserve exemplary works of Asian art, 

widely regarded as among the most important in the world, as well as works by Whistler and 

other outstanding American artists, provided by Charles Lang Freer’s original gift to the 

nation. The Museums direct their combined resources toward programs that advance the 

knowledge of the arts of Asia, and foster understanding and appreciation for its cultures and 

history. 

The FY 2020 exhibition schedule 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 programming effort for the International Gallery in the 

S. Dillon Ripley Center, managed jointly by F|S and the National Museum of African Art, 

continues its second five-year phase. This gallery, with links to both Museums, allows 

programmatic collaboration, provides a testing ground for new types of exhibitions, and 

creates new opportunities to achieve the Institution’s strategic goal to Understand and 

Impact 21st Century Audiences. 

In addition, the Museums will further the strategic goal of Expanding Digital 

Technologies by devoting coordinated resources in FY 2020 to position F|S as a world 

leader in digital collections management initiatives. This will be done by maintaining 100 

percent digitization as its collections grow, improving the content on the F|S website with 

linkages and stories between thousands of different types of records and media, and 

increasing the search tool functionalities for online collections. F|S will continue to expand 

the digitization of its publications, enhance the visitor experience with new ways to access 

its research and wealth of assets, ensure that online content is Americans with Disabilities 

Act (ADA)-compliant, and grow the accessibility-driven visitor app to cover more languages. 

The F|S will also contribute to the strategic goal of Enhanced Interdisciplinary 

Research by maintaining its impressive record of hosting research Fellows and scholarly 

visitors, through its online, open-access publications, and by attracting new funding for 

research. 

In addition, F|S will address the strategic goal of providing a nimble, CostEffective and Responsive Administration by continually assessing and enhancing staff 

development, the efficacy of its organizational structure, and oversight of internal 

controls. 

79 
 

 

 

 

 

 

 

 

 

 

 

 

MEANS AND STRATEGY 

To achieve the strategic goal of Understanding and Impacting 21st Century 

Audiences, the F|S continues to direct resources to raise attendance and assert its preeminence in the field of Asian art by organizing and presenting high-profile exhibitions. 

With a completed installation refreshment in response to visitor feedback, 

Encountering the Buddha: Art and Practice across Asia continues through FY 2020 to 

highlight practices and contexts from diverse Buddhist artworks and traditions. Two 

immersive spaces, a Tibetan Buddhist shrine room and a time-based film installation 

centered on the Ruwanwelisaya Stupa in Sri Lanka (related technological components and 

public programs), have been designed to incorporate multiple perspectives, including those 

of art historians, religious scholars, practitioners, and contemporary artists on the roles of 

Buddhist arts, shrines, and rituals. Also continuing in FY 2020, in RESOUND: Bells of 

Ancient China, musical innovations in the Bronze Age meld with today’s digital technology 

in an interactive exploration of ancient Chinese bells. Early instruments and a bell set 

discovered in a Chinese tomb are accompanied by videos of ancient bells being played, 

musical soundscapes and visualizations commissioned from contemporary composers, and 

an interactive experience that correlates these ancient bells to the piano, where visitors can 

compose their own music. An accompanying music salon series will attract new audiences 

with a contemporary perspective on the exhibition. 

FY 2020 will open with two exhibitions of Buddhist art from Korea that will 

complement Encountering the Buddha: Art and Practice across Asia. Deliverance: Korean 

Buddhist Paintings will be a major exhibition of Buddhist paintings of the Goryeo and 

Joseon in periods spanning the 14th to 20th centuries, borrowed from Dongguk University 

Museum in Seoul, and supplemented with loans from important private collections in Korea. 

Monumental altar images, sub-altar images, and small, portable scrolls created for use in 

specific rituals will be presented thematically. The second exhibition, Dedication: A Korean 

Buddha Image and its Treasures, will inaugurate a “spotlight” exhibition component of a 

five-year grant of program support from the Korean Ministry of Culture. Drawn from the 

collection of the National Museum of Korea, the FY 2020 presentation features a 13th 

century gilt wood, seated Avalokiteshvara image, displayed with the material placed inside 

it when it was dedicated and placed into worship. This will be the first exhibition dedicated 

to this subject in an American museum. 

Such loan exhibitions support the F|S mission by providing the public with a broader 

view of the arts and cultures of Asia and a deeper consideration of topics that F|S cannot 

present solely from its own collections. 

In the spring of 2020, to celebrate the millennium of the poet Ferdawsi’s death, and 

on view for the 2020 Persian New Year, the F|S is organizing an exhibition on the 14th 

century Great Mongol Shahnama. Considered a watershed in the history of Persian 

painting, the dispersed manuscript is also the subject of a major publication scheduled for 

the same year. The F|S, home to the largest number of illustrations from the manuscript, 

will co-publish the study with a scholarly partner. 

80 
 

 

 

 

 

 

 

Also in the spring of 2020, the F|S major exhibition focus will return to the Museum’s 

permanent collection, with a presentation to be drawn from a recent acquisition of 

Japanese graphic arts. Tomioka Tessai and Otagaki Rengetsu will introduce U.S. 

audiences to two major artists whose lives and works connected traditional and modern 

Japan, and is timed to coincide with the 2020 Washington, DC Cherry Blossom Festival. A 

second exhibition will display the Freer Gallery’s vast collection of the artist James McNeil 

Whistler’s watercolor works. The exhibition will be complemented by a reinstallation in blue 

and white porcelains and ceramics in Whistler’s famed Peacock Room. 

F|S continues to develop major exhibition projects and long-term exchanges in 

collaboration with U.S. museums, international scholars and institutional partners in China, 

Japan, Korea, and India. Sharing select exhibitions through multi-venue presentations is an 

integral component of several exhibition projects under development, and touring versions 

of F|S collection-based exhibitions are being developed. 

In FY 2020, F|S will plan for thematic refreshes of the Freer Gallery permanent 

collection displays. In addition to cyclical small changes in the works of art on display due 

to long-term collection preservation requirements, the F|S will deploy a rolling calendar of 

thematic reinstallations of its collections to incorporate important new acquisitions and 

maintain a broad spectrum of provocative conversations about Asia and America. 

F|S will further impact 21st century audiences through its groundbreaking 

educational and scholarly programs on the arts of Asia. These programs involve hosting a 

series of international conferences and workshops, and collaborating within the 

Smithsonian and with other outside organizations such as the National Palace Museum in 

Beijing, the Hermitage Museum in St. Petersburg, Russia, the New York University in Abu 

Dhabi, and the Sharjah Art Foundation. 

The Museums will continue to push the boundaries of digital enhancements with a 

focus on online collections. Enabling the Museums to be the center for public engagement 

on the arts of Asia, the F|S website continues to undergo refinements to allow greater 

access to our collections, which are now fully digitized. With the help of foundation grants, 

the Museums launched the online publications The World of the Japanese Illustrated Book: 

The Gerhard Pulverer Collection, Ceramics in Mainland Southeast Asia, and Jades for Life 

and Death. In addition, in the past several years, the F|S has collaborated with the 

Ritsumeikan University of Japan to digitize more than 100,000 images of Japanese books 

of art. With the help of the Smithsonian Digitization Office, the Museums have 3D-scanned 

more than 50 items and will continue to roll out printable models to the general public. 

F|S will achieve the Institution’s strategic goal of Enhanced Interdisciplinary 

Research by collaborating on research projects and museum teaching seminars in 

universities, nationally and internationally, ensuring that F|S scholarly publications and data 

resources are widely available and well-known. 

The Museums will continue the new accessibility initiatives, including large-print 

labels for major exhibitions, regular programs for disabled audiences, and an innovative 

gallery installation providing digital and sound interpretation of an iconic object, the Cosmic 

Buddha stele, for the visually impaired. In the area of K–12 education, the number of 

81 
 

 

 

 

 

 

 

 

 

 

students visiting the Museums has increased dramatically. A major focus for FY 2020 is the 

development of expanded online resources for K–12 educators, displaying the Museums’ 

world-renowned collections, with the goal of making the F|S website the premier online K– 

12 resource for information on the arts of Asia. The Museums will continue to offer an 

exciting and robust series of programs to the public, and with the move of the F|S scholarly 

journal Ars Orientalis to an open-access model, the overwhelming majority of the 

Museums’ publications are now freely available to the public on the F|S website. Museum 

staff are regularly invited to serve as advisors or trainers by museums and cultural 

institutions in North America and Asia. 

The F|S will achieve the strategic goal of Preserving Our Natural and Cultural 

Heritage by continuing to devote resources to its internationally renowned conservation and 

scientific research department. The department is led by a director who is one of the most 

respected figures in the field. In FY 2020, conservators, curators, and scholarly researchers 

will continue to study and publish new research on the collections, largely focused on 

ancient Chinese art. Building on the success of the FY 2018 exhibition entitled Secrets of 

the Lacquer Buddha, research on Asian lacquers will continue to explore and educate the 

public on ways science can contribute to the understanding of art. The conservation 

department is also deeply involved in several international collaborations to develop a 

public-facing scholarly textile database and the definitive reference for bronze-casting. 

Additionally, with support from the David Berg Foundation, the F|S continues its research 

into Nazi-era provenance issues, further strengthening international ties developed in 

previous years. As Museum collections continue to grow, collections managers, curators, 

and conservators will collaborate to ensure that objects are properly researched, stored, 

preserved, and presented to our visitors, both onsite and online. Finally, the F|S will 

continue to cooperate with broader Smithsonian efforts coordinated with the Departments 

of State and Defense, and other agencies and organizations, to save cultural heritage 

damaged by ISIS and other combatants in Iraq, Syria, and other parts of the Middle East. 

To meet the strategic goal of providing a nimble, Cost-Effective and Responsive 

Administration, the F|S 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 F|S continues to dedicate training funds to 

leadership and supervisory training to equip managers and supervisors with the 

information, skills, and tools needed to make effective decisions. In FY 2020, the F|S will 

launch a new five-year strategic plan that will align with the Smithsonian’s overall Strategic 

Plan. The F|S will continue to track progress against its strategic plan by using a 

management tracking system that links 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 income sources to provide the quality of exhibitions, 

programs, and publications expected by visitors and scholars, both online and on site. 

82 
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 2018 

ENACTED 17 3,084 8 1,665 2 1,493 4 1,569 

FY 2019 

ESTIMATE 17 3,184 11 1,670 2 1,023 0 546 

FY 2020 

REQUEST 17 3,484 10 1,385 6 2,233 3 500 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in vital arts and humanities research 1 175 1 175 0 0

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 1 155 1 155 0 0

Understand and Impact 21st Century Audiences

Exhibitions

Offer compelling, first-class exhibitions 8 1,424 8 1,699 0 275

Education

Engage and inspire diverse audiences 1 200 1 200 0 0

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 4 455 4 455 0 0

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 0 395 0 395 0 0

Security

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors and volunteers 0 100 0 125 0 25

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 2 280 2 280 0 0

Total 17 3,184 17 3,484 0 300

FY 2019 FY 2020 Change

83 
 

 

 

 

 

 

 

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 “increase cultural understanding, strengthen communities, and 

reinforce our shared humanity” through promoting cultural heritage and diversity 

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 more than 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 250 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, 32 

Grammy Award nominations, seven Grammys, one Latin Grammy, and 26 

Independent Music Awards. 

The CFCH, with its highly qualified staff, nearly one-third 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 2020 budget request includes 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. This increase is further justified 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 cover the 

costs of 35 percent of its staff, create its public products, and deliver them to a broad 

national and international public of more than 250 million consumers. Institutional 

collaboration and major public impact nationally and internationally are also key to 

fulfilling its mission. Institutional collaborations (with more than 100 partnerships in 

the past eight years), fund raising, and mission-driven business activities leverage the 

84 
 

 

 

 

 

 

 

 

 

 

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 10.36 

million visitors on site and online), Smithsonian Folkways Recordings (with more than 

251 million listeners via recordings, radio programs, downloads, and audio streams), 

websites and social media (with 8.74 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 2018, the CFCH 

finalized its second five-year strategic 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 had met all the major goals of its first strategic plan, some two years 

ahead of schedule. In 2019 and 2020, 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 2020 Smithsonian Folklife Festival will focus on the intersection of 

traditional cultural knowledge, music, and environmental change as part of the One 

Smithsonian initiative called Conservation Commons. Organized in partnership with 

individuals and organizations around the globe, the Festival will explore how 

communities have developed and used traditional knowledge about the environment 

to manage environmental changes in their locales. Current plans include program 

highlights on indigenous communities, Pacific island nations, the United Arab 

Emerites, and more. The Festival has already partnered with the Department of 

Energy’s Solar Decathlon to share the traditional design skills of architecture and 

building arts with the public as part of this program. In the last week in June and the 

first week in July, 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 traditional knowledge of the environment plays in their own 

lives. 

Also in 2019 and 2020, 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 in 2020. 

Folkways extended its impact in 2019 with the publication of four landmark 

boxsets (Pete Seeger, Hip-Hop, Social Power of Music, and New Orleans Jazz 

Festival). In 2020, Smithsonian Folkways Recordings will continue its African 

American Legacy and Tradiciones/Traditions series of African American and Latino 

85 
 

 

 

 

 

 

 

 

 

music, producing at least six albums of new material. In addition to these landmark 

releases, Folkways will release an additional 20 recordings in FY 2020. 

Folkways will also continue to extend its reach to millions more listeners, 

distributing almost 4,000 albums (60,000 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 continue to grow its 245 million-plus circulation of digital content 

from non-Smithsonian websites such as iTunes U, and SoundCloud, which will 

extend its reach to more than 100 countries. It will continue to expand its 

collaboration with private partners to deliver the entire Folkways collection to more 

than 560 libraries throughout the North American continent and beyond. 

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. Four 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. This includes 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. Finally, in 2018, CFCH initiated a 

collaboration with the Royal Textile Academy of Bhutan, a national center focused on 

weaving and other folklife; this project is also funded through a gift. Similarly, new 

project opportunities present themselves regularly. 

Center curators and research staff will continue to publish books, articles, and 

Web features, and make professional presentations at gatherings of specialists. In 

2014, the CFCH set aggressive publication targets, 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 national and international 

UNESCO cultural heritage policy formulation by consulting with the U.S. Department 

of State, cooperating with our national and state folklife colleagues, 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 16 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. In 

86 
 

 

 

 

 

 

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 four main challenges in 2020 — accessioning the vast collections associated 

with the acquisition of Arhoolie Records; assessing, cataloguing, preserving, and 

making available endangered, valuable paper and audiovisual holdings; setting 

priorities for handling delicate and critical collections materials; and transferring 

audiovisual collections from their current media to ensure their survival. In 2019, the 

CFCH is moving entire collections from its usual repository, which underwent 

substantial infrastructure improvements. With support from the National Collections 

Program, all collections were rehoused in state-of-the-art cabinetry, which marks a 

significant improvement in the physical care of these priceless collections. Central 

funds from within the Institution will further support the Rinzler Archives’ digitization 

and dissemination efforts. 

The CFCH has played a major role in the new One Smithsonian strategy 

outlined by the Strategic Plan. The Center proposed and then led the implementation 

of the Smithsonian Year of Music. Center staff contributed to the implementation of 

the American Women’s History Initiative and recruited a new curator of American 

women’s music to ensure ongoing engagement on this important topic. The Center 

simultaneously collaborates with the Asian American Pacific Center, National 

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

Indian, National Museum of Natural History and the Smithsonian Latino Center with 

internships and program initiatives, including the Mother Tongue Film Festival. Center 

staff also share approximately one publication per week with Smithsonian.com. 

Having reached more than 239 million users in FY 2018, the Center is actively 

supporting the Institution’s goal to reach one billion users through a Digital First 

Strategy. Similarly, the Center is now leading one interdisciplinary, multi-year, 

international research project and has submitted a grant proposal to fund a second. 

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

benefits of approximately one-quarter of the CFCH’s personnel, and revenues from 

Folkways Recordings pay 35 percent of all 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. By the end of FY 2019, with support from the Smithsonian National 

Campaign, the CFCH raised more than $9 million, more than 200 percent of its goal, 

to support the Center’s mission. 

87 
 

 

 

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 2018 

ENACTED 36 5,061 25 4,754 25 6,204 0 164 

FY 2019 

ESTIMATE 36 5,086 30 4,375 22 6,975 1 125 

FY 2020 

REQUEST 36 5,086 30 4,600 27 7,475 1 100 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in vital arts and humanities research 4 350 4 350 0 0

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 1 105 1 105 0 0

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 1 125 1 125 0 0

Exhibitions

Offer compelling, first-class exhibitions 4 390 4 390 0 0

Education

Engage and inspire diverse audiences 3 260 3 260 0 0

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 7 2,096 7 2,096 0 0

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 11 1,115 11 1,115 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 4 475 4 475 0 0

Information Technology

Improve the Institution's information technology 

systems and infrastructure 1 170 1 170 0 0

Total 36 5,086 36 5,086 0 0

FY 2019 FY 2020 Change

88 
 

 

 

 

 

 

 

 

 

 

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 goal of Impacting 21st Century Audiences, 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 2020. 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, inperson and online experiences. 

MEANS AND STRATEGY 

In FY 2020, 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. In addition to Nature —

Design Triennial, which opened in FY 2019, the Museum will present exhibitions on 

contemporary Muslim fashions, designer Willi Smith, and the Museum’s award-winning 

installation from the London Design Biennale, Face Values. An 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 our strategic goal to Enhance 

Disciplinary Research, ensuring the advancement of knowledge in the humanities 

through exhibition-related and collections-oriented scholarly research to create the most 

innovative and educational exhibitions for the public. 

To achieve the goal of Preserving Our Natural and Cultural Heritage, the 

Museum continues to acquire objects for its internationally renowned permanent 

89 
 

 

 

 

 

 

 

 

 

 

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 more than 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 inspire, educate and empower audiences through design by offering 

educational programs and content in a variety of formats. The goal across all of the 

programming is to deliver content relevant to the program participant’s level of 

understanding of design and design thinking. The Museum will engage intergenerational audiences that include students, educators, emerging designers, design 

professionals and the general public, through beginning, intermediate and advanced 

programs in design. All programs will focus on using objects in the collection or on view 

in an exhibition as points of inspiration and reference; with the broad goals of 

developing creative problem-solving and critical thinking that can be applied in any field. 

The Museum will continue its traditional offerings such as design field trips, family 

programs, docent-led tours, and public programs. The Museum is also committed to 

making its programs and content nationally accessible. In addition, the Museum plans to 

make its educational opportunities available to a much broader audience through online 

platforms such as the SI Learning Lab. 

CHSDM 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. 

To further the Smithsonian’s goal of Enabling Cost-Effective and Responsive 

Administration, 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. CHSDM 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 essential to support exhibitions and educational initiatives. In addition, 

significant endowment gifts support research, exhibitions, public programs, and 

administrative functions. 

90 
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 2018 

ENACTED 37 4,534 5 3,836 21 8,724 0 2 

FY 2019 

ESTIMATE 37 4,544 7 4,100 24 8,500 0 10 

FY 2020 

REQUEST 37 4,544 7 4,223 24 8,500 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in vital arts and humanities research 5 475 5 479 0 4

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 1 125 1 130 0 5

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 3 530 3 530 0 0

Exhibitions

Offer compelling, first-class exhibitions 11 1,309 11 1,300 0 -9

Education

Engage and inspire diverse audiences 2 190 2 190 0 0

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 8 1,035 8 1,035 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 7 880 7 880 0 0

Total 37 4,544 37 4,544 0 0

FY 2019 FY 2020 Change

BACKGROUND AND CONTEXT 

The Hirshhorn Museum and Sculpture Garden 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 

91 
 

 

 

 

 

 

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 Hirshhorn enhances public understanding and appreciation of 

contemporary art through acquisitions, 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 

our efforts to pursue the strategic goal of Enhanced Interdisciplinary Research, the 

Hirshhorn has developed a thorough expertise in conserving time-based media 

works that are at the forefront of contemporary art. This knowledge enables the 

Museum to preserve and protect these works under the strategic goal to Preserve 

Our Natural and Cultural Heritage, and to display these works in compelling 

exhibitions under the goal to Understand and Impact 21st Century Audiences. 

The Hirshhorn dedicates resources to advance the Institution’s strategic goal 

to Understand and Impact 21st Century Audiences, by presenting insightful, deeply 

researched exhibitions of modern and contemporary artists, many with novel thematic 

interpretations that receive critical acclaim from the national and international press, 

as well as the public. The Hirshhorn supplements these exhibitions with an active 

schedule of public programs, scholarly publications, and original catalogues. The 

Museum continues digitizing images of all its collections and using its website to 

reach an even broader audience both at its Mall location and around the world. 

The Museum’s extensive collection is central to its purpose, and, pursuant to 

the Institution’s goal to Preserve Our Natural and Cultural Heritage, the Hirshhorn 

dedicates a substantial portion of its resources to the preservation of its thousands 

of artworks. These artworks are the highlight of collection shows, such as Giant 

Steps, which will open in October 2019 and feature masterworks illustrating the 

strength and depth of the Hirshhorn’s sculpture collection. 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 Hirshhorn continues to make these artworks available to 

museums around the country with a very active loan program, and provides staff 

expertise on conservation matters to arts organizations worldwide. 

The Museum contributes to the strategic goal to Understand and Impact 21st 

Century Audiences with ARTLAB+ and numerous educational programs, including 

the 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 non-museum education 

professionals into the Museum to expand on the Hirshhorn’s didactic approaches. 

ARTLAB+ is a digital media studio focused on serving teenagers from local, 

underserved communities, giving them access to professional-quality technology 

and art, and connecting them to artist mentors who build a community of young 

creators. ARTLAB+ remains a signature achievement of the Museum, and receives 

92 
 

 

 

 

 

 

 

 

critical acclaim from the broader educational community. The program’s success has 

attracted support from internal and external partners, which has enabled ARTLAB+ 

to continue to incorporate innovative technologies and provide hands-on learning 

experiences to students who otherwise would not have access to such opportunities. 

The Museum also pursues the goal to Enable Cost-Effective and Responsive 

Administration by constantly improving its financial and administrative management 

tools and procedures. The Hirshhorn also strives to cultivate a staff culture that is 

efficient, collaborative, committed, innovative, and diverse. 

MEANS AND STRATEGY 

In FY 2020, Enhanced Interdisciplinary 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 Hirshhorn 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. 

Since FY 2017, annual visitation at the Hirshhorn has grown to 1.0 million 

guests, thanks to the popularity of exhibitions such as Yayoi Kusama: Infinity Mirrors 

and Rafael Lozano-Hemmer: Pulse. The Hirshhorn continues to build and improve 

our visitor services support systems, increasing the use of volunteers, gallery guides 

and part-time visitor attendants. Through the efforts of our visitor services 

coordinator, the Hirshhorn has created a staff dedicated to designing, coordinating, 

and improving visitors’ experiences. Resources support the Strategic Plan by 

administering products and services that broaden visitor access to public programs 

and engaging in-gallery experiences. 

The Hirshhorn’s proposed exhibition schedule for FY 2020 builds upon the 

mission to expand access to the arts and increase public understanding of, and 

engagement with, the international scope of modern and contemporary art in all 

of its spellbinding diversity. 

	 FY 2020 will open with an unprecedented outdoor installation of 

monumental sculptures by renowned, Korean-born artist Lee Ufan. The 

Hirshhorn’s outdoor sculpture plaza will be devoted to a selection of Lee’s 

elemental stone and steel sculptures, relating to and redefining the 

architectural space of the Hirshhorn campus. 

	 In mid-October 2019, the Hirshhorn will open an ambitious series of 

important exhibitions. Marcel Duchamp will present dozens of works by 

the groundbreaking modern artist, drawn from the world-class collection of 

Barbara and Aaron Levine. The exhibition will reintroduce the radical work 

of Duchamp to a new generation of art enthusiasts, and will serve as a 

93 
 

 

 

 

 

 

 

 

public introduction of this internationally significant collection to the 

Hirshhorn’s permanent collection. Duchamp will be complemented by a reinstallation of works from the Hirshhorn’s permanent collection, making a 

larger number of Museum works accessible to the public. 

	 In October 2019, we will also open a new commission by the New Yorkbased artist Pat Steir, who has represented the best of contemporary 

abstract painting through her signature “pours” and “waterfalls.” Pat Steir 

will be installed around one of the 400-foot inner walls of the Hirshhorn’s 

Inner Circle galleries. As Steir’s largest installation to date, this sitespecific artwork will transform the Hirshhorn’s curved spaces into a multicolored, dynamic feast for the eyes. 

	 In February 2020, the Hirshhorn will open Laurie Anderson. Anderson has 

an international reputation as an artist who combines the traditions of 

avant-garde with popular culture. Anderson will create a large-scale visual 

and sound environment that touches on various classical and influential 

aspects of her practice. From intimate, personal storytelling to universal 

themes of power, empathy, and control, Laurie Anderson will take visitors 

on a journey through contemporary life by using audio soundscapes, 

theater sets, the spoken word, live performance, and cutting-edge virtual 

reality. 

In addition to these major exhibitions, in FY 2020 the Hirshhorn will feature 

two exhibitions highlighting the best of emerging, international contemporary art. Jon 

Rafman will present the artist’s mind-expanding video and sculptural works, most 

based on material pulled from the Internet, that highlight the intersection of virtual 

digital worlds with human dreamscapes. In Three Acts will be the debut installation 

of the first Washington, DC-based triennial of contemporary art, ranging from 

sculpture to painting and from music to performance. The Hirshhorn hopes to revisit 

these themes every three years with a carefully curated showcase representing the 

increasing fluidity of current artistic practice from a group of approximately 35 

emerging international artists. 

The Hirshhorn continues to further the strategic goal to Expand Digital 

Technologies by using the Museum’s website to engage with local and remote 

audiences regarding exhibition offerings, upcoming public programs, and information 

about collections and artists. Content shared via the website will include audio and 

video from public programs, interviews with artists and curators, and searchable 

access to the Museum’s collections. The Hirshhorn’s communication procedures will 

diffuse deep knowledge of contemporary art and culture, whether presented in the 

Museum or elsewhere, and not merely describe activities in superficial terms. The 

Museum will continue to publish original catalogues to complement exhibitions, 

along with other books that examine modern art, design, and cultural shifts of the 

early 21st century. In addition, based on the overwhelmingly successful launch of 

Hirshhorn Eye!, our instant mobile art guide, staff will increase interaction between 

94 
 

 

 

 

 

 

 

visitors and the digital resources of the Museum by sharing this innovative 

technology across the Smithsonian and the nation. 

The Hirshhorn will support the goal to Understand and Impact 21st Century 

Audiences with a range of programs geared toward visitors with varying levels of art 

experience and cultural interests, and by expanding 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 continue to draw 

upon a wide pool of artists, researchers, and experts from unexpected fields to 

provide interpretive tours in the weekly Friday Gallery Talks. 

In concert with educational foundation sponsors, the Hirshhorn 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 “Gallery 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 2020, we will continue to pilot programs to capture additional audiences such as: 

preschool-aged children, through STORYTIME, which explores contemporary art 

through stories and movement; families, through Maker Mornings; and youth 

audiences with cognitive and intellectual disabilities, through the Expanding 

Pathways to Participation program. 

Also in FY 2020, the Museum will achieve the strategic goal to Preserve Our 

Natural and Cultural Heritage by fully activating the newly renovated office and 

collections storage space and state-of-the-art Conservation Lab that was relocated 

from the basement to the fourth floor in FY 2019. The improved space, with its 

natural light, greatly enhances the collections management and conservation 

activities. In addition, the Hirshhorn will further develop itself as a center for research 

and preservation of time-based media (e.g., film, digital video, and audio) artworks, 

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. 

The Museum will also continue its efforts to photograph and catalogue the 

permanent collection, thereby bringing more of the collection to the public via 

extensive search features on the Hirshhorn public website. 

Under the strategic goal to Enable Cost-Effective and Responsive 

Administration, the Museum will continue to pursue capital projects that merge the 

functional with the artistic by including artists and designers in discussions with central 

Smithsonian engineering staff. The Hirshhorn will continue to upgrade cellular and WiFi capacity in its public spaces to improve visitor access to mobile technology and 

Web-based knowledge and social media platforms. The Hirshhorn administration will 

95 
 

 

continue to improve long-range program planning reviews to enhance resource 

allocation, funds management, and more effective cost sharing with outside 

organizations that support major exhibitions and programs. By identifying and working 

with partners in the private sector, Hirshhorn 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, advancement activities, and exhibition and programrelated costs. Donor/sponsor-designated funds support advancement, exhibitions, 

public programs, communications, and marketing. 

96 
 

 

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 2018 

ENACTED 28 4,654 4 1,031 3 1,052 0 0 

FY 2019 

ESTIMATE 28 4,654 6 1,000 8 1,568 0 0 

FY 2020 

REQUEST 31 5,054 6 1027 8 1,568 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

Program Category 

FY 2019 FY 2020 Change 

FTE $000 FTE $000 FTE $000 

Enhanced Interdisciplinary Research 

Research 

Engage in vital arts and humanities research 3 578 3 578 0 0 

Expand Digital Technologies 

Digitization and Web Support 

Provide improved digitization and Web support 1 133 4 533 3 400 

Understand and Impact 21st Century Audiences 

Public Programs 

Provide relevant reference services and disseminate 

information to the public 

3 544 3 544 0 0 

Exhibitions 

Offer compelling, first-class exhibitions 8 1,532 8 1,532 0 0 

Education 

Engage and inspire diverse audiences 4 542 4 542 0 0 

Preserve Our Natural and Cultural Heritage 

Collections 

Improve the stewardship of the national collections 5 678 5 678 0 0 

Enable Cost-Effective and Responsive 

Administration 

Management Operations 

Enable efficient and responsive administrative infrastructure 3 432 3 432 0 0 

Information Technology 

Improve the Institution’s information technology systems 

and infrastructure 

1 215 1 215 0 0 

Total 28 4,654 31 5,054 3 400 

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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. The Museum’s exhibitions are supported by a 

broad range of educational public programming and outreach activities designed 

to engage the diverse local, national, and international visitors the NMAfA serves. 

Substantial selections from the Museum’s large and important permanent 

collection of traditional and contemporary African art will remain on view in 

FY 2020, with periodic rotations, in the African Mosaic gallery on sublevel 1. In 

the Museum’s fountain area gallery space on sublevel 3, the NMAfA 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. 

In its large sublevel 2 gallery, the Museum will continue to present Visionary: 

Viewpoints on Africa’s Arts, a permanent exhibition, with changing elements, that 

features more than 300 works from the permanent collection of traditional and 

contemporary African arts, and 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 the 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. 

In FY 2020, the Museum’s entrance pavilion, renovated in FY 2019, will 

continue to present artworks from the permanent collection in coordination with a 

specially-commissioned contemporary installation artwork created by a noted 

African artist. Touch-table technology will continue to deliver an expanded menu 

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of options to orient visitors to the Museum’s collections and exhibitions, and 

engage them in a range of ideas and issues regarding Africa and Africa’s arts. 

In early FY 2020, the Museum will continue to present its temporary 

exhibition Good as Gold: Fashioning Senegalese Women, which opened on 

sublevel 1 at the NMAfA in early FY 2019 and is slated to travel to the North 

Carolina Museum of Art later in FY 2020. The exhibition and its accompanying 

scholarly publication feature highlights from the NMAfA’s collection of 

Senegalese gold jewelry, donated by art historian Marian Johnson, along with 

additional artworks from the Museum’s art and archival photographic collections. 

The Museum will also continue to present the temporary exhibition I Am: 

Women’s Voices in the Contemporary, which opened in late summer 2019 in the 

NMAfA’s contemporary galleries on sublevel 1. It features selected works from 

the NMAfA’s collection made by important modernist and contemporary women 

artists from Africa, and is accompanied by a scholarly publication. Staffing and 

budget permitting, the NMAfA will continue to present a temporary exhibition 

entitled Heroes, developed in FY 2019 by the Museum for the largest of the 

African Mosaic galleries on sublevel 1. 

The NMAfA exhibition Chief S.O. Alonge: Photographer to the Royal Court 

of Benin, Nigeria will remain open at the National Museum in Benin City, Nigeria. 

The exhibition in Nigeria, which includes copies of Alonge photographs in the 

Museum’s photographic archives, exhibition text panels, and other materials, will 

remain on view indefinitely in Nigeria and involve 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. 

Through the beginning of FY 2020, the Museum will continue to host 

Striking Iron, an important traveling exhibition developed by the Fowler Museum 

at the University of California-Los Angeles. It features a broad range of iron 

works of art made over several centuries by African blacksmiths. Striking Iron 

opened at the NMAfA on April, 17 2019 in the International Gallery on sublevel 3, 

a space that is jointly shared by the NMAfA and the Freer and Sackler Galleries. 

It runs through October 20, 2019. 

In FY 2020, the Museum will open a new exhibition, Caravans of Gold: 

Fragments in Time, organized by the Block Museum of Art at Northwestern 

University. This groundbreaking exhibition, which includes important artworks 

loaned by museums in Morocco, Mali, and Nigeria, challenges the widely held 

bias of a timeless Africa that is cut off from the dynamics of world history. This 

will be the first major exhibition to take stock of the material culture of early transSaharan trade and to offer strong evidence of the central but little-recognized role 

Africa played in medieval history (the 8th through 16th centuries). Caravans of 

Gold will remain on view through the first two months of FY 2021. 

99 
 

 

 

 

 

The FY 2020 budget request includes an increase of $400,000 and 3 

FTEs to support the Strategic Goal of Expanding Digital Technologies at NMAfA. 

MEANS AND STRATEGY 

The NMAfA will achieve the strategic goal to Understand and Impact 21st 

Century Audiences by directing resources to activities that will result in 

consistently high-quality 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. Special 3D scans of ivory works of art, 

completed in FY 2018, will continue to provide information on the cultural uses of 

ivory in Africa’s historical arts, and will continue to educate audiences within the 

Museum and online on the importance of conserving elephant populations on the 

African continent. 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 2020 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. Funding permitting, 

the Museum anticipates forging partnerships with museum colleagues and artists 

on the African continent. 

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 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. 

The Museum’s leadership also anticipates continuing the popular Director’s 

100 
 

 

 

 

 

 

 

 

 

Series, featuring the NMAfA’s director speaking with leading figures associated 

with Africa and its Diasporas. Additionally, Museum educators will develop a 

range of digital K–12 curriculum materials designed to engage students and 

teachers in the arts of Africa. 

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 expects to 

continue its successful conservation training Fellowship program, funded by a 

multi-year Mellon Foundation grant, which will contribute to strengthening 

diversity and inclusion in the field of museum conservation. 

To achieve the strategic goal of Expanding Digital Technologies, 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 2020, the Museum will also devote staff resources to planning 

exhibitions in FY 2021 and beyond, including a possible traveling exhibition 

featuring major artworks from the NMAfA’s permanent collection. Other possible 

Museum-developed exhibitions and accompanying scholarly publications include 

Africa Pop, an original exhibition built from the collections of the NMAfA with 

major targeted public and private loans, which seeks to look at African artists’ 

use of irony, kitsch, and connections to comment on consumerism and 

international capitalism. Additional future exhibition projects under development 

in FY 2020 consider Visionary Leadership on Lozi arts and the making of a 

nation; African Minimalism; the Mechanics of Art; and the Creativity of Work. The 

Museum also anticipates developing a small contemporary art exhibition in the 

Point of View Gallery that will be guest-curated by a contemporary African artist 

and draw on the NMAfA’s collection of carved ivory tusks, 3D digital scans of 

selected tusks, and images drawn from the Eliot Elisofon Photographic Archives. 

Staff will enhance displays of permanent collection artworks and pay 

particular attention 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. 

In addition, the Museum will continue to develop rotating exhibitions from the 

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permanent collection for the small Point of View Gallery and adjacent galleries on 

sublevel 1. In FY 2020, the Museum will also devote staff resources toward 

refining and expanding the menu of options for its touch-tables in the renovated 

NMAfA entry pavilion. The touch-tables are designed to orient visitors to Museum 

collections and exhibitions, and to engage them in a range of ideas and issues 

regarding Africa and Africa’s arts. 

To address the strategic goal of Expanding Digital Technologies, the 

NMAfA is focusing resources in several areas: information technology (IT) 

operations; staff performance and accountability; strategic audience engagement 

via social media; the development of curriculum materials to engage K–12 and 

university students in the arts of Africa; 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. 

EXPLANATION OF CHANGE 

The FY 2020 budget request includes an increase of $400,000 and 3 

FTEs for digitization and database management at the NMAfA. These positions 

are linked to all of the Smithsonian strategic priorities, particularly Expanding 

Digital Technologies, Understanding and Impacting 21st Century Audiences, 

Preserving Our Natural and Cultural Heritage, and Enabling Cost-Effective and 

Responsive Administration. 

Digitization and Database Management (+$400,000 and +3 FTEs) 

The requested increase of $400,000 will provide funding and support for 3 

FTE’s for digitization and database management at the NMAfA. The purpose of 

this increase is to hire two digitization specialists and one database manager for 

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NMAfA. The Museum houses a collection of more than 11,000 objects 

representing the traditional and contemporary art of Africa. The objects include 

sculpture, paintings, works on paper, ceramics, textiles, metalwork, mixed media, 

and ephemeral and time-based media. Securing digitization specialists in the 

Museum will enable the NMAfA to expand its digitization program to meet the 

growing internal and external demand for digital imagery and online access of 

NMAfA object and photographic collections. Whereas, the database manager is 

responsible for the overall management and maintenance of the Museum’s 

collections information system (CIS), The Museum System (TMS), and the 

Museum’s online collection site (eMuseum) that uses data and images from 

TMS. The database manager would ensure that database records are up to date 

and reflect recommended changes based on current scholarship, changing 

technology, and current patterns of user access. The database manager would 

liaise with Museum staff to ensure continual development of the collections 

information system, formulate and clarify procedures and standards, and provide 

training, support, and reports to users, as well as with outside vendors regarding 

CIS matters. 

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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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 2018 

ENACTED 19 2,405 3 524 0 128 0 113 

FY 2019 

ESTIMATE 19 2,405 3 490 0 150 0 65 

FY 2020 

REQUEST 19 2,405 2 494 0 200 0 45 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 2 345 2 345 0 0

Engage in vital arts and humanities research 1 152 1 152 0 0

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 3 429 3 429 0 0

Exhibitions

Offer compelling, first-class exhibitions 2 101 2 101 0 0

Education

Engage and inspire diverse audiences 3 399 3 399 0 0

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 5 414 5 414 0 0

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 1 69 1 69 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 2 496 2 496 0 0

Total 19 2,405 19 2,405 0 0

FY 2019 FY 2020 Change

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BACKGROUND AND CONTEXT 

The Anacostia Community Museum (ACM), the first federally funded communitybased museum, was founded on September 15, 1967. As the Museum’s 50th 

anniversary commemoration draws to a close, so does the strategic planning process 

that it undertook to set the stage for ACM’s next 50 years. From this planning phase, 

ACM has emerged with a new vision of urban communities activating their collective 

power for a more equitable future. ACM’s revised mission to achieve this vision is to use 

a local lens to illuminate and amplify stories that resonate nationally and globally. By 

sharing diverse perspectives, ACM envisions healthy neighborhoods that are 

empowered to work together to solve urgent issues. To execute this mission and vision, 

the Museum will expand its connections with audiences, document and present 

community stories with social impact, deepen partnerships, and strengthen its 

organizational infrastructure. 

MEANS AND STRATEGY 

Based on its newly revised mission and vision, the Museum is working to realign 

resources and priorities in early FY 2020. This will position ACM to fulfill goals outlined 

in the strategic plan as well as achieve the following priorities outlined in the Institution’s 

Strategic Plan: engaging and understanding 21st century audiences; catalyzing 

conversations; collaborating with the Washington, DC public school system; and 

employing a digital-first strategy. 

As a trusted and inclusive center, ACM seeks to inspire communities to take 

action and is an incubator for the next generation of civically engaged citizens. ACM’s 

research, exhibitions, public programs and collections are shaped by the local 

metropolitan community. As nearby neighborhoods undergo social, economic, and 

environmental changes that individuals alone cannot address, there is a need for 

communities to bring together their combined knowledge and strengths. As a Museum 

that convenes people and ideas, ACM documents and preserves communities’ 

memories, struggles, and success, and offers a platform where diverse voices and 

cultures can be heard. 

ACM leverages mutually beneficial partnerships and networks that strategically 

expand the Museum’s engagement, both locally and nationally. These partnerships 

include other Smithsonian entities, scholars, community organizations, and residents 

employing a community-driven model. Instead of following traditional museum methods, 

ACM engages in community collaboration and co-creation, exploring social issues that 

impact everyday lives. Additionally, Museum efforts focus on meeting people within the 

neighborhoods where they live, work and go to school, through increasing access of 

online content and neighborhood-based programming. 

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Enhanced Interdisciplinary Research 

In FY 2020, the ACM will enhance its interdisciplinary research with three 

projects: Urban Waterways; Women's Environmental Leadership Initiative; and DC 

Eats: Food History, Culture, and Justice. 

Urban Waterways 

For the past nine years, the Smithsonian’s ACM has led the Urban Waterways 

Project, a collaborative research and educational initiative. 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. 

The Urban Waterways current network includes Pittsburgh, Baltimore, Spartanburg, 

Biloxi, Gulfport, Los Angeles, Honolulu, and London, focusing on frontline communities 

most affected by development and environmental impacts. 

Women's Environmental Leadership Initiative 

This initiative is designed to build the capacity for future environmental leadership 

by forming a national network of established women environmental leaders with 

emerging and aspiring leaders for in-person discussions to exchange best practices, 

wisdom, and experience. The outcome of these discussions is the collective 

development of solutions to local community issues. 

DC Eats: Food History, Culture, and Justice 

This project documents the history of food communities in the greater 

Washington, DC area while engaging with constituents and stakeholders to improve 

understanding of — and spur action toward — a more equitable food landscape. Food 

is at the heart of community, and what people eat both shapes and is shaped by the 

community in which it is made and consumed. Washington, DC is home to a diverse 

population and food scene, but it is also home to the nation’s most extreme income 

inequality. This research and exhibition project explores the city’s rich food history, but 

also reveals how issues of inequity inform Washington, DC’s food landscape today. 

Understand and Impact 21st Century Audiences 

Digitization/Web Support 

The ACM will continue to ensure that digital content, both collections- and 

research-based, is properly formatted and tagged for use across all digital delivery 

platforms. Accordingly, the refresh of the ACM’s website is in line with the Museum’s 

strategic planning period. In its current state, the website is outdated and lacks the 

content and interactive experience expected by 21st century users. As the Museum’s 

digital storefront, the website will create a positive first impression for online visitors 

106 
 

 

 

 

 

 

 

 

 

 

seeking information about the ACM. The website also serves as the platform for 

collaborative projects with community organizations and individuals. The refresh 

process will happen in multiple phases to ensure all background workings of the website 

integrate seamlessly with ACM social media platforms, internal Smithsonian databases 

and partner sites. The ACM also continues working on plans to introduce a new website 

to support the Urban Waterways project. 

Pop-up Programming 

“Pop-up” exhibitions and programs around the Washington, DC metropolitan 

area will give the ACM the opportunity to respond to real-time topics and to test 

technologies that create engaging, immersive experiences. As the ACM moves to align 

operations with its new community-driven, grassroots model and strategic plan, creating 

physical space outside of the Museum’s Anacostia location is very important. Pop-up 

programming lends itself to our goals of increased visibility and accessibility. The quick 

turnaround and short lifespan of these projects will allow the Museum to be flexible and 

relevant while demonstrating an understanding of current community happenings and 

priorities. The ACM will require additional human capital and financial support to 

effectively produce pop-up programming. 

Exhibitions 

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 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. 

Education 

Urban Gardening Initiative — The ACM’s Urban Gardening Initiative has two 

major components. The first is designed for teachers to easily introduce classroom 

activities and integrate them in the Washington, DC public school curriculum. Garden 

programming will incorporate a variety of classroom subjects, serving as a reminder that 

knowledge and skills do not operate in isolation but have a real-world application. 

Hands-on experience will engage various learning styles and strengthen the sense of 

community among students as they work toward a common goal of stewardship for their 

garden and their larger community. Classroom activities will encourage them to 

question and explore the origins of their food, the cultural practices of their forebears, 

and the importance of healthy eating. The second component of this initiative is the 

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ACM Community Garden. The Museum has partnered with “Garden Guru” Derek 

Thomas and Dr. Robin Davisson to build an on-site garden for the surrounding 

community to nurture. The ACM will also work with community organizations to build 

and maintain new gardens in an effort to make fresh food available in urban areas 

identified as “food deserts.” 

Teen Initiative — In its revitalization process, the ACM has started a new teen 

initiative geared toward encouraging civic engagement, providing access and 

educational opportunities, and promoting creativity among young people. The Youth 

Advisory Council collaborates with local schools and youth organizations. Students work 

together to create a signature project (such as short-term exhibition and community 

archiving) for their peers each semester. They are also responsible for assisting ACM 

staff with youth outreach, engagement, and program development. 

Preserve Our Natural and Cultural Heritage 

Collections 

The ACM is committed to improving stewardship and increasing public access to 

its collections. The Museum’s major priority is to continue to digitize collections and 

develop its online portal to make hundreds of high-quality images and records available 

through the Smithsonian’s Collection Search Center and TMS database. 

The ACM’s collections highlight the importance of local, family, and community 

history, and the value of both ordinary and extraordinary things in shaping our society. 

The ACM believes in sharing authority with and respecting the expertise of our 

community collaborators. A key initiative is focused on collaborating with communities in 

the identification and development of the collection related to the pressing issues of the 

day. 

Enable Cost-Effective and Responsive Administration 

Currently, leadership change is under way at the ACM. The Smithsonian is 

undertaking a recruitment process with search committee and a nationally focused 

leadership search to identify candidates for the position of Museum director. 

As the strategic planning process comes to a close, the focus of planning now 

shifts to change management, which is crucial to the success of ACM. This includes 

engaging with leadership and key stakeholders, properly aligning goals and priorities 

with Museum operations and activities, and staffing alignment, ownership and training. 

A key effort in FY 2020 is the launch of an activation and communication 

campaign to articulate ACM’s identity and focus, informing current as well as new 

audiences about new programming and activities. The Museum will use findings from 

the strengths, weaknesses, opportunities, and threats (SWOT) analysis to build a new 

communications department, which will play a key role in increasing local awareness of 

108 
 

 

the Museum and its mission. This effort will be essential in building participation and 

financial support for future activities. This plan is multi-media and multi-platform in 

nature. 

NONAPPROPRIATED RESOURCES — The ACM’s financial strength is closely tied to 

its strategic revitalization. In FY 2020, advancement staff will leverage the Museum’s 

new direction and model to excite current donors while attracting new ones through the 

development of a comprehensive fundraising plan. The ACM also sees the activation 

and communication campaign as a key component to fund raising, as enhanced and 

widespread awareness will lead to better connections with community partners and 

local entities for giving and resource sharing. 

109 
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 2018 

ENACTED 17 1,933 3 723 17 2,241 0 13 

FY 2019 

ESTIMATE 17 1,933 3 854 19 2,508 0 0 

FY 2020 

REQUEST 17 1,933 3 890 20 2,685 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 3 372 3 327 0 -45

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 1 111 1 112 0 1

Exhibitions

Offer compelling, first-class exhibitions 1 88 1 91 0 3

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 10 1,020 10 1,039 0 19

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 2 342 2 364 0 22

Total 17 1,933 17 1,933 0 0

FY 2019 FY 2020 Change

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.” 

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To achieve the Institution’s strategic goal to reach one billion people a year 

with a digital-first strategy, 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. 

In addition, AAA’s Lawrence A. Fleischman Gallery in the Donald W. 

Reynolds Center (DWRC) continues to reach new and diverse audiences, enabling 

the Archives to Understand and Impact 21st Century Audiences, another top 

strategic goal. 

The strategic goal of Preserving Natural and Cultural Heritage while 

optimizing our assets 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 provide a nimble, cost-effective, and responsive administrative 

infrastructure by regularly assessing and enhancing staff development and 

maintaining conscientious oversight of internal controls. 

MEANS AND STRATEGY 

AAA will achieve the Institution’s goal to Understand and Impact 21st 

Century Audiences 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 exhibition What is Feminist Art?, planned for FY 2020, 

will complement the National Portrait Gallery’s concurrent exhibition on the 

women’s suffrage movement and speak to the goal of creating One Smithsonian 

with collaborative programming. 

Also in FY 2020, the Archives will play a major role in the Lenore Tawney 

retrospective at the John Michael Kohler Art Center in Sheboygan, Wisconsin, 

and Smithsonian American Art Museum’s fiber art exhibition, by providing 

archival material, essays and other scholarly contributions to these exhibitions. 

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 2020, 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 

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browser 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 

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 2020, AAA will continue to develop the Terra Foundation 

Center for Digital Collections with ongoing support from the Terra Foundation for 

American Art 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, 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 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 2020, 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 

shared software and database collections information and management system 

that will be adopted by all Smithsonian archival units. 

In addition, in FY 2020, the Archives’ goal will be to process at least 10 

percent of AAA’s backlog, or about 800 to 900 linear feet of archival collections, 

resulting in new, fully searchable finding aids on AAA’s website. Finding aids will 

provide online access to numerous previously hidden collections in the backlog, 

including audiovisual collections, as well as support online digitization of ondemand requests and the online navigation of fully digitized collections. Processing 

workflows will continue to integrate accelerated processing and preservation 

strategies to diminish the current backlog and prevent a new backlog. 

Furthermore, in FY 2020, 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. 

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AAA will continue to strengthen its collections stewardship through its 

ongoing, comprehensive collections assessment surveys for manuscript 

collections and 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 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. AAA will also 

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 U.S. research centers, by providing remote reference 

services through its Web-based “Ask Us” form and interlibrary loan program. 

Finally, AAA will Enable Cost-Effective and Responsive Administration by 

continuing to implement the strategic goals of the Smithsonian, and by adopting 

national best practices and standards to safeguard and make the most costeffective use of limited Smithsonian resources. 

NONAPPROPRIATED RESOURCES — General trust funds support AAA’s 

advancement 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 2020, the Archives will continue to 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 four years, AAA has expanded and diversified its 

board, 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 2020, the Archives will continue to develop strategies for sustaining 

its digitization program by building an endowment to support essential staff and 

implementing improved rapid-capture technologies and techniques. Funding from the 

Terra Foundation for American Art and other donors supports AAA’s digitization 

program. AAA will continue to raise money for digitization, oral history projects, 

collections management, and general operating expenses. 

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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 2018 

ENACTED 145 33,079 1 1,666 27 12,084 0 0 

FY 2019 

ESTIMATE 141 32,617 4 1,816 47 16,497 0 0 

FY 2020 

REQUEST 141 32,617 3 567 54 18,806 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in vital arts and humanities research 20 4,494 20 4,494 0 0

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 5 1,420 5 1,420 0 0

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 4 398 4 398 0 0

Exhibitions

Offer compelling, first-class exhibitions 11 3,439 11 3,439 0 0

Education

Engage and inspire diverse audiences 26 4,275 26 4,275 0 0

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 22 3,484 22 3,484 0 0

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 6 1,074 6 1,074 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 40 9,323 40 9,323 0 0

Information Technology

Improve the Institution's information technology 

systems and infrastructure 7 4,710 7 4,710 0 0

Total 141 32,617 141 32,617 0 0 

FY 2019 FY 2020 Change

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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 and others around the world 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 during 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 2019 is the NMAAHC’s third year of operations as a fully functioning 

museum. The NMAAHC opened to unprecedentedly large crowds in 2016. In 

FY 2017, the building, exhibitions, information technology (IT), and the Sweet Home 

Cafe have all been award-winning entities, creating even more excitement, and the 

shops enjoyed unexpectedly large crowds. FY 2019 marks 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 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. FY 

2020 will include the establishment of two new centers of scholarly studies which 

will address the African Diaspora and African American Innovation and 

Entrepreneurship. 

MEANS AND STRATEGY 

In FY 2020, the Museum’s top priority will be to engage in long-term planning 

for the enhancement of its research and education programs. This includes the 

following activities: continuing to grow domestic and international partnerships to 

further generate support for the Museum; designing and developing temporary and 

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. 

The NMAAHC’s second priority is the continued establishment of centers 

of scholarly research. Three have already been set up: the Center for the Study of 

Global Slavery; the Center for African American Media Arts (CAAMA); and the 

Center for the Study of African American Religious Life. FY 2020 will see the 

establishment of the Center for the Diaspora as well as the Center for African 

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American Innovation and Entrepreneurship. 

The Museum’s third priority is to implement the next phase of its IT and 

digitization programs which have made the NMAAHC the first fully digital 

museum on the Mall. In FYs 2018 and 2019, the Museum expanded its 

infrastructure to support programming and interactive components throughout 

various galleries and the Oprah Winfrey Theater. IT upgraded its peoplecounting system and implemented the Dexibit analytics dashboard to better 

manage capacity and monitor operations. In addition, the Museum introduced 

new visitor engagements with Pepper-the-Robot and the Rosa Parks Virtual 

Reality experience and the Poor People’s Campaign Augmented Reality 

experience. 

In FY 2020, IT will work closely with the NMAAHC education and curatorial 

affairs department to broaden the Museum’s reach and impact by leveraging 

technology and platforms to enhance education programs, promote engagement 

with visitors before, during and after a visit, and provide meaningful interaction 

with accessibility features that engage a global audience. 

The NMAAHC will expand its interactive, online, and mobile offerings to 

include innovative and engaging content that further connects visitors to 

collection objects and topics of interest. The Searchable Museum is a multi-year 

project that aims to make all of the Museum’s content — including collections, 

scholarly efforts, and interpretive content for all exhibitions — searchable and 

discoverable through digital channels. In FY 2020, the NMAAHC will launch The 

Searchable Museum Slavery and Freedom Prototype that will match the rich, 

interpretive experience of the Museum’s Slavery and Freedom exhibition and 

eliminate geographic barriers by giving full online access to foundational historical 

narratives, collections, and educational resources. With improved access, the 

Museum will engage more people and foster a more inclusive culture by reaching out 

to traditionally underserved audiences locally, nationally, and globally. 

The Museum’s mobile platform will further extend the NMAAHC’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. The NMAAHC continues to develop Digital content 

management systems and interfaces in cooperation with the Office of the Chief 

Information Officer (OCIO) as models for the rest of the Smithsonian to use in 

other museums. 

The fourth priority for the NMAAHC is to continue to fulfill its mission of 

collecting and documenting African American history and culture by supporting its 

collections and digitization unit endeavors to achieve excellence. In FY 2020, the 

Museum will implement policies and guidelines to make the collections fully 

digitized and accessible to the public by FY 2024. 

To achieve the strategic goal of Enhanced Interdisciplinary Research, the 

Museum will use its resources to build on active areas of research. 

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In FY 2020, curators and museum specialists will continue to conduct in-depth 

studies of the Museum’s historical artifacts, fine art, archival materials, photographs, 

film, and other media collection areas, with the continued goal of helping all 

Americans understand the role of race and racism in the past and in the present. All 

research products will have a digital component to enhance scholarship and help the 

Museum reach one billion people a year with a digital-first strategy. The NMAAHC will 

share this research with scholars and the public through Web-based platforms, public 

and educational programs, and publications. The curatorial team will also focus on 

contextualizing crucial contemporary events as they relate to the African American 

experience, with the aim of catalyzing new conversations and addressing complex 

challenges. 

Key initiatives and programs in FY 2020 include the following. 

The NMAAHC will advance the work of the Center for the Study of Global 

Slavery (CSGS, founded in 2017). 

The Center’s Slave Wrecks Project network will continue research, 

preservation, capacity building, and community engagement (including exhibition 

advancement, 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 exhibition-concept phase and the 

Center will inaugurate a Community Collections Program, fostering connections to 

communities affected by slavery and its consequences. 

The CSGS will continue to sponsor the Museum’s participation in a second 

key interdisciplinary collaboration related to slavery: the Global Curatorial Project. In 

FY 2020, this will include a continuation of script generation, design, solidification of 

locations for international exhibitions, and several international workshops and loan 

agreements, as well as arranging travel and shipping for an exhibition tentatively 

planned for 2021–22. This international group 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 NMAAHC will expand its research base by creating two additional 

scholarly research centers. The new centers will address African American diasporic 

history and culture and African American innovation and entrepreneurship. Various 

publication projects under way for FY 2020 will engage and inspire audiences while 

disseminating information to the public. 

To achieve the goal of Expanding Digital Technologies, the NMAAHC will 

direct its resources as follows: 

Digitization and Web Support — 

In FY 2020, the Web and Emerging Media team within the Museum’s Office of 

Operations, Information Technology, will continue to collaborate with the NMAAHC 

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Office of Curatorial Affairs, Education, and Public Affairs to develop educational, 

informative, and engaging digital experiences as part of the Smithsonian’s “digital-first” 

strategy in support of the Institution-wide goal of reaching one billion visitors a year 

across all platforms. The Museum’s website and mobile applications will continue to 

focus on enhancing the visitor experience and increasing the Museum’s reach and 

impact through the digitization of objects from the collections and exhibitions, making 

the Museum more accessible to a more diverse, global audience. New “digital-only” 

experiences, building on The Searchable Museum, will also be developed in 

collaboration with other Smithsonian units, which will advance other Institution-wide 

goals of “being one Smithsonian” and “catalyzing new conversations that address 

complex challenges.” This will follow the model set by the Many Lenses initiative 

originated by the NMAAHC. 

Also, the NMAAHC’s IT and digitization offices will continue to create searchable 

and accessible digital records for collection objects, object management and highquality digital surrogates, especially for recent acquisitions and for undigitized objects, 

by improving the features and functions of The Museum System (TMS) database. 

These will be used with a digital-first strategy to encourage new, worldwide 

conversations and stimulate innovative interdisciplinary research. The Robert Frederick 

Smith Fund for the Digitization and Curation of African American History will enter its 

fourth year of public programming, collection digitizing, student professionalization, and 

visitor engagement through the Explore Your Family History Center (EYFHC). The 

Community Curation Program invites individuals, families, civic organizations, and 

community groups to share their stories of African American history and culture through 

the Community Curation, Web-based platform developed using a cost-effective, flexible, 

and secure cloud-computing environment and standards-based open-source 

technologies. Digitized images, video, audio, and other media sourced from the 

Museum’s community, collected through the Community Curation platform as well as 

through the Great Migration program, will all be hosted in and delivered from the 

NMAAHC cloud-computing environment, allowing for a more scalable, cost-effective 

infrastructure solution for digital storage and delivery. The result is that the Museum will 

offer curated and user-generated selections of collections via digital portals in the 

NMAAHC, on the Museum website, and through online partnerships, such as with 

Google Arts and Culture. 

The NMAAHC will continue to make all digitized collection records and images 

for all unrestricted materials freely available via the Digital Public Library of America 

(https://dp.la/) and identify and participate in other platforms to make high-quality 

collection information and images available from many institutions with one-stop 

searching. 

The EYFHC, located at the Museum as part of the Explore More! Interactive 

Gallery, provides genealogical research and public programming opportunities for 

Museum visitors. The Smith Fund will help support the development, operation, and 

management of Web-based applications for genealogical research, including the 

Freedmen’s Bureau search application, as well as provide more cost-effective and 

accessible computer workstations for visitors to begin their research on site. 

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The NMAAHC will complete the documentation of the entire Museum with 

high-quality traditional and 360-degree photography, so that these images can be 

used for virtual Museum visits and other educational uses, and to ensure that the first 

few years of the NMAAHC are well-documented for the historical record. 

The NMAAHC will strive to have the collections fully catalogued and 

photographed by the end of FY 2024 by partnering with the OCIO to run a massdigitization project and scan up to 15,000 objects in the collection. 

In addition, the Museum will increase access to the Freedmen’s Bureau 

records by continuing a multi-year effort with the Smithsonian Transcription Center to 

provide word-searchable, full-text transcriptions of the records and link them to the 

existing genealogical index. This effort will include partnering with organizations such 

as the University of Maryland Institute for Technology and the Humanities, the 

University of Delaware’s interdisciplinary Colored Conventions Project, and 

corporations such as DevTech, a technology services firm, to conduct Transcribe-aThons, where volunteers are brought together en masse to transcribe historical 

material. 

FY 2020 funding will also continue to support curatorial work on developing 

The Virtual James Baldwin House, a digital re-creation of the author’s home in St. 

Paul De Vence, France. This virtual experience will offer detailed, media-rich 

commentary on Baldwin’s literary corpus and global impact, as well as insight into 

Baldwin’s daily life as a writer, and serve as a showcase for the NMAAHC’s 

significant Baldwin collections. 

To achieve the strategic goal of Understanding and Impacting 21st Century 

Audiences, the NMAAHC will leverage its resources as follows: 

Public Programs —

The NMAAHC Office of Strategic Partnerships (OSP) will continue to deliver farreaching and transformative support for under-resourced African American and African 

Diaspora history and culture organizations on a regional, national and international 

level. OSP connects and builds awareness about the work of its participating institutions 

and provides access to training and resources that support and advance leaders and 

field-wide best practices. In FY 2020, OSP will launch a comprehensive initiative to 

address 21st century needs, challenges and collective issues facing historically black 

colleges and universities (HBCUs) and their affiliated cultural institutions and resources. 

The outcome of the initiative will be to strengthen the long-term institutional 

sustainability of these critical cultural organizations. Examples of work planned for 

FY 2020 include support for the Association of African American Museums (AAAM) and 

three ongoing programs, which we will execute in collaboration with national museum 

service organizations — Interpreting African American History Workshop, Board 

Building Workshop, and the Standards and Excellence Program for History 

Organizations (StEPs). The Museum will continue its collaboration with the University of 

Dakar to connect the university with the resources it needs to become a key partner site 

in the Global Slave Wrecks Project. OSP will also continue to work with the Smithsonian 

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Institution Traveling Exhibition Service (SITES) to launch an exhibition in Dakar, as well 

as assist SITES in extending access to its exhibitions for our peer African American 

institutions across the country. 

Exhibitions —

In FY 2020, the NMAAHC will develop and produce new exhibitions. The first 

will be a temporary exhibition exploring the history and visual culture of film posters 

featured in the Earl W. and Amanda Stafford Center for African American Media Arts 

(CAAMA). 

Another temporary exhibition, We Return Fighting: The African American 

Experience in World War I, will premiere in the NMAAHC Special Exhibitions Gallery in 

FY 2020. This exhibition will commemorate the 100th anniversary of African American 

soldiers returning from France. The exhibition will include an examination of the 

experiences of African Americans who fought in combat for freedom and democracy on 

the home front, and an exploration of the social, political, and cultural impact of World 

War I on African American history and culture. 

In early 2019, the NMAAHC will launch a poster set version of City of Hope: 

Resurrection City and the 1968 Poor People’s Campaign in collaboration with the 

SITES. In 2020, the two units will collaborate and produce a traveling version of the 

physical show slated to reach at least 10 venues in four years 

In addition, the NMAAHC has initiated and implemented an intensive and 

comprehensive rotation program to replace loans and at-risk objects within the 

Inaugural exhibitions. The Museum has begun replacing 200–300 objects per year on a 

twice-yearly cycle. 

The CAAMA will produce the second NMAAHC Film Festival — A national 

exhibition of new, emerging, and historical cinema and moving-image works that 

explore African American history and culture to strengthen relationships between 

filmmakers, the motion-picture industry, audiences, and scholars. 

Education — 

The NMAAHC will present an array of lectures, conferences, staged readings, 

film screenings, concerts, and discussions by renowned scholars, musicians, actors, 

artists and filmmakers to serve a diverse and broad community of learners. While 

programs will be presented within the Museum, Web streaming and social media will 

enable audiences to participate across the globe. The Museum will pilot and launch 

signature program series, including: Historically Speaking, featuring in-person 

discussions of published works by America’s most influential scholars and public 

intellectuals; NMAAHC Community Days, presenting learning activities to help 

audiences of all ages take part in heritage month observances and interpret Museum 

collections and exhibitions; and A Seat at the Table, fostering social justice 

conversations and communal activities. 

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The NMAAHC Office of Education will continue ongoing educational initiatives for 

all audiences, locally and nationwide, by incorporating digitally based collections and 

exhibitions, African American curriculum development for classrooms, as well as 

educational programming in exhibitions and the Family Learning Center. The office will 

also revitalize the “Save Our African American Treasures” program and fully implement 

revised and tested visitor services operations in FY 2020. 

To achieve the strategic goal to Preserve Our Natural and Cultural Heritage, the 

NMAAHC Office of Curatorial Affairs will use its resources to continue to identify, 

acquire, and process collections, and develop and refine its permanent collections. The 

Museum has collected nearly 37,000 objects, and in FY 2020 will continue to implement 

numerous collection management policies to safely handle, display, and store 

collections. In particular, new Archives Criteria cataloguing standards improves access 

and use by internal and external audiences. In FY 2020, the Museum will also continue 

to prepare for accreditation from the American Alliance of Museums. 

The Museum will continue to develop its collections strategy to replace loaned 

objects in permanent inaugural exhibitions. In FY 2019, the NMAAHC will implement a 

written collection plan to guide its collecting activities and ensure excellence in 

establishing a permanent collection that supports visionary, interdisciplinary research 

and scholarly projects. 

In addition, the NMAAHC continues to build its oral history program to capture 

both immediate and in-depth recordings from individuals whose stories and 

reminiscences will enhance the Museum'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. Examples include: interviews that 

document stories of individuals who have made significant contributions to American 

history as: Jeannine Smith Clark, former member of the Smithsonian Board of Regents; 

Cecily Tyson, B. Michael, Dr. Aziza Bey and Maxine Gordon (friends of couture 

designer Arthur McGee); and Janice Rothschild, American civil rights activist. 

In FY 2019, the Museum will make publicly available its rigorous and innovative 

standards and guidelines for cataloguing African American history and culture 

collections, which will benefit other collecting institutions with similar missions. At the 

same time, the cataloguing and curatorial teams will build on existing cataloguing 

standards to create a more inclusive, culturally responsive database. The focus in 

FY 2020 will be to continue creating vocabularies and cataloguing artifacts related to the 

African Diaspora and the African American-Latino experience. 

The NMAAHC will continue to seek funding to complete the fit-out of the 

collections space and comply with Smithsonian Directive 600, Collections Management 

policy. To this end, the NMAAHC submitted a proposal for a Collections Care and 

Preservation Fund project, “Preserve and Organize NMAAHC Collections in Storage,” 

which was funded under the Collections Care Initiative (CCI) to aid in implementing new 

written policies to ensure excellence in collections handling. 

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Facilities Planning — 

The NMAAHC will continue developing requirements that will allow the Museum 

to adapt the NMAAHC infrastructure and create offices, work spaces, collections 

storage, and other storage spaces which meet the Museum’s diverse and wide-ranging 

needs. 

The Museum will continue identifying and correcting facility deficiencies that 

directly impact facility planning, business, safety, and security programs. 

The NMAAHC will continue to review and revise procedures and guidelines on 

how it functions daily in all NMAAHC facilities, and specifically with regard to the 

operations of internal programs and coordination with other offices that support the 

Museum, and management of the security and safety of its visitors and staff. 

The safety program will continue to work on the NMAAHC emergency operations 

plan, emergency communication plan, disaster management plan, and consolidation 

plans to include NMAAHC staff in other facilities. 

To achieve the strategic goal of Enabling Cost-Effective and Responsive 

Administration, the NMAAHC will use its resources to continue developing its operating 

organizational structure and make organizational and staffing revisions to accomplish 

program goals. This includes the following initiatives in the areas of technology and 

public affairs. 

Technology — 

In FY 2019, the Web and emerging media team within the NMAAHC will continue 

to build its cloud-based computing environment to create a more cost-effective, flexible, 

scalable, and secure infrastructure that supports technical innovation within the 

Museum. New digital-first or digital-only initiatives, using low-/no-cost open-source 

technologies, may be developed in this cloud-based environment to allow for increased 

rapid prototyping while effectively minimizing costs. 

In addition, the Web and emerging media team will continue to expand its use of 

the Museum Interactive Support System (MISS) as a robust system of application 

programming interfaces and content delivery mechanisms that allow sharing of content 

through the NMAAHC website, interactive exhibitions, mobile tours, and other digital 

channels. The Museum will continue to develop virtual reality experiences and inMuseum mapping for on-site visitors and more accessibility functions for visually and 

hearing-impaired visitors. 

The NMAAHC will empower Museum staff with technology to improve 

communication and collaboration, and to gain efficiencies in business processes 

through streamlined workflows and updated technology. After completing the 

SharePoint and Windows 365 upgrades, the Information Technology team will complete 

its SharePoint upgrade to facilitate the redesign of Sankofa, the Museum’s intranet site, 

for improved information sharing, and implement the new business process automation 

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and formalized project management and reporting tool Workfront. 

In support of Management Operations, Museum staff will continue to develop the 

Dexibit dashboard of operations and visitation data and analytics in FY 2020. This 

dashboard will give staff access to information and insight on pass usage, real-time 

visitation, dwell times, and scheduled events, and help staff manage Museum facilities 

and ensure visitor safety. 

Public Affairs — 

The NMAAHC will continue to educate the public about African American history 

and culture through media, marketing and social media channels. Building on the work 

of the second year, public affairs specialists will develop visibility campaigns for the 

Museum’s exhibitions, collections, educational initiatives, advancement activities, and 

centers of study and public programs. Media cultivation and outreach, marketing, 

communications, and social media are avenues the NMAAHC will continue developing 

to build and maintain a positive brand. 

NONAPPROPRIATED RESOURCES — General trust funds support salary and benefit 

costs for the Museum director and other program-related costs. Donor/sponsordesignated funds support: salaries and benefits for development staff; costs associated 

with fundraising goals; publications and special events for exhibition openings; costs 

related to specific programs and projects, including educational programs, advertising, 

production of fundraising proposals, and member- and 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 2018 

ENACTED 164 25,373 28 4,418 58 9,635 0 123 

FY 2019 

ESTIMATE 164 25,373 28 4,750 60 10,000 1 75 

FY 2020 

REQUEST 165 25,583 28 4,800 65 15,000 1 75 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in vital arts and humanities research 22 3,450 22 3,450 0 0

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 11 1,800 12 2,010 1 210

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 13 2,430 13 2,430 0 0

Exhibitions

Offer compelling, first-class exhibitions 46 6,750 46 6,750 0 0

Education

Engage and inspire diverse audiences 6 930 6 930 0 0

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 45 6,848 45 6,848 0 0

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 3 590 3 590 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 14 1,735 14 1,735 0 0

Information Technology

Improve the Institution's information technology 

systems and infrastructure 4 840 4 840 0 0

Total 164 25,373 165 25,583 1 210

FY 2019 FY 2020 Change

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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. The 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 8.5 million people who visit the Museum online annually, making the 

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 difficult issues that 

we have faced, and do so in an inspirational manner, aiming to influence public 

conversations and to make a difference in the 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, the Museum launched the reopening of the third floor of the 

West Wing with the opening of several new installations to introduce visitors to our 

American entertainment history exhibitions. The first phase involved the return of 

Dorothy’s ruby slippers from the Wizard of OZ to display, opening introductory 

exhibitions of America’s Listening and the installation of the iconic stained-glass 

image of Nipper, His Master’s Voice, along with a rotating display of musical 

instruments from the Museum’s collection, including rare Stradivarius violins in 

customized showcases in the Hall of Music. 

The Museum will continue fund raising for the third-floor West Wing 

exhibitions 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. In the past eight years, the Museum has raised 

more than $139 million for the West Wing exhibits, programs, and endowed 

curatorial positions to leverage the federal investment in the building’s renovation. 

The budget request includes an increase of $210,000 and 1 FTE to continue 

building capacity to sustain a robust digitization program. 

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MEANS AND STRATEGY 

The NMAH supports the Smithsonian’s strategic goal to catalyze new 

conversations and address complex challenges. 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, 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 1: 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 exhibitions 

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. 

In 2019, the NMAH will open Elephants and Us, which will explore how the 

nation’s relationship with elephants has evolved over centuries from one of 

exploitation to stewardship. Americans, once avid producers and consumers of 

ivory, now take a global lead in enforcing commercial ivory bans, thwarting 

poachers, and protecting elephants and their habitats. 

In May of 2019, the Museum will mark the 150th anniversary of the 

Transcontinental Railroad — a triumph of human ingenuity that connected 

Americans from East to West — with a display and floor maps connected to our 

American Enterprise exhibition. We will look at the hidden workers who connected 

the nation, including Chinese laborers, Mormons, and former Civil War veterans of 

Irish descent. 

In 2020, the Museum will also open In Sickness and In Health, which will 

launch the first phase of experimenting with new approaches to topics in medicine, 

science, and technology. This will be the first of several exhibitions on the second 

floor of the East Wing to highlight collections and research into topics not currently 

covered in depth in the Museum, and will inform the Museum’s thinking about how to 

completely transform the East Wing as part of the fourth phase of the Public Space 

Renewal Project (PSRP). 

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In developing these exhibitions, staff will consider how the East Wing 

renovation can best showcase the Museum’s extensive and unparalleled collection 

of national treasures; feature collections not previously shown or reinterpret them in 

new ways; and explore how exhibitions can address the Museum’s mission, 

complement other exhibitions and programs, contribute to new scholarship, and 

foster the highest quality visitor experience. NMAH staff anticipate that all of these 

gallery spaces will feature increased use of technology to support new and 

innovative ways for visitors to experience and interact with the Museum’s exhibitions 

and other content. The East Wing renovation will also return converted public 

spaces to their original use as exhibition galleries instead of using them for storage 

and other purposes. 

Also, in 2019, the Museum will open one of three exhibits that are part of the 

Smithsonian’s American Women’s History Initiative, All Work, No Pay, in addition to 

working on two exhibits that will open in 2020 to coincide with the 100th anniversary 

of the passage of the 19th Amendment to the Constitution that granted women’s 

suffrage. The exhibitions include Creating Icons: How We Remember Women’s 

Suffrage and Girlhood! It’s Complicated. Also, in 2020, the Museum will open 

Latinos in Baseball, an exhibition that will explore the historical role baseball has 

played as a social and cultural force within Latino communities to celebrate national 

and ethnic identities, build communities, and negotiate race and class relations in an 

increasingly globalized world. In addition, staff continue to develop our larger 

exhibitions on Entertaining America and a temporary exhibition gallery for a 2021 

opening. All of these installations will explore how the entertainment history of the 

United States reflects American ideals and ideas. 

In addition to exhibitions, the NMAH contributes to the discussion of the 

American Experience through its ongoing scholarship and research. In FY 2019, 

highlights of scholarly publications will include: 

	 Kenneth Cohen. “Material Conclusions: Old and New Arguments about 

Early American Material Culture,” forthcoming in Reviews in American 

History 47:1. 

	 Kenneth Cohen. “Tracking the Language of Celebrity, 1760–1900,” with 

Laura McGrath (Stanford) and Mark Algee-Hewitt (Stanford), article in 

progress, submission to Journal of American History expected in summer 

of 2019. 

	 Madelyn Shaw and Dr. Trish FitzSimons. “The Fabric of War — Wool and 

Local Land Wars in a Global Context,” (Griffith University, Brisbane, 

Australia). The Social Fabric: Deep Local to Pan Global: Proceedings of 

the 2018 Biennial Symposium, Textile Society of America. 

 Madelyn Shaw and Dr. Trish FitzSimons. “Sheep in High Places: 

International Diplomacy and the Wool Supply in World War I.” (Griffith 

University, Brisbane, Australia). Dress and War: Clothing and Textiles at 

Home and Abroad during the First World War Era, 1910–1920. Journal of 

the Association of Dress Historians, London, United Kingdom. 

	 David Allison and Larrie D. Ferreiro. The American Revolution: A World 

War. Washington, DC: Smithsonian Books. 

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In addition, NMAH contributors are working on numerous substantial research 

projects that will lead to publications in FY 2020 and beyond. An example is the 

Latinos in Baseball initiative, which includes research, collecting, and an exhibition, 

and the publication of a scholarly book in FY 2020, to be titled ¡Pleibol! In the Barrios 

and the Big Leagues and written by Margaret Salazar-Porzio for the Smithsonian 

Institution Scholarly Press. 

The Museum will continue to support the development and dissemination of 

scholarship by encouraging staff to publish individual scholarly research as well as 

the results of research done for NMAH exhibitions and other projects. 

Goal 2: Expand, Strengthen, and Share Our Collections 

The NMAH is committed to sound collections stewardship through 

preservation, accountability, and increased digital access. While support for Phase 

IV of the PSRP for the Museum’s East Wing’s renovation is a primary goal, the 

NMAH will focus on enhancing the potential and value of its collections through 

intensive digitization and description efforts, increased access online, collaboration, 

and innovative uses of technology. 

In FY 2018, the Museum continued its inventory projects to improve the 

process and focus its efforts. In order to address the challenge of managing a total 

of 1.8 million objects in the collections, the Museum continued to develop and test 

an accelerated approach to its inventory efforts. This is the foundation for the 

inventories required for the PSRP IV project. With the support of the National 

Collections Program, the Museum hired staff to begin that work, targeting storage 

areas destined for renovation. The actual inventorying will continue through 

FYs 2019 and 2020. This work is the essential foundation for improving collections 

stewardship and enhancing the value of collections over the next decade. 

The decontamination and re-housing of 11,400 objects in Garber Facility, 

Building 18 was completed in FY 2018, with the inventory continuing into 2019. 

Planning is under way for similar work on the collections in Building 16; work will 

begin with capital projects funds and will include renovating Building 15 to serve as 

the swing space until permanent storage space is constructed. The renovation of 

Building 15 should be completed in FY 2019, with decontamination and re-housing 

to follow through FY 2020. All of these efforts support the Smithsonian’s master 

plans for collections storage. 

The Museum is pursuing several digitization projects to increase the richness 

and utility of collections information for both external and internal staff. In FY 2018, 

the NMAH expanded its project to digitize accession files to a more advanced, rapidcapture phase. The project has been supported by Collections Care and 

Preservation Funds and will continue until the bulk of the accession files are 

captured and made available for the benefit of inventory and reconciliation projects, 

as well as the ongoing, day-to-day work of the Museum (loans, exhibition, 

publications, etc.). More than 130,000 pages of these files have been digitized and 

linked to the collections database, substantially advancing access to this crucial 

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information resource. To increase the amount of digital content available to the 

public, in FY 2018 the Museum began a cross-divisional collaboration to digitize 

photographs and other paper-based imagery. The NMAH is using funds donated by 

a private sponsor to support this work, and is partnering with the Smithsonian 

Digitization Program Office (DPO) and Google’s Cultural Institute to digitize 

approximately 15,000 items in its poster collection. It will also explore opportunities 

to apply new technologies, digital humanities, and “collections as data” techniques to 

leverage the digital content the Museum has created for enhancing collection 

descriptions, generating new knowledge, and/or connecting collections across 

institutions. With the hiring of a new digital archivist and Latinx archivist in FY 2019, 

the Museum will be poised to explore more conversations and collaborations with a 

variety of potential partners and communities. In FY 2020, the NMAH will use 

technology to further engage with diverse communities, sharing information about 

America’s treasures with its visitors. 

During FY 2018, the Museum added nearly 30,000 new records to its 

collections information system and exported more than 200,000 records to the 

Smithsonian’s Enterprise Digital Asset Network (EDAN). Building on these efforts, in 

FY 2019, a new collections data-sharing policy will enable the Museum to make 

available online, through EDAN, essentially the entirety of its catalogued collection 

online. The Museum anticipates releasing approximately 1.2 million records and 

850,000 images associated with 617,000 objects (some objects have multiple 

images). The availability of these records and images will enable immediate 

worldwide access to previously inaccessible collections, as well as set the Museum 

up for more digitization and data enhancement projects through partnerships and 

services such as the Smithsonian Transcription Center. 

In accordance with the overall framework for collections stewardship, in 

FY 2019 the Museum will finish the revision of its collections management policy. 

This will clarify and simplify processes, and address the collection, preservation and 

use of digital and born-digital content. In addition, the NMAH will continue to 

implement recommendations from the Museum’s Collections Review Committee 

report, focusing on systematic assessment of accessioning and cataloguing 

procedures, as well as achieving efficiencies in the review of accession-based object 

information. Much of this work focuses on increasing the functionality of XG, the 

Museum’s collections information system. Loan functions were integrated in 

FY 2017; conservation functions were integrated in FY 2018. In FY 2019, the focus 

will turn to exhibit data. Taken together, the Museum’s collections cataloguing and 

inventory projects have prepared the NMAH to efficiently support plans for new 

storage facilities and the renovation of the East Wing in FY 2020. 

Goal 3: Engage Diverse National and International Audiences 

In 2019, the Museum is launching a new audience engagement vision to 

better serve our guests on the Mall and our online visitors from around the country 

and the world. Our signature programs and digital outreach help achieve this goal by 

using history to reach across the rifts that divide our nation to bring Americans into 

129 
 

 

 

 

 

 

conversations with the Smithsonian and one another, exchanging ideas with new 

generations to search for common ground. 

Each year, the NMAH trains thousands of K–12 teachers to bring American 

history to life by using interactive 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 2019, the Museum will conduct its eighth National Youth Summit (NYS) 

focused on women’s suffrage. The NYS is a webcast event that brings middle and 

high school students together with scholars, teachers, policy experts, and activists in 

a national conversation about important events in America’s past which remain 

relevant to the nation’s present and future. The Museum will also launch “Becoming 

US,” an inclusive and accurate online curriculum for teaching the American 

Experience to middle and high school students. 

To celebrate the Smithsonian Year of Music and connect with audiences across 

the world, the Museum will present Jazz Beyond Borders: From the Golden Gate to the 

Great Wall, a 10-stop tour running through 2019. Throughout the tour, the 18-piece 

Smithsonian Jazz Masterworks Orchestra will partner with celebrated guest musicians to 

explore the global influences and evolution of this national treasure. In doing so, the 

orchestra champions the Smithsonian’s mission to increase and diffuse knowledge. 

Combining the musical prowess of our Smithsonian Jazz Masterworks Orchestra with 

the historical and cultural insights that only the NMAH can offer, this tour embodies the 

Museum’s mission to offer history-rich experiences that inspire learning and create a 

connected community among our audiences in Washington, DC, across the country, and 

around the world. Tour stops include evening concerts with acclaimed musical guests, as 

well as daytime educational experiences for learners of all ages. These enrichment 

activities are part of the orchestra’s ongoing work to exchange ideas with new 

generations through history-enhanced musical experiences, and to highlight the 

Museum’s aim of prioritizing programs for underserved communities across the nation. 

In December of 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. Since opening, Wonderplace has served more 

than 300,000 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 is 

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 

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Square is also home to American Experiments, a suite of five interactive, hands-on 

activities which inspire visitors to talk to each other about the ideas and ideals that have 

shaped the country. Together, the exhibits, activities, and programs of Unity Square 

inspire our visitors to think about their own role in creating the nation of tomorrow. 

The NMAH advances the idea of America as a place of creativity and ingenuity 

through the Lemelson Center for the Study of Invention and Innovation, a think-tank that 

launched Spark!Lab in 2015. Spark!Lab provides hands-on invention challenges to 

225,000 children and families from across the country during visits to Washington, DC. 

Children aged 6–12 are challenged to invent solutions to real-world problems and learn 

that invention is a sequence that proceeds from problem identification to building 

prototypes to selling ideas to the market. Since opening, Spark!Lab has served more 

than 780,000 visitors. Building on the success of Draper Spark!Lab, the Lemelson 

Center team has established a national network of Spark!Lab sites. By the end of 

FY 2019, the Center expects to operate Spark!Labs at 12 museums and science centers 

across the United States. 

Public programming initiated by the Lemelson Center reaches millions of 

Americans annually. Major initiatives in FY 2019 will include the return of the ACCelerate 

Festival, a partnership with the 15 universities of the Atlantic Coast Conference (ACC). 

The festival will feature 45 displays showcasing the intersection of arts, creativity, 

science, and technology, as well as special performances from the ACC schools. 

Additionally, the Center will host Military Invention Day, which draws active and veteran 

members of the armed forces to the Museum to see more than 30 displays of leadingedge military technology alongside historical innovations. Visitors also undertake 

invention challenges and learn about emerging opportunities in engineering and 

computing, as well as other subjects of interest. 

Connecting with national audiences through social media is a major priority for the 

Museum. The NMAH nurtures lifelong learners by regularly sharing and interacting with 

audiences about American history objects and stories on the “O Say Can You See?” 

blog and the Museum’s accounts on Facebook, Twitter, and Instagram. Through its 

various forms of electronic and online outreach, the Museum expects to continue sharing 

its resources with more than 8.5 million people a year. 

Goal 4: Strengthen Our Staff, Board of Directors, and Facilities 

In FY 2018, the Museum continued to rebuild the scholarly foundation of its 

professional staff by hiring two new curators with federal funds. In FY 2019, the focus will 

be on planning for a number of retirements, and working to ensure continuity in key 

areas. 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 161 interns and 22 Fellows in FY 2018. 

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EXPLANATION OF CHANGE 

The FY 2020 budget request includes an increase of $210,000 and 1 FTE for 

digitization. 

Collections Digitization (+$210,000, +1 FTE) 

The budget request includes an increase of $210,000 and 1 FTE to continue 

building capacity to sustain a robust digitization program; supporting full implementation 

of the NMAH Digitization Plan; providing access to the Museum’s collections, research 

and programs by creating, managing and promoting the Museum’s digital assets; 

integrating digitization into core functions; providing responsible stewardship over the 

Museum’s digital assets; and managing and refining collections data. 

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

benefits for staff who work in administration, advancement, public affairs, and special 

events, as well as other program 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. The final 

phase of this will be the reopening of new exhibits on the third floor of the West Wing in 

2021. The Museum’s focus will then turn to the East Wing renovation. 

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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 2018 

ENACTED 216 32,671 4 1,928 25 12,162 0 99 

FY 2019 

ESTIMATE 216 33,648 4 1,513 30 14,584 0 49 

FY 2020 

REQUEST 216 33,648 4 1,337 25 9,051 0 36 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in vital arts and humanities research 16 2,660 16 2,660 0 0

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 8 1,305 8 1,305 0 0

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 17 2,279 17 2,279 0 0

Exhibitions

Offer compelling, first-class exhibitions 27 5,639 27 5,639 0 0

Education

Engage and inspire diverse audiences 42 5,241 42 5,241 0 0

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 32 4,338 32 4,338 0 0

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 15 1,842 15 1,842 0 0

Security

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors and volunteers 0 977 0 977 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 46 6,555 46 6,555 0 0

Information Technology

Improve the Institution's information technology 

systems and infrastructure 13 2,812 13 2,812 0 0

Total 216 33,648 216 33,648 0 0

FY 2019 FY 2020 Change

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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. 

In keeping with its authorizing statute, the NMAI is 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, attracted 1.5 million visitors in 

FY 2018. 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 

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 one 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. 

MEANS AND STRATEGY 

To achieve the strategic goal to Understand and Impact 21st Century 

Audiences, 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; 3) outreach 

to Native communities, tribes, and organizations through programming 

methodologies that include consultations, Web-based technologies, video 

conferences, internships, and publications; and 4) amplify the civic discourse on 

issues facing Native Americans by conducting seminars and symposia on 

matters of public interest. Major exhibitions opening or under development in 

FY 2020 include: 

	 Stretching the Canvas: Eight Decades of Native Painting — Since 1940, 

many Native artists have pushed, pressed, and expanded beyond narrow, 

market-driven definitions of American Indian art. Drawing from the 

National Museum of the American Indian’s rich permanent collection, 

Stretching the Canvas presents nearly 40 diverse, exciting paintings that 

134 
 

 

 

 

 

 

 

transcend, represent, or subvert conventional ideas of authenticity. 

(November 2019–May 2021). 

	 Native New York (working title) — Native nations of New York have
 

changed the course of history from ancestral times to the present, and
 

from local to global contexts. In relationship to New York’s geography, 

they built their own complex indigenous nations and created unique 

cultures. Their economic impacts changed power relations among nations 

in imperial Europe and fueled colonial expansion. Native alliances, 

resources, and civic philosophy contributed to the very foundations of the 

United States. As the new United States rose and expanded, it put policies 

and practices into place that led to the decline of Native nations — yet 

Native peoples devised strategies to persevere, and individuals 

participated in every facet of New York’s life. Today, Native nations are on 

the rise again in the global environment that has characterized New York 

since its beginnings. (Spring/Summer 2020–ongoing). 

	 Preston Singletary: Raven and the Box of Daylight — Featuring works by the 

internationally acclaimed Tlingit artist Preston Singletary. Countless 

generations of Tlingit children have heard Raven’s adventures through an 

oral tradition that has played an essential role in the survival of Tlingit culture 

by preserving its rich histories and narratives. Now, Singletary shares this 

story with others through a dynamic multi-sensory environment. The 

exhibition is organized by the Museum of Glass in Tacoma, Washington, and 

curated by Dr. Miranda Belarde-Lewis (Zuni Pueblo/Takdeintaan Clan of the 

Tlingit Nation). (October 2020–October 2021). 

	 Why We Serve — This exhibition will coincide with the unveiling of the 

National Native American Veteran’s Memorial on November 11, 2020. The 

story will trace the significant history of Native American service in the 

U.S. military from the Revolutionary War until today’s armed conflicts 

worldwide. It will include a total of 18-20 panels, supplemented by a short, 

in-gallery film and NMAI-produced publication. It will expand upon and add 

to the research and stories presented in the panel exhibition Patriot 

Nations currently traveling across the United States. (November 2020-

December 2021). 

The Museum will achieve its education goals by continuing 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 promote learning across 

135 
 

 

 

 

 

 

 

generations, the imagiNATIONS Activity Centers in NMAI-DC and NMAI-NY 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 addition, various tribal educational resources, including curricula 

enhancement materials, will be made available to teachers. 

NMAI staff will continue to provide group, school, and general public tour 

programs, directing presentations in galleries and deploying volunteers in all public 

spaces and program areas to ensure maximum use of all the educational resources 

available to enhance the visitor experience. 

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 NMAI planning and programming. 

The NMAI will continue dedicating resources to expand access to the NMAI 

collections online, as part of the strategic goal to Expand Digital Technologies. 

As part of the Enhanced Interdisciplinary Research strategic goal to engage in 

vital arts and humanities research, 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. 

Through ongoing dialogue with Native communities and cultural experts, 

NMAI’s collection stewards and scholars will also continue to advance the strategic 

goal to Preserve Our Natural and Cultural Heritage through judicious acquisition, 

documentation, digitization, inventory, preservation, research, security, storage 

renewal and enhancements, as well as increased Web access and loans to 

museums across the United States. This includes enhancing the collections by 

acquiring works that document Native experiences and expressive cultures, 

including the representation of modern and contemporary arts. 

The strategic goal to Enable Cost-Effective and Responsive Administration 

will be addressed by efficiently and economically designating resources to meet the 

mission of the Museum. 

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 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 donor-related special events; 

as well as outreach activities. 

136 
 

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 2018 

ENACTED 56 6,556 3 1,931 17 4,141 0 0 

FY 2019 

ESTIMATE 56 6,556 3 2,476 15 2,633 0 0 

FY 2020 

REQUEST 56 6,736 3 3,205 14 2,470 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in vital arts and humanities research 3 401 3 401 0 0

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 2 189 2 369 0 180

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 4 433 4 433 0 0

Exhibitions

Offer compelling, first-class exhibitions 18 2,070 18 2,070 0 0

Education

Engage and inspire diverse audiences 7 780 7 780 0 0

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 15 1,832 15 1,832 0 0

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 6 695 6 695 0 0

Information Technology

Improve the Institution's information technology 

systems and infrastructure 1 156 1 156 0 0

Total 56 6,556 56 6,736 0 180

FY 2019 FY 2020 Change

137 
 

 

 

 

 

 

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, one that brings factual 

American biography into discussion of contemporary issues, and as an institution 

that 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 

Understanding and Impacting 21st Century Audiences, 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. The NPG’s exhibitions in FYs 2019 and 2020 will take a leading role 

in the Smithsonian’s American Women’s History Initiative (AWHI), examining the 

contributions of women to shaping America. Highlights of special exhibitions 

planned for the remainder of FY 2019 include: 

	 Black Out: Silhouettes Then and Now — This exhibition explores the 

silhouette in terms of its forceful contemporary presence and rich historical 

roots through NPG’s extensive collection of early 19th century silhouettes 

of Americans from all walks of life, and as seen through the eyes of four 

contemporary artists, using this artistic medium in bold, imaginative ways 

today. Following its installation at NPG, the exhibition will travel to the 

Mississippi Museum of Art in Jackson, and the Birmingham Museum of Art 

in Alabama, between April 2019 and January 2020. 

	 Eye to I: Self-Portraits from 1900 to Today — Drawing on NPG’s vast 

collection of self-portraits, this exhibition explores how American artists 

have chosen to portray themselves over the past two centuries. Their 

representations—especially when seen together—all raise important 

questions about self-perception and self-reflection. 

	 Portraits of the World: Korea — Continuing NPG’s international portrait 

series, the Portrait Gallery is featuring the work of artist Yun Suk Nam. 

Korea is a world leader in feminist art, and Yun Suk Nam was the first 

artist to investigate this theme through portraiture. Her art features nonidealized portraits of her mother that comment more generally on the 

138 
 

 

 

 

 

 

 

 

experience of women in Korean society. Although her work has been 

exhibited widely in Korea and Japan, this exhibition introduces her art to 

American audiences. 

	 Votes for Women: A Portrait of Persistence — As the country 

commemorates the 100th anniversary of the 19th Amendment, the NPG 

presents the story of the historic crusade for American women’s rights, 

using biography and material culture to recount the heroic commitment to 

implementing change for women in the United States. The exhibition 

celebrates the many women who led the fight for women’s rights in the 

past 200 years. This is the first of several AWHI exhibitions. 

	 In Mid-Sentence — Photographs of conversations, speeches, and press 

conferences are replete with words that remain unheard. The works in the 

exhibition depict moments of communication from teaching, protest, or 

confrontation to private moments and public engagements, bringing into 

relief the historical significance of each of these works, and providing the 

missing script that gives sound to the otherwise silent voices. An 

interactive kiosk will enliven the still images with footage of several of the 

represented speeches. 

	 Storied Women of the Civil War — During the Civil War era, numerous 

women rose to national prominence — from First Lady Mary Todd Lincoln 

to the actress and Union spy Pauline Cushman. This intimate exhibition 

includes portraits of these and other intriguing women who captivated the 

public while becoming sought-after subjects for Mathew Brady’s camera. 

This is an AWHI exhibition. 

	 Women of Progress: Early Camera Portraits — In mid-19th century 

America, the growing presence of women in public life coincided with the 

rise of portrait photography. This exhibition of daguerreotypes and 

ambrotypes from the 1840s and 1850s features portraits of early feminist 

icons, notably suffragists Margaret Fuller and Lucy Stone, astronomer 

Maria Mitchell, abolitionist Lucretia Mott, and best-selling author Harriet 

Beecher Stowe. This is an AWHI exhibition. 

	 One Life: Marian Anderson — Much of what the public knows about this 

singer’s life stems from her 1939 performance at the Lincoln Memorial. 

This exhibition shifts the focus from 1939 to underexplored aspects of 

Anderson’s lifetime, examines the ways others wielded Anderson’s iconic 

likeness as a powerful symbol in the pursuit of civil rights, and provides a 

more nuanced understanding of how Anderson’s many roles, as singer, 

diplomat, and muse, helped shatter segregationist policies on and off the 

stage. The exhibition will be enhanced with audio and video footage of her 

performances. This is an AWHI exhibition. 

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In addition to permanent collection rotations and continuing traveling 

exhibitions in FY 2019, the NPG will bring in the semi-finalists’ works for the onsite jury day of the Outwin Boochever Portrait Competition, begin plans to refresh 

The Struggle for Justice, and continue preparations for the reinstallation of 

American Origins. 

The combined Audience Engagement Department supports NPG’s goal of 

Understanding and Impacting 21st Audiences by defining overarching strategies 

that support each goal, actionable tactics for each strategy, and key performance 

indicators to measure success. The NPG will make further strides to raise its 

national visibility, as well as to increase local visitor ship and engagement. The 

Audience Engagement team will accomplish these goals through targeted 

outreach, Web, and social media campaigns. Building off a year of record 

attendance, led by the unveiling of commissioned portraits of former President 

Obama and First Lady Michelle Obama, the NPG leverages social media 

platforms to attract more followers and convert them to visitors, and also expand 

outreach to international media. 

In FY 2019, the NPG will continue to collaborate with its innovative 

learning groups, The Teen Council and the Teacher Advisory Board, and use the 

perspectives and knowledge of these key contributors to extend the educational 

value of the NPG’s collection both programmatically and digitally. The 

Accessibility Task Force will bring NPG staff up to par with accessibility issues 

and demands. Other popular programs, including afterhours events, curator 

tours, and Family Days events, will continue to anchor the NPG’s educational 

offerings. The NPG docent corps remains a vibrant and diverse group well 

versed in the collection and trained in inquiry techniques to engage audiences. 

Explore!, the NPG education space for 18-month to 8-year-olds and designed to 

help young people explore portraiture as art and history, will continue operations 

and draw more families to the Museum. 

The NPG’s primary publication projects in FY 2019 include a scholarly 

exhibition catalogue for Votes for Women: A Portrait of Persistence and a 

companion publication for the collection-based exhibition Eye to I: Self Portraits 

from 1900 to Today. The publications office is also working on The Obama 

Portraits (working title) and The Outwin Boochever Portrait Competition 2019 

catalogue (to be completed in FY 2020). Furthermore, the NPG remains 

dedicated to the Museum’s bilingual initiative by continuing to translate new label 

texts and other materials into Spanish. 

The NPG efforts to achieve the goal of Improving Stewardship of the 

National Collections will feature prioritized acquisitions of portraits of 

underrepresented Americans. The NPG also continues several projects to 

produce digital images of its collection items, and to address cataloguing 

backlogs, to enhance the study and appreciation of its portraits in all media by 

researchers and the public. The NPG will digitize more than 4,000 collection 

objects, primarily works on paper, and will load the resulting images and files into 

140 
 

 

 

 

 

 

the Smithsonian Digital Asset Management System (DAMS), complete with 

object condition reports. Other conservation work continues, including necessary 

conservation of paintings and sculptures of notable American women, and other 

paintings and delicate frames of numerous painted portraits. 

The FY 2020 budget reflects $180,000 increase for improved digitization 

and Web support. 

MEANS AND STRATEGY 

In FY 2020, 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 offering compelling, first-class 

exhibitions in FY 2020 with an ambitious and active exhibition schedule, 

featuring: 

	 The Outwin 2019: American Portraiture Today — This exhibition will grow 

out of our Outwin Boochever Portrait Competition. The 2019 triennial 

competition — open to all media, including performance art — received 

entries from all 50 states, the District of Columbia, and Puerto Rico. The 

competition focuses on broadening the definition of portraiture while 

highlighting the genre’s relevance in contemporary art and culture. The 

finalists’ and competition winners’ works will be displayed at the NPG prior 

to traveling in a four-venue national tour. 

	 Recent Acquisitions/Gala Installation — Displaying recently acquired and 

commissioned works, this exhibition will include portraits of the newest 

recipients of the NPG’s Portrait of a Nation prize. 

	 Portraits of the World: Denmark — The third installation in our 

international portrait series will highlight Danish artist Michael Ancher’s 

Kunstdommere. This monumental group portrait of four of Denmark’s 

most significant cultural figures, several of whom contributed to the 

Modern Breakthrough that transformed Danish art and literature during the 

late 19th and 20th centuries, speaks to the transnational phenomenon of 

artists’ communities, which advanced art in Denmark as well as in the 

United States. The NPG will display works from the collection to develop 

the theme of artistic communities as incubators of modernism. The artjudging theme of Kunstdommere ties in with our triennial Outwin 

Boochever Portrait Competition, which will be on exhibit in an adjacent 

gallery. 

	 John Singer Sargent: Portraits in Charcoal — Co-organized with the 

Morgan Library and Museum, this exhibition features works of tremendous 

141 
 

 

 

 

 

 

 

sophistication as well as a roster of fascinating biographical subjects. 

Guest curator Richard Ormond will bring together a once-in-a-lifetime 

assemblage of Sargent master drawings, many of them rarely exhibited 

and in private collections. Often made as tokens of the artist’s friendship 

or esteem, charcoal drawings allowed Sargent to experiment with radical 

approaches to likeness and identity that he could not pursue in his 

commissioned oils. 

	 “Warranted to Give Satisfaction”: Daguerreotypes by Jeremiah Gurney — 

This exhibition of portraits by American daguerreotypist Jeremiah Gurney 

(1812–1895) will continue the practice of highlighting works by a single 

daguerreotypist or studio in the NPG’s Daguerreian Gallery. A jeweler by 

profession, Gurney gave up that trade in favor of daguerreotypy in 1840, 

and established one of New York City’s first daguerreotype studios. In the 

years that followed, Gurney built his reputation as one the city’s leading 

daguerreotypists. He produced daguerreotypes hailed as “nearer to 

absolute perfection” than those of rivals such as Matthew Brady. In 1851, 

he founded the American Daguerre Association — the first national 

organization of photographers. Two years later, Gurney captured the first 

major American prize for daguerreotypes. 

	 One Life: Will Rogers — An American original whose insightful humor was 

surpassed only by his generosity of self and inestimable goodwill, Rogers 

was born in 1879 in Indian Territory, a son of Indian ancestry, in what 

became the state of Oklahoma. His life in vaudeville, Hollywood, and 

journalism won for him the hearts of Americans throughout the country. 

Although his talents evolved from unerring cowboy with a lasso, to 

standup comedian, to movie star, Rogers’s jocular personality never 

changed, nor was it ever off-the-mark. Plainspoken, honest, and funny, his 

circle of friends included presidents, foreign dignitaries, and most 

everyone he met. He authored six books, appeared in 71 films, hosted a 

popular radio show, and became the nation’s favorite political pundit of the 

Depression era. An audio visual component illuminating Rogers’s work is 

planned. 

	 A Century of Women Writers (working title) — This exhibition drawn from 

the NPG collection will highlight 24 noted women writers from the past 100 

years. Their writings and books are well known, and many titles have 

become classics of American literature. The medley of authors collectively 

won every literary award there is: Pulitzer Prize winners include Joyce 

Carol Oates, Anne Tyler, Alice Walker, Marilynn Robinson, Jhumpa Lahiri, 

and Gwendolyn Brooks, the first African American writer to win a Pulitzer 

and earn election to the National Institute of Arts and Letters. Another 

winner, Toni Morrison, also won the Nobel Prize for Literature. A 

stimulating mix of biography, art, and story-telling — all at its best. This is 

an AWHI exhibition. 

142 
 

 

 

 

 

 

 

In addition to permanent collection rotations and the conclusion of existing 

traveling exhibitions, in FY 2020 the NPG will begin the four-venue tour of Eye to 

I: Self-Portraits from the NPG at the Boca Raton Museum of Art in Florida, and 

continue plans for the refresh of The Struggle for Justice and American Origins 

permanent installations. 

The NPG will continue to engage and inspire diverse audiences in 

FY 2020 by offering wall text in all exhibitions, printed and digital assets, and 

more public programs in both English and Spanish, as well as incorporate 

additional languages in digital offerings. The Audience Engagement team will 

collaborate with Smartify and Smithsonian partners on audio components/ 

applications for permanent collection exhibitions. This will include an access 

component (such as verbal descriptions for low vision and blind visitors) for a 

seamless visitor experience. Through targeted outreach and recruitment, the 

Museum’s internship program will better provide opportunities for underserved 

students from diverse parts of the United States. The NPG will continue to serve 

students, teachers, families, and teenagers through a variety of interactive 

programs, regularly revised and updated to incorporate emerging technology and 

practices. This programming will take place in the Museum and online. 

Communications and marketing will continue to advance our outreach and 

recognition throughout the metropolitan area and nationally by targeted 

strategies in social media and ad placements. 

In addition, the NPG will push in the digital sphere to make content 

available in Mandarin, Russian, French and Arabic. Through this initiative, the 

Museum will bring collections and scholarship to worldwide audience. 

Other efforts to engage and improve diverse audiences in FY 2020 include 

conducting more sophisticated analyses of different audiences, and identifying 

underserved audiences. The latter will include non-native English speakers and 

visitors with physical or learning challenges. The NPG’s education department 

specialists will develop education and events that are highly tailored to specific 

audiences. 

In FY 2020, the NPG will expand public engagement by investing in the 

creation of a digital communications production capability. This will allow national 

outreach through podcasts and video production with staff and visiting artists who will 

be able to produce content for a range of digital platforms including podcasts, 

handheld technologies, websites, social media and communications, as well as ingallery technologies. 

The NPG’s major publication projects in FY 2020 will include completion of 

The Obama Portraits (book); the catalogue for The Outwin Boochever Portrait 

Competition; and a book for the Museum’s fall 2020 exhibition. 

143 
 

 

The NPG will improve the stewardship of national collections with further 

acquisitions of 18th and 19th century portraits of under-represented minorities and 

women. The NPG will also seek to expand its holdings of contemporary Americans 

by acquiring portraits of leading figures in disability rights, the sciences, business, 

and the arts. The NPG will continue collaborations with the Digitization Program 

Office until its entire collection, of both two- and three-dimensional works, is made 

accessible to the public and researchers via the Web. Moreover, at the core of our 

mission, the NPG will care for the physical conservation needs of the collection in all 

media. 

Finally, the NPG will continue work on Enabling Cost-Effective and 

Responsive Administration through vigorous efforts to access diverse applicant 

pools for emerging recruitment needs. The NPG will also continue collaborating with 

central Smithsonian offices on finance and operations management process 

improvements. 

EXPLANATION OF CHANGE 

The FY 2020 budget request includes an increase of $180,000 for 

expanding digital technologies at the NPG. 

Digitization and Web Support (+$180,000) 

The requested increase of $180,000 will help expand the digital platform 

and Web presence at the NPG. If the Museum is to continue to forge connections 

between visual biography and the public, more accessible digital storytelling 

resources will be required. Conceiving and creating content specifically for digital 

platforms and in multiple languages, including sign language, will reach diverse 

audiences in innovative ways. 

NONAPPROPRIATED RESOURCES — General trust funds support essential 

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 vital 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. 

144 
 

 

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 2018 

ENACTED 6 1,131 2 522 2 2,666 19 3,012 

FY 2019 

ESTIMATE 6 1,581 2 515 2 2,985 23 3,285 

FY 2020 

REQUEST 6 1,581 2 500 2 3,165 23 3,355 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 1 92 1 92 0 0

Understand and Impact 21st Century Audiences

Exhibitions

Offer compelling, first-class exhibitions 1 160 1 160 0 0

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 4 536 4 536 0 0

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 0 793 0 793 0 0

Total 6 1,581 6 1,581 0 0

FY 2019 FY 2020 Change

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 exhibitions and public programs which educate visitors on the history of 

America, transportation, communication, economics, and commerce. 

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 

145 
 

 

 

 

 

 

 

the Museum and its website. These initiatives include the design and fabrication of 

new exhibitions; the development of new hands-on educational experiences; and 

planning for the next generation of the Museum’s popular online collections program. 

These initiatives will support the goals outlined in the Smithsonian’s new Strategic 

Plan, One Smithsonian. 

MEANS AND STRATEGY 

The National Postal Museum’s primary activities will contribute to the 

Smithsonian’s vision of building “...on its unique strengths to engage and to 

inspire more people, where they are, with greater impact, while catalyzing critical 

conversations on issues affecting our nation and the world” through the prism of 

postal communications and philately. These challenges will be met by partnering 

with other Smithsonian museums in support of the One Smithsonian Strategic 

Plan: serving as a catalyst for conversations about complex issues; extending the 

digital reach of the Museum; understanding and impacting 21st century 

audiences; contributing to large, visionary, interdisciplinary research and 

scholarly projects; and preserving our philatelic and postal heritage while 

optimizing our assets. 

In FY 2020, the NPM’s Department of Education and Visitor Services 

(DEVS) will continue to expand K–12 school programs and create new learning 

opportunities in the Byrne Education Center of the William H. Gross Stamp 

Gallery and in new and existing Museum exhibitions. A broad array of new digital 

resources will be made available for use as part of classroom visits and as standalone lessons. The Byrne Center will provide enhanced learning opportunities 

which incorporate the newest digital pedagogical tools. The Byrne Center will 

also continue to be used for NPM and Institution-wide meetings and programs. A 

second educational space supports the Museum’s on-site school tours, 

community engagement activities, and family programming such as the NPM’s 

traditional programs, including First Class Problem Solvers and The Big Draw. In 

addition, the NPM will continue to collaborate with local museum studies students 

at Stuart-Hobson Middle School, with our History Makers program that was 

originally supported through a Youth Access Grant. Efforts to expand the 

program to other area schools will also be pursued. 

The NPM is developing three new educational stations plans to install 

them in the Museum’s galleries in late 2019. These stations will provide 

additional interactive learning opportunities for children and adults. 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 the NPM’s collections 

and the history of philately in America. FY 2020 will also see the continuation of 

the NPM’s dedication to creating One Smithsonian by engaging the resources of 

multiple museums and research centers to produce quality educational products. 

Collaborative programming will continue with initiatives being planned with the 

146 
 

 

 

 

 

 

 

 

 

 

Center for Folklife and Cultural Heritage, Smithsonian Latino Center,
 

Smithsonian American Art Museum, and the Archives of American Art. In
 

addition, The NPM is working closely with 10 Smithsonian museums and units for 

the upcoming exhibition Baseball: America’s Home Run. 

FY 2020 will also be the second year of an initiative to improve the 

Museum’s visitor experience by engaging the entire NPM staff and security 

contractors in visitor-related activities through the Coordinated Visitor Experience 

Team (CVET) program. The Visitor Services team is continuing to improve the 

visitor experience both through physical changes, such as signage, and by 

fostering an atmosphere of cooperation and teamwork Museum-wide. 

The NPM will continue to expand and further develop popular public 

programs with an emphasis on growing the target audience populations of 

millennials and early learners. Examples of this targeted audience programming 

include our vibrant monthly Wine & Design, in which we will collaborate with 

guest artists, and our weekly Story Time, which we aim to quadruple participation 

figures by offering diverse holiday pop-up events and monthly bilingual SpanishEnglish sessions. The Museum will also expand our volunteer program to 

improve the quality of experience for walk-in visitors. 

In FY 2020, the Baseball: America’s Home Run exhibition will feature 

baseball-themed philatelic and postal history objects from the Museum’s 

collection as well as original artwork from the Postmaster General’s stamp art 

collection and artifacts on loan from other museums. Additional upcoming events 

include family festivals, author series lectures, musical performances, student 

workshops, and panel discussions, all geared toward a wide variety of 

audiences. 

In FY 2020, the Museum will launch a new online collections information 

program that will greatly expand the number of collection objects that are 

available online to worldwide users. The new program will replace the existing 

online collections database that is now more than a decade old and 

technologically obsolete. 

The NPM’s federal resources are primarily dedicated to improving the 

stewardship of the national collections for present and future generations. In 

FY 2020, the Museum will continue to process new acquisitions, which include 

digitizing and cataloguing collection items using the automated collections 

information system (CIS). The Museum will also continue to integrate the Digital 

Asset Management System (DAMS) by training staff in its use as part of our new 

processes. Enhanced cataloguing and digital records will be created for all new 

exhibitions and posted online for broader access by the general public. 

A major initiative to improve accessibility to off-site collections will remain 

a Museum priority. The Museum will continue to coordinate with the staff of the 

147 
 

 

 

 

 

 

 

 

 

 

 

National Museum of American History (NMAH) on the decontamination of NPM 

collection objects stored in Garber building numbers 15 and 16 in Suitland, 

Maryland. This project will remove hazardous lead and asbestos from NPM 

collections that have been inaccessible for many years. 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. 

The Museum will continue to catalogue, image, and conserve the 

Postmaster General’s (PMG) collection of original stamp art in FY 2020. The 

PMG collection, transferred to the Museum from the United States Postal Service 

in FY 2012, represents one of the Museum’s most important collections. 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 

conservation treatment plan. In addition, the Museum will continue to process 

new archival collections related to the PMG art collection. 

Finally, the Museum will continue to refine the national philatelic collection. 

A review of the NPM’s collections policy will commence in FY 2020. The Museum 

will streamline procedures to expedite the processing of collections. New 

guidelines will include clearly articulated production goals and incorporate all 

preservation actions required to more effectively manage the lifecycle of 

collections. Collections frequently requested by researchers will continue to be 

reorganized and re-housed to improve public access and long-term preservation. 

Items previously deaccessioned from the national philatelic collection will be 

donated to 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 more than 60 percent of the Museum’s 

core functions and operational costs. These costs include nonfederal salaries and 

benefits, facility maintenance, exhibitions, education, and collection management 

programs. Fundraising initiatives will continue to generate increased support from the 

private sector to develop and support new exhibitions, research opportunities, 

educational programs, and special events. 

148 
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 2018 

ENACTED 89 10,239 6 1,367 47 9,820 1 119 

FY 2019 

ESTIMATE 89 10,389 5 1,320 46 10,659 2 125 

FY 2020 

REQUEST 89 10,389 5 1,300 48 10,748 2 100 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in vital arts and humanities research 6 680 6 722 0 42

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 8 936 7 849 -1 -87

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 12 1,432 13 1,493 1 61

Exhibitions

Offer compelling, first-class exhibitions 23 2,797 25 2,845 2 48

Education

Engage and inspire diverse audiences 3 306 2 271 -1 -35

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 19 2,187 19 2,101 0 -86

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 1 102 1 105 0 3

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 14 1,685 13 1,721 -1 36

Information Technology

Improve the Institution's information technology 

systems and infrastructure 3 264 3 282 0 18

Total 89 10,389 89 10,389 0 0

FY 2019 FY 2020 Change

149 
 

 

 

 

 

 

 

 

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 44,000 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 Enhanced Interdisciplinary 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 educational programs. The Fellowship program, which celebrates its 

50th anniversary in 2020, cultivates the next generation of professors and curators. 

SAAM has hosted more than 670 scholars who now work at academic and cultural 

institutions across the United States, Australia, Asia, the Caribbean, Europe, the Middle 

East and South America. The Museum’s peer-reviewed journal, American Art, serves as 

a primary venue for groundbreaking scholarship in the field. The Museum also hosts 

international symposia and seminars on topics of relevance in the field of American art 

and encourages a deeper understanding of American art’s global connections. 

SAAM will Expand Digital Technologies by offering a constellation of activities to 

engage users both online and in the galleries. The Museum takes full advantage of the 

latest technologies, with a focus on mobile-optimized websites and applications, video 

production, and social media engagement. SAAM also is undertaking significant 

experiments and pilot projects using new platforms such as virtual reality. Three 

videoconference centers deliver the Museum’s education programs to classrooms 

around the world. The digitization of SAAM’s collections continues apace, allowing the 

Museum to add new assets and media to support its online resources. 

The Museum will Understand and Impact 21st Century Audiences through 

exhibitions, education, and public programs. 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 national 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 other museums throughout the United States, enriching 

people’s lives by giving them direct access to their nation’s artistic and cultural heritage. 

150 
 

 

 

 

 

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 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. In addition, 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, serves 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. 

Public programs complement Museum exhibitions and collections with 

lectures, tours and gallery talks, and craft and sketching workshops. The McEvoy 

Auditorium is the venue for four of SAAM’s five lecture series as well as two of five 

music series. The others are either at the Renwick Gallery or the Kogod Courtyard. 

The latter space also hosts programs such as family days, heritage months, and artthemed movies. In FY 2018, SAAM hosted 321 programs and events. 

The strategic goal of Preserving Our Natural and Cultural Heritage is achieved 

through multiple activities. Scholarship and research help set acquisition objectives. 

Gifts of art and private funds raised through advancement activities pay for additions to 

the national collection. Conservators research methods and tools 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 with the 

larger community of conservation practitioners. 

SAAM also has a pro-active safety program to ensure a safe and healthy 

environment for Museum staff and visitors. 

Cost-Effective and Responsive Administration encompasses many activities. 

Information Technology (IT) 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. 

MEANS AND STRATEGY 

Research on the collections and related American art topics by curatorial staff 

continues in support of exhibitions and the permanent collection, including two new 

exhibition catalogues scheduled for publication in FY 2020. Endowments and multiyear private support have allowed the Museum to hire a full slate of curators with 

specialties ranging from sculpture, photography and contemporary crafts to Media 

Arts. 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 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 

151 
 

 

 

 

 

 

 

 

rich and diverse cultural heritage as well as advance scholarship in American art. 

Research also feeds into educational programs and provides content for the Web and 

new media. 

The Museum embraces the Web by making as much of its artwork and 

related data as possible freely available online to the public. Ninety-nine percent of 

SAAM’s collection now is online. The Museum hosts dynamic websites for visitors, 

researchers, and educators, most notably through the popular website at 

AmericanArt.si.edu. SAAM participates in collaborative digital initiatives with other 

organizations, implementing powerful tools such as Linked Open Data (LOD). The 

publication of SAAM’s collections data as LOD has established the Museum as a 

leader in promoting semantic Web standards in the museum community. SAAM 

maintains an active social media presence across numerous platforms — including 

Facebook, Twitter, Instagram, and our blog, Eye Level — 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 for visitors. 

SAAM is planning seven exhibitions for FY 2020. Major exhibitions include 

American Cosmos: Humboldt; Printing the Revolution (Chicano Graphics); Catlin’s 

Buffalo; Chiura Obata: An American Modern; and a show from our graphic art 

collection: Changing New York. After Artists Respond: American Art and the 

Vietnam War comes down to tour, part of the permanent collection will be reinstalled 

in its usual galleries. The Renwick Gallery hosts the 2020 Renwick Invitational (a 

biennial favorite) and Hearts of our People: Native American Women. 

As part of its ongoing effort 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. 

National outreach includes the touring exhibitions African American Art, 

Burning Man, Kara Walker, and Artists Respond: American Art and the Vietnam 

War. 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 staff and 200 trained volunteers will continue popular 

tours, gallery talks, demonstrations and workshops, as well as signed tours for the 

hearing impaired and 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 

152 
 

 

 

Chinese New Year celebration, held in conjunction with the Chinese Embassy, remains 

a visitor favorite. Public programs in the galleries, McEvoy Auditorium, and Kogod 

Courtyard occur nearly every day. These are supplemented by new Web content, as 

well as by making all content accessible regardless of the media platform used. 

Education initiatives continue to expand as the Museum takes advantage of new 

online tools and assets. SAAM continues to develop its highly successful distancelearning program with staff and 22 volunteers who create content 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, and the Washington, DC Public Schools expand the 

Museum’s reach to more diverse audiences. The intern program, hosting 36 students in 

FY 2018 (from 20 states, Washington, DC, and France), helps to prepare the next 

generation of museum professionals. In addition, the Museum continues to host two 

teacher training institutes, each lasting a week; in FY 2018, 59 teachers from 25 states 

and China attended. 

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 and professional 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 that exhibit a changing observable state, such as film, videos or 

lights) will continue to receive special attention in our Time-based Media Lab. Galleries 

in the DWRC continue to be converted to Light-emitting diode (LED) lighting, which is 

less damaging to the collection and more economical in reducing the costs of 

maintenance and utilities. 

Information technology and administrative procedures closely monitor 

resources and processes, resulting in Cost-Effective and Responsive Administration. 

Strong partnerships with Smithsonian central offices enable SAAM to provide an enduser 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 result in implementation of safer techniques 

and materials for both staff and the environment. 

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. 

153 
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 2018 

ENACTED 64 9,333 32 5,554 22 6,103 1 396 

FY 2019 

ESTIMATE 64 9,333 35 6,126 20 5,830 1 204 

FY 2020 

REQUEST 64 9,333 35 6,317 21 4,885 1 151 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 3 1,385 3 1,385 0 0

Engage in vital arts and humanities research 1 845 1 845 0 0

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 3 352 3 352 0 0

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 2 209 2 209 0 0

Exhibitions

Offer compelling, first-class exhibitions 39 4,672 39 4,672 0 0

Education

Engage and inspire diverse audiences 11 1,428 11 1,428 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 5 442 5 442 0 0

Total 64 9,333 64 9,333 0 0

FY 2019 FY 2020 Change

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BACKGROUND AND CONTEXT 

All of the Institution’s outreach activities link the Smithsonian’s national 

collections, research, and educational resources with Americans from coast to coast. 

These programs aim 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 cultural and research 

centers, as well as with more than 200 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. 

MEANS AND STRATEGY 

Smithsonian Institution Traveling Exhibition Service (39 FTEs and 

$4,672,000) — For more than 68 years, SITES has shared Smithsonian exhibitions 

and educational resources with people and places all across the country. More than 

500 communities in all 50 states host SITES shows in formats ranging from largescale 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 collections and research, SITES’ 

FY 2020 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 diversity 

of cultural heritage in America — African Americans, Latinos, Asian Pacific 

Americans, Native Americans, and the many other peoples who give our nation its 

unique vitality. SITES strives to tell the complete American story, in person and 

online, in all its exhibitions. FY 2020 resources will continue to support and broaden 

our outreach to these communities, in addition to generating public engagement 

through exhibition topics related to the Grand Challenges of the American 

155 
 

 

 

 

 

 

 

 

 

experience, space exploration, world cultures, our biodiverse planet, and the 

transformative power of the visual arts. In particular, SITES will continue its national 

tour of the Apollo 11 command module, a national treasure, in celebration of the 

50th anniversary of the first moon landing. 

FY 2020 resources will also continue to support SITES’ landmark Museum on 

Main Street (MoMS) initiative, enriching rural America where access to national 

cultural programs is limited. The MoMS team was awarded the Smithsonian 

Education Innovation Award in recognition of its outstanding accomplishments 

exemplifying the Smithsonian’s commitment to innovation in education. In FY 2020, 

MoMS will tour Crossroads: Change in Rural America, looking at profound 

transformations in 20th century small towns and how they are reinventing 

themselves by creatively focusing on new opportunities for growth and economic 

development. In addition, MoMS will continue to travel exhibitions examining the 

cultural and scientific relationships between people and water, and how hometown 

sports teams energize communities and instill local pride. 

With every exhibition, SITES supports host venues so they can develop 

customized opportunities to engage and inspire people in their communities to learn 

about the subject of the exhibition. Exhibitions and related education materials are 

tailored to share local stories and the creativity, innovation and expertise of local 

residents — whether through school field trips, family festivals, lectures involving 

academics from local colleges and universities, or programs targeted for 

underserved youth and adults, such as teen-produced, multi-media community 

histories. 

While most 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 the common 

bonds of a shared national heritage at the local level — in communities across the 

nation. 

Smithsonian Affiliations (2 FTEs and $371,000) — Now in its 23rd 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 resources and 

expertise in communities across America. By working with both emerging and wellestablished 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 in Washington, DC can still 

experience the Smithsonian in their own communities. In addition, the Smithsonian 

works closely with affiliated organizations to increase their audiences, expand their 

professional capabilities, and gain greater recognition in their local communities. 

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There are currently more than 200 Affiliate organizations in 45 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. 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. Current Affiliate projects build on and amplify the core 

objectives outlined in the Smithsonian’s Strategic Plan. 

Smithsonian Center for Learning and Digital Access (SCLDA) (13 FTEs 

and $1,524,000) — The Smithsonian is creating new digital platforms for scholars 

and educators to better access Smithsonian collections, research, and education 

resources. SCLDA’s Smithsonian Learning Lab is a digital platform for educators and 

students, enabling everyone to find and customize resources for educational use and 

share them with others. Based on continual research and evaluation, the Lab evolves 

to provide valuable services to its global audiences. SCLDA also develops content 

and materials for classrooms and provides professional development to teachers. 

Within the Institution, SCLDA offers many services and technical support to other 

units. These range from collaborations to create and disseminate content, technical 

modifications to the Learning Lab in response to unit requests, and outreach to 

broaden access and engage audiences with the Smithsonian’s educational offerings. 

SCLDA’s expertise in research also supports education and access initiatives across 

the Institution. 

Office of Fellowships and Internships (OFI) (6 FTEs and $1,970,000) — 

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 assists other Smithsonian museums, research centers, and offices 

with diversifying and developing 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. 

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To achieve the strategic goal of Enhanced Interdisciplinary 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 is trying to raise 

private funding for the Institution’s Fellowships and Scholarly Studies Program 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 $796,000) — 

Through the Smithsonian Contributions Series program, continually published since 

1875, SISP publishes and disseminates research conducted by Smithsonian staff 

and collaborators. The federal funds support the production of 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 open-access series, in digital and print formats, in core subject areas of 

anthropology, art, botany, history, marine sciences, museum conservation, 

paleobiology, and zoology, as well as open monographs in other disciplines, and 

disseminates interdisciplinary research and conference proceedings. 

Furthermore, federal resources underwrite the publication of scholarly books 

closely related to the national collections and SISP administration of the initiative to 

advance science by increasing public access to peer-reviewed scholarly articles and 

papers authored by Smithsonian staff. The performance objectives advanced by 

SISP’s scholarly publications and its program to increase public access to 

Smithsonian research results are Enhanced Interdisciplinary Research and support 

the strategic goal to Understand and Impact 21st Century Audiences. 

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. 

158 
 

 

 

 

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 2018 

ENACTED 23 2,839 26 4,457 0 44 0 0 

FY 2019 

ESTIMATE 23 2,839 32 4,327 0 20 0 0 

FY 2020 

REQUEST 23 2,839 34 4,620 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 16 1,867 16 1,867 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 7 972 7 972 0 0

Total 23 2,839 23 2,839 0 0

FY 2019 FY 2020 Change

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). 

The 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, the OCEA is responsible for 

implementing the Smithsonian brand strategy, both internally and externally, so 

that the Institution 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, the OCEA encourages crossunit collaboration to help the Smithsonian better achieve its strategic goals and 

core mission. 

159 
 

 

 

 

 

 

 

 

 

The OPA coordinates public relations and communications with museums, 

research centers, cultural resource 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 main 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 special events to extend 

the reach of the Institution and energize its representation. 

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 

Institution’s 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 

160 
 

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 at the Castle Building, 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 and get the most out of their 

time in our facilities. 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. 

161 
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 2018 

ENACTED 0 16,784 0 0 0 0 0 0 

FY 2019 

ESTIMATE 0 16,784 0 0 0 0 0 0 

FY 2020 

REQUEST 0 17,784 0 0 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 0 1,200 0 1,500 0 300

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 0 766 0 1,266 0 500

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 0 4,400 0 4,600 0 200

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 0 8,197 0 8,197 0 0

Enable Cost-Effective and Responsive 

Administration

Information Technology

Improve the Institution's information technology 

systems and infrastructure 0 2,221 0 2,221 0 0

Total 0 16,784 0 17,784 0 1,000

FY 2019 FY 2020 Change

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BACKGROUND AND CONTEXT 

Beginning in 1993, Congress has approved the creation of the following Institutionwide funding programs: 

 Research Equipment Pool 

 Information Resources Management Pool 

 Latino Initiatives Pool 

 Collections Care and Preservation Fund 

 Asian Pacific American Initiatives Pool 

 American Women’s History Initiative Pool 

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 the national 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. The FY 2017 

appropriation included an increase of $1,500,000 to the CCPF and $200,000 for the 

IRM Pool. In FY 2018, Congress approved a $2,000,000 increase to Institution-wide 

programs in support of the new American Women’s History Initiative (AWHI). 

The FY 2020 budget requested increase of $1,000,000 includes $300,000 in 

additional funding for the REP, $500,000 for the IRM Pool, and $200,000 for the Asian 

Pacific American Pool. 

MEANS AND STRATEGY — RESEARCH EQUIPMENT POOL ($1,500,000) 

The Smithsonian’s ambitious research agenda requires appropriate equipment to 

achieve its goal of Enhanced Interdisciplinary 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. REP 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 

163 
 

 

 

 

 

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 better leverage its collections 

and expertise in these important areas of research. 

MEANS AND STRATEGY — INFORMATION RESOURCES MANAGEMENT POOL 

($3,487,000) 

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 Smithsonian’s mission for the “diffusion of knowledge.” 

The IRM 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
 

 delivery of Smithsonian digital assets to the public.
 

MEANS AND STRATEGY — LATINO INITIATIVES POOL ($2,000,000) 

To achieve the strategic goals of Enhancing Interdisciplinary Research and 

Understanding and Impacting 21st Century Audiences, 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 

in 1995, the LIP has provided more than $27.6 million in funding to more than 500 

Smithsonian programs and projects. 

In addition, the Latino Curatorial Initiative has supported 10 Latino curators at 

various Smithsonian units. The Initiative was designed to increase Latino representation 

and scholarship at the Smithsonian. Furthermore, the expanded funding of the LIP has 

164 
 

 

 

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 300 professionals and scholars, some of whom are 

currently employed at the Smithsonian. Programs such as the LMSP play an important 

role in creating an extensive pool of qualified museum professionals and cultural 

specialists at universities, museums, and cultural centers which also collaborate with 

the Smithsonian. 

MEANS AND STRATEGY — COLLECTIONS CARE AND PRESERVATION FUND 

($8,197,000) 

Collections stewardship is a key component and core priority of the 

Smithsonian’s new Strategic Plan. Assembled over 173 years, Smithsonian collections 

are fundamental to carrying out the Institution’s mission and Strategic Plan, serving as 

the intellectual basis for scholarship, discovery, exhibition, and education. 

Currently, Smithsonian collections total 155 million objects and specimens; 

162,300 cubic feet of archives; and 2.1 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 art to zoology. Through its 

collections, the Smithsonian presents the astonishing record of American and 

international artistic, historical, cultural, and scientific achievements, 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. 

To achieve the strategic goal of Preserving Our Natural and Cultural Resources, 

the CCPF provides critical resources to make targeted improvements in the 

accountability, documentation, care, 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. Smithsonian senior 

leadership acknowledges that an effective strategy for addressing our shared 

collections challenges depends on a coordinated, Institution-wide approach. Holistic 

collections-level management has enabled comprehensive improvements which benefit 

165 
 

 

 

 

 

 

the greatest number of collection items and collecting units in an efficient, practical, and 

cost-effective way. 

Collections Physical and Digitization Assessments 

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 (DPO) 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. Working closely with the 

Digitization Program Office, the NCP has provided essential resources to support the 

collections care activities required for the success, efficiency, and completion of 

numerous DPO-supported, unit mass-digitization projects. 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 conditions; replace obsolete, substandard storage 

equipment; support the management and preservation of the Smithsonian’s cryocollections held by the National Zoological Park (NZP), National Museum of Natural 

History (NMNH), and the Smithsonian Tropical Research Institute (STRI); improve the 

preservation and management of time-based media and digital art across the Institution; 

and support the Preparedness and Response in Collections Emergencies (PRICE) 

program to strengthen Institution-wide collections emergency management. 

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 (SF), 

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, 

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storage equipment, accessibility, environmental conditions, security, and fire safety. The 

CSFP includes recommendations and a 30-year implementation plan for addressing 

current and projected pan-Institutional collections space requirements in a strategic, 

integrated, and collaborative manner. The plan is a road map to guide short- and longterm facilities, real estate, and collections care project decisions, providing renovation 

and construction strategies that address unacceptable collections space conditions. The 

plan also allows for decompression of overcrowded collections to make them more 

physically accessible, anticipates future collections growth, and reduces reliance on 

leased space for collections storage. 

To address near-term space requirements, the implementation of the CSFP 

includes: (1) the completion of the decontamination of collections in Garber Buildings 

15, 16, and 18, including processing, re-housing, and temporary storage in Building 37; 

(2) the construction of Pod 6 at the Museum Support Center to relocate at-risk 

collections from the Paul E. Garber Facility, and several Mall museums, as well as 

provide essential temporary swing and permanent collections space for the National 

Museum of American History (NMAH) East Wing public renewal project; (3) the 

construction of two new storage modules and a hangar adjacent to the Udvar-Hazy 

Center to support the continued move of the National Air and Space Museum (NASM) 

collections from substandard conditions at the Garber Facility and the immediate need 

for temporary collections swing space during the NASM Mall building renovation; and 

(4) the completion of the Suitland Collections Center master plan to enable a phased 

redevelopment of the Suitland campus. 

The Smithsonian has robust Institution-wide data on the national collections, their 

physical condition, state of digitization, and current collections space conditions. When 

combined, this information provides key tools and direction for improving the 

management, care, and accessibility of Smithsonian collections. In FY 2020, the 

Smithsonian will continue to build on collections initiatives and strategically address the 

preservation, digitization, and storage space needs of collections, based on the results 

of the Institution-wide physical and digitization collections assessments and collections 

space survey. 

MEANS AND STRATEGY — ASIAN PACIFIC AMERICAN INITIATIVES POOL 

($600,000) 

To achieve the strategic goals of Enhancing Interdisciplinary Research and 

Understanding and Impacting 21st Century Audiences, and documenting 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 

167 
 

 

 

 

 

 

 

 

FY 2016, the APAIP has provided funding to more than 33 Smithsonian programs and 

projects, and increased the Asian Pacific American presence in the Smithsonian’s 

presentation of and research into the American Experience. In FY 18, the APAIP 

supported its first curator dedicated to Asian Pacific American History at the National 

Museum of Natural History. The FY 20 request includes an additional $200,000 to build 

upon the expanding pool request to expand collections, exhibitions, and public 

programs focused on Asian Pacific Americans. 

MEANS AND STRATEGY — AMERICAN WOMEN’S HISTORY INITIATIVE POOL 

($2,000,000) 

The American Women’s History Initiative (AWHI), funded by Congress in FY 

2018, will heighten the public’s knowledge and appreciation of the transformational role 

women have played in constructing our national identity and culture. The Smithsonian 

Institution, through AWHI, will: (1) magnify the contributions of women through 

exhibitions, programs and educational content; (2) increase the representation of 

women online by building on the Institution’s trusted resources; (3) hire curators 

committed to amplifying American women’s history; and (4) expand the national 

collection, both online and on site, to better portray how women have shaped this 

country. The Smithsonian Institution is partnering with public and private entities to 

secure funding for its outreach and impact. In FY 2019, the Institution will establish a 

national advisory committee to play a key role in shaping the initiative and securing 

resources for representing the constituencies and stakeholders of the AWHI. 

In FY 2018, the American Women’s History Initiative supported the development 

of two major exhibitions: Vote for Women: A Portrait of Persistence, at the National 

Portrait Gallery, to open in spring 2019; and Girlhood: It’s Complicated, which is 

scheduled to open in 2020 at the National Museum of American History. In FY 2019, 

AWHI funds support the continued development of Girlhood: It’s Complicated, as well 

as Tiffany Chung: Vietnam, Past Is Prologue at the Smithsonian American Art Museum, 

and Reforestation of the Imagination at the Renwick Gallery. AWHI-funded curators 

work across the Institution, interns are invited to collaborate with staff, and AWHI teams 

launched an ambitious digital strategy and identified key tech industry partners to better 

serve target audiences. This includes outreach to middle-school students, college 

students, and women and girls of color. In FY 2020, we intend to mature in all these 

areas, as well as launch a symposia series to complement ongoing efforts. Our goal is 

to amplify women’s history to local, national, and international audiences. 

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EXPLANATION OF CHANGE 

	 Research Equipment Pool — Base: ($1,200,000); FY 2020 Increase: 

(+$300,000)
 

The Institution requests an increase (+$300,000) to the Research Equipment 

Pool (REP). The Smithsonian’s ambitious research agenda requires appropriate 

equipment to achieve its goal of Excellent Interdisciplinary Research. This basic 

equipment infrastructure requires regular maintenance, upgrades, and routine 

replacement. With the current allocation, the Institution cannot effectively address 

the many research needs throughout the Smithsonian community. REP funds 

have enabled Smithsonian museums and research centers to undertake 

groundbreaking research in numerous areas. For example, genomics is offering 

scientists new opportunities for exploring biodiversity. To be successful, 

biodiversity genomics requires a set of cutting-edge genetic technologies such as 

next-generation sequencing (NGS). Similarly, the Institution’s efforts in materials 

conservation have been greatly enhanced by using highly specialized equipment 

to enable conservators to better identify the age and provenance of artifacts as 

well as improve the preservation of fragile materials. Continuing to invest in 

additional equipment and supporting the maintenance contracts will allow the 

Smithsonian to leverage its collections and expertise in these important areas of 

research. 

	 Asian Pacific American Initiatives Pool — Base: ($400,000); FY 2020 Increase 

(+$200,000) 

The Institution requests an increase (+$200,000) to the Asian Pacific American 

Initiatives Pool (APAIP) to $600,000 annually. Since its inception in 2016, the APAIP 

has funded 33 projects in 15 units with its original $400,000 annual federal 

appropriation. Each year, the pool has received more high-quality proposals than it 

can afford to fund. In FY 2019, the APAIP received more than $600,000 in requests 

and, as a result, many projects received only partial funding and some important 

requests were not funded at all. By increasing the amount of funds available, the 

APAIP can continue to expand the Asian Pacific American presence in the 

Smithsonian’s presentation of and research into the American experience. With 

additional funding, the number of APAIP-supported curatorial positions can be 

increased, and more projects can be developed. 

	 Information Resources Management Pool — Base: ($2,987,000); FY 2020 

Increase (+$500,000) 

The budget requests an increase (+$500,000) to support an Institution-wide pool to 

ensure that the units with the highest priority projects receive the necessary funds. 

In accordance with Smithsonian Directive (SD) 610, Digitization and Digital Asset 

Management Policy, Smithsonian units have articulated their implementation of 

priorities in unit digitization plans (UDPs) and created foundational digital asset 

169 
 

management plans to ensure that the Smithsonian can effectively manage digital 

content for scientific studies. 

In addition, the Smithsonian has strategically invested in creating a standard massdigitization process that enables replicable, cost-effective, high-throughput projects, 

and high-quality digitization for all Smithsonian priority collections. Digitization efforts to 

implement this process have resulted in digital images for more than 400,000 collection 

objects, doubling the rate of digitization at the Smithsonian. This budget request will 

accelerate the Institution’s digitization progress by turning more time-limited, massdigitization prototypes into production projects and enable innovative use of these 

collections in newly emerging fields such as data science and artificial intelligence. 

170 
 

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 2018 

ENACTED 28 3,169 15 446 0 0 0 0 

FY 2019 

ESTIMATE 28 3,169 15 276 0 0 0 0 

FY 2020 

REQUEST 28 3,169 15 276 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Understand and Impact 21st Century Audiences

Exhibitions

Offer compelling, first-class exhibitions 23 2,385 23 2,385 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 5 784 5 784 0 0

Total 28 3,169 28 3,169 0 0

FY 2019 FY 2020 Change

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, research 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 to Understand and Impact 21st Century 

Audiences, 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. 

171 
 

 

 

 

 

 

 

 

 

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 digital interactive and multi-media services, 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. 

The SIE’s Object Storage Facility (OSF) offers secure, climate-controlled 

storage for artifacts during production. The SIE, in its work to advance the strategic 

goal to Understand and Impact 21st Century Audiences, and 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. 

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 2020, most SIE resources will stay focused on achieving strategic goals 

to Understand and Impact 21st Century Audiences and Enable Cost-Effective and 

Responsive Administration 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 

172 
 

 

 

	 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 maintain the Smithsonian’s leadership role 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 

operations, equipment services, and maintenance requirements. 

173 
 

 

 

 

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 2018 

ENACTED 18 1,906 0 3 0 0 0 0 

FY 2019 

ESTIMATE 18 1,906 0 0 0 0 0 0 

FY 2020 

REQUEST 18 1,906 0 0 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 18 1,906 18 1,906 0 0

Total 18 1,906 18 1,906 0 0

FY 2019 FY 2020 Change

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. External agencies storing collections at the MSC 

include the Walter Reed Biological Unit (WRBU), and the National Institutes of 

Health. 

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. 

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 oversized objects 

174 
 

 

 

 

such as totem poles, boats, and large mounted mammals; and large mobile 

racks for storing art works. 

The facility includes four buildings, including a greenhouse, laboratory and 

oversized storage area in addition to the main building. These facilities house 

laboratories for Smithsonian scientists and other federal agencies, such as the 

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, laboratory equipment and safety systems, 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. 

MEANS AND STRATEGY 

To support the Smithsonian strategic goal of Preserving Our Natural and 

Cultural Heritage, the MSC will work to improve the stewardship of the national 

collections. The FY 2020 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. Additionally, with base 

funding the MSC will focus on increasing staffing to oversee shipping functions. 

Shipping has become more complex and dynamic with the fast expansion of ecommerce, international sanctions, customs and duties changes, and security 

threats to the transportation systems. Irreplaceable objects are often received or 

sent out through loan programs. The additional shipping staff will work closely 

with collections staff to mitigate risks to the collections and museums by ensuring 

compliance with both national and international rules and regulations, including 

oversight of prohibited items. 

In FY 2020, MSC staff will continue to support maintenance of the national 

collections and the research equipment needed to protect staff and collections, 

including projects to upgrade old environmental control systems for collections 

spaces. 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 continue to work on space reallocations 

and collections improvement projects. 

175 
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 2018 

ENACTED 22 3,359 0 11 3 411 0 0 

FY 2019 

ESTIMATE 22 3,359 0 70 3 647 0 0 

FY 2020 

REQUEST 22 3,359 0 5 3 497 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 7 1,113 7 1,104 0 -9

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 1 118 1 118 0 0

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 1 145 1 147 0 2

Education

Engage and inspire diverse audiences 1 106 1 106 0 0

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 8 1,095 8 1,104 0 9

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 4 782 4 780 0 -2

Total 22 3,359 22 3,359 0 0 

FY 2019 FY 2020 Change

BACKGROUND AND CONTEXT
 

The Smithsonian’s Museum Conservation Institute (MCI), located in Suitland, 

Maryland, is the center for specialized technical collections research and conservation 

176 
 

 

 

 

for all Smithsonian museums and collections. The MCI combines knowledge of 

materials and the history of technology with state-of-the-art instrumentation and 

scientific techniques to provide technical research studies and interpretation of artistic, 

anthropological, biological, and historical objects. Through its Protecting Cultural 

Heritage and Preventive Conservation Programs, 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 — Homeland Security Investigations, U.S. Department of State, and 

many other federal, museum, and academic organizations. 

MEANS AND STRATEGY 

To achieve the strategic goal of Enhanced Interdisciplinary Research, the MCI 

will collaborate with the Smithsonian’s scientific researchers and research centers and 

provide increased technical and research assistance to Smithsonian arts and 

humanities researchers, collections, and museums. The MCI will initiate, facilitate, and 

support technology transfer for the Smithsonian’s collaborative research projects by 

using biomolecular mass-spectroscopy, including biological isotopes and proteomics 

(i.e., the large-scale study of proteins; particularly, their structures and functions). The 

MCI will also conduct fundamental research into mechanisms of degradation and 

biodeterioration, preserve cultural heritage, and harness new technologies. The MCI’s 

research programs will cross boundaries between Smithsonian units as well as support 

all of the Institution’s signature programs and Institution-wide stakeholders. The MCI will 

also support the conservation and heritage science fields through publications, hosted 

symposia, presentations, invitation-only seminars, lectures, and its website, to 

disseminate the results of its research programs. 

In FY 2020, the MCI will continue to develop its biomolecular mass-spectrometry 

and proteomics 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 

177 
 

 

 

 

 

 

 

technology. Along with genomics, the field has a potential for rapid acquisition of data 

that speeds 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 the 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 Expanding Digital Technologies, the MCI will 

provide improved digitization support for making Smithsonian research and collections 

accessible in ways that broaden public access to collections, exhibitions, and outreach 

programs. The MCI will conduct advanced research and development into effective and 

economical digital imaging technologies that are appropriate for Facebook, Twitter, 

YouTube, Flickr, blogs, mobile applications, and virtual reality. The MCI will respond to 

the Smithsonian’s goal of reaching one billion people by revitalizing the MCI webpages 

to engage 21st-century audiences and to highlight the Institute’s large, visionary, 

interdisciplinary research and scholarly projects. The MCI will make its own research 

products and records secure and accessible through network SharePoint workflows and 

Smithsonian digital research repositories, such as SIdora and Smithsonian Research 

Online. 

To achieve the strategic goal of Understanding and Impacting 21st Century 

Audiences, the MCI will provide reference services and disseminate information to 

professionals and the public. 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 will continue to enhance its digital and social 

media to increase the impact of the Institute’s research and outreach programs. 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. 

In addition, to achieve the goal of education, the MCI will engage and inspire 

diverse audiences, focusing on training higher-education students and professionals. 

The MCI will continue to promote career development for Smithsonian conservators and 

other collections care providers through colloquia, symposia, and workshops, as well as 

distance-learning opportunities. 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. 

178 
 

 

 

 

 

In particular, the MCI will participate in initiatives with Historically Black Colleges 

and Universities (HBCUs) and other local and national partners to highlight cultural 

heritage and conservation as possible career paths. 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 this goal, the MCI is providing in-kind support and leading a 

partnership with the Iraqi Institute for the Conservation of Antiquities and Heritage 

program to train local communities in the rescue and recovery of regional cultural 

heritage. The crisis caused by ISIS has endangered irreplaceable world cultural 

heritage, and efforts to recover from the destruction wrought by 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 and other grants are supporting 

salvage and recovery at the important archaeological site of Nimrud and other major 

cultural heritage sites in Iraq. The Smithsonian continues raising additional funds for 

operations and expanded programs at the Iraqi Institute. Given adequate support, the 

Institute can become a regional center to educate the local population in the 

preservation of cultural heritage. 

To achieve the strategic goal to preserve Our Natural and Cultural Heritage, the 

MCI will support Smithsonian museums and research centers in their efforts to improve 

stewardship and scholarship of the national collections and will disseminate collections 

information to the larger museum community and the public. The MCI will pursue 

collaborative conservation treatment projects with other Smithsonian units to provide 

conservation guidance and analytical technical consultations to the art and history 

museums for their more challenging and unique objects. The MCI has a proven track 

record of establishing scientifically-based environmental standards for museum 

collections, detecting unsafe conditions and materials for museum exhibition and 

storage, and solving biodeterioration problems — including those that involve buildings 

and monuments. The MCI is expanding its research in preventive conservation by 

developing new tools and partnerships that aid in understanding and avoiding 

deterioration caused by environmental factors. By participating in the PRICE team, the 

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 the Smithsonian’s fragile and at-risk 

photographic collections. 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. Through 

continuing communication and interaction with museum conservators, the MCI will 

179 
 

 

 

 

 

identify special training needs and research projects, and will develop research and 

symposia to address the most urgent collections preservation needs, such as 

preventive conservation in museum environments (involving light, temperature, 

humidity, and pollutants), and museum hazards (such as pests and pesticides). 

To achieve the strategic goal of Enabling Cost-Effective and Responsive 

Administration, the MCI will support an efficient management infrastructure. 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, 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. 

180 
 

SMITHSONIAN INSTITUTION LIBRARIES AND 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 2018 

ENACTED 106 13,696 15 2,285 9 1,721 0 0 

FY 2019 

ESTIMATE 110 14,258 15 2,478 7 1,398 0 0 

FY 2020 

REQUEST 110 14,458 16 2,508 7 1,468 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 19 3,249 19 3,298 0 49

Engage in vital arts and humanities research 24 3,207 24 3,253 0 46

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 18 2,117 18 2,151 0 34

Understand and Impact 21st Century Audiences

Exhibitions

Offer compelling, first-class exhibitions 1 107 1 109 0 2

Education

Engage and inspire diverse audiences 1 103 1 105 0 2

Public Programs

Provide relevant reference services and desseminate 

information to the public 5 431 5 431 0 0

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 31 3,410 31 3,459 0 49

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 11 1,634 11 1,652 0 18

Total 110 14,258 110 14,458 0 200

FY 2019 FY 2020 Change

BACKGROUND AND CONTEXT
 

In the interest of operational efficiency, the Institution recommends 

merging the Smithsonian Libraries and the Smithsonian Archives. The goal is to
 

181 
 

 

 

 

 

 

 

improve the Smithsonian’s ability to meet new and growing needs in the areas of 

libraries and archives. The two related fields of library and archival science face 

similar challenges in terms of access to and preservation of the national 

collections. The reorganization would help address that through the 

specialization of existing staff to improve skill sets and knowledge in the areas of 

collections management, conservation, and digital access; the elevation of the 

importance of new trends in archival and library sciences; and streamlining 

senior management. 

Smithsonian Institution Libraries — The Smithsonian Institution Libraries 

(SIL) promotes new ideas through knowledge sharing and plays a dynamic role in 

both 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. 

Smithsonian Institution Archives — The Smithsonian Institution 

Archives (SIA) serves as the institutional memory of a unique cultural 

organization. The SIA is responsible for ensuring institutional accountability, and 

for enhancing access to the unique and diverse resources in its care. SIA’s 

collections document the history of the Smithsonian from its founding in 1846 to 

the present. 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. 

SIA manages the care, storage, packing, and retrieval services for the 

Institution’s records. Records include a wide variety of analog and digital formats. 

These permanent records are stored, safeguarded and preserved in specialized 

environments in facilities in Washington, DC, Landover, Maryland, and Boyers, 

Pennsylvania. Digital holdings are stored on SIA-owned servers at the 

Institution’s data center in Herndon, Virginia. SIA develops policies, 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. SIA provides professional expertise to the Institution, cultural heritage 

professions, and the public. 

The FY 2020 budget request includes an increase of $200,000 for 

inflationary increases in library subscriptions, which appears in the Fixed Costs 

section of this budget submission. 

MEANS AND STRATEGY 

Smithsonian Institution Libraries —- SIL’s new strategic plan 

demonstrates the Libraries’ dedication to providing information and creating 

innovative services and programs for the Institution and the public. SIL offers a 

variety of information resources, unique collections, research support services, and 

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discovery tools to establish the Smithsonian as a national leader in each of the five 

Grand Challenges included in the 2017─ 2022 SI Strategic Plan. In FY 2020, SIL 

will continue to broaden interactive engagement with users by expanding projects 

that include digital transcription of manuscripts, including new collections like the 

History of Science Manuscripts collection acquired in 2018. Working with Webbased communities, the SIL will increase collections and other Web content 

available for use by scholars, students, teachers, researchers, and interested users 

worldwide. 

In addition, SIL will continue to grow its use of social media by making more 

information and collections available on mobile and tablet devices. The SIL will use 

blogs, Facebook, Twitter, Tumblr, Instagram, Wikimedia platforms and other 

emerging social media tools to promote services and expand access to its 

collections. SIL will continue to expose its collections to a wider educational 

audience through the educational Smithsonian Libraries Unstacked program on 

various platforms, including the Smithsonian’s Learning Lab. 

SIL will achieve the strategic goal of Expanding Digital Technologies by 

offering valuable collections information on networked resources, which now 

include Smithsonian Online Virtual Archives (SOVA). These initiatives include 

Web-based 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 (SCSC), SIL 

provides access to research collections covering more than 476,000 pieces of 

trade literature and commercial catalogues, representing more than 35,000 

manufacturers, corporations, and companies, and more than 150,000 files of art 

ephemera. SIL provides metadata guidance and incorporates, as appropriate, 

emerging national metadata standards on an Institution-wide basis for the 

Libraries and Smithsonian digital publications and products. 

SIL collaborates with other Smithsonian units and external organizations 

in many ways. SIL creates and publishes digital research products to give 

scholars in all fields the documentation they need for their research. These 

products include republication and distribution 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, working with partners in the United 

States, United Kingdom, China, Egypt, the European Union, Australia, Brazil, 

Singapore, sub-Saharan Africa, and Mexico. SIL supports these efforts by 

continuing to digitize its own biodiversity literature to contribute to this global 

digital library. In FY 2020, SIL will continue to increase digitization projects in 

history, arts, and culture as part of the Smithsonian Libraries’ larger digital library. 

Through these projects, SIL participates with similar institutions such as the 

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Consortium for the History of Science, Technology, and Medicine, the Digital 

Public Library of America, the Internet Archive, the Getty Art Portal, and the 

Global Philatelic Library. SIL’s recent contribution of rare/special collection 

records to the latter’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 collaborates with the Smithsonian Scholarly Press to produce the 

electronic SI Contributions series and other publications (including conference 

proceedings) and 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 

includes 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 serve as 

one of the Smithsonian’s key performance indicators; accordingly, SIL continues 

to develop additional tools that 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. In addition, to give Smithsonian 

authors, researchers, and scientists more visibility, SIL launched Smithsonian 

Profiles in FY 2018, a system that links 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 

both print and digital collections, with particular attention to Smithsonian research 

centers and areas of interdisciplinary research. The staff of SIL’s Book 

Conservation Laboratory preserves and stabilizes damaged volumes to ensure 

their availability for exhibition and future research. Through the Libraries’ expert 

resource-sharing services, SIL shares and provides materials and information 

directly to individual researchers and members of the public nationwide and in 

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 

Institution’s Pennsy Drive facility in Maryland. 

In FY 2020, planning will continue for renovations to the American 

Art/Portrait Gallery Library to improve the space for researchers and students. In 

FY 2019, the National Air and Space Museum (NASM) Library was relocated to 

184 
 

 

 

 

 

 

 

the Udvar-Hazy Center in Chantilly, Virginia. The NASM Special Collections will 

move to the Udvar-Hazy Center in FY 2020. 

By helping to advance the strategic goal of Enhanced Interdisciplinary 

Research, 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 and undergraduates in 

other fields of study, including computer science, and exposes them to the 

research library environment. 

Smithsonian Institution Archives — In FY 2020, SIA will continue to 

focus on capturing, preserving, and providing access to materials in its 

collections. SIA will continue to support the needs of thousands of researchers 

seeking information from the Archives; provide expanding online access to more 

information in or about the holdings via its reference staff and robust website; 

continue to collaborate fully with Smithsonian units and broad external audiences 

(including scholars, educators, peer professionals and the general public); set 

archival collections-management and digital management standards; and assist 

all Smithsonian units with the proper disposition of their records. 

SIA’s major challenges include long-term storage solutions for both 

physical and digital collections. Balancing existing resources with the increased 

costs associated with maintaining quality storage environments will require 

coordination with central Smithsonian offices (including Smithsonian 

Facilities, the Office of Contracting and Personal Property Management, and the 

Office of Planning, Management and Budget) for analog materials. The challenge 

for digital materials include the costs of maintaining the necessary information 

technology and software environments, and maintaining and developing the skill 

sets required to preserve and provide access to those materials. 

NONAPPROPRIATED RESOURCES — 

Smithsonian Institution Libraries: General trust funds help defray the costs of 

providing information services to Smithsonian units, and support publications, 

public programs, and fundraising efforts. In FY 2020, SIL will continue to raise 

funds through its own advancement efforts. SIL also continues to build upon its 

education program, with special emphasis on creating content for K–12 learners, 

and includes education among its established priorities of acquisitions, 

conservation, digitization, internships, Fellowships, and exhibitions. 

Smithsonian Institution Archives: General trust funds for SIA support the 

salaries and benefits of 20 percent of the archivists, conservators and social 

media staff. The funds also support 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. 

185 
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 2018 

ENACTED 95 52,009 18 3,887 0 390 0 0 

FY 2019 

ESTIMATE 95 52,509 18 3,681 1 430 0 0 

FY 2020 

REQUEST 97 55,409 18 3,681 0 400 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 4 1,648 4 1,648 0 0

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 11 4,320 13 4,720 2 400

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 10 2,653 10 2,653 0 0

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 9 1,917 9 1,917 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 21 12,606 21 12,606 0 0

Information Technology

Improve the Institution's information technology 

systems and infrastructure 40 29,365 40 31,865 0 2,500

Total 95 52,509 97 55,409 2 2,900

FY 2019 FY 2020 Change

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 and cultural centers. 

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The FY 2020 budget request includes an increase of 2 FTEs and $400,000 for IT 

security and $2,500,000 to cover higher communication costs, which are further justified in 

the Fixed Costs section of this budget submission. 

MEANS AND STRATEGY 

The OCIO will use best practices in the implementation, management, and 

operations of information technology to enhance the “increase and diffusion of 

knowledge” and achieve the Institution’s strategic goals for Enhanced Interdisciplinary 

Research, Reaching one Billion People a Year with a Digital First Strategy, 

Understanding and Impacting 21st Century Audiences, and Enabling Cost-Effective and 

Responsive Administration. The OCIO collaborates with industry partners, cultural 

organizations, academia, and the public to develop 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 

strategic plan and 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 digital 

platforms for the Institution 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; 

 Increase the use of data science and artificial intelligence to drive innovation in 

research and collections management in a cost-effective manner; 

	 Invest strategically in creating a standard mass-digitization process that enables 

replicable, cost-effective, high throughput, and high-quality 2D digitization for all 

Smithsonian priority collections. Digitization efforts to implement this process 

have resulted in digital images for one million collection objects in 2018 alone, 

thereby doubling the rate of digitization at the Smithsonian; and 

 Develop automation processes to scale up our 3D digitization efforts while
 

ensuring that our 3D data models remain durable over time; and
 

 Continue to improve and refine the Institution’s IT Security Program.
 

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EXPLANATION OF CHANGE 

Information Technology (IT) Security — (+$400,000, +2 FTEs) 

The Institution's security program is independently assessed on an annual basis by 

our Office of the Inspector General (OIG), using the National Institute of Standards and 

Technology (NIST) Cybersecurity Framework. Based on our internal assessments, and 

supported by recommendations from the OIG, additional efforts are required to improve 

our ability to detect, respond and recover from emerging vulnerabilities and achieve what 

the Department of Homeland Security (DHS) defines as an “effective” security program. 

This request includes funds to support improvements in our Information Security 

Continuous Monitoring (ISCM) and incident response capabilities to more rapidly detect 

and respond to incidents as well as emerging vulnerabilities and threats. The funding will 

also support addressing audit recommendations to bring the Smithsonian Astrophysical 

Observatory’s network and technology into our continuous monitoring program. 

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

benefits costs of personnel and other related costs of the OCIO. Donor/sponsordesignated funds cover costs related to some 3D digitization projects and a portion of 

the biennial Digitization Fair that opened to the public for the first time in FY 2017. 

188 
 

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 2018 

ENACTED 182 36,234 208 46,197 5 8,762 0 329 

FY 2019 

ESTIMATE 182 36,255 214 43,456 15 10,865 2 665 

FY 2020 

REQUEST 191 37,324 218 43,058 17 13,924 1 585 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in vital arts and humanities research 1 174 1 174 0 0

Education

Engage and inspire diverse audiences 1 248 1 248 0 0

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 3 494 3 494 0 0

Security

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 177 35,339 186 36,408 9 1,069

Total 182 36,255 191 37,324 9 1,069

FY 2019 FY 2020 Change

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 Board of Regents; the 

Provost and Under Secretary for Museums, Education, and Research; and the 

Chief Operating Officer and Under Secretary for Finance and Administration. 

Administration also includes the central activities of human resources, diversity, 

financial and contract management, and legal services. 

The FY 2020 budget request includes an increase of nine FTEs and 

$1,285,000 for essential support and internal control requirements. The request 

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also includes a decrease of -$216,000 for Workers Compensation, which is justified 

in the Fixed Costs section of this budget submission. 

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. 

	 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 Board of Regents and the Institution on issues such 

as museum administration, intellectual and real property, collections 

management, contracts, privacy and cyber security, finance, 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. 

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	 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 exchanges; 

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 

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(in accordance with Smithsonian Directive [SD] 

214 Equal Opportunity Program), and advocate for the use of small, 

disadvantaged, woman- and veteran-owned businesses throughout Smithsonian 

procurement operations (in compliance with SD 216 Supplier Diversity 

Program). 

191 
 

 

 

 

 

 

 

EXPLANATION OF CHANGE 

The budget request includes a decrease of -$216,000 for Workers’ 

Compensation costs that is justified in the Fixed Costs section of this budget 

submission. The request also includes a programmatic increase of 9 FTEs and 

$1,285,000 as described below: 

	 Latino Center (+$200,000, +2 FTEs) — This budget request supports the 

Smithsonian Latino Center (SLC), specifically at the National Museum of 

American History (NMAH). The SLC plans to launch a Smithsonian Latino 

Gallery (SLG) at NMAH beginning in calendar year 2021, as the first space at 

the Smithsonian dedicated to the Latino experience. The SLC has completed an 

interpretive master plan, preliminary schematic design, audience research, 

exhibition content outlines, and is nearing completion of visual identity and 

branding consultancy for the Latino Gallery. A private naming gift has been 

secured and the proposed gallery will operate for a minimum of 10 years at the 

NMAH. The requested positions will play foundational roles in exhibition 

development and production, and digital immersion, outreach, and correlative 

educational programs. 

	 Contracting Support (+$292,000, +2 FTEs) — This funding request supports 

an Inspector General recommendation to increase strategic assistance to the 

Office of Contracting’s customers and to provide the Office’s customers with 

technical advisory assistance, especially on complex acquisitions. The request 

will also fund a contract to analyze the Smithsonian’s procurement spending 

patterns to help make determinations for strategic sourcing of 

goods/commodities. The Institution will rely on this thorough analysis of 

procurement spending data to leverage purchasing and negotiate better supplier 

agreements, which will result in the best value for goods and services required 

by units. 

	 Office of the General Counsel Support (+$200,000, +1 FTE) — The Office of 

the General Counsel requests an additional FTE to address the Smithsonian’s 

current need for advice, representation, and education to support internal 

controls, and to manage the increasing requirements in the areas of 

cybersecurity, privacy, risk management, ethics, international activities, complex 

business transactions, and litigation. 

	 Diversity Support (+$140,000, +1 FTE) — Diversity is one of the expressed 

values in the Smithsonian Strategic Plan. The Office of Equal Employment and 

Minority Affairs’ (OEEMA) Supplier Diversity Program (SDP) advocates for the 

use of small disadvantaged businesses in the Smithsonian’s procurement and 

contracting operations. The Institution is requesting permanent funding for an 

SDP specialist. This position will assist with administrative duties and in 

advocating for unit managers to achieve their SDP goals. 

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	 Human Resources Support (+$453,000, +3 FTEs) — This request supports 

Human Resources (HR) staff required to facilitate internal and external strategic 

change; adequately address hiring timeliness goals; provide quality, timely 

advice and service to Smithsonian units; minimize risks; and improve the 

response time for answering requests for guidance or information. This request 

supports an IT specialist to prepare analytical data and reports for senior 

management and serve as a liaison to the Office of the Chief Information Officer 

to support the management of HR systems. The request also provides a lead 

HR recruitment specialist to provide strategic planning to senior leadership and 

minimize hiring delays. In addition, this request provides an HR specialist to 

implement and administer the Workplace Violence Prevention Program and 

facilitate various Smithsonian-wide initiatives aimed at preventing violence 

through training. 

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. 

193 
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 2018 

ENACTED 24 3,538 0 0 0 0 0 0 

FY 2019 

ESTIMATE 24 3,538 0 0 0 0 0 0 

FY 2020 

REQUEST 27 4,077 0 0 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 24 3,538 27 4,077 3 539

Total 24 3,538 27 4,077 3 539

FY 2019 FY 2020 Change

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 FY 2020 budget request includes an increase of 3 FTEs and $539,000 

for staff to implement internal controls to prevent waste, fraud, and abuse. 

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. 

The Office of Audits conducts audits of the Smithsonian’s existing and 

proposed programs and operations to help improve their efficiency and 

effectiveness. To align its oversight responsibility with available resources, the office 

develops an annual audit plan by conducting a comprehensive risk assessment of 

the Smithsonian’s programs and operations and seeking input from its stakeholders 

at the Smithsonian and in the Congress. The audit plan also includes mandatory 

audits, such as the annual financial statements audits that the OIG oversees. 

194 
The Office of Investigations pursues allegations of waste, fraud, abuse, gross 

mismanagement, employee and contractor misconduct, and criminal violations of 

law that have an impact on the Smithsonian’s programs and operations. It refers 

matters to federal, state, and local prosecutors for action whenever the OIG has 

reasonable grounds to believe there has been a violation of criminal law. The Office 

of Investigations also presents any evidence of administrative misconduct to 

Smithsonian senior management for possible disciplinary action. 

EXPLANATION OF CHANGE 

	 This budget request (+$539,000 and +3 FTES) supports the Office of Inspector 

General (OIG) requirements. During the past 20 years, the OIG share of funding 

has decreased in proportion to the growth of the overall Smithsonian Institution 

budget. The result of this funding erosion is a long-standing backlog in both audit 

and investigative work. The increased resources will address the additional risks 

the Smithsonian faces as it undergoes significant expansion with additional 

museums, fundraising activities, greater reliance on contractors, and an 

increasing dependence on information technology. 

	 The requested resources will support the Smithsonian goal of providing a nimble, 

cost-effective, and responsive administrative infrastructure. The OIG will be able 

to investigate allegations of wrongdoing in a timely manner, review and make 

recommendations for improvements to the Smithsonian’s programs and 

operations, and identify funds that could be put to better use. 

NONAPPROPRIATED RESOURCES — The OIG does not receive any nonappropriated funds. 

195 
 

 

 

 

 

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 2018 

ENACTED 401 77,045 0 0 0 0 0 0 

FY 2019 

ESTIMATE 408 79,545 0 0 0 0 0 0 

FY 2020 

REQUEST 417 84,545 0 0 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Preserve Our Natural and Cultural Heritage

Facilities and Safety

Deliver an aggressive and professional maintenance 

program 402 74,768 411 79,768 9 5,000 

Security

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors and volunteers 6 4,777 6 4,777 0 0

Total 408 79,545 417 84,545 9 5,000 

FY 2019 FY 2020 Change

BACKGROUND AND CONTEXT 

The Facilities Maintenance program is responsible for the maintenance and 

repair of the infrastructure of more than 13 million square feet of owned and 

leased buildings and structures, and 43,000 acres. This includes 19 museums, 

nine research centers, three cultural 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 

ensuring a safe, secure, and healthy environment to enhance the Smithsonian 

196 
 

 

 

 

 

experience for all visitors. The Smithsonian attracts about 30 million visits 

annually. 

As new and renovated museum and research center 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 a 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 well-documented 

goal is to maintain Smithsonian facilities at APPA’s Level 1 standard for building 

maintenance, which is referred to as “Showpiece Facility.” 

Accordingly, 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 is currently at $8.45 billion, 

including the National Museum of African American History and Culture. With this 

requested increase, the Institution’s maintenance budget would be at $84.5 

million, which is still below the NRC’s recommended level. 

The FY 2020 budget request includes increases of 9 FTEs and 

$5,000,000 to help the maintenance program maintain APPA Level 3 services. 

MEANS AND STRATEGY 

To support the Institution’s strategic goal to Preserve Our Natural and 

Cultural Heritage, SF continues an aggressive, long-range facilities maintenance 

and repair program, using the reliability-centered maintenance (RCM) approach, 

which 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,” which provides a minimal level of 

preventive maintenance and building system reliability to ensure that proper 

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environmental conditions are maintained for collections and public expectations 

are met. 

The Smithsonian’s goal is to reduce its maintenance backlog, currently 

estimated at $937 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 2020 budget request includes programmatic increases of 9 FTEs 

and $5,000,000 for the facilities maintenance program. Details concerning this 

request are as follows: 

	 Facilities Maintenance (+$5,000,000, +9 FTEs) — The Smithsonian 

requests $5,000,000 and 9 FTEs to enable its maintenance program to 

continue the work of stabilizing and standardizing the overall condition of 

the Smithsonian’s facilities. The long-term, well-documented goal is to 

maintain Institution facilities at the Leadership in Educational Facilities, or 

APPA, top rating of Level 1. Progress toward that goal has been made in 

recent years. With the resources requested in the FY 2020 budget, the 

Smithsonian will operate at a solid APPA maintenance rating of Level 3 

(out of 5), “Managed Care.” 

The Smithsonian’s maintenance requirements have also been validated 

through the Facility Condition Assessment process and Reliability 

Centered Maintenance (RCM) analysis. This increase provides some 

additional preventive maintenance and building system reliability to ensure 

that proper environmental conditions are maintained for the national 

collections and that public expectations are met. Additionally, this increase 

will enable the Institution to begin closing the gap on deferred 

maintenance and repairs on life-safety systems; elevators and escalators; 

environmental control and heating, ventilation, and air-conditioning 

systems; plumbing infrastructure; roofing systems; and miles of fencing. It 

will enable the Institution to address lead abatement throughout the 

Smithsonian’s aging facilities. 

198 
 

The Smithsonian is challenged to properly care for the nation’s treasures. 

The Smithsonian Institution Building (The Castle), National Museum of 

Natural History, and National Museum of American History have all 

suffered numerous water leaks in the recent past due to failing plumbing 

infrastructure and the lack of resources to maintain or replace corroding 

pipes. With the funds requested, the Institution can prevent these 

catastrophic pipe failures and resulting water damage to collections and 

facilities. 

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 2018 

ENACTED 1,361 226,581 20 2,736 2 411 0 29 

FY 2019 

ESTIMATE 1,361 230,248 20 2,800 4 425 0 0 

FY 2020 

REQUEST 1,361 236,673 20 2,830 3 355 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Understand and Impact 21st Century Audiences

Exhibitions

Offer compelling, first-class exhibitions 4 474 4 474 0 0

Preserve Our Natural and Cultural Heritage

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 635 151,178 635 152,103 0 925

Security

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors and volunteers 722 78,596 722 84,096 0 5,500

Total 1,361 230,248 1,361 236,673 0 6,425

FY 2019 FY 2020 Change

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 30 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 13 million square feet of owned and leased facilities, 

including 19 museums, nine research centers, three cultural centers, and the 

National Zoological Park. 

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; 

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motor vehicle 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 2020 budget request includes an increase of $5,500,000 for 

security requirements, and a net increase of $925,000 for utilities, postage, and 

rent, which is justified in the Fixed Costs section of this budget submission. 

MEANS AND STRATEGY 

SF will pursue the Institution’s strategic goal to Understand and Impact 

21st Century Audiences by continuing to develop exhibits and public programs 

for horticulture, architectural history, and historic preservation. 

To support the Institution’s strategic goal to Preserve Our Natural and 

Cultural Heritage, 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). SF is committed to measuring performance and staffing 

levels to ensure that the highest affordable levels of 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 continuing a strategic security staffing analysis to 

determine exactly how many security and law-enforcement staff are needed at 

each of the Smithsonian’s major facilities. The ongoing analysis includes pay 

levels, training/skill requirements, armed versus unarmed coverage, and the 

appropriate mix of Smithsonian officers versus contract security guards. 

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 

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wellness; and ensures that all Smithsonian facilities comply with local building 

codes, environmental regulations, and management best practices. 

EXPLANATION OF CHANGE 

The FY 2020 budget request includes programmatic increases of 

$5,500,000. The request will support the Institution’s security requirements, as 

detailed below: 

	 Security (+$5,500,000) — 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, recent increases 

in violent shooter attacks in the United States have highlighted the need 

to improve the Smithsonian’s ability to respond quickly to these types of 

incidents. 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 Smithsonian requests $5,500,000 and 0 FTEs for 

existing unfunded security positions and additional contract security 

guards to continue with full-time magnetometer screening and bag 

searches at public entrances, conduct exterior patrols, provide additional 

security in galleries and other public spaces, as well as begin security 

coverage at the Arts and Industries Building for upcoming public use. 

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

and the National Museum of the American Indian. Taken together, these 

museums accounted for more than 18.7 million visitors in FY 2018. 

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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FACILITIES CAPITAL
 

FY 2018 Enacted $311,903,000 

FY 2019 Enacted $303,503,000 

FY 2020 Request $219,000,000 

Federal Resource Summary by Performance Objective and Program Category 

Performance 

Objective/ 

FY 2018 FY 2019 FY 2020 

Program Category FTE $000 FTE $000 FTE $000 

Facilities and Safety 

Improve Smithsonian 

facilities operations 

and provide a safe and 

healthy environment 

48 296,603 48 295,003 48 210,500 

Security 

Provide world-class 

protection for 

Smithsonian facilities, 

collections, staff, 

visitors, and volunteers 

0 15,300 0 8,500 0 8,500 

Total 48 311,903 48 303,503 48 219,000 

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. 

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’s (NRC) Facility Condition 

Assessments to calculate a Facilities Condition Index (FCI) rating. The FCI 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 

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calculated by dividing the sum of the deferred maintenance (based on the assessed 

condition ratings) of eight building systems (roofs, electrical, plumbing, HVAC, 

conveyance — i.e., elevators and escalators — interior, exterior, and structure) by the 

Current Replacement Value (CRV) of the facilities. FCI values of less than 90 percent 

are considered “poor.” The most recent overall FCI rating for Smithsonian facilities 

remained at 89.0 percent, the same rating as in FY 2016. This percentage is based on 

an estimated overall CRV of $8.45 billion and an estimated $937 million value of the 

Smithsonian’s backlog of deferred maintenance and repair. 

The individual FCI of eight Smithsonian facilities has declined, with one facility 

falling from the good to fair category and one facility improving from the poor to fair 

category. The NRC’s recommended goal is a rating of 95 percent or greater. 

Accordingly, to reverse a continuing downward trend in the FCI of many essential 

facilities, 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 $219 million for its Facilities Capital Program in FY 2020. 

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 $219,000,000 and 48 FTEs for the Facilities Capital 

Program in FY 2020. The requested funds will enable the Institution to continue the 

major renovation project at the National Air and Space Museum (NASM). In addition, 

major revitalization efforts will continue at the National Air and Space Museum’s Steven 

F. Udvar-Hazy Center in Chantilly, Virginia, the National Zoological Park, and other 

priority areas, including projects for the Hirshhorn Museum and Sculpture Garden 

(HMSG) and facilities at the Suitland Collections Center. This request also funds 

stabilization of failing infrastructure and façade components of the Smithsonian Castle, 

as well as other priorities such as security and mechanical upgrades at buildings in 

Washington, DC; infrastructure upgrades at buildings the Smithsonian Tropical Research 

Institute in Panama; and mitigation of safety and security hazards throughout the 

Institution. 

The following chart summarizes the Institution’s request for the highest priority 

FY 2020 Facilities Capital projects. 

204 
Federal Trust* Federal Trust* Congress Trust*

Received Estimate Estimate Estimate Request Estimate

$Millions

REVITALIZATION 

Major Projects

Cooper Hewitt, Smithsonian Design Museum 4.5 2.8

Donald W. Reynolds Center 1.0 3.5 1.7

Freer Gallery of Art 0.5 2.0

Hirshhorn Museum and Sculpture Garden 2.0 0.7 8.5 0.8

National Air and Space Museum (NASM) 198.0 210.0 50.0 100.0 53.3

NASM Steven F. Udvar-Hazy Center 10.0 18.4

National Museum of American History 2.0 4.0 3.0

National Museum of the American Indian 3.6 4.0

National Museum of Natural History 18.0 3.5 1.5

National Zoological Park 20.1 18.5 5.0 25.0 7.8

Quadrangle 2.0

Smithsonian Astrophysical Observatory 2.2 0.9 0.8

Smithsonian Environmental Research Center 2.0 2.0 2.0

Smithsonian Institution Building (Castle) 2.6 1.5 5.0 1.0 5.0

Smithsonian Tropical Research Institute 1.9 1.5 1.7 1.0

Collections Space & Support Program (Multiple Locations) 8.2 7.0 0.5 5.5 0.8

Fire-Alarm Panel Replacement 2.0 4.0 2.0

Multiple Site Projects and General Capital Support 14.0 15.8 14.5

Facilities Planning and Design 20.3 17.0 29.6

SUBTOTAL 301.9 0.0 303.5 63.2 219.0 70.4

NASM Udvar-Hazy Collections Storage Module 10.0

SUBTOTAL 10.0 0.0 0.0 0.0 0.0 0.0

TOTAL PROGRAM 311.9 0.0 303.5 63.2 219.0 70.4

FY 2018 FY 2019 FY 2020

CONSTRUCTION

SMITHSONIAN INSTITUTION

Federal Facilities Capital Program Summary

FYs 2018 − 2020

CATEGORY

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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 

100,000 

NASM Udvar-Hazy Center (UHC) Repair Leaks of Building Envelope and Roof 18,400 

National Zoological Park (NZP) Renew Bird House and Great Flight Cage 

Upgrade Life-Safety and Infrastructure 

20,000 

5,000 

National Museum of Natural History (NMNH) Upgrade Fire-Alarm Panel and MassNotification Systems 1,500 

National Museum of American History 

(NMAH) 

Improve Kitchen Grease Vent System 3,000 

Hirshhorn Museum and Sculpture Garden 

(HMSG) 

Revitalization of Building Envelope and 

Building Systems 

Vertical Transportation Revitalization 

2,000 

6,500 

Quadrangle Mass Notification with Extension 2,000 

Donald W. Reynolds Center (DWRC) Replace Gallery Lighting 3,500 

Smithsonian Institution Building (Castle) Façade Repair and Stabilization 

Implementation 

1,000 

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Facility Project $000 

Smithsonian Tropical Research Institute 

(STRI) 

Replace and Improve Facilities at Galeta 

(Phase 1) 

1,700 

Smithsonian Astrophysical Observatory 

(SAO) 

Repair Roads at Fred L. Whipple 

Observatory (SAO-AZ) 

800 

Suitland Collections Center (multiple 

facilities) 

Replace Air-Handling Units (AHUs) 

Replace Emergency Generator and 

Chillers 

3,900 

1,600 

Freer Gallery of Art Upgrade Leak-Detection System 2,000 

Multiple Facilities Fire-Alarm Panel Replacements 2,000 

Multiple Locations Building Projects less than $1,000,000 

and Miscellaneous Repairs 

Construction Supervision Administration 

7,500 

7,000 

TOTAL, REVITALIZATION PROJECTS $189,400 

FACILITIES PLANNING AND DESIGN $29,600 

FY 2020 TOTAL REQUEST $219,000 

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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 2020 COST ESTIMATE (Thousands of Dollars): $100,000* 

PRIOR-YEAR FUNDING $408,000* 

FUTURE-YEAR FUNDING $ 90,000* 

Total $598,000* 

* 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 warping 

and 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 designed to 

support only two million visitors annually. Within six months of opening, five million 

visitors were recorded. Today, it remains 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 

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temperature and humidity controls. The Smithsonian requests $100.0 million in FY 2020 to 

fund construction activities, award contract(s) for artifact protection, and move staff to swing 

space. 

PROGRESS TO DATE: 

Design work began in June of 2014 with the award of the concept/schematic design 

contract. The design contract was awarded in March of 2016. Design reached 100 percent 

completion in August of 2017 and final construction documents were submitted in January 

of 2018. The Construction Manager as Constructor (CMc) pre-construction services began 

in January of 2017 with award of contract. Formal value engineering exercises with the CMc 

were conducted in July of 2017 (at 65 percent design) and November of 2017 (at 100 

percent design). With the release of the final construction documents, the CMc submitted a 

Guaranteed Maximum Price (GMP) in May of 2018, which was followed by a series of value 

engineering proposals, scope clarifications, and a revised GMP in August of 2018. The 

construction contract was awarded at the GMP on August 20, 2018 and the notice-toproceed (NTP) was issued on September 17, 2018. On-site mobilization activities started in 

the first quarter of FY 2019. 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 work is complete. 

IMPACT OF DELAY: 

If funding is delayed, the pace of revitalization work begun in FY 2019 will be 

slowed. 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 will not be maintained. Existing building systems in future work zones must remain 

operational as the revitalization work progresses until their ultimate replacement is 

accomplished. Building system breakdowns will become more frequent and unpredictable, 

likely resulting in emergency building closures. 

The following diagram provides a high-level view of the incremental sequence 

approach the Smithsonian will undertake throughout the renovation. The Smithsonian 

intends to keep approximately half of the Museum open during the project, while working 

on the exterior and interior projects in parallel by zone, as outlined below. 

209 
210
 
 

 

 

 

 

 

 

 

PROJECT TITLE: Repair Leaks of Building Envelope and Roof 

INSTALLATION: National Air and Space Museum (NASM) — Udvar-Hazy Center 

LOCATION: Chantilly, Virginia 

FY 2020 COST ESTIMATE (Thousands of Dollars): $18,400* 

PRIOR-YEAR FUNDING: $10,000* 

FUTURE-YEAR FUNDING: $0* 

Total $28,400* 

* Does not include funding in Facilities Planning and Design 

BUILDING BACKGROUND: 

The Udvar-Hazy Center in Chantilly, Virginia is the companion facility to the 

National Air and Space Museum on the National Mall in Washington, DC. Opened in 

2003, the 760,000-square-foot building consists of two large hangers — the Boeing 

Aviation Hangar and the James S. McDonnell Space Hangar. The facility displays 

thousands of aviation and space artifacts, including a Lockheed SR-71 Blackbird and the 

space shuttle Discovery, and hosts more than one million visitors a year. 

PROJECT JUSTIFICATION: 

The Udvar-Hazy Center has experienced water and air infiltration issues since its 

opening in 2003. Attempts to repair these leaks have not addressed the underlying 

cause. 

PROJECT DESCRIPTION: 

The multi-year project will remove and replace select areas of the existing roof 

experiencing leaks, and overlay the roof with an applied membrane; replace the existing 

Kalwall glazing; and repair select areas of the exterior metal wall system, terrace, and 

foundation walls experiencing air and water infiltration. The Smithsonian requests 

$18.4 million in FY 2020 to fund construction (leak repair) activities. 

PROGRESS TO DATE: 

A planning study was completed in July of 2015 and design work began in March 

of 2016 with award of design contract. A formal value engineering exercise completed in 

October of 2016 recommended several project scope approaches and associated budget 

costs. Design was completed in September of 2018. Solicitation for construction is 

scheduled for the second quarter of FY 2019 with award by the third quarter of FY 2019. 

IMPACT OF DELAY: 

If funding is delayed, the building roof and envelope will continue to leak, 

necessitating continued temporary repairs and severely impairing the Institution’s ability 

to maintain the safety and security of the Museum’s collections and the visiting public. 

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PROJECT TITLE: Renew Bird House and Great Flight Cage 

INSTALLATION: National Zoological Park (NZP) 

LOCATION: Washington, DC 

FY 2020 COST ESTIMATE (Thousands of Dollars): $20,000* 

PRIOR-YEAR FUNDING: $24,000* 

FUTURE-YEAR FUNDING: $0* 

Total $44,000* 

* Does not include funding in Facilities Planning and Design 

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 addition was connected to the building with 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 useful lifespan and most of the failed and failing 

equipment and systems date back to the 1960s and 1970s. The 2016 Facilities Condition 

Index (FCI) for the Bird House is 66.1 percent (FCIs below 90 percent are considered 

poor), one of the worst in the Smithsonian facility portfolio. 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, conservationbased 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 upgraded 

animal/human life-safety, life-support, electrical, plumbing, security and data systems. 

Additionally, the Bird House will get upgrades to its primary and secondary bird 

containment systems, following 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 is 

being erected, and highly pathogenic avian influenza (HPAI)-resistant netting is being 

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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 $20.0 million in FY 2020 to continue this project. 

PROGRESS TO DATE: 

With the $4.0 million appropriated in FY 2017, construction of the bird collections 

swing space was completed and the animals relocated. The Bird House closed to the 

public in January of 2017. Construction proposals for the revitalization of the Bird House 

and Great Flight Cage Aviary project were received in July of 2018, with a best-value 

construction bid awarded in the amount of $37.7 million in September of 2018. 

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 collections now housed in temporary 

swing space, which cannot be safely maintained there indefinitely. Failure to revitalize this 

facility will require that the building remain closed indefinitely, preventing public access to 

our nation’s living collection of significant birds and hindering the important work of the 

Smithsonian Migratory Bird Center and the National Zoo’s mission of saving endangered 

species. 

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PROJECT TITLE: Upgrade Life-Safety System Infrastructure 

INSTALLATION: National Zoological Park (NZP), Rock Creek Park and Front Royal 

LOCATION: Washington, DC and Front Royal, Virginia 

FY 2020 COST ESTIMATE (Thousands of Dollars): $5,000* 

FUTURE-YEAR FUNDING: $55,100* 

* Does not include funding in Facilities Planning and Design 

Total $60,100* 

BUILDING BACKGROUND: 

Multiple buildings, at both the Rock Creek and Front Royal locations, have major 

capital systems renewal needs due to failed and failing infrastructure. The facilities also 

do not meet 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 upgrades to fire-alarm detection systems that will soon be phased out by the 

systems’ manufacturers and parts suppliers. 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. Additionally, infrastructure projects 

not already completed per the master plan include: stormwater management; upgrading 

living collections infrastructure at animal habitats and yards; continuing the refurbishment 

of the NZP’s 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, fencing, animal containment, and utility infrastructure 

repairs and upgrades at Front Royal. 

PROJECT JUSTIFICATION: 

This project will provide continued funding for major capital renewal and 

replacement of failed and/or failing life-safety and infrastructure systems throughout both 

the Rock Creek and Front Royal campuses. 

PROJECT DESCRIPTION: 

The Smithsonian requests $5.0 million in FY 2020 to continue the NZP’s major capital 

renewal program, per the adopted comprehensive facilities master plan, and to replace failed 

and failing life-safety and infrastructure systems at both the Rock Creek and Front Royal 

campuses. 

PROGRESS TO DATE: 

At Rock Creek, the failed steam lines have been replaced from under the boiler 

plant to the Think Tank and from the Think Tank to the Police Station, Mane Café and 

Amazonia building. A new electrical substation was installed across from the bus lot on 

North Road, and another electrical substation replacement is complete behind the Police 

Station, serving the Lower Zoo. Phase One of the Police Station Renewal is complete, 

along with the swing space for the NZP Police and Health Unit. The North Road retaining 

wall and structural/life-safety systems were provided at the adjacent General Services 

Building. Visitor safety and animal containment improvement projects have been 

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completed at the Lion/Tiger and Great Apes Houses and at the Zebra/Cheetah exhibit 

areas. The smoke-evacuation and fire-safety system was completed at the Great Ape 

House. Visitor safety improvements at the Giant Panda House are under construction, 

and the designs for the Giant Panda smoke-evacuation system and mechanical systems 

improvements are complete. Multiple projects are in the planning and design stages for 

the current Five-Year Capital Plan, and designs for the FY 2020 appropriation cycle will 

be completed in FY 2019. Projects include improved site utilities and living collections 

infrastructure at both campuses, and Association of Zoos and Aquariums (AZA) required 

barn and animal holding, fire protection and containment improvements at Front Royal. 

Other planned projects include security improvements, structural and ADA improvements 

at the General Services Building, and additional support for office areas at both 

campuses. 

IMPACT OF DELAY: 

Failure to upgrade NZP life-safety systems and infrastructure will result in 

operational emergency responses that are costly, disruptive and preventable. The 

potential impact of 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 essential to the survival of rare and endangered species. 

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PROJECT TITLE: Upgrade Electrical Systems and Components 

INSTALLATION: National Museum of Natural History (NMNH) 

LOCATION: Washington, DC 

FY 2020 COST ESTIMATE (Thousands of Dollars): 

FUTURE-YEAR FUNDING: 

Total 

$1,500 

$8,500 

$10,000 

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. In addition to its wide array of public exhibits, the 

1.5-million-square-foot-building houses more than 60 million specimen collections (used by 

both resident and visiting researchers), and educational, scientific, and administrative 

facilities serving approximately 1,200 people. The NMNH is one of the most visited 

museums in the world and hosts between seven and eight million visitors annually. 

PROJECT JUSTIFICATION: 

Most of the building’s electrical systems were installed in the early 1960s and they 

need major replacement. Breakdowns of the systems are frequent, repair parts are often 

difficult to find, and the systems are not code-compliant, presenting a safety hazard to 

visitors and collections. The reliability of the electrical system is compromised by the 

deteriorated condition of the antiquated switchboards, bus ducts, network protectors, 

generators, transfer switches, and distribution and branch circuit panel boards. 

PROJECT DESCRIPTION: 

The Smithsonian requests $1.5 million in FY 2020 to continue the ongoing 

renovation process, with a particular focus on upgrading the electrical systems. To that 

end, specific electrical work includes correcting all inadequate short-circuit rating 

equipment, replacing obsolete equipment, installing new dedicated life-safety panels, and 

abating hazardous material encountered during this upgrade. 

PROGRESS TO DATE: 

As part of ongoing renovations, an exhaustive survey and analysis of current 

electrical systems was completed to inform a feasibility study. Based on the findings, the 

architect/engineer (A/E) produced Contract Documents (CDs) to 65 percent complete, at 

which time it became obvious that numerous life-safety components would also require an 

upgrade. The main part of the project was placed on hold while the A/E surveys were 

studied to enable the engineers to relocate life-safety circuits to new panels and coordinate 

changes with the Building Automated System. The 100 percent CDs are expected by the 

end of 2019. For each discreet area of the building — Main Building, wings and courts — 

there is a plan for what needs to be replaced and upgraded, including emergency device 

coordination. This well-defined infrastructure renovation is essential to maintaining the 

NMNH’s continued service to the public. 

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IMPACT OF DELAY: 

Electrical currents introduce large amounts of destructive energy into a facility in the 

form of heat and magnetic force. The reliability and safety of an electrical system depend 

on protective devices and electrical equipment being updated regularly and checked for 

code compliance. If a building is not properly protected, equipment will be damaged and 

maintenance personnel will be at risk of injury. An upgrade is required to protect the 

Museum’s collections, staff, and the visiting public. Ultimately, a compromised electrical 

system would also impede the Museum’s regular operations and would delay the exhibit 

re-installation program. 

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PROJECT TITLE: Improve Grease Vent System 

INSTALLATION: National Museum of American History (NMAH) 

LOCATION: Washington, DC 

FY 2020 COST ESTIMATE (Thousands of Dollars): $3,000 

BUILDING BACKGROUND: 

The National Museum of American History, Kenneth E. Behring Center (NMAH), 

opened to the public in 1964, and is one of the Smithsonian’s most visited museums. 

This classic modern building (752,000 gross square feet) contains a variety of exhibitions 

that explore America’s technological, scientific, cultural, and political history. A 2006 

master plan generated a series of public space renewal projects, clarifying circulation, 

modernizing building systems and finishes, and incorporating innovative black box 

galleries for exhibit installations. To date, renewal of public floors one, two, and three, 

totaling approximately 240,000 square feet in the center core and West Wing of the 

Museum, is complete. The future East Wing public space renewal project will occur in two 

phases, beginning in FY 2026. An updated master plan, completed in 2018, contains 

recommendations for continued modernization of building systems, renovations of the 

spaces on the remaining floors of the building primarily containing workspaces, 

collections storage and food service, and improvements to the extensive grounds 

surrounding the Museum, including flood protection. 

PROJECT JUSTIFICATION: 

This project is necessary to address grease build-up in the ventilation system and 

grease dripping onto workers in the kitchen, which increases the risk of highly dangerous 

grease fires, and to stop odors from emanating throughout the building. 

PROJECT DESCRIPTION: 

The Smithsonian requests $3.0 million in FY 2020 to upgrade the exhaust 

ductwork in the kitchen to meet current code requirements, improve the dynamic airflow 

exiting the system at the roof, and reduce grease build-up on the interior walls of the 

ducts. This work will involve replacing all of the existing horizontal duct runs and rebalancing the airflow in the kitchen and nearby loading dock area, as well as re-tooling 

controls to allow the chiller plant to remain under slightly negative pressure, to prevent 

kitchen odors from emanating throughout the rest of the floor. 

PROGRESS TO DATE: 

Design began in FY 2017 and will be complete in FY 2019. 

IMPACT OF DELAY: 

Delaying this project will continue to increase the risk of grease fires due to grease 

build-up in the kitchen ventilation system. 

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PROJECT TITLE: Revitalization of Building Envelope and Building Systems 

INSTALLATION: Hirshhorn Museum and Sculpture Garden (HMSG) 

LOCATION: Washington, DC 

FY 2020 COST ESTIMATE (Thousands of Dollars): $2,000 

FUTURE-YEAR FUNDING: $12,000 

Total $14,000 

BUILDING BACKGROUND: 

The Hirshhorn Museum and Sculpture Garden (HMSG), the Smithsonian 

Institution’s Museum of modern and contemporary art, was designed by architect Gordon 

Bunshaft, FAIA, of Skidmore, Owings, and Merrill, and opened to the public in 1974. The 

Museum is located at the northwest corner of 7th Street and Independence Avenue, SW, 

and the Sculpture Garden is north of the Museum across Jefferson Drive. The building is 

cylindrical in shape, 231 feet in diameter, and raised 14 feet above a paved plaza on four 

concrete piers. The building is clad with precast concrete panels with crushed pink 

granite aggregate. The center of the drum is a circular courtyard with a large, shallow, 

bronze fountain. The Museum building has four above-ground stories and a lower level 

below the plaza that surrounds the building. 

PROJECT JUSTIFICATION: 

This project is necessary to replace building envelope components which have 

reached the end of their useful life. The roof is more than 25 years old, and the section 

located directly above collection storage on the fourth floor occasionally leaks and is in need 

of replacement. The galvanized steel attachments for the exterior concrete wall panels have 

deteriorated and are beginning to corrode. The exterior wall lacks insulation and a vapor 

barrier, which causes problems with condensation and poor thermal performance. 

PROJECT DESCRIPTION: 

The Smithsonian requests $2.0 million in FY 2020 to begin repairs and 

improvements to the building envelope at the Museum. This will include replacing the 

panel attachment system with new, non-corrosive stainless steel connections, adding 

insulation and a vapor barrier at the exterior wall, and replacing the roof and balcony 

windows to ensure continuity of waterproofing. 

PROGRESS TO DATE: 

A Building Envelope Study was completed in FY 2017, followed by testing to 

obtain additional information in FY 2018. Design is now under way and will be completed 

by November of 2019, prior to construction beginning in FY 2020. 

IMPACT OF DELAY: 

Continued corrosion of the exterior panel attachment system creates the risk of 

panels becoming detached and falling to the plaza below, causing a public safety hazard. 

Rain damage to the collections on the fourth floor could result if replacement of the roof is 

delayed. 

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PROJECT TITLE: Vertical Transportation Revitalization 

INSTALLATION: Hirshhorn Museum and Sculpture Garden (HMSG) 

LOCATION: Washington, DC 

FY 2020 COST ESTIMATE (Thousands of Dollars): $6,500 

FUTURE-YEAR FUNDING: $1,500 

Total $8,000 

PROJECT JUSTIFICATION: 

The vertical transportation system at the HMSG includes the passenger elevator, 

freight elevator, and levelers at the loading dock. This equipment is original to the 

building and in need of modernization. The parts are prone to failure and some parts are 

no longer available. Closure of the elevators and escalator for repairs is becoming more 

frequent. Full replacement of the escalators and elevators is not necessary, but 

replacement of major components and upgrades to meet building codes are required. 

PROJECT DESCRIPTION: 

The Smithsonian requests $6.5 million in FY 2020 to begin the revitalization of the 

elevators, escalators, and levelers at the loading dock at the HMSG. An additional $1.5 

million will be required in FY 2021. 

PROGRESS TO DATE: 

A study was completed in December of 2018, which surveyed the existing 

conditions of the vertical transportation system and made recommendations. The study 

concluded that the vertical transportation system has exceeded its life-cycle expectancy 

by 15 years and needs major repairs, replacement of components, and upgrades to meet 

current building codes. Design will begin in FY 2019 and will be completed in time to 

award a construction contract in FY 2020. 

IMPACT OF DELAY: 

An unplanned shutdown of the Museum is possible if there are failures to the 

elevators, because there is no redundancy to these systems. The passenger elevator is 

the only accessible path to the galleries for persons with disabilities or with strollers. The 

escalator is the primary circulation path for visitors going to the lower level, second and 

third-floor galleries. When the escalator is not in use, the only path to the galleries is the 

small, slow passenger elevator, which cannot adequately address the needs of visitors. 

The freight elevator is used to move art and for operational needs of the Museum. These 

activities are essential to the functioning of the HMSG. Prolonged failure and closure of 

any of these systems may require an unplanned closure of the Museum. 

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PROJECT TITLE: Mass-Notification and Fire-Alarm Upgrades 

INSTALLATION: Quadrangle 

LOCATION: Washington, DC 

FY 2020 COST ESTIMATE (Thousands of Dollars): $2,000 

PRIOR-YEAR FUNDING: $2,000 

Total $4,000 

PROJECT JUSTIFICATION: 

The facility does not have a dependable, comprehensive system for notification of 

occupants in the event of an emergency. Furthermore, manufacture of the existing 

fire-alarm system has been discontinued and replacement parts are no longer available. 

The fire-alarm and mass-notification systems at the Freer Gallery, with public and staff 

areas contiguous with those of the Quad, have recently been replaced and will be 

completely compatible with the new systems at the Quad. 

PROJECT DESCRIPTION: 

The Smithsonian requests $2.0 million in FY 2020 to complete the installation of a 

new mass-notification and fire-alarm system at the Quadrangle. 

PROGRESS TO DATE: 

The design of the system is complete. Replacing the old systems has been 

initiated with $2.0 million in FY 2019 funding and is approximately 50 percent complete. 

IMPACT OF DELAY: 

If not funded, the installation of new systems will remain incomplete and the 

building occupants will face increased security risks. 

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PROJECT TITLE: Replace Gallery Lighting 

INSTALLATION: Donald W. Reynolds Center (DWRC) 

LOCATION: Washington, DC 

FY 2020 COST ESTIMATE (Thousands of Dollars): $3,500 

FUTURE-YEAR FUNDING: $5,000 

Total $8,500 

BUILDING BACKGROUND: 

Originally constructed as the Patent Office Building in 1840, the Donald W. 

Reynolds Center is an excellent example of a Greek Revival public office building. The 

South Wing is the original building and is distinguished by a monumental Greek Doricstyle portico. The East, West, and North Wings, added between 1852 and 1867, 

expanded the building to occupy two entire blocks between 7th and 9th Streets and 

between F and G Streets NW, Washington, DC. The total gross square footage is 

669,931 square feet. A major renovation of the building was completed in 2006 by 

Hartman Cox. In 2007, the center courtyard was enclosed by a glass canopy designed by 

Norman Foster. 

PROJECT JUSTIFICATION: 

The track lighting at the Reynolds Center overheats, causing a hazardous 

situation. Repairing the track requires replacement parts; however, the current type of 

track lighting used is no longer being manufactured and parts are no longer available for 

repairs. Track lighting throughout the building must be replaced. The new LED light 

fixtures will provide greater flexibility and improved energy efficiency. 

PROJECT DESCRIPTION: 

The Smithsonian requests $3.5 million in FY 2020 to begin replacing track lighting 

in the galleries at the Reynolds Center with a new LED track lighting system. Swing 

space or protection-in-place will be required for the collections that are in the galleries 

while the lighting system is replaced. The lighting installation will be funded for a threeyear period, beginning in FY 2020 and ending in FY 2022. 

PROGRESS TO DATE: 

Design for the new lighting system has been funded and will be completed by 

March of 2019. A detailed schedule has been developed for the work in each gallery to 

coordinate the installation of new lighting with Museum exhibits and programs. 

IMPACT OF DELAY: 

The impact of delay is potential damage to the collections and the safety of staff 

and visitors due to fire. Heat sensors have been installed to provide a warning that the 

light track is overheating, but the risk needs to be eliminated by replacing the track and 

fixtures. 

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PROJECT TITLE: Façade Repair and Stabilization Implementation 

INSTALLATION: Smithsonian Institution Building (SIB) 

LOCATION: Washington, DC 

FY 2020 COST ESTIMATE (Thousands of Dollars): $1,000 

PRIOR-YEAR FUNDING: $5,000 

FUTURE-YEAR FUNDING: 0 

Total $6,000 

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. It is listed by the 

Department of the Interior as a National Historic Landmark. 

PROJECT JUSTIFICATION: 

The slow but steadily increasing deterioration of the sandstone façade of the 

Smithsonian Castle has progressed to the point where water intrusion is causing 

significant damage to the integrity of the stone itself as well as 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 DESCRIPTION: 

Stones have become detached and/or loose and need to be repaired or removed for 

reinstallation and/or replacement when the full building revitalization is undertaken. The 

Smithsonian requests $1.0 million in FY 2020 to complete the phased close inspection and 

repair of the stone façade and wood windows to mitigate water intrusion and the resulting 

interior damage. 

PROGRESS TO DATE: 

The façade has been surveyed and approximately two-thirds has been repaired. 

IMPACT OF DELAY: 

Deterioration of the façade will continue, with resultant damage to the interior of 

the building from water infiltration, and risk to visitors and staff from falling fragments of 

stone. 

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PROJECT TITLE: Replace and Improve Facilities at Galeta (Phase 1) 

INSTALLATION: Smithsonian Tropical Research Institute (STRI) 

LOCATION: Panama 

FY 2020 COST ESTIMATE (Thousands of Dollars): $1,700 

PRIOR-YEAR FUNDING: (Planning and Design not included) $0 

FUTURE-YEAR FUNDING: $4,800 

Total $6,500 

BUILDING BACKGROUND: 

The Galeta Marine Station is located near the Caribbean terminal of the Panama 

Canal and the city of Colon. It serves as a laboratory, marine and wetland environmental 

monitoring station, as well as an education and outreach center for STRI. The site includes 

several small dormitories, a laboratory building, a small administration structure, and 

support buildings. 

PROJECT JUSTIFICATION: 

The buildings at Galeta Marine Station are located directly on an eroding shoreline 

and are experiencing seawater infiltration during high tides and windy conditions. In addition, 

the existing laboratory and dormitories are located in old, outdated buildings that are not 

compliant with current building codes. Among many deficiencies, they do not have fireprotection sprinklers and the current sanitary and potable water systems are substandard. 

PROJECT DESCRIPTION: 

As part of STRI’s Facilities Master Plan, the existing dormitories and laboratory will 

be replaced with code-compliant structures to safely host the research, education and 

outreach activities at Galeta. A fire-protection system will be installed to provide full sprinkler 

coverage to new and existing buildings. Additional infrastructure work includes a new 

wastewater system and upgrades to the existing potable water and main electrical systems. 

The Smithsonian requests $1.7 million in FY 2020 for Phase 1 of this project, which 

includes the installation of a fire-protection system, a water reserve tank for potable water 

and fire suppression, and upgrades to the main electrical system. Future work will 

incorporate a new wastewater system (Phase 2), a replacement laboratory/administration 

building (Phase 3), and a replacement dormitory building (Phase 4). 

PROGRESS TO DATE: 

Design is currently under way and expected to be completed by the end of FY 2019, 

in time to award the construction contract for Phase 1 in mid-FY 2020. 

IMPACT OF DELAY: 

The Galeta Marine Station requires major renovations at many essential facilities, 

including the laboratory, administration building, and dormitories. Delaying this project will 

increase maintenance costs, impair STRI’s ability to conduct research and educational 

programs at Galeta, and potentially endanger visitors and staff. 

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PROJECT TITLE: Repair Roads at Fred L. Whipple Observatory (FLWO) 

INSTALLATION: Smithsonian Astrophysical Observatory (SAO) 

LOCATION: Tucson, Arizona 

FY 2020 COST ESTIMATE (Thousands of Dollars): $800 

PRIOR-YEAR FUNDING: $1,700 

FUTURE-YEAR FUNDING: $3,200 

Total $5,700 

PROJECT BACKGROUND: 

The Smithsonian Astrophysical Observatory (SAO) is located at the summit of Mt. 

Hopkins, at an elevation of 8,550 feet, reachable only by Mt. Hopkins Road, a 12-milelong, unimproved single-lane access road. The road was constructed by the Smithsonian 

more than 50 years ago to accommodate traffic by SAO research faculty, staff and 

students, as well as contractors and some members of the public. Telescopes are sited 

on the summit peaks. SAO activities on Mt. Hopkins require access to and from its 

facilities at the Base Camp (located at 4,500 feet) and the summit to conduct basic 

operations, research, and educational activities that form its core mission. 

PROJECT DESCRIPTION: 

The surface of the single-lane road is largely unpaved, outsloped to the canyons 

1,300 feet below, and is uneven with numerous switchbacks. Several sections are sloped 

at a 24-percent grade, which is well outside the anticipated capability of drivers, standard 

vehicles and pedestrians. Severe weather is commonplace, and the road requires 

frequent grading and maintenance to provide a minimum level of safety. Most crucially, in 

addition to ongoing repair and replacement/extension of guardrails, SAO has identified 

six sections of the road that have been stabilized against collapse by 60–70-year-old 

landing mats and steel cables. There has been significant movement and rupture of this 

system that must be corrected immediately. In addition, the road has numerous exiting 

metal drainage culverts in close proximity to the 13-kilovolt (KV) power line that services 

the summit. These culverts require frequent clean-out operations, during which the power 

to the mountain is shut off because of the proximity of the power line to the conductive 

culverts. The Smithsonian requests $800,000 in FY 2020 to stabilize the road and 

replace the metal culverts with concrete culverts to mitigate these life-safety issues. 

PROGRESS TO DATE: 

Design is complete. Construction for the first two of the prioritized six sections was 

awarded in FY 2018, and the contract for the third section of six was awarded in FY 2019. 

The requested funds will start to rectify this significant safety hazard. 

IMPACT OF DELAY: 

Until funding is available to do necessary road work, SAO staff, visitors, and 

scientists will continue to face increased life-safety risks when driving to and from the 

Observatory. 

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PROJECT TITLE: 

INSTALLATION: 

LOCATION: 

Replace Air-Handling Units (AHUs) 

Suitland Collections Center 

Suitland, Maryland 

FY 2020 COST ESTIMATE (Thousands of Dollars): $3,900 

PRIOR-YEAR FUNDING: $664 

FUTURE-YEAR FUNDING: $7,000 

Total $11,564 

BUILDING BACKGROUND: 

The Museum Support Center (MSC) at the Smithsonian Institution’s Suitland 

Collections Center (SCC) is the Smithsonian’s largest collection storage facility. Opened in 

1983, the three-story structure has five separate storage areas (Pods), as well as labs and 

office areas to support the care and analysis of the Institution’s valuable collection of 

objects and documents. The storage pods and offices are separated by an access corridor 

(the Street) that allows movement of objects within the building. 

PROJECT JUSTIFICATION: 

Seven of the air-handling units (AHUs) supporting the heating, ventilation, and airconditioning (HVAC) system in Pods 1, 2, and 4 and the Street are original to the building 

and have exceeded their useful lives. They urgently require replacement. 

PROJECT DESCRIPTION: 

The Smithsonian requests $3.9 million in FY 2020 to begin replacing the Pod AHUs. 

The AHUs will be replaced one at a time to ensure that the collections environment is 

maintained in the facility throughout the process. Additional funding in FYs 2021 and 2022 

will be used to complete the replacement of the remaining AHUs. 

PROGRESS TO DATE: 

Design was completed in June of 2017. 

IMPACT OF DELAY: 

Failure to replace the AHUs in a timely manner will put the facility’s collections 

environment, and the priceless objects contained in the Pods, at risk. 

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PROJECT TITLE: Replace Emergency Generator and Chillers 

INSTALLATION: Suitland Collections Center 

LOCATION: Suitland, Maryland 

FY 2020 COST ESTIMATE (Thousands of Dollars): $1,600 

FUTURE-YEAR FUNDING: $0 

Total $1,600 

PROJECT DESCRIPTION: 

The Smithsonian requests $1.6 million in FY 2020 to upgrade various building 

systems in facilities at its Suitland Collections Center. This work includes two projects: 1) 

The existing emergency generator at the Museum Support Center (MSC) was installed in 

1983 and has reached the end of its useful life, so a new generator is needed to provide 

continued, reliable support for electrical systems in the event of emergencies; and 2) The 

chillers at the MSC were original to the facility when it was built in 1983 and the 

Smithsonian needs to replace the last remaining original chiller with two excess chillers 

obtained from the National Oceanic and Atmospheric Administration (NOAA) in 2013. 

PROGRESS TO DATE: 

The design work for this project will be performed in FY 2019. 

IMPACT OF DELAY: 

Failure to replace obsolete equipment with new, reliable systems will result in 

increased maintenance and operations costs, the real risk of system failure, and danger 

to building occupants and valuable collections objects in the event of fire. 

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PROJECT TITLE: Upgrade Leak-Detection System 

INSTALLATION: Freer Gallery of Art 

LOCATION: Washington, DC 

FY 2020 COST ESTIMATE (Thousands of Dollars): $2,000 

FUTURE-YEAR FUNDING: $0 

Total $2,000 

BUILDING BACKGROUND: 

The Freer Gallery of Art was constructed between 1916 and 1923 on the National 

Mall to house the art collections of Charles Lang Freer. It was the first Smithsonian 

Museum devoted to the fine arts. 

PROJECT JUSTIFICATION: 

The Museum collections are housed in dedicated storage rooms in both the Freer 

Gallery and the adjoining Arthur Sackler Gallery. These spaces are not adequately 

equipped with leak-detection systems. 

PROJECT DESCRIPTION: 

The Smithsonian requests $2.0 million in FY 2020 to install a centrally monitored 

leak-detection system in all art storage areas of the Freer and Sackler Galleries. 

PROGRESS TO DATE: 

Design will be completed in FY 2019. 

IMPACT OF DELAY: 

Without the ability to detect leaks in the art storage areas, the collections will 

continue to be at risk of water damage. 

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PROJECT TITLE: Fire-Alarm Panel Replacements 

INSTALLATION: Multiple Facilities 

LOCATION: Institution-wide 

FY 2020 COST ESTIMATE (Thousands of Dollars): $2,000 

PRIOR-YEAR FUNDING: $4,000 

FUTURE-YEAR FUNDING: $4,000 

Total $10,000 

PROJECT DESCRIPTION: 

The Smithsonian requests $2.0 million in FY 2020 to continue the phased 

replacement of MXL fire-alarm panels with XLS panels in facilities across the Institution, 

and to replace the inadequate and outdated mass-notification systems. Current MXL firealarm panels are being discontinued 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. For some facilities, the fire-alarm panel 

replacements are being incorporated in larger renovation projects. However, for facilities 

where no large renovation projects are planned in the near future, these funds will be 

used for stand-alone fire-alarm panel replacement projects. Panels at the Anacostia 

Community Museum (ACM), the Donald W. Reynolds Center (DWRC), and at various 

facilities, including the National Zoological Park (NZP), were replaced with prior-year 

funding. The program will continue with replacements at the National Air and Space 

Museum’s Udvar-Hazy Center (NASM-UHC), the National Museum of the American 

Indian on the National Mall (NMAI-DC), in New York (NMAI-NY) and at the Cultural 

Resources Center (NMAI-CRC), the Cooper Hewitt, Smithsonian Design Museum in New 

York (CHSDM), and at various facilities at the Suitland Collections Center (SCC-Garber). 

The new fire-alarm panels will be able to link to future mass-notification systems. 

Improved mass-notification systems, in turn, will permit specific emergency notification 

messages about events such as active shooters, fires, and terror attacks in buildings 

throughout the Institution. 

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PROJECT TITLE: Building Projects less than $1,000,000 and Miscellaneous Repairs 

INSTALLATION: Multiple Locations 

LOCATION: Institution-wide 

FY 2020 COST ESTIMATE (Thousands of Dollars): $7,500 

PROJECT DESCRIPTION: 

This request includes smaller individual projects of less than $1 million each, 

which usually involve replacement of individual systems or components, and 

miscellaneous capital repairs needed for unplanned emergencies. In addition, this 

supports other Smithsonian operations, such as copying and library services, security 

guard services, collections upgrades, electronic security system modernization and 

upgrades, and conservation studies. 

PROJECT TITLE: Construction Supervision and Administration 

INSTALLATION: Multiple Locations 

LOCATION: Institution-wide 

FY 2020 COST ESTIMATE (Thousands of Dollars): $7,000 

PRIOR-YEAR FUNDING: $7,000 

PROJECT DESCRIPTION: 

This request includes costs for permanent construction management and 

cost-engineering staff, program/project managers, five (5) contract specialists, and term and 

temporary staff required to perform specialized work associated with Facilities Capital 

Program projects. A total of 48 FTEs will be funded from the $7.0 million. 

Construction management staff supervise and administer construction contracts. 

They directly supervise construction contractors to ensure quality work is performed safely, 

resolve issues that arise during construction, negotiate change orders, approve payments, 

and perform other administrative functions as contracting officers’ technical representatives 

(COTRs). Cost engineers develop independent Government estimates for every stage of 

project development, as well as analyze consultant-prepared construction cost estimates 

and contractor cost proposals for construction contract awards and change orders. This 

request also funds contract specialists who support the procurement process for acquiring 

the necessary contract services to execute the Facilities Capital Program by providing 

essential expertise to ensure the timely award of planning, design, and construction 

contracts. 

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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, such as those functions performed 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 2020 will provide necessary planning and design to the 35 percent stage for 

most projects included in the planned FY 2021 program, and will complete design for 

projects planned for FY 2020. 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 $29,600,000 for planning and design in FY 2020. 

These funds will be used to continue design development for the new MSC-Suitland Pod 

6 collections storage building ($1.0 million). The Smithsonian is currently finalizing 

discussions regarding the possibility of partnering with the National Gallery of Art on the 

Pod 6 project. Other design work for major revitalization projects includes the 

Smithsonian Institution Building (The Castle) and the Arts and Industries Building ($16.0 

million); National Zoological Park ($2.5 million); National Museum of Natural History ($1.5 

million); National Museum of American History ($1.5 million); and the Hirshhorn Museum 

and Sculpture Garden ($1.2 million). This request also includes funding to prepare 

designs for numerous smaller revitalization projects, including security upgrades, space 

utilization studies, and master planning ($5.9 million), and will enable the Smithsonian to 

update comprehensive master planning studies to guide future facilities decisions, as well 

as other studies to ensure more effective use of existing space. 

231 
232
 
 

SMITHSONIAN INSTITUTION
 FEBRUARY 2019 

Board of Regents 

Secretary 

General Counsel 

Office of the Regents 

Inspector General 

Provost 

and 

Under Secretary 

Museums, Education and Research 

Chief Operating Officer 

and 

Under Secretary 

Finance and Administration 

Assistant Secretary 

Communications and External 

Affairs 

Assistant Secretary 

Advancement 

Director, Equal Emp. 

& Minority Affairs 

Anacostia Community Museum 

Archives of American Art 

Asian Pacific American Center 

Center for Folklife & Cultural Heritage 

Cooper Hewitt, Smithsonian Design Museum 

Freer|Sackler Galleries of Art 

Hirshhorn Museum & Sculpture Garden 

Museum Conservation Institute 

National Air & Space Museum 

National Museum of African Art 

National Museum of African American History and Culture 

National Museum of American History 

National Museum of Natural History 

National Museum of the American Indian 

National Portrait Gallery 

National Postal Museum 

National Zoological Park 

Smithsonian American Art Museum 

Smithsonian Astrophysical Observatory 

Smithsonian Environmental Research Center 

Smithsonian Latino Center 

Smithsonian Libraries and Archives 

Smithsonian Tropical Research Institute 

Contracting & Personal Property Management 

Finance & Accounting 

Human Resources 

Information Technology 

Investments 

Planning, Management & Budget 

Smithsonian Enterprises 

Smithsonian Exhibits 

Smithsonian Facilities 

Smithsonian Organization Audience & Research 

Smithsonian Security 

Sponsored Projects 

Associate Provost for 

Education and Access 

233
 
 

 

 

VISITS TO THE SMITHSONIAN
 

FYs 2014–2018 

MUSEUM FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 

MALL 

SI Castle 1,158,617 1,103,499 1,094,311 1,131,280 1,082,016 

A&I Building1 0 0 56,427 64,343 18,329 

Natural History 7,047,560 7,049,730 6,942,276 6,103,289 5,177,357 

Air and Space 6,377,840 6,902,206 7,354,352 7,120,722 6,382,500 

American Indian 1,260,756 1,307,568 1,120,359 1,157,460 1,109,424 

Freer Gallery2 357,282 389,113 88,989 0 294,866 

Sackler Gallery 192,132 155,998 187,473 195,051 142,548 

African Art 180,608 226,743 209,239 165,343 144,175 

Ripley Center 140,701 156,318 155,548 164,853 127,850 

American History 3,971,987 4,100,718 3,849,115 3,914,493 4,026,325 

Hirshhorn 514,922 658,312 647,915 1,097,847 808,498 

African American 0 0 83,802 2,508,403 2,039,364 

History and Culture3 

OFF MALL 

DW Reynolds 1,075,866 1,265,223 1,224,282 1,242,707 2,118,434 

Center (AA/PG) 

Anacostia 37,440 32,983 28,458 31,775 37,562 

Cooper Hewitt

4 0 218,840 408,846 355,672 316,732 

American Indian5 554,063 514,527 472,124 439,325 417,829 

(Heye Center/CRC) 

Renwick6 17,199 0 829,735 371,201 795,523 

National Zoo 2,304,129 2,194,194 2,593,559 2,025,148 1,664,579 

Postal 363,802 401,124 359,562 470,723 525,168 

Udvar-Hazy Center 1,214,284 1,529,293 1,592,416 1,570,706 1,546,780 

TOTAL 26,769,188 28,206,389 29,298,788 30,130,341 28,775,859 

1 The Arts and Industries (A&I) Building closed to the public in January 2004 and hosts special events only. 

2 The Freer Gallery closed to the public in January 2016 for renovation and reopened in October 2017. 

3 The National Museum of African American History and Culture opened in September 2016. 

4 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. 

5 Includes the George Gustav Heye Center in New York City and the Cultural Resources Center (CRC) in 

Suitland, Maryland. 

6 The Renwick Gallery closed to the public in December 2013 and reopened in November 2015. 

234 
 

 

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 are 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 2017 

Actuals 

FY 2018 

Estimates 

FY 2019 

Estimates 

General Trust 97.9 89.5 76.1 

Donor/Sponsor-Designated 247.7 247.3 263.7 

Government Grants and Contracts 113.7 117.5 116.9 

Total Available for Operations $459.3 $454.3 $456.7 

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; 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, 

and other publications; and admission fees. Projected sources of FY 2019 

235 
 

 

general trust funds total $76,100,000. 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 2019 are projected to total $263,700,000. 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 2019, Government grants and contracts are projected to total 

$116,900,000. Of this amount, $93,942,000 is planned for astrophysical research 

and development programs carried out by the Smithsonian Astrophysical 

Observatory. 

236 
 

 

 

 

 

 

 

 

 

 

 

 

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 173-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 2019 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.” 

237 
 

 

 

 

 

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.” 

238 
 

 

 

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...” 

239 
 

 

 

 

 

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.” 

240 
 

 

 

 

 

 

 

 

 

 

 

 

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, 

including... 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...” 

241 
 

 

 

 

 

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 

242 
 

 

 

 

 

 

 

 

 

 

 

for fiscal year 2010 to extend the availability for the Salaries and 

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, 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; reinstallation of museum 

exhibitions; and the repatriation of skeletal remains. 

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), 

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...” 

243 
 

 

 

 

 

 

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.” 

244 
November 19, 2018 

The Honorable Ken Calvert 

Chairman, Subcommittee on Interior, Environment and Related Agencies 

Committee on Appropriations 

U. S. House of Representatives 

Washington, D.C. 20515 

Dear Mr. Chairman: 

I am pleased to send you the Smithsonian Institution’s Office of the Inspector General’s 

Semiannual Report to Congress for the period of April 1, 2018 to September 30, 2018. 

The report highlights the audit and investigation activities of the Office of the Inspector 

General for this six-month period and fulfills the Institution’s requirements under Section 

5(a) of the Inspector General Act of 1978. Also included is the Smithsonian’s response as 

required by Section 5(b) of the Act. 

Sincerely, 

John W. McCarter, Jr. 

Chair, Audit and Review Committee of the Board of Regents 

Smithsonian Institution 

Enclosures 

245
 
O Smithsonian Institution 

David J. Skorton 

Secretary 

November 15, 20 18 

The Honorable Ken Calvert 

Chairman, Subcommittee on Interior, Environment and Related Agencies 

Committee on Appropriations 

U.S. House of Representatives 

Washington, D.C. 20515 

Dear Mr. Chairman: 

This letter serves as the Smithsonian's management response to the enclosed Smithsonian 

Office of Inspector General's (OIG) Semiannual Report to Congress for the period of 

April 1, 2018 to September 30, 2018. 

The period began with 11 open audit recommendations and the OIG issued 29 audit 

recommendations during the period for a total of 40. Our staff was able to close 6 

recommendations leaving 34 open recommendations at the end of the period. 

Table 1 ( enclosed) provides an update on the status of incomplete corrective actions from 

previous semiannual reporting periods, reflected on page 13 of the Inspector General's 

semiannual report, regarding the Smithsonian Institution's privacy program and the 

information security program. 

We are committed to working with the Inspector General to ensure that the Institution's 

operations are economical, efficient, and effective, as well as free from fraud and abuse. 

We will continue to cooperate with the OIG to ensure that all Smithsonian Institution 

programs and operations meet the highest standards. 

Sincerely, 

Enclosures 

Smithsonian Institution Building 

IOOO Jefferson Drive SW 

Washington DC 20560-00 16 

202.633.1846 Telephone 

202.786.25 15 Fax 246
 
 

 

 

MANAGEMENT RESPONSE
 

TABLE 1
 

CORRECTIVE ACTIONS ON RECOMMENDATIONS MADE IN PREVIOUS SEMIANNUAL REPORTING PERIODS
 

Audit Report Title of Audit Progress on Actions 

Date 

3/14/2016 Audit of the Smithsonian Institution’s Privacy 

Program (OIG-A-16-04) 

The Smithsonian Privacy Officer (SPO): 

(1) should strengthen management of the Smithsonian’s 

PII holdings by developing a formal process to 

periodically conduct and document a comprehensive 

inventory of PII used by the Smithsonian; 

(2) develop and implement a plan to reduce PII holdings 

where possible; 

SI Management Response to OIG Semi Annual Report Page 1 

(1) CLOSED, effective 11/8/18. The Privacy Office 

completed the first ever Smithsonian-wide inventory of 

PII in both electronic and paper formats. This Inventory 

has been documented, reviewed and analyzed, and 

identified trends relating to the collection and use of PII 

within the Smithsonian. 

(2) CLOSED, effective 11/8/18. On 3/6/2017, the 

Privacy Office submitted to the OIG its plan to reduce 

PII holdings. On 11/15/2017, the Smithsonian hired a 

contractor to assist it in implementing the plan and 

conducting the PII Inventory. Through the inventory 

process, Management reduced the Smithsonian's PII 

holdings by ensuring that all units appropriately 

considered data mitigation when conducting the 

inventory of PII within their respective units. All 

units completed and submitted their respective 

surveys, and the PII Inventory Team conducted the 

requisite data analysis and developed a n d 

s u b m i t t e d the completed PII Inventory on August 

31, 2018. 

247 Fall 2018 
 

(3) strengthen policies and procedures to identify 

systems requiring a PIA; 

(4) ensure a PIA is completed for all systems containing 

PII; 

(3) In process and on track. The Privacy Office 

implemented and continues to utilize sound policies 

and procedures to identify and assess risk of all 

systems and initiatives that collect, use, store, or 

disseminate PII or sPII. The Smithsonian’s risk 

assessment process was augmented by the 

implementation of an automated governance, risk, and 

compliance tool. Upon conclusion of the PII Inventory 

and review of the findings, Management concluded the 

risk assessment tools, associated processes, and 

procedures are robust and identify systems requiring an 

assessment. The Privacy Office is on track to update 

the Privacy Program policy handbook guidance to 

include information about periodic inventories and 

conducting risk assessments through the new tool. 

Target date for completion is 11/30/18. 

(4) In process and on track. During the PII inventory 

process, the Privacy Office identified approximately 289 

paper records and 132 IT Electronic Systems requiring 

privacy risk assessments, and is in the process of 

completing the requisite assessment. Management 

submitted an extension request and is on track for 

completion by 11/30/2019. 

SI Management Response to OIG Semi Annual Report Page 2 248 Fall 2018 
 

 

 

 

Audit Report Title of Audit Progress on Actions 

Date 

9/27/2017 Fiscal Year 2016 Independent Evaluation of the 

Smithsonian Institution’s Information Security 

Program
 

(OIG-A-18-02)
 

The Chief Information Officer: 

(1) should develop and implement an enterprise 

information security architecture that aligns with SI’s 

strategic plan and mission objectives; 

(2) should update SI Technical Standard & Guidelines 

IT-960-02 Disaster Recovery Planning to reflect 

Current NIST guidance. The CIO also should ensure 

that current disaster recovery plans and information 

system contingency plans reflect the changes in 

guidance. 

(1) In process and on track. The Office of the Chief 

Information Officer documented an IT Security 

Continuous Monitoring architecture and drafted 

requirements for a comprehensive architecture for the IT 

Security Program. Once the requirements are finalized, 

a planned target architecture and roadmap will be 

implemented. Target date for completion is 12/30/18. 

(2) In process and on track. The Office of the Chief 

Information Officer implemented a new Disaster 

Recovery infrastructure and is in the process of updating 

Disaster Recovery policies, procedures, and plans based 

on the new solution. Target date for completion is 

6/30/19. 

SI Management Response to OIG Semi Annual Report Page 3 249 Fall 2018 
 

 

 

 

 

 

 

 

Adjustments for FY 2019 

(Dollars in Thousands) 

FY 2019 Reorganizations FY 2019 

and Revised Enacted Reprogrammings Estimate 

Unit $000s $000s $000s 

MUSEUMS AND RESEARCH CENTERS 

Unlocking the Mysteries of the Universe 

National Air and Space Museum 20,110 0 20,110 

Smithsonian Astrophysical Observatory 24,593 0 24,593 

Major Scientific Instrumentation 4,118 0 4,118 

Universe Consortium 184 0 184 

Subtotal, Unlocking the Mysteries of the Universe 49,005 0 49,005 

Understanding and Sustaining a Biodiverse Planet 

National Museum of Natural History 49,789 0 49,789 

National Zoological Park 27,566 0 27,566 

Smithsonian Environmental Research Center 4,227 0 4,227 

Smithsonian Tropical Research Institute 14,486 0 14,486 

Biodiversity Consortium 1,543 0 1,543 

Subtotal, Understanding and Sustaining a Biodiverse Planet 97,611 0 97,611 

Valuing World Cultures 

Arthur M. Sackler Gallery/Freer Gallery of Art 6,273 0 6,273 

Center for Folklife and Cultural Heritage 3,184 0 3,184 

Cooper Hewitt, Smithsonian Design Museum 5,086 0 5,086 

Hirshhorn Museum and Sculpture Garden 4,544 0 4,544 

National Museum of African Art 4,654 0 4,654 

World Cultures Consortium 792 0 792 

Subtotal, Valuing World Cultures 24,533 0 24,533 

Understanding the American Experience 

Anacostia Community Museum 2,405 0 2,405 

Archives of American Art 1,933 0 1,933 

National Museum of African American History & Culture 33,079 -462 \1 32,617 

National Museum of American History, Behring Center 25,373 0 25,373 

National Museum of the American Indian 33,242 406 \2 33,648 

National Portrait Gallery 6,556 0 6,556 

National Postal Museum 1,331 250 \3 1,581 

Smithsonian American Art Museum 10,239 150 \4 10,389 

American Experience Consortium 600 0 600 

Subtotal, Understanding the American Experience 114,758 94 115,102 

TOTAL, MUSEUMS AND RESEARCH CENTERS 285,907 344 286,251 

250 
 

 

 

 

Adjustments for FY 2019 

(Dollars in Thousands) 

FY 2019 

Enacted 

Reorganizations 

and 

Reprogrammings 

FY 2019 

Revised 

Estimate 

Unit $000s $000s $000s 

251 

MISSION ENABLING 

Program Support and Outreach 

Outreach 9,333 0 9,333 

Communications 2,839 0 2,839 

Institution-wide Programs 16,784 0 16,784 

Smithsonian Exhibits 3,169 0 3,169 

Museum Support Center 1,906 0 1,906 

Museum Conservation Institute 3,359 0 3,359 

Smithsonian Institution Archives 2,423 0 2,423 

Smithsonian Libraries 11,373 462 \1 11,835 

Subtotal, Program Support and Outreach 51,186 462 51,648 

Office of the Chief Information Officer 52,509 0 52,509 

Administration 36,405 -150 \4 36,255 

Office of the Inspector General 3,538 0 3,538 

Facilities Services 

Facilities Maintenance 79,545 0 79,545 

Facilities Operations, Security, and Support 230,904 -656 \2,3 230,248 

TOTAL, MISSION ENABLING 454,087 -344 453,743 

Undistributed Rescission 

GRAND TOTAL, SMITHSONIAN INSTITUTION 739,994 0 739,994 

Footnotes for FY 2019 Estimate: 

\1	 Transfer of $462,000 from National Museum of African American History and Culture to Smithsonian Libraries for library staff and support costs. 

\2	 Transfer of $406,000 from Smithsonian Facilities, Operations, Security and Support to National Museum of the American Indian for security support 

at the Heye Center. 

\3	 Transfer of $250,000 from Smithsonian Facilities, Operations, Security and Support to National Postal Museum for security support. 

\4	 Transfer of $150,000 from Administration to Smithsonian American Art Museum for operational requirements.