Smithsonian Institution

Fiscal Year 2025

Budget Justification to Congress

March 2024
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SMITHSONIAN INSTITUTION (SI)

Fiscal Year 2025 Budget Request to Congress

TABLE OF CONTENTS

INTRODUCTION

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

FY 2025 Budget Request Summary...........................................................5

SALARIES AND EXPENSES

Summary of FY 2025 Changes and Unit Detail..........................................9

Fixed Costs

Salary and Related Costs....................................................................13

Utilities, Rent, Communications, and Other.........................................15

Summary of Program Changes ................................................................18

No-Year Funding ......................................................................................28

Object-Class Breakout..............................................................................28

Federal Resource Summary by Performance/Program Category ............29

MUSEUMS AND RESEARCH CENTERS

Enhanced Research ...........................................................................31

National Air and Space Museum.........................................................36

Smithsonian Astrophysical Observatory .............................................43

Major Scientific Instrumentation ..........................................................50

National Museum of Natural History....................................................55

National Zoo and Conservation Biology Institute.................................64

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

Smithsonian Tropical Research Institute.............................................73

National Museum of Asian Art.............................................................78

Asian Pacific American Center............................................................83

Center for Folklife and Cultural Heritage .............................................86

Cooper Hewitt, Smithsonian Design Museum.....................................91

Hirshhorn Museum and Sculpture Garden..........................................95

National Museum of African Art.........................................................101

Anacostia Community Museum.........................................................105

Archives of American Art...................................................................108

National Museum of African American History and Culture ..............112

National Museum of American History, Behring Center ...................118

National Museum of the American Indian .........................................123

National Museum of the American Latino .........................................127

National Portrait Gallery ....................................................................131

National Postal Museum ...................................................................135

Smithsonian American Art Museum ..................................................139

Smithsonian American Women’s History Museum............................145

MISSION ENABLING

Outreach ...........................................................................................149

• The SI Traveling Exhibition Service and Affiliations; Educational 

Outcomes and Academic Programs; the Office of Educational 

Technology; the Office of Academic Appointments and Internships; 

and the SI Scholarly Press 

Communications ...............................................................................155
Institution-wide Programs..................................................................158

• Collections Care and Preservation Fund ........................................ 159

• Information Resources Management Pool...................................... 161

• Research Equipment Pool.............................................................. 161

• Research Program Initiatives ......................................................... 161

• Digital Support Pool ....................................................................... 162

Smithsonian Exhibits.........................................................................164

Museum Support Center ...................................................................167

Museum Conservation Institute.........................................................169

Smithsonian Libraries and Archives ..................................................174

Office of the Chief Information Officer...............................................179

Administration ...................................................................................182

• The offices of the Secretary; Deputy Secretary; Under Secretary for 

Museums and Culture; Under Secretary for Science and Research; 

Under Secretary for Education; and Under Secretary for Administration

Office of the Inspector General .........................................................186

Facilities Maintenance.......................................................................188

Facilities Operations, Security, and Support .....................................192

FACILITIES CAPITAL

Overview ................................................................................................195

Summary Tables ....................................................................................198

Revitalization Projects ............................................................................201

National Zoo and Conservation Biology Institute...............................201

Suitland Collections Center...............................................................214

Smithsonian Tropical Research Institute...........................................223

Hirshhorn Museum and Sculpture Garden........................................234

National Air and Space Museum.......................................................236

National Museum of American History..............................................239

Smithsonian Astrophysical Observatory ...........................................249

National Museum of Natural History..................................................252

Quadrangle .......................................................................................257

National Museum of the American Indian .........................................260

Donald W. Reynolds Center..............................................................261

National Museum of Asian Art...........................................................263

Smithsonian Environmental Research Center...................................265

Cooper Hewitt, Smithsonian Design Museum...................................266

National Museum of African American History and Culture ..............267

Multiple Location Revitalization Projects ...........................................268

Construction Supervision and Administration....................................268

Facilities Planning and Design................................................................270

Construction (Pod 6) ..............................................................................271

APPENDIX

Organization Chart .................................................................................273

Visitation Chart .......................................................................................274

Trust Funds Summary ............................................................................275

Appropriation Language and Citations ...................................................277

Adjustments to FY 2023 Funding ...........................................................288
TAB 1

INTRODUCTION
1

THE SMITHSONIAN INSTITUTION AND OUR SHARED FUTURE

As both a historian and the Secretary of the Smithsonian, I have a unique vantage 

point on what this enduring, incomparable, and indispensable Institution has 

meant to the American people and the citizens of the world for 177 years. We are 

far more than a collection of museums. It is almost impossible to distill all we do, 

from protecting cultural heritage in nations throughout the world and helping 

people explore their genealogy to examining the surface of Mars. We engage with 

and educate people on important topics such as the essence of the American 

experience, the diversity of the world’s cultures, the sustainability of the planet, 

and the nature of the universe. We are at the center of the civic, educational, 

scientific, and artistic life of the nation. And we are responsible for the safety of 

more than 6,500 employees, more than 3,800 onsite volunteers, and more than 17 

million visitors annually.

One of our biggest ongoing challenges is deferred maintenance in our facilities. 

With more than 650 buildings and structures under our care, many of which are 

decades if not more than a century old and maintenance costs rising due to 

inflation, the backlog is a chief concern. The reality is that we must make tough 

choices about what maintenance to prioritize, which is why I ordered a thorough 

building-by-building analysis so we can thoughtfully and precisely allocate our 

resources. Still, we have a responsibility to ensure that our museums, research 

centers, libraries, and educational centers are maintained and cared for at a level 

worthy of these national landmarks, a need reflected in our request for a budget 

increase in this critical area. 

Facilities maintenance is also important because it helps preserve our collections 

of historic artifacts, artworks, and scientific specimens. This is an area where the 

stunning breadth and sheer size of our collections — 157 million objects which

include everything from the space shuttle Discovery to a wasp less than a 

hundredth of an inch in diameter — makes the task of preserving them so 

complex. Our collections are the foundation of everything we do: our exhibitions, 

our education, our research, and our scholarship. Protecting them is vital, whether 

by building facilities like the new Museum Support Center Pod 6 or by hiring the 

necessary experts in restoration and preservation.

One way to ensure our collections are available for future generations is through 

digitization. For many years, we have worked to digitize our objects, specimens, 

archival materials, and library books to make them more accessible to the public. 

Our museums and libraries have created digital images for more than five million 

objects, specimens, and books, and electronic records for more than 37 million 

artifacts and items in the national collections. Our Digitization Program Office has 

created 3D digital images for collection objects that people can access, explore, 

and even print. And our new Office of Digital Transformation is prioritizing costeffective, innovative, and ongoing digital initiatives to reach audiences across the 

nation and around the world.
2

Exploring the effective and responsible use of digital tools like artificial intelligence 

(AI), while considering concerns about bias, ethics, safety, accuracy, and cost, will 

require a significant investment, but it will prove worthwhile in the long run. The 

Smithsonian’s digital initiatives allow people to experience our world-renowned 

scholarship, research, and collections in new and exciting ways. Building digital 

capacity will allow our educational resources to be in every household, classroom, 

and community in the nation, one of my most fervent goals.

Another priority in this budget is our research related to climate change. The 

Smithsonian has always had science at the heart of its mission, and we are 

increasingly grappling with the most consequential challenges faced by humanity. 

One of the Smithsonian’s strengths is its ability to do long-term research on the 

planet’s critical ecosystems. For instance, the Smithsonian’s ForestGEO (Global 

Earth Observatories) network is a worldwide partnership of more than 85 

institutions that monitor the health of approximately seven million trees and nearly 

13,000 different species around the globe. It is one of the premier U.S.-led 

international environmental partnerships, tracking the growth and mortality of 

trees, studying carbon fluxes, assessing the impacts of climate change on 

biodiversity, and monitoring forest functions.

Inspired by the success of that program, we created the MarineGEO program to

assess the health of coastal areas and the oceans. Thirteen active MarineGEO 

sites now track the vital signs of coastal marine life, diagnose the causes of 

change, and inform science-based solutions to build coastal resilience. Not only 

does research like this provide incredible value to the American people, this is the 

kind of longitudinal research that can only happen at the Smithsonian and on 

which researchers around the world can rely.

My vision for the Smithsonian’s future, to be a reservoir of knowledge that anyone 

can dip into at any time and any place, is embodied in the two new museums 

Congress has tasked us with building: the Smithsonian American Women’s History 

Museum and the National Museum of the American Latino. Not only will they help 

us tell a more robust, expansive, inclusive version of the American story that truly 

reflects our institutional values, they will also be built as digital-first museums,

reaching audiences well before the first brick and mortar are laid or concrete is 

poured. 

As impressive as those museums will surely be when they rise on the National 

Mall, they will only represent a fraction of the Institution’s transformation in the 

years to come so long as our funding keeps pace with our obligations. As we know 

from our current complex renovation projects in the Castle and the National Air 

and Space Museum, our buildings have a limited time before they must be 

upgraded and improved for the public and the protection of our collections, and 

those costs only increase when that vital work is delayed. 
3

We are committed to being a leader in all respects, and that means addressing the 

wrongs of our past by taking steps to ethically return collections and humanely 

steward any human remains in our care. While the work of repatriation began 

several decades ago, it may take decades more to complete. In recent months, we 

have made significant progress in this area, both within the Institution and in 

collaboration with others. After consulting with key stakeholders from across the

Smithsonian and externally, we have released the Task Force's recommendations

to the public. In brief, the Human Remains Task Force recommends that the

Smithsonian should offer to return the remains of people who did not consent to

being in Smithsonian custody, and that the ultimate disposition of those remains

should be determined by descendants and descendant communities,

organizations, and institutions.

As we approach the country’s 250th anniversary in 2026, one of my main priorities 

is to empower the Smithsonian and our country to live up to the nation’s highest 

ideals. As we continue to fine-tune our processes to make this possible, I know we 

can help set the ethical standard for all cultural institutions in the years ahead. 

Despite the large outlays of money such projects require, I would humbly argue 

that perhaps no other agency or organization in the federal sphere gives the public 

a greater return on investment than the Smithsonian. We increase our reach and 

impact by collaborating with other organizations, agencies, non-profit groups, and 

governments whose goals and values align with ours. And, of course, we rely 

heavily on the generosity of donors and the public who value what we do and help 

support all our work. Our current national fundraising campaign, only the second in 

the Smithsonian’s history, will help us reach our goals. But the reality is that donors 

tend to be attracted to museum openings and exhibitions, not the prosaic annual 

budgetary requirements of staffing, maintenance, and operations that we rely on 

the federal Government for help to meet. For all our collaborations and ancillary 

sources of funding, the U.S. Congress remains our most important partner.

As I look ahead to the future of this indispensable institution, I am excited about 

what lies ahead for the world’s largest museum, education, and research complex. 

The nation’s upcoming 250th anniversary in 2026 will serve as a celebration of 

what we have been, but also give a glimpse of all we can be. The renovated 

National Air and Space Museum should be fully open to the public in time for the 

commemoration, and I have asked our teams to work toward the goal of 

temporarily opening the Castle to the public for the celebration as well.

In recognition of our history and to coincide with that milestone, we will have 

programming that both celebrates and contemplates who we are as a nation and 

the Smithsonian’s place in it. We will invite all Americans to explore every corner of 

our complex past and find ways to have honest conversations that get beyond our 

differences to connect our shared humanity as fellow citizens. 
4

The event will be an opportunity for us to showcase the myriad ways in which the 

Smithsonian, with your support, is transforming into a nimbler, more relevant, and 

more effective institution to serve the American people.

Together, we will build on our resources, expertise, and trust. We will reinvigorate

our facilities from the 19th and 20th centuries while creating new ones that 

embody the 21st century. We will take advantage of new technology and 

partnerships to reach more people than ever. And we will chart a bold new course 

for the Smithsonian that strengthens our shared future, proving that our Institution 

matters today and tomorrow, in everyday life, and in every corner of the country.

Lonnie G. Bunch III

Secretary

Smithsonian Institution
5

SMITHSONIAN INSTITUTION

FY 2025 BUDGET REQUEST SUMMARY

Account

FY 2023

Enacted

FY 2025

Request

Salaries and Expenses 

Facilities Capital 

Total

$892,855,000

$251,645,000

$1,144,500,000

 $960,200,000

 $200,000,000

$1,160,200,000

For fiscal year (FY) 2025, the Smithsonian’s total request to fund essential 

operating expenses, priority program increases, and revitalization of the Institution’s 

physical infrastructure is $1,160.2 million. The total amount includes $960.2 million for 

Salaries and Expenses (S&E) and $200.0 million for the Facilities Capital account. A 

detailed summary and table of the increases relative to FY 2023 Enacted are presented 

on the following pages.

SALARIES AND EXPENSES

FIXED COSTS INCREASES (+$60,100,000)

This budget request supports the annualization of the 4.6 percent average pay 

raise effective in January of 2023, the 5.2 percent average increase for the civilian pay 

raise in January of 2024, as well as the Administration’s proposed pay raise of 2.0 

percent in January of 2025. These pay raises alone account for $42.5 million of the 

increase that the Smithsonian is requesting in FY 2025. The request also provides 

funds for increases over a two-year period from FY 2023 for utilities, software licenses, 

unit rent, animal care, and other operating costs. 

PROGRAM CHANGES (+$7,245,000)

The FY 2025 budget request includes priority programmatic increases that are 

aligned with the Smithsonian’s Strategic Plan. These increases are partially offset by 

operational reductions in other areas compared to FY 2023 levels. Details of the 

changes are provided in the S&E section of this budget request.

FACILITIES CAPITAL PROGRAM

The request for the Facilities Capital Program is $200.0 million and is essential 

to diminish 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 repairs. Reducing the Facilities Capital topline by $51.6 million (-20.5 

percent) compared to FY 2023 Enacted levels represents a strategic decision by the 

Institution to prioritize supporting and sustaining staff and daily S&E-funded operations. 

This amount will enable the Facilities Capital Program to address the priority 

revitalization projects scheduled for FY 2025.
6

SMITHSONIAN INSTITUTION

FY 2025 BUDGET SUMMARY

BY APPROPRIATION ACCOUNT

SALARIES AND EXPENSES FTEs Amount

FY 2023 Enacted 4,047 $892,855,000

FIXED COSTS INCREASES 0 60,100,000

Salaries and Related Costs 0 42,521,000

Utilities, Rent, Communications, and Other 0 17,579,000

PROGRAM CHANGES 0 7,245,000

Collections Stewardship 0 225,000

Shared Stewardship, Ethical Returns, and Human 

Remains Programs 0 225,000

Facilities Services 0 10,500,000

Facilities Maintenance 0 8,600,000

Facilities Operations 0 1,900,000

Scientific Research 0 2,000,000

Biodiversity Research 0 2,000,000

Management Operations 0 820,000

 Office of the Inspector General 0 820,000

Operational Reductions 0 -6,300,000

 Operational Reductions to SI Units 0 -6,300,000

TOTAL INCREASE 0 67,345,000

Total FY 2025 Salaries and Expenses 4,047 $960,200,000
7

SMITHSONIAN INSTITUTION

FY 2025 BUDGET SUMMARY

BY APPROPRIATION ACCOUNT

FACILITIES CAPITAL FTEs Amount

Revitalization

National Zoo and Conservation Biology Institute 27,800,000

National Museum of American History 21,750,000

Suitland Collections Center 13,620,000

Hirshhorn Museum and Sculpture Garden 13,000,000

Smithsonian Tropical Research Institute 12,900,000

National Air and Space Museum 8,000,000

Quadrangle 7,350,000

National Museum of Natural History 5,800,000

Smithsonian Astrophysical Observatory 5,000,000

Donald W. Reynolds Center 3,900,000

National Museum of the American Indian 3,500,000

National Museum of Asian Art 3,500,000

Cooper Hewitt, Smithsonian Design Museum 1,500,000

Smithsonian Environmental Research Center 1,200,000

National Museum of African American History & Culture 600,000

Multiple Location Revitalization Projects 8,400,000

Construction Supervision and Management 53 9,000,000

Total Revitalization 53 146,820,000

Facilities Planning and Design 35,800,000

Construction — Museum Support Center, Pod 6 17,380,000

Total FY 2025 Facilities Capital Projects 53 $200,000,000

FY 2025 REQUEST, ALL ACCOUNTS 4,100 $1,160,200,000
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TAB 2

SALARIES AND EXPENSES
9

SMITHSONIAN INSTITUTION

SALARIES AND EXPENSES

FY 2025 Request

SALARIES AND EXPENSES FTEs Amount

FY 2023 Enacted 4,047 $892,855,000

FIXED COSTS INCREASES 0 60,100,000

Salaries and Related Costs 0 42,521,000

Utilities, Rent, Communications, and Other 0 17,579,000

PROGRAM CHANGES 0 7,245,000

Collections Stewardship 0 225,000

Shared Stewardship, Ethical Returns, and Human 

Remains Programs 0 225,000

Facilities Services 0 10,500,000

Facilities Maintenance 0 8,600,000

Facilities Operations 0 1,900,000

Scientific Research 0 2,000,000

Biodiversity Research 0 2,000,000

Management Operations 0 820,000

 Office of the Inspector General 0 820,000

Operational Reductions 0 -6,300,000

 Operational Reductions to SI Units 0 -6,300,000

TOTAL INCREASE 0 67,345,000

Total FY 2025 Salaries and Expenses 4,047 $960,200,000
 Pay & 

Benefits 

 Rent & 

Utilities 

 Fixed 

Other 

Page # FTE = Full-Time Equivalent FTEs $000 FTEs $000 $000 $000 $000 FTEs $000

MUSEUMS AND RESEARCH CENTERS

 36 National Air and Space Museum 131 22,380 131 23,714 1,558 0 0 0 (224)

 43 Smithsonian Astrophysical Observatory 88 26,412 88 27,743 1,398 197 0 0 (264)

 Fixed Cost - Rent 197

 50 Major Scientific Instrumentation 0 4,118 0 4,077 0 0 0 0 (41)

 31 Universe Center 0 184 0 182 0 0 0 0 (2)

 55 National Museum of Natural History 277 55,239 276 58,760 3,521 0 0 (1) 0

 Transfer to National Collections Program (1)

 64 National Zoological Park 204 35,388 204 38,502 2,114 0 1,000 0 0

 Fixed Cost - Animal Welfare 1,000

 70 Smithsonian Environmental Research Center 34 4,934 34 5,316 382 0 0 0 0

 73 Smithsonian Tropical Research Institute 191 16,176 191 17,282 1,106 0 0 0 0

 31 Biodiversity Center 0 1,563 0 3,547 0 0 0 0 1,984

 Scientific Research 2,000

 78 National Museum of Asian Art 40 6,918 40 7,288 439 0 0 0 (69)

 83 Asian Pacific American Center 7 2,560 7 2,595 61 0 0 0 (26)

 86 Center for Folklife and Cultural Heritage 20 3,938 20 4,111 212 0 0 0 (39)

 91 Cooper Hewitt, Smithsonian Design Museum 37 5,702 37 6,183 323 215 0 0 (57)

 Fixed Cost - Rent 215

 95 Hirshhorn Museum and Sculpture Garden 33 5,559 33 5,907 347 57 0 0 (56)

 Fixed Cost - Rent 57

 101 National Museum of African Art 32 5,439 32 5,681 296 0 0 0 (54)

 31 World Culture Center 0 1,292 0 784 0 0 0 0 (508)

 105 Anacostia Community Museum 17 2,949 17 3,073 153 0 0 0 (29)

 108 Archives of American Art 14 2,097 14 2,222 146 0 0 0 (21)

 112 National Museum of African American History & Culture 155 35,767 155 37,237 1,828 0 0 0 (358)

 118 National Museum of American History, Behring Center 159 28,180 159 29,953 2,055 0 0 0 (282)

 123 National Museum of the American Indian 185 36,762 185 38,465 2,071 0 0 0 (368)

 127 National Museum of the American Latino 28 10,392 28 10,518 230 0 0 0 (104)

 131 National Portrait Gallery 57 7,473 57 7,980 582 0 0 0 (75)

 135 National Postal Museum 8 2,280 8 2,343 86 0 0 0 (23)

 139 Smithsonian American Art Museum 86 11,913 86 12,864 853 217 0 0 (119)

 Fixed Cost - Rent 217

 145 Smithsonian American Women's History Museum 22 9,568 22 9,652 180 0 0 0 (96)

 31 American Experience Center 0 600 0 594 0 0 0 0 (6)

Total for Museums and Research Centers 1,825 345,783 1,824 366,573 19,941 686 1,000 (1) (837)

SMITHSONIAN INSTITUTION

Unit Detail of the FY 2023 Revised and the FY 2025 Request ($s in Thousands)

Program Change

ANALYSIS OF CHANGE

(FY 2025 vs FY 2023)

FY 2023 FY 2025

Revised Request

10
 Pay & 

Benefits 

 Rent & 

Utilities 

 Fixed 

Other 

Page # FTE = Full-Time Equivalent FTEs $000 FTEs $000 $000 $000 $000 FTEs $000

SMITHSONIAN INSTITUTION

Unit Detail of the FY 2023 Revised and the FY 2025 Request ($s in Thousands)

Program Change

ANALYSIS OF CHANGE

(FY 2025 vs FY 2023)

FY 2023 FY 2025

Revised Request

MISSION ENABLING

Program Support and Outreach

 149 Outreach 51 10,225 51 10,727 604 0 0 0 (102)

 155 Communications 18 3,075 18 3,222 178 0 0 0 (31)

 158 Institution-wide Programs 0 19,209 0 17,209 0 0 0 0 (2,000)

 164 Smithsonian Exhibits 25 3,627 25 3,855 264 0 0 0 (36)

 167 Museum Support Center 13 2,044 13 2,135 111 0 0 0 (20)

 169 Museum Conservation Institute 22 3,770 22 4,003 271 0 0 0 (38)

 174 Smithsonian Libraries and Archives 114 16,835 114 17,780 1,113 0 0 0 (168)

Subtotal, Program Support and Outreach 243 58,785 243 58,931 2,541 0 0 0 (2,395)

 179 Office of the Chief Information Officer 110 65,035 110 70,142 1,810 0 3,947 0 (650)

 Fixed Costs - Communications 3,947

 182 Administration 199 41,236 200 44,246 3,066 0 137 1 (193)

 Fixed Costs - Audit 137

 Collections - Shared Stewardship and Ethical Returns 1 225

 186 Office of the Inspector General 23 4,426 23 5,526 280 0 0 0 820

 Management Operations Support 820

Facilities Services

 188 Facilities Maintenance 455 119,258 455 132,724 4,866 0 0 0 8,600

 Facilities Maintenance 8,600

 192 Facilities Operations, Security, and Support 1,192 258,332 1,192 282,058 10,017 11,809 0 0 1,900

 Facilities Operations 1,900

 Utilities 11,809

Subtotal, Facilities Services 1,647 377,590 1,647 414,782 14,883 11,809 0 0 10,500

Total for Mission Enabling 2,222 547,072 2,223 593,627 22,580 11,809 4,084 1 8,082

SALARIES AND EXPENSES TOTAL 4,047 892,855 4,047 960,200 42,521 12,495 5,084 0 7,245

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13

SALARIES AND EXPENSES

FY 2023 Enacted $892,855,000

FY 2025 Request $960,200,000

For FY 2025, the Smithsonian requests $960.2 million in the Salaries and 

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

89 percent is attributable to fixed costs (e.g., pay, utilities, rent, etc.) and the remainder 

is for other requirements throughout the Institution. All funding changes described below 

are relative to FY 2023 levels.

FIXED COSTS

SALARY AND PAY-RELATED COSTS (+$42,521,000) — The Institution 

requests an increase of $42.5 million to cover higher salary and pay-related costs. This 

request funds the annualization of the 4.6 percent average pay raise effective in 

January of 2023, the 5.2 percent average increase for a civilian pay raise implemented 

in January of 2024, and the Administration-proposed pay raise of 2.0 percent in January 

of 2025.

Salary and Related Costs: Request

▪ Annualization of 2023 pay raise (1/4 year at 4.6%) 6,380,000

▪ Implemented 2024 pay raise (full year at 5.2%) 27,835,000

▪ Proposed 2025 pay raise (3/4 year at 2.0%) 8,269,000

▪ Workers’ Compensation 37,000

Total $42,521,000

• Annualization of the requested January 2023 Pay Raise of 4.6 percent 

(+$6,380,000) — This request funds the annualization of the enacted 4.6 percent 

average pay raise effective in the first quarter of FY 2024.

• Funding of the January 2024 Pay Raise of 5.2 percent (+$27,835,000) — This 

request funds the 5.2 percent average pay raise implemented in January of 2024 for 

the last three quarters of FY 2024 and the first quarter of FY 2025.

• Funding of the proposed January 2025 Pay Raise of 2.0 percent (+$8,269,000)

— This request funds a proposed 2.0 percent pay raise in January of 2025 for the 

last three quarters of FY 2025.

• Workers’ Compensation (+$37,000) — This supports the provisions of Section 

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

FY 2025 is $2,456,000, based on a Department of Labor invoice for costs incurred 

from July 1, 2022 through June 30, 2023. This represents an increase of $37,000 

from the FY 2023 Workers’ Compensation costs ($2,419,000).
14

FY 2025 Increased Pay Costs (Dollars in Thousands)

Line Item

FY 2025 

Increased Pay 

Costs

National Air and Space Museum 1,558

Smithsonian Astrophysical Observatory 1,398

National Museum of Natural History 3,521

National Zoo and Conservation Biology Institute 2,114

Smithsonian Environmental Research Center 382

Smithsonian Tropical Research Institute 1,106

National Museum of Asian Art 439

Center for Folklife and Cultural Heritage 212

Cooper Hewitt, Smithsonian Design Museum 323

Hirshhorn Museum and Sculpture Garden 347

National Museum of African Art 296

Anacostia Community Museum 153

Archives of American Art 146

Asian Pacific American Center 61

National Museum of African American History & Culture 1,828

National Museum of American History, Behring Center 2,055

National Postal Museum 86

National Museum of the American Indian 2,071

National Museum of the American Latino 230

National Portrait Gallery 582

Smithsonian American Art Museum 853

Smithsonian American Women’s History Museum 180

Outreach 604

Communications 178

Museum Support Center 111

Museum Conservation Institute 271

Smithsonian Libraries and Archives 1,113

Smithsonian Exhibits 264

Office of the Chief Information Officer 1,810

Administration 3,029

Office of the Inspector General 280

Facilities Maintenance 4,866

Facilities Operations, Security, and Support 10,017

Workers’ Compensation (Administration) 37

Total Pay-Related Costs 42,521
15

UTILITIES, POSTAGE, RENT, COMMUNICATIONS, AND OTHER FIXED 

COSTS (+$17,579,000) — For FY 2025, the Institution requests an increase of 

$17.6 million for utilities and other fixed-cost accounts. The funding will cover the

projected increases needed for the two-year period from FY 2023 to FY 2025. As 

detailed in the table below, the requested increase reflects consumption and rate 

changes in the Utilities accounts; increases for Communications and Other Support to 

provide for fixed software licensing and maintenance costs; and increased costs of food,

hay, and life-saving medicines at the National Zoo and Conservation Biology Institute 

(NZCBI).

The following table displays the estimates for FYs 2023 and 2025. The details

that follow address the specific changes affecting the FY 2025 accounts.

Federal Utilities, Postage, Rent, Communications, and 

Other Fixed Costs

FYs 2023 and 2025

(Dollars in Thousands)

FY 2023 FY 2025 Change

Utilities:

Electricity 20,921 26,517 5,596

Chilled Water 2,589 6,844 4,255

Steam 7,844 10,648 2,804

Natural Gas 3,332 5,951 2,619

DC Gov’t Water/Sewer 11,679 7,560 -4,119

Other Water and Fuel Oil 1,258 1,912 654

Subtotal, Utilities 47,623 59,432 11,809

Postage 1,461 1,461 0

Motor Fuel 370 370 0

Rental Space:

Central 42,687 42,687 0

Unit 5,793 6,479 686

Subtotal, Rent 48,480 49,166 686

Communications 26,408 30,355 3,947

Other Support 0 1,137 1,137

Total 124,342 141,921 17,579 
16

UTILITIES (+$11,809,000) — 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 (+$5,596,000) — 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 changes in FY 2025 reflect recent and 

anticipated increases by the Potomac Electric Power Company (PEPCO) and other 

vendors. 

• Chilled Water (+$4,255,000) — Chilled water costs represent actual chilled water 

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

the Smithsonian’s South Mall facilities. This change is due to a rate increase billed 

by the GSA.

• Steam (+$2,804,000) — The Smithsonian uses steam for heating and 

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

York City. This change is due to the GSA’s anticipated rate increase for Washington, 

DC facilities.

• Natural Gas (+$2,619,000) — The Smithsonian uses natural gas and propane for 

heating and generating steam. This change is due to the actual higher prices 

experienced in FY 2023, along with anticipated rate increases in Washington, DC; 

New York City; and at other Smithsonian facilities.

• DC Water and Sewer (-$4,119,000) — These funds cover the costs of both water 

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

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

DCWSA to the Smithsonian in April of 2023.

• Other Water and Fuel Oil (+$654,000) — These funds provide water service for 

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

generators for emergency power. The change is for anticipated rate increases in

FY 2025.

POSTAGE AND MOTOR FUEL (No Change) — Funds provide for all official 

domestic and international mail services and for motor fuel that powers the 

Smithsonian’s motor vehicle fleet and scientific research vessels. No change is

requested in FY 2025.

RENTAL SPACE (+$686,000) — Justified here, but included in the following 

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

programs. For FY 2025, the Smithsonian requests an increase of $686,000 for unitfunded, programmatic lease requirements. Specifically, additional funding will support 

the annual escalation of contractual lease costs and rent-related services for leased 

space occupied by the Smithsonian Astrophysical Observatory (+$197,000); the Cooper
17

Hewitt, Smithsonian Design Museum (+$215,000); the Hirshhorn Museum and 

Sculpture Garden (+$57,000); and the Smithsonian American Art Museum (+$217,000). 

These funds provide for long-term collections housing, warehouse storage, and 

laboratory space.

COMMUNICATIONS (+$3,947,000) — The communications base supports the 

operations of the Institution’s voice and data telecommunications infrastructure upgrade 

and maintenance. Also included are increases for higher license maintenance costs to 

support our facilities management systems and funds for license costs to support

various centrally provided software for all staff.

This request also includes increases needed to replace network equipment that 

is reaching the end of its useful lifespan and can no longer be supported. The 

Smithsonian has approximately 8,000 Voice-over-Internet Protocol (VoIP) phones, 713 

network switches and 242 routers with more than half needing replacement. Security 

updates are no longer available when this equipment reaches its end-of-support 

parameters, which puts the Smithsonian network at risk. Software maintenance 

increases for various enterprise licenses are also included in this budget request.

The requested increases will continue to enable high-tech solutions which have 

been implemented to support telework for staff and distance education for the public as 

well as employees. The increases will keep business-critical systems current and 

enable vendors to continue supporting them, as well as enhance operations to improve 

and streamline business workflows. This increase will also keep our current network 

equipment eligible for security updates which are necessary to mitigate vulnerabilities.

These resources are vital for the Smithsonian to effectively detect malicious 

activity; monitor and protect sensitive data; defend the Institution against sophisticated 

threats to its network; investigate suspicious activity; and manage risk both internally 

and from the external cyber-supply chain.

OTHER SUPPORT (+$1,137,000) — An additional $1.0 million is needed to 

support the NZCBI to cover the increased costs of food, including hay — a main food 

source for many animals — and life-saving medicines. In the last five years, the cost of 

some consumer market food products increased by an average of 60 percent, lifesaving medicine and other veterinary supplies and services increased by 70 percent, 

and hay field management labor and operational costs increased by approximately 88 

percent. Managing these constant increases has forced NZCBI to make tough and 

strategic decisions related to health care and nutrition management, thus increasing the 

risk of providing time-sensitive animal care. This requested funding maintains the 

current services provided to the animals that are part of the living collection.

The Institution also requests an increase of $137,000 to support the mandatory, 

contractually required inflation costs for the annual audit of the Smithsonian’s financial 

statements and personal property inventory as well as an anticipated increase in the 

fees the National Finance Center (NFC) charges the Smithsonian to process our 

payroll.
18

SUMMARY OF FY 2025 S&E PROGRAM CHANGES

FY 2023 

Base

($000s)

FY 2025

Program 

Changes 

($000s) 

Collections Stewardship 84,950 +225

of which, Shared Stewardship, Ethical Returns, and 

Human Remains +225

Facilities Services 296,595 +10,500

of which, Facilities Maintenance +8,600

of which, Facilities Operations +1,900

Scientific Research 80,237 +2,000

of which, Biodiversity Research +2,000

Management Operations 96,014 +820

of which, Office of the Inspector General +820

Operational Reductions - -6,300

of which, Operational Reductions to SI Units -6,300

Total S&E Program Increases +7,245

COLLECTIONS 

Category

FY 2025 

Program 

Increase ($000s) 

Collections Stewardship +225

Shared Stewardship, Ethical Returns, and Human Remains +225

Collections Stewardship (+$225,000)

Collections stewardship is a key component and core priority of the 

Smithsonian’s Strategic Plan. Assembled throughout the Institution’s 177-year history, 

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

serving as the intellectual capital for scholarship, exhibition, and education. The proper 

management, documentation, preservation, and accessibility of the collections are 

essential to the nation’s research and education infrastructure, as well as to better 

understand our nation’s complex and rich cultural history. 

• Shared Stewardship and Ethical Returns (+$225,000) — The requested funds 

will support Institution-wide efforts to implement and oversee the Shared 

Stewardship and Ethical Returns program at the Smithsonian, which will be 

based within the Institution’s National Collections Program (NCP) office 

Note: For a complete list of program categories, see page 29
19

(+$225,000 and +1 FTE). The NCP office provides central leadership, policy 

oversight, strategic planning, and support for Institution-wide collections 

initiatives. The office will play an essential role in implementing the program, 

which authorizes collecting units to implement shared stewardship with 

communities represented in our collections as well as the potential return of 

collections, in appropriate circumstances, based on ethical considerations. 

Circumstances demonstrating unethical acquisition may include items that were 

stolen, taken under duress, or removed without consent of the owner.

The additional NCP staff member will promote more just, ethical, and inclusive 

collections management practices; monitor and respond to external inquires; 

foster continued dialogue on these issues through internal and external 

conferences between Smithsonian staff, cultural institutions, descendants of 

individuals represented in collections, communities, and other stakeholders; and 

coordinate the ethical return and shared stewardship of collections across the 

Smithsonian.

The funding request will address one of the Institution’s top priorities by 

considering ethical issues embedded in the National Museum of Natural History’s 

(NMNH) collections and fostering better relationships with communities and 

countries around the world. The Smithsonian is shifting one FTE from the NMNH 

to the NCP office as part of this request to focus on implementing the program. 

There is a growing understanding at the Smithsonian and in the museum 

community that our possession of collections carries certain ethical obligations to 

the places and people where the collections originated. 

Among these obligations is to evaluate, using contemporary moral norms, what 

should be in our collections and what should not. Further information is provided 

in the Administration section of this budget submission.

• Human Remains — One of the Smithsonian Institution’s top priorities is the 

return of unethically acquired human remains in its possession. All human 

remains must be treated with dignity and respect, and we are committed to the 

appropriate care and ethical return of human remains. The NMNH currently

possesses more than 30,000 human remains and has been working to repatriate 

human remains in its collections for more than 30 years. Since that time, the 

Smithsonian has repatriated the remains of over 5,000 people. In the years 

ahead, the Institution intends to significantly expand our efforts — which to date 

have focused almost exclusively on repatriating Native American remains to 

comply with federal law — and accelerate the pace of ethical returns and 

repatriation human remains.

The Smithsonian recently established a goal to evaluate all human remains in its 

care to determine which of those remains should be subject to ethical return or 

shared stewardship. The Smithsonian acknowledges that some of the practices 

of its past are no longer acceptable today and has placed temporary restrictions 
20

on research on human remains in its care and the acquisition of any additional 

remains while it finalizes its human remains policy. The forthcoming policy will 

guide the Institution as it assesses the human remains in its collections, including 

examining the circumstances under which they were acquired. In developing the 

policy, the Smithsonian will also examine and clarify the ethical reasons for 

holding human remains in its permanent collections.

As part of this request, the NMNH will reprogram and realign $1,775,000 from its 

baseline funding to support initial operational activities designed to implement the 

forthcoming human remains policy and the recently published recommendations 

of the Smithsonian’s Human Remains Task Force. While the Smithsonian 

currently receives federal funds exclusively for Native American repatriation 

within the United States, it does not have a dedicated funding source for the 

equally important, comparable work needed to address the return or 

memorialization of non-Native Americans and other individuals from around the 

world. A significant financial investment is needed to fund these operations and 

implement the recommendations of the Smithsonian’s Human Remains Task 

Force, and to fulfill our responsibilities to descendants, descendant communities, 

and the broader public. This shifting of internal NMNH resources reinforces the 

high priority the Smithsonian is placing on carrying out the forthcoming policy. 

Taking this step will support an initial investment that will need to be augmented 

by obtaining additional grant funding and private donations. Additional 

information on this request is provided in the NMNH section of this budget 

submission.

FACILITIES SERVICES

Category

FY 2025 

Program 

Increase ($000s) 

Facilities Services +10,500

Facilities Maintenance +8,600

Facilities Operations +1,900

Facilities Services (+$10,500,000)

• Facilities Maintenance (+$8,600,000) — The Smithsonian maintains 

approximately 13 million square feet of owned and leased facilities, including 21 

museums, nine research centers, three cultural centers, and the National Zoo 

and Conservation Biology Institute. The Institution is responsible for more than 

680 buildings and structures, ranging from historic, one-of-a-kind landmarks and 

well-known museums to essential state-of-the-art laboratories supporting global 

efforts to save endangered species from extinction and ensure the success of 
21

cutting-edge ecological research. The Smithsonian also oversees more than

25,000 acres of land encompassing roadways, bridges, pedestrian pathways,

fencing, and utilities. The task of maintaining these vast and varied set of

facilities and infrastructure is enormous and resource dependent.

Since 2020, the Institution has received more than $100 million per year in

Facilities Maintenance funding, which has averaged approximately 1 percent of

the Smithsonian’s Current Replacement Value (CRV) during that time. With this

funding, the Smithsonian has supported in excess of 800 individual projects to

address facilities deficiencies at every property across the Institution, including

more than 100 projects valued at over $18.0 million for the National Zoo. Thanks

to these substantial investments, we have improved the conditions of many

critical building systems and mitigated potential impacts to collections and visitor

experiences in our museums and research facilities.

Starting in FY 2021, the Smithsonian began implementing an improved

methodology for completing Facilities Condition Assessments (FCAs). As a

result, our assessments have become more accurate, additional facility

deficiencies have been identified, and lower condition ratings and scores have

been reported. Earlier this year, the Smithsonian hired an independent, thirdparty expert to evaluate our new FCA methodology and they confirmed the

accuracy of our approach and the reported results. Identifying additional

deficiencies enables the Institution to address such problems earlier before the

cost of corrective action grows even higher.

To further improve the overall management of our facilities assets, starting in FY

2022, the Smithsonian began conducting updated real property valuations, again

using a third-party expert. Thus far, more than 60 percent of the Smithsonian’s

real property values have been updated. As a result of these new valuations, the

overall CRV of the Institution’s real property assets has increased by more than

39 percent, providing a more accurate reflection of the actual cost to replace our

facilities assets in today’s market.

Our efforts to improve facilities management and more accurately identify the

conditions and value of our facilities have significantly increased our calculation

of the Deferred Maintenance (DM) backlog. We have recently confirmed that the

Smithsonian’s DM backlog has grown to $3.3 billion.

While the Smithsonian has provided conscientious stewardship of its real

property portfolio, the overall DM backlog continued to grow. Managing our

facilities needs is an ongoing challenge, and we are on the right path, but it is

imperative that we continue increasing Facilities Maintenance funding to reduce

our DM backlog and maintenance program deficiencies.

Because of this, our request includes an additional $8,600,000 to improve

infrastructure readiness and address sustainability and climate resilience;
22

improve flood mitigation and stormwater management in and around the National 

Mall, as well as increase energy efficiency/management. These efforts will help

improve facility conditions/resilience, slow the growth of the DM backlog that 

leads to inefficient building operations, and provide acceptable space for 

Smithsonian exhibits, research, collections, and staff.

The increased funding and improved facilities maintenance program will help 

ensure the Smithsonian is better prepared to address current and future 

requirements, including the impacts of climate change. These essential funds will 

enable the Institution to ensure environmental conditions are maintained for the 

national collections and visitors, and complete repairs on life-safety systems;

elevators; heating, ventilation, and air-conditioning (HVAC) systems; plumbing;

roofing systems; and exterior infrastructure. Several of the Institution’s national 

museums have experienced water leaks, sewage system failures, humidity 

spikes, and other adverse impacts from failing infrastructure. With the funds 

requested, the Smithsonian will reduce the incidence of such failures and any 

resulting damages to better preserve the collections as well as the world-class 

reputation of an American institution and experience.

• Facilities Operations (+$1,900,000) — Resources within this area enable 

facilities preparedness and operations, including security services; emergency 

management activities; custodial work; fire protection; building system 

operations; gardens and grounds care and landscaping; snow removal; pest 

control; refuse collection and disposal; vehicle fleet operations and maintenance; 

and safety, environmental, and health services. The program also supports 

facilities planning, architectural and engineering design, and real-estate services.

Funding for facilities operations has not kept pace with increased costs during 

the past three years, which is adversely impacting the visitor experience, staff 

satisfaction, and the reputation of the Institution, as well as the nation it 

represents. Consequently, the Smithsonian is requesting additional resources to 

maintain an acceptable standard of cleanliness throughout public and staff 

spaces.

This request would provide funding to mitigate some of the recent cost increases

for supplies, materials, equipment, and contract services for current and additional 

cleaning and support requirements. Additional resources will also enable the 

Smithsonian to fill vacant positions.

Despite efforts to improve efficiencies and outcomes through training and best 

practices, additional resources are required to achieve acceptable standards of 

service and cleanliness. In addition, the revitalization of spaces with modern and 

higher gloss finishes and exhibits, which get more traffic and require greater time 

and effort for cleaning, has created more cleaning demands, as has the 

increased need to keep public areas better sanitized in accordance with postpandemic protocols. 
23

The Smithsonian’s goal is to achieve the Association of Physical Plant 

Administrators (APPA) cleanliness Level 2, Ordinary Tidiness. Currently, the 

Smithsonian does not meet that standard. The funds requested will enable the 

Smithsonian to improve services and cleanliness and get closer to our goal of 

returning to APPA Level 2.

The motor-vehicle fleet transition to zero-emission vehicles also requires 

additional resources. The requested funding continues efforts to increase the 

number of zero-emission vehicles in the Smithsonian fleet. The Smithsonian 

continues prioritizing the procurement of electric vehicles (including those with 

plug-in hybrid technology) and the associated charging infrastructure, so the 

Institution can complete its transition to clean and zero-emission vehicles by 

2030. 

Additional information on these Facilities Services’ requests is provided in the 

Facilities Maintenance and Facilities Operations, Security, and Support sections of this 

budget submission.

RESEARCH

Category

FY 2025 

Program 

Increase ($000s)

Scientific Research +2,000

Biodiversity Research +2,000

Biodiversity Research (+$2,000,000)

Harnessing the Smithsonian’s expertise to elevate science in the global 

discourse is a key focus area in the Smithsonian’s Strategic Plan. The Institution 

includes a leading science and research complex, with thousands of experts and rich 

partnerships with academia, the private sector, and other federal entities. The 

Smithsonian remains fully committed to expanding our understanding of life on Earth 

and our place in the universe through its two major science initiatives: Life on a 

Sustainable Planet and Solving the Mysteries of the Universe. We will explore the 

tipping and turning points in the evolution of galaxies, solar systems, and planets, and 

study challenges to ecosystems and biodiversity facing our world. 

The Smithsonian is well known for research results which help sustain biological 

diversity, assess the effects of climate change in ecosystems, and develop equitable, 

nature-based resilience strategies for understanding and managing invasive species 

and infectious diseases. The Institution’s assets include one of the world’s largest 

groups of scientists working on the biology of plants and animals, a network of Earth 
24

observation platforms and field stations, and huge collections of specimens and libraries 

of biodiversity resources.

The FY 2025 Budget supports increased research partnerships and public 

communications related to our Life on a Sustainable Planet initiative, including the work 

conducted by our Global Earth Observatory (GEO) networks related to environmental 

resilience, ecosystem monitoring, climate change, and related fields. The funds will 

enable scientists to coordinate their work with other national and international efforts. In 

addition, the new funding will provide research and monitoring infrastructure and 

support personnel across Smithsonian facilities and programs, allowing the Institution to 

meet evolving needs and priorities. This will bolster existing monitoring networks and 

support establishing new field sites.

Specifically, the mission of our GEO networks is to accelerate understanding of 

the diversity and functioning of forest and marine ecosystems to predict their futures 

and sustain their vital roles in supporting life on Earth. The world’s forest and marine 

ecosystems support all aspects of life on Earth: everything from providing food, 

medicines, and building materials to storing carbon and regulating climate. They have 

never been under more pressure from the dual threats of climate and land-use changes. 

Research-based solutions are required to mitigate these risks and increase ecosystem 

resilience. Accordingly, our networks provide the science to allow ground-truth based 

solutions. The Smithsonian GEOs have developed globally distributed in-situ monitoring 

and experimental observatories on land (ForestGEO) and in the sea (MarineGEO) 

which, coupled with new global scientific capacity and satellite data, will transform our 

understanding of these ecosystems and provide policy makers with practical options for 

their future sustainable management.

The ForestGEO network provides long-term scientific data about biodiversity and 

the ecological, hydrological, soil, and meteorological processes associated with climate 

change at local, regional, and global scales, as well as invaluable data on carbon 

storage. The requested resources will: 

• Expand ForestGEO to better represent all major forest types worldwide, thereby 

transforming the network into a permanent global observation system for the 

world’s forests; 

• Broaden the scientific disciplines addressing forest response to climate change 

through strategic appointments in genomics, microbial ecology, and ecosystem 

modeling;

• Ensure the long-term value of ForestGEO science by strengthening the 

coordination and management of network sites and future data collection; and

• Increase the role of ForestGEO in science development through Fellowships and 

training to build the human resources needed to solve the global forest crisis.
25

Together, these steps will provide a robust opportunity to revolutionize our 

understanding of one of Earth’s most biologically complex and important systems.

Additionally, the Marine Global Earth Observatories, or MarineGEO network, is 

dedicated to understanding changes in the structure and function of coastal marine 

ecosystems, as well as monitoring, forecasting, and enhancing resilience to climate 

change. The MarineGEO sites document and monitor blue carbon, which is critical to 

identifying nature-based solutions, and support local fishery knowledge. These funds 

will build on existing Smithsonian federal and trust investments and collaborations with 

the National Oceanic and Atmospheric Administration and the National Science and 

Technology Council’s Subcommittee on Ocean Science and Technology, and leverage 

in-kind support from academic partners to expand the network beyond the initial sites. 

The Institution will also use these funds to help communicate these results to the 

public as only the Smithsonian can, through public programs, exhibits, and educational 

materials. Additional information on this request is provided in the Enhanced Research 

section of this budget submission.

MANAGEMENT OPERATIONS 

Category

FY 2025 

Program 

Increase ($000s) 

Management Operations +820

Office of the Inspector General +820

Office of the Inspector General (+$820,000)

This budget request also includes an increase of $820,000 for the Office of the 

Inspector General (OIG) to support two essential and currently vacant, unfunded

positions (a Deputy Assistant Inspector General for Audits and a GS-13 auditor) and to 

fully cover contract audits to address two high-risk areas (IT security and construction 

expenditures). The OIG does not have in-house expertise to conduct the IT security and 

construction contract audit work. 
26

OPERATIONAL REDUCTIONS

Category

FY 2025

Program 

Change ($000s) 

Operational Reductions -6,300

Operational Reductions to SI Units -6,300

Operational Reductions (-$6,300,000)

Operational reductions in other areas of the Smithsonian’s budget partially offset

the increases for priority activities described above. The FY 2025 request includes the

following reductions in the Salaries and Expenses account relative to FY 2023 levels:

• Institution-wide Programs (-$2,000,000) — Beginning in 1993, Congress

approved the creation of Institution-wide funding programs to support certain

priorities. Collectively, these programs are typically referred to as “pools." The

pools funded within the Institution-wide programs line item are flexible

mechanisms which enable the Smithsonian to address specific needs and

priorities related to our Strategic Plan (i.e., collections, digital, research, IT, etc.).

The pools can support term-limited employees but are typically used to support

specific activities proposed by Smithsonian museums, research centers, or units.

As such, they are a valuable tool and source of funding upon which the entire

Institution relies.

The budget request is $17.2 million and the decreases are spread across each of

the five Institution-wide Program pools: the Collections Care and Preservation

Fund (-$763,000), Information Resources Management Pool (-$387,000),

Research Equipment Pool (-$425,000), Research Program Initiatives Pool 

(-$200,000), and the Digital Support Pool (-$225,000).

• Museums, Research Centers, and Other Offices (-$4,300,000) — This budget

request includes a one percent programmatic reduction for most of the

Smithsonian’s museums, research centers, and other offices.

Additionally, this budget request provides $20,170,000 for the National Museum

of the American Latino (NMAL) and the Smithsonian American Women’s History

Museum (SAWHM), with small decreases in program funding (-$200,000) to

partially offset increases for pay. Both museums will continue efforts to ramp up

recruiting, hiring, exhibition planning and research, as well as collections

acquisition.

This budget request also reduces repressed cultures program funding

(-$500,000) within the World Cultures Center. Current federal funding in the

Smithsonian’s budget will continue to support the care and preservation of
27

archival materials, art and artifactual collections that document languages and 

cultural traditions from around the world, many of which have been repressed in 

one form or other, both currently and historically. Additionally, the Smithsonian, 

through its Cultural Rescue Initiative, actively works with the Department of 

State, Department of Defense, and others to preserve cultural heritage in current 

conflict zones. That work will continue in FY 2025 at reduced levels.
28

NO-YEAR FUNDING — The following table reflects the FY 2023 and FY 2025 Salaries 

and Expenses requests for funding with no-year availability.

No-Year Funding Request

(Dollars in Thousands)

Salaries and Expenses FY 2023 

Enacted

FY 2025

Request

Change 

from FY 

2023

No-Year Funds

National Museum of the American Latino 10,392 10,518 +126

Smithsonian American Women’s History Museum 9,568 9,652 +84

National Museum of Natural History

Exhibition Reinstallation 954 954 0

Repatriation Program 1,507 1,593 +86

Major Scientific Instrumentation 4,118 4,077 -41

Collections Acquisition 435 431 -4

Total, No-Year Funds $26,974 $27,225 +$251

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

the estimated obligations for direct resources in the Salaries and Expenses account.

Salaries and Expenses

($s in millions)

FY 2023 

Enacted

FY 2025 

Request

Change from 

FY 2023

Salaries and Benefits 519 565 +46

Travel and Transportation 6 6 0

Rent, Utilities, Communications, 

and Other

110 126 +16

Printing and Other Services 199 209 +10

Supplies and Materials 20 25 +5

Equipment 23 24 +1

Land and Structures 5 5 0

Total, Object-Class Funds $882 $960 +$78
29

FEDERAL RESOURCE SUMMARY BY PERFORMANCE OBJECTIVE

AND PROGRAM CATEGORY

The Smithsonian has developed its FY 2025 budget request by reviewing and 

prioritizing all resources and by identifying increases and 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 

Smithsonian to clearly demonstrate the relationship between dollars budgeted and 

results achieved.

This table summarizes the Institution’s FY 2023 funding and FY 2025 request

and shows the proposed changes by performance objective and program category. 

FTEs $000 FTEs $000 FTEs $000

Research

Engage in impactful scientific research and discovery 392 80,237 392 84,793 0 4,556

Engage in vital arts and humanities research 158 30,200 158 32,283 0 2,083

Digital Transformation

Provide improved digitization and audience engagement 103 23,132 103 24,075 0 943

Education

Provide education support to engage and inspire diverse audiences 126 21,971 126 22,532 0 561

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 170 41,378 170 42,517 0 1,139

Exhibitions

Offer compelling, first-class exhibitions 353 64,283 353 67,276 0 2,993

Collections

Improve the stewardship of the national collections 437 84,950 437 90,405 0 5,455

Facilities Operations and Maintenance

Improve facilities operations and provide a safe and healthy 

environment 600 177,337 600 196,685 0 19,348

Deliver an aggressive and professional maintenance program 455 119,258 455 132,724 0 13,466

Security

Provide world-class protection for Smithsonian facilities, collections, 

staff, visitors and volunteers 665 97,770 665 103,044 0 5,274

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 480 96,014 480 103,156 0 7,142

Information Technology

Improve the Institution's information technology systems and 

infrastructure 108 54,398 108 58,783 0 4,385

Ensuring Financial Strength

Secure financial resources required for Institution's mission 0 1,927 0 1,927 0 0

Total 4,047 892,855 4,047 960,200 0 67,345

Performance Objective and Program Category FY 2023 FY 2025 Change
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31

ENHANCED 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 2023 

ENACTED 0 3,639 0 0 0 0 0 0

FY 2025

REQUEST 0 5,107 0 0 0 0 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in impactful scientific research and discovery 0 1,747 0 3,729 0 1,982

Engage in vital arts and humanities research 0 1,292 0 784 0 -508

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to the public 0 600 0 594 0 -6

Total 0 3,639 0 5,107 0 1,468

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

The Smithsonian’s enhanced research initiatives provide an overarching 

framework for the Institution’s scientific programs and operations. Funding these efforts 

will enable the Smithsonian to integrate the work of many disciplines within and across 

our museums and cultural and research centers, as well as broaden external 

collaborations. The programs are grounded in research and emphasize complementary 

education and outreach; together, they will influence how the Smithsonian directs its 

resources and focuses its energies. The Institution has developed and implemented 

initiatives to advance cross-disciplinary, integrated scholarly efforts which use a 

competitive internal process to distribute externally raised funds for advancing research, 

revitalizing education, and harnessing the power of emerging technology, including 

artificial intelligence (AI). The funding can also leverage additional resources, both 

internal and external, thereby amplifying the scope and breadth of cross-cutting 

research initiatives. Funds are allocated to Smithsonian units with existing subjectmatter expertise to optimize resources.

The Institution’s scientific initiatives complement our operations and the work of 

university partners. The federal appropriation enables a uniquely long-term research 

perspective by building on the knowledge gained across many years and the large 

datasets developed in that time. We establish observatories that collect data for 

decades, enabling studies to keep acquiring collections and data for use by scientists 

and citizens nationwide and throughout the world. The Smithsonian is also wellpositioned to communicate these research results to the public.
32

Our scientific staff continues to collaborate regularly with research universities in 

the United States and abroad. Their faculty benefit from participating in the 

Smithsonian’s long-term research studies and the Institution recognizes the expertise 

these scientists bring to those programs in return. This mutually beneficial arrangement 

adds value to the research conducted by both public- and private-sector participants 

and results in a more efficient, symbiotic coordination of our resources for a maximum 

return on the investment. 

All Smithsonian museums, cultural and research centers, and offices integrate 

the Institution’s research goals and objectives into their activities and programs. The 

table below summarizes the FY 2025 programs in the four research centers.

Programs FY 2023

($000)

FY 2025

($000)

Change 

($000)

Universe Center 184 182 -2

Biodiversity Center 1,563 3,547 +1,984

World Cultures Center 1,292 784 -508

American Experience Center 600 594 -6

 Total 3,639 5,107 +1,468

EXPLANATION OF CHANGE

The FY 2025 budget request for the four research centers is a net increase of 

$1,468,000. Each of the four line-items within Enhanced Research includes a one 

percent programmatic decrease totaling $32,000 compared to FY 2023 levels. 

Within the total request for the Biodiversity Center, an additional $2,000,000

supports increased research partnerships and public communications related to our Life 

on a Sustainable Planet initiative, including the work conducted by our Global Earth 

Observatory (GEO) networks related to environmental resilience, ecosystem monitoring, 

climate change, and related fields.

Within the total request for the World Cultures Center, $500,000 in repressed 

cultures program funding is reduced.

Biodiversity Research (+$2,000,000)

Harnessing the Smithsonian’s expertise to elevate science in the global 

discourse is a key focus area in the Smithsonian’s Strategic Plan. The Institution 

includes a leading science and research complex, with thousands of experts and rich 

partnerships with academia, the private sector, and other federal entities. The 

Smithsonian remains fully committed to expanding our understanding of life on Earth 

and our place in the universe through its two major science initiatives: Life on a 

Sustainable Planet and Solving the Mysteries of the Universe. We will explore the 
33

tipping and turning points in the evolution of galaxies, solar systems, and planets, as 

well as study challenges to ecosystems and biodiversity facing our own world. 

The Smithsonian is well known for producing research results that inform efforts 

to sustain biological diversity, assess the effects of climate change in ecosystems, and 

develop equitable, nature-based resilience strategies for understanding and managing 

invasive species and infectious diseases. The Institution’s assets include one of the 

world’s largest groups of scientists working on the biology of plants and animals, a 

network of Earth observation platforms and field stations, and huge collections of 

specimens and libraries of biodiversity resources.

Everything the Institution does in biology — from acquiring collections and 

conducting research to advancing education and outreach — is potentially useful to the 

bioeconomy, which represents the infrastructure, innovation, products, technology, and 

data derived from biologically related processes. The biological sciences also drive 

economic growth, promote public health, and increase social benefits for the American 

people. For example, much of the Smithsonian’s research as part of the U.S. Global 

Change Research Program is directly relevant to biosecurity; such as keeping diseases 

and pests away from animals, people, and property. This, in turn, contributes to

biosurveillance monitoring that detects and prevents the spread of pests and diseases 

and supports long-term public-health security goals. 

The FY 2025 Budget supports increased research partnerships and public 

communications related to our Life on a Sustainable Planet initiative, including the work 

conducted by our GEO networks related to environmental resilience, ecosystem 

monitoring, climate change, and related fields. The requested funds will enable 

scientists to more efficiently coordinate their work with other national and international 

efforts. In addition, the new funding will provide research and monitoring infrastructure 

and support personnel across Smithsonian facilities and programs, allowing the 

Institution to meet evolving needs and priorities. This will bolster existing monitoring 

networks and support establishing new field sites.

Specifically, the mission of our GEO networks is to improve our understanding of 

the diversity and functioning of forest and marine ecosystems to predict their futures 

and sustain their vital roles in supporting life on Earth. The world’s forest and marine 

ecosystems support all aspects of life on Earth: everything from providing food, 

medicines, and building materials to storing carbon and regulating climate. They have 

never been under more pressure from the dual threats of climate and land-use changes. 

Research-based global solutions are required to mitigate these risks and increase 

ecosystem resilience. Accordingly, our networks provide the deep science to allow onthe-ground, evidence-based solutions. Smithsonian GEOs have developed globally 

distributed in-situ monitoring and experimental observatories on land (ForestGEO) and 

in the sea (MarineGEO) which, coupled with new global scientific capacity and satellite 

data, will transform our understanding of these ecosystems and provide policy makers 

with practical options for their sustainable management.
34

The Smithsonian provides the essential foundation for these networks based on: 

1) long-term global leadership and workforce development in biodiversity science; 2) 

multi-disciplinary science that draws on the resources of the Tropical Research Institute 

(STRI), Environmental Research Center (SERC), the National Zoo and Conservation 

Biology Institute (NZCBI), and the National Museum of Natural History (NMNH); 3) interagency collaborations, including those with the National Science Foundation, National 

Aeronautics and Space Administration, the National Oceanic and Atmospheric 

Administration (NOAA), the Department of Energy, the National Ecological Observatory 

Network, Long-Term Ecological Research, and the Bureau of Ocean Energy 

Management; 4) scientific and educational partnerships with diverse U.S. universities; 

5) leadership in open science and information and knowledge dissemination; 6) 

programs for strengthening scientific capacity nationally and internationally; and 7) 

enhancing international partnerships built through science-based diplomacy.

Specifically, the ForestGEO network provides long-term scientific data about 

biodiversity and the ecological, hydrological, soil, and meteorological processes 

associated with climate change at local, regional, and global scales, as well as 

invaluable data on carbon storage. The requested resources will: 

• Expand ForestGEO to better represent all major forest types worldwide, thereby 

transforming the network into a permanent global observation system for the 

world’s forests; 

• Broaden the scientific disciplines addressing forest response to climate change 

through strategic appointments in genomics, microbial ecology, and ecosystem 

modeling;

• Ensure the long-term value of ForestGEO science by strengthening the 

coordination and management of network sites and future data collection; and

• Increase the role of ForestGEO in science development through Fellowships and 

training to build the human resources needed to solve the global forest crisis.

Together, these steps will provide a robust opportunity to revolutionize our 

understanding of one of the Earth’s most biologically complex and important systems.

The MarineGEO network is dedicated to understanding changes in the structure 

and function of coastal marine ecosystems, as well as monitoring, forecasting, and 

enhancing resilience to climate change. The MarineGEO sites document and monitor 

blue carbon, which is critical to identifying nature-based solutions, and support local 

fishery knowledge. These funds will build on existing Smithsonian federal and trust 

investments and collaborations with NOAA and the National Science and Technology 

Council’s Subcommittee on Ocean Science and Technology and leverage in-kind 

support from academic partners to expand the network beyond the initial sites. 
35

The Institution will also use these funds to help communicate these results to the 

public as only the Smithsonian can, through public programs, exhibits, and educational 

materials.

World Cultures Center (-$500,000)

The $784,000 request for the World Cultures Center will continue to support the 

care and preservation of archival materials, art, and artifactual collections that document 

languages and cultural traditions from around the world, many of which have been 

repressed in one form or other, both currently and historically. Additionally, the 

Smithsonian, through its Cultural Rescue Initiative, actively works with the Department 

of State, Department of Defense, and others to preserve cultural heritage in current 

conflict zones. That work will continue in FY 2025 at reduced levels. 
36

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 2023

ENACTED 131 22,380 95 9,236 36 14,058 1 608

FY 2025

REQUEST 131 23,714 95 10,654 40 16,063 1 669

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in impactful scientific research and discovery 6 1,053 6 1,253 0 200

Engage in vital arts and humanities research 13 3,209 13 3,610 0 401

Digital Transformation

Provide improved digitization and audience engagement 1 211 1 360 0 149

Education

Provide education support to engage and inspire diverse audiences 2 604 2 314 0 -290

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 8 1,273 8 1,223 0 -50

Exhibitions

Offer compelling, first-class exhibitions 23 3,609 23 3,633 0 24

Collections

Improve the stewardship of the national collections 54 7,710 54 7,576 0 -134

Facilities Operations and Maintenance

Improve facilities operations and provide a safe and healthy 

environment 2 394 2 412 0 18

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 19 3,503 19 4,723 0 1,220

Information Technology

Improve the Institution's information technology systems and 

infrastructure 3 814 3 610 0 -204

Total 131 22,380 131 23,714 0 1,334

Performance Objective and Program Category FY 2023 FY 2025 Change
37

BACKGROUND AND CONTEXT

The Smithsonian’s National Air and Space Museum (NASM) is dedicated to the 

collection, preservation, study, and exhibition of artifacts and artworks connected to the 

rich history, culture, and science of aviation and space exploration. By engaging in 

cutting-edge research and outreach activities, the Museum serves diverse audiences 

both within and beyond its physical locations. NASM not only commemorates the past 

but explores current and future aerospace developments, playing a crucial role in 

educating and inspiring the next generation of innovators and explorers in the fields of 

science, technology, engineering, art, and math (STEAM) to shape the future.

NASM is one Museum with multiple locations: the National Mall Building (NMB)

in Washington, DC; the Steven F. Udvar-Hazy Center (UHC) in Chantilly, Virginia; and 

the Paul E. Garber Facility in Suitland, Maryland (a non-public facility). In FY 2024, 

NASM will continue ongoing efforts to revitalize the NMB and transform the exhibits. 

The eight new galleries that opened in FY 2023 continue to receive considerable public 

and media acclaim, with renovations in another 10 galleries actively under way for 

future openings. 

The preparation for relocating artifacts, integral to the revitalization and 

transformation initiative, has resulted in a comprehensive plan for the relocation and 

preservation of more than 4,000 objects. This process includes the systematic transfer 

of artifacts to the Mary Baker Engen Restoration Hangar and Emil Buehler Conservation 

Lab at the UHC for necessary treatment. Temporary storage has been arranged in the 

Dulles Collections Center Storage Module or on the public floor of the UHC. Meanwhile, 

Museum teams and contractors are in the final stages of refining designs and 

components for the east end of the NMB. Concurrently, NASM leadership is advancing 

plans for the Bezos Learning Center (BLC) and reassessing master plans for the UHC, 

all while sustaining world-class science and history research programs.

The Museum provides millions of onsite guests from around the world with 

access to its peerless collection of aerospace artifacts and stories. In 2023, NASM had 

more than 1.9 million visitors at the NMB and 1.2 million at the UHC. In addition, the

Museum continues to engage the public online through enhanced digital resources 

reaching more than 18 million virtual guests via its website, broadcast/webcast 

educational programming, and social media, an 80 percent increase from 2022. The 

Museum continues to publish the Air and Space Quarterly (ASQ), the signature 

magazine, and after two years of operation, ASQ subscriptions continue to exceed 

planned renewal rates.

In FY 2024, NASM continued to collect and preserve the nation’s key aviation 

and space artifacts and archival material, as well as those from other countries, and to 

perform original research and reference support in aviation, space history, and 

planetary science. Core activities support a broad array of exhibitions, programs, 

publications, and education and outreach projects. As new audience trends emerge 

after the COVID-19 pandemic, the Museum is balancing onsite and online programming 
38

to provide educational resources and engaging, entertaining, and inspiring content for 

learners of all ages. 

NASM accomplishes its public service mandate and reaches diverse audiences

by drawing upon a mix of in-house and contracted resources as well as a large roster of 

volunteers and docents. Museum exhibits immerse visitors in the stories of people of all 

backgrounds who have broken barriers, defied what was thought possible, and changed 

the world to inspire a new generation to accomplish the amazing. As Apollo 11 

command module pilot and the first director of NASM Michael Collins once said, “It’s 

human nature to stretch, to go, to see, to understand. Exploration is not a choice, really; 

it’s an imperative.” Today, digital offerings allow anyone, anywhere to take a path that 

engages them with the Museum’s collections and stories, provides resources to 

students, teachers, and researchers, and integrates those elements with the in-person

experience to amplify its impact.

MEANS AND STRATEGY

Public Engagement — Learning at NASM sparks curiosity and empowers 

learners to imagine the possibilities of our collective future. Museum staff continue their

efforts to reach diverse audiences in meaningful ways through exhibitions, educational 

programs, research reference support, publications, and digital engagement. In FY 

2025, NASM will continue to elevate the Museum’s role as a learning facilitator and 

convener by developing experiences that place the audience at the center. Hybrid

programming both online and onsite will become an operational part of the education 

team’s practice, given that it reaches both national and local audiences. The team will 

continue to deploy progress tracking tools such as the three-year digital engagement 

roadmap, key performance indicators, and quality assessments conducted by external 

evaluators, to set and track annual participation targets alongside participation in 

discrete efforts. This combined strategy increases NASMs overall understanding of its 

impact with audiences, ultimately positioning the Museum as a key player in building a 

nation of innovators and explorers who think critically and are ready to address big 

problems with creative, nimble solutions.

As both a national and community Museum, in FY 2025 NASM will continue to 

populate an arc of engagement for learners from pre-K to adult. Museum staff will 

support educators’ abilities to enhance classroom learning via a range of high-quality 

professional development focused on teaching with collections and aligned to national 

learning standards. NASM will launch a series of design challenges for youth to

leverage resources across the Smithsonian so they can address, and potentially solve, 

real-world problems. 

In addition, the Museum will build upon the success of virtual and onsite studentfocused programs and resources to inspire the next generation of innovators and 

explorers. This will add to the Museum’s web-based learning resources hub. The 

presentation of these resources is unique in that users only need to select from five 

drop-down menus to receive a selection of relevant resources.
39

In FY 2025, NASM staff and volunteers will continue supporting daily 

experiences for students and families — such as hands-on science activities, 

demonstrations, virtual planetarium shows, STEAM labs, engineering and design 

student workshops and resources for learners with autism and sensory perception 

disorders. The Education team will also standardize the practice of translating programs 

and products into Spanish, allowing NASM to reach an entirely new audience in 

meaningful ways. The Museum will also facilitate large, multi-faceted, day-long events 

which can reach tens of thousands of diverse visitors in one day, such as through the 

Innovations in Flight and Air and Scare activities around Halloween. 

The Museum continues to advance the Institution’s priorities by making 

collections, archival documents, and images available via publicly accessible websites. 

NASM collections and archival 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. These electronic resources may also 

encourage more researchers to request access to the Museum’s many archives and 

collections, and to make in-person visits to follow-up on initial online research efforts.

The NASM Archives set up workflows for attaching digital assets to the Smithsonian 

Online Virtual Archives, resulting in a total of 1,368,091 digital assets currently available 

to the public.

Exhibitions — In FY 2024, the Museum continues to ensure stewardship of and 

access to its priceless collection of aerospace artifacts and archival materials and

produce expert scholarship and research while guiding the fabrication of new exhibitions 

at the NMB. These exhibits offer a fresh interpretation of many stories the artifacts 

represent. During FY 2024, NASM will be finishing the design for and starting fabrication 

of 10 new galleries in the east end of the building, including: a rotating exhibit in the

Allan and Shelley Holt Innovations Gallery, with the first installment being about climate 

change; the Barron Hilton Pioneers of Flight Gallery, which will feature the famous Spirit 

of St. Louis airplane that Charles Lindbergh piloted in the first solo flight across the 

Atlantic Ocean; the TEXTRON How Things Fly Gallery, with more than 50 mechanical 

interactives aimed at teaching middle-school students STEAM concepts; the Raytheon 

Technologies Living in the Space Age Gallery, with life-size spacecraft; the Jay I. Kislak 

World War II in the Air Gallery, which will display prime examples of military aviation; 

and the At Home in Space Gallery, Discovering Our Universe Gallery, Flight and the 

Arts Center, and the Modern Military Aviation Gallery. Additionally, the Museum is 

finalizing the Boeing Milestones of Flight Hall, which will feature a large screen showing 

the collection on display in the Museum.

Collections — In support of NASM’s transformation, the Museum re-housed and 

catalogued 371 objects and packed and prepared 373 objects for shipment to the NMB. 

Staff have completed treatment of 126 large artifacts and 921 medium and small 

objects. Approximately 3,000 objects will be installed in the transformed Museum 

galleries, including many artifacts never on display before. 
40

During FY 2023, the Museum processed and is still actively caring for 62 new 

accessions, 22 incoming loans, and 20 valuable curatorial objects. Significant

acquisitions included a CYGNSS CubeSat weather satellite, a hot air balloon gondola 

flown by the pioneering African American commercial balloon pilot Bill Costen, and an

Oshkosh T-3000 foam-carrying rescue truck that was present at the Pentagon during 

the September 11, 2001 terrorist attacks.

NASM continues supporting outreach through an active loan program. The 

Museum collaborates with private collectors, corporate entities, and Smithsonian and 

non-Smithsonian museums to secure loans of artifacts to share with the public in new 

exhibits, inspiring stories of America’s role in pioneering aeronautics and space 

exploration. NASM has engaged with 101 lenders to borrow more than 460 artifacts for 

the National Mall exhibits. The Museum has an active outgoing loan program that 

currently supports more than 950 objects on loan to 118 borrowers. 

In FY 2023, Museum staff rehoused 158 medium-sized artifacts and relocated 58 

of them from inadequate storage facilities at the Paul E. Garber Facility to the UHC in 

Fairfax County, Virginia. The relocation of artifacts to museum-quality storage will 

continue for the foreseeable future. 

Facilities — NASM is using the Dulles Collections Center (DCC) Storage Module 

1, next to the UHC, as a swing space for storing artifacts from the NMB while the main 

Museum undergoes renovations. When renovations of the NMB are completed, this 

storage module will support the continued move of artifacts from the Garber facility until 

the other four such required buildings can be constructed to store all the NASM artifacts 

remaining at the Garber facility. Accordingly, in FY 2024, NASM will continue designing 

a second storage module, along with the kick-off of the DCC Campus master planning 

effort for an Institution-wide collections facility to be located at the UHC site.

In the meantime, NASM opened the phase 1, west-end Museum exhibition 

spaces in FY 2023 and has continued phase 2 renovation activities in the east half of 

the NMB, with substantial completion of base-building infrastructure work to occur in FY

2024. In addition, design work and external agency coordination continues for the BLC 

to be located on the east terrace, with award of the construction contract planned for FY

2025.

Scientific Research —NASM’s Center for Earth and Planetary Studies (CEPS) 

conducts original research related to planetary exploration, with an emphasis on the 

evolution of solid surfaces throughout the solar system. The Center also curates 

galleries and offers public programs in the planetary sciences. NASM scientists 

currently work as science team members for the Lunar Reconnaissance Orbiter, Mars 

Reconnaissance Orbiter, Curiosity Mars rover, OSIRIS-REx/APEX (to visit the asteroid

Apophis), and the Jupiter Icy Moons Explorer missions. They also serve on the future 

Very Energetic Radiation Imaging Telescope Array System (VERITAS), EnVision, 

DaVinci, and Europa Clipper mission teams. NASM scientists analyze the data from 

these and other missions to solar system bodies and convey this exciting information to 
41

the public. Original research and publications in scientific literature concentrate on the 

National Research Council and National Aeronautics and Space Administration

priorities to determine the origin of solar system bodies and habitable planets, with an 

emphasis on the past climate of Mars and icy moons with subsurface water in the outer 

solar system.

Historical Research — The Museum continues to lead in the field of recording 

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, space sciences, and aviation and 

space art. Based on their research and expertise, NASM’s archives and curatorial staff 

will continue to evaluate potential acquisitions for the national collections and respond to 

public inquiries. The Museum will also continue to upgrade exhibitions on aviation and 

spaceflight, thereby ensuring that current materials remain available to the public.

Curators across NASM continue to produce an average of more than 50 

publications each year, many of which are award-winning. For example, the book 

Cosmonaut: A Public History, by curator Cathleen S. Lewis, won the American Institute 

of Aeronautics and Astronautics’ History Manuscript Award. Other significant 

publications by NASM scholars in FY 2023 included Space Craze: America’s Enduring 

Fascination with Real and Imagined Spaceflight, by Margaret A. Weitekamp, and For 

the Love of Mars: A Human History of the Red Planet, by Matthew Shindell.

Digital, Social Media, and Media — The Museum continues to expand its use of 

digital and social media outreach to share educational, collections, and research 

information with the public and encourage their engagement with online assets, as well 

as to visit NASM and participate in its programs and events. Across all platforms, the 

number of Museum followers increased by four percent in FY 2023, with 5.8 million total 

engagements. The NASM website received more than 18.7 million visits, a 29 percent

increase from the previous year. In FY 2023, the Museum continued developing its 

analytic data to deliver targeted content to students, teachers, and other key audiences 

to ensure they have access to NASM’s educational resources and timely information on 

visitation and programs.

The Museum also engages consistently with local, national, and international 

media to ensure that potential visitors are aware of the collections, educational 

offerings, research findings, and NASM events. During FY 2023, those efforts 

generated more than 17,000 print and online stories, with a potential audience 

numbering in the tens of billions.

Management — NASM operates with a director supported by a seven-member 

senior leadership team. The team advances tactical objectives to achieve the goals of 

the Museum’s FY 2020 — 2025 strategic plan: Expanding Our Universe. NASM is 

implementing this plan by moving to a hybrid work environment, with telework-eligible 

employees splitting time between their duty stations and telework sites. Management 
42

decisions are rooted in cost-effective and responsive administration to make the most 

out of the opportunities from revitalizing and transforming the NMB in Washington, DC. 

The Museum is working to achieve the objectives outlined in the Diversity, 

Equity, Accessibility, and Inclusion (DEAI) strategic implementation plan, and to 

accurately represent the demographics of both the United States and the global 

population. In support of these initiatives, NASM has established a council to give

employees a platform where they can contribute their perspectives and engage as 

collaborators in DEAI endeavors. Additionally, the Museum has enhanced its 

recruitment and hiring processes to ensure diversity in hiring panels and incorporate

DEAI-related questions during interviews. To reach under-served populations, the 

NASM is broadening its candidate searches, implementing curriculum and programming 

to foster a more inclusive environment, and collaborating with a DEAI content lead on 

improvements to the exhibition program.

EXPLANATION OF CHANGE 

The FY 2025 budget request includes a net increase of $1,334,000 that provides 

$1,558,000 for necessary pay and other related salary costs for staff funded in this line 

item. This request also includes a one percent programmatic decrease of $224,000. 

NONAPPROPRIATED RESOURCES — General trust funds support research, 

education, exhibitions, and fund raising, including salaries and benefits. Donor/sponsordesignated funds support costs related to specific programs and projects. A $250 million 

campaign to support the transformation of the NMB and the reimagination of the 23 

exhibit and presentation spaces was updated to reflect a stretch goal of $285 million. At 

the close of FY 2023, more than $265 million was already secured. The Museum’s 

fundraising total for the year was more than $44 million. The Museum received the 

largest gift since the Smithsonian’s founding when Jeff Bezos donated $200 million, 

approximately $70 million of which will help fund the transformation efforts (included in 

the $240 million shown above). The remainder of the Bezos gift, $130 million, will fund 

education programs and the building of the BLC. Private-sector support is also used to 

fund educational initiatives and public programs, as well as to apply for Government 

grants and contracts which pay for research and other scientific activities. 
43

SMITHSONIAN ASTROPHYSICAL OBSERVATORY

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS INTERAGENCY

FTE $000 FTE $000 FTE $000 FTE $000 FTE $000

FY 2023

ENACTED 88 26,412 91 24,464 9 8,752 235 84,054 1 218

FY 2025 

REQUEST 88 27,743 91 24,464 9 8,752 235 84,054 1 254

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in impactful scientific research and discovery 81 20,865 81 21,806 0 941

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 1 220 1 220 0 0

Facilities Operations and Maintenance

Improve facilities operations and provide a safe and healthy 

environment 1 3,172 1 3,542 0 370

Security

Provide world-class protection for Smithsonian facilities, collections, 

staff, visitors and volunteers 1 230 1 230 0 0

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 4 1,680 4 1,700 0 20

Information Technology

Improve the Institution's information technology systems and 

infrastructure 0 245 0 245 0 0

Total 88 26,412 88 27,743 0 1,331

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

Founded in 1890, the Smithsonian Astrophysical Observatory (SAO) is the 

largest and most diverse astrophysical research institution in the world. SAO has helped 

develop some of the world’s most powerful and sophisticated astronomical instruments, 

with high resolution at wavelengths across the electromagnetic spectrum. Alone or in 

long-standing partnerships with the National Science Foundation (NSF), the National 

Aeronautics and Space Administration (NASA), and the Department of Energy, it has 

pioneered the development of orbiting observatories and large, ground-based 

telescopes; the application of computers to study astrophysical problems; and the 

integration of laboratory measurements and theoretical astrophysics. Observational 

data are gathered at SAO’s premier facilities: the Submillimeter Array (SMA) in Hawaii; 

the 6.5-meter-diameter Multiple Mirror Telescope (MMT), the Magellan Telescope in 
44

Chile; and the Very Energetic Radiation Imaging Telescope Array System (VERITAS) in 

Arizona; as well as the specialized telescopes at the Fred Lawrence Whipple 

Observatory. 

SAO also conducts research with a broad range of powerful instruments aboard 

rockets, balloons, and spacecraft (most notably, the Chandra X-ray Observatory, the 

Solar Dynamics Observatory, the Parker Solar Probe, and now the Tropospheric 

Emissions: Monitoring of Pollution Observatory, or TEMPO instrument). SAO scientists 

work at locations as diverse as the high plateaus of northern Chile and the Amundsen 

South Pole Station to northwestern Greenland. Headquartered in Cambridge, 

Massachusetts, SAO collaborates with the Harvard College Observatory to form the 

Center for Astrophysics (CfA) | Harvard and Smithsonian.

The mission of SAO is to: (1) advance the public’s knowledge and understanding 

of the universe through research and education in astronomy and astrophysics; and (2)

be of service to the national and international astronomical communities, and to society 

in general, in areas associated with our primary mission. SAO directly supports the 

Smithsonian Strategic Plan’s goal to “Harness Smithsonian expertise to elevate science 

in the global discourse.” 

SAO’s research is unique and world-renowned because of the strength and 

diversity of its observers, theorists, instrument developers, engineers, and laboratory 

scientists, and because SAO emphasizes multiple strategies which draw from the 

strengths of both small projects and large research centers, including NASA flagship 

missions. Indeed, SAO’s extraordinary research success is partly the result of the rich 

cross-fertilization among its outstanding scientists and engineers in a climate that 

nurtures collaborative excellence, the sharing of ideas, and the building of cutting-edge 

telescope instrumentation. 

For decades, SAO astronomers and their colleagues have made revolutionary 

discoveries that 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 populated with billions of galaxies, most of which have supermassive black holes at 

their centers. We have also 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 conduct the vital basic research that seeks 

to understand the sun and explain its x-ray-emitting corona, the nature of our solar 

system, the abundant elements in our Milky Way Galaxy, the gas and dust between the 

stars, the formation and evolution of galaxies, and the large-scale structure of the 

universe. Today, SAO continues to use advanced technologies to make discoveries that

will tell a coherent story of the cosmos from the Big Bang to the origins of life on Earth.
45

SAO has an extraordinary record in developing and successfully implementing 

large, complex, and innovative observational and theoretical 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 it a recognized global leader in 

astrophysics.

Most recently, scientists at SAO conceived and designed TEMPO, the first 

space-based probe to measure air pollution hourly over North America at the 

neighborhood scale — a vast improvement over previous resolutions of about 100 

square miles. The instrument began recording data in June of 2023 and now tracks 

most major air pollutants during daylight hours, including nitrogen oxide, ozone, 

aerosols, sulfur dioxide, and formaldehyde, from sources such as cars, oil refineries, 

and wildfires. 

TEMPO measured six hourly scans of atmospheric pollution over North America for the 

first time on August 2, 2023. This image shows nitrogen dioxide levels over the 

Washington, DC/Philadelphia/New York region and the I-95 corridor in the northeast 

United States at 12:14 Eastern Time. 

At night, TEMPO will also measure light pollution, unwanted or excessive light 

that can damage the environment. TEMPO has already had strong public engagement, 

becoming the Smithsonian’s most popular Instagram story yet, as well as generating the 

most read press release on NASA.gov in 2023. Building on this success, SAO is 

developing an education program that allows students to download and analyze 

TEMPO data for high school research projects.

SAO also leads the Solar Wind Electrons, Alphas, and Protons (SWEAP) 

experiment, which is one of four instrument suites on board the NASA Parker Solar 

Probe mission. Parker completed the sixth of seven planned encounters with Venus and 
46

four successful plunges into the solar atmosphere in FY 2023. Along the way, the 

SWEAP team made the closest-ever measurements of the million-degree plasma that 

surrounds and emanates from the sun. In FY 2023, SAO scientists presented evidence 

that the sun’s atmosphere and solar winds are energized by magnetic jets, operating 

like waves of very small solar flares that sweep across the sun. Among other firsts, the 

team also studied a major coronal mass ejection — an eruption of the sort that would 

produce strong aurorae and technological disruptions if directed at the Earth — by flying 

through it during the eruption. They were able to identify the magnetic structures and 

the origins of energetic particle radiation in these types of eruptions, which are key for 

forecasting hazards in space in preparation for future manned missions.

Further out in the universe, SAO astronomers and facilities helped characterize 

the exoplanet LP 791-18, showing that it could be “carpeted” with volcanos, as part of 

our follow-up observations needed to confirm and characterize the planet candidates 

identified by NASA’s Transiting Exoplanet Survey Satellite (TESS). SAO’s telescopes at 

the Whipple Observatory on Mount Hopkins in Arizona play a major role in this work. As 

of September 1, 2023, TESS data had been used in 1,475 peer-reviewed publications;

41 percent for exoplanet studies, and 59 percent for other astrophysics.

SAO astronomers also play leading roles with the Event Horizon Telescope 

(EHT), the global array of radio telescopes that captured the first images of black holes, 

and are leading the Next Generation EHT project, which will greatly expand the 

telescope’s capabilities and eventually allow scientists to watch black holes evolve in 

real time. Looking ahead, SAO is leading an effort to build the Event Horizon Explorer, a 

satellite-based telescope that would enable even higher-resolution images. In FY 2023, 

the EHT worked with the newly launched James Webb Space Telescope (JWST) and 

the Imaging X-ray Polarimetry Explorer (IXPE) for the first time. This observing 

campaign also included observations with additional NASA observatories, including 

Swift, Chandra, and NuSTAR. As shown in the figure below, coordinated observations 

of this type are crucial for studies of flaring emissions from supermassive black holes.

Composite image 

showing the M87 

galaxy across the 

entire 

electromagnetic 

spectrum. The 

EHT provides the 

highest angular 

resolution in 

astronomy, 

revealing the 

supermassive 

black hole at the 

center. The full 

view of this galaxy 

requires 19 

different facilities 

across Earth and 

in space.
47

SAO is now embarking on a major new mission to deliver instrumentation for the 

Giant Magellan Telescope (GMT). With unmatched image quality, seven of the world’s 

largest mirrors will work in concert to collect unprecedented images of the farthest 

reaches of the universe. The GMT will unveil the stars and galaxies in the infant 

universe just after the Big Bang, help us understand the nature of dark matter and dark 

energy through gravitational lensing, and reveal the presence of oxygen in extrasolar 

planet atmospheres for the first time, allowing us to distinguish between planets that 

may harbor life and planets without life. 

SAO is building three instruments for the GMT on behalf of the U.S. astronomical 

community:

• GMT - Consortium Large Earth Finder (G-CLEF): A high-precision

spectrograph to detect O2 on extrasolar planets, and the only spectrograph of its 

type for decades.

• Acquisition Guiding and Wavefront Sensing System (AGWS): An innovative 

sensor system to keep the telescope mirrors aligned so that light from distant 

stars and planets is sharp.

• GMT - Multi-object Astronomical and Cosmological Spectrograph 

(GMACS): A transformative, wide-area spectrograph to detect light from the first 

galaxies in the universe.

These instruments will be available to the entire U.S. astronomical community to 

drive new discoveries on behalf of the American public. SAO aims to have G-CLEF 

ready and tested on the Magellan Telescope before commissioning on the GMT.

Finally, in FY 2023, SAO astronomers created “AstroAI,” a center dedicated to the 

development of artificial intelligence to enable next-generation astrophysics. AstroAI 

brings experts in artificial intelligence together with scientists to tackle the most exciting 

and challenging problems in astrophysics. By facilitating interdisciplinary collaborations 

and drawing on the expertise of SAO, Harvard, and the Boston-area science 

community, AstroAI is meant to revolutionize and accelerate scientific discovery at the 

CfA. An early success by the AstroAI team was winning the 2023 Ariel Data Challenge, 

an international contest to accurately extract chemical and physical properties from 

exoplanet spectra, which will be taken by the upcoming European Space Agency (ESA)

“Ariel” mission.

MEANS AND STRATEGY

SAO scientists make optimal use of various astronomical facilities, 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 SAO operates on behalf of NASA. SAO scientists also have research access to 

the two 6.5-meter Magellan telescopes in northern Chile through a partnership with the 
48

Harvard College Observatory. SAO scientists and engineers are leading the science 

operations team and using the VERITAS telescope to carry out a vital scientific 

research program in very high-energy astrophysics. These facilities enable SAO 

scientists to make substantial progress in answering basic questions about the origin 

and nature of the universe, including efforts to learn 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 centers on missions to study the sun, the xray universe, and the outer solar system.

The Astro2020 Decadal Survey of Astronomy and Astrophysics ranked the U.S.

Extremely Large Telescope Program, including the GMT, as its top priority for U.S.

ground-based astronomy. SAO is a founding partner in the GMT. The SAO is one of 14

partners, including Harvard, the University of Texas, Austin, Carnegie Observatories, 

the University of Arizona, Arizona State University, the University of Chicago, Texas 

A&M, and the Australian National University. The GMT instruments are being built and 

funded by the partner institutions, including SAO, which is normal for large telescope 

projects.

In addition to building leading telescope instrumentation, 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 NASA Astrophysics Data System (ADS), which is 

recognized as a world leader in the dissemination of scientific literature about the 

cosmos.

SAO scientists lead and contribute to nationwide education and outreach 

programs, including the micro-observatory program that allows students across the 

globe to control robotic telescopes and design and conduct astronomy experiments. 

SAO will expand its nationwide education reach with the TEMPO satellite, the 

development of a telescopes-in-schools program targeting rural and underprivileged 

schools across the country, and an astronomer-in-residence program at the 

Smithsonian’s National Air and Space Museum.

Through this request, SAO will ensure its information technology (IT) 

infrastructure remains robust, reliable, and secure; maintain a cooperative environment 

through communication and activities that underscore SAO’s special mission and each 

staff member’s contribution to its success; evaluate 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 facilitate the use of 

small, minority, women-owned, and other underused businesses in procurement 
49

operations and business relationships to the maximum extent practicable. These proven 

management tools will continue to support and enhance SAO’s scientific and 

educational missions. 

EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase of $1,331,000 that provides 

$1,398,000 for necessary pay and other related salary costs for staff funded under this 

line item and an increase of $197,000 to cover increased rental costs for current 

federally leased space, which is also referenced in the Fixed Costs section of this 

budget submission. This request also includes a one percent programmatic decrease of 

$264,000.

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 Proposal submitted to the 

Department of the Interior, 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 specific 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.
50

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 2023

ENACTED 0 4,118 0 0 0 0 0 0

FY 2025

REQUEST 0 4,077 0 0 0 0 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in impactful scientific research and discovery 0 4,118 0 4,077 0 -41

Total 0 4,118 0 4,077 0 -41

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

The Smithsonian Astrophysical Observatory’s work directly supports the 

Smithsonian Strategic Plan’s goal to “Harness the Smithsonian’s expertise to elevate 

science in the global discourse.” SAO contributes to advancing knowledge and is at the 

forefront of expanding our understanding of our place in the universe through the 

Smithsonian’s Solving the Mysteries of the Universe initiative.

SAO’s strength in observational astrophysics relies on its major ground-based 

facilities: the Submillimeter Telescope Array (SMA), the Multiple Mirror Telescope 

(MMT), the Magellan Telescope, and NASA space-based facilities, including the 

Chandra X-ray Observatory, the James Webb Space Telescope (JWST), the Parker 

Solar Probe, and the Tropospheric Emissions Monitoring of Pollution satellite. 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 strength in ground-based observational astrophysics derives from

equipping the 24-meter Giant Magellan Telescope (GMT) with powerful new 

instruments and developing a suite of radio telescopes for the next-generation Event 

Horizon Telescope (EHT) project that includes the SAO-operated SMA and other 

international radio telescopes. This leadership, in turn, depends on developing 

specialized instruments and facilities which do not yet exist. A team of talented 

scientists and engineers must develop these tools with support from dedicated multiyear funding. Continued federal support makes this leadership possible.

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 leading edge of 
51

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, technically advanced, and would 

not be developed without SAO’s 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 articles in peer-reviewed journals, and inform and educate the public 

about the latest scientific discoveries in an exciting and compelling manner. The 

magnitude of the costs involved, and the long timeline required to fabricate major new 

instruments and reconfigure existing ones, require that MSI funds for these projects be 

kept available until they are spent.

Innovative instrumentation has enabled Smithsonian astronomers to make 

fundamental discoveries about the nature of the universe. Today, SAO scientists use 

advanced technologies to tell 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.

Four SAO projects are included in the FY 2025 MSI line item: 1) the NextGeneration Optical Instrumentation for the GMT and the Magellan Clay Telescope 

located at the Las Campanas Observatory in northern Chile and the MMT in Arizona; 2) 

Astro AI (for artificial intelligence); 3) the SMA on Mauna Kea, Hawaii; and 4) the 

Greenland Telescope in Thule, Greenland. 

MEANS AND STRATEGY

SAO’s mission is to engage in astrophysical research and discovery. 

Observational astrophysics is the basic science responsible for understanding 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 filamentary 

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; 6) the discovery of planets orbiting other stars and carbon 

dioxide within the atmospheres of those planets; and 7) the spectacular image of the 

supermassive black hole at the center of our own Milky Way and our neighbor galaxy 

M87, released by the SAO-led EHT team. 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 shining 

objects in the universe). 

As members of science definition teams and topical panels, SAO scientists 

participated in the National Academies of Science Decadal Survey of Astronomy and 
52

Astrophysics. SAO also offers key advice and reviews to the NASA for the recently 

launched JWST. 

Next-Generation Optical Instrumentation, including the GMT ($1,876,900)

SAO’s expertise in building large and powerful instruments is a crucial capability 

in the era of extremely large telescopes. Continued MSI funding will enable SAO to 

conduct this research and maintain the United States’ lead in this important scientific 

field.

SAO is developing the GMT in partnership with 13 other research institutions in 

the United States, Australia, Brazil, Israel, and South Korea. The GMT is designed to 

have a 24.5-meter (83-foot)-diameter primary mirror that would allow SAO to peer back 

in time and explore the earliest periods of the known universe, understand how the first 

galaxies in the universe formed, reveal the atmospheres in extrasolar planets and the 

nature of dark matter, and to take much sharper images than those obtainable with the 

Hubble Space Telescope or the JWST.

SAO leads the design, development, and manufacture of the GMT- Consortium 

Large Earth Finder (or 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. GCLEF is the only instrument in development for the coming generation of extremely 

large telescopes that can detect signs of biological activity (life) in exoplanet 

atmospheres.

In FY 2025, MSI funds will be used to continue designing G-CLEF and develop 

prototypes of the high-risk subsystems needed to use the instrument to its full potential. 

MSI funds will be used to prepare G-CLEF for testing on the 6.5-meter Magellan Clay 

Telescope near the GMT site in Chile, while the GMT is still being built. SAO will exploit 

G-CLEF scientifically for several years on the Clay Telescope prior to its transition to the 

GMT. SAO’s ability to use the Clay Telescope for this purpose will be funded and 

facilitated by its partnership with the Harvard College Observatory.

The MMT, a joint project of SAO and the University of Arizona, dedicated in 

1979, was originally made up of six identical 1.8-meter telescopes in a single altitudeazimuth (naval-gun-type) mount. In the 1990s, SAO and the University of Arizona 

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 capacity of the 

telescope, and a set of large corrector lenses, built with MSI funding, has since 

increased its field of view 400 times. The MMT is a superb platform on which to develop 

innovative technologies for the new generation of extremely large telescopes such as 

the GMT. Therefore, SAO scientists are developing novel instrumentation to validate 

and optimize the underlying concepts before similar GMT-scale instruments are 

constructed. 
53

Submillimeter Telescope Array (SMA) ($1,448,500)

The SMA is a pathfinder telescope operating between radio and infrared 

wavelengths and has a major role in exploring the cool universe. In recent years, 

scientific studies have continued to focus on the study of the distant universe, planetforming disks, and star formation. The SMA is also a key element of the EHT, as 

discussed above.

SAO scientists and engineers are dramatically improving the sensitivity of the 

SMA and enabling remarkable wideband capabilities to obtain comprehensive 

molecular inventories of star-forming regions to shed light on the origin of complex 

organic molecules. Continued improvement to the SMA’s sensitivity, imaging, and 

studies of transient phenomena depend on upgrading the telescope instrumentation that 

receives and processes the incoming signals using innovative technologies. The 

upgrades highly leverage the infrastructure investment in the antennas and the site.

With continued MSI funding, SAO is building and testing new wideband receiver 

sets at its labs in Cambridge, Massachusetts. Once all eight SMA antennas have been 

equipped with the new receiver sets, the sensitivity of the SMA will be increased by 

more than a factor of 20 since the SMA was first commissioned two decades ago. Its 

instantaneous frequency coverage will be wider than that of any other radio telescope.

Astro AI ($501,600)

AstroAI harnesses the power of artificial intelligence (AI) and cutting-edge 

astrophysical research to make sense of millions of data points, uncover patterns, and 

provide new insights into the phenomena shaping our universe. Astro AI has seeded 

connections among engineers, computer scientists, and machine-learning experts. 

Established partnerships with 27 institutions worldwide, including the Massachusetts

Institute of Technology’s Computer Vision Lab, Harvard’s Computer Science, the 

Institute for Artificial Intelligence and Fundamental Interactions, and the École 

Polytechnique Fédérale de Lausanne, have developed an integrated hub to facilitate 

communications and exchanges between data science and astrophysical research 

centers. 

MSI funds will allow the AstroAI Team to secure the infrastructure needed to 

enable scientific inquiry and discovery, from analyses that illuminate new knowledge 

using existing images of our galaxy, to cutting-edge forecasting tools, to algorithms that 

mine critical insights out of vast climate data.

Greenland Telescope ($250,000)

The Greenland Telescope at the U.S. Air Base in Greenland was originally a 

National Science Foundation (NSF) prototype for the Atacama Large Millimeter Array 

(ALMA). The Greenland Telescope was transferred to SAO from NSF Astronomy and 
54

retrofitted for cold-weather operation by SAO’s partner institution, the Academia Sinica 

Institute for Astronomy and Astrophysics (ASIAA) in Taiwan.

The SAO contribution greatly enhances these investments by the NSF and our 

Taiwanese collaborators, making the project an excellent opportunity to capitalize on a 

highly leveraged use of federal funds with high-value science returns on the investment.

The Greenland Telescope serves as the northernmost node of the EHT network, 

operated jointly with SAO’s SMA (in Hawaii), the international ALMA telescope array (in 

Chile), and other telescopes, to make unprecedented observations of the event horizon 

of the supermassive black hole at the heart of the giant galaxy M87 (M87*). The 

telescope will continue to be an essential resource for new observations of M87* and 

potentially other black holes.

SAO 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. As part of its contribution to this project, the NSF is 

redeveloping the Greenland Summit Station to better conduct this research.

EXPLANATION OF CHANGE

The FY 2025 budget request includes a one percent programmatic decrease of 

$41,000.
55

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 2023

ENACTED 277 55,239 17 3,990 36 14,088 8 1,701 10 1,221

FY 2025 

REQUEST 276 58,760 17 3,995 41 14,200 7 1,250 18 1,900

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in impactful scientific research and discovery 88 18,795 88 19,359 0 564

Digital Transformation

Provide improved digitization and audience engagement 4 547 4 564 0 17

Education

Provide education support to engage and inspire diverse audiences 11 1,915 11 1,972 0 57

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 42 7,694 42 7,924 0 230

Exhibitions

Offer compelling, first-class exhibitions 26 3,917 26 4,035 0 118

Collections

Improve the stewardship of the national collections 77 16,893 76 19,264 -1 2,371

Facilities Operations and Maintenance

Improve facilities operations and provide a safe and healthy 

environment 4 906 4 933 0 27

Security

Provide world-class protection for Smithsonian facilities, collections, 

staff, visitors and volunteers 1 195 1 201 0 6

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 12 1,946 12 2,004 0 58

Information Technology

Improve the Institution's information technology systems and 

infrastructure 12 2,431 12 2,504 0 73

Total 277 55,239 276 58,760 -1 3,521

Performance Objective and Program Category FY 2023 FY 2025 Change
56

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 our unique and vast collections and associated data, field research 

stations, specialized laboratories, and an internationally recognized team of science 

researchers, the Museum staff and the knowledge they generate serve a wide range of 

constituencies from various federal agencies to the public. 

NMNH 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 changes; and investigating evolutionary 

patterns and processes throughout the history of life on Earth. This research is closely 

linked to important societal issues such as global climate change, biodiversity loss, 

cultural conflict, environmental justice, invasive species, and man-made and natural 

hazards.

In terms of reputation, NMNH science has worldwide recognition and is often

cited by the greater scientific community. Our researchers discover new species and

document and analyze how species arise, evolve, persist, diversify, and interact with 

each other and with the environment, as well as how they migrate, mutate, and go 

extinct. Our Earth and planetary scientists contribute to understanding of our world’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 our

interactions with other life and with the planet. Our staff also translate science to society 

through their diverse and dedicated outreach efforts and invest heavily in training and 

mentoring the next generation of new scientists. 

Our physical collection, consisting of more than 148 million specimens and 

objects, combined with our collections expertise are at the core of the Museum’s 

mission as well as fundamental to science. The scope and breadth of the NMNH 

collections provide a vast research infrastructure that supports the scientific mission.

The Museum’s scientists work with professional colleagues in the United States and 

around the world to further build and draw on these collections, make new discoveries,

and test new theories. NMNH collections also represent a valuable historical archive

because they document billions of years of planetary, geological, organismal, and 

cultural changes. As part of a larger Smithsonian initiative, the Museum focuses on the 

ethical uses of collections, to better account for changes involving current societal 

considerations and concerns about equity and respect for diverse cultures and 

traditions.
57

NMNH collections are a dynamic resource used by researchers, educators, and 

policy makers worldwide, providing critical information that can have consequences for 

U.S. economic interests and medical research, among others. They serve as essential 

reference materials for U.S. Government agencies and are used by staff members for

the Departments of Defense, Commerce, and Agriculture, who are housed in NMNH 

facilities. For example, tens of thousands of insects urgently requiring identification are 

sent to the Museum from U.S. ports of entry each year. Scientists at the Department of 

Agriculture and the NMNH consult the collections and rapidly provide identifications to 

border control agencies so that American agricultural and economic interests are kept 

secure from damage by potentially invasive species. NMNH collections also serve 

repository functions for the National Cancer Institute, the Department of the Interior, and

NASA. The FBI also has used the Museum’s human skeletal collections to assist in its 

criminal investigations.

NMNH’s first-class research and collections are at the heart of its exhibitions and 

educational outreach. As one of the most visited museums in the world, the NMNH 

provides diverse public audiences with presentations on every aspect of life on Earth.

Through its many affiliations and partnerships, the Museum takes its science exhibitions 

and public programs to other institutions and non-traditional exhibition venues, such as 

libraries, parks, schools, and universities across the country. With a growing body of 

digital data, network of interactive websites (which host more than 12 million unique 

visitors annually), distance-learning experiences, and social media, the NMNH 

continues to transform itself into a true digital classroom that is accessible to everyone

— free of charge.

MEANS AND STRATEGY

During the next three years, the Museum will continue implementing its strategic 

plan — Our World, Our Future. At the heart of this plan is a recognition that the NMNH 

plays a central role in tackling some of the biggest issues of our time by using its

research, outreach, and collective efforts to inspire and train the next generation of 

natural history scientists. Through this effort, the Museum will align itself with broader 

Smithsonian objectives and embrace NMNH’s potential as a convener of national and 

international conversations, reaching Americans in their own communities through a 

more visible digital presence, and seizing opportunities to partner with other 

Smithsonian units to strengthen our collective impact on the public. 

The Museum’s strategic plan is centered around the following four “Big Idea” 

initiatives which are supported with a combination of federal and private funding:

• Our Unique Planet combines NMNH Earth science assets and a NASA mission 

to understand the origin of the Earth’s oceans, continents, and the geologic 

conditions that allowed for the evolution of life on our planet.
58

• The Ocean Science Center consolidates the Museum’s vast marine portfolio and 

creates an array of new tools, techniques, and collections to measure marine 

biodiversity more accurately and rapidly.

• Our World is an immersive Museum experience that uses big data and stunning 

visualizations to drive home the reality, impact, and urgency of the current 

climate and biodiversity crises we face while focusing on success stories to help

visitors understand the opportunities for positive outcomes.

• The Inclusive Science Initiative focuses on youth from underserved communities 

and under-represented groups and trains them to be the next generation of 

scientists and science-savvy citizens.

On this last point, the NMNH has a long history of training future scientists. In 

FY 2025, the Museum will continue investing in the next generation of young scientists 

and researchers, with an emphasis on opportunities for individuals from diverse 

backgrounds. Through NMNH academic programs, the Museum will continue creating a 

staircase of academic opportunities to mentor the next generation of scientists and 

professionals. These programs take students and young professionals from the early 

stages of scientific exploration in high school to the postdoctoral peak of stepping into 

the role of professional researchers, by offering various Fellowship and internship 

programs for undergraduates, graduates, and postgraduates.

The NMNH is committed to the stewardship of its scientific collections. These 

resources play an important federal 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 its strong commitment to cuttingedge research and state-of-the-art stewardship of the collections, in partnership with the 

Departments of Defense, Commerce, Agriculture, and the Interior. Significantly, 

continued federal funding is the keystone for maintaining and preserving these priceless 

collections and their valuable information for future generations, while also supporting 

their use for ongoing research. 

The Museum’s collections are the bedrock of its scientific enterprise. That is why 

the scientific research staff is organized into seven departments: anthropology; botany; 

entomology; mineral sciences; invertebrate zoology; paleobiology; and vertebrate 

zoology. NMNH programs address current topics, such as biological diversity, global 

climate change, and molecular systematics to better understand the relationships

between living things, ecosystem modeling, and the documentation and preservation of 

human cultural heritages. In 2023, the Museum’s scientific staff authored more than 550 

scholarly publications. On an annual basis, they typically contribute to the discovery and 

description of hundreds of species new to science.

In FY 2025, the NMNH will continue to maintain and upgrade permanent 

exhibitions, replacing outdated exhibits with multi-disciplinary, interactive exhibitions at
59

the Mall building, improving public access to the Museum’s resources through DIY (DoIt-Yourself) exhibits, and expanding our digital reach across the country. 

The Museum’s most significant and substantial multi-year project (FY 2023 into 

FY 2026) is The People and Nature Experience. Encompassing nearly 10,000 square 

feet on the Museum’s second floor, the Experience combines exhibits and interactive

features with an awe-inspiring, multi-media immersive zone to thrill people with the 

wonders of our natural world, imbue them with hope that, by working together, we can 

help our fragile earth revive, and connect them with the means to get involved in doing 

such work. Made possible substantially through philanthropic support, the Experience

and its associated onsite and online programming is focused on the youth of America, 

and their parents, teachers, and supporters. 

Three special exhibitions that opened in FY 2023 will continue into or through FY

2024. Barro Colorado Island: 100 Years of Discoveries and Wonder was developed by 

the Smithsonian Tropical Research Institute (STRI) to celebrate the centennial of the 

Barro Colorado Island Research Station in Panama, the most intensively studied 

tropical forest in the world. For more than 100 years, this island has drawn scientists 

from around the globe who study everything from microbes to towering trees. Barro 

Colorado is the oldest active research station in the American tropics and has been 

described as one of the Smithsonian’s “jewels in the crown.”

In March of 2023, the Museum opened Lights Out: Recovering Our Night Sky, 

which will run into FY 2025. Developed in conjunction with the Smithsonian 

Astrophysical Observatory and with contributions from NASA, Lights Out explores how 

the sight of the night sky — and its disappearance due to light pollution — affects all life 

on Earth, from natural ecosystems to human cultures. 

In June of 2023, the Museum launched the long-awaited exhibition Cellphone: 

Unseen Connections, a youth-oriented investigation into the often-surprising 

connections between the natural world and the fastest-growing and most widespread 

technology in human history. Made possible through a combination of federal dollars 

and corporate support, Cellphone combines displays of natural specimens and 

technological and cultural artifacts with innovative media interactives to tell a rich story 

about the environmental and societal impacts of that ubiquitous device in our pockets. 

Varied onsite and digital educational programming extend the exhibit’s impact into 

schools and communities nationwide. The exhibit will run through 2026. 

Our groundbreaking DIY program offers bilingual print-on-demand poster 

versions of popular exhibits which are free to schools, community centers, libraries, and 

clinics around the world. This will expand to five exhibits in FY 2024. Our pilot project, 

the DIY version of Outbreak: Epidemics in a Connected World, has been displayed in 

more than 55 countries and 47 U.S. states and territories. Dig It! The Secrets of Soil and 

Genome: Unlocking Life’s Code came next, followed by Exploring Human Origins in FY

2023 and the Cellphone exhibit in FY 2024.
60

In FY 2025, the Museum 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. Ever mindful of public access, the NMNH 

will continue improving the accessibility of exhibits and programs and reach 

underserved audiences and visitors from under-represented communities.

In addition, Q?rius, The Coralyn W. Whitney Science Education Center — the 

Museum’s interactive STEM learning facility — continues bringing NMNH research and 

collections to visitors and learners. Q?rius programs 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. In FY 2024, the 

Museum is launching a Web-based application for visitors’ phones to give audiences 

more control over their own learning experiences as they explore the Q?rius education 

collections.

In FY 2025, the Museum will present and partner with other Smithsonian units to 

provide in-person, onsite, interactive learning experiences and continue programs such 

as “The Expert Is In” series and special events such as Teen Earth Optimism, National 

Fossil Day, Black Birders Week, PolliNation DC, Solar Eclipse, Beyond the Exhibition, 

and the World and Me family series. These programs provide opportunities for the 

public and NMNH science experts to come together and discuss natural history and 

science topics. 

The NMNH has developed effective digital resources, programs, and activities for 

millions of learners who cannot visit the Museum in person. A Community-Based 

Approach to Culturally Responsive Science Education is a two-year project supported 

by the Smithsonian’s Together We Thrive grant program and coordinated by project 

partners from the NMNH, the NMNH Arctic Studies Center, and the National Zoo and

Conservation Biology Institute. This grant continues the innovative digital work of NMNH 

educators by engaging with community stakeholders to learn more about their needs 

and to integrate culturally responsive teaching approaches. The goal is to equitably 

engage all students in science and science learning, ultimately informing design and 

teaching for other programs and resources, including digital ones.

In the 2022–2023 school year, more than 390 onsite school programs were

delivered to 8,545 local students. Museum educators also offered 209 digital programs 

serving more than 8,467 students nationwide. The school programs team created the 

first slate of NMNH resources and special onsite experiences for pre-K learners to study

marine ecosystems. The resources and school program will be available for teachers in 

FY 2024.

Additional Museum outreach activities include traveling exhibitions, the Ocean 

Portal and Human Origins websites, and the Encyclopedia of Life, as well as digitized 

collections and longstanding programs of lectures and films. 
61

These NMNH programs and resources will continue to inspire audiences by 

making them more aware of current issues related to the natural and cultural world, 

helping them understand their role as citizens in addressing those issues, and providing 

experiences to inspire stewardship, conservation, and protection of natural and cultural 

diversity. In addition, Museum staff are reaching new youth audiences and increasing 

youth participation in a continuum of opportunities to inspire, nurture, grow, and diversify 

the next generation of STEM professionals.

EXPLANATION OF CHANGE

The FY 2025 budget request includes an increase of $3,521,000 for necessary 

pay and other related salary costs for staff funded under this line item, and a reduction 

of one FTE. This request also includes an internal reprogramming adjustment of 

$1,775,000, as described below. 

Collections Stewardship (-1 FTE and $1,775,000 internal reprogramming 

adjustment)

• Shared Stewardship and Ethical Returns — The request will support 

Institution-wide efforts to implement and oversee the Shared Stewardship and 

Ethical Returns program at the Smithsonian, which will be based within the 

Institution’s National Collections Program (NCP) office. The funding request will 

address one of the Institution’s top priorities by considering ethical issues 

embedded in the National Museum of Natural History’s (NMNH) collections and 

helping to foster better relationships with communities and countries around the 

world. As such, the Smithsonian is shifting one FTE from the NMNH to the NCP 

office to focus on implementing the program. 

There is a growing understanding at the Smithsonian and in the museum 

community that our possession of collections carries certain ethical obligations to 

the places and people where the collections originated. Among these obligations 

is to evaluate, using contemporary moral norms, what should be in our 

collections and what should not.

The program will review and begin to address ethical return issues embedded in 

NMNH collections by focusing on the following areas: 1) the ethical return of 

cultural materials, as well as biological or geological materials; 2) the 

reproduction of objects in NMNH collections; 3) the digital return of archival or 

other records; and 4) shared stewardship. The program will consider collections 

obtained worldwide, working with cultural heritage and other materials. The 

NMNH Shared Stewardship and Ethical Returns Program will aid the 

Smithsonian in proactively addressing the legacies of colonialism inherent in 

museum collections obtained during the 19th and early 20th centuries and

strengthen the position of the Smithsonian as a global leader for cultural 

understanding and collaboration.
62

This program will enable the NMNH to start addressing the requirements of the 

Shared Stewardship and Ethical Returns Policy and the revised Smithsonian 

Institution Collections Management Policy and bolster our role as a trusted 

source — a critical Smithsonian priority. The program advances NMNH's goals of 

decolonizing its collections and working to forge more diverse and inclusive 

relationships with communities and countries around the world; restoring cultural 

heritage and other materials obtained during an era of colonialism and 

pronounced power imbalances. This program will acknowledge the rights of 

traditionally overlooked communities.

• Human Remains — One of the Smithsonian Institution’s top priorities is the 

return of unethically acquired human remains in its possession. All human 

remains must be treated with dignity and respect, and we are committed to the 

appropriate care and ethical return of human remains. The NMNH currently 

possesses more than 30,000 human remains and has been working to repatriate 

human remains in its collections for more than 30 years. Since that time, the 

Smithsonian has repatriated the remains of over 5,000 people. In the years 

ahead, the Institution intends to significantly expand our efforts — which to date 

have focused almost exclusively on repatriating Native American remains to 

comply with federal law — and accelerate the pace of ethical returns and 

repatriation of human remains.

The Smithsonian recently established a goal to evaluate all human remains in its 

care to determine which of those remains should be subject to ethical return or 

shared stewardship. The Smithsonian acknowledges that some of the practices 

of its past are no longer acceptable today and has placed temporary restrictions 

on research on human remains in its care and the acquisition of any additional 

remains while it finalizes its human remains policy. The forthcoming policy will 

guide the Institution as it assesses the human remains in its collections, including 

examining the circumstances under which they were acquired. In developing the 

policy, the Smithsonian will also examine and clarify the reasons for retaining 

certain human remains in its permanent collections.

As part of this request, the NMNH will reprogram and realign $1,775,000 from its 

baseline funding to support initial operational activities designed to implement the 

forthcoming human remains policy and the recently published recommendations 

of the Smithsonian’s Human Remains Task Force. 

While the Smithsonian currently receives federal funds exclusively for Native 

American repatriation within the United States, it does not have a dedicated 

funding source for the equally important, comparable work needed to address the 

return or memorialization of non-Native Americans and other individuals from 

around the world. A significant financial investment is needed to fund these 

operations and implement the recommendations of the Smithsonian’s Human 

Remains Task Force, and to fulfill our responsibilities to descendants, 

descendant communities, and the broader public. This shifting of internal NMNH 
63

resources reinforces the high priority the Smithsonian is placing on carrying out 

the forthcoming policy. Taking this step will support an initial investment that the 

Smithsonian will seek to augment with additional grant funding and private 

donations.

 

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. Donor/sponsordesignated funds are vital to support exhibition hall renovations and offer educational 

activities and programs. In addition, significant endowment gifts support internships and 

Fellowships which introduce more students to the natural sciences, underwrite field 

research, and help the Museum maintain and expand its educational programs.
64

NATIONAL ZOO AND CONSERVATION BIOLOGY 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 2023

ENACTED 204 35,388 35 9,212 46 12,338 6 1,591

FY 2025

REQUEST 204 38,502 51 15,231 45 14,083 7 1,300

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in impactful scientific research and discovery 45 4,963 45 5,429 0 466

Education

Provide education support to engage and inspire diverse audiences 1 137 1 147 0 10

Exhibitions

Offer compelling, first-class exhibitions 88 17,951 88 18,862 0 911

Collections

Improve the stewardship of the national collections 61 10,603 61 12,235 0 1,632

Facilities Operations and Maintenance

Improve facilities operations and provide a safe and healthy 

environment 2 333 2 355 0 22

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 5 977 5 1,029 0 52

Information Technology

Improve the Institution's information technology systems and 

infrastructure 2 424 2 445 0 21

Total 204 35,388 204 38,502 0 3,114

Performance Objective and Program Category 

FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

In FY 2025, the Smithsonian’s National Zoo and Conservation Biology Institute 

(NZCBI) will continue to focus on its mission to conserve species and the environment 

as follows:

• Enhance Animal Care, Safety and Sustainability

The life, safety, and health of the animals in our care is core to the NZCBI’s 

mission of saving species and sharing knowledge. Federal funding is vital to fully and 

safely cover the costs of animal care, including increases in federal requirements and 
65

evolving Association of Zoos and Aquariums (AZA) accreditation standards, the gold 

standards in zoological care. Federal funding is essential for meeting the fundamental, 

minimal needs of caring for the animals in our collection — resources that cannot be 

secured through philanthropy, grants, or partnerships. Costs of animal care, drugs and 

medicines, animal food, as well as the resources needed to maintain habitats or replace 

and repair equipment generally increase faster than the annual rate of inflation.

The health, well-being, and safety of both the animals and staff of NZCBI are its 

highest priority. As the science of zoology and aquatic studies grows, so too do 

accepted standards or best practices for medical care, husbandry, animal welfare, and 

safety for zoo animals. Zoological facilities must continually improve in all areas to keep 

up with rising standards and expectations from regulatory agencies as well as the 

visiting public. The AZA standards are updated annually and the most recent update 

has emphasized ensuring that animal habitats are of a size and complex nature to 

promote and support behaviors appropriate to each animal’s biology as well as 

monitoring animals when they will be in contact with guests. This increases the 

requirement for the NZCBI to invest in adding complexity to animal habitats and the 

information technology necessary to monitor animals in captivity.

Additionally, new veterinary medical procedures, diagnostics, and testing require 

increased medical equipment and expertise, and breeding and research protocols 

designed to save endangered species from extinction require cutting-edge, 

sophisticated management approaches to ensure the safety of both animals and staff. 

When every birth of an endangered animal may impact the survival of a species, new 

and labor-intensive approaches are increasingly needed to provide life-saving veterinary 

care, medication, and hand-rearing that literally mean the difference between life and 

death.

As our understanding of animals’ social and behavioral needs increases, so too 

do our needs for the size and complexity of their spaces and monitoring equipment to 

observe behavior overnight without the presence of humans. Maintaining appropriate 

animal habitats requires extensive investments in their environments to allow for more 

species-appropriate behaviors and social interactions. With the introduction of critically 

endangered red wolves to the collection, NZCBI staff needed to monitor the acclimation 

of the wolves to their new enclosure, assess their behavior, and respond appropriately 

to ensure the animals were comfortable in their new surroundings. Similarly, when the 

National Zoo introduced two female elephants of breeding age to the collection, their 

spaces had to be updated to safely hold future elephant offspring. 

Finally, the protocols and processes to enhance the safety of both the animals and 

the people who care for them are rapidly evolving and involve specialized equipment 

and additional staff to ensure best practices (e.g., two-person rules for staff working with 

large, dangerous carnivores; lock-out/tag-out systems that ensure humans and 

dangerous animals never unintentionally share space). Additionally, the NZCBI works 

closely with the U.S. Department of Agriculture (USDA) to ensure we are exceeding 

requirements of the Animal Welfare Act. As the USDA implements new requirements for 
66

bird management, the NZCBI continues to make investments to ensure the bird 

collection is cared for in a manner that is appropriate for a leader in bird welfare and 

husbandry.

• Fortify and Focus Science, Animal Care, and Collections Management to 

Advance Species Conservation and Sustainability 

By far the biggest event of the year for the NZCBI was the return to China of our 

three giant pandas, an event planned in accordance with the negotiated terms of their 

loan by China to the NZCBI. For more than 51 years, the NZCBI has led one of the 

world’s foremost panda conservation programs. In collaboration with our Chinese 

colleagues, the Smithsonian team has made significant contributions to the global 

knowledge of giant panda biology, behavior, reproduction, health, and habitat. These 

efforts are saving this species from extinction. As a result, the NZCBI has contributed to 

the downgrade of pandas from the endangered species list to the vulnerable list. In 

2024 and 2025, the NZCBI will conduct negotiations regarding the potential return of 

giant pandas to the National Zoo.

The NZCBI is world-renowned for its efforts to research, care for, breed, and 

reintroduce into the wild some of the world’s most critically endangered species. More 

than 370 species are exhibited at the NZCBI’s Rock Creek Park campus, including 

Andean bears, Panamanian golden frogs, Sumatran tigers, and Asian elephants. One of 

the NZCBI’s key contributions to ensuring the survival of endangered species is the 

work that occurs at the NZCBI’s 3,200-acre site in Front Royal, Virginia. There,

scientists study and breed more than 20 species, including some that were once extinct 

in the wild such as black-footed ferrets. Both locations house and care for some of the 

world’s most endangered animals, such as clouded leopards, red pandas, and 

cheetahs, among others.

A critical area for research at the NZCBI is the Great Plains Science Program 

where staff scientists help preserve the northern Great Plains of North America. This 

program aims to develop the science for restoring native prairie grassland ecosystems 

along with their critical and charismatic fauna, including the bison, black-footed ferret, 

and swift fox. In doing so, the NZCBI works closely with tribal communities to enable 

grassland and bison restoration on native lands while building critical education and 

expanding technical capacity. The NZCBI currently assists five tribal communities along 

the Montana highline to successfully compete for funding for the first-ever, tribally-led 

ecological monitoring network on their lands. Finally, the NZCBI also works with funders 

and technology partners to develop new and advanced analytical tools to study and 

model how grassland ecosystems and species interact with their environment and how 

these systems respond to global climate changes. 

Additionally, NZCBI scientists collaborate with partners at the Hawaii Marine 

Laboratory to invent and harness the field of cryo-conservation of coral in the fight to 

save coral reefs globally. Our scientists pioneered cryopreservation, banking, and 

assisted gene flow in corals. These innovative and cutting-edge technologies are critical 
67

for coral conservation and preservation because they allow us to maintain genetic 

diversity, increase reproductive success, and facilitate adaptation of corals to changing 

environmental conditions. This program is using cryopreservation to freeze and store 

living organisms in liquid nitrogen. This “genetic bank” enables the preservation of coral 

embryos and sperm for decades, if not longer. Our team has already amassed a “Book 

of Life” for 12 coral species, continuing efforts to add more species and offering a 

potential lifeline to reefs worldwide. Cryopreservation may represent humanity’s best 

opportunity for saving critical coral ecosystems as the climate and oceans continue to 

warm and ocean acidification increases. This work is also essential because almost 25

percent of all marine life lives on a reef at some point. Without coral, many species of 

fish that we eat would cease to exist. Corals also provide a natural protection for our 

coastlines, against tsunamis for example. 

NZCBI scientists and animal care experts collaborate with colleagues in more 

than 30 countries, working to identify solutions to threats facing endangered animal 

populations. As part of these efforts, NZCBI’s staff sets high standards for medical care, 

nutrition, husbandry, reproduction, and safety for zoo animals, and for helping to ensure 

those standards are adopted by zoos worldwide. Recent accomplishments range from 

investigating how tourist activities affect camp elephants in Thailand and Laos, 

understanding the challenges frogs face as they transition from captive to wild 

conditions, developing innovative tools to examine a disease syndrome in the black 

rhinoceros, using artificial insemination of scimitar-horned oryx and assisted 

reproductive technologies in the critically endangered red wolf, developing pre- and 

post-release management of sihek (extinct in the wild species), to rearing two cloned 

black-footed ferrets. 

In 2024, the joint efforts of NZCBI and its international partners to reintroduce 

scimitar-horned oryx to the wild in Chad resulted in their delisting by the International 

Union for Conservation of Nature from “extinct in the wild” to “endangered”. For the first 

time in more than 50 years, a self-sustaining population of 600+ scimitar-horned oryx 

are roaming freely in the wild. In addition, the NZCBI contributed to the release of addax 

and dorcas antelopes to the same habitat in Chad in 2023, approaching our goal of reestablishing a functioning grasslands ecosystem with some of the world’s most 

endangered migratory herbivores (that is, the scimitar-horned oryx, addax, and dorcas).

• Strengthen Core Foundations of People, Places, and Fiscal Resources for 

Mission Success 

During FY 2024, the NZCBI is continuing to recover from the impacts of lost 

revenue sustained due to COVID-19-related closures. Global inflation continues to 

significantly impact the cost of animal food, medicines and medical care, and hay 

production for the living collection, straining the NZCBI’s resources. The NZCBI 

continues to rebuild critical functions with the establishment of new membership and 

special events programs. The NZCBI also continues to work with the local and 

Washington, DC governments and organizations, partnering to improve the impact of 

the NZCBI on the surrounding communities. 
68

MEANS AND STRATEGY

The health, well-being, and safety of both the animals and staff of the NZCBI are 

its highest priority. The NZCBI is world-renowned for its efforts to research, breed and 

reintroduce some of the world’s most critically endangered species into the wild, 

including the scimitar-horned oryx, Przewalski’s horse, the golden-lion tamarin, blackfooted ferret, red-crowned and whooping cranes, and many others. Accepted standards 

or best industry practices for animal care, husbandry, veterinary medicine, and nutrition 

for Zoo animals are continually increasing. In addition, the safety standards for the 

animals, the staff who care for them, and the visiting public are increasing as well. 

Examples of AZA standards that impact NZCBI operations include additional 

requirements for animal habitat space, monitoring of equipment safety, animal 

emergency procedures, and animal well-being programs. 

In addition to having to meet higher standards and previous best practices, new 

best practices to prevent transmission of zoonotic diseases such as COVID-19 and 

Highly Pathogenic Avian Influenza have increased the costs of caring for the animals 

(e.g., medicine, vaccines, testing, personal protective equipment) as well as operating 

safety (e.g., crowd management and permanent changes to cleaning protocols).

EXPLANATION OF CHANGE 

The FY 2025 budget request includes an increase of $3,114,000 that provides

$2,114,000 for necessary pay and other related salary costs for staff funded under this 

line item, as well as an increase of $1,000,000 for fixed costs related to animal care and 

management, which is also justified in the Fixed Costs section of this budget 

submission.

Fixed Costs/Collections Support (+$1,000,000)

An additional $1.0 million is needed to support the NZCBI to cover the increased 

costs of food, including hay — a main food source for many animals — and life-saving 

medicines. In the last five years, the cost of some consumer market food products 

increased by an average of 60 percent, life-saving medicine and other veterinary 

supplies and services increased by 70 percent, and hay field management labor and 

operational costs increased by approximately 88 percent. Managing these constant 

increases has forced tough and strategic decisions related to health care and nutrition 

management, thus increasing the risk of providing time-sensitive animal care. This 

funding is needed to maintain the current services provided to the animals that are part 

of the living collection.

NONAPPROPRIATED RESOURCES — General trust funds, including onsite earned 

revenue (e.g., parking, food, retail, etc.) support salaries and benefits of the NZCBI 

director and general operational requirements not fully covered by federal funds (e.g., 

education, professional training, animal acquisitions, finance and administration, 
69

information technology, communications, exhibits, and animal care). Donor/sponsordesignated funds support the costs related to specific programs and projects for 

critically endangered species (e.g., antelope, amphibians, cheetah, giant pandas, Asian 

elephants, and tigers, etc.). Private donations help the NZCBI implement multiple smallto medium-sized projects and support exhibit interpretive design and implementation. 

Government grants and contracts support a wide array of scientific studies on ecology 

and the biology and habitats of wildlife species.
70

SMITHSONIAN ENVIRONMENTAL RESEARCH CENTER

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS INTERAGENCY

FTE $000 FTE $000 FTE $000 FTE $000 FTE $000

FY 2023

ENACTED 34 4,934 6 896 20 3,280 31 3,622 28 2,681

FY 2025

REQUEST 34 5,316 8 1,000 20 3,500 33 5,000 28 2,800

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in impactful scientific research and discovery 22 3,218 22 3,529 0 311

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 4 663 4 541 0 -122

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 8 1,053 8 1,246 0 193

Total 34 4,934 34 5,316 0 382

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

The Smithsonian Environmental Research Center (SERC) is a national leader in 

research and public engagement programs on ecosystems and global change in the 

coastal zone, where most of the world’s population lives and our economy is based. 

SERC research and programs promote environmental literacy and positive behavior 

change and inform wise policy and management decisions for natural resources

globally, such as habitat and shoreline restoration, community resilience to climate 

change, and reducing negative impacts of invasive species. 

SERC scientists use the Center’s 2,650-acre site on the shores of the 

Chesapeake Bay, the nation’s largest estuary, as a model system for long-term 

research and one-of-a-kind experiments. SERC researchers incorporate other sites

internationally, including Smithsonian field stations, to investigate connections among 

aquatic, terrestrial, and atmospheric components of complex ecosystems through

comparative studies on regional, continental, and global scales. In addition, SERC is a 

partner in key Smithsonian research initiatives, including Life on a Sustainable Planet, 

ForestGEO, and MarineGEO (Global Earth Observatories). SERC also leads 

collaborations with other federal research networks, such as the National Ecological 

Observatory Network funded by the National Science Foundation, and the National 

Ballast Information Clearinghouse (NBIC) funded by the U.S. Coast Guard.
71

SERC’s public outreach programs connect thousands of people to a wide range 

of activities, including virtual evening lectures, Science Saturdays for families, nature 

hikes, and tours of the Center’s facilities. In 2021, SERC finished restoring the historic 

1735 Woodlawn House as a welcome center and public exhibit on the archaeology and 

history of land use at the Rhode River site. STEM programs in environmental science 

provide thousands of school children with hands-on projects and virtual field trips, and

teachers with training that builds their confidence to lead students in STEM activities. In 

addition, SERC’s highly successful citizen-science program engages more than 500 

volunteers in research across a wide spectrum of projects. The Center’s vigorous 

professional training program for interns, graduate and postdoctoral Fellows, and 

visiting scientists produces the next generation of scientists and natural resource 

managers. SERC’s strategic plan envisions the Smithsonian Institute for the 

Environment that will convene interdisciplinary teams to solve difficult environmental 

problems and advance visionary research. 

In addition, SERC is a Smithsonian leader in sustainability through energy 

conservation, shifts to renewable solar energy, and nature-based solutions. SERC 

continues to update and implement its net-positive facilities master plan. In FY 2023, the 

Center added six Leadership in Energy and Environmental Design Platinum and 

Passive House Institute US-certified cottages to its Green Village for short-term housing 

for visiting scholars, and consolidated its facilities maintenance structures for improved 

safety and efficiency. In FY 2023, the six newly completed visitor’s cottages became the 

Smithsonian’s first “net-positive energy” buildings, advancing SERC’s goal of achieving 

net-zero carbon emissions for the entire campus by 2025 and meeting Executive Order 

14057 far ahead of schedule. Water reuse and recycling systems also reduce waste at 

the site and a 3-megawatt solar array is planned for 2025. 

MEANS AND STRATEGY

In addition to federal appropriations, SERC achieves its research mission by

successfully applying for extramural grants and contracts. With these public and private 

resources, SERC stewards its 2,650-acre Chesapeake Bay site as a model for longterm research and experiments on land-sea interactions. The site’s topography of 

streams, shorelines, forests, and agricultural fields now provide ecological data sets 

going back nearly 60 years, and host large-scale experiments, instrument arrays, and 

remote sensing. SERC leverages its local infrastructure and global research platform to

measure the effects of land use, pollution, fisheries, invasive species, habitat 

restoration, and climate change on biodiversity and complex ecosystem interactions. To 

observe and interpret changes in near-shore marine ecosystems and terrestrial 

environments, SERC serves as the headquarters for the MarineGEO program, leads 

long-term studies of ForestGEO’s temperate forest plots, and is a base for the NSFfunded National Ecological Observatory Network forest tower and ground-based 

sampling array. SERC also supports the efforts of other federal agencies and 

collaborators (such as the U.S. Department of Agriculture, U.S. Geological Survey, 

National Oceanic and Atmospheric Administration, U.S. Fish and Wildlife Service, U.S. 
72

Coast Guard, the Department of Energy, as well as many universities and state 

agencies).

SERC’s research, education, and outreach activities support the Smithsonian’s 

Strategic Plan by informing local environmental resource management and 

conservation and engaging the public in hands-on science. SERC uses its Chesapeake 

base to test and inform new national and international approaches to habitat restoration 

of forests, streams, wetlands, and shorelines. The Center uses the Smithsonian’s Earth 

Optimism program as a powerful communications tool to engage the public and policy 

makers in applying its research results. SERC convenes diverse teams of business 

leaders, policy makers, educators, and scientists to find innovative solutions to the 

difficult environmental problems facing our nation. In addition to providing a public 

lecture series, workshops, and many volunteer opportunities, the Center also offers 

expert consultation for the public, including teachers and public officials. As part of its 

interactive core mission, SERC is open to the public six days a week for visitors to 

explore the Center’s many trails through forests, fields, and more than 15 miles of 

shoreline along the Chesapeake Bay.

SERC’s comprehensive facilities master plan includes sustainable growth to 

improve public access and engagement while also highlighting conservation lessons by

setting an example of decreasing energy and water consumption to reduce operating 

costs across the campus. 

SERC management ensures proper accounting for its research activities, 

including indirect cost recovery in its sponsored research program. The Center also 

maintains excellent records of safety for all employees and visitors, as well as for

managing its properties and protecting sensitive information and data. 

EXPLANATION OF CHANGE

The FY 2025 budget request includes an increase of $382,000 for necessary 

pay, cost of living adjustments, and other related salary costs for staff funded under this 

line item.

NONAPPROPRIATED RESOURCES — Extramural Government grants, contracts, and 

interagency agreements amounting to approximately $10 million annually support most 

(70 percent) of SERC’s scientific research program, including the NBIC as established 

by Congress under the National Invasive Species Act of 1996. In addition, indirect cost 

recovery derived from these extramural research and education awards provides core 

administrative support for 6 FTEs, service contracts, and other expenses. Other 

resources include donor/sponsor-designated funds which provide essential operating 

support for specific programs and projects in research, public education, and 

professional training. 
73

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 2023 

ENACTED 191 16,176 20 2,207 46 6,984 9 1,612

FY 2025

REQUEST 191 17,282 20 2,358 46 7,462 9 1,722

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in impactful scientific research and discovery 113 10,178 113 10,874 0 696

Digital Transformation

Provide improved digitization and audience engagement 3 208 3 222 0 14

Education

Provide education support to engage and inspire diverse audiences 2 368 2 393 0 25

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 6 497 6 531 0 34

Provide world-class protection for Smithsonian facilities, collections, 

staff, visitors and volunteers 18 736 18 786 0 50

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 41 3,674 41 3,926 0 252

Information Technology

Improve the Institution's information technology systems and 

infrastructure 8 515 8 550 0 35

Total 191 16,176 191 17,282 0 1,106

Performance Objective and Program Category FY 2023 FY 2025 Change

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 110 years later continues to be a 

remarkable scientific investment for both countries and the world at large. 
74

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. 

As such, 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 come to 

conduct research. 

STRI serves as the official custodian for the Barro Colorado Nature Monument, 

under the terms of the Convention on Nature Protection and Wildlife Preservation in the 

Western Hemisphere, as ratified by the U.S. Senate in April of 1941 and codified in the 

Panama Canal Treaties. The Barro Colorado Nature Monument is the only mainland 

tropical reserve under U.S. stewardship since it first served as the original base of 

operations for the 1910 expedition. STRI also owns and administers Coibita Island, 

which was bequeathed to the Institution to preserve and use for research, and is part of 

Panama’s Coiba National Park, a United Nations Educational, Scientific and Cultural 

Organization World Heritage Site. 

The rise of the Isthmus of Panama, about three million years ago, changed the 

world. It connected North and South America and separated the Atlantic from the Pacific

Ocean, setting into motion a global change that dramatically impacted marine and 

terrestrial life. STRI is located at the ideal spot to study this event. Its 13 research 

facilities and field stations, situated throughout Panama’s diverse ecosystems, serve as 

an unparalleled field research platform to investigate the groundbreaking events that 

shaped the modern world and its tropical diversity. 

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 (such as

publication citations), quality (in terms of scientific honors), and productivity (including

publication numbers). In addition, the number of young scientists who choose STRI as 

the base for their graduate and postgraduate research training provides another annual 

measure of the relevance and quality of STRI science to the future of tropical biology 

and policy. STRI’s staff share their research platform with scientists from the United 

States and international organizations. This collaborative effort has produced more than

16,107 scientific publications to date, and currently results in an average of one new 

scientific publication every day.

During FY 2024, STRI’s scientific achievements include the following: 1) hosting 

some 1,400 scientific visitors every year, from undergraduates and interns to 

postdoctoral investigators and tenured research associates; 2) helping to manage 350 

research projects annually; and 3) publishing more than 400 peer-reviewed articles in 
75

scientific journals every year. The research is not only shared widely with the global 

scientific community, but also reaches policy makers in Panama and beyond, receives 

worldwide media coverage, and forms the foundation for an outreach and training 

program that reaches hundreds of teachers and tens of thousands of school children 

every year.

Scientific Directions

The long-term research conducted by STRI scientists and collaborators is an 

essential contribution to the Smithsonian Institution’s Strategic Plan.

STRI continues to celebrate the Barro Colorado Island Research Station’s 100th 

birthday. To this end, the Institute will organize a scientific meeting to talk about the 

past, present, and future of research at the site.

STRI also continues to participate in the Institution-wide Ocean Strategy, with a 

clear focus on applying marine science for sustainability. This strategy will focus new 

and existing resources on four integrated research pillars critical for resolving the future 

of ocean environments in the face of global change: drivers of reef resilience; blue 

carbon and ecosystem co-benefits; marine biodiversity and sustainable fisheries; and 

urbanized coasts. 

MEANS AND STRATEGY

STRI is the world’s premier scientific center focused on the ecosystems of the 

tropics, with modern scientific instrumentation and facilities located at the edges of 

tropical forests and coral reefs. Institute 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 a century 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 scientific platform for long-term research on biodiversity, ecosystems, 

and the impacts of environmental change. This will be done through novel research, 

educating the next generation of scientists, and disseminating scientific findings to its

global audiences.

 Policy makers and scientists need long-term data on fluctuations in the primary

productivity of forests and reefs around the globe, as well as information on changes in 

the abundance and distribution of biological diversity. STRI provides that information 

like no other part of the U.S. mission in Panama.

In addition, the Institute shares knowledge, experience, and expertise with the 

next generation of tropical scientists. STRI typically hosts more than 800 pre- and 
76

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. Furthermore, the 

Institute supports education by working with science teachers to inspire wonder and 

critical thinking skills in the classroom. In Panama and through digital partnerships with 

U.S. school districts, STRI explains field and laboratory science and makes

environmental research readily accessible to teachers and students.

Enabling STRI’s Mission Through Organizational Excellence

The Institute continues to advance the vision detailed in the decadal plan for 

upgrading its facilities, some of which date back to the pre-World War II era of Panama 

Canal defense. STRI is also continuing to develop its Coibita facilities as required by its 

benefactors. In addition, the Institute offers important facility resources for federal 

agencies and universities. For terrestrial research, STRI serves as the headquarters for 

ForestGEO, the Smithsonian’s Global Earth Observatory. For coastal areas, the U.S. 

Geological Survey partnered with STRI to establish seismic monitoring equipment on 

BCNM as part of its Caribbean Tsunami Warning System. Moreover, the Continuously 

Operating Caribbean GPS Observational Network (COCONet) project, funded by the 

National Science Foundation (NSF), has partnered with STRI to develop large-scale 

geodetic and atmospheric monitoring infrastructure in the Caribbean.

STRI’s two marine facilities in the Atlantic (Bocas del Toro and Galeta) and two in 

the Pacific (Naos and Coibita Island) permit scientists to move between experiments in 

the eastern Pacific Ocean and the Caribbean Sea in a few hours. This 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.

EXPLANATION OF CHANGE 

The FY 2025 budget request includes an increase of $1,106,000 for necessary 

pay and other related salary costs for staff funded under this line item.

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

programmatic expenses for a small percentage of STRI employees involved in 

research, public outreach, and fund raising. Donor/sponsor-designated funds support 

discretionary research needs and specific programs, projects, and positions, including 

donor-designated support for an endowed chair for the director, an endowed staff 

position in tropical paleoecology, an endowed chair for the director of ForestGEO, and 

private funds to support the Institute’s Agua Salud program that studies carbon 

sequestration and tropical reforestation, as well as a 10-year staff position in terrestrial 

microbiology. Funding from the Rohr Foundation, board members, and an emeritus 

scientist has enabled the Institute to fund six postdoctoral Fellows.
77

STRI received a $3 million NSF award with Global Sustainability Scholars. These 

funds allow STRI to host 36 post-baccalaureate scholars from under-represented 

groups in the United States, and assign them to work for one-year Fellowship periods 

with STRI scientists in the next three years.
78

NATIONAL MUSEUM OF ASIAN 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 2023

ENACTED 40 6,918 8 1,860 71 18,380 0 356

FY 2025

REQUEST 40 7,288 5 952 77 23,370 1 266

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in impactful scientific research and discovery 2 377 2 392 0 15

Engage in vital arts and humanities research 4 742 4 772 0 30

Education

Provide education support to engage and inspire diverse audiences

3 666 3 693 0 27

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 1 362 1 391 0 29

Exhibitions

Offer compelling, first-class exhibitions 13 2,065 13 2,148 0 83

Collections

Improve the stewardship of the national collections 12 1,924 12 2,079 0 155

Facilities Operations and Maintenance

Improve facilities operations and provide a safe and healthy 

environment 1 208 1 216 0 8

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 4 574 4 597 0 23

Total 40 6,918 40 7,288 0 370

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

On May 9, 1923, the Freer Gallery of Art opened its doors to the public as the 

first fine arts museum on the National Mall, becoming the country’s first national art 

museum and embodying the dream of Charles Lang Freer to make his collection of 

10,000 Asian and American works of art available to the nation. Almost 65 years later, 

on September 28,1987, the Arthur M. Sackler Gallery opened to complement the Freer, 

adding another 1,000 works of Asian art and more than 40,000 square feet of public 

space to the existing building. The National Museum of Asian Art comprises these two 

galleries.
79

Today, now in its second century, the Smithsonian’s National Museum of Asian 

Art is committed to preserving, exhibiting, researching, and interpreting art in ways that 

deepen our collective understanding of Asia, the United States, and the world. Home to 

more than 46,000 objects, the Museum stewards one of North America’s largest and 

most comprehensive collections of Asian art, with works dating from antiquity to the 

present, from China, Japan, Korea, South Asia, Southeast Asia, and the Islamic world. 

Its rich holdings bring the arts of Asia into direct dialogue with an important collection of 

19th- and early 20th-century art from the United States. The Museum offers an essential 

platform for creative collaboration and cultural exchanges between the U.S., Asia, and 

the Middle East, and is a leading resource for visitors, students, and scholars in the 

United States and internationally. 

Based on broad consultation, and fully aligned with the Smithsonian’s overall 

Strategic Plan, the Museum’s current strategic plan charts a path forward that is as 

faithful to the past as it is ambitiously future-oriented. The vision, values, and goals that 

it sets out promise a more creative, engaged, and efficient Museum; one that celebrates 

Asian art and addresses basic questions about culture. It aims to do full justice to the 

extraordinary art it houses and the public trust it holds. As the country’s first national art 

museum, the National Museum of Asian Art are dedicated to working with federal 

agencies and partners across the country.

MEANS AND STRATEGY

The Museum will advance both Institution-wide and internal goals by continuing 

to execute its 2020–2025 strategic plan to guide operations, planning, and decision 

making. The plan’s four goals are both practical and ambitious. They are:

• Goal 1: Expand, preserve, and celebrate our collections; 

• Goal 2: Identify, attract, and serve new audiences through both our 

physical and digital spaces; 

• Goal 3: Foster an object-inspired understanding of the arts communities, 

cultures, and societies of Asia; and

• Goal 4: Build a museum culture that is creative, collaborative, transparent, 

and resourceful.

In FY 2025, the Museum will:

• Present a series of exhibitions, public programs, and events that illuminate 

our collections and deepen the public’s understanding of the arts and 

cultures of Asia;

• Add distinction to its newly established National Museum of Asian Art 

collection through the ongoing acquisition of extraordinary objects and 

donated collections; 

• Provide expertise in cultural heritage to global partners through training 

programs, joint exhibitions, and research projects;
80

• Ensure the integrity of our collection by enhancing the Museum’s

excellence in conservation and scientific research; 

• Implement a digitization plan that extends our reach and impact to national 

and international audiences; 

• Raise our local, national, and global profile with a coordinated campaign of 

communications, partnerships, and programs to attract audiences 

interested in understanding and celebrating Asian art and culture; 

• Better address visitor needs through an enhanced professional visitors 

services team and a new café to meet visitor expectations; 

• Fund collaborations with selected Smithsonian museums, universities, and 

other nonprofit partners to broaden our expertise and impact in fostering 

an understanding of Asian arts, cultures, and societies; 

• Participate in Institution-wide committees to share our expertise; 

• Enhance emergency response activities and training programs; 

• Strengthen relationships with Asian and Asian American communities, 

including organizations that represent them, by enhancing our outreach 

and programming through formal partnerships and informal collaborations; 

• Increase the paid internship program for both undergraduate and 

postgraduate students, first established in FY 2022; and

• Advance a robust fundraising strategy to support the Museum’s highest 

priority programs.

The Museum will monitor progress on these focused plans and other daily 

operations through its cross-departmental implementation team. This team provides 

regular oversight of action plans and tracks progress on key performance indicators. 

These metrics allow the Museum to take advantage of emerging opportunities and 

adjust to revenue fluctuations while also providing the focus needed to ensure that the 

four main goals of our strategic plan are achieved.

In addition, the Museum has a longstanding commitment to education, 

scholarship, and research, which will continue to advance by sharing knowledge with 

student audiences through deep digital engagement and online programming that bring 

our collections and research to the public. We will expand our in-gallery K–12 programs 

and work with educational partners to add more educational resources to our website in 

support of the Smithsonian’s goal to reach every classroom in America with high-quality 

educational resources.

In FY 2025, the Museum will continue paying special attention to programming, 

visitor services, communications, research, monitoring the integrity of our infrastructure, 

and advancement. The Museum will also increase its commitment to visitor accessibility 

by:

• Presenting six annual heritage festivals and providing services to other 

federal agencies to support their learning objectives for employees during 

Asian American and Pacific Islanders’ (AAPI) month; 
81

• Leveraging the emerging partnerships created through grant activity to 

deepen the public’s understanding of Asian religions through programming, 

digital initiatives, and exhibitions;

• Capitalizing on a digital-first approach that puts the Museum at the forefront of 

the Smithsonian’s open-access effort by executing the digital strategic plan 

developed with an Institution-wide team of digital experts; 

• Supporting a new Center for Asian Art Conservation, Research, and 

Education that builds upon the Museum’s unrivalled expertise in Asian art 

conservation, and both broadening and deepening the Museum’s impact as a 

leading educational resource for visitors, both in person and online; 

• Working with federal agencies in the preservation and protection of cultural 

heritage by sharing subject-matter expertise and our resources, including our 

library resources and access to our archives; and 

• Continuing to implement digital solutions which add interactive features and 

functionality to core activities and better serve the needs of internal and 

external users.

The FY 2025 exhibition schedule and complementary public programs will offer 

opportunities for audience engagement with both historical and contemporary topics 

and provide visitors with access to some of the finest works of Asian art. 

As the Museum continues to build a culture that is creative, collaborative, 

transparent, and resourceful, staff will assess and enhance their own development, the 

efficacy of their organizational structure, and oversight of internal controls by:

• Maintaining fiscal discipline in support of the Museum’s strategic plan and 

taking advantage of opportunities for investments in infrastructure and new 

partnerships; 

• Recruiting new talent in the areas of curation, research, visitor services, 

digital and multimedia services, and administration. In FY 2025, the 

Museum’s staff will collaborate with colleagues to provide the mentorship and 

resources needed to advance our mission. This infusion of new thinking, 

talent, and enthusiasm will also allow the facility’s leadership to assess 

operations and ensure that the Museum is nimble, collaborative, and wellpositioned to meet the challenges of the next century; and 

• Dedicating funds for leadership and supervisory training to equip managers 

and supervisors with the information, skills, and tools needed to make 

effective decisions and better serve the visiting public. 

EXPLANATION OF CHANGE 

The FY 2025 budget request includes a net increase of $370,000 that provides

$439,000 for necessary pay and other related salary costs for staff funded under this line 

item. This request also includes a one percent programmatic reduction of $69,000.
82

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 

National Museum of Asian Art depends to a substantial extent on these income sources 

to support the quality of exhibitions, programs, and publications expected by visitors and 

scholars, both online and on site. In addition, these income sources allow the Museum 

to collaborate with other professionals, both nationally and worldwide, who will help 

increase the public’s knowledge of art and art history.
83

ASIAN PACIFIC AMERICAN 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 2023

ENACTED 7 2,560 3 401 0 369 0 0

FY 2025

REQUEST 7 2,595 3 445 0 0 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 5 2,333 5 2,351 0 18

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 2 227 2 244 0 17

Total 7 2,560 7 2,595 0 35

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

The Smithsonian Asian Pacific American Center (APAC) was established in 1997 

as a mission-critical initiative to further the inclusion of Asian Americans, Native 

Hawaiians, and Pacific Islanders (AANHPI) across the Smithsonian’s collections, 

research, exhibitions, and programs. Asian Americans are the fastest-growing racial 

and ethnic group in the United States. More than 24 million American citizens trace their 

roots to 20+ countries in East and Southeast Asia and the Indian subcontinent. In less 

than 50 years, nearly one of every 10 people in the United States will have a heritage 

from the continent of Asia and the Pacific Islands. Given the importance and size of 

these demographics, it is essential that AANHPI stories be told to ensure a more 

accurate and compelling understanding of America and its standing in the world.

Having celebrated its 25th year in 2022, the APAC is extending its mission of 

amplifying AANHPI voices at the Smithsonian by creating new spaces for storytelling. 

This period of significant and fast-paced transformation will shift the APAC’s mostly 

virtual presence into more physical and enduring spaces, culminating in a dedicated 

gallery on the National Mall — slated to open in 2030 — where community members 

and visitors can learn how the AANPHI people have contributed to the American 

experience and America’s position in the world. 
84

MEANS AND STRATEGY

In support of the Smithsonian’s strategic goals, the APAC’s top priority is to 

create the Institution’s first museum space dedicated to exploring the complexities of 

AANHPI history, culture, and lived experiences. The path to establishing this dedicated 

space begins with two one-year residencies at other Smithsonian units. The APAC also 

works across units to display co-collected objects and integrate AANHPI stories into 

narratives told in existing Smithsonian spaces. These unexpected story arcs catalyze 

new conversations that address both the challenge and necessity of using more 

inclusive narratives to describe the American Experience. 

Yearlong residencies will help the APAC develop a dedicated gallery by providing 

the time and space needed to test a range of interpretive strategies, content, and design 

approaches, as well as identify visitor needs to help the APAC better understand 

contemporary audiences’ values and expectations. More importantly, this is a phased 

approach to engaging the vast landscape of cultural stewards and practitioners with 

whom the APAC must develop — with intentional care and ethical accountability —

reciprocal relationships to collectively drive this visionary and interdisciplinary work. 

The Smithsonian’s dedicated gallery will be the Institution’s first effort to tell a 

pan-AANHPI story with significant collections development, research, and interpretation

that fully embodies the principles of the Smithsonian Strategic Plan to create greater 

reach, greater relevance, and profound impact in serving the American people. 

ASIAN PACIFIC AMERICAN INITIATIVES POOL 

The Asian Pacific American Initiatives Pool (APAIP) enables the APAC, on behalf 

of the Smithsonian, to document the full spectrum of the American Experience by 

allocating funds to other Smithsonian units to support research, exhibitions, educational 

programs, collections, digital and media projects, as well as partnerships with local and 

regional cultural organizations. 

Projects are selected on a competitive basis from proposals that demonstrate

innovation and advancement of scholarship, cost-effective deployment of the pool 

funds, coordination with other Smithsonian resources, and successful fund raising from 

the private sector. Since its inception in FY 2016, the APAIP has funded more than 80 

programs and projects across the Smithsonian and increased the AANHPI presence in 

the Institution’s presentation of and research into the American Experience. 

Additionally, the APAIP has enabled the creation of AANHPI-focused positions at 

the Smithsonian that not only help to extend the APAC’s mission, but also establish a 

much-needed pipeline of museum professionals specializing in the art, history, and 

culture of AANHPI peoples and communities. In FY 2018, the APAIP supported the 

Smithsonian’s first curator dedicated to preserving and exhibiting Asian Pacific 

American history at the National Museum of American History (NMAH). With the funding 

provided in FYs 2020 and 2022, the pool was able to support more projects and the 
85

hiring of two curatorial assistants — one at the NMAH and the other at the Center for 

Folklife and Cultural Heritage. In FY 2023, the APAIP assumed additional responsibility 

to support the Smithsonian’s first curator of Native Hawaiian history and culture at the 

National Museum of the American Indian, a collections specialist on Asian Pacific art at 

the Archives of American Art, and a curatorial assistant at the Smithsonian American Art 

Museum to oversee the research, documentation, display, and acquisition of works by 

Asian Pacific American artists. All positions supported by the pool are for terms not to 

exceed four years.

EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase of $35,000 that provides 

$61,000 for necessary pay and other related salary costs for staff funded under this line 

item. This request also includes a one percent programmatic decrease of $26,000.

NONAPPROPRIATED RESOURCES — General trust funds support salary and benefit 

costs for the APAC director and other program-related costs. Donor/sponsor-designated 

funds support salaries and benefits for development staff; costs associated with 

reaching APAC’s fundraising goals; training of future conservators; conservation of 

objects for exhibits and community loans; publications and special events for exhibition 

openings; and costs related to specific programs and projects. 
86

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 2023

ENACTED

20 3,938 11 1,536 5 1,994 1 1,179

FY 2025 

REQUEST 20 4,111 7 1,084 7 1,500 0 100

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000 

Research

Engage in vital arts and humanities research 1 190 1 201 0 11

Digital Transformation

Provide improved digitization and audience engagement 1 210 1 225 0 15

Education

Provide education support to engage and inspire diverse audiences 1 215 1 220 0 5

Exhibitions

Offer compelling, first-class exhibitions 11 1,891 11 1,969 0 78

Collections

Improve the stewardship of the national collections 3 450 3 482 0 32

Facilities Operations and Maintenance

Improve 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 0 150 0 150 0 0

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 3 437 3 469 0 32

Total 20 3,938 20 4,111 0 173

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

The Center for Folklife and Cultural Heritage (CFCH) is a Smithsonian research

and education unit with the mission to increase understanding of the diverse,

community-based cultural traditions found in the United States and around the world, 

aid their preservation, and strengthen the public’s appreciation for our shared humanity. 

For more than five decades, the CFCH has accomplished this mission through scholarly 

research, public presentations, including the annual Smithsonian Folklife Festival and 

the widely distributed Smithsonian Folkways Recordings, as well as publications which 
87

rely on documentation in the Ralph Rinzler Folklife Archives and Collections, and 

various other cultural heritage and sustainability projects. The Center has also 

developed a robust website and digital outreach presence that reaches an audience of 

hundreds of millions. The CFCH collaborates with other Smithsonian museums, cultural 

and educational centers, and hundreds of organizations in the United States and around 

the globe. The Center also coordinates with federal partners, most robustly through an 

ongoing 1981 interagency Memorandum of Understanding on American Folk Culture —

with the Library of Congress’ American Folklife Center, the National Endowment for the 

Arts’ Folk and Traditional Arts program, and the National Endowment for the 

Humanities.

The CFCH is recognized as a national and world leader in the cultural heritage 

field. The award-winning Smithsonian Folklife Festival is a model for presenting living,

community-based cultural heritage in the United States and other nations. The Center 

has repeatedly produced large, public educational events similar to the Festival “back 

home” in many U.S. states, as well as for presidential inaugurals, the opening of 

national museums and monuments such as the National Museum of African American 

History and Culture (NMAAHC), the National Museum of the American Indian (NMAI), 

the World War II Memorial, the Smithsonian’s 150th anniversary, the bicentennial of the 

United States, and the Olympics. In FY 2025, the Smithsonian will lean into the CFCH’s 

expertise as it plans to mark the 250th anniversary of the founding of the United States 

in 2026.

The quality of CFCH products is widely recognized. Smithsonian Folkways 

Recordings has won 10 Grammy Awards for its productions, 11 lifetime Grammys for its 

key artists, three Grammy Hall of Fame awards, 30 additional Grammy nominations, 

one Latin Grammy, two Latin Grammy nominations, and 30 Independent Music Awards.

(In 2024 alone, Folkways received four Grammy nominations.) Recognition of the 

CFCH’s excellence includes Academy and Emmy Awards for documentary films, and 

awards from various educational organizations. Center staff have authored important 

books, been elected to national academies and designated as prestigious Fellows, led

professional associations, and received top national and international honors in their 

fields. CFCH personnel lecture at universities and museums and annually mentor some

120 interns and Fellows from the United States and other nations. In addition, the 

Center and its Cultural Vitality Program consults with the U.S. Department of State on 

international cultural heritage policies and practices and has partnered with the U.S. 

Agency on International Development (USAID) on many projects to encourage cultural 

enterprise and development as a vehicle for cultural preservation and vitality. 

MEANS AND STRATEGY

The CFCH accomplishes its mission through high-quality scholarship, 

educational productions, and project implementation involving Smithsonian and 

numerous external partners, including U.S. agencies, state cultural agencies, and 

international cultural organizations. Toward this end, federal appropriations provide 

base-level support for research and education, archival and collections care, and 
88

Festival production, while also leveraging considerable support from U.S. federal and 

state agencies, foreign nations, foundations, and philanthropic sources. Federal 

collections support is vital for research and educational purposes, and for Smithsonian 

Folkways Recordings, which generates $3 million annually in earned revenue to support 

19 trust staff salaries and operations from the proceeds of distributing and licensing

music in the collections. Federal funds represent an investment that annually leverages 

about three times its value in nonappropriated funds and helps the CFCH reach an 

audience of more than 300 million a year, thereby also increasing public understanding 

of grassroots cultural traditions in the United States and abroad.

The Center’s original signature production, the Smithsonian Folklife Festival,

takes place annually on the National Mall for two weeks around the July 4th holiday, in 

partnership with the National Park Service. 

The 2023 Festival presented several programs, including one on the culture of 

the Ozarks — focusing on Missouri and Arkansas, and including artists from Oklahoma, 

Kansas, and several tribal nations — and another on the cultural traditions — foodways, 

music, craftsmanship, and celebration — growing out of the diversity of religious 

communities in the United States. A special July 4th concert featured powerful 

performances by visiting musicians from Ukraine (in coordination with the Ukrainian 

embassy). The Festival also included Soul of Tengri: Kazakh Traditions and Rituals in 

coordination with the embassy of Kazakhstan. Building on lessons learned during the 

pandemic years, the CFCH extended the Smithsonian’s overall digital strategy and

expanded its reach beyond the two-week physical production on the National Mall

through hybrid programming, live-streamed performances, and digital presentations. 

The 2024 Festival will be co-produced with the NMAI and will feature a broad 

spectrum of living traditions from Native American, Native Hawaiian, and Alaska Native 

communities. This Festival will mark the 20th anniversary of the opening of the NMAI on 

the National Mall. 

The 2025 Festival will feature a program entitled Youth and the Future of Culture, 

and will also explore the living cultures of Brazil, and the occupational traditions of the 

U.S. Forestry Service. In addition, the 2025 Festival will preview elements of the 2026 

Semi-quincentennial program.

Meanwhile, Smithsonian Folkways Recordings — the Center’s most broadly 

distributed signature product — has extended its impact with the continued success of 

several recently produced music boxed sets. The most elaborate was The Smithsonian 

Anthology of Hip-Hop and Rap, a major collaboration of Smithsonian Folkways with the 

NMAAHC and the hip-hop community, released in 2012. In 2023, Smithsonian 

Folkways and the National Museum of American History co-produced an awardwinning, major boxed set of blues and other regional southern music, Playing for the 

Man at the Door: Field Recordings from the Collection of Mack McCormick (1958–

1971). These productions are on their way to becoming signature publications, setting 

the standard for the field, much like prior Smithsonian anthologies of jazz and folk music
89

did. Additional releases in 2023 included Matmos’ experimental Return to Archive; the 

No-No Boys’ Empire Electric; Aga Kahn Master Musicians’ Nowruz; and Mr. Greg and 

Cass McCombs Sing and Play New Folk Songs for Children; as well as Ears of the 

People: Ekonting Songs from Senegal and the Gambia. Releases expected in 2024 and 

2025 include the poetic songwriting of Charlie Parr, the virtuosic stylings of Mariachi Los 

Camperos, the family music of Dan and Claudia Zanes, and a box set marking the 

100th anniversary of the birth of Zydeco legend Clifton Chenier (b. 1925, d. 1987).

Folkways will also continue to extend its reach to millions more listeners, 

distributing 65,000 tracks of audio recordings to teachers, students, scholars, and the 

public via download and streaming services. In addition, the label will keep expanding

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 major programmatic activity, the Smithsonian Cultural Vitality Program, 

fulfills the Center’s commitment to cultural preservation by encouraging communities 

and local cultural exemplars to combine traditional practices and heritage with 

entrepreneurial activities in ways that generate both civic and economic benefits. For 

example, the CFCH works closely with U.S. Native American organizations to preserve 

indigenous languages, and with African American artisans in rural North Carolina to 

expand their visibility and access to resources and markets and enhance their economic 

opportunities. The Center also collaborates with USAID and other supporters to develop 

cultural tourism, local artisanry, and other creative industries in Armenia, Tunisia, 

Bosnia and Herzegovina, Kazakhstan, Mexico, Moldova, and Bhutan. 

By building on their research and community-responsive collaborations, curators 

and research staff will continue to publish books, articles, and digital features, and make 

professional presentations at gatherings of specialists. They also will continue to serve 

in an advisory capacity for other Smithsonian units and external agencies and in 

leadership roles for academic and professional societies. For example, CFCH curators 

contributed to the traveling exhibition World on the Move: 250,000 Years of Human 

Migration, produced in collaboration with the American Anthropological Association, that 

will be mounted in libraries around the country with support from the American Library 

Association. 

The Ralph Rinzler Folklife Archives and Collections contain the written and 

audiovisual documentation of more than 50 years of Festival research and planning, the 

recordings of Folkways and 19 other record labels, and a rapidly expanding digital 

footprint. Its major accomplishments include the renovation of the Center’s archives 

repository with expanded offsite storage and the re-housing of collections. Archives staff 

have enhanced the tracking of collections, increased digitization of audiovisual media,

and processed additional materials from the Arhoolie Records collection and others.

The Center will make these vast collections accessible to source communities and the 

public while ensuring their continued availability as a “working archive” for CFCH staff to 

use for ongoing productions. 
90

In keeping with its decades of community-based consultation and collaboration, 

the Center enshrined its commitments to culturally respectful collections management in

its Shared Stewardship of Collections Policy and contributed to the Secretary’s call for 

an Institution-wide policy on Shared Stewardship and Ethical Returns. In addition, the 

CFCH provides programming for the Smithsonian Channel and regularly contributes 

stories to Smithsonian magazine. 

EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase of $173,000 that provides

$212,000 for necessary pay and other related salary costs for staff funded under this 

line item. The request also includes a one percent programmatic decrease of $39,000.

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

benefits for approximately one-quarter of the CFCH’s full-time personnel, and revenues 

from Folkways Recordings pay more than one-third of all full-time staff salaries and 

expenses. Donor/sponsor-designated funds cover costs related to specific projects such 

as the programmatic components of the Smithsonian Folklife Festival, some research 

efforts, all cultural vitality projects, and several other educational programs.
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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 2023

ENACTED 37 5,702 23 2,902 14 4,315 1 114

FY 2025

REQUEST 37 6,183 26 3,750 18 5,000 1 130

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in vital arts and humanities research 4 390 4 410 0 20

Digital Transformation

Provide improved digitization and audience engagement 1 225 1 240 0 15

Education

Provide education support to engage and inspire diverse audiences 3 280 3 295 0 15

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 1 180 1 190 0 10

Exhibitions

Offer compelling, first-class exhibitions 4 430 4 450 0 20

Collections

Improve the stewardship of the national collections 8 2,285 8 2,588 0 303

Facilities Operations and Maintenance

Improve facilities operations and provide a safe and healthy 

environment 11 1,212 11 1,275 0 63

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 4 520 4 545 0 25

Information Technology

Improve the Institution's information technology systems and 

infrastructure 1 180 1 190 0 10

Total 37 5,702 37 6,183 0 481

Performance Objective and Program Category FY 2023 FY 2025 Change
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BACKGROUND AND CONTEXT

Cooper Hewitt, Smithsonian Design Museum (CHSDM), in New York City, is one 

of two Smithsonian museums outside Washington, DC. Unique among its peers at the 

Institution, CHSDM is the only national museum dedicated exclusively to historic and 

contemporary design. Its collection is international in scope and encompasses 215,000 

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. 

As an influential design authority in the United States, CHSDM’s programs and 

exhibitions demonstrate how design shapes culture and history — in the past, present, 

and future. 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 virtually and in venues outside the New York City metropolitan area in 2025. 

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 

worldwide. 

The Museum also devotes considerable resources to ensure the advancement of 

knowledge in the humanities by fostering a greater understanding of the role of design 

in everyday life and its impact on shaping the built environment of the past, present, and

future; and to encourage the “by-products” of design thinking — such as creative 

problem solving and teamwork — in other disciplines and areas of life, through

interactive, engaging, in-person and online experiences.

MEANS AND STRATEGY

In FY 2025, CHSDM will continue to transform the Museum visit from passive to 

participatory with the most innovative, educational, immersive, and interactive

exhibitions for the public, focusing on the design process. The Museum will present the 

seventh iteration of the Design Triennial exhibition series, which was established in 

2000 and addresses the most urgent and relevant topics of our time through the lens of 

design. Making Home: Smithsonian Design Triennial will survey contemporary 

perspectives on the theme of home across the United States, U.S. Territories, and 

Tribal Nations. The exhibition will consist of 25 site-specific new commissions, which will 

be installed across all of the Carnegie Mansion’s historic and contemporary galleries. 

These projects will amplify the groundbreaking work of designers across numerous 

disciplines and elevate design stories that are absent from popular narratives of home. 

Also in FY 2025, the Museum will continue to explore enhanced visitor 

experiences designed to keep pace with emerging technology, providing a holistic, 

interactive design methodology to enhance CHSDM’s visitor experience. CHSDM 

resources will continue to advance knowledge in the humanities through exhibitionrelated and collections-oriented scholarly research to create the most innovative and 

educational exhibitions for the public.
93

The Museum will continue to acquire objects for its internationally renowned 

permanent collection. With the digitization of the collection completed, CHSDM

continues to expand its online programs and channels for all exhibitions. The Museum 

will also continue its more-than-30-year partnership with the New School/Parsons to 

support an onsite graduate program focused on the history of design and curatorial 

studies, which will give students and scholars access to objects in the CHSDM’s 

collections.

CHSDM will inspire, educate, and empower audiences through design by offering 

educational programs and content in various formats. The goal of all the programming is 

to deliver content relevant to the individual program participant’s level of understanding 

of design and design thinking. To do this, the Museum will engage intergenerational 

audiences that include students, educators, emerging designers, design professionals,

and the public, through beginning, intermediate, and advanced programs in design. 

Content will focus on using objects in the collection or on view in an exhibition as points 

of inspiration and reference. Visitors will be encouraged to view design with the broad 

goals of developing practical, creative, problem-solving and critical-thinking skills that 

can be applied to any field. The Museum will also continue its traditional offerings such 

as design field trips, family programs, docent-led tours, and public programs. CHSDM 

remains committed to making its programs and content virtually accessible. The 

Museum will continue to make its educational opportunities available to a much broader 

audience through online platforms such as the SI Learning Lab. CHSDM will also 

continue leveraging its design collection to offer nationally recognized professional 

development workshops in design thinking for K–12 educators across the country.

The Museum will continue to increase its social media presence and modernize 

its communications strategy to better position CHSDM to maintain and cultivate 

relationships with the public, its existing membership community, state and local 

governments, children, educators, business leaders, and designers.

EXPLANATION OF CHANGE 

The FY 2025 budget request includes a net increase of $481,000 that provides

$323,000 for necessary pay and other related salary costs for staff funded under this 

line item and an increase of $215,000 for the higher annual rent at the Museum’s offsite 

collections storage facility, which is also referenced in the Fixed Costs section of this 

budget submission. This request also includes a one percent programmatic decrease of 

$57,000. 

NONAPPROPRIATED RESOURCES — Nonappropriated resources support 

65 percent of the CHSDM’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 

CHSDM also raises funds from private sources to support research, exhibitions, public 
94

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 the Museum’s research, exhibitions, public 

programs, and administrative functions.
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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 2023 

ENACTED 33 5,559 7 3,579 17 4,835 0 0

FY 202 

REQUEST 33 5,907 7 4,000 17 8,000 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in vital arts and humanities research 4 695 4 730 0 35

Digital Transformation

Provide improved digitization and audience engagement 2 360 2 377 0 17

Education

Provide education support to engage and inspire diverse audiences 1 125 1 134 0 9

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 2 360 2 377 0 17

Exhibitions

Offer compelling, first-class exhibitions 12 2,025 12 2,132 0 107

Collections

Improve the stewardship of the national collections 8 1,324 8 1,452 0 128

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 4 670 4 705 0 35

Total 33 5,559 33 5,907 0 348

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

Now in its fifth decade, the Hirshhorn Museum and Sculpture Garden (HMSG) is 

a leading voice for contemporary art and culture and provides a national platform for the 

modern art and artists of our time. Located in the heart of Washington, DC, on the 

National Mall, we are free to all public visitors. As one of the most visited modern art 

museums in the United States, the HMSG seeks to share the transformative power of 

modern and contemporary art by creating meaningful personal experiences in which art, 

artists, audiences, and ideas converge. Through groundbreaking exhibitions, events, 

research, and acquisitions, visitors encounter the most important artists of the 21st 
96

century. The Hirshhorn’s holdings encompass one of the most important collections of 

post-World War II art in the world, wherein today’s artists have a global platform to 

explore new ways to create, with performance, digital media, video, and technology.

As the national Museum for modern and contemporary art, the Hirshhorn is home 

to a collection of more than 12,000 artworks and objects which cover the broad sweep 

of visual culture of the last 150 years, including paintings, sculpture, works on paper, 

performance, and digital media. While the initial collection was a gift from the Museum’s 

founder, Joseph Hirshhorn, collections acquisition efforts are ongoing. The acquisition 

program focuses on artworks at the forefront of contemporary art, and the Museum has

increased its efforts to prioritize greater diversity in its collection.

Nearly one-fifth of recent acquisitions in the last five years were created by 

female or gender-nonconforming artists and nearly one-third by BIPOC (Black, 

Indigenous, and people of color) artists. As part of the commemoration of the Museum’s 

50th anniversary, efforts are under way to collect 50 artworks from 50 important artists 

across the modern and contemporary art spectrum. The collections care and 

conservation of the Museum’s extensive holdings receive a substantial portion of the 

Hirshhorn’s resources and enables staff to showcase artwork at the Museum online and 

through an active loan program with other institutions.

In addition to efforts to diversify the collection, the HMSG has also broadened its 

exhibition program, with two-fifths of solo exhibitions in the last decade showcasing 

BIPOC and women and nonbinary artists. Contemporary exhibitions highlight the 

diversity of traditionally marginalized artists’ decisive achievements and investigate a 

wide array of aesthetic, political, and historical concerns. 

The Museum conducted a strategic visioning process after two years of work with 

a variety of stakeholders. This plan is built on the successes and lessons learned in the 

last decade and focuses on three pillars: (1) Engaging Artists; (2) Activating the 

Collection; and (3) Building Community. The HMSG intends to highlight the unique 

opportunities that come with working with living artists through offerings, including:

• The Artists “Out of Residence” Program, for creating digital content to provide 

audiences with a behind-the-scenes view into the exhibition development 

process. The Museum’s collection is one of its biggest assets; however, due to 

space limitations, only a very small number of artworks are on view at a time.

• Evolving the Museum’s outgoing loan program into long-term, multidimensional 

partnerships across the country and worldwide, and by expanding our in-gallery 

digital guide (Hirshhorn Eye) to include full gallery integration to make content 

available across the Web, in our social media and publications, and everywhere 

else HMSG works are on view.
97

• Building community by following the Museum’s best practices for staff enrichment 

and community engagement to create a sense of belonging and welcoming 

everyone to the conversation.

As the HMSG strives to make the transformational power of art visible and 

tangible, welcoming staff and community as stakeholders and participants in this vision 

allows the Museum to better shape its decision making and meet the potential of an 

expanded campus and growing visitation. Efforts also include resources to understand 

how the HMSG impacts audiences before, during, and after a visit.

MEANS AND STRATEGY

Efforts to support enhanced interdisciplinary research continue as the Museum 

develops public forums on the intersections of art, design, technology, and education, 

featuring international subject-matter experts and an interactive online component, 

extending digital audience engagement far beyond the walls of the physical Museum. 

The HMSG will expand its online and onsite programs dealing with the role of 

technology and new media in contemporary art, museum culture, and digital education.

The Museum’s proposed exhibition schedule for FY 2025 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 its diversity. FY 2025 will 

feature exhibitions and major events highlighting the best of emerging, international 

contemporary art. This will include:

• As part of its 50th anniversary celebration, the Museum will present a two-part 

exhibition that takes a fresh look at its collection from a contemporary perspective. 

Revolutions: Art from the Hirshhorn Collection, 1860–1960, running through 

February of 2025, will feature works from the 1880s to 1960 — which comprise the 

core holdings of Joseph Hirshhorn’s initial gifts. Thematic sections are devoted to 

Impressionism and Realism, early abstraction, Surrealism, regionalism, Abstract 

Expressionism, and other artistic movements. The newly curated exhibition follows a 

general chronological approach that offers a view of art history through the unique 

holdings of the HMSG. It will also include selected examples of contemporary 

artworks to show how the ideas and approaches employed by historical artists still 

resonate today. 

• On view through July of 2025, the Museum is hosting the largest U.S. exhibition of 

works by the Brazilian duo OSGEMEOS. This world-renowned, street-art duo draw 

on their interests in hip-hop, American graffiti, and Brazilian folk art to create 

imagined worlds populated by distinctive cartoon-like characters. Their work 

combines a surreal, playful, and humorous approach with a keen attention to social 

concerns. While drawing rich inspiration from Brazilian culture, OSGEMEOS’s 

visually appealing style and universally relatable themes resonate with broad 

audiences in the United States and globally. Visitors will embark on a journey that 
98

shows the full breadth of the artists’ 30 years of creative output, including paintings, 

immersive installations, video works, and sculpture.

• Opening in the spring of 2025, Adam Pendleton will transform the HMSG’s second 

floor inner ring galleries into a site-specific installation that builds on his landmark 

Who is Queen? exhibition at the Museum of Modern Art. In a practice that spans 

painting, drawing, collage, performance, and video, Pendleton uses text and images 

to recontextualize notions of Blackness, abstraction, and the avant-garde. The 

exhibition will include paintings, video projection, soundscape, and a specially 

designed scaffolding that features new works and sculptures.

• The HMSG continues planning for the second exhibition to celebrate the Museum’s 

50th anniversary. Opening in July of 2025, the show will highlight the HMSG’s 

extraordinary collection of artworks from 1960 to the present.

The HMSG will ensure every home and classroom has access to the 

Smithsonian’s digital content by offering robust digital resources to local and remote 

audiences. The Museum’s website will engage with local and remote audiences about

exhibition offerings, upcoming public programs, and information on collections and 

artists. Featured content includes audio and video from in-person and virtual public 

programs, interviews with artists and curators, and searchable access to the Museum’s 

collections. The HMSG’s communication and outreach efforts will diffuse deep 

knowledge of contemporary art and culture. In addition, the Museum continues to 

publish original catalogues to complement exhibitions, along with other books that 

examine modern art, design, and cultural shifts in the 21st century.

The Museum’s efforts to advance the concept of a virtual Smithsonian through a 

series of innovative, digitally driven activities include using Hirshhorn Eye! (Hi! for short), 

a revolutionary, in-gallery art guide that uses image recognition to scan art and instantly 

provide access to exclusive artist videos and inside information. The platform allows 

Museum visitors to have engaging interactions between exhibitions, living artists, and 

the digital resources of the Museum. Hi! content is updated regularly in coordination 

with rotating exhibitions. In FY 2025, the Museum will continue to create and deliver 

content that builds on the in-gallery exhibitions to provide rich content for all artworks on 

view. A key element of the “Out of Residence” program includes a peak into living 

artists’ creative processes. In developing the OSGEMEOS exhibition, the artists created 

video content such as tours of their studio, interviews, and access to artworks that could 

not be included in the galleries. These resources will be available through the Hirshhorn 

Eye! technology, both in-gallery and as part of the more in-depth content to be included 

in the OSGEMEOS: Endless Story catalogue that will accompany the exhibition.

The HMSG will continue to offer public programs geared toward visitors with 

varying levels of art experience and cultural interests, and by expanding the concept of 

a museum as a learning center. The HMSG leverages the lessons learned from

ARTLAB+, the award-winning digital media studio that connects teenagers from local, 

underserved communities with artist mentors, to better serve diverse audiences with 
99

youth and family programming. Local artists will lead youth and teacher workshops for 

K–12 teachers and students. 

In concert with educational foundation sponsors, the HMSG will build and enrich 

a national culture of learning by engaging with educational systems nationwide and 

using the ARTLAB+ program to create an environment where local teenagers can 

attend workshops to explore digital media. The Museum will re-launch the “Gallery 

Guides” program, which brings advanced art students into the galleries to aid visitors’ 

critical experience with art on display and develops the students’ own education 

objectives and teaching skills. The HMSG will also launch programs to reach additional 

audiences, such as preschool-aged children, families, and underserved audiences,

through accessibility programs offered in Spanish and American Sign Language.

The HMSG will also continue collections research in the Museum’s state-of-theart Conservation Lab and onsite collections storage spaces. The upgraded spaces have 

improved natural light to enhance collections management and conservation activities.

In addition, the HMSG will further research and preserve time-based media (such as

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. The Museum will continue to photograph and catalogue 

the permanent collection to make it more accessible via search features on the HMSG 

website.

The Museum will merge the functional with the artistic by including artists and 

designers in discussions with Smithsonian Facilities staff. This will involve a 

revitalization of the Sculpture Garden and re-envisioning the way that the plaza and 

gallery spaces are used as the Museum approaches its 50th anniversary. These 

projects will enable the HMSG’s physical plant to support the Museum’s mission and its 

expanded programming and collections, as well as enhance the visitor experience and 

address critical infrastructure needs. The new Garden will create an area for large-scale 

contemporary works and performances within intimate spaces where visitors can better 

enjoy the Museum’s modern masterpieces.

Finally, the HMSG’s senior leadership will build a nimbler and more effective

Smithsonian by continuing to improve long-range program planning to enhance 

resource allocation, funds management, and more effective cost-sharing with outside 

organizations in support of major exhibitions and programs. By identifying and working

with partners in the private sector, the staff will leverage the Museum’s federal 

appropriations to the maximum extent possible.

EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase of $348,000 that provides

$347,000 for necessary pay and other related salary costs for staff, and an increase of 

$57,000 to support anticipated higher costs for offsite leased collections storage space, 
100

which is also referenced in the Fixed Costs section of this budget submission. This 

request also includes a one percent programmatic decrease of $56,000. 

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 program-related costs. 

Donor/sponsor-designated funds are essential to support exhibitions, public programs, 

communications, and marketing.
101

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 2023

ENACTED 32 5,439 1 748 1 287 0 0

FY 2025

REQUEST 32 5,681 3 1,000 3 950 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in vital arts and humanities research 3 517 3 536 0 19

Digital Transformation

Provide improved digitization and audience engagement 4 386 4 351 0 -35

Education

Provide education support to engage and inspire diverse 

audiences 2 495 2 450 0 -45

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information 

to the public 3 583 3 599 0 16

Exhibitions

Offer compelling, first-class exhibitions 9 1,839 9 2,021 0 182

Collections

Improve the stewardship of the national collections 6 744 6 877 0 133

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 4 647 4 647 0 0

Information Technology

Improve the Institution's information technology systems and 

infrastructure 1 228 1 200 0 -28

Total 32 5,439 32 5,681 0 242

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

The National Museum of African Art (NMAfA) inspires cross-cultural 

conversations through the beauty, power, and diversity of Africa’s arts and cultures. The 

Museum has evolved into a 21st century global African art museum, reaching 

audiences — in person and virtually — from across the nation and the world. The

NMAfA uses its unparalleled collections, exhibitions, educational programs, and 

publications to foster the broadest access, dispel stereotypes, and collaborate with 

African, diasporic, and global communities.
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In FY 2024, the Museum celebrates the 60th anniversary of the founding of its 

precursor — the Museum of African Art. The anniversary provides a promising 

opportunity for the NMAfA to present more exhibitions and programs, focus on new 

audience development, and reimagine and activate more of its public spaces under the 

banner of an anniversary celebration. The Museum will continue to create compelling 

temporary and long-term exhibitions of historical, modern, and contemporary artworks 

from its own collection or in partnership with other museums, as well as develop 

curriculum-focused educational assets, and collaborate more closely with 

organizational, academic, and community partners.

Over the course of the last year, substantial selections from the Museum’s large 

and important permanent collection of Africa’s historical, modern, and contemporary 

arts were on view. This included the ongoing Currents: Water in African Art exhibition 

that features aquatic-themed artworks from the permanent collection, and the long-term 

exhibition Visionary: Viewpoints on Africa’s Arts that offers changing storylines and 

highlights the most significant selections from the Museum’s permanent collection of

African works of art. 

The NMAfA also launched three new exhibitions over the past year:  From the

Deep: In the Wake of Drexciya with Ayana V. Jackson, which brings to life Ayana

Jackson’s vision of a spiritual underwater world of powerful and resilient African

women; Georges Adéagbo, Create to Free Yourselves: Abraham Lincoln and the

History of Freeing Slaves in America, which focuses on the legacy of Abraham Lincoln

and the unfinished journey toward equality in the United States; and John Akomfrah:

Five Murmurations, the acclaimed videographer’s visual essay on the global pandemic,

and the civil unrest of 2020.

The NMAfA will continue reactivating public access and spaces throughout the 

Museum, focusing on educational and convening spaces in particular. The renovation 

plan repurposes the current architecture to minimize costs while improving spatial 

workflow and efficiencies. This staged, multi-year renovation project has been designed 

to permit ongoing public access to current facilities.

In addition, the NMAfA is working with the National Museum of Asian Art to 

create new, fire-rated storage spaces and modify existing fire rated spaces to meet 

current life-safety codes. In pursuit of this goal, the NMAfA has completed three phases 

of its main storage master plan and is using resources from the Smithsonian’s 

Collection’s Care and Preservation Fund (CCPF) to finish more phases of this work.

Several technology modifications are under way to support both on-site and 

virtual exhibitions and program access. Museum staff are developing new exhibition 

technology to create virtual gallery experiences and increase virtual access to offerings

on display in the building. The NMAfA is also reimagining its web page and exploring 

Web add-ins such as artist or curator tours, and other contextual information. In 

addition, to further enhance the in-person experience, the Museum continues upgrading 
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all exhibition fixtures and lamps with light-emitting diodes (LEDs) throughout the 

building. The LEDs installed in two first-floor galleries to date improve the lighting’s 

energy efficiency and reduces utility costs.

MEANS AND STRATEGY

The NMAfA catalyzes new methods of engagement with larger audiences —

including with stakeholders historically engaged with the Museum as well as new, firsttime visitor audiences — by working to ensure that every home and classroom has 

access to the Smithsonian’s digital content. Through its expanding digital strategies, the 

NMAfA will emphasize enhanced learning styles, introduce new language content, and 

improve accessibility for differently abled visitors. The Museum is also redesigning its 

website to increase accessibility, offer content in additional languages, and better allow 

educators, art enthusiasts, and students worldwide to use its assets. As part of this 

redesign, the Museum will also offer teachers new tools in multiple languages and 

produce more visual content to reach diverse audiences.

The website redesign continues in support of the strategies to expand the 

Museum’s social media presence on multiple platforms and reach a broader range of 

long-term audiences as well as new audiences and stakeholders. The NMAfA will also 

continue digitizing its art and photographic archive collections to make them available to 

the public on its website. The Museum works closely with the Smithsonian’s Office of 

Digital Transformation and the Office of the Chief Information Officer to continue a 

large-scale, mass-digitization project that will add a substantial number of new object 

records to the online collection database. Conservation and registration records are also 

being digitized and added to the Institution’s database network.

The NMAfA will continue to broaden visibility, prepare future programming that 

attracts more visitors, and seek visitor feedback on exhibitions and programs, using 

visitor comments, docent interactions, and surveys of its public programs. Collaborative 

projects initiated by the NMAfA include working with Smithsonian units on best practices 

in program development, internships, and audience assessment. 

In October of 2022, the NMAfA made its first deaccession of collections under 

the Smithsonian’s new Ethical Returns and Shared Stewardship Policy by formally 

transferring ownership of 29 Benin bronzes to the National Commission for Museums 

and Monuments in Nigeria. The NMAfA will continue to participate in the process for 

restitution and repatriation of colonial-era and looted collections objects. 

In the future, this collaboration will forge connections with colleagues at African 

museums to share information, develop mutually beneficial partnerships, and address 

questions of diversity, equity, accessibility, and inclusion in the United States and 

worldwide. In that regard, the NMAfA is collaborating with the Nigerian National Council 

of Museums and Monuments to display some of the Benin artifacts that were loaned 

back to the Museum and engage visitors on the issues of ethical returns and shared 

stewardship, as well as the bronzes themselves. 
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EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase of $242,000 that provides 

$296,000 for necessary pay and other related salary costs for staff funded under this 

line item. This request also includes a one percent programmatic decrease of $54,000.

NONAPPROPRIATED RESOURCES — General trust funds support staff salaries, 

benefits, and travel. The Museum raises contributions from individuals, foundations, and 

corporations to support activities and programs such as the Paid Internships Initiative, 

the ongoing NMAfA Women’s Initiative, and the Global Religions of Africa Initiative. In 

addition, grants, donations, and sponsorships fund special projects like exhibitions, 

education programs, and publications. The Museum has expanded its offerings and 

increased fund raising to support new projects, such as collaborative programs with 

partner African museums, multi-year curatorial residencies, and participation in 

professional development training that increases both domestic and international peer 

perspectives, welcomes new voices, and raises the visibility of art from the African 

continent around the globe.

The NMAfA also continues to apply the $1.5 million five-year implementation 

grant from the Lilly Endowment, Inc. to support the Museum’s Global Religions of Africa 

Initiative. Africa’s global religious practices on the continent and in its diasporas engage 

with verbal, visual, and performing arts and offer strategies relevant to the urgent issues 

of our day. This initiative focuses on educational programming, community outreach, 

and audience engagement through onsite and virtual programs. Endowment-funded 

programming is designed to enhance diversity in programs and offerings, as well as to 

better represent voices and communities of faith. The grant includes contract support for 

a project coordinator and four paid internships per year.
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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 2023 

ENACTED 17 2,949 2 558 1 537 0 305

FY 2025

REQUEST 17 3,073 3 629 1 127 0 200

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in impactful scientific research and discovery 3 242 3 255 0 13

Digital Transformation

Provide improved digitization and audience engagement 2 330 2 221 0 -109

Education

Provide education support to engage and inspire diverse audiences 1 322 1 325 0 3

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 2 320 2 374 0 54

Exhibitions

Offer compelling, first-class exhibitions 2 400 2 453 0 53

Collections

Improve the stewardship of the national collections 3 421 3 443 0 22

Facilities Operations and Maintenance

Improve facilities operations and provide a safe and healthy 

environment 1 346 1 364 0 18

Security

Provide world-class protection for Smithsonian facilities, collections, 

staff, visitors and volunteers 0 75 0 75 0 0

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 3 419 3 489 0 70

Information Technology

Improve the Institution's information technology systems and 

infrastructure 0 74 0 74 0 0

Total 17 2,949 17 3,073 0 124

Performance Objective and Program Category FY 2023 FY 2025 Change
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BACKGROUND AND CONTEXT

The Smithsonian’s Anacostia Community Museum (ACM) traces its founding to 

the civil rights era — a period that advanced some of the most enduring social change 

in our country’s history. Originally established by the Smithsonian as the Anacostia 

Neighborhood Museum in 1967, the Museum’s exhibits and programs sought to 

preserve and share the rich history, culture, vibrancy, and contributions of Anacostia’s 

African American community. At the time, ACM pioneered a communitycentered approach to curation and the development of its programs and exhibitions. 

Viewed as groundbreaking, this innovation opened the door to greater inclusion in the 

sector — inspiring community-based museums across the country and world that made 

it their mission to recount stories often overlooked or undervalued by traditional arts and

cultural institutions. 

Now, more than 50 years later, ACM remains grounded in its founding, bringing 

to light the unsung stories of people who are emboldened to catalyze change in their 

neighborhoods and communities. These stories find their origins in the Washington, DC 

region, but their resonance extends beyond the borders of the nation’s capital. With the 

country’s recent reckoning on race, many museums are examining inherently biased 

practices, the dynamics of power, and moving toward more shared influence and 

greater inclusion. For ACM, this is the core to what we do, who we are, and who we 

have been for the last half-century. We stand in a moment where we understand our 

work is more important than ever — centering community, raising awareness of 

systemic injustice, giving voice to the hard and often unsung work of making change, 

and encouraging others to see their own power to create a more equitable and just 

nation.

MEANS AND STRATEGY

In 2023 and 2024, ACM continued to expand its programmatic offerings. The 

Museum is in the fourth year of its initiative, Transforming America, that looks at core

issues through the lens of racial equity, with 2023 and 2024 highlighting issues of the 

environment and arts education. The 2023 exhibition To Live and Breathe: Women and 

Environmental Justice in Washington, DC was on view from May 19, 2023 to January 7, 

2024, and celebrated ordinary women making extraordinary changes through the lens 

of “where we live, work, play, and pray.” The stories in this exhibition provided us with 

inspiring examples of women who faced great odds but were, and in many instances,

remain tireless in their efforts to protect their families, neighbors, and communities.

The Museum hosted four anchor public programs that highlighted environmental 

themes and marked key community commemorations, as well as expanded

programming to include more offerings for families and seniors. Key to the Museum’s 

focus in 2023 was the launch of the Smithsonian’s Center for Environmental Justice. 

The Center is located at ACM and uses a humanities-based framework that places 

traditional scientific research and data in the context of daily life and offers a range of 

community-based programs, including the inaugural Environmental Justice Academy 
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funded by the Coca-Cola Foundation and the Women’s Environmental Leadership 

(WEL) network and summit, which garnered significant support from the Smithsonian’s 

American Women’s History Initiative and the Office of the Under Secretary for Science 

and Research.

On view beginning March 23, 2024, ACM will launch its arts education-themed 

exhibition Bold and Beautiful Vision: A Century of Black Arts Education in Washington, 

DC 1900–2000. The exhibit will focus on the significance of Washington, DC arts 

educators as catalysts for local and national artists and cultural workers. ACM will 

continue to enhance its online presence with a defined social media strategy and 

amplify the Museum’s programmatic offerings. While the Museum closes between 

January 8 and March 22, 2024, for installation of Bold and Beautiful Vision, ACM will 

host offsite programming in collaboration with the Washington, DC Public Libraries. 

Programming will occur at the MLK Library and the Southwest Branch Library. ACM is 

committed to expanding its offsite programming with new community partners and plans 

to augment programmatic offerings to the public during the Museum’s closure.

EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase of $124,000 that provides 

$153,000 for necessary pay and other related salary costs for staff. This request also 

includes a one percent programmatic decrease of $29,000. 

NONAPPROPRIATED RESOURCES — ACM’s financial strength is closely tied to its 

strategic revitalization. Recently, for the first time in more than a decade, the Museum 

hit its fundraising target. In FY 2024, through the development of a comprehensive 

fundraising plan, advancement staff will leverage ACM’s success in 2023 to inspire 

current donors and attract new ones through its community focused mission and vision. 

Key areas of fund raising will support the Center for Environmental Justice and exhibits, 

public programs, and school programs, including digital content and experiences for To 

Live and Breathe, A Bold and Beautiful Vision, and the 2025 exhibition focused on 

change makers, commemorating the nation’s 250th anniversary. ACM also will leverage 

the institutional campaign as a key component of the Museum’s fundraising strategy. 
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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 2023

ENACTED 14 2,097 3 771 15 2,250 0 0

FY 2025

REQUEST 14 2,222 2 645 18 2,940 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Digital Transformation

Provide improved digitization and audience engagement 2 206 2 392 0 186

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 1 140 1 138 0 -2

Exhibitions

Offer compelling, first-class exhibitions 1 89 1 76 0 -13

Collections

Improve the stewardship of the national collections 8 1,180 8 1,145 0 -35

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 2 482 2 471 0 -11

Total 14 2,097 14 2,222 0 125

Performance Objective and Program Category FY 2023 FY 2025 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 30 million unique letters, diaries, 

photographs, financial records, sketchbooks, scrapbooks, and the like, AAA embodies 

the Smithsonian’s mission for “the increase and diffusion of knowledge.” 

To achieve the Institution’s strategic initiative to ensure that every home and 

classroom has access to the Smithsonian’s digital content, AAA continues its ambitious 

digitization program, established in 2005, to provide online access to a significant 

portion of its holdings. By digitizing entire archival collections and fulfilling digitizationon-demand requests from researchers, in FY 2025 AAA will make hundreds of linear 

feet of material freely available and searchable online.
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In addition, the Archives will continue to engage in comprehensive and 

systematic collection assessment surveys to inform the strategic initiative of developing 

stewardship practices that ensure the preservation and sustainability of our collections 

for future generations. As part of this effort, AAA continues to decrease the backlog of 

unprocessed collections with a focused effort on audiovisual (AV) holdings.

AAA will maintain a nimble, cost-effective, and responsive administrative 

infrastructure by regularly assessing and enhancing staff development, project 

management, and continuing conscientious oversight of internal controls.

MEANS AND STRATEGY

By FY 2025, AAA will have established its new strategic plan, centered on the 

priorities of building and caring for collections, enhancing access, engaging in outreach, 

and strengthening infrastructure to support the Smithsonian’s Strategic Plan. In addition, 

AAA will execute its long-term digital and communications strategies.

Collecting: AAA will achieve the Institution’s strategic initiative to be a trusted 

source of information that explores the American identity by expanding our collections 

through targeted initiatives, including Asian American and Pacific Islander materials. In 

FY 2025, AAA will continue to build on lessons learned from the Smithsonian’s 

experience with the COVID-19 pandemic by exploring how it can sustain the 

distinguished traditions of its oral history program while adopting new technologies and 

better serving audiences. This includes assessing the continued viability of conducting 

remote oral history interviews, a method tested with three-year funding from the Alice L. 

Walton Foundation (concluded in 2024).

In addition, the Archives will continue to strengthen its collections stewardship 

through ongoing, comprehensive collections assessment surveys for manuscript 

collections, photographic materials, and at-risk AV and born-digital holdings. These 

surveys allow the Archives’ staff to make informed, shared decisions about the best way 

to allocate limited resources. AAA will also continue its leadership role in working with 

the larger Smithsonian archival community to initiate and implement Institution-wide 

collections assessment strategies and systems. 

Access: AAA will contribute to the Institution’s strategic initiative to be a trusted 

source of information through ongoing efforts to enhance collection records and finding 

aids with inclusive and conscientious descriptions as well as ongoing digitization related 

to artists from historically under-represented communities. In FY 2025, with support 

from the Terra Foundation for American Art, the Lichtenstein Foundation, and other 

funding streams in the private sector, AAA expects to add an estimated 150,000 digitalimage files online. The Archives will also continue to enhance its internal digitization and 

Collections Information System (CIS) application to ensure proper collections 

documentation and support increasingly complex workflows, including those relating to

born-digital formats. Together, these efforts will enable AAA to track the life cycle of all 

materials from pre-acquisition to storage and access. In addition, the Archives will work 
110

with staff in the Office of the Chief Information Officer and the Office to Digital 

Transformation to leverage Smithsonian systems, including ArchivesSpace, the 

Smithsonian Online Virtual Archives, the Enterprise Digital Asset Network architecture, 

the Digital Asset Management System, the Smithsonian Transcription Center, and other 

digital initiatives and resources. 

Furthermore, in FY 2025, the Archives will process all new collections and at 

least 10 percent of AAA’s current backlog, or about 1,000 linear feet of archival 

collections, resulting in new, fully searchable finding aids on AAA’s website. Finding 

aids will provide online access to many previously hidden collections, with a focus on 

the records of art galleries as well as on the papers of women, Latinos, and Asian 

Pacific artists and arts organizations. System workflows will continue to integrate 

accelerated processing and preservation strategies to diminish the current backlog and 

prevent a new backlog.

AAA’s audiovisual archivist will continue to review workflows for the acquisition, 

preservation, and description of and access to AV formats and digitization of large 

quantities of at-risk digital formats. This will advance AAA’s role in the Institution-wide 

Audiovisual Media Preservation Initiative.

Additionally, in FY 2025, AAA will support researchers by providing access to its 

collections and microfilm in the Archives’ Washington, DC research center, as well as 

other U.S. research centers. AAA staff will offer remote reference services through the 

Web-based “Ask Us” form, and continue to digitize legacy microfilm on demand, thereby 

expanding a new revenue stream. 

Outreach: The Archives will also advance the Smithsonian’s role as a trusted 

source of information via exhibitions. AAA is working with the National Portrait Gallery to 

co-curate the exhibition Felix Gonzalez-Torres: Angel of History in the Donald W. 

Reynolds Center, which is scheduled to open in the fall of 2024 and run through to July 

of 2025. The Archives will collaborate with the Smithsonian American Art Museum on 

the exhibition Subversive, Skilled, Sublime: Fiber Art by Women, opening in May of 

2024 and running through to January of 2025. These exhibitions address the 

Institution’s strategic goal of creating One Smithsonian, with collaborative programming

and, in the case of the fiber-art exhibition, promoting the American Women’s History 

Initiative (AWHI). Furthermore, in the fall of 2025, AAA will launch the exhibition Healing 

Walls: The Muralism of Emmanuel Martinez and Lily Yeh (tentative title), which 

highlights newly acquired collections and the role of public art in local communities. In 

FY 2025, AAA will also be deeply engaged in preparing for the 2026 celebrations on the 

National Mall, which will include an exhibition and program related to American crafts. 

In FY 2025, the Archives will continue to strengthen its flagship publication, the

Archives of American Art Journal. During the past nine years, AAA has increased the 

number of outstanding submissions, raised its visibility, strengthened the Archives’ 

relationship with the University of Chicago Press, and established more cost-effective, 

multi-year contracts for design and printing. It will continue working closely with its 
111

diverse advisory board to execute recommendations from an external review process 

(to be completed in June of 2024). 

AAA aims to strengthen its education efforts, building on its legacy of internship 

experiences that have advanced professional excellence as well as its successful 

Teaching with Primary Sources pilot project. The Archives plans to explore avenues of 

collaboration in education along with other Smithsonian units, including contributions to 

the Institution’s online Learning Lab. 

Infrastructure: Finally, the Archives will focus on increasing the robustness of its 

administrative processes to make them more nimble and efficient by identifying effective

integrated solutions.

EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase of $125,000 that provides 

$146,000 for necessary pay and other related salary costs for staff funded under this 

line item. This request also includes a one percent programmatic decrease of $21,000. 

NONAPPROPRIATED RESOURCES — General trust funds support AAA’s director’s 

office and advancement office, including salaries and benefits. Donor/sponsordesignated 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. 

Also, in FY 2025, the Archives will continue to develop strategies for sustaining 

its digitization program by growing its endowment to support essential staff and

implementing improved rapid-capture technologies and techniques. Funding from the 

Terra Foundation for American Art, the Roy Lichtenstein Foundation, and other donors

supports AAA’s ambitious digitization program. The Archives will continue to raise 

money from the private sector for digitization, oral history projects, collections 

management, and general operating expenses.

In response to the Smithsonian’s initiative to build and enrich a national culture of 

lifelong learning by engaging with educational systems nationwide, AAA aims to make 

its teaching with primary sources program — focused on making the Archive’s digital 

resources available in undergraduate courses — a sustainable enterprise. AAA will also 

try to expand its internship opportunities beyond the current numbers of up to five 

positions per year. 
112

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 2023 

ENACTED 155 35,767 18 5,099 48 23,553 0 0

FY 2025

REQUEST 155 37,237 24 6,374 58 38,052 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000 

Research

Engage in vital arts and humanities research 26 5,066 26 5,319 0 253

Digital Transformation

Provide improved digitization and audience engagement 15 3,859 15 3,972 0 113

Education

Provide education support to engage and inspire diverse audiences 18 4,183 18 4,348 0 165

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 20 4,369 20 4,541 0 172

Exhibitions

Offer compelling, first-class exhibitions 19 5,094 19 5,296 0 202

Collections

Improve the stewardship of the national collections 17 4,235 17 4,402 0 167

Facilities Operations and Maintenance

Improve facilities operations and provide a safe and healthy 

environment 5 1,174 5 1,267 0 93

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 26 4,966 26 5,110 0 144

Information Technology

Improve the Institution's information technology systems and 

infrastructure 9 2,821 9 2,982 0 161

Total 155 35,767 155 37,237 0 1,470

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

The National Museum of African American History and Culture (NMAAHC) was 

established by Congress in 2003 to document, collect, conserve, interpret, and display 

the historical and cultural experiences and achievements of African Americans. Since 

opening in 2016, the NMAAHC, both in person and virtually, continues to provide a 
113

meeting place for all people to learn about the history and culture of African Americans 

and their contributions to American life. The Museum seeks to help all Americans and 

others around the world to understand these contributions, and in so doing, stimulate a 

dialogue about race and help 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 which focus on a wide arc of history and look deeply 

into slavery, Reconstruction, the Harlem Renaissance, the great migrations of African 

Americans before and between the World Wars, the civil rights movement, and other 

significant issues of the 19th, 20th, and 21st centuries. The Museum also celebrates 

African American creativity and cultural expressions through art, dance, sports, theater, 

music, and literature.

The NMAAHC’s building, exhibitions, digital technology, and Sweet Home Café 

are all award-winning entities, and the Museum’s shop and café both continue to enjoy 

large crowds. The Museum welcomed its 10 millionth visitor on September 30, 2023. In 

FY 2025, the NMAAHC will mark the continuation and expansion of major initiatives 

which fulfill the mission of looking at American history through the lens of African 

American history and culture: the building of a national collection; continued 

development of exhibitions, information technology (IT), and digitization programs; and 

the development and continued implementation of a robust research and education 

programming initiative — through both virtual and in-person resources.

MEANS AND STRATEGY

In FY 2025, the Museum’s top priorities continue to be in making long-term 

enhancements to its scholarly output, educational outreach, and digital programs — all 

while continuing to build the national collection. This includes expanding domestic and 

international partnerships; designing and developing temporary and traveling exhibitions 

for display throughout the United States and internationally; increasing scholarly 

research in all areas of African American history and culture; and developing robust 

virtual and in-person programming for the public, educators, and students.

Also in FY 2025, the Museum’s office of digital strategy and engagement will 

continue expanding the NMAAHC’s global audience reach, engagement, and impact. 

The Museum will research, design, and develop new digital experiences using emerging 

technologies to enhance interactive educational programs, promote engagement with 

visitors, and make the Museum’s collections, archives, exhibitions, programs, and 

educational resources more accessible to a global audience. These experiences will 

further the NMAAHC’s commitment to engage diverse audiences online and further 

realize the Smithsonian’s strategic goals of 1) ensuring every home and classroom has 

access to the Museum’s educational resources, and 2) being a trusted source of 

information to explore and grapple with America’s past, present, and future.

Furthermore, the NMAAHC will continue expanding its digital offerings across 

multiple Web, mobile, and social channels to provide innovative and engaging digital 
114

experiences that deepen the connection between visitors and the Museum’s collection 

through bold, interactive storytelling and introduce diverse audiences to themes which

are timely and relevant in today’s world. The NMAAHC will continue to build on the 

success of The Searchable Museum, a multi-year initiative to make the Museum’s 

exhibition content and scholarly resources accessible through an intuitive and 

accessible online platform. Recent Searchable Museum releases include new 

exhibitions exploring American culture and history: Afrofuturism: A History of Black 

Futures; Make Good the Promises: Reconstruction and Its Legacies; and Hip-Hop 

Origins. In addition, original digital stories and highlights of recent collections 

acquisitions include features about the Ebony Test Kitchen and the manuscript for the 

poem Ocean by Phillis Wheatley. 

In FY 2025, NMAAHC curators will continue to acquire artifacts, fine art, archival 

materials, photographs, film, and other media assets for the Museum’s permanent 

collection. Curatorial research will advance historical and cultural knowledge and 

contextualize objects from historical and contemporary perspectives to help visitors

reckon with our racial past through interpretive exhibitions, digital projects, publications, 

symposia, and public programs. Projects currently in development include a publication 

on African American athletes and photography; a signature publication related to the 

Museum’s 10th anniversary in 2026; a new gallery focused on Black women’s history 

through the lens of civil rights pioneer Mary McCleod Bethune; and an exhibition 

centered on new works commissioned by the Museum from contemporary Black artists. 

In December, the NMAAHC will premiere a groundbreaking exhibition and publication 

entitled In Slavery’s Wake: Making Black Freedom in the World. As part of the 

exhibition-development process, the Museum and its partners conducted an oral 

history initiative called Unfinished Conversations. These filmed conversations about the 

legacies of slavery will inform a new globally shared archive that includes the 

perspectives of the descendants of enslaved peoples. 

The Museum co-owns, with the J. Paul Getty Trust, the Johnson Publishing 

Company Archive and continues to process and digitize the collection of more than four 

million of its images, including photographs published in Ebony and Jet magazines. In 

FY 2025, the NMAAHC will continue to move this important collection from Chicago to 

Washington DC to make the physical collection accessible to the Museum and its 

visitors. In addition to physical accessibility, the NMAAHC will create an online portal for 

public access and develop educational programming around the archive.

Digital Humanities, an interpretive method and type of project based on the 

intersection of scholarship, digital tools, and technology, will be incorporated into 

projects to provide new and innovative ways for visitors to engage with the Museum’s 

collections. In FY 2025, the NMAAHC will continue to focus on recent acquisitions and 

undigitized objects to improve the features and functions of the Museum’s collection 

information and cloud-hosted, digital-storage and delivery systems, as well as online 

interfaces. These enhanced systems will integrate with the NMAAHC’s digital-first 

strategy to drive visionary, interdisciplinary research and scholarly projects. 
115

The Robert Frederick Smith Center for the Digitization and Curation of African 

American History will continue to deliver public programming, digitization of communitybased collections, Fellowship programs, and visitor engagement through the Explore 

Your Family History Center and the Community Curation Program — an online platform 

for members of the public to share personal stories through digitized images, video, and 

audio, along with digital media resources from the Museum’s community and 

institutional partners. 

In addition, the NMAAHC will continue working to make 100 percent of the 

Museum’s collections accessible to the public online, adding to the more than 20,000 

items now available, and ensuring that all digitized collection records and images for 

unrestricted materials are freely available via the Digital Public Library of America. The 

NMAAHC will add to the more than 12,000 images of collection objects now available 

through the Open Access Initiative, including 3D models of selected collection holdings. 

The Museum will increase access to the Freedmen’s Bureau and other historical 

records by continuing to work with the Smithsonian Transcription Center and online 

volunteers and partners to provide searchable, full-text transcriptions, many of which 

are linked to a genealogical index accessible via a public search portal. 

The NMAAHC also continues to offer compelling, first-class exhibitions and 

engage and inspire diverse audiences. Opened in FY 2023 and on display through most 

of FY 2024, the Museum presented a large-scale temporary exhibition, Afrofuturism: A 

History of Black Futures from the Past, Present, and Beyond. This exhibition presents a 

deep dive into ideas of Black identity and representation by contextualizing the African 

American experience through the perspectives of science, technology, and futuristic 

principles. Afrofuturism provides a template for re-imagining Black futures, unimpeded 

by the restrictions of racism, and explores the various people, concepts, themes, and 

artistry which have given voice to expressions of a better and more humane society. In 

addition, in 2024, the Museum continues to present Spirit in the Dark: Religion in Black 

Music, Activism and Popular Culture. This exhibit examines Black religious life by 

spotlighting noteworthy individuals — including religious and political leaders, 

musicians, authors, athletes, activists, and educators.

In FY 2025, the NMAAHC, through its Center for Global Slavery, will open a 

large-scale temporary exhibition, In Slavery’s Wake: Making Black Freedom in the 

World. The exhibition will explore the international history of slavery and the way it 

transformed geographies, societies, economies, and cultures. A companion publication 

is under development. Following the exhibit’s presentation at the Museum, it will travel 

internationally. Also in FY 2025, the NMAAHC will present the temporary exhibit At the 

Vanguard: Collections at Historically Black Colleges and Universities (HBCUs) that 

focuses on the collections held within five HBCU libraries and archives. This exhibit will 

travel in 2026.

Also in FY 2025, the NMAAHC will further realize the potential of the Museum’s 

second-floor space. The NMAAHC envisions this space as an integrated, state-of-theart gallery that uses technology and programming so visitors of all ages can deeply 
116

explore educational themes, family genealogies, media offerings, library resources, and 

featured collections. While many of the current individual elements are successful on 

their own, the Museum will improve the visitor experience by addressing issues of 

functionality, flow, connectivity, and presentation. At the same time, the Museum will 

continue its intensive and comprehensive rotation program to replace loans and at-risk 

objects within its long-term exhibitions. Typically, the NMAAHC replaces between 200–

300 objects per year on a twice-yearly cycle.

The Museum achieves the strategic goal of building and enriching a national 

culture of learning by presenting an array of lectures, conferences, community 

resources, staged readings, film screenings, concerts, and conversations with scholars, 

thought leaders, musicians, actors, artists, authors, and filmmakers. In FY 2025, the 

NMAAHC will continue to develop its national reach and impact by presenting digital 

and in-person programs, including topics such as Juneteenth, Black History Month, 

collections highlights, exhibitions, and more. The Museum will further advance the 

Smithsonian’s educational goals by sharing content about African American history and 

culture through traditional media, marketing, and social media channels.

To achieve the strategic initiative of improving collections stewardship, the 

Museum will continue to identify, acquire, process, and lend collections while 

developing, preserving, and refining them to make the collection more accessible to the 

public. The NMAAHC has 43,133 objects in its collection and continues to manage a 

high volume of offers of new collections through a robust review process. Collections

staff welcome external researchers to access objects and archives at the Museum’s

storage facility, host tours in storage areas and the conservation laboratory, and lead

conservation workshops.

The Museum will continue to enhance its collections storage spaces and improve

efficiency with high-density storage equipment and reorganization activities, and 

regularly coordinate with the National Collections Program. This includes optimizing 

storage spaces and developing archival-quality housing for collection objects. The 

NMAAHC will continue to develop keystone collection standards while reviewing and 

streamlining workflows to be nimble and promote collaborative, integrated solutions.

The Museum’s office of strategic partnerships will advance the strategic goal of 

making the NMAAHC a trusted source of information by delivering far-reaching and 

transformative support for African American and African Diaspora history and culture 

organizations regionally, nationally, and internationally. The office works with 

collaborating institutions to create access to training and resources which strengthen 

professional best practices and serve the broadest constituent groups, all while raising

awareness of shared projects. In FY 2025, the NMAAHC will offer virtual and in-person 

professional development workshops and training to strengthen ethical interpretation

and address topics such as community-informed climate change.

Also in FY 2025, the Museum will continue the HBCU History and Culture Access 

Consortium (HCAC), a five-year initiative that highlights and strengthens a pilot 
117

consortium of HBCU museums and archives to enhance their reach and sustainability. 

In FY 2025, the Consortium will release a publicly accessible digital archive featuring 

art, material culture, and archival materials. The Consortium project celebrates HBCUs

as an integral part of American history and identity. The resulting community of best 

practices will focus on training for museum and archive professionals in areas such as 

executive leadership, collections inventory, and digitization.

In FY 2024, the Museum helped further the Smithsonian’s climate action plan by 

designing and installing new outdoor garden spaces to not only recapture groundwater 

and add to the NMAAHC’s green spaces but also educate visitors about subjects such 

as food justice, urban farming, and African American environmentalism. In FY 2025, the 

Museum will continue to develop its outdoor garden spaces. 

The NMAAHC will further the Smithsonian’s digital strategy goals by leveraging

best practices in information and digital technologies, data analytics, and cybersecurity 

measures to drive innovation, enhance public engagement, and optimize efficiency. 

Digital technologies such as the Searchable Museum website and mobile applications 

foster deeper connections with visitors and the public. The NMAAHC uses a variety of 

data analytics tools and methods to evaluate visitor data, with resulting improvements in 

visitor capacity management and engagement. By leveraging cloud computing and 

automation platforms, the Museum will continue to streamline internal operations.

Cybersecurity informs the NMAAHC digital strategy and reinforces the Museum’s

commitment to be responsible stewards of federal assets and the public trust.

Lastly, the Museum will contribute to the strategic goal of building a more nimble 

Smithsonian by continuing to develop its organizational structure and refine its business

practices. The NMAAHC’s safety and facilities program will improve health and safety 

protocols, emergency operations procedures, disaster management plans, and related 

consolidation efforts. 

EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase of $1,470,000 that provides 

$1,828,000 for necessary pay and other related salary costs for staff funded under this 

line item. This request also includes a one percent programmatic decrease of $358,000. 

NONAPPROPRIATED RESOURCES — General trust funds support salary and benefit

costs for the Museum director and program-related costs. Donor/sponsor-designated 

funds support salaries for programmatic and development staff; costs associated with 

reaching fundraising goals, collections acquisitions, digitization, and educational 

initiatives; publications and special events for exhibition openings; costs of specific 

programs and projects, including educational programs, advertising, and various

membership and public-facing special events.
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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 2023 

ENACTED 159 28,180 20 3,783 42 13,655 1 1,340

FY 2025

REQUEST 159 29,953 20 3,228 42 8,000 0 375

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in vital arts and humanities research 45 9,480 45 9,982 0 502

Digital Transformation

Provide improved digitization and audience engagement 12 2,163 12 2,297 0 134

Education

Provide education support to engage and inspire diverse audiences 8 1,205 8 1,294 0 89

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 14 2,301 14 2,457 0 156

Exhibitions

Offer compelling, first-class exhibitions 24 4,322 24 4,590 0 268

Collections

Improve the stewardship of the national collections 29 4,585 29 4,908 0 323

Facilities Operations and Maintenance

Improve facilities operations and provide a safe and healthy 

environment 3 501 3 534 0 33

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 19 2,762 19 2,974 0 212

Information Technology

Improve the Institution's information technology systems and 

infrastructure 5 861 5 917 0 56

Total 159 28,180 159 29,953 0 1,773

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

The National Museum of American History (NMAH), Kenneth E. Behring Center, 

has the unique and cherished role as the only Museum in the country dedicated to 
119

telling the full history of the United States. Through incomparable collections, rigorous 

research, and dynamic public outreach, the NMAH seeks to empower people to create 

a just and compassionate future by exploring, preserving, and sharing the complexity of 

our past. Learning U.S. history helps people understand that today’s world is the result 

of myriad choices and actions made by many different individuals and communities 

across time and place. Increasingly, we understand that knowledge of the past is not a 

luxury. It is essential for the civic health of our country and for our democracy to survive. 

The Museum is honored to steward the nation’s premier history collections, 

consisting of more than 1.8 million objects and more than three shelf-miles of archival 

collections. Our artifacts form a fascinating mosaic of American life and make up the 

greatest single collection of American history in the world. The NMAH manages a nearly 

800,000-square-foot building on the National Mall in Washington, DC as well as 

collections primarily stored and cared for at the Museum Support Center (MSC) and the 

Paul E. Garber Facility in Suitland, Maryland, and at the Pennsy Drive Building in 

Landover, Maryland. 

At the heart of the Museum are the employees who care for its audiences, 

collections, resources, messages, buildings, and scholarship, all in service to the people 

of the United States and their ongoing education. Collectively, the staff create a series 

of forums, both virtual and in the Museum, where millions of people engage with one 

another and with inspiring and challenging stories from U.S. history. In our galleries and 

online presence, we have connected generations of Americans to deeply researched 

history via an exceptionally broad range of primary sources and material culture. 

Approximately 2.1 million people visited the Museum in 2023, while our website 

received 10.7 million online visits. The Museum’s exhibitions, collecting, research, and 

digital work are also covered extensively through media campaigns, which in 2023

reached a potential audience of 56.6 billion people, with coverage across all national 

networks, wire services, U.S. and international newspapers and their digital outlets, as 

well as radio programs, podcasts, and blogs.

MEANS AND STRATEGY

The Museum’s 10-year strategic plan (for 2020–2030) guides the NMAH as it 

works to mark the 250th anniversary of the United States in 2026, followed by a fullscale renovation of the Museum’s East Wing. The plan is organized around the NMAH’s 

vision to become the country’s most accessible, inclusive, relevant, and sustainable 

public history institution. 

A public that better understands its past can help preserve ideals such as 

equality and liberty that our nation’s founders presented in the Declaration of 

Independence, which will celebrate its 250th anniversary in 2026. To prepare for the 

moment, the Museum is developing a comprehensive program to engage the American

public in shaping the nation’s next 250 years. The country’s semi-quincentennial is a 

critical moment to demonstrate that history is vital and relevant to our daily lives. But 

understanding the past — our strengths and weaknesses — and the importance of civic 
120

participation will determine the direction we take as a country at the crossroads this 

anniversary presents. 

Through exhibitions, public programs, and education outreach, the Museum will

promote the role, value, and vitality of history in our democracy. The NMAH will create 

experiences both to help visitors reflect on our understanding of the past and where we 

are headed and to spark a national conversation facilitated by a trusted institution.

An important part of the Museum’s commemoration of the country’s 250th 

anniversary in 2026 will be the gunboat Philadelphia. Commissioned by the Continental 

Congress in July of 1776, the vessel and her sister ships were quickly organized into 

what is considered the first American Navy. Age has caught up with the gunboat, which 

was already badly damaged from the war nearly 250 years ago. However, the NMAH is 

raising funds, such as a recent $750,000 Save America’s Treasures grant from the 

Historic Preservation Fund administered by the National Park Service in the Department 

of the Interior, for the gunboat’s conservation. The Museum hopes to create an 

environment where visitors can be a part of the effort by making the restoration work 

visible and creating an accompanying mini-exhibition with objects from the ship.

The NMAH is shaping a more inclusive and accessible national collection for the 

American people by focusing on collections’ acquisition, stewardship, and utilization. 

The Museum is closely examining new approaches to better care for our most important 

collections and find new homes for those better suited for specialized or regional 

repositories. The NMAH, in collaboration with the Smithsonian’s National Collections 

Program and Smithsonian Facilities, has begun work to plan and support the moves of 

collections ahead of the Museum’s East Wing revitalization (also known as the Public 

Space Renewal Program — PSRP IV) from the National Mall building into the new Pod 

6 collections storage space at the MSC.

In collaboration with Smithsonian Facilities, the Museum is also exploring shortand long-term preventive measures to enhance the resiliency of the main museum 

building and protect it from catastrophic flooding. Through far-reaching, long-term 

initiatives, the NMAH will continue to promote and enhance the value of its collections;

complete intensive inventory, digitization, and description projects; increase online 

access; advance cross-institutional collaborations; deploy innovative uses of 

technology; and work to transform its physical infrastructure — all with the goal of 

preserving the historical memories of the nation for future generations.

The Museum recognizes the diversity and size of our audience comprising 

visitors, readers, program attendees, students, and teachers to online users, cocreators, community partners, conveners, and artists. The Museum’s interpretive plan 

provides direction and focus to create rich and engaging visitor experiences within the 

NMAH, in classrooms, and on digital channels. 

For example, in FY 2023, the Museum held its 10th National Youth Summit 

(NYS), bringing middle and high-school students together with scholars, teachers, and 
121

experts in a national conversation, with a special focus on the intersection of history and 

civics that asks the driving question, “How do the stories we tell about our past shape 

our democracy?” The NMAH also published deliberation guides and videos for 

secondary students as part of the Becoming Us curriculum. The guides help examine 

and discuss complexities, choices, and tensions of momentous events.

The NMAH is investing in its digital future as part of the Smithsonian’s strategic 

goal to ensure that every home and classroom has access to our digital content. The 

Museum relaunched its public Web platform, based on the identified needs of the 

NMAH’s audiences and staff, with new capabilities to serve our digital audiences. The 

NMAH continues improving access to and use of its collections through digitization,

more descriptive cataloguing, and increased availability of images in the public domain.

The Museum continues to open new exhibitions that bring the long lens of history 

to bear on contemporary issues while also engaging and inspiring diverse audiences. 

In 2023, Mirror, Mirror: Reflections of America in Disney Parks explores how Disney has 

conveyed visions of American identity and history; Treasures and Trouble: Looking 

Inside a Legendary Blues Archive showcases a one-of-a-kind blues archive; and ¡De 

última hora!: Latinas Report the News showcases how Latina journalists advocate for 

Spanish-speaking communities and help their audiences be heard.

In 2024, the Change YOUR Game exhibit will feature the interplay of new sports 

technology with competition, safety, fairness, and access. It is designed to spark 

inventive identities in and beyond sports. Science on Trial will explore critical cases in 

the history of forensic science and the way people determine the power of scientific data 

through its collection, communication, and judgment. Moving into 2025, the Do No Harm

exhibition will offer a historical understanding of medical advances and remaining 

inequalities in the health care system despite those advances. Also opening will be

Voices of the Southern Lowcountry, which will examine how generations of African 

Americans in the South have preserved some of the nation’s most distinctive cultural 

traditions, including how to weave handmade seagrass baskets. 

The Museum recently received approval for a reorganization to align its work and 

human and financial resources with its strategic plan. The framework elevates and 

empowers key departments and functions of the NMAH under the umbrellas of 

operations, public history, and external affairs. Accordingly, the Federal Resource

Summary table FTEs and dollar amounts have been updated for FY 2023 to account for 

these revisions to our program categories and the impact of realignment.

EXPLANATION OF CHANGE 

The FY 2025 budget request includes a net increase of $1,773,000 that provides

$2,055,000 for necessary pay and other related salary costs for staff funded under this 

line item. This request also includes a one percent programmatic decrease of $282,000.
122

NONAPPROPRIATED RESOURCES — General trust revenue sources include space 

rentals for special events, revenue sharing from business operations, honoraria for 

speaking engagements, and tuition reimbursements for classes taught by staff. These 

general trust funds support salaries and benefits for NMAH staff who work in 

administration, advancement, public affairs, and special events, as well as other 

program costs. In addition, the Museum receives restricted funding through 

donor/sponsor-designated trust funds (such as gifts, private grants, and endowments) 

and government grants and contracts. These restricted funds are used to develop, 

install, and promote new exhibitions, fund public programs and educational initiatives, 

and support research, travel, and collection acquisitions. 
123

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 2023

ENACTED 185 36,762 2 1,456 26 10,896 0 139

FY 2025

REQUEST 185 38,465 7 1,717 48 11,615 0 49

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000 

Research

Engage in vital arts and humanities research 14 2,696 14 2,853 0 157

Digital Transformation

Provide improved digitization and audience engagement 8 1,454 8 1,544 0 90

Education

Provide education support to engage and inspire diverse audiences 39 5,920 39 6,357 0 437

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 15 2,710 15 2,878 0 168

Exhibitions

Offer compelling, first-class exhibitions 21 6,055 21 5,922 0 -133

Collections

Improve the stewardship of the national collections 30 4,784 30 5,120 0 336

Facilities Operations and Maintenance

Improve facilities operations and provide a safe and healthy 

environment 12 2,073 12 2,207 0 134

Security

Provide world-class protection for Smithsonian facilities, collections, 

staff, visitors and volunteers 0 1,214 0 1,214 0 0

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 34 6,924 34 7,304 0 380

Information Technology

Improve the Institution's information technology systems and 

infrastructure 12 2,932 12 3,066 0 134

Total 185 36,762 185 38,465 0 1,703

Performance Objective and Program Category FY 2023 FY 2025 Change
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BACKGROUND AND CONTEXT

By partnering with Native peoples and their allies, the National Museum of the 

American Indian (NMAI) fosters a richer shared human experience through a more 

informed understanding of the Native peoples of America.

In keeping with its authorizing statute, the NMAI is one Museum in three 

locations: the NMAI-DC on the National Mall, NMAI-NY in lower Manhattan, and the 

Cultural Resources Center in Suitland, Maryland. However, despite having multiple 

sites, the NMAI will continue to focus its resources to support research, exhibits, and 

programs concerning the cultures and histories of Native communities and to present 

contemporary works of art to the public. The online and on-site offerings of diverse 

exhibitions, cultural demonstrations, tribal festivals, educational presentations, and 

scholarly symposia ensure a meaningful visitor experience at all the Museum’s locations 

and on the World Wide Web. Online content based on these programs will continue to

expand our reach to distant virtual visitors who may not be able to come to the Museum 

in person. Through its exhibitions and public programming, the NMAI continues to 

present the contemporary voices of Native peoples to educate and inform the public 

while correcting widespread stereotypes.

The NMAI will continue to steward the more than one million collection items 

entrusted to the Museum’s care. The collections represent in excess of 14,000 years of 

history and more than 1,500 indigenous cultures and communities throughout the 

Western Hemisphere and Hawaii.

MEANS AND STRATEGY

The NMAI is directing its resources to: 1) activities that will increase 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 demonstrate the presence and cultural contributions of contemporary 

Native peoples; 3) outreach to Native communities, tribes, and organizations through 

programming that includes consultations, loans from NMAI collections, online access to 

collections and content, videoconferences, 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 2025 include:

• Water’s Edge: The Art of Truman Lowe will open at the Museum’s Washington, 

DC location in November of 2025. Sculptor Truman Lowe’s highly original and 

personal work is important not only for its formal and material qualities, but also 

for the Woodlands landscape and Ho-Chunk cultural traditions, histories, and the 

values it embodies. The exhibition will present more than 60 of Lowe’s 

sculptures, drawings, and paintings, highlighting many of his works in the NMAI 

collection. Publication of a companion book will have a long-term impact on 

scholarship and the fields of American and Native American art.
125

• Clearly Indigenous: Native Visions Reimagined in Glass, organized by the 

Museum of Indian Arts and Culture and toured by International Arts and Artists,

will open at the NMAI-NY in October of 2025 after an extensive and long overdue 

renovation and upgrade of the east galleries in New York. The exhibition features 

115 glass art objects created by 29 Native American artists, four Pacific Rim 

artists from New Zealand and Australia, and leading glass artist Dale Chihuly,

who first introduced art glass to Indian Country.

• A traveling version of Americans, the award-winning permanent exhibition at 

NMAI-DC, will circulate throughout the United States in 2025 with the ongoing 

collaboration of the Smithsonian Institution Traveling Exhibition Service (SITES). 

Americans highlights the ways in which American Indians have been part of the 

nation’s identity since before the country began. Pervasive, powerful, at times 

demeaning, the images, names, and stories reveal the deep connection between 

Americans and American Indians as well as how Indians have been embedded in 

unexpected ways in the history, pop culture, and identity of the United States.

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 expand public knowledge. The sevenday-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 also continue working with Native 

educators and cultural experts on the Museum’s national education initiative, “Native 

Knowledge 360,” to create model curriculum materials. In support of this program, the 

NMAI will offer an array of virtual and on-site teacher professional development 

resources across the country to provide educators with materials to augment their 

students’ understanding of Native American history and culture. To promote learning 

across generations, the imagiNATIONS Activity Centers in Washington, DC and New 

York City will provide bilingual (English/Spanish) interactive learning spaces to introduce 

aspects of Indigenous knowledge or Native science through tangible examples of their 

remarkable accomplishments and contributions to the world. The NMAI is also 

developing related online educational resources to make the centers more accessible 

for audiences unable to visit the Museum in person.

NMAI staff will continue providing on-site and online educational programs for 

groups, schools, and other public audiences, leading presentations in galleries and 

deploying volunteers in all public spaces and program areas to ensure maximum use of 

all the Museum’s available educational resources to enhance the visitor experience. 

Public engagement efforts will continue to bring the Museum and its resources to 

audiences through both on-site and online venues and via innovative outreach and 

training programs. These contacts will link external communities to public audiences 

through technology and involve them in NMAI activities and exhibit planning and 

programming.
126

The NMAI will keep dedicating resources to expand access to the Museum’s

collections online, providing digital educational resources and developing its website as 

part of the Smithsonian’s strategic digital transformation goal.

The NMAI will continue to hire and retain the highest quality research staff and 

collaborate with leading institutions of learning and community-based scholars. Museum 

staff will disseminate their research to Native American communities and public 

audiences through the World Wide Web, exhibitions, printed materials, programs, and 

publications, and will continue to seek collaborative opportunities with other 

organizations, museums, institutions of higher learning, and Native American 

communities. 

Through judicious acquisition, documentation, digitization, inventory, 

preservation, research, security, storage renewal, and enhancements, as well as loans 

to museums across the United States, the NMAI’s staff will continue to serve as a 

trusted source for information and content in concert with Native communities and 

cultural experts. The Museum’s scholars will continue to engage the public by 

increasing digital access to collections for Native communities and hosting virtual 

workshops. This includes enhancing the collections by acquiring works which document 

Native experiences and expressive cultures, such as those represented in modern and 

contemporary arts. The NMAI will continue to loan collections objects to tribal museums 

and, where appropriate and in accordance with the Smithsonian’s ethical returns policy, 

repatriate sacred objects and items of cultural patrimony to their original tribes.

The Museum will maintain the National Native American Veterans’ Memorial, 

which was legislatively authorized and opened on the grounds of the main building on 

the National Mall in FY 2021. 

EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase of $1,703,000 that provides 

$2,071,000 for necessary pay and other related salary costs for staff funded under this 

line item. This request also includes a one percent programmatic decrease of $368,000. 

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 achieving the NMAI’s fundraising goals; training of future conservators; 

Fellowships; conservation of objects for exhibits and community loans; publications and 

special events for exhibition openings; costs related to specific programs and projects, 

including building on the interpretation and promotion of the National Native American 

Veterans’ Memorial through educational programs; production of fundraising proposals;

and member- and donor-related special events; as well as outreach activities.
127

NATIONAL MUSEUM OF THE AMERICAN LATINO

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2023 

ENACTED 28 10,392 7 1,250 3 2,388 0 0

FY 2025

REQUEST 28 10,518 2 1,433 4 3,806 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Digital Transformation

Provide improved digitization and audience engagement 3 465 3 490 0 25

Education

Provide education support to engage and inspire diverse audiences 6 1,045 6 1,094 0 49

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 5 5,820 5 5,757 0 -63

Exhibitions

Offer compelling, first-class exhibitions 3 522 3 547 0 25

Collections

Improve the stewardship of the national collections 3 452 3 477 0 25

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 7 1,301 7 1,358 0 57

Information Technology

Improve the Institution's information technology systems and 

infrastructure 1 201 1 209 0 8

Ensuring Financial Strength

Secure financial resources required for Institution's mission 0 586 0 586 0 0

Total 28 10,392 28 10,518 0 126

Performance Objective and Program Category 

FY 2023 

Revised

 FY 2025 Change

BACKGROUND AND CONTEXT

Public Law (P.L.) 116–260, signed by the President on December 27, 2020, 

established the National Museum of the American Latino (NMAL) within the 

Smithsonian Institution. The mission of the NMAL is to give voice to the richness and 

challenges of the Latino American experience, make it possible for all people to 

understand the depth, complexity, and promise of the American experience, and serve 

as a national forum for a collaboration on and celebration of Latino American history 

and culture for educational and social institutions.
128

More specifically, the NMAL will be the keystone institution for people in the 

United States and visitors worldwide to learn about Latino contributions to life, art, 

history, and culture in the United States; and will serve as a gateway for visitors to view 

other Latino exhibitions, collections, and programming at other facilities and museums 

throughout the United States.

MEANS AND STRATEGY

As mandated by P.L. 116–260, the Museum will illuminate the story of the United 

States by featuring Latino contributions and providing a national resource for the 

collection, study, research, publication, and establishment of exhibitions and programs 

about Latino life, art, history, and culture that encompasses, for example:

• Latino contributions to the early history of what is now the United States of 

America and all its territories; 

• Latino service in the armed forces from the earliest days of the American 

Revolution to current military deployments in defense of our freedoms;

• Latino contributions to the freedom, well-being, and economic prosperity of all 

people in the United States through historical movements;

• the entrepreneurial and charitable activities of Latinos; and

• the study and appreciation of Latino life, art, history, and culture, and their 

impact on U.S. society.

The Museum will continue to hire the highest quality staff in all relevant 

disciplines, including researchers, curators, and scholars, and those personnel will 

collaborate with leading institutions of learning and community-based scholars. The 

NMAL will make research and other program content available to the public through 

multiple media, including film, video, audio, and photographs, and on multiple platforms, 

including physical exhibitions, digital platforms, and through partner organizations.

The NMAL will continue to develop a planning and coordination structure to 

establish a project schedule for defining exhibition emphasis, direction, and 

composition; form a collections identification and acquisition strategy; coordinate

collaborative efforts with other museums; create a strategic public relations plan and 

materials to introduce the new Museum to national and global audiences; develop 

operating plans; purchase needed equipment, supplies, and contractual support; and,

as applicable, perform environmental impact and traffic analyses of potential building 

sites.

The NMAL will further its nimble and responsive administration efforts by 

developing annual operating budgets; preparing personnel actions and vacancy 
129

announcements to hire new Museum staff; organizing a capital campaign office; and 

developing a fundraising strategy and implementation plan to identify philanthropic

prospects and major gift sources in the private sector.

In FY 2023, the Museum continued its early stages of development by: (1) 

adding new members to the NMAL Board of Trustees and meeting on a regular basis; 

(2) conducting the requisite architectural and engineering analyses to identify viable 

physical sites for the Museum and pursuing site-selection legislation with Congress; (3) 

refining the charter of the Scholarly Advisory Committee to support the Museum’s 

scholarly and programmatic charge; (4) adding new staff to position the Museum for 

rapid growth; (5) establishing the initial underpinnings of a national membership 

program; (6) finalizing a collections management policy; and (7) continuing to operate

the Molina Family Latino Gallery at the National Museum of American History (NMAH)

as a provisional NMAL until the new Museum opens its doors. 

In FYs 2024 and 2025, the NMAL will continue these efforts and focus on

implementing its strategic plan. It will launch a national brand awareness campaign and 

expand its membership program. It will continue to move forward with its staffing, 

research, outreach, and fundraising goals, and pursue a site-selection determination. 

In FYs 2024 and 2025, the NMAL will continue the work of the Latino Initiatives 

Pool (LIP), which provides funding for Smithsonian-wide 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 and external resources. Since its creation in 

1995, the LIP has provided more than $44.5 million in funding for more than 622

Smithsonian programs and projects.

For example, the Latino Curatorial Initiative has supported 17 Latino curators and 

eight curatorial assistants at various Smithsonian units. The initiative was designed to 

increase Latino representation and scholarship at the Smithsonian. Their areas of 

expertise include archaeology, history, anthropology, American Studies, archival

services, Latino art, and design, and traveling exhibition support. Furthermore, the 

expanded funding of the LIP has broadened the Smithsonian’s outreach efforts 

nationwide. 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 new audiences using digital platforms. 

The LIP funding will continue to support Smithsonian leadership and professional 

development programs as well. An example of this is the Smithsonian Latino Center’s 
130

Latino Museum Studies Program, which now boasts a national alumni network of more 

than 395 museum and museum-adjacent professionals and scholars, some of whom 

are employed at the Smithsonian. Such programs play an important role in creating an 

extensive pool of qualified museum professionals and a network of cultural specialists at 

universities, museums, and cultural centers, many of whom also collaborate with the 

Smithsonian. The Latino Museum Studies Program has expanded to include an 

undergraduate internship supported by The Andrew Mellon Foundation and reestablished predoctoral and postdoctoral opportunities for graduate students and 

scholars. The undergraduate internship focuses on areas of museum work that are 

often under-represented by Latino professionals. Those areas include museum 

conservation, digital humanities, museum education, and exhibition design.

EXPLANATION OF CHANGE 

The FY 2025 budget request includes a net increase of $126,000 that provides 

$230,000 for necessary pay and other related salary costs for staff funded under this 

line item. This request also includes a one percent programmatic decrease of $104,000.

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 reaching the NMAL’s fundraising goals; training of future conservators; 

conservation of objects for exhibits and community loans; publications and special 

events for exhibition openings; and costs related to specific programs and projects.
131

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 2023

ENACTED 57 7,473 8 4,119 11 3,513 0 0

FY 2025

REQUEST 57 7,980 9 2,813 12 3,714 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000 

Research

Engage in vital arts and humanities research 3 507 3 541 0 34

Digital Transformation

Provide improved digitization and audience engagement 1 248 1 265 0 17

Education

Provide education support to engage and inspire diverse audiences 8 917 8 979 0 62

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 2 280 2 299 0 19

Exhibitions

Offer compelling, first-class exhibitions 19 2,255 19 2,408 0 153

Collections

Improve the stewardship of the national collections 19 2,528 19 2,700 0 172

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 5 738 5 788 0 50

Total 57 7,473 57 7,980 0 507

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

The Smithsonian’s 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 Portrait Gallery 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. As a result, the NPG aspires to be 
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widely known as the place that sparks thought and conversation, one that translates 

factual American biography into a discussion of contemporary issues, and as a resource

that includes diverse audiences as participants to help define American identity through 

portraiture and biography.

The Portrait Gallery devotes a major portion of its assets toward 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 meanings and a better understanding of the American 

experience. The Portrait Gallery’s exhibitions in FYs 2024 and 2025 will continue to 

support the Smithsonian’s American Women’s History Initiative, examining the 

contributions of women in shaping America. Support has also been received by the 

Asian Pacific American Initiatives Pool and the Latino Initiatives Pool to highlight 

diversity in our programming. 

The NPG’s primary publication projects in FY 2024 are Brilliant Exiles: American 

Women in Paris, 1900–1939 (in April of 2024) and James Baldwin: This Morning, This 

Evening, So Soon (in the summer of 2024). These publications contribute new research 

to the field of portraiture, highlight the important contributions of individuals to U.S. 

history and culture, and complement the Gallery’s major exhibitions.

The Portrait Gallery’s publications office continues to collaborate with other 

departments in providing more accessible and valuable digital content by editing and 

managing hundreds of bilingual extended object labels and various education materials.

The NPG is conducting several collections care projects, such as re-housing 

prints and drawings that are old or in disrepair. Gallery staff will continue to address how 

to manage its growing print collection that is near capacity in its current housing. The 

NPG is improving its conservation capacity by upgrading the lab equipment, including a 

computerized mat cutter, and maximizing the effectiveness of available conservation lab 

space. The Portrait Gallery will continue promoting the study and appreciation of its 

collection in all media by reviewing and assessing its public labels and revising them 

accordingly for researchers and the public. Gallery staff will continue digitizing collection 

objects, especially works on paper, and extending the breadth and depth of images, 

files, and object condition reports in the Smithsonian’s Digital Asset Management 

System. 

The NPG’s combined Audience Engagement team, consisting of 

Communications, New Media, and Education staff, will broaden access to the Portrait 

Gallery’s collections by defining overarching goals and strategies to support each goal, 

actionable tactics for each strategy, and key performance metrics to measure success. 

The NPG will also make further strides to raise its national profile, as well as to increase 

local attendance and engagement, by pursuing a hybrid model of online offerings and 

in-gallery programming. The Audience Engagement team will accomplish these goals 

through targeted outreach and Web and social media campaigns. Building on the online 

engagement capabilities developed in recent years, the NPG will serve international 
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audiences with the unique content of its collection of American visual biographies and 

studies. Demonstrating the diversity of our collection subjects, the Portrait Gallery will 

leverage social media platforms to attract more followers and convert them to visitors 

while also expanding engagement with international media.

In FY 2024 the NPG will continue to collaborate with its innovative learning 

groups, the Teen Council, and the Teacher Advisory Board, and use their perspectives 

and knowledge to extend the educational value of the Portrait Gallery’s collection both 

programmatically and digitally. The Accessibility Task Force will help bring NPG staff up 

to par with accessibility demands. Other popular programs, including evening events, 

curator tours, and exhibition-specific programs and events, will continue to anchor the 

NPG’s educational offerings, both in person and online. The NPG docent corps remains 

a vibrant and diverse group, well-versed in the collection and trained to engage diverse 

audiences; one quarter of the docents are fluent in Spanish and English, and the full 

corps is returning to in- person tours while keeping the successful online tours. 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 drawing families to the 

Gallery.

MEANS AND STRATEGY

In FY 2025, the NPG will continue concentrating its efforts and resources to 

install exhibitions, develop and maintain its collection, expand public education 

offerings, and pursue new research directions. 

 The Portrait Gallery’s main publication projects in FY 2025 include completing 

exhibition catalogues for Felix Gonzalez Torres: Always to Return and The Outwin 

2025: American Portraiture Today, as well as developing the catalogues for Wendy Red 

Star and Photographic Memory (to be published in 2026). With each publication, the 

NPG aims to broaden access through high-quality printed works which reach far beyond 

the Gallery’s walls nationally and worldwide.

The NPG will continue to improve the stewardship of the national collections by 

providing a fuller picture of the early nation, with further acquisitions of 18th- and 19thcentury portraits of under-represented minorities and women and the reinstallation of

the permanent collection gallery of artworks from 1600–1900. This effort includes works 

never previously on view and featuring more women and other historically underrepresented groups. The Portrait Gallery will also seek to acquire portraits of 

contemporary leading figures in disability rights, the sciences, business, and the arts. 

The NPG will expand its collection of time-based media artworks while also 

commissioning more original portraits of all media and continue working with the 

Digitization Program Office until its entire collection of two- and three-dimensional works 

is digitized and made accessible to the public and researchers via the Web. Moreover, 

the Portrait Gallery will continue supporting the physical conservation needs of the 

national collection in all media and provide state-of-the-art analysis of works in the 

permanent collection.
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The NPG will continue to raise its visibility with a brand awareness campaign 

outlined in a strategic plan and to evaluate data to better understand visitors — both in 

person and online. Staff will accomplish these goals through data-driven evaluation and 

communications, and continue to build diversity, equity, access, and inclusion into the 

fabric of the Portrait Gallery’s programs, social media platforms, and the Audience 

Engagement team.

Also in FY 2025, the Audience Engagement staff will implement the NPG 

strategic plan by expanding civic engagement programs and cementing 10 new 

partnerships for the NPG. These partnerships will expand existing programs and 

exhibitions, and create deep, impactful experiences for audiences across the United 

States. In addition, the NPG will reimagine the physical design of its Education Center, 

the Explore! gallery, and the alcove that joins the two spaces, to offer visitors a true 

museum engagement experience. The Portrait Gallery will build on existing programs 

by looking to its strategic plan for guidance on the best way to expand our reach and 

use data evaluation to offer a more tailored and engaged experience for visitors. The 

NPG will also explore options for creating spaces where visitors can participate in civil 

discourse and think about becoming more engaged citizens in the modern American 

experience.

EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase of $507,000, which includes 

$582,000 for necessary pay and other related salary costs for staff funded under this 

line item. This request also includes a one percent programmatic decrease of $75,000. 

NONAPPROPRIATED RESOURCES — General trust funds support essential positions 

and the costs of special events for exhibition openings, loan exhibition development, 

outreach, fund raising, management, and research. The NPG must support exhibitions, 

publications, public lectures, gallery programs, symposia, and some collection 

acquisitions with donor/sponsor-designated funds. Private donations are thus critical to 

the Portrait Gallery’s planning, programming, and ability to deliver on its public mission. 

It is through a public-private partnership that the NPG achieves its goals and serves the

Smithsonian’s mission and the American people.
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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 2023

ENACTED 8 2,280 1 412 4 3,014 20 3,764

FY 2025

REQUEST 8 2,343 1 425 5 1,550 25 4,000

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000 

Research

Engage in impactful scientific research and discovery 1 110 1 118 0 8

Engage in vital arts and humanities research 1 177 1 190 0 13

Digital Transformation

Provide improved digitization and audience engagement 1 125 1 132 0 7

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 1 49 1 52 0 3

Exhibitions

Offer compelling, first-class exhibitions 1 132 1 138 0 6

Collections

Improve the stewardship of the national collections 3 462 3 488 0 26

Facilities Operations and Maintenance

Improve facilities operations and provide a safe and healthy 

environment 0 1,225 0 1,225 0 0

Total 8 2,280 8 2,343 0 63

Performance Objective and Program Category FY 2023 FY 2025 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 NPM 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 Museum uses its collections in 

exhibitions and public programs which educate visitors on the history of America, 

transportation, communications, economics, and commerce.
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The NPM’s strategic plan (for the years 2022–2025) is designed to advance the

core strategic directions of the Museum. Many of the strategic objectives involve 

Institution-wide cooperation to achieve shared goals. The NPM’s senior leadership 

prioritizes digital outreach and engagement because this area will become increasingly 

important to the Museum as it develops new audiences and serves as a focal point for

national and international philatelic history, collecting, and storytelling.

Social media is an ever-increasing and helpful platform for broadening the 

curatorial impact on philately and postal history. In FY 2025, we will continue using the 

World Wide Web to highlight our collection’s depth and value to provide better access

for the public and scholars, as well as encourage support for our work. In addition, the 

Museum will change how it greets and orients visitors, supports and staffs exhibitions, 

and creates new programs to attract and serve diverse audiences.

The NPM is becoming a leader in the Smithsonian’s effort to embody DEAI 

principles and practices in its operations. This commitment spans both in-house 

activities (from hiring practices to inter-staff professional communications) and the

Museum’s outward-looking efforts to develop and attract new audiences.

These highlights of the NPM’s strategic plan shine a light on the strong potential 

of the Museum to dramatically increase its reach and impact and continue to be known

as a leader in the field of philately.

MEANS AND STRATEGY

Through the prism of postal communications and philatelic heritage, the NPM 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. These challenges will be 

met by partnering with other Smithsonian museums and using our assets to contribute to

large, visionary, interdisciplinary research, and scholarly projects.

In March of 2024, the Museum will open its third rotation of artifacts and historic 

memorabilia for Baseball: America’s Home Run, an exhibition exploring America’s 

national pastime. Featuring hundreds of U.S. and international stamps commemorating 

historic moments and drawing on original artwork and archival material from the United 

States Postal Service’s (USPS) esteemed Postmaster General’s (PMG) Collection, the 

display of stamps and mail is enhanced by dozens of objects loaned by other 

Smithsonian museums, law-enforcement agencies, and private collectors. The bilingual, 

three-year exhibition (running from 2022–2025) is presented in English and Spanish 

with help from the Smithsonian Latino Center and has broad appeal to the public.

In FY 2025, the NPM’s education and visitor experience department will continue 

to expand pre-K–12 educational programs and create and expand exhibit-related 

learning opportunities for both onsite and virtual learners. The Byrne Education Center 

will continue to support the Museum’s enhanced learning opportunities for visiting 
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groups. By focusing on social and emotional learning practices, hands-on activities, and 

civic connections to the Museum’s collections, the NPM is well-positioned to help 

learners make personal connections to Museum content. Throughout FY 2025, the 

Byrne Education Center will once again be used by the NPM and the greater 

Smithsonian community for meetings and educational experiences for visitors of all 

ages.

Following the COVID-19 pandemic, the Museum continues to expand its virtual 

educational programming and resources, and now offers a suite of virtual field trips for 

students from pre-K through 5th grade as well as recurring virtual programs for early 

learners and adults. Keeping DEAI practices and principles at the center of the 

department’s work, nearly all virtual programs include live closed captioning, sign 

language interpreters, or visual descriptions of speakers and images. The education 

and visitor services department has continued further efforts to amplify previously 

overlooked stories related to historically marginalized and/or under-represented 

communities with objects in the Museum’s collections.

At the NPM, federal resources are dedicated to improving the stewardship of the 

six million objects which represent the national collection of philatelic material and 

postal history. The Museum’s collections team leads efforts to preserve and provide 

access to collection objects on site and online. Since 2020, the collections department 

has steadily increased and enhanced the number of object records available online 

through various initiatives, including a bi-annual publication of new accessions to the 

Museum’s website, participating in the Institution-wide, open-access initiative, and 

reviewing never-before-published object records for posting to the website. 

In FY 2025, the NPM collections staff will build on their accomplishments by 

continuing to participate in Institution-wide digitization efforts, carrying out exhibition 

rotations, identifying and consolidating material in storage, processing deaccessions, 

and maintaining normal business operations. Collections will be made available to 

Museum visitors, researchers who contact the team for an appointment to see material 

not on view, and to audiences around the world who can see NPM objects via the 

Museum’s website. 

The collections department will continue to support collections management by 

developing, maintaining, and preserving the national collections and making them more

accessible to the public. For example, the team will continue to document and add 

collections-related information to the NPM database. The Museum’s conservator will 

carry out conservation treatments on the permanent collection, ensuring that the objects 

are preserved for future generations. And finally, the team will process new acquisitions 

to enhance the NPM’s ability to fully capture philatelic and postal history. 

The collections department will continue to catalogue, image, and conserve the 

loan of the PMG Collection of original stamp art. The PMG Art Collection, which began 

transferring to the Museum from the USPS in FY 2012, represents one of the NPM’s 

most important collections. It includes the original artwork, as well as rejected designs 
138

and preliminary sketches, commissioned for more than 3,000 U.S. postage stamps 

between 1942 and the present. As the USPS continues to transfer new PMG material to 

the NPM, the collections department will examine, treat, and re-house the collection and

process related archival collections. 

For America’s upcoming 250th anniversary, the Museum will develop and publish 

a virtual exhibition exploring the history of voting by mail in the United States and will

create a catalogue highlighting our 18th-century philatelic collection. 

EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase of $63,000 that provides

$86,000 for necessary pay and other related salary costs for staff funded under this line 

item. This request also includes a one percent programmatic decrease of $23,000. 

NONAPPROPRIATED RESOURCES — The USPS provides the NPM with an annual 

grant that supports more than 60 percent of the Museum’s core functions and 

operational costs, including nonfederal salaries and benefits, facility maintenance, 

exhibitions, education, and collection management programs. Fundraising initiatives 

generate resources from the private sector to develop and support new exhibitions, 

research opportunities, educational and public programs, and special events.
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SMITHSONIAN AMERICAN ART MUSEUM

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS & 

CONTRACTS INTERAGENCY

FTE $000 FTE $000 FTE $000 FTE $000 FTE $000

FY 2023 

ENACTED 86 11,913 12 2,804 40 11,322 1 135 3 296

FY 2025

REQUEST 86 12,864 14 3,502 42 10,870 1 146 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000 

Research

Engage in vital arts and humanities research 7 997 7 1,205 0 208

Digital Transformation

Provide improved digitization and audience engagement 3 425 3 438 0 13

Education

Provide education support to engage and inspire diverse audiences 1 196 1 100 0 -96

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 16 1,855 16 2,284 0 429

Exhibitions

Offer compelling, first-class exhibitions 25 3,340 25 3,767 0 427

Collections

Improve the stewardship of the national collections 20 2,757 20 2,903 0 146

Facilities Operations and Maintenance

Improve facilities operations and provide a safe and healthy 

environment 1 140 1 140 0 0

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 10 1,883 10 1,483 0 -400

Information Technology

Improve the Institution's information technology systems and 

infrastructure 3 320 3 544 0 224

Total 86 11,913 86 12,864 0 951

Performance Objective and Program Category FY 2023 FY 2025 Change

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 home to the largest and most inclusive collection of American art in the world, and its 

holdings of more than 48,000 works, spanning three centuries of the nation’s cultural 

development, tell the story of America through the visual arts. The Museum’s programs 
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make the collection available to national and international audiences, as well as to those 

who visit its two historic 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.

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 drives collections 

development, exhibitions, associated award-winning catalogues and scholarly 

publications, and educational programs. The Fellowship program cultivates the next 

generation of professors and curators. SAAM has hosted more than 800 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 peerreviewed journal, American Art, serves as a primary venue for groundbreaking 

scholarship in the field. In addition, SAAM 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.

In FY 2025, SAAM will continue to expand digital technologies by offering 

activities to engage users both online and in 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. Three videoconference 

centers deliver the Museum’s education programs to classrooms around the world. The 

digitization of SAAM’s collections also continues, allowing the Museum to add new 

assets and media to support its vast online resources.

The Museum continues to produce world-class exhibitions, educational 

opportunities, and public programs as it works toward our shared Smithsonian future. 

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 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 preserving the national collections, and the Luce Foundation Center for American Art 

displays 3,500 collection objects in an inviting, visible storage center. SAAM’s Renwick 

Gallery has additional space for exhibitions, public programs, and rotating displays of its 

permanent collection of American crafts. Multiple traveling exhibitions 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.

National education programs directly reach K–12 teachers and students. These 

programs use the latest technologies to incorporate 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 resources. In addition, students are 

brought into the Museum as often as possible to provide that direct experience with the 
141

transformative power of great art. The MacMillan Education Center, located in the 

galleries, serves students across the nation and on U.S. military bases worldwide.

Public programs enhance Museum exhibitions and highlight permanent 

collections with lectures, tours, and gallery talks, as well as craft and sketching 

workshops. The McEvoy Auditorium hosts four of SAAM’s five lecture series and two of 

its five music series, with additional programming at the Renwick Gallery or in the 

Kogod Courtyard of the DWRC. The latter space also hosts programs such as family 

days, heritage months, and art-themed movies. In FY 2023 alone, SAAM hosted more 

than 100 programs and events.

Preserving our natural and cultural heritage through the lens of American art is at 

the forefront of all collection 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 Museum’s Lunder Conservation Center is an important 

resource 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. 

The Museum takes a multi-pronged approach to ensuring that cost-effective and 

responsive administration supports its mission. Information Technology staff implement 

and maintain the information framework on which so many other efforts depend. This 

includes exhibition space screens and kiosks that provide access to information 

anywhere, on any device. Managers carefully plan, promote, protect, and conserve the 

Museum’s resources. SAAM also has a robust safety program to ensure a safe and 

healthy environment for Museum staff and visitors.

MEANS AND STRATEGY

Research on the collections and related American art topics by curatorial staff 

continues in support of exhibitions and the permanent collection. Endowments and 

multi-year 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 journal, American Art, publishes three issues of new 

scholarship. SAAM also hosts approximately 20 research Fellows every year, from 

throughout the country and internationally, to increase the number of scholars using the 

collections. The resulting discoveries and interpretations by staff and Fellows help 

Americans appreciate their diverse cultural heritage as well as advance scholarship in 

American art. Research also feeds into educational programs and provides content for 

the Museum’s website 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 is now online. The Museum hosts dynamic websites for visitors, researchers, 

and educators, most notably through the popular website at AmericanArt.si.edu. SAAM 
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also participates in collaborative digital initiatives with other organizations, using

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 on many platforms and the

Museum’s blog, Eye Level, which engages the public in conversations about art-related

topics. SAAM adds dozens of educational videos and live streams to its non-profit

YouTube channel each year and makes these assets fully accessible, regardless of the

type of device used. Custom-built interactive exhibition components, apps, and videos

are used whenever appropriate to provide a richer learning experience for visitors.

SAAM is planning six exhibitions in FY 2025, including:

• Subversive, Skilled, Sublime: Fiber Art by Women

This exhibition presents an alternative history of 20th-century American art

by showcasing the works of artists such as Emma Amos, Sheila Hicks, and

Faith Ringgold, who, stitch by stitch, used fiber materials to express their

personal stories and create resonant and intricate artworks of beauty and

power.

• The Shape of Power: Stories of Race and American Sculpture

The first exhibition of its kind, this exhibit illuminates the many ways

sculpture shapes how people create and visualize racial differences and

come to understand racist hierarchies. The project positions sculpture as an

underused resource for studying changing attitudes on race in the United

States, from the early 19th century to the present.

• Pictures of Belonging: Miki Hayakawa, Hisako Hibi, and Miné Okubo

This exhibit celebrates trailblazing artists Miki Hayakawa, Hisako Hibi, and

Miné Okubo, who, until now, have been excluded from the story of

modernism in the United States.

• Carolyn Mazloomi Quilt Collection (working title)

This exhibition will celebrate the acquisition of 35 quilts from the collection of

Dr. Carolyn Mazloomi. It will explore and amplify the extraordinary diversity

of artists, techniques, and subjects in African American art quilting, and

honor the legacy of Mazloomi and the Women of Color Quilters Network.

• Glenn Kaino: Bridge (working title)

On October 16, 1968, during the medal ceremony for the men’s 200-meter

race at the Mexico City Olympic Games, Tommie Smith, the American

winner of the event, raised his black-gloved fist as a call for unity and an act

of protest for human rights. Echoed by the bronze medalist John Carlos, the

gesture was seen around the world. Smith’s raised fist became the

inspiration and catalyst for a multitude of social causes, and more
143

personally, irrevocably changed the course of his own life. In 2013, Glenn 

Kaino created Bridge, a large-scale sculpture, as part of an ongoing 

collaboration with Smith. It serves as a memorial to one person’s action and 

the legacy of that action through time. The work comprises 200 gold-painted 

life casts of Smith’s outstretched arm, suspended from the ceiling in a 

sinuous line. At nearly 100 feet long, it reaches both backward and forward, 

and evokes the power of gestures and ideas through history, as a bridge 

through time and space to the present. 

• Tuan Andrew Nguyen: The Island (working title) 

This exhibition in SAAM’s new time-based media gallery will be a solo 

presentation of the titular single-channel, monumental video, The Island 

(2017). The video is a beautiful meditation on the historical and ongoing 

entanglements between the United States and Asia Pacific regions. By 

giving Nguyen’s vision a grand cinematic presentation, the Museum will

allow visitors to experience a surprisingly forward-looking engagement with 

a fraught history, connecting it to ideas conveyed across SAAM’s 

collections.

As part of its goal 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. To 

supplement this ongoing effort, SAAM is renovating its galleries with new installations to 

showcase additional works of art for our diverse audiences. Developed in collaboration 

between interpretation and curatorial colleagues, American Voices and Visions is the 

guiding interpretive framework for SAAM’s permanent collection galleries throughout the 

Museum. 

Transformative additions to our permanent collection presentations will 

include Native American art and a rotating selection of photography. The newly 

refurbished and reimagined galleries will also feature many new acquisitions which have 

been obtained in accordance with collection strategies designed to expand 

representation of under-represented artists and perspectives.

National outreach includes the touring exhibitions Fighters for Freedom: William 

H. Johnson Picturing Justice; Ginny Ruffner: Reforestation of the Imagination;

Composing Color: Paintings by Alma Thomas; Radical Histories: Chicanx Prints from 

the Smithsonian American Art Museum; and Musical Thinking: New Video Art and Sonic 

Strategies. Interactive exhibition components keep pace with proliferating information 

streams. In addition, whenever possible, SAAM loans objects from the national 

collection to other museums. 

SAAM continues to develop its highly successful distance-learning program with 

staff and 22 volunteers who create content that reaches classrooms worldwide. 

Contracts and partnerships with Government agencies such as the Department of 

Defense, the American Battle Monuments Commission, the National Endowment for the 
144

Humanities, and Washington, DC public schools also expand the Museum’s reach to 

more diverse audiences. 

In addition, the Museum created three virtual “Smithsonian Summer Sessions,” 

which are interdisciplinary weeklong experiences taught online to model strategies for 

learning through art, history, and culture. Since 2020, SAAM has welcomed nearly 600

teachers from all 50 states, Washington, DC, two U.S. territories (Puerto Rico and the 

U.S. Virgin Islands), and nine foreign countries (including Barbados, Bolivia, Canada, 

India, Iran, Italy, Mexico, Taiwan, and United Arab Emirates) to this program. SAAM 

also turned the “Summer Sessions” content into three online courses which have 

enrolled more than 3,200 teachers.

The safe storage and display of collections 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 Museum uses new tools and instruments to preserve 

its collection and has leased cool-storage space to ensure that photographic material is 

preserved in ideal conditions. Artworks will be acquired to fill gaps in the collection. 

Time-based media (that is, works exhibiting a changing observable state, such as film, 

videos, or lights) 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 and energy efficient in 

reducing the costs of maintenance and utilities. 

The Museum’s IT and administrative staff closely monitor resources and 

processes, resulting in cost-effective and responsive administration. Use of the 

Museum’s intranet keeps staff current on the ever-changing procedural and regulatory 

environment. Finally, SAAM conducts continual reviews of work processes and 

conditions to develop safer procedures, techniques, and materials for both staff and the 

environment, as well as to better preserve the national collections.

EXPLANATION OF CHANGE 

The FY 2025 budget request includes a net increase of $951,000 that provides 

$853,000 for necessary pay and other related salary costs for staff funded under this 

line item, and an increase of $217,000 in unit rent to support SAAM’s collection storage 

needs, which is referenced in the Fixed Costs section of this budget submission. This 

request also includes a one percent programmatic decrease of $119,000. 

NONAPPROPRIATED RESOURCES — Nearly all 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 Museum staff, as 

well as all fundraising activities and related costs.
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SMITHSONIAN AMERICAN WOMEN’S HISTORY 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 2023

ENACTED 22 9,568 1 284 3 1,415 0 0

FY 2025

REQUEST 22 9,652 2 1,191 5 3,665 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in vital arts and humanities research 3 408 3 432 0 24

Digital Transformation

Provide improved digitization and audience engagement 4 764 4 797 0 33

Education

Provide education support to engage and inspire diverse audiences 3 283 3 308 0 25

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 1 5,150 1 5,062 0 -88

Exhibitions

Offer compelling, first-class exhibitions 0 100 0 100 0 0

Collections

Improve the stewardship of the national collections 3 384 3 409 0 25

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 8 1,138 8 1,203 0 65

Ensuring Financial Strength

Secure financial resources required for Institution's mission 0 1,341 0 1,341 0 0

Total 22 9,568 22 9,652 0 84

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

Public Law (P.L.) 116-260, signed by the President on December 27, 2020, 

established the Smithsonian American Women’s History Museum (SAWHM) within the 

Smithsonian Institution to be a comprehensive women’s history museum that 

documents the full spectrum of the experiences of women in the United States;

represents a diverse range of viewpoints, experiences, and backgrounds; more 
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accurately depicts the history of the United States; and adds value to the Smithsonian 

Institution for the American people.

The SAWHM expands the story of America through the often-untold accounts 

and accomplishments of women — individually and collectively — to better understand 

our past and inspire our future. Through new scholarship, diverse viewpoints, and 

innovative forms of exhibition, storytelling, and participation, the Museum inspires the 

next generation to create a more equitable world. 

The Museum is working with Congress to finalize a site for a building on the 

National Mall. In the meantime, work to fulfill the mission is under way. The SAWHM 

continues to recruit and train new staff; build and refine the operating infrastructure of 

the Museum; conduct scholarly research and deliver content; create strategic plans for 

outreach and engagement; create policies for collecting and exhibiting physical and 

digital assets; and raise private funds to match the federal dollars needed to build the 

physical Museum itself.

MEANS AND STRATEGY

The SAWHM provides the Smithsonian with a significant new vehicle for the 

collection, preservation, study, and exhibition of programs relating to American women’s 

contributions in various fields and different periods of history that have influenced the 

direction of the United States. The SAWHM spurs collaboration with other Smithsonian 

museums and facilities, outside museums, and educational institutions; enhances the 

Institution’s ability to reach audiences nationwide through digital resources; and creates

exhibitions and programs to recognize diverse perspectives on women’s history and 

their contributions to the life of our country.

As the SAWHM continues to recruit the highest quality research staff and 

collaborate with leading institutions of learning and community-based scholars, it 

remains focused on making research and content available to communities and public 

audiences through its website and other digital platforms, via printed materials, and by 

collaborating with partner groups and organizations to deliver activities to the public. 

The Museum is focused on creating virtual content and digital experiences to reach 

audiences nationwide and advance the Institution’s strategic goal of ensuring that every 

home and classroom has access to the Smithsonian’s digital content. The SAWHM 

promotes research and education via online partnerships and expands its digital work to 

increase the representation of American women and girls in the Smithsonian’s digital 

collections for the public. The Museum’s digital projects are providing gender-inclusive 

descriptions of collections metadata, which increases the visibility of women and girls in 

Smithsonian collections online. In March of 2024, the SAWHM will launch its first digital 

exhibition, Becoming Visible. The 10-minute experience highlights the stories of women 

whose narratives have usually been missing in retellings of American history.

The SAWHM coordinates collaborative efforts with other museums and has 

devised a strategic public relations plan for publishing initial materials about the new 
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Museum. In FYs 2024 and 2025, hiring of curatorial, collections, and education staff will

allow the Museum to establish a planning and coordination structure to develop a 

project schedule for defining exhibition emphasis, direction, and composition; plan a 

collections identification and acquisition strategy; and develop an education outreach 

strategy. This work is being guided by active research and partnerships, using a nimble,

strategic approach to museum operations that builds on best practices the Smithsonian 

has identified to help the Museum better attract diverse audiences and support staff.

Audience research and focus groups conducted in 2023 have helped SAWHM staff

better understand what people want from the new Museum, digitally and online. The 

Museum continues to develop operating plans and purchase needed equipment, 

supplies, and contractual support. Once a physical site for the building has been 

approved, work will resume to design the space to best serve the collections, research, 

programs, and visitors. This will include special studies to plan for future collections and 

collecting activities.

The Museum furthers its nimble and responsive administration by recruiting 

critical positions to build Museum infrastructure and create and deliver content to the 

public in meaningful ways; expanding its capital campaign and membership programs; 

and executing fundraising strategy and implementation plans to identify philanthropic 

prospects and major gift sources. The SAWHM advancement staff continues to bring in 

major donations to support the public/private partnership to build the Museum, including 

several multimillion-dollar grants from foundations and through corporate gifts.

Since December of 2022, the Museum has been administering the American 

Women’s History Initiatives Pool (AWHIP) fund on behalf of the Smithsonian. The 

AWHIP provides financial support to Smithsonian units for collections acquisitions, 

collections care and preservation, digital projects, digitization, education and public 

programs, and exhibitions. These projects must further SAWHM’s mission to research, 

share, and amplify the histories of American women. The Smithsonian wants the role of 

women in American history to be visible, accurate, acknowledged, and empowering,

and works to center women and girls in American history. Since its inception in FY

2018, the AWHIP has provided more than $13 million to 29 Smithsonian units in support 

of 194 projects.

Per H.R. 1923 and the “Circulating Collectible Coin Redesign Act of 2020” 

(Public Law 116-330), the Smithsonian has consulted on the U.S. Mint’s American 

Women Quarters program since January of 2021, providing subject-matter expertise 

and advising on the selection of honorees for the 2022 and 2023 series. AWHIP funds 

support community-based events to celebrate the release of each quarter. In FY 2025, 

the SAWHM will continue working with the U.S. Mint and the National Women’s History 

Museum in Alexandria, Virginia to recognize the honorees for the 2024 and 2025 

circulating quarters.
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EXPLANATION OF CHANGE 

The FY 2025 budget request includes a net increase of $84,000 that provides

$180,000 for necessary pay and other related salary costs for staff funded under this 

line item. This request also includes a one percent programmatic decrease of $96,000.

NONAPPROPRIATED RESOURCES — General trust funds support 50 percent of the 

salary and benefit costs for the Museum director; salary and benefit costs for 

advancement operations staff; marketing and awareness campaign efforts; and costs 

associated with reaching the SAWHM’s fundraising goals. Donor/ sponsor-designated 

funds support salaries and benefits for staff working on special projects to plan for 

building the new Museum and its online exhibitions; expenses for planning, design, and 

eventual construction of the physical Museum; and costs related to specific programs 

and projects.
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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 2023

ENACTED 51 10,225 26 4,578 20 7,213 5 1,083

FY 2025

REQUEST 51 10,727 29 7,468 31 7,147 2 656

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in impactful scientific research and discovery 2 2,005 2 2,024 0 19

Engage in vital arts and humanities research 1 208 1 215 0 7

Education

Provide education support to engage and inspire diverse audiences 12 2,070 12 2,165 0 95

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 1 150 1 160 0 10

Exhibitions

Offer compelling, first-class exhibitions 31 5,286 31 5,612 0 326

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 4 506 4 551 0 45

Total 51 10,225 51 10,727 0 502

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

As the nation’s most diverse museum and research complex, the Smithsonian

Institution must serve many different audiences, from those who seek a traditional 

experience within the museum environment to others who desire an engaging new 

experience, perhaps digitally in their home, or through innovative learning activities in 

their school or community. The Institution’s outreach activities focus on linking the 

Smithsonian’s national collections and research to audiences beyond the Washington, 

DC capital region to places and spaces nationwide. The Smithsonian’s Outreach and 

Education Strategy seeks to: 1) provide relevant programming and enrichment 

experiences which reflect the rich cultural heritage of the nation; 2) support the use of 

instructional resources in homes, classrooms, and communities across the nation; and 

3) provide opportunities for Smithsonian Fellows and interns to engage in world-class
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academic experiences that will help the Institution build a robust workforce pipeline of 

future scientists and museum professionals. 

As one of the nation’s most trusted resources for learning, the Smithsonian is at 

the forefront of opening pathways to knowledge for anyone, anywhere. Our 21

museums, three cultural centers, 21 libraries and archives, six research centers, six

education centers, and the National Zoo and Conservation Biology Institute encompass 

every part of the human experience, including art, history, culture, and science, and 

work at intersections of these disciplines to spark imagination and encourage discovery

between art and the environment, space exploration and women’s history, cultural 

traditions, and the evolving American story. Whether in museums or communities,

Smithsonian educators and experts invite conversation, collaboration, and the mutual 

exchange of ideas to help learners of all ages develop transferable critical thinking skills

for today’s most complex challenges. The Smithsonian provides multiple formal and 

informal educational experiences to reach people where they are locally, nationally, and 

globally.

In an average year, the Smithsonian’s education and outreach efforts reach more 

than 15 million people. Additionally, more than 16 million educator-created resources

are distributed each year. Through our over 200 Smithsonian Affiliate members, we 

reach 30 million visitors in 46 states, Puerto Rico, and Panama. In addition, our 

traveling exhibits reach approximately 156 U.S. communities in 41 states each year. 

This line item includes the programs which provide the critical mass of outreach 

and educational programming that support nationwide engagement, including: the 

Smithsonian Institution Traveling Exhibition Service and Smithsonian Affiliations (SITES 

| Affiliations); Educational Outcomes and Academic Programs (EOAP); the Office of 

Educational Technology (OET); the Office of Academic Appointments and Internships

(OAAI); the Smithsonian Science Education Center (SSEC); and the Smithsonian 

Institution Scholarly Press (SISP). In addition, the Smithsonian launched a rural initiative

in 2022 that is also part of our many efforts to reach people in the communities where 

they live. The rural initiative commits the Smithsonian to engaging with and amplifying 

the voices of rural Americans to better serve local communities, raise the visibility of 

their cultural stories, exchange resources, and join in conversations about how to shape 

our shared future.

MEANS AND STRATEGY

Smithsonian Institution Traveling Exhibition Service and Smithsonian 

Affiliations (SITES | Affiliations) (33 FTEs and $5,994,000) became a single unit in 

2018. Its unified mission is to catalyze public engagement and spark curiosity and 

learning by connecting the knowledge, resources, and expertise of the Smithsonian with 

a vital network of cultural and educational organizations.

SITES | Affiliations makes interdisciplinary connections in science and the arts, 

creating mutually beneficial, reciprocal relationships among and between the 
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Smithsonian’s many units and museums and other organizations across the country 

and beyond. SITES | Affiliations expands the reach and impact of the Smithsonian and 

the Institution’s network of collaborators, widely sharing knowledge, resources, and 

expertise. It facilitates strong connections and relationships across the network so that

staff, partners, and collaborators can all learn from each other and more effectively

extend their outreach to the public.

In addition, SITES | Affiliation’s programs, exhibitions, and services — including 

the award-winning Museum on Main Street (MoMS) program — inspire national 

audiences of all ages to broaden their perspectives, deepen their understanding of 

critical issues, and become more informed and curious learners. This work underscores 

the importance of using local stories as a window to better understand national 

narratives, provides local perspectives on national and global issues, and stimulates 

lifelong learning. These activities and programs enable people to see the relevance of 

the Smithsonian in their daily lives.

With its broad appeal, SITES | Affiliations reaches all 50 states with exhibitions, 

programs targeted to adults, families, youth, and classrooms, professional development 

for museum professionals and classroom teachers, and loans from the Smithsonian’s 

national collections. 

In FY 2025, staff will continue addressing topics to support the Smithsonian’s 

Strategic Plan, including the diversity of cultural heritage in America, arts, sciences, and 

history and will launch programs to prepare for the nation’s 250th anniversary. This will 

be achieved through more than 30 exhibitions — supported by related programs —

such as Knowing Nature: Stories from the Boreal Forest; Why We Serve: Native 

Americans in the United States Armed Forces; and Corazón y Vida: Lowrider Culture in 

the United States / Cultura Lowrider in los Estatdos Unidos.

In addition, Spark: Places of Innovation, developed by the MoMS program, 

examines the relationship between place and creativity and tells the story of small towns 

where innovation flourishes. Stories 4-History, a collaboration with the National 4-H 

Council, engages youth to learn about local history and culture and to develop a deep 

and rich understanding of communities across the nation. And a lively series of 

programs offered by more than 200 Affiliates across the country will focus on topics 

such as the changing American narrative and scientific exploration. Other programs will 

bring teenagers together at Affiliate locations to learn how they can understand our 

world and change it for the better, and an immersive internship program for diverse

college students will give young people the chance to support museums and cultural 

organizations in contributing to their communities. SITES | Affiliations will train teachers 

to lead students in civic engagement projects, which include documenting community 

history and developing solutions to environmental challenges. Affiliates will also offer 

career development for museum professionals to enhance the work of their respective 

organizations.
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Smithsonian scholars have participated in science literacy, American history, 

cultural diversity, and art education programs at Affiliate locations and at host venues 

for exhibitions. Professional development workshops, internships, and visiting 

professional residencies have enabled Affiliate staff to increase their knowledge and 

skills in collections management, exhibition planning, digitization of museum collections, 

and museum administration. The Smithsonian Affiliations’ annual conference creates a 

forum for networking, information sharing, and future planning. Affiliate projects continue 

to build on and amplify core objectives outlined in the Smithsonian’s Strategic Plan.

Through these exhibitions and programs, and in collaboration with museums and 

cultural organizations nationwide, the Institution digitizes museum collections and

provides an accessible presence beyond the National Mall and other Smithsonian 

facilities.

Educational Outcomes and Academic Programs (EOAP) (5 FTEs and 

$690,000) — This outreach function exists organizationally within the Office of the 

Under Secretary for Education (OUSE), which is charged with developing a 

comprehensive strategy for the Smithsonian’s educational mission that builds external 

partnerships and solidifies and extends the Smithsonian’s position as one of the world’s 

leading education champions. The OUSE engages in a national strategy to work with 

state education agencies, school districts, schools, and out-of-school educators to reach

students, caregivers, teachers, librarians, and technology and media specialists, to 

support and enhance learning experiences and opportunities across the nation with an 

emphasis on reaching rural communities. The OUSE also supports Institution-wide 

education and outreach initiatives and closely links the outreach measures with 

outcomes reported to the Under Secretary for Education so the programs can be finetuned for maximum impact. Smithsonian education includes the creation of teacher 

professional learning, design of relevant instructional resources, development of 

student-centered interactives, in-person engagement, and structured out-of-school 

experiences. 

Since the launch of the Rural Initiative in 2022, expanded programming and 

services, and strategic collaborations with organizations around the country, are

meeting the needs of rural communities nationwide. By partnering with rural 

stakeholders, including tribal communities in rural areas, and working with local leaders 

to identify specific needs and opportunities for cultural, educational, and enrichment 

programming, the initiative engages with and amplifies the voices of rural Americans to 

raise the visibility of their cultural stories, exchange resources, and join in conversations 

about our shared future.

Office of Educational Technology (OET) (5 FTEs and $1,093,000) — The 

OET was established in 2021 to lead the Smithsonian’s pre-K—12 digital educational 

strategy. The Office connects educators and educational communities to the 

Smithsonian’s digital educational resources, with the goal of placing the Smithsonian at 

everyone’s fingertips regardless of location. The central vehicle for realizing this mission 

is through the Smithsonian Learning Lab, a digital platform that reaches more than 

600,000 users annually.
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The Smithsonian is creating new digital services and platforms for scholars,

educators, and students to better access and use the national collections, research, and 

educational resources. The Smithsonian Learning Lab (developed by the OET) is a free,

Web-accessible toolkit for educators and students that enables everyone to find and 

customize millions of digitized resources for educational use and share them with 

others. Based on research and evaluation with pre-K–12 audiences and museum 

educators, the Lab provides services aligned to the needs and realities of its global 

audiences. The OET also develops standards-aligned resources for classrooms and 

provides professional development to museum educators and classroom teachers to 

help them get the most out of digital museum resources for learning. 

The OET also serves as a resource for internal Smithsonian educators, providing 

guidance and support on best practices in educational technology to expand and 

amplify the reach of their content to the public. Within the Institution, the Office uses 

digital tools to develop strategies for connecting Smithsonian resources with classrooms 

across the country. It offers services and technical support to other units on the use of 

technology, content strategy, and data-driven decision making to achieve unit 

objectives. 

Other OET activities include conducting market research to develop new 

outreach programs and communications strategies to broaden access to and engage 

audiences with the Smithsonian’s educational offerings. OET’s resources in usercentered research and applications also support education and access initiatives 

Institution-wide. By building partnerships with organizations, educational communities,

and providers, and connecting our digital educational resources to communities locally 

and globally, the OET plays a strategic role to identify and develop content-sharing 

partnerships and provide them with external education technology and classroom 

support.

In FY 2025, the OET will re-envision the Learning Lab to launch an enhanced 

platform pilot project that will coincide with the nation’s 250th anniversary in 2026. This 

work will involve continued research and development to ensure that the versatility and 

flexibility of the platform serves educators today and in the future.

Office of Academic Appointments and Internships (OAAI) (5 FTEs and 

$2,065,000) — Housed under the Office of the Under Secretary for Education, OAAI 

programs provide the central management and administrative capacity for the 

Institution’s research Fellowships and other scholarly appointments. One of the 

Smithsonian’s primary objectives is to facilitate academic interactions with students and 

scholars at universities, museums, and other research institutions around the world. 

These programs administer Institution-wide research support and assist Smithsonian 

museums, research centers, and offices with diversifying and developing additional 

Fellowships and visiting scholarly appointments.
154

In particular, the Institution offers Fellowships to provide opportunities for 

graduate and pre-doctoral students, and for postdoctoral students and senior 

investigators to conduct independent research, with Smithsonian professional research 

staff offering advice and guidance. These appointments allow for more effective use of 

staff, collections, and facilities. They also help train the next generation of researchers 

and scientists and maintain the Smithsonian’s level of expertise in the research 

community by continuing to attract the best scholars. The Smithsonian offers 

approximately 1,500 internships each year that provide workplace-based, guided 

learning opportunities that offer participants hands-on experiences in a wide range of 

fields. Through our internship experiences, we strive to transform future generations of 

leaders, museum professionals, and consumers of culture.

 Smithsonian Institution Scholarly Press (SISP) (3 FTEs and $885,000) —

Through the open-access Smithsonian Contributions Series program, continually 

published since 1875, and open-access monographs, SISP advances science at the 

Smithsonian by disseminating and publishing research results of the Institution’s staff 

and their collaborators. Federal funds help produce first-class research in science, art, 

culture, history, and education, with widespread distribution to the public and libraries, 

universities, and other education and research organizations. SISP publishes openaccess documents online in digital formats as well as in print, covering core subject 

areas of anthropology, art, art history and museum studies, botany, cultural and 

heritage studies, education, history, marine sciences, object conservation, paleobiology, 

and zoology. In addition, SISP disseminates interdisciplinary monographs, conference 

proceedings, and scholarly books closely related to Smithsonian programming and to 

the national collections. Finally, federal resources enable SISP to increase public 

access to peer-reviewed scholarly publications authored by Smithsonian employees.

EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase of $502,000 and a that

provides the $604,000 for necessary pay and other related salary costs for staff funded 

under this line item. This request also includes a one percent programmatic decrease of 

$102,000.

NONAPPROPRIATED RESOURCES — General trust funds defray the costs of staff 

salaries and benefits, fund raising, exhibition design and production, publications, 

materials, outside specialists, and contractual services. Donor/sponsor-designated 

funds cover costs related to specific projects and programs.
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COMMUNICATIONS

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2023 

ENACTED 18 3,075 28 4,016 0 0 0 0

FY 2025

REQUEST 18 3,222 34 4,413 0 0 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Digital Transformation

Provide improved digitization and audience engagement 1 124 1 134 0 10

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 14 2,599 14 2,699 0 100

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 2 191 2 214 0 23

Information Technology

Improve the Institution's information technology systems and 

infrastructure 1 161 1 175 0 14

Total 18 3,075 18 3,222 0 147

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

The Office of Communications and External Affairs (OCEA) consists of four 

departments and a front office: 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). In addition, the OCEA front office hosts the 

Assistant Secretary for Communications and External Affairs and her direct reports. 

Through a combination of trust and federal funds, the OCEA coordinates 

marketing and oversees the Institution’s internal communications. Office resources 

support the Smithsonian Strategic Plan by training staff about the Institution’s priorities 

and objectives, and informing them about important initiatives, thereby enabling the 

Smithsonian to better execute its mission. Accordingly, the OCEA is responsible for 

helping the Institution reach and engage more people with its mission. By improving 

internal communications and more effectively and efficiently informing staff of Institutionwide policies, initiatives, and events, the OCEA encourages cross-unit collaboration to 

help the Smithsonian better achieve its strategic goals and core mission. 
156

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 a wide range of media outlets and 

social media platforms. 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 provides 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 consistent 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 the Senate, appropriations and oversight committees, congressional offices, the 

White House, the Executive Office of the President, and various federal agencies. This 

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 in accordance with Smithsonian policies.

The OVS is the central Office dedicated to understanding, supporting, and 

improving visitors’ experiences across the Smithsonian, both in person and online. The 

Office advances the Smithsonian’s mission as the primary point of contact for visitors 

and volunteers. Office resources support the Strategic Plan by administering products 

and services which broaden visitor access to Smithsonian public programs and 

activities.

The OSEP engages in strategic decision making to advance the Institution’s 

goals by identifying event opportunities which help the Smithsonian achieve its 

objectives. The Office plans special events to extend the reach of the Institution and 

energize its representation. Office staff also coordinate events for the Secretary and the 

senior leadership of the Institution. 

MEANS AND STRATEGY

The OPA allocates resources for national and international media publicity and 

expands relationships through targeted media outlets. As the Smithsonian Office with 

primary responsibility for communicating with 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 also 

produces Smithsonian Science, an online blog devoted to scientific research, as well as 
157

blogs about African American and American women’s history, National Air and Space 

Museum stories, modern design, traveling exhibitions, and Smithsonian Folklife

magazine, in addition to podcasts such as the popular Sidedoor series of programs. 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. 

The OVS designs and manages systems used by visitors to plan their trips to the 

Smithsonian and supports systems which enable Smithsonian staff to better serve

visitors both in person and online. The OVS manages content on the Smithsonian’s 

Virtual Visitor Center, the outdoor visitor information kiosks near all museums and 

galleries, World Wide Web applications, and selected publications. In addition, the OVS 

oversees a comprehensive visitor feedback system that includes the general 

Smithsonian email address and call center.

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 public-facing 

buildings. The OVS recruits and trains motivated and diverse volunteers to engage with 

visitors and help Smithsonian staff conduct research projects. The OVS also increases 

retention of its best volunteers by offering personal enrichment, award, and recognition 

opportunities. 

EXPLANATION OF CHANGE 

The FY 2025 budget request includes a net increase of $147,000 that provides 

$178,000 for necessary pay and other related salary costs for staff funded under this 

line item. This request also includes a one percent programmatic decrease of $31,000. 

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

benefits of personnel and other related costs. In addition, these funds support 

dissemination of information, outreach, publications, and general operations.
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INSTITUTION-WIDE PROGRAMS

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2023

ENACTED 0 19,209 0 0 0 0 0 0

FY 2025 

REQUEST 0 17,209 0 0 0 0 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in impactful scientific research and discovery 0 5,700 0 5,075 0 -625

Digital Transformation

Provide improved digitization and audience engagement 0 2,125 0 1,900 0 -225

Collections

Improve the stewardship of the national collections 0 8,197 0 7,434 0 -763

Information Technology

Improve the Institution's information technology systems and 

infrastructure 0 3,187 0 2,800 0 -387

Total 0 19,209 0 17,209 0 -2,000

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

Beginning in 1993, Congress has approved the creation of the following 

Institution-wide funding programs for the Smithsonian Institution:

• American Women’s History Initiatives Pool (moved to the Smithsonian American 

Women’s History Museum line item in FY 2022) 

• Asian Pacific American Initiatives Pool (moved to the Asian Pacific American 

Center line item in FY 2023)

• Collections Care and Preservation Fund

• Digital Support Pool

• Information Resources Management Pool

• Latino Initiatives Pool (moved to the National Museum of the American Latino

line item in FY 2022)

• Research Equipment Pool

• Research Program Initiatives Pool
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MEANS AND STRATEGY 

COLLECTIONS CARE AND PRESERVATION FUND ($7,434,000)

Collections stewardship is a key component and core priority of the 

Smithsonian’s Strategic Plan. Assembled throughout the Institution’s 177-year history, 

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

serve as the intellectual base for scholarship, exhibition, and education.

Currently, Smithsonian collections total 157.2 million objects and specimens, 

148,200 cubic feet of archives, and 2.2 million library volumes, which 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. 

The proper stewardship of the national collections is essential for America’s artistic, 

scientific, and education infrastructure, enabling researchers to address challenges 

facing society, such as the effects of the global pandemic, climate change, racial 

injustice, and the loss of biological and cultural diversity and its impact on the world’s 

ecosystems and cultures.

To achieve our strategic goals, the Collections Care and Preservation Fund 

(CCPF) provides essential resources to make targeted improvements in the 

accountability, documentation, care, preservation, storage, and accessibility of the 

Institution’s vast and diverse collections. With this funding, the Smithsonian continues to 

strategically address important Institution-wide collections care needs in a pragmatic 

and systematic manner, based on sound collections assessment data, innovative 

collections care methodologies, economies of scale, and project-driven activities, 

including collections moves, re-housing, and digitization. An effective strategy for 

addressing our collections challenges depends on a coordinated, Institution-wide 

approach. Holistic collections-level management enables comprehensive improvements 

that benefit the greatest number of collection items and collecting units in an efficient, 

practical, and cost-effective way.

Collections Physical and Digitization Assessments

As background, since FY 2012, the National Collections Program (NCP) and the 

Digitization Program Office (DPO) implemented an Institution-wide assessment tool —

the Collections and Digitization Reporting System — to annually assess the state of the 

collections’ physical condition and their digitization status, establish priorities, identify 

areas where improvements are needed, measure progress, and provide a practical 

framework for the allocation of limited resources. Based on assessment results, the 

NCP has used centralized CCPF resources to achieve targeted improvements in the 

preservation and accessibility of collections in the most efficient and cost-effective 

manner possible. 

These funds have enabled staff to correct specific collections management 

deficiencies identified in the Smithsonian’s Inspector General audit recommendations; 
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enable collections moves from substandard facilities and conditions; replace obsolete, 

substandard storage equipment; support the management and preservation of the 

Smithsonian’s cryo-collections; improve the preservation and management of timebased media, digital art, and audiovisual collections across the Institution; and 

strengthen Institution-wide collections emergency management and professional 

development. By working closely with the DPO, the NCP has provided essential 

resources to support the collections care activities required for the success, efficiency, 

and completion of many DPO-supported, unit-driven, mass-digitization projects.

Collections Space Planning

In FY 2015, the Smithsonian completed a multi-year, Institution-wide collections 

space planning initiative, including a first-of-its-kind survey of existing collections space 

conditions. The initiative culminated in the Collections Space Framework Plan (CSFP), 

which included recommendations and a 30-year implementation plan for addressing 

current and projected Institution-wide collections space requirements in a strategic, 

integrated, and collaborative manner. The plan remains a road map that provides 

renovation and construction strategies to address unacceptable collections space 

conditions, allow for decompression of overcrowded collections areas to make them 

more physically accessible, anticipate future collections growth, and reduce the 

Institution’s need to lease costly space for collections storage.

To address our short- and near-term space requirements and support the 

Smithsonian’s Climate Change Action Plan, the implementation of the CSFP includes: 

(1) 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 from several Mall museums subject to flooding, 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 future construction 

of Module 2 and a hangar next 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 revitalization projects at Mall museums and to address collections storage needs 

for our new museums; and (4) the completion of the Dulles Collections Center (DCC)

Master Plan. The CSFP, the Suitland Collections Center (SCC) Master Plan, and the 

2021 Climate Change Action Plan support a phased development of the Suitland and 

Dulles campuses to accommodate the Institution’s intermediate and long-term 

collections space needs. 

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 the national collections. In FY 2025, the 

Smithsonian will continue to implement collections initiatives and strategically address 

the preservation, digitization, and storage space needs of collections, based on the 
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results of the Institution-wide physical and digitization collections assessments and the 

collections space survey. 

INFORMATION RESOURCES MANAGEMENT POOL ($2,800,000)

The Information Resources Management (IRM) Pool supports network 

operations and server administration, including the Institution’s Enterprise Resource 

Planning financial system. 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.

RESEARCH EQUIPMENT POOL ($875,000)

The Smithsonian’s ambitious research agenda requires appropriate equipment to 

achieve its strategic goals. This basic equipment infrastructure requires regular 

maintenance, upgrades, and routine replacement. This pool aligns with major initiatives 

and strategic priorities, including: Our Shared Future: Reckoning with Our Racial Past; 

Life on a Sustainable Planet; and My Hometown. The Research Equipment Pool (REP)

funds have enabled Smithsonian museums and research centers to undertake 

groundbreaking research in many areas. For example, genomics is offering new 

opportunities for exploring biodiversity. To be successful, biodiversity genomics requires 

cutting-edge genetic technologies such as next-generation sequencing. Similarly, the 

Institution’s efforts in materials conservation have been enhanced by using highly 

specialized equipment to help conservators better identify the age and provenance of 

artifacts as well as preserve fragile materials. Investing in equipment and maintenance 

contracts allows the Smithsonian to better leverage its collections and expertise in these 

important areas of research.

RESEARCH PROGRAM INITIATIVES POOL ($4,200,000)

The funding requested will continue to support the innovative research pool that is 

managed by the Under Secretary for Science and Research. The Research Program 

Initiatives Pool (RPIP) fosters a research environment conducive to scientific innovation 

and provides the essential financial support necessary to execute world-class science. 

Priority is given to high-risk, high-reward activities that lead to new ways of collecting 

and analyzing data and build technical capabilities within the Smithsonian’s areas of 

research. Priority is also given to research seeking nature- and community-based 

solutions to help us live sustainably with nature. This program helps the Institution 

recruit the finest scientific talent, support postdoctoral researchers, and retain a diverse 

STEM workforce.
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The funding criteria are flexible enough to respond to unique research 

opportunities that could change our understanding of how Earth systems operate, as 

well as new discoveries beyond Earth. The funds are distributed through both 

competitive and more targeted efforts. We expect to continue allocating funds in several 

tracks; for example, internally competitive seed grants and innovation grants, and startup funds for new researchers.

The funding is also used to analyze large datasets produced by Smithsonian 

research in numerous areas, including biodiversity and ecosystems science, astronomy 

and planetary science, and genomics. There is a definite need for expanded capabilities 

to analyze the enormous amounts of data generated by our scientists. This request will 

provide the resources needed to address the Smithsonian’s strategic goals for 

digitization; STEM education through citizen science; and especially drive large, 

visionary, interdisciplinary research projects using large datasets. These funds help 

build and support the data platform that can connect collections, research, and global 

data, making the platform more interoperable and useful for scientists answering 

complex research questions about the important issues of our time. The goal is to 

develop a collaborative knowledge platform that connects collections and research data 

and links it to global data resources drawing on the largest natural history collection in 

the world. Support for this represents a major leap forward in our ability to put all the 

pieces together and identify solutions to many of the challenging problems we face 

today. 

Other examples of cutting-edge research to be funded include: One Health 

(interactions between human, animal, plant, and ecosystem health); biodiversity 

genomics (answering questions about ecology and evolution); movement of animals 

across landscapes; studying endangered and invasive species; and how climate 

change affects all these areas. In addition, in the areas of astronomy and planetary 

science, the research explores how to find evidence of life on other planets, what 

conditions lead to habitability, and what physical-chemical processes lead to the great 

diversity among planets in our solar system and beyond. We also use these funds to 

help communicate these results to the public as only the Smithsonian can, through 

public programs, exhibits, and educational materials.

DIGITAL SUPPORT POOL ($1,900,000)

The Institution’s Strategic Plan lays out ambitious goals for the Smithsonian’s 

future: to be more digital in the way it reaches the American people; nimbler and more 

effective in its operations; and to elevate its scientific endeavors, expand its educational 

efforts, and be a more trusted source than ever to the American public. Becoming a 

digitally empowered Institution will help achieve these goals so having adequate 

resources for this transition is more important than ever. 

One area of particular focus for the Smithsonian is how best to use advances in 

Artificial Intelligence (AI) effectively and responsibly to enhance its work. This includes 

supporting AI training programs for employees whose roles might be impacted by the 
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technology, and continuing to support the Data Science Lab and other data science 

initiatives that use AI techniques such as machine learning to extract information from 

the Institution’s digitized collections. Pool funds also help deploy AI resources for 

performing research and assist curators and researchers in looking at objects and 

specimens in ways that are otherwise not possible, given the massive scale of the 

national collections. 

As a leader in scientific, cultural, and educational fields, it is essential for the 

Smithsonian to continue expanding public access to its incredible reservoir of 

knowledge. With the goal of ensuring that every household, classroom, and community 

across the nation has access to the Smithsonian’s digital content, the Institution seeks 

to be a valuable, trusted tool to enrich the lives of all Americans no matter their age, 

location, digital savvy, disability, education, or English proficiency.

These requested pool funds support Institution-wide digital platforms and 

programs for sharing our collections and digital content with the nation through major 

initiatives such as Life on a Sustainable Planet, Reckoning with Our Racial Past, the 

Institution’s Rural Initiative, and the celebration of the nation’s 250th anniversary in 

2026. Funds also support the Institution’s coordinated efforts on harnessing the 

potential of AI, the Open Access Initiative, the digitization program, the central digital 

transformation function, and volunteer programs such as the Transcription Center,

which attract thousands of volunteers nationwide every year. Finally, the funding 

expands our data science efforts and the IT infrastructure that enables the Smithsonian 

community of researchers and scholars to do their work. 

EXPLANATION OF CHANGE

In FY 2025, the Smithsonian is decreasing Institution-wide Program pools by 

$2,000,000 to help offset necessary pay and other cost increases across the Institution. 

Specifically, this budget request includes decreases for each of the five Institution-wide 

Program pools: CCPF (-$763,000), IRM pool (-$387,000), REP pool (-$425,000), RPIP 

pool (-$200,000), and the Digital Support Pool (-$225,000). 
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SMITHSONIAN EXHIBITS

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS INTERAGENCY

FTE $000 FTE $000 FTE $000 FTE $000 FTE $000

FY 2023

ENACTED 25 3,627 18 (129) 0 22 0 15 0 238

FY 2025

REQUEST 25 3,855 17 (200) 0 0 0 0 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Exhibitions

Offer compelling, first-class exhibitions 20 2,814 20 2,963 0 149

Collections

Improve the stewardship of the national collections 1 138 1 162 0 24

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 4 675 4 730 0 55

Total 25 3,627 25 3,855 0 228

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

The Smithsonian Institution Exhibits (SIE) office is a full-service exhibit planning, 

design, and production operation supporting Smithsonian public exhibitions that connect 

the American people and international audiences with the richness of the Institution’s 

content and collections. The SIE is the exhibit resource available to all Smithsonian 

museums, research centers, and Affiliates. In partnership with colleagues throughout 

the Institution, the SIE consistently delivers the highest quality accessible exhibit design, 

interpretive writing, editing, project management, graphic production, fabrication, 

installation, and 3D services to help support the Smithsonian’s mission.

In FY 2025, the SIE will continue to focus on planning, designing, and producing 

exhibitions for the Institution. Colleagues with full, limited, or no design or production 

capabilities can use the SIE for complete or partial exhibition services, including exhibit 

development, design, refurbishing, signage, acrylic casing, cabinetry, model making, 

crating, and artifact mounting.

The SIE fosters collaboration among units by providing expert consultation, 

especially in the early stages of exhibition planning. Drawing on their broad array of 

skills, the SIE exhibit specialists work 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.
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For colleagues seeking 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 and produce needed resources.

The SIE’s Object Storage Facility (OSF) offers secure, climate-controlled storage 

for artifacts during production. The SIE will continue supporting exhibitions in the S. 

Dillon Ripley Center concourse and throughout the Smithsonian’s many other facilities.

In addition, the SIE conducts forums for exhibit staff throughout the Smithsonian 

to inspire creativity, innovation, and collaborations which result in cutting-edge 

exhibitions and technological advances. Toward this end, the SIE is expanding its skills 

in exhibit creation, 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 provides its 

Smithsonian colleagues with first-class accessible exhibition design, interpretive writing, 

editing, content development, production, and installation services. Each year, the SIE

plans, designs, and produces approximately 100 projects, large and small, for almost 

every office and museum in the Smithsonian. In FY 2025, most SIE resources will stay

focused on:

• Serving as a learning center within the Smithsonian, which shares its expertise in 

exhibit planning, design, and production with community partners, exhibit 

colleagues at the Smithsonian, and at the national/international museum level;

• Cross-training staff within the SIE to share expertise and maximize efficiencies

while also advancing environmental sustainability in exhibits;

• Demonstrating new sustainable and accessible exhibition design technologies to 

Smithsonian units;

• Developing and implementing techniques for greater accessibility and inclusivity 

of exhibition elements across the Smithsonian Institution;

• Promoting exhibition excellence, unit sharing of resources, and advancement of 

exhibitions as an interpretive medium throughout the Smithsonian Institution; and

• Leveraging its expertise in working with electro-mechanical interactive

components and tactile experiences to deepen audience engagement in all 

Smithsonian exhibits.

The SIE will accomplish these objectives by focusing exclusively on exhibitrelated work, freeing up SIE staff with specialized experience to concentrate on the 

planning, design, and production of museum exhibits. By building on well-established, 

collaborative relationships with other Smithsonian design and production staff, the SIE
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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 Institution’s leadership in the field of exhibition design and production.

EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase of $228,000 that provides 

$264,000 for necessary pay and other related salary costs for staff funded in this line 

item. This request also includes a one percent programmatic decrease of $36,000. 

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.
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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 2023

ENACTED 13 2,044 0 0 0 0 0 0

FY 2025

REQUEST 13 2,135 0 0 0 0 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Collections

Improve the stewardship of the national collections 13 2,044 13 2,135 0 91

Total 13 2,044 13 2,135 0 91

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT 

The Museum Support Center (MSC) is the Smithsonian’s principal offsite 

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 National Museum 

of Asian Art, the National Museum of African Art, the National Postal Museum, the 

Smithsonian Environmental Research Center, and the National Zoo and Conservation 

Biology Institute. External agencies storing collections at the MSC include the Walter 

Reed Biological Unit and the National Institutes of Health. The MSC will be welcoming 

the National Gallery of Art as the construction of Pod 6 wraps up in the beginning of the 

new fiscal year.

The collections at the MSC are used to support scientific and cultural research 

for essential Government functions in areas as diverse as climate change,

environmental disasters, food and transportation safety, border security, criminal 

investigations, forensics, national defense, cancer research, and more.

The MSC accommodates diverse types of collections with a variety of state-ofthe-art equipment: collections in cabinets; mobile shelving for biological specimens 

preserved in alcohol; meteorites in a nitrogen atmosphere; film and genetic collections 

in mechanical and nitrogen-vapor freezers; high-bay storage for oversized objects such 

as totem poles, boats, and large mounted mammals; and large mobile racks for storing 

art works.
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The facility consists of multiple structures, including a laboratory and oversized 

storage areas in addition to the main building. The laboratories focus on molecular 

systematics, ancient DNA, conservation, and other specialized research. The MSC 

supports contracted maintenance services and required calibration for special 

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 emergency management, access 

and logistical support, as well as administrative and shipping services.

MEANS AND STRATEGY

The MSC will remain flexible and nimble while improving collections storage and 

services as well as focusing on pest management and the safe storage of collection 

materials. Additionally, the MSC will prioritize logistical support of collections access, 

care, and transport, as well as shipping. The MSC will also support other Smithsonian 

units with their pest-management issues as well as collections access and care, 

shipping, space planning, and general management. Furthermore, the MSC will 

maintain and replace older collections’ equipment and monitoring systems to ensure the 

continued stewardship of the national collections that are kept in the building.

In FY 2025, the Smithsonian will finish construction of the new storage Pod 6 in 

partnership with the National Gallery of Art. MSC Operations will assist with the logistics 

of opening the new collections storage space, including planning and assisting with 

collections moves, and coordinating pest management. MSC Operations will continue to

coordinate and implement temporary and permanent programmatic changes due to the 

construction of Pod 6. MSC staff will also help prepare for large movements of 

collections and integrate new staff and activities into the Pod 6 building as the space 

becomes available.

EXPLANATION OF CHANGE

This FY 2025 budget request includes a net increase of $91,000 that provides 

$111,000 for necessary pay and other related salary costs for staff funded under this 

line item. This request also includes a one percent programmatic decrease of $20,000.
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MUSEUM CONSERVATION INSTITUTE

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2023

ENACTED 22 3,770 0 0 1 188 0 2

FY 2025

REQUEST 22 4,003 0 2 1 334 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in impactful scientific research and discovery 8 1,757 8 1,543 0 -214

Digital Transformation

Provide improved digitization and audience engagement 1 145 1 176 0 31

Education

Provide education support to engage and inspire diverse 

audiences 1 117 1 129 0 12

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 1 176 1 193 0 17

Collections

Improve the stewardship of the national collections 8 1,247 8 1,561 0 314

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 3 328 3 401 0 73

Total 22 3,770 22 4,003 0 233

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

The Smithsonian’s Museum Conservation Institute (MCI), located in Suitland, 

Maryland, is the main facility that supports specialized technical collections research 

and conservation for all Smithsonian museums and collections. The MCI combines 

knowledge of materials and the history of technology with state-of-the-art 

instrumentation and scientific techniques to provide technical research studies and 

interpret artistic, anthropological, biological, and historical objects. Through its 

Protecting Cultural Heritage and Preventive Conservation programs, the MCI responds 

to threats facing cultural heritage in multiple and complex ways. This includes analyzing 

and consulting on the most appropriate preservation environments, and developing less 

invasive and more protective storage, display, and conservation techniques. The MCI 

also supports U.S. agencies and the museum community in identifying illicitly trafficked 
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cultural heritage artifacts and objects and developing capacity building initiatives for 

international cultural heritage preservation. For example, the MCI works with the U.S. 

Department of State on capacity building programs at the Iraqi Institute for the 

Conservation of Antiquities and Heritage in Erbil, which support the recovery and 

conservation of Iraqi and regional cultural heritage artifacts.

The MCI, as the only Smithsonian resource for technical studies and scientific 

analyses for most of the Institution’s national 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 internal Smithsonian requests for consultations, the MCI handles 

requests from affiliates and outside organizations such as the White House, the U.S. 

Congress, the U.S. Department of Homeland Security’s Investigations branch, the U.S. 

Department of State, the FBI, and many other federal, museum, and academic 

agencies and organizations.

MEANS AND STRATEGY

The MCI continues aligning its operations to support the key focus areas of the 

Institution’s five-year Strategic Plan. As part of this alignment, the MCI leverages its 

strengths to develop processes and procedures as part of a Smithsonian-wide 

transformation. The effort provides the MCI with a path to participate in several of the 

initiatives under each of the five focus areas of the Strategic Plan and supports the 

Institution’s overall goal to meet the challenges of a rapidly changing world.

In support of science, the MCI will harness its expertise by collaborating with the 

Smithsonian’s scientists and research centers and providing increased technical and 

research assistance to Smithsonian arts and humanities researchers, collections, and 

museums. The MCI will initiate, facilitate, and support collaborative research projects by 

using biomolecular mass-spectroscopy, including biological isotopes and proteomics 

(that is, the large-scale study of proteins). The Institute will also conduct basic research 

into the mechanisms of material degradation and biodeterioration, preserve cultural 

heritage, and harness new technologies. The MCI’s research programs will cross 

boundaries between Smithsonian units and support all the Institution’s signature 

programs and stakeholders. In addition, the MCI will support the conservation and 

heritage science fields through publications, hosted symposia, presentations, invitationonly seminars, lectures, and its website to disseminate the results of its research 

programs.

In FY 2025, the MCI will continue deploying its stable isotope, proteomics, and 

biomolecular mass-spectrometry capabilities as part of the Smithsonian’s central 

research infrastructure. In particular, the Institute will focus on proteomics, a field that is 

being driven by advances in molecular separation and mass-spectrometry technology. 

Along with genomics, the field has the potential to speed the discovery and identification 

of organisms, the linking of genotypes and phenotypes, and the development of novel 
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biomolecular markers. Proteomics, in tandem with genomics, is expanding our 

understanding of biological and ecological functions. Building on this knowledge, the 

MCI continues updating its isotope-ratio mass spectrometry (IRMS) laboratory to 

support archaeological, paleontological, ecological, and environmental studies. In short, 

these capabilities will allow the MCI to gather more information from Smithsonian 

collections, cultural objects, and biological specimens, and learn more about their 

materials, origins, and causes of their deterioration, as well as how to better preserve 

them.

In addition, the MCI will support Smithsonian museums and research centers to 

improve stewardship and scholarship of the national collections and disseminate 

collections information to the larger museum community and the public. The Institute will 

pursue collaborative conservation treatment projects with other Smithsonian units to 

provide conservation guidance and technical consultations to the art and history 

museums for their more challenging and endangered objects. This will be done by 

drawing on the MCI’s 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 continues expanding its research 

in preventive conservation to reduce deterioration caused by environmental factors. For 

example, the MCI is a partner with IPERION HS, a pan-European research 

infrastructure on heritage science, and contributes to research on digital toolkits and 

apps for modeling preventive conservation. The MCI’s photographic and paper 

conservation lab will continue supporting conservation and research for the 

Smithsonian’s fragile and at-risk photographic collections and remediating hazards to 

those collections.

The Institute will also focus on identifying and using less invasive and damaging 

materials and procedures for collections conservation, reflecting the importance of 

incorporating energy-efficient and more sustainable materials and practices into the 

MCI’s work. By consulting with museum conservators, the MCI will identify special 

training needs and research projects and develop research and symposia to address 

the most urgent collections preservation needs, such as preventive conservation in 

museum environments and museum hazards such as pesticides and hazardous 

components of collections.

As part of the Smithsonian’s focus on digital initiatives, the MCI will help ensure a 

digitally empowered Institution can expand its virtual reach. The MCI will continue 

improving digitization support to make Smithsonian research and collections accessible 

in ways that broaden public access to collections, exhibitions, and outreach programs. 

The Institute will conduct advanced research and develop effective digital imaging 

technologies for social media platforms, mobile applications, and virtual reality. The MCI 

will support the Smithsonian’s goal of reaching one billion people by expanding its 

webpage to engage contemporary audiences and highlight large, visionary, 

interdisciplinary research and scholarly projects. Finally, the Institute will keep making 

its research products and records secure and more accessible by expanding its use of 
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The Museum System and repositories such as the Digital Asset Management System 

and Smithsonian Research Online.

The MCI will continue supporting the Institution’s Strategic Plan efforts to become 

a trusted source of information for audiences to explore America’s past, present and 

future. Accordingly, the MCI will provide heritage literature references to professionals 

and the public and its technical information office will continue serving the museum and 

cultural heritage management communities, museum studies students, and the public. 

In addition, the Institute will continue enhancing its social media presence to increase 

the impact of its research and outreach programs. The MCI will work with Smithsonian 

museums and Affiliates, offer public programs to present the results of MCI research, 

heighten awareness of the problems of preserving cultural heritage, and study the 

nature and scope of problems that the Institute’s clients encounter. The MCI will

collaborate with Smithsonian museums and Affiliates to offer media events, printed and 

online materials, presentations, workshops, and demonstrations to reach new 

audiences.

As part of the Smithsonian’s focus on education, the MCI engage with 

educational systems nationwide to build and enrich a national culture of learning. The 

Institute will engage and inspire diverse audiences by 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, internships, and 

Fellowships for students pursuing careers in conservation and conservation science. 

These programs will be grounded in diversity, equity, accessibility, and inclusion 

principles both internal and external to the Institution, and will help the MCI attract 

students from a wider variety of backgrounds and encourage them to pursue 

conservation, conservation science, and other museum careers.

To advance this goal, the MCI will continue to support internal Smithsonian 

programs such as the Conservation Internship for Broadening Access (CIBA) and

Latino Museum Studies Program Undergraduate Internship (LMSP), as well as other 

external programs with academic partners to attract a more diverse pool of students 

considering careers in museology, heritage care, and conservation.

The MCI provides in-kind resources and leads a partnership with the Iraqi 

Institute for the Conservation of Antiquities and Heritage in Erbil, Iraq to train local 

communities in the safeguarding, recovery, and proactive management of regional 

cultural heritage. Currently, an interagency agreement with the Department of State and 

other grants the MCI is helping support salvage and recovery at the important 

archaeological site of Nimrud and other major cultural heritage sites in Iraq as well as

developing an online exhibit with the Iraq National Museum in Baghdad. All Smithsonian 

projects in Iraq educate the local population in the conservation of their heritage and 

serve as cultural goodwill ambassadors for the American people.
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The MCI will continue building a nimble and effective Smithsonian. To ensure an 

effective use of funds under a newly revised MCI strategic plan, 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. MCI staff will 

participate in budget-performance integration, succession management, and leadership 

development programs. In addition, the Institute will continue implementing efficient, 

rational, and creative operational and administrative practices so staff can advance the 

Smithsonian mission in a transparent manner that reflects the Institution’s status as a 

public trust.

The MCI will accomplish these goals by maintaining an efficient, collaborative, 

committed, innovative, and accountable workforce through leadership development, 

evaluation, support of staff, and the recruitment, selection, and development of diverse, 

highly skilled employees. The MCI will promote diversity in working with the Institution’s 

employees, Fellows, interns, volunteers, and vendors while improving communications 

with internal and external stakeholders in the public and private sectors.

EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase $233,000 that provides

$271,000 for necessary pay and other related salary costs for staff funded under this 

line item. This request also includes a one percent programmatic decrease of $38,000.

NONAPPROPRIATED RESOURCES — The MCI receives annual 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 MCI director’s endowment, 

supported in part by an Andrew W. Mellon Foundation challenge grant, provides the 

salary, benefits, and travel and research funds for the MCI director.
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SMITHSONIAN 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 2023

ENACTED 114 16,835 6 1,320 7 1,504 0 0

FY 2025

REQUEST 114 17,780 9 1,067 9 704 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in impactful scientific research and discovery 13 2,035 13 1,722 0 -313

Engage in vital arts and humanities research 29 3,626 29 4,503 0 877

Digital Transformation

Provide improved digitization and audience engagement 14 1,928 14 2,111 0 183

Education

Provide education support to engage and inspire diverse audiences 0 130 0 0 0 -130

Visitor Engagement & Public Programs

Provide relevant reference services and disseminate information to 

the public 4 694 4 682 0 -12

Exhibitions

Offer compelling, first-class exhibitions 1 147 1 154 0 7

Collections

Improve the stewardship of the national collections 37 6,222 37 5,745 0 -477

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 8 990 8 1,479 0 489

Information Technology

Improve the Institution's information technology systems and 

infrastructure 8 1,063 8 1,384 0 321

Total 114 16,835 114 17,780 0 945

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

The Smithsonian Libraries and Archives (SLA) appointed its inaugural director in 

FY 2022. During FYs 2023–2024, the SLA went through an extensive staff review by the 

Office of Human Resources, which resulted in a reorganization expected to roll out in 

February of 2024. FY 2025 will provide the opportunity to overhaul initiatives, restore staff,

and fill vacancies to continue successful operations and implement new initiatives. In the 
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meantime, the SLA has developed new organizational structures with redefined priorities 

to better help the Smithsonian meet existing and new challenges.

The SLA serves as the institutional memory of the Smithsonian’s unique cultural 

organization and is responsible for ensuring institutional accountability. The SLA’s 

archival collections document the history of the Smithsonian, from its founding in 1846 

to the present, and support the Smithsonian community, scholars, and the public by 

acquiring, evaluating, and preserving the records of the Institution and related 

documentary materials. Accordingly, the SLA manages the care, storage, and retrieval 

services for the Institution’s records in a wide variety of analog and digital formats. SLA 

staff develop policies, provide guidance for managing and preserving the Institution’s 

vast archival collections, and offer a range of reference, research, and recordkeeping 

services. Permanent records are safeguarded and preserved in leased, specialized 

environments at facilities in Washington, DC; Landover, Maryland; and Iron Mountain in 

Boyers, Pennsylvania. Additionally, research library collections are held in the SLA’s 

vast network of libraries from the Republic of Panama to New York City. 

The SLA’s network of 22 specialized Library and Archives Research Centers and

the library and archives professionals who select, preserve, and interpret the collections

for Smithsonian researchers play a dynamic role in advancing scientific and cultural

understanding. These materials and the staff who select, interpret, and preserve them

support the Smithsonian’s mission to increase and diffuse knowledge by providing the

Institution and visiting curators and researchers with print and digital scholarly research

materials to help advance knowledge in their fields. SLA libraries diffuse knowledge to

the public by digitizing important holdings and providing access to Smithsonianpublished research and history on the public websites, libraries.si.edu and

siarchives.si.edu, and through exhibits, public programming, and educational

resources.

MEANS AND STRATEGY 

In FY 2025, the SLA director will continue to reshape a funding vision for SLA by 

building on the extensive groundwork that has been laid to develop a new integrated 

SLA culture and redeploying staff in an effective and logical organization.

The SLA’s primary goal is to leverage existing capacities and scale staff

expertise to meet strategic initiatives of the Institution. Providing SLA services and 

collections to help develop the two new Smithsonian museums is a significant example 

in this area. In addition, expanding the Institution-wide Audiovisual Media Preservation 

Initiative, developed by the SLA, and partially supported by the National Collections 

Program (NCP), will provide the Smithsonian with a state-of-the-art program for the 

preservation of and access to audiovisual assets. The SLA will direct resources to 

support new Smithsonian initiatives, interdisciplinary programs, and research areas.
176

The following key areas require an expansion of the SLA’s capacity and resources to 

achieve the Institution’s ambitious goals:

• Digital Strategies and Infrastructure. A sustainable, robust digital 

infrastructure that addresses the core needs of the SLA collections and 

services and improves digital infrastructure will advance our ability to deliver

more modern and expanded online modes of research, scholarly 

communication, and public engagement. This will focus on: 1) a Web portal

that integrates content and services from multiple systems to provide a 

seamless experience for SLA patrons, researchers, and visitors; and 2)

replacing aging collections information systems with digital platforms to better

support research data management, data science, knowledge sharing, and 

digital preservation. Linked data systems and technology will improve the

SLA’s ability to significantly contribute to the broader national and

international knowledge communities. As part of this effort, the SLA will 

continue participating in the Smithsonian Open Access Initiative. The SLA will 

also strategically align its digital infrastructure to enhance and broaden 

engagement opportunities with audiences in and out of the Smithsonian. 

• Collections, Services, and Stewardship. The SLA supports both library

and archives collections as core components of scholarly research and

knowledge creation. Toward that end, the Smithsonian is supported in its

mission for “the increase and diffusion of knowledge” by librarians and

archivists who maintain the Institution’s official records and select, interpret,

and guide the staff on leveraging our extensive collections for research and

the public. Scholarly research at the Smithsonian requires both physical and

digital collections, as well as archival research collections. Accordingly, the 

SLA must be selective to effectively balance access needs with the cost of 

online journals and databases, and to assign resources in a cost-effective 

manner to provide the staff and equipment required to create digital

collections. Also, since physical and primary source collections remain vital to 

conduct deeper, complex research, the SLA follows Smithsonian Directive 

600 for guidance on collections management, adhering to this directive for

policies on acquisition and accessioning, deaccessioning and disposal, 

preservation, documentation, life-cycle management, inventory, risk 

management, safety and security, access, storage, loans, and intellectual 

property management. 

• Supporting Life on a Sustainable Planet. As a contributor to the Under 

Secretary for Science and Research’s Life on a Sustainable Planet initiative, 

the SLA directly assists scientific researchers with projects on biodiversity 

documentation and loss, conservation of complex ecosystems, human/animal 

disease vectors, understanding marine and forest ecosystems, and the 

climate crisis. Archival collections document historic Smithsonian research in 

these areas as well as uncover previously hidden data. SLA staff support 

Smithsonian researchers in all science units. As the leader of the global 
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Biodiversity Heritage Library (BHL), the SLA leverages its resources by 

aggregating biodiversity literature to provide Smithsonian researchers and 

their colleagues with longitudinal observational data, species descriptions, 

and related information. These data, accessible via the SLA’s BHL portal, are 

foundational to understanding life on our planet. 

• Education and Engagement. Through an organizational structure for 

strategic initiatives and programs, the SLA will align programmatic priorities 

and goals for education, exhibitions, and engagement (with internships, 

Fellowships, and outreach) to create administrative efficiencies and more 

effectively communicate with broader audiences of students, scholars, 

educators, researchers, and the public. The SLA will expand its current 

engagement with the Smithsonian’s broader educational initiatives to the unitlevel education departments and central education programs. Existing SLA 

internship and Fellowship programs will benefit from central SLA program 

management, and the SLA will expand the diversity of its internship and 

Fellowship communities.

• Support a Culture of Excellence, Leadership, and Inclusion in the 

Operations of SLA. SLA personnel will communicate better with their own 

technology staff, as well as across the Smithsonian, to build upon the 

Institution’s collaborative environment and introduce colleagues to relevant 

data sets and digital tools and services. The SLA will also renew its efforts to 

streamline more effective communication about the array of services offered 

to different stakeholders. The SLA will continue creating a workforce plan to 

prioritize and support its core functions and the Institution’s goals. These 

efforts will include encouraging staff and supervisors to reach out and build 

community across the SLA, reviewing SLA knowledge sharing to determine

where SLA information should be shared, and providing central training and 

resources for all staff in essential work, software, and workplace knowledge.

• Finance and Administration. The SLA will continue to leverage and extend 

existing financial resources for maximum value to the Smithsonian by

streamlining financial services and providing administrators with clear 

spending plans and resource needs. The SLA will develop and sustain a 

skilled and engaged workforce that can thrive in an ever-changing 

environment while also nurturing talented archivists, librarians, and staff in a 

culture of innovation, service, and collaboration.

• External Collaborations. The SLA will also continue to build on existing 

national and global networks to promote Smithsonian resources for the public 

and the scholarly community. Robust involvement with organizations such as 

the Digital Public Library of America, the Society of American Archivists, the 

SLA partners in the BHL, the Coalition for Networked Information, Wikidata 

information, and others promote SLA collections and services and provide a 

gateway for the Smithsonian to reach a broader community. The SLA will 
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build on existing tools and relationships with federal agencies and libraries to 

address topics of mutual interest, including open science and public access to 

federally funded research and data. 

Other external collaborations focus on the SLA’s expertise in the areas of 

museum librarianship and education. In addition, SLA experts and external 

instructors will continue to teach postgraduate practitioners working on 

various issues and topics related to collections in the SLA’s vast repository. 

Finally, the SLA director will also continue exploring innovative ways to fund 

symposia on the nature, impact, and value of museum libraries. 

EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase of $945,000 that provides 

$1,113,000 for necessary pay and other related salary costs for staff funded under this 

line item. This request also includes a one percent programmatic decrease of $168,000. 

NONAPPROPRIATED RESOURCES — General trust funds help defray the costs of 

providing archival and information services to Smithsonian units, and support outreach 

(including publications, social media, and public programs) and fundraising efforts. 

These funds also support the work of managing and preserving the Institution’s 

collections and efforts to provide professional conservation expertise throughout the 

Smithsonian, to other institutions, and to the public. In FY 2025, the SLA will raise funds 

through new advancement efforts and also continue to develop its education program 

among its established priorities of acquisitions, conservation, digitization, internships, 

Fellowships, and exhibitions. 
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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 2023

ENACTED 110 65,035 18 3,470 0 28 0 0

FY 2025

REQUEST 110 70,142 24 3,685 0 100 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in impactful scientific research and discovery 5 2,222 5 2,695 0 473

Digital Transformation

Provide improved digitization and audience engagement 16 5,156 16 5,301 0 145

Collections

Improve the stewardship of the national collections 11 2,837 11 2,909 0 72

Facilities Operations and Maintenance

Improve facilities operations and provide a safe and healthy 

environment 10 2,096 10 2,150 0 54

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 26 14,783 26 15,199 0 416

Information Technology

Improve the Institution's information technology systems and 

infrastructure 42 37,941 42 41,888 0 3,947

Total 110 65,035 110 70,142 0 5,107

Performance Objective and Program Category FY 2023 FY 2025 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 solutions for the Institution’s strategic priorities, as 

well as for the Smithsonian’s many museums and research and cultural centers.

MEANS AND STRATEGY

The OCIO will continue using best practices in the implementation, management,

and operations of information technology to enhance the “increase and diffusion of 

knowledge”. The OCIO accomplishes its mission by collaborating with industry partners, 

cultural organizations, academia, and the public to develop innovative solutions for 

research and digitization challenges, and to realize the vision of creating a virtual 

Smithsonian to serve 21st century audiences.
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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 online

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 they contain;

• Maintain and enhance the Institution’s telecommunications infrastructure to 

provide reliable, secure, and cost-effective voice and data communications 

systems in support of the Smithsonian mission;

• 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 produced digital images for 5.4 million collections objects to date, thereby 

doubling the rate of digitization at the Smithsonian;

• Develop automation processes to scale up 3D digitization efforts while ensuring 

that 3D data models remain durable over time; 

• Continue to improve and refine the Institution’s IT Security Program; and

• Expand and refine offerings to support digital content production that addresses

key Institution priorities such as racial equity and environmental sustainability.

EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase of $5,107,000 that provides

$1,810,000 for necessary pay and other salary-related costs for staff funded under this 

line item and an increase of $3,947,000 to cover higher communications costs, which is

justified in the Fixed Costs section of this budget submission. 

This request also includes a one percent programmatic decrease of $650,000 

from FY 2023 budget levels. The one percent reduction includes the elimination of some 

centrally funded software subscriptions and reduced funding for contractor services that 

staff and support the Service Desk and maintain Endpoint Support. 

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

benefits costs of personnel and other related costs of the OCIO. Donor/sponsordesignated funds cover IT costs related to 3D digitization projects, a portion of the 
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biennial Digitization Fair, first offered to the public in FY 2017, and the Transcription 

Center that was launched in 2013; a volunteer and crowdsourcing platform that

transcribes historical content within the Smithsonian holdings, making them more 

readable, accessible, and searchable by the public.
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ADMINISTRATION

APPLICATION OF OPERATING RESOURCES

FEDERAL 

APPROPRIATIONS

GENERAL 

TRUST

DONOR/SPONSOR 

DESIGNATED

GOV’T GRANTS

& CONTRACTS

FTE $000 FTE $000 FTE $000 FTE $000

FY 2023

ENACTED 199 41,236 188 34,103 6 10,028 1 272

FY 2025

REQUEST 200 44,246 215 36,136 10 10,165 0 35

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Research

Engage in impactful scientific research and discovery 3 852 3 913 0 61

Digital Transformation

Provide improved digitization and audience engagement 4 1,468 4 1,566 0 98

Education

Provide education support to engage and inspire diverse audiences 3 778 3 815 0 37

Collections

Improve the stewardship of the national collections 3 544 4 911 1 367

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 186 37,594 186 40,041 0 2,447

Information Technology

Improve the Institution's information technology systems and 

infrastructure 0 0 0 0 0 0

Total 199 41,236 200 44,246 1 3,010

Performance Objective and Program Category FY 2023 FY 2025 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 cultural and research centers. Administration includes executive leadership 

provided by the offices of the Secretary and Board of Regents; the Deputy 

Secretary/Chief Operating Officer; the Under Secretary for Museums and Culture; the 

Under Secretary for Science and Research; the Under Secretary for Education; and the 

Under Secretary for Administration. Other central activities include human resources, 

diversity, digital transformation, financial and contract management, and legal services.
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MEANS AND STRATEGY

The Smithsonian will continue to use best practices in management to advance 

its mission for the increase and diffusion of knowledge and achieve the Institution’s 

goals while translating James Smithson’s 19th-century vision into a modern 21stcentury reality. The following strategies are cross-cutting and central to accomplishing 

the Smithsonian’s mission and 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 are available to allow the Institution to achieve its goals.

• Establish and maintain 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 the 

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. This includes conducting ongoing workforce and performance gap

analyses, strengthening training and leadership policies and programs, 

developing succession planning, and evaluating and improving assessment tools 

for better human resources performance.

• Provide leadership and oversight for all policies, programs, and activities of the 

Institution’s museums and cultural and research centers by attracting, recruiting, 

and retaining leaders with superior talent.

• Provide leadership, support, and resources to enable educators across the 

Institution to share the depth and breadth of the Smithsonian’s collections and 

research, connect with diverse audiences, invite dialogue and exchanges of 

different viewpoints, and build on and contribute to best practices in teaching and 

learning. 

• 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 
184

Universities, the American Association of University Women, and Tribal Colleges 

and Universities, and support the necessary public outreach to enhance the 

Smithsonian’s presence in these communities.

• Coordinate the efforts of the Secretary’s executive diversity committee, the Office 

of the Head Diversity Officer, the Office of Human Resources, and the Office of 

Equal Employment and Supplier Diversity to ensure compliance with federal 

Equal Employment Opportunity Commission mandates, promote the 

Smithsonian’s equal employment opportunity and workforce diversity policies, 

and advocate for the use of small, disadvantaged, woman- and veteran-owned

businesses throughout Smithsonian contracting and procurement activities via 

the Institution’s Supplier Diversity Program.

EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase of $3,010,000 for the 

Administration program that provides $3,066,000 for necessary pay and other salaryrelated costs for staff funded under this line item. The request includes a one percent 

programmatic decrease of $418,000. 

The request also includes an increase to support additional costs for the annual 

audit of the Smithsonian’s financial statements and National Finance Center fees as 

justified in the Fixed Costs section of this budget submission ($137,000), and a 

programmatic increase for the National Collections Program (NCP) office to support 

Institution-wide efforts related to the implementation and oversight of the Shared 

Stewardship and Ethical Returns Program ($225,000 and 1 FTE) as described in detail 

below.

Collections Support (+$225,000, +1 FTE)

The requested funds will support Institution-wide efforts to implement and 

oversee the Shared Stewardship and Ethical Returns program at the Smithsonian, 

which will be based within the Institution’s NCP office. The NCP office provides central 

leadership, policy oversight, strategic planning, and support for Institution-wide 

collections initiatives. The office will play an essential role in implementing the program, 

which authorizes collecting units to implement shared stewardship with communities 

represented in our collections as well as the potential return of collections, in 

appropriate circumstances, based on ethical considerations. Circumstances 

demonstrating unethical acquisition may include items that were stolen, taken under 

duress, or removed without consent of the owner.

The additional NCP staff member will promote more just, ethical, and inclusive 

collections management practices; monitor and respond to external inquires; foster 

continued dialogue on these issues through internal and external conferences between 

Smithsonian staff, cultural institutions, descendants of individuals represented in 

collections, communities, and other stakeholders; and coordinate the ethical return and 

shared stewardship of collections across the Smithsonian.
185

The funding request will address one of the Institution’s top priorities by 

considering ethical issues embedded in the National Museum of Natural History’s 

(NMNH) collections and helping to foster better relationships with communities and 

countries around the world. As such, the Smithsonian is shifting one FTE from the 

NMNH to the NCP office as part of this request to focus on implementing the program. 

There is a growing understanding at the Smithsonian and in the museum community 

that our possession of collections carries certain ethical obligations to the places and 

people where the collections originated. Among these obligations is to evaluate, using 

contemporary moral norms, what should be in our collections and what should not.

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

benefits of personnel and other related costs, as well as administrative activities, 

information dissemination, outreach, publications, and fund raising. Donor/sponsordesignated funds support costs related to programs and projects such as scientific 

research, family days, and leadership development.
186

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 2023 

ENACTED 23 4,426 0 10 0 0 0 0

FY 2025 

REQUEST 23 5,526 0 0 0 0 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Management Operations and Responsive Administration

Enable efficient and responsive administrative infrastructure 23 4,426 23 5,526 0 1,100

Total 23 4,426 23 5,526 0 1,100

Performance Objective and Program Category FY 2023 FY 2025 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 that are, in the judgment of the

Inspector General, necessary or desirable. Furthermore, the Act requires the Inspector

General to transmit a budget submission specifying the aggregate amount of funds

requested for the operations of the OIG, including the amount needed to satisfy training

requirements, as well as any resources necessary to support the Council of the

Inspectors General on Integrity and Efficiency (CIGIE).

MEANS AND STRATEGY

The Office of Audits conducts audits of the Smithsonian’s programs and

operations to help improve their efficiency and effectiveness. To align its oversight

responsibility with available resources, this office develops an annual audit plan by

conducting a comprehensive risk assessment of the Institution’s programs and

operations and seeking input from Smithsonian stakeholders and Congress. The audit

plan also includes mandatory audits, such as the annual financial statements audits that

the OIG oversees.

The Office of Investigations pursues allegations of waste, fraud, abuse, gross

mismanagement or misconduct, and violations of law that affect the Smithsonian’s

programs and operations. It refers matters of concern 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
187

of administrative misconduct to Smithsonian senior management for appropriate

disciplinary action.

EXPLANATION OF CHANGE

The FY 2025 budget request includes a net increase of $1,100,000 that provides

$280,000 for necessary pay and other related salary costs for staff funded under this 

line item, and a programmatic increase of $820,000 in funding for critical staff and 

contract audits to address information technology (IT) security and construction 

expenditures.

Management Operations Support (+$820,000)

The FY 2025 budget request includes an increase of $820,000 to support two 

essential and currently vacant, unfunded positions (a Deputy Assistant Inspector 

General for Audits and a GS-13 auditor) and to fully cover contract audits to address 

two high-risk areas (IT security and construction expenditures). The OIG does not have 

in-house expertise to conduct the IT security and construction contract audit work. 

NONAPPROPRIATED RESOURCES — The OIG received a one-time general trust 

fund allocation of $10,000 in FY 2023 to support administrative activities.
188

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 2023

ENACTED 455 119,258 0 0 0 0 0 0

FY 2025

REQUEST 455 132,724 0 0 0 0 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Facilities Operations and Maintenance

Deliver an aggressive and professional maintenance program 440 111,358 440 124,637 0 13,279

Security

Provide world-class protection for Smithsonian facilities, collections, 

staff, visitors and volunteers 15 7,900 15 8,087 0 187

Total 455 119,258 455 132,724 0 13,466

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

The Facilities Maintenance program is responsible for the maintenance and 

repair of the Institution’s physical infrastructure. The Smithsonian maintains 

approximately 13 million square feet of owned and leased facilities, including 21 

museums, nine research centers, three cultural centers, and the National Zoo and 

Conservation Biology Institute. The Institution is responsible for more than 680 buildings 

and structures, ranging from historic, one-of-a-kind landmarks and well-known 

museums to essential state-of-the-art laboratories supporting global efforts to save 

endangered species from extinction and ensure the success of cutting-edge ecological 

research. The Smithsonian also oversees more than 25,000 acres of land 

encompassing roadways, bridges, pedestrian pathways, fencing, and utilities. The task 

of maintaining these vast and varied set of facilities and infrastructure is enormous and 

mitigating maintenance backlogs is resource dependent.

The primary roles of the Facilities Maintenance program are to provide proper 

stewardship of the infrastructure required to support the Institution’s mission and to 

mitigate risks which could adversely impact the Institution’s operations or the 

preservation of our national treasures. The program’s focus is to provide proper lifecycle 

asset management to sustain facilities and infrastructure and prevent failures which 

could impact Smithsonian operations, collections, or visitor experiences. 

The Facilities Maintenance program maintains all facilities and building systems,

including heating, ventilation, and air-conditioning (HVAC); elevators/escalators;
189

electrical and plumbing systems; and roofing and interior/exterior structures; as well as

site infrastructure, utilities, grounds, and landscapes associated with Smithsonian

properties. The program also maintains systems related to electronic security, including 

access control and intrusion detection, visitor/staffing screening equipment, intercom 

systems, and perimeter barriers. The program’s mission is to provide proper 

infrastructure stewardship by operating and maintaining a safe, secure, and healthy 

environment to support the Institution’s mission and enhance the Smithsonian 

experience for all visitors. 

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. These systems are made up of 

assets with added functionality, new technology, and a more complex level of 

maintenance requirements.

The Facilities Maintenance program benchmarks its staffing and service levels 

with other museums, educational institutions, and federal agencies to ensure financial 

and personnel resources are being effectively deployed. These include meeting 

Association of Physical Plant Administrators (APPA) standards, which are the most 

commonly applied standards for educational and federal facilities, and the requirements 

set by the International Association of Museum Facility Administrators and the 

International Facility Management Association.

MEANS AND STRATEGY

The Smithsonian continues to pursue an effective life-cycle facilities maintenance 

and repair program by incorporating a cost-effective mix of planned, preventive, and 

predictive maintenance as well as corrective actions and a centrally managed program 

of maintenance and repair projects. The Smithsonian’s goal is to improve facilities 

conditions and reduce its deferred maintenance (DM) backlog, currently estimated at 

$3.3 billion, through the coordinated efforts of its Facilities Maintenance and Facilities 

Capital programs. Proper maintenance funding prevents the accelerated degradation of 

building systems and components and reduces the need and cost for major repairs. 

Through proper preventive maintenance, and by addressing identified deficiencies in a 

timely manner, the Institution can realize the anticipated useful lifespan of facilities 

systems and avoid the accelerated degradation of infrastructure and resulting higher 

costs.

The Smithsonian will continue to identify efficiencies in managing existing 

resources to improve its current level of maintenance service in the most cost-effective 

manner possible. In addition, the Smithsonian has implemented a security risk 

assessment process that identifies and improves electronic security systems and 

integrated physical security measures, striking an effective balance between providing 

for the safety and security of visitors, staff, collections, and buildings and providing for a 

welcoming visitor experience.
190

EXPLANATION OF CHANGE

The FY 2025 budget request includes an increase of $13,466,000 that provides

$4,866,000 for necessary pay and other related salary costs for staff funded under this 

line item, as well as a programmatic increase of $8,600,000 to improve facilities 

conditions, address sustainability issues, and pursue climate resilience projects. Details 

concerning this request are as follows: 

Facilities Maintenance (+$8,600,000)

Since 2020, the Institution has received more than $100 million per year in 

Facilities Maintenance funding, which has averaged approximately 1 percent of the 

Smithsonian’s Current Replacement Value (CRV) during that time. With this funding, the 

Smithsonian has supported in excess of 800 individual projects to address facilities 

deficiencies at every property across the Institution, including more than 100 projects 

valued at over $18.0 million for the National Zoo. Thanks to these substantial 

investments, we have improved the conditions of many critical building systems and 

mitigated potential impacts to collections and visitor experiences in our museums and 

research facilities.

Starting in FY 2021, the Smithsonian began implementing an improved 

methodology for completing Facilities Condition Assessments (FCAs). As a result, our 

assessments have become more accurate, additional facility deficiencies have been 

identified, and lower condition ratings and scores have been reported. Earlier this year, 

the Smithsonian hired an independent, third-party expert to evaluate our new FCA 

methodology and they confirmed the accuracy of our approach and the reported 

results. Identifying additional deficiencies enables the Institution to address such 

problems earlier before the cost of corrective action grows even higher.

To further improve the overall management of our facilities assets, starting in FY 

2022, the Smithsonian began conducting updated real property valuations, again using 

a third-party expert. Thus far, more than 60 percent of the Smithsonian’s real property 

values have been updated. As a result of these new valuations, the overall CRV of the 

Institution’s real property assets has increased by more than 39 percent, providing a 

more accurate reflection of the actual cost to replace our facilities assets in today’s 

market. 

Our efforts to improve facilities management and more accurately identify the 

conditions and value of our facilities have significantly increased our calculation of the 

DM backlog. We have recently confirmed that the Smithsonian’s deferred maintenance

backlog has grown to $3.3 billion.

While the Smithsonian has provided conscientious stewardship of its real 

property portfolio, the overall maintenance backlog continues to grow. Managing our 

facilities needs is an ongoing challenge, and we are on the right path, but it is imperative 
191

that we continue increasing Facilities Maintenance funding to address these 

deficiencies. 

Our request includes an additional $8,600,000 to improve infrastructure 

readiness and address sustainability and climate resilience; improve flood mitigation 

and stormwater management in and around the National Mall, as well as increase 

energy efficiency/management. These efforts will help address facility

conditions/resilience, slow the growth of the maintenance backlog that leads to 

inefficient building operations, and provide acceptable space for Smithsonian exhibits, 

research, collections, and staff.

The increased funding and improved facilities maintenance program will better 

prepare the Smithsonian to address current and future requirements, including the 

impacts of climate change on its facilities. Funding will be used to continue the 

evaluation and improvement of building drainage systems, improve site infrastructure to 

mitigate risks from worsening environmental conditions, implement cost-effective energy 

and water conservation projects, and improve building efficiency performance standards 

for facilities. These funds will enable the Institution to maintain necessary environmental 

conditions for the national collections and visitors, and complete repairs on life-safety 

systems; elevators; heating, ventilation, and air-conditioning (HVAC) systems; 

plumbing; roofing systems; and exterior infrastructure. Several of the Institution’s 

national museums have experienced water leaks, sewage system failures, humidity 

spikes, and other adverse impacts from failing infrastructure. With the funds requested, 

the Smithsonian will reduce the incidence of such failures and any resulting damages to 

better preserve the collections as well as the world-class reputation of an American 

institution and experience.
192

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 2023

ENACTED 1,192 258,332 10 3,263 2 735 0 0

FY 2025

REQUEST 1,192 282,058 6 3,963 4 639 0 0

Federal Resource Summary by Performance Objective and Program Category

FTEs $000 FTEs $000 FTEs $000

Facilities Operations and Maintenance

Improve facilities operations and provide a safe and healthy 

environment 547 163,162 547 181,670 0 18,508

Security

Provide world-class protection for Smithsonian facilities, collections, 

staff, visitors and volunteers 645 95,170 645 100,388 0 5,218

Total 1,192 258,332 1,192 282,058 0 23,726

Performance Objective and Program Category FY 2023 FY 2025 Change

BACKGROUND AND CONTEXT

The Facilities Operations, Security, and Support program operates, prepares, 

secures, and supports the Institution’s physical infrastructure in partnership with 

Smithsonian museums, research centers, and offices. It provides facilities services, 

operational security, and support services for approximately 13 million square feet of 

owned and leased facilities, including 21 museums, nine research centers, three cultural 

centers, and the National Zoo and Conservation Biology Institute. This program also 

stewards 180 acres of gardens which are free and open to the public 24 hours a day, 

and a greenhouse facility showcasing almost 28,000 living collection items. This funding 

is required to prepare and provide a safe, secure, clean, healthy, and welcoming 

environment for Smithsonian staff and about 25 million onsite visitors each year.

Resources within the Facilities Operations, Security, and Support program 

enable facilities preparedness and operations, including security services; emergency 

management activities; custodial work; fire protection; building system operations;

gardens and grounds care and landscaping; snow removal; pest control; refuse 

collection and disposal; vehicle fleet operations and maintenance; and safety, 

environmental, and health services. The program also supports facilities planning, 

architectural and engineering design, and real-estate services, as well as postage, 

utilities, and central rent costs.
193

MEANS AND STRATEGY

The Facilities Operations, Security, and Support program will focus its resources 

on meeting the growing operational requirements of the Institution’s property and 

programs. The Smithsonian will continue to effectively use its resources to prepare,

operate, and secure facilities and grounds, and to provide safe, healthy, clean, and 

appealing spaces to meet program needs and public expectations.

To accomplish these goals, the Smithsonian will further benchmark the 

Institution’s custodial staffing, processes, and service levels with other museums,

educational institutions, and federal facilities. The Smithsonian’s Facilities Management 

organization will refine work schedules and practices to improve efficiencies and 

outcomes to the best extent practicable with available resources and staffing. The 

program will assess and apply contract support where clear advantages can be 

achieved. In addition, supervisors will increase their use of information technology to 

better manage cleaning tasks, reporting requirements, and otherwise improve 

efficiencies and outcomes.

Besides providing an acceptable level of facilities care, the Smithsonian is 

equally committed to maintaining the highest levels of preparedness and security,

accountability, and emergency preparedness to protect staff and visitors and safeguard 

the national collections. In support of that goal, the Institution is continuing to identify 

and manage risk through advanced, integrated security systems and review strategic 

security staffing analyses for all Smithsonian facilities. The ongoing analyses address 

pay levels, equipment, training/skill requirements, armed versus unarmed coverage, 

and the appropriate mix of Smithsonian officers versus contract security guards. 

Further, through the emergency management program, staff continue to work across 

the Smithsonian to prepare for, respond to, recover from, and mitigate emergencies and 

disasters.

Finally, the Smithsonian will continue its commitment to ensure that employees 

have a safe and healthy workplace by focusing on risk mitigation to minimize the 

number of incidents and injuries; providing professional services to promote a culture of 

health and wellness; and keeping all Smithsonian facilities in compliance with local 

building codes, fire-protection and life-safety requirements, environmental regulations,

and best management practices. 

EXPLANATION OF CHANGE

The FY 2025 budget request includes an increase of $23,726,000 that provides

$10,017,000 for necessary pay and other related salary costs for staff funded under this 

line item; a net increase of $11,809,000 for utilities and other costs, which are further 

justified in the Fixed Costs section of this budget submission; and a programmatic 

increase of $1,900,000 for facilities operations, electric vehicles, and support 

requirements, as described below. 
194

Facilities Operations and Support (+$1,900,000)

Funding for facilities operations has not kept pace with increased costs during the 

past three years, which is adversely impacting the visitor experience, staff satisfaction, 

and the reputation of the Institution, as well as the nation it represents. Consequently, 

the Smithsonian is requesting additional resources to maintain an acceptable standard

of cleanliness throughout public and staff spaces.

This request would provide funding to mitigate some of the recent cost increases

for supplies, materials, equipment, and contract services for current and additional 

cleaning and support requirements. Additional resources will also enable the 

Smithsonian to fill critical vacant positions.

Despite efforts to improve efficiencies and outcomes through training and best 

practices, additional resources are required to achieve acceptable standards of service 

and cleanliness. In addition, the revitalization of spaces, including the National Air and 

Space Museum, with modern and higher gloss finishes and exhibits, which get more 

traffic and require greater time and effort for cleaning, has created more cleaning 

demands, as has the increased need to keep public areas better sanitized in 

accordance with post-pandemic protocols. 

The Smithsonian’s goal is to achieve Association of Physical Plant Administrators 

(APPA) cleanliness Level 2, Ordinary Tidiness. Currently, the Smithsonian does not 

have sufficient resources to maintain this minimally acceptable standard, resulting in a 

lack of cleanliness and sanitation in our museums and other facilities. The funds 

requested will enable the Smithsonian to improve services and cleanliness and get 

closer to our goal of returning to APPA Level 2.

The Smithsonian is committed to achieving motor-vehicle fleet transition to clean 

and zero-emission vehicles by 2030. The requested funding continues efforts to

increase the number of zero-emission vehicles in the Smithsonian fleet. The 

Smithsonian continues prioritizing the procurement of electric vehicles (including those 

with plug-in hybrid technology) and the associated charging infrastructure.
TAB 3

FACILITIES CAPITAL
195

FACILITIES CAPITAL

FY 2023 Enacted $251,645,000

FY 2025 Request $200,000,000

The Smithsonian requests $200.0 million for the Facilities Capital Program in 

FY 2025 to improve the Facilities Condition Index (FCI) of many essential facilities 

and preserve and enhance our national treasures and cultural properties for 

generations to come. 

The reduction of the Facilities Capital topline by $51.6 million (-20.5 percent) 

compared to FY 2023 Enacted levels represents a strategic decision by the Institution to 

prioritize supporting and sustaining staff and daily S&E-funded operations. This amount 

will enable the Facilities Capital Program to address the priority revitalization projects 

scheduled for FY 2025.

BACKGROUND AND CONTEXT

The Facilities Capital program supports the Smithsonian’s mission and 

represents an investment in the long-term interest of the nation. It provides modern 

facilities, often within our country’s national historic and culturally iconic buildings, to 

satisfy public programming needs, facilitate world-renowned research efforts, and 

house the priceless national collections. 

While funding for the routine maintenance and minor repairs of facilities is 

included in the Institution’s Salaries and Expenses request, the Facilities Capital 

Program’s revitalization projects support major repairs or replace declining or failed 

infrastructure to address the problems of advanced deterioration in the Smithsonian’s 

aging physical plant. Once completed, these projects mitigate the failures in building

systems which can create potentially hazardous conditions for visitors and staff, harm 

animals, damage collections, or cause the loss of precious scientific data.

The Institution uses the National Research Council’s facility condition 

assessments to calculate a FCI rating. The FCI is the industry standard for analyzing

the condition of a facility or group of facilities that may vary in terms of age, design, 

construction methods, and materials. The FCI is calculated by dividing the sum of the 

deferred maintenance (based on the assessed condition ratings) of eight building 

systems (roofs, electrical, plumbing, HVAC [or heating, ventilation, and airconditioning], conveyance equipment — such as elevators and escalators — interior

fixtures, exterior features, and structure) by the Current Replacement Value (CRV) of 

the facilities.

The estimated overall CRV for the Smithsonian’s facilities is $14.4 billion. As 

stated in the S&E section, the Smithsonian’s deferred maintenance backlog is estimated

at $3.3 billion. This results in an estimated FCI of 77 percent, putting the NRC’s FCI
196

score in the “fair” condition range. While facilities await renewal, their condition

continues to decline, resulting in adverse impacts to Smithsonian operations, 

collections, and visitor experiences, and undermining the safety of the public and staff.

EXPLANATION OF CHANGE

Facilities Capital funding is essential to realize the intended design life and full 

economic value of Smithsonian facilities and to protect the Institution’s previous 

investments in revitalizing its physical infrastructure. This budget request will enable the 

Institution to support the following projects as part of the Facilities Capital program: 

• Complete construction of the Museum Support Center’s (MSC) Pod 6 

Collections Storage Module, developed with the National Gallery of Art;

• Support numerous improvements at the National Zoo and Conservation 

Biology Institute, including renovations of the Cheetah Conservation Center, 

upgrading the Veterinary Hospital in Front Royal, Virginia, as well as multiple

safety and fire-prevention projects;

• Renovate the loading dock at the National Air and Space Museum and make 

upgrades to barrier-mounted lighting at the Udvar-Hazy Center in Northern 

Virginia;

• Restore the National Museum of Natural History building’s exterior envelope, 

repair and/or replace windows, and provide fall protection features in the 

Rotunda;

• Install a new emergency generator and continue preparations for the renewal 

of the East Wing at the National Museum of American History as well as other 

important projects, including site drainage and flood protection;

• Revitalize the garden and connecting tunnel at the Hirshhorn Museum and 

Sculpture Garden;

• Modernize and renovate numerous laboratories and buildings at the 

Smithsonian Tropical Research Institute in Panama, including upgrades to fireprotection and security systems;

• Replace old air-handling units and the MSC Pod 5 roof, as well as continue 

decontamination efforts at the Suitland Collections Center;

• Repair the stormwater system and improve the mass-notification system at the

Donald W. Reynolds Center for American Art and Portraiture;

• Repair the stone façade at the Freer Gallery of Art;

• Renew the summit bowl dormitory as well as implement ongoing safety and 

security projects at the Smithsonian Astrophysical Observatory; 

• Replace the air-handling unit at the Cooper Hewitt, Smithsonian Design 

Museum; and

• Address other safety and security hazards as well as collections housing risks 

throughout the Institution.
197

The following chart summarizes the Institution’s FY 2025 budget request for 

the highest priority Facilities Capital projects:

Federal Trust Federal Trust

Enacted Estimate Request Estimate

REVITALIZATION 

Historic Core: SIB 55.0 0.0

Smithsonian National Zoo and Conservation Biology Institute 20.4 27.8

Suitland Collections Space and Support Program 8.0 13.6

Smithsonian Tropical Research Institute 5.7 12.9

Hirshhorn Museum and Sculpture Garden 8.7 2.9 13.0 17.0

National Air and Space Museum 23.0 6.7 8.0 66.6

National Museum of American History 7.3 21.8

Smithsonian Astrophysical Observatory 1.8 5.0

National Museum of Natural History 15.3 5.8

Quadrangle 1.0 7.3

National Museum of the American Indian 2.0 3.5

Donald W. Reynolds Center 0.0 0.5 3.9

National Museum of Asian Art 0.0 3.5

Smithsonian Environmental Research Center 5.9 1.0 1.2

Cooper Hewitt, Smithsonian Design Museum 3.5 1.5

National Museum of African American History and Culture 1.0 0.6

Multiple Site Projects and General Capital Support 20.8 17.4

SUBTOTAL 179.4 11.1 146.8 83.6

PLANNING AND DESIGN 36.2 35.8

SUBTOTAL 36.2 0.0 35.8 0.0

MSC Pod 6 Collections Storage Module 36.0 17.4

SUBTOTAL 36.0 0.0 17.4 0.0

TOTAL PROGRAM 251.6 11.1 200.0 83.6

SMITHSONIAN INSTITUTION

Federal Facilities Capital Program Summary

FY 2025

CONSTRUCTION

FY 2023

CATEGORY

FY 2023 & FY 2025

($ in millions)
198

FACILITIES CAPITAL SUMMARY TABLE

The FY 2025 Budget Request supports investments in revitalization projects that

provide for the replacement of failing or failed major building systems and equipment, and 

for major renovation projects to sustain existing buildings and sites. The Facilities Capital 

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 code-compliance requirements. In 

addition, this program supports restoration, preservation, climate change resiliency, energy 

efficiency best practices, repair of historic features, and modernization of the buildings 

needed to support current programs and sustain the viability of the Institution’s physical 

plant. Projects listed on the Multiple Locations line item cover several facilities or have a 

total cost to the Museum and/or research center of less than $1.0 million. These projects 

usually involve capital repair or replacement of individual systems or components. 

Facility Project $000

Smithsonian National Zoo and 

Conservation Biology Institute (NZCBI)

NZCBI-DC (Rock Creek Park):

Renovate Cheetah Conservation Station

Provide Accessible Walkway

Provide Reptile Discovery Center Swing Space

Stabilize Creek and Bridge Abutments

NZCBI-VA (Front Royal):

Renew Veterinary Hospital

Upgrade Post Area Utilities 

Upgrade Barn Envelopes

Modernize Campus-wide Electronic Security

Abate and Demolish Unsafe Structures

 Total 

12,000

3,000

3,000

2,000

5,000

1,000

1,000

500

300

27,800

Suitland Collections Center (multiple 

facilities)

Replace Lab and Storage Pod Air-Handling 

Units (AHUs)

Replace Pod 5 Roof

Revitalize Elevators in Pods 1, 2, and 3

Decontaminate Collections — Building 16 

Repair Sprinkler System — MSC Pods 1, 2, 

and 4

 Total

6,200

4,420

1,500

1,000

500

13,620
199

Facility Project $000

Smithsonian Tropical Research Institute Revitalize Naos Laboratory Buildings

Renovate Tupper Laboratory 

Improve Fire-Protection System, Gamboa

Revitalize Building 56, Gamboa

Improve and Replace Structures, Culebra

Improve Safety and Security, Culebra

Replace Canopy Crane, San Lorenzo

 Total

6,000

2,700

1,500

1,000

600

600

500

12,900

Hirshhorn Museum and Sculpture Garden Revitalize Sculpture Garden and Tunnel 13,000

National Air and Space Museum Renovate Loading Dock

Upgrade Barrier-Mounted Lighting, Udvar-Hazy

Center 

 Total

6,000

2,000

8,000

National Museum of American History Renovate East Wing, Floors 2–4

Install Emergency Generator

Relocate Security Command Center 

Replace Collection Storage AHUs

Improve Site Drainage and Flood Protection

Replace Lower-Level Air-Handling Unit

 Total

8,000

5,000

3,100

2,150

2,000

1,500

21,750

Smithsonian Astrophysical Observatory Replace Summit Bowl Dormitory, SAO-AZ

Remediate Pests and Security Threats at Base 

Camp Administration Building, FLWO

 Total

4,000

1,000

5,000

National Museum of Natural History Restore Main Building Exterior Envelope

Repair and Replace Windows

Provide Rotunda Fall Protection Features

 Total

2,000

2,000

1,800

5,800

Quadrangle Upgrade Electronic Security, Quad and FGA

Replace Steam Humidification System

Replace Track Lighting at International Gallery

 Total

5,500

1,550

300

7,350

National Museum of the American Indian Upgrade Electrical and Emergency Power, NY 3,500

Donald W. Reynolds Center for American 

Art and Portraiture

Repair Combined Sanitary/Storm Sewer 

Provide Mass-Notification System 

 Total

 2,000

1,900

3,900
200

Facility Project $000

National Museum of Asian Art Repair Stone Façade, Phase 2

Replace Exterior Light Fixtures at 12th Street

 Total

2,600

900

 3,500

Smithsonian Environmental Research 

Center 

Improve Dock Road Safety

 

1,200

Cooper Hewitt, Smithsonian Design 

Museum (CHSDM)

Replace AHU 1,500

National Museum of African American 

History and Culture

Replace Exterior Lighting at Entrance Canopy 600

Multiple Locations Building Projects Less than $1,000,000 and 

Miscellaneous Repairs

Construction Supervision and Administration,

(Multiple Projects)

 Total

8,400

9,000

17,400

TOTAL, REVITALIZATION PROJECTS $146,820

TOTAL, FACILITIES PLANNING AND DESIGN $35,800

Construction

Suitland — Museum Support Center (MSC) Construct Pod 6 17,380

 

 TOTAL, CONSTRUCTION $17,380

TOTAL, FY 2025 BUDGET REQUEST $200,000
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REVITALIZATION PROJECTS

PROJECT TITLE: Renovate Cheetah Conservation Station (CCS)

INSTALLATION: National Zoo and Conservation Biology Institute (NZCBI)

LOCATION: Washington, DC 

FY 2025 COST ESTIMATE (Thousands of Dollars): $12,000*

PRIOR-YEAR FUNDING: $6,500*

ESTIMATED FUTURE-YEAR FUNDING: $9,000*

Total $27,500*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND:

Since 1891, various architects, including Olmsted Associates, created the National Zoo 

as we know it today. In contrast with earlier zoos which focused on displaying caged animals 

to the public, the Zoo in Rock Creek Park was formed for the care and conservation of 

endangered species in a more naturalistic habitat. For this purpose, landscape architect 

Frederick Law Olmsted (of New York City’s Central Park fame) was chosen to plan a system 

of paths winding gently through the steeply sloped, verdant park. Fellow Boston architect 

William Ralph Emerson designed a few of the early animal houses, such as the Buffalo Barn 

and the first Lion House. These buildings, made of rustic, local stone or wood, reflect the 

natural features of Rock Creek Park and were meant to evoke images of the American 

wilderness.

The National Zoo’s 2008 Comprehensive Facilities Master Plan (CFMP) calls for a 

series of major capital renewal projects to be executed in order of priority during the six to 11 

years the plan is in effect. Much progress has been made with renewing the failing buildings, 

but there are several facilities which remain a priority for renewal, including the Cheetah 

Conservation Station.

PROJECT JUSTIFICATION:

Much of the CCS area has old and failing infrastructure. The site’s failing stormwater 

and sanitary utilities are harming animal welfare, with standing water and sanitary water 

backups. Over time, these conditions have damaged adjacent systems and structures, 

requiring a full building and site revitalization, including replacement of sidewalks and shelters. 

The mechanical, electrical, and plumbing systems can no longer be repaired, and their 

dilapidated condition is causing significant issues with plumbing backups and insufficient 

heating, cooling, and humidification. In addition, the public and staff areas are deteriorating, 

causing unsafe working conditions. The animal habitats and housing are also inadequate, 

causing animal welfare and safety concerns and interfering with appropriate behaviors and 

reproduction of the living collection. In many areas, erosion has caused tripping hazards and 

unsafe working conditions. This work is necessary to keep the facilities code-compliant with 

the constantly evolving animal care standards required to maintain accreditation by the 

Association of Zoos and Aquariums (AZA) and by the United States’ Department of 

Agriculture (USDA).
202

PROJECT DESCRIPTION:

The Smithsonian requests $12.0 million in FY 2025 to continue renovating the CCS 

with mechanical, electrical, and plumbing (MEP) system upgrades, security and related 

building infrastructure improvements, stormwater management and yard renovations, added 

containment fencing, and pedestrian surface repairs. As part of this project, nearly all site and 

building infrastructure will be revitalized, which will restore operational functionality and 

support animal care needs. In addition, this project will address problems due to erosion 

caused by intense storm run-off, which requires replacing and raising the structural foundation 

for the station to prevent future deterioration. The containment fence, visitor barriers, and 

security systems will be replaced in response to AZA inspections and recommendations, and 

to reduce the deferred maintenance backlog. Structural improvements will be made to 

address the safety of maintenance workers and support best practices in animal welfare and 

management of their habitats and housing.

PROGRESS TO DATE:

The initial design report was completed in November of 2021. The 100 percent design 

documents were submitted May of 2023. Additional scope was included in a revised set of 

design drawings that were completed in December of 2023. The early construction package 

contract for the Kudu yard was awarded in September of 2023. The Hornbill Hut will be 

awarded in the third quarter of 2024. 

IMPACT OF DELAY: 

A delay in renovating the CCS could threaten the National Zoo’s AZA accreditation and 

damage the Institution’s reputation and mission. System failures will result in unnecessary 

operational emergency responses which are costly, disruptive, and preventable. Conditions 

for animal welfare and safety in yards are currently unacceptable and, if left at current 

standards, the CCS will have to be shut down. The impact of design delays would prevent the 

project from coordinating the movement of animals and negatively affect the guest 

experience.
203

PROJECT TITLE: Provide Accessible Walkway at Great Flight Aviary

INSTALLATION: National Zoo and Conservation Biology Institute (NZCBI)

LOCATION: Washington, DC

FY 2025 COST ESTIMATE (Thousands of Dollars): $3,000*

ESTIMATED FUTURE-YEAR FUNDING: $2,000*

Total $5,000*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

Since 1891, various architects, including Olmsted Associates, created the National 

Zoo as we know it today. In contrast with earlier zoos which focused on displaying caged 

animals to the public, the Zoo in Rock Creek Park was formed for the care and 

conservation of endangered species in a more naturalistic habitat. For this purpose, 

landscape architect Frederick Law Olmsted (of New York City’s Central Park fame) was 

chosen to plan a system of paths winding gently through the steeply sloped, verdant park. 

Fellow Boston architect William Ralph Emerson designed a few of the early animal 

houses, such as the Buffalo Barn and the first Lion House. These buildings, made of 

rustic, local stone or wood, reflect the natural features of Rock Creek Park and were meant 

to evoke images of the American wilderness. The Great Flight Aviary project was 

completed in the 1960s and consists of six parabolic steel arches that form a circle 

approximately 130 feet in diameter, with a central mast height of nearly 90 feet.

PROJECT JUSTIFICATION:

As constructed in the 1960s, a concrete bridge connects the Bird House and the Great 

Flight Aviary (GFA) above ground level. Egress to the upper grade is only available using a 

staircase. Modifying access to the bridge is required to comply with current ADA guidelines. 

The natural flow of the exhibit directs visitors to the GFA bridge. However, currently, the GFA 

bridge has no universally accessible walkway for guests with disabilities and people with 

strollers.

PROJECT DESCRIPTION:

The Smithsonian requests $3.0 million in FY 2025 to continue the project for an 

accessible, ADA-compliant walkway from the historic bridge connecting the GFA and the Bird 

House Plaza.

PROGRESS TO DATE: 

A contract was awarded for preliminary design in the third quarter of FY 2023. Several 

concept design options were considered. Following internal and external consultations, there 

was consensus on the preferred option. Further design development will be awarded in FY 

2024. 

IMPACT OF DELAY: 

Delaying this project pushes back the Zoo’s ability to meet code compliance and ADA 

regulations that require a safe, accessible means of travel for all patrons of this facility. 
204

PROJECT TITLE: Provide Reptile Discovery Center Swing Space

INSTALLATION: National Zoo and Conservation Biology Institute (NZCBI)

LOCATION: Washington, DC

FY 2025 COST ESTIMATE (Thousands of Dollars): $3,000*

Total $3,000*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

Since 1891, various architects, including Olmsted Associates, created the National Zoo 

as we know it today. In contrast with earlier zoos which focused on displaying caged animals 

to the public, the Zoo in Rock Creek Park was formed for the care and conservation of 

endangered species in a more naturalistic habitat. For this purpose, landscape architect 

Frederick Law Olmsted (of New York City’s Central Park fame) was chosen to plan a system 

of paths winding gently through the steeply sloped, verdant park. Fellow Boston architect 

William Ralph Emerson designed a few of the early animal houses, such as the Buffalo Barn 

and the first Lion House. These buildings, made of rustic, local stone or wood, reflect the 

natural features of Rock Creek Park and were meant to evoke images of the American 

wilderness. 

PROJECT JUSTIFICATION:

The historic Reptile House opened in 1931 and has not had a major renovation since 

1980, more than 40 years ago. In recent years, only minimal repairs have been made as 

necessary to keep the building safely open to the public and staff. Rehabilitation of the 

structure is long overdue. This building’s current Facility Index Rating is 26 percent out of 100

percent, ranking it lowest and in the poorest condition of all animal buildings on the 

Washington, DC campus.

PROJECT DESCRIPTION:

The Smithsonian requests $3.0 million in FY 2025 for the relocation of the living 

collections of the Reptile Discovery Center exhibit prior to the major renewal of the historic 

Reptile House. The swing space project involves modifying as many as seven existing 

facilities within the Rock Creek NZCBI campus, including interior fit out and building system 

upgrades to make those spaces habitable for animals. Some of the reptiles in the living 

collections will be relocated to public areas of the Amazonian Building to keep them on 

display. In addition to the facility modifications, the project includes the cost of moving the 

living collections and their habitats to secure swing space storage areas.

PROGRESS TO DATE: 

The Program of Requirements for the new Amphibian and Reptile Conservation

Center in the historic Reptile House was completed in September of 2023. Planning and 

design for the predecessor swing space project will be completed in FY 2024. Modification of 

those swing space areas and relocation of existing animals and staff currently housed in the

Reptile Discovery Center will follow in FY 2025, enabling the major renewal construction for 

the Amphibian and Reptile Conservation Center to commence in FY 2028.

IMPACT OF DELAY: 

A delay in this relocation effort will prevent the NZCBI from starting the larger 

renovation of the historic Reptile House.
205

PROJECT TITLE: Stabilize Creek and Bridge Abutments

INSTALLATION: National Zoo and Conservation Biology Institute (NZCBI)

LOCATION: Washington, DC

FY 2025 COST ESTIMATE (Thousands of Dollars): $2,000*

ESTIMATED FUTURE-YEAR FUNDING: $500*

Total $2,500*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

Since 1891, various architects, including Olmsted Associates, created the National 

Zoo as we know it today. In contrast with earlier zoos which focused on displaying caged 

animals to the public, the Zoo in Rock Creek Park was formed for the care and 

conservation of endangered species in a more naturalistic habitat. For this purpose, 

landscape architect Frederick Law Olmsted (of New York City’s Central Park fame) was 

chosen to plan a system of paths winding gently through the steeply sloped, verdant park. 

Fellow Boston architect William Ralph Emerson designed a few of the early animal 

houses, such as the Buffalo Barn and the first Lion House. These buildings, made of 

rustic, local stone or wood, reflect the natural features of Rock Creek Park and were meant 

to evoke images of the American wilderness. 

PROJECT JUSTIFICATION:

In early 2020, it was discovered that settlement of the road and curb near the 

Amazonia exhibit was causing cracks and deterioration to the road’s pavement. Monitoring of 

that section of roadway indicates that the settlement is continuing at a rapid rate. This 

settlement is believed to be caused by erosion of the bank by Rock Creek, which is located 

approximately four feet off the back of the curb. The embankment needs to be stabilized to 

stop the settlement of the roadway.

PROJECT DESCRIPTION:

The Smithsonian requests $2.0 million in FY 2025 for repair and restoration of 

abutments at two bridges located at the Zoo: the Beach Drive Bridge, built around 1901, and 

the Stone Bridge, built around 1913. The Beach Drive Bridge is publicly accessible and is a 

secondary entry and exit point for the Zoo during high visitation season. The Stone Bridge is a 

staff-only bridge that connects Research Hill to the main Zoo. Both bridges are inspected 

every two years under the National Bridge Inspection Standards (NBIS). 

Documentation on the bridges is very limited, making it hard to determine what the 

foundation system is for either of these two bridges, which puts them into a Scour Critical 

determination under the NBIS. The bridge abutments need to be reinforced to mitigate their

weakening due to hydrodynamic scour, or erosion of soil at their base, which could 

compromise the integrity of the structure and the contiguous North Road.

The North Road is the primary circulation corridor at the Zoo. It starts at the 

Connecticut Avenue entrance and ends at the Stone Bridge near the Amazonia exhibit, with 

intersections at the Service Drive near Lot C, the Beach Drive entrance road, and the Harvard 

Street entrance road. North Road is open to the public between Connecticut Avenue and Lot 
206

D, at which point it becomes a staff road providing access to Research Hill and the Adams Mill 

entrance.

PROGRESS TO DATE:

Conceptual design options have been presented and one has been selected for further 

development. Final design is ongoing.

 

IMPACT OF DELAY:

If not addressed, larger sections of the road will be impacted, potentially leading to road 

failure and ultimately closure of the main thoroughfare in the Zoo.
207

PROJECT TITLE: Renew Veterinary Hospital

INSTALLATION: National Zoo and Conservation Biology Institute (NZCBI) 

LOCATION: Front Royal, Virginia

FY 2025 COST ESTIMATE (Thousands of Dollars): $5,000*

PRIOR-YEAR FUNDING: $7,700*

ESTIMATED FUTURE-YEAR FUNDING: $2,400*

Total $15,100*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

The Smithsonian Conservation Biology Institute (SCBI) is a 3,200-acre facility located in 

the foothills of the Blue Ridge Mountains in Front Royal, Virginia. This facility houses between 

30 to 40 endangered species at any given time, and includes a Geographic Information 

System (GIS), endocrine and gamete labs, veterinary clinic, radio tracking lab, 14 field stations, 

and biodiversity monitoring plots, as well as a conference center, dormitories, and education 

offices. The SCBI was originally an army remount station. Construction began in 1911 and by 

1916 the complex contained officers’ quarters, barns, and stables on vast acreage. Primarily 

used to breed horses for use by the U.S. Army, the complex was active during World War II as 

a prisoner-of-war camp for captured German soldiers. Many of the original structures still stand 

and have been repurposed to accommodate the research in rare and endangered animals. 

The Veterinary Hospital supports research and care for various species of zebras, onagers, 

Przewalski’s horses, maned wolves, cheetahs, red pandas, and clouded leopards. 

PROJECT JUSTIFICATION:

The Veterinary Hospital has not been renovated since it was constructed in 1985 

and lacks adequate fire protection, compliance with ADA requirements, and modern 

electrical and mechanical distribution systems. The rehabilitation of the Veterinary Hospital 

at the SCBI is an integral part of the 2008 Front Royal Comprehensive Facilities Master 

Plan and will provide optimal operation of laboratory space, operating theaters, office 

space, animal quarantine area(s), and the pharmacy.

PROJECT DESCRIPTION:

The Smithsonian requests $5.0 million in FY 2025 for the rehabilitation of the 13,250-

square-foot Veterinary Hospital at the SCBI to support a modern facility that will allow state-ofthe-art veterinary care for the animals. In addition to extensive interior upgrades, this project 

creates an exterior fenced animal enclosure to facilitate observation of the animals after they 

are treated. Also, the existing ambulance discharge area will be covered to protect animal 

care staff from snow and rain, which is needed when they must maneuver large, hooved 

animals from the transportation unit into the facility. 
208

PROGRESS TO DATE:

Design work began in the fourth quarter of FY 2022. The early design package for the 

Endocrine relocation portion was completed in the third quarter of FY 2023, with the

construction award expected in October of 2024. Final design for the remaining renewal will 

be completed in mid-2024, followed by construction procurement and award anticipated in the 

fourth quarter of FY 2024.

IMPACT OF DELAY: 

Delaying the renewal and rehabilitation of the Veterinary Hospital at the SCBI could

result in lack of proper care to the animals, including the potential emergency situations 

that could harm the animals in the care of the Smithsonian. Such emergency situations 

would incur additional, preventable, and unnecessary higher costs. A delay might also 

cause a loss of vital scientific research essential to the survival of rare and endangered 

species.
209

PROJECT TITLE: Upgrade Post Area Utilities

INSTALLATION: National Zoo and Conservation Biology Institute (NZCBI) 

LOCATION: Front Royal, Virginia

FY 2025 COST ESTIMATE (Thousands of Dollars): $1,000*

PRIOR-YEAR FUNDING: $4,800*

ESTIMATED FUTURE-YEAR FUNDING: $1,000*

Total $6,800*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

The Smithsonian Conservation Biology Institute (SCBI) is a 3,200-acre facility 

located in the foothills of the Blue Ridge Mountains in Front Royal, Virginia. This facility 

houses between 30 and 40 endangered species at any given time, and includes a 

Geographic Information System (GIS), endocrine and gamete labs, veterinary clinic, radio 

tracking lab, 14 field stations, and biodiversity monitoring plots, as well as a conference 

center, dormitories, and education offices. Purchased by the U.S. Government in 1911,

the SCBI was originally an army remount station primarily used to breed horses for use by 

the U.S. Army. The complex was active during World War II as a prisoner-of-war camp for 

captured German soldiers. Many of the original structures still stand and have been 

repurposed to support endangered animal research.

PROJECT JUSTIFICATION:

The SCBI prepared a comprehensive utilities master plan in 2008 as the basis for 

designing an upgraded utility infrastructure to support the entire campus for water, sewer, 

electric, and telecommunications systems and storm drains. The existing electrical, 

sewer, water supply, and telecommunications distribution systems have reached the end 

of their useful service lives. The utility infrastructure systems are prone to failure and 

unreliable service, which include unexpected power loss and mission interruption. The 

onsite sewer system is made of terra cotta or vitrified clay construction that is between 60 

and 100 years old and subject to sewer breaks at various locations on campus.

PROJECT DESCRIPTION:

The Smithsonian requests $1.0 million in FY 2025 to continue utility infrastructure 

upgrades. Approximately 3,400 feet of new 4- or 6-inch lateral and submain sewers and 

18 sanitary manholes are required to replace the existing onsite collection system and 

extend the sewer collection system along the crane yards from the main campus. Based 

on the age and condition of the existing onsite overhead electric distribution system, and 

the numerous code-related deficiencies, most of the system will need to be replaced, 

including the overhead electric distribution system. Additionally, a new underground 

electric distribution system will be installed. 

 

PROGRESS TO DATE:

Over the past decade, improvements have been completed, including upgraded 

domestic water supply and storm and sanitary sewer lines, and burial of power and 

telecommunications lines. For the next phase of implementation, procurement documents 

are being prepared for award of upgrades to the medium voltage power system upgrades 

in FY 2024. 
210

IMPACT OF DELAY: 

The utility infrastructure systems have reached the end of their useful service life 

and are prone to systematic failures. Large-scale utility disruptions could occur if this 

comprehensive overhaul is not completed soon, potentially creating risks for staff and 

the many animals in their care, including endangered species.
211

PROJECT TITLE: Upgrade SCBI Barn Envelopes

INSTALLATION: National Zoo and Conservation Biology Institute (NZCBI) 

LOCATION: Front Royal, Virginia

FY 2025 COST ESTIMATE (Thousands of Dollars): $1,000*

PRIOR-YEAR FUNDING: $1,000*

Total $2,000*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

The Smithsonian Conservation Biology Institute (SCBI) is a 3,200-acre facility located 

in the foothills of the Blue Ridge Mountains in Front Royal, Virginia. This facility houses 

between 30 and 40 endangered species at any given time and includes a Geographic 

Information System (GIS), endocrine and gamete labs, veterinary clinic, radio tracking lab, 14 

field stations, and biodiversity monitoring plots, as well as a conference center, dormitories, 

and education offices. The SCBI was originally an army remount station. Construction began 

in 1911 and by 1916 the complex contained officers’ quarters, barns, stables, and a racetrack 

on vast acreage. Primarily used to breed horses for use by the U.S. Army, the complex was 

active during World War II as a prisoner-of-war camp for captured German soldiers. Many of 

the original structures still stand and have been repurposed to support the research of animal 

life.

PROJECT JUSTIFICATION:

The Meade Barn and Shelter, and Whooping Crane outdoor enclosures, have old and 

failing infrastructure. There are a wide range of issues such as the degradation of secondary 

fencing and associated hardware; and degradation of drainage infrastructure, including 

culvert failure and erosion. Up to 20 culverts require replacement. Mechanical, plumbing, and 

electrical upgrades/repairs are required, including the burial of piping and conduits.

PROJECT DESCRIPTION:

The Smithsonian requests $1.0 million in FY 2025 for renovations to the Meade Barn 

and Shelter, and Whooping Crane outdoor enclosures. 

PROGRESS TO DATE:

Whooping Crane enclosure construction documents are complete. The construction 

contract was awarded in September of 2023. Conceptual designs for several other areas are 

in progress, along with test pits for structural evaluation of the Meade Barn. 

IMPACT OF DELAY: 

Delaying these improvements and repairs would leave highly endangered species 

vulnerable to wild animal predation and escape, as well as cause harm to visitors, staff, and 

animals. In addition, failure to upgrade the barn envelopes could result in the need for 

emergency repairs, which are costly, disruptive, and preventable. 
212

PROJECT TITLE: Modernize Campus-wide Electronic Security

INSTALLATION: National Zoo and Conservation Biology Institute (NZCBI) 

LOCATION: Front Royal, Virginia

FY 2025 COST ESTIMATE (Thousands of Dollars): $500*

PRIOR-YEAR FUNDING: $500*

Total $1,000*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

The Smithsonian Conservation Biology Institute (SCBI) is a 3,200-acre facility located 

in the foothills of the Blue Ridge Mountains in Front Royal, Virginia. This facility houses 

between 30 and 40 endangered species at any given time and includes a Geographic 

Information System (GIS), endocrine and gamete labs, veterinary clinic, radio tracking lab, 14 

field stations, and biodiversity monitoring plots, as well as a conference center, dormitories, 

and education offices. The SCBI was originally an army remount station. Construction began 

in 1911 and by 1916 the complex contained officers’ quarters, barns, stables, and a racetrack 

on vast acreage. Primarily used to breed horses for use by the U.S. Army, the complex was 

active during World War II as a prisoner-of-war camp for captured German soldiers. Many of 

the original structures still stand and have been repurposed to support the research of animal 

life.

PROJECT JUSTIFICATION:

The current security systems are antiquated or nonexistent in some locations, and 

many do not comply with modern Smithsonian security standards.

PROJECT DESCRIPTION:

The Smithsonian requests $500,000 in FY 2025 to upgrade electronic security and 

closed-circuit television (CCTV) at multiple buildings and sites on campus.

PROGRESS TO DATE:

Design is complete for Site 12, which includes clouded leopards, red pandas, and 

cheetah areas, and that scope is currently under construction. The next phase for the 

Ravinus area is under design and will be ready for construction procurement in the fourth 

quarter of FY 2024.

IMPACT OF DELAY: 

Delaying these improvements and repairs could leave highly endangered species 

vulnerable to wild animal predation and escape, as well as cause harm to visitors, staff, 

and animals.
213

PROJECT TITLE: Abate and Demolish Unsafe Structures

INSTALLATION: National Zoo and Conservation Biology Institute (NZCBI) 

LOCATION: Front Royal, Virginia

FY 2025 COST ESTIMATE (Thousands of Dollars): $300*

ESTIMATED FUTURE-YEAR FUNDING: $300*

Total $600*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

The Smithsonian Conservation Biology Institute (SCBI) is a 3,200-acre facility located in 

the foothills of the Blue Ridge Mountains in Front Royal, Virginia. This facility houses between 

30 to 40 endangered species at any given time, and includes a Geographic Information 

System (GIS), endocrine and gamete labs, veterinary clinic, radio tracking lab, 14 field stations, 

and biodiversity monitoring plots, as well as a conference center, dormitories, and education 

offices. The SCBI was originally an army remount station. Construction began in 1911 and by 

1916 the complex contained officers’ quarters, barns, and stables on vast acreage. Primarily 

used to breed horses for the U.S. Army, the complex was active during World War II as a 

prisoner-of-war camp for captured German soldiers. Many of the original structures still stand 

and have been repurposed to support the research in rare and endangered animals. 

PROJECT JUSTIFICATION:

Demolition is required for two buildings no longer in use, which have been condemned 

by the Smithsonian’s Office of Safety, Health, and Environmental Management (OSHEM).

PROJECT DESCRIPTION:

The Smithsonian requests $300,000 in FY 2025 for the demolition of two coal storage 

buildings no longer in use. They have been condemned by the OSHEM and create potential 

safety hazards.

PROGRESS TO DATE: 

The scope definition of this project is anticipated in the second quarter of FY 2024.

IMPACT OF DELAY: 

Delaying the project puts these two buildings at risk of collapse, thereby putting staff at 

risk of injury.
214

PROJECT TITLE: Replace Laboratory and Storage Pod Air-Handling Units 

INSTALLATION: Museum Support Center (MSC) 

LOCATION: Suitland Collections Center (SCC), Suitland, Maryland

FY 2025 COST ESTIMATE (Thousands of Dollars): $6,200*

PRIOR-YEAR FUNDING: $24,200*

ESTIMATED FUTURE-YEAR FUNDING: $11,000*

 

Total $41,400* 

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND:

The Museum Support Center (MSC) at the Institution’s SCC is the Smithsonian’s 

largest collections storage facility. Opened in 1983, the three-story structure has five 

separate storage areas (pods), as well as laboratories and office areas to support the care 

and analysis of the Institution’s valuable collections of objects and documents. The 

storage pods and labs/offices are separated by an access corridor (known as the “Street”) 

that allows movement of objects within the building.

PROJECT JUSTIFICATION:

Eleven of the air-handling units (AHUs) supporting the heating, ventilation, and airconditioning (HVAC) system in Pods 1, 2, and 4, the “Street,” and the lab/office areas are 

original to the building and have exceeded their useful lives. They urgently require 

replacement. This is the third of four phases associated with the AHU replacement 

program established in 2017. The units service Pod 1 and the Street space (corridor) and 

maintaining stable environmental conditions in these spaces is critical. The existing units 

are approximately 40 years old and have far surpassed their life expectancy of 25 years. 

In addition to improving system reliability, serviceability, and controllability, the modern 

units will reduce energy consumption and total operating costs while improving the comfort 

of occupants and indoor air quality. Environmental benefits include the use of modern 

Environmental Protection Agency-approved refrigerants (having lower ozone-depletion 

potential) and reduced total carbon emissions. 

PROJECT DESCRIPTION: 

The Smithsonian requests $6.2 million in FY 2025 to continue replacing three AHUs 

located in Pod 1 and the “Street” circulation corridor. The AHU replacements were 

programmed to be completed in four consecutively sequenced projects. Each multi-year 

project will be funded over approximately two years. Phase 3 is the third of the four 

sequenced projects. The AHUs will be replaced sequentially to ensure that the controlled 

collections environment is maintained in the facility throughout the process. 

PROGRESS TO DATE:

The design for the pod AHU replacement was completed in June of 2017 and 

designs for the lab/office and “Street” AHU replacements were completed in January of 

2020 and then refreshed in 2023 to ensure they were accurate relative to existing 
215

conditions and building codes. The contract for construction of the first project (in Labs 3 

and 4), funded in FYs 2020 and 2021, was awarded in September of 2020 and is now 

complete. Phase 2 in the sequence was awarded in FY 2022 with a projected completion 

date in July of 2024. This current project (Phase 3) specifically replaces the AHUs in Pod 1 

and the corridors, with funding in FYs 2024, 2025, and 2026. The final project phase 

(Phase 4) will follow in FYs 2026 and 2027. The Phase 3 construction contract will be 

awarded by the fourth quarter of 2024. 

IMPACT OF DELAY: 

Failure to continue replacing the AHUs in a timely manner will put the facility’s 

collections environment, and the priceless objects contained in the facility, at risk. The 

existing units are unreliable, maintenance intensive, and inefficient. Continued operation of 

these units diminishes facilities’ reliability and increases total operational costs (in terms of 

repairs, energy consumption, and limited controllability). 
216

PROJECT TITLE: Replace Pod 5 Roof 

INSTALLATION: Museum Support Center (MSC) 

LOCATION: Suitland Collections Center (SCC), Suitland, Maryland

FY 2025 COST ESTIMATE (Thousands of Dollars): $4,420*

Total $4,420*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND:

The Museum Support Center (MSC) at the Smithsonian’s SCC is the Institution’s 

largest collections storage facility. Opened in 1983, the three-story structure has five 

separate storage areas (pods), as well as laboratories and office areas to support the 

care and analysis of the valuable collections of objects and documents. 

PROJECT JUSTIFICATION:

The roofing systems have surpassed their expected service life and require 

replacement to ensure continued protection of collections. In 2017, a campus-wide roof 

assessment was completed. This engineering study established an estimated five years 

of remaining service life for the Pod 5 roof and recommended replacement by 2022. A 

major roof failure would cause significant damage to the stored collections and interior 

building systems and may also displace occupants and disrupt building functions. Some 

water ponding on the roof has been identified, which increases the risk of moisture 

infiltration. Corrosion on the interior side of the roof decking is also evident and may be 

caused by moisture infiltration and/or condensation due to high thermal conductivity (that 

is, poor insulation). 

PROJECT DESCRIPTION:

The Smithsonian requests $4.420 million in FY 2025 to replace the Pod 5 

roofing system with a more durable modern system. The project will also improve 

drainage by adding tapered insulation to the roof to mitigate ponding and improve the 

integrity of the thermal envelope. All flashings will be replaced, including penetrations, 

curbs, and perimeters. The new roofing system will comply with current building code 

standards. New insulation will improve the thermal envelope and result in improved 

occupant comfort and reduced energy consumption.

PROGRESS TO DATE:

Construction documents were completed in December of 2022. The project is 

ready for construction procurement. 

IMPACT OF DELAY:

Roofing systems have a limited service life that can vary substantially based on the 

system type, installation workmanship, lifecycle maintenance, and environmental 

conditions such as exposure to sunlight, wind, and snow. Comprehensive failure often 

occurs suddenly, causing significant damage to interior building systems and objects. A 

major roof failure would cause significant damage to the stored collections and interior 

building systems and may also displace occupants and disrupt building functions. 
217

PROJECT TITLE: Revitalize Elevators in Pods 1, 2, and 3 

INSTALLATION: Museum Support Center (MSC) 

LOCATION: Suitland Collections Center (SCC), Suitland, Maryland

FY 2025 COST ESTIMATE (Thousands of Dollars): $1,500*

Total $1,500*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND:

The Museum Support Center (MSC) at the Smithsonian’s SCC is the Institution’s 

largest collections storage facility. Opened in 1983, the three-story structure has five 

separate storage areas (pods), as well as laboratories and office areas to support the 

care and analysis of the valuable collections of objects and documents. The storage pods 

and labs/offices are separated by an access corridor (known as the “Street”) that allows 

movement of objects within the building. Three original (circa 1983) elevators provide 

occupant and materials movement between the building levels. 

PROJECT JUSTIFICATION:

The elevator systems are original to the building and have substantially exceeded 

their expected service life. They require frequent maintenance to keep operating. 

Unreliable elevator service causes concern for life-safety and occupant accessibility. The 

original elevator manufacturer is no longer in operation, which makes it difficult to find 

replacement parts for the old elevators, as is finding trained technicians who can 

complete maintenance and repairs on such equipment. The associated costs for 

maintenance and repairs exceed typical costs for modern units. 

PROJECT DESCRIPTION:

The Smithsonian requests $1.5 million in FY 2025 to modernize the existing 

elevators and associated power systems in Pods 1, 2, and 3. The existing cabs will be 

reutilized; however, all other systems will be updated with modern equipment, including 

door controls, pumps, pistons, cabling, fans, and a new emergency call system. Work 

will be limited to a single elevator at a time, allowing the other two elevators to keep 

operating. All work is expected to be completed in a single phase of about 12 months.

Because this is a refurbishment project, limited engineering design may include a code 

review to ensure compliance with all applicable and relevant industry codes.

PROGRESS TO DATE:

The project will be executed under the existing elevator maintenance and service 

contract. Work elements include necessary modernization of the elevator units to meet

current life-safety and building codes. A scope of work has been issued to the contractor 

and a formal cost proposal for all three elevators was received in December of 2023. An 

updated proposal will be required for award in FY 2025.

IMPACT OF DELAY:

The 40-year-old elevator systems have far surpassed their expected service life. 

Failure of the old equipment and systems presents a life-safety concern that includes rider 
218

entrapment, failure of cable/brake systems, and failure of emergency call systems. 

Reduced reliability of the elevators presents an accessibility issue for impaired occupants. 

Costs associated with continued maintenance and repairs of the outdated units exceed 

those of modern units so a delay would result in the MSC incurring higher maintenance 

expenses.
219

PROJECT TITLE: Decontaminate Objects in Building 16 

INSTALLATION: Building 16, Silver Hill Facility (SHF) 

LOCATION: Suitland Collections Center (SCC), Suitland, Maryland

FY 2025 COST ESTIMATE (Thousands of Dollars): $1,000*

PRIOR-YEAR FUNDING: $2,000*

ESTIMATED FUTURE-YEAR FUNDING: $10,700*

 Total $13,700*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND:

A study of the Smithsonian’s collections storage space has identified the SCC, 

specifically, the Garber collections storage site, as having almost half of the Smithsonian’s 

below-acceptable collections space. Much of the more than 230,000 square feet of space, 

including Building 16, is compromised by hazardous materials in and around the 

collections.

PROJECT JUSTIFICATION:

Building 16 contains collections which have been contaminated with asbestos from 

the interior building insulation. Encapsulation systems to shield the objects from the 

asbestos have failed and only a few highly trained and qualified Smithsonian staff are 

permitted in the building. The collections within the building are not available for research, 

exhibition, display, or loan, and are off limits to academia and the public. Funds received in 

FY 2017 and earlier were used to build temporary collections storage swing space and to 

decontaminate collections in other buildings. Building 16 is the next logical phase in this 

sequence. This project will decontaminate the collections objects in Building 16 and move 

them to a suitable storage location at the recently decontaminated and renovated Building 

15. The collections will then be accessible for inventory, condition assessment, rehousing, 

research, and exhibition.

PROJECT DESCRIPTION: 

The Smithsonian requests $1.0 million in FY 2025 to continue with the next 

scheduled phase of work. The project involves three phases of work and Phase 3 (the 

largest) is segregated into three discrete sub-phases consistent with the three storage bays 

(A, B, and C). This labor-intensive process includes accounting and inventory 

assessments, stabilizing the collection, and moving cleaned collections into a temporary 

swing space (Building 15) at the Garber facility. This swing space will serve as the staging 

area for emergency conservation and treatment, as well as packing and crating, until the 

items can be permanently moved into the Museum Support Center’s new Pod 6 when that 

facility is completed. 

PROGRESS TO DATE:

The contract for Phase 1 of the project was awarded in FY 2021, and work on site

began in February of 2022 and was completed in June of 2022. Phase 2 of the project was 
220

awarded in June of 2022 for the decontamination of objects in aisles A and C of Building 16

and this work is substantially complete. A proposal for Phase 3.1 construction (Bay B) was 

recently accepted and awarded in June of 2023. Work to date involves pre-construction 

submittals and construction is scheduled to commence in January of 2024.

IMPACT OF DELAY: 

Given that Building 16 was constructed as a 10- to 15-year temporary building in 

1959, a delay in decontaminating the collections objects and moving them to a suitable 

storage facility will perpetuate the substandard care and inaccessibility of important objects 

and slow implementation of the Institution’s Collection Space Framework Plan and the SCC 

master plan. A delay of Phase 3 would interrupt the current project schedule. Additionally, 

failure to complete Phase 3 in a timely manner would put off the planned demolition of 

Building 16 that is part of the SCC master plan.
221

PROJECT TITLE: Repair Sprinkler System, MSC Pods 1, 2, and 3 

INSTALLATION: Museum Support Center (MSC) 

LOCATION: Suitland Collections Center (SCC), Suitland, Maryland

FY 2025 COST ESTIMATE (Thousands of Dollars): $500*

ESTIMATED FUTURE-YEAR FUNDING: $5,000*

Total $5,500*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND:

The Museum Support Center (MSC) at the Smithsonian’s SCC is the Institution’s 

largest collections storage facility. Opened in 1983, the three-story structure has five 

separate storage areas (pods), as well as laboratories and office areas to support the 

care and analysis of the valuable collections of objects and documents. The storage pods 

and labs/offices are separated by an access corridor (known as the “Street”) that allows 

movement of objects within the building. 

PROJECT JUSTIFICATION:

The fire suppression and sprinkler systems are original to the 1983 building and 

the piping and fittings are showing corrosion, which could cause system failure. In 

addition to protecting life and safety, the existing fire-suppression system protects the 

valuable Smithsonian artifacts and structure. A preliminary assessment of the system was 

initiated in 2022 and an additional investigation is required to identify specific locations of 

deteriorated piping and fittings, which will require replacing. 

PROJECT DESCRIPTION:

The Smithsonian requests $500,000 in FY 2025 to begin preliminary repair 

work. This will involve replacing deteriorated pipe fittings in Pods 1, 2, and 3. Future 

phases will require additional fitting replacements in the pods and redesign and 

replacement of the fire sprinkler system in the Pod 4 loading dock. This dry system has 

developed multiple leaks and, with it being integrated with the wet system in the pump 

room, it creates maintenance problems for the fire shop. This effort will require the 

support of a professional fire protection engineering consultant for system assessment 

and design.

PROGRESS TO DATE:

A preliminary engineering study by an independent engineering consultant was 

initiated in 2022 and the report was issued in January of 2023. The findings of this study 

will guide the engineering design and scope of work for all system repairs and 

replacements. The findings identified several locations where piping and fittings have 

deteriorated due to corrosion, necessitating immediate repair and/or replacement. Several 

of the critical fittings were recently replaced in 2023. A scope of work is currently being 

developed for additional fitting replacements. 
222

IMPACT OF DELAY:

Delaying this effort will continue to expose the stored artifacts and building systems 

to potentially catastrophic damage due to a ruptured pipe or fitting. Disruption of occupied 

spaces may also occur, depending on the location of failure. Such an event would require 

isolating or complete shutdown of the suppression system, resulting in a fire hazard and 

requiring staff to conduct 24/7 fire watches. The costs associated with response repairs to a 

failed system would be substantially higher relative to a planned and pre-emptive initiative. 
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PROJECT TITLE: Revitalize Naos Laboratory Buildings

INSTALLATION: Smithsonian Tropical Research Institute (STRI)

LOCATION: Naos Site, Panama 

 

FY 2025 COST ESTIMATE (Thousands of Dollars): $6,000*

ESTIMATED FUTURE-YEAR FUNDING: $18,500*

Total $24,500*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

Located in Panama City, the Naos Marine and Molecular Laboratory site provides 

facilities for Pacific Ocean marine research, behavioral research in intertidal zones, 

archaeology, and studies of the evolutionary speciation of terrestrial plants and animals. 

The laboratories house a seawater system that uses molecular biology tools to study 

marine organisms, their behaviors, ecology, and physiology, as well as their interaction 

with invasive species. Among many other research activities, environmental monitoring 

programs study the impact of human activities on coral reefs and other marine 

ecosystems.

PROJECT JUSTIFICATION:

With the renewal of the Contract with the Nation of Panama, STRI will continue to 

occupy the current Naos Laboratories well into the future, allowing it to continue focusing 

research on the biological diversity of the Eastern Tropical Pacific Ocean. To continue to 

fulfill STRI’s mission, the buildings need to be modernized and spaces reconfigured, and

the electrical and mechanical installations need updating. The old structures, which were 

built, in some cases more than 100 years ago, will be replaced with new and reconstructed 

buildings that meet current construction codes and standards. These new installations will 

house essential and long-term experiments, along with several marine biology and 

archeological collections assembled by STRI scientists through the years.

Additionally, unoccupied structures will be repurposed and rebuilt to serve new 

functions, including housing for an enhanced seawater processing system. Finally, the 

reconstruction and repurposing of old buildings will fully enable the modernization of the 

site for current and future research, an efficient use of space, and the overall renovation of 

the Smithsonian presence in the prime Panama City location where Naos is located. 

PROJECT DESCRIPTION:

The Smithsonian requests $6.0 million in FY 2025 to start the construction of Tower 

A of the new Naos Laboratory building, as well as to demolish Building 332 to enable in its 

footprint the startup of the construction phase of diverse replacement structures, which will 

include a parking lot, dive locker facilities, a maintenance building, an expanded electric 
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room, fire-protection system, and the seawater system. 

PROGRESS TO DATE: 

Submission of the 35 percent design package is expected to be delivered in late 

February of 2024. The new design project schedule is targeted for completion in December of

2024. The construction award is targeted for mid-2025. 

IMPACT OF DELAY: 

The planned long-term presence of STRI at the Naos site demands proper 

revitalization and modernization of the existing buildings’ spaces and electrical and 

mechanical systems, and the reconfiguration and repurposing of existing science program 

spaces to fit current needs. Additionally, much of Building 332 has deteriorated and 

requires renovation and reconstruction. Although this building’s roof and exterior siding 

were recently repaired to keep the structure from becoming hazardous to occupy, a full 

renovation is needed to use these spaces to their full potential and for specific scientific 

functions. This major revitalization project will bring STRI’s essential research site up to 

required standards for a new generation of scientists who are continuing to provide 

broader research diversity. STRI plans to base its long-term Eastern Tropical Pacific 

Ocean research at the revitalized Naos site facilities. 
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PROJECT TITLE: Renovate Tupper Laboratory

INSTALLATION: Smithsonian Tropical Research Institute (STRI)

LOCATION: Tupper Site, Panama

FY 2025 COST ESTIMATE (Thousands of Dollars): $2,700*

ESTIMATED FUTURE-YEAR FUNDING: $500*

Total $3,200*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

The STRI administrative base is the Earl S. Tupper Research and 

Conference Center located on Ancon Hill. This complex includes a library, lecture 

hall, laboratories, and offices, and was designed by the Panamanian architect 

Octavio Mendez Guardia and dedicated in 1990. It was built on the site of the 

historic 1906 Tivoli Hotel, where visitors came to view the construction of the 

Panama Canal before the hotel was demolished in 1975. The main structure is the 

Tupper Building, which houses several administrative and research programs, as 

well as the main offices for STRI’s director.

PROJECT JUSTIFICATION:

While the Tupper Building continues to be operational through maintenance 

actions and programs that have helped preserve the building through the years, 

there are areas, systems, and finishes which have deteriorated over time and need 

modernizing to ensure the building remains functional.

PROJECT DESCRIPTION:

The Smithsonian requests $2.7 million in FY 2025 to begin improvements to 

Tupper Building’s laboratory spaces, bathrooms, ceilings, data center, and heating 

ventilation, and air-conditioning (HVAC) systems, as well as other required 

refurbishments in nearby structures such as the maintenance shop, the SF Building 

(also known as the Pastor House), and improvements to the main driveway.

PROGRESS TO DATE: 

The design phase completed its conceptual submission and is moving 

forward to 35 percent. Completion of the first phase of design documents is 

expected by November of 2024. The construction contract is expected to be 

awarded by mid-2025.

IMPACT OF DELAY:

Delaying this project will increase the deterioration of laboratory spaces at the 

Tupper Building, eventually rendering them unusable. The HVAC system needs 

modernization to properly manage air intakes from an external environment that 

possess high humidity, making this an essential improvement for the future wellbeing of the building’s users. Refurbishing the shops and engineering buildings will 

allow users to operate in safer, more functional facilities for their current and future 

needs.
226

PROJECT TITLE: Improve Fire-Protection System 

INSTALLATION: Smithsonian Tropical Research Institute (STRI)

LOCATION: Gamboa, Panama

FY 2025 COST ESTIMATE (Thousands of Dollars): $1,500*

Total $1,500*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

Because of its strategic location next to a tropical rainforest, Gamboa has 

long been an important center for STRI‘s terrestrial research. To secure this 

important research location, STRI purchased several properties in Gamboa from the 

Republic of Panama in 2007. This allowed STRI to consolidate many of its terrestrial 

programs in Gamboa. Through the past years, the construction of new buildings and 

renovations of some existing ones has provided the researchers with modern 

laboratories, greenhouses, and animal care facilities, built immediately adjacent to a 

tropical rainforest. Gamboa’s research facilities’ unique location enables crucial 

research on how rainforest plants and animals respond to anthropogenic change 

and help to provide answers to crucial environmental questions confronting society.

Within the Gamboa properties is the Research Campus, started as a flexible 

and open space for temporary research. This lot, which used to be known as 

Vanderburgh Place and was divided with public roads in many buildings’ parcels, 

today is consolidated into one property, while the vestiges of the old parcels remain 

and are currently occupied by a variety of STRI research projects in mostly 

temporary structures.

PROJECT JUSTIFICATION:

Buildings at the Gamboa site currently have their fire-suppression system 

lines connected directly to the main water supply that feeds the existing water 

hydrant system spread throughout Gamboa’s campus. Several water lines are 

broken and damaged. Pressure tests have determined that the supply pressure 

does not comply with current applicable codes and STRI standards. Therefore, STRI 

needs a centralized and dedicated fire-protection pump room and reserve tank to fix 

the water pressure and comply with fire-protection standards. 

PROJECT DESCRIPTION:

The Smithsonian requests $1.5 million in FY 2025 to install a centralized firesuppression system, pump room, and future building needs. The purpose of this 

project is to provide full fire-suppression system coverage to the Amphibian Rescue 

Center buildings and other existing permanent structures, as required by building 

codes and Smithsonian safety standards, while also considering future 

developments to the campus. The design shall consider a new fire-protection pump 

room and reserve tank, placed in a strategic location to provide full coverage to the 

site, and taking into account the existing structures and future needs.
227

PROGRESS TO DATE: 

The design contract was awarded at the end of FY 2023, with completion 

expected in December of 2024. Construction award is being targeted for mid-2025.

IMPACT OF DELAY:

Creating a centralized fire-protection system is a high priority to implement 

the safety and security standards presented by the Smithsonian’s Office of Safety, 

Health, and Environmental Management. The current fire-protection system has lost 

pressure due to broken and damaged water lines, so a failure to complete this 

project soon would put STRI staff and their precious scientific research at risk. 
228

PROJECT TITLE: Revitalize Gamboa Building 56

INSTALLATION: Smithsonian Tropical Research Institute (STRI)

LOCATION: Gamboa, Panama

FY 2025 COST ESTIMATE (Thousands of Dollars): $1,000*

PRIOR-YEAR FUNDING: $4,000*

Total $5,000*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

Because of its strategic location next to a tropical rainforest, Gamboa has 

long been an important center for the Smithsonian Tropical Research Institute’s 

(STRI) terrestrial research. To secure this important research location, STRI 

purchased several properties in Gamboa from the Republic of Panama in 2007. 

Since then, STRI had consolidated many of its terrestrial programs in Gamboa and 

installed new buildings and renovation existing ones to provide researchers with 

modern laboratories, greenhouses, and animal care facilities. The Gamboa site’s 

unique location near a rainforest enables STRI scientists to conduct crucial research 

on how rainforest plants and animals respond to anthropogenic change and help 

answer important environmental questions confronting society.

STRI has used the Old Gamboa Schoolhouse Building (Building 56) for the 

academic program’s housing and classrooms for courses the Institute provides in

Gamboa for surrounding area field studies. Building 56 is an old concrete and 

wooden structure that was built in the 1930s and was originally the elementary 

school building for the town of Gamboa during the Panama Canal Commission 

years. Academic programs will continue to be one of the Institute’s flagship 

operations, so the need for a permanent space to host overseas science students 

makes this building essential for STRI’s activities and programs at Gamboa.

PROJECT JUSTIFICATION:

Building 56 is a 90-year-old structure that has been damaged by the weather, 

insects, and the use of air-conditioning units running constantly in uninsulated spaces 

that has created excessive condensation throughout the wooden elements of structure, 

including the ceilings, floors, and wooden supports. The deterioration has reached a 

point where a reconstruction is required. All the wooden and natural building elements 

need to be replaced with more appropriate building materials for the hot and humid 

environment the building must endure. 

PROJECT DESCRIPTION:

The Smithsonian requests $1.0 million in FY 2025 to complete the reconstruction of 

Building 56. The project will eliminate the wooden supporting elements, ceilings, and 

partitions that are susceptible to deterioration in the tropical weather, and replace 

them with concrete, steel, and synthetic materials to make the building weather- and 

termite-resistant in Gamboa’s harsh climate. In addition, to bring the building into 
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code compliance, new electrical and mechanical systems will be installed, and the 

building will be reconfigured to meet Americans with Disabilities Act compliance 

standards as well as to accommodate lodging researchers and students and provide 

lab spaces for academic groups. 

PROGRESS TO DATE: 

Design is expected to be fully completed in late February of 2024. The construction 

contract is to be awarded by mid- or late FY 2024.

IMPACT OF DELAY: 

Delaying this much-needed refurbishment will continue to place an excessive 

burden on maintenance to fix a deteriorating building as well as put research staff at 

risk due to the delay in bringing the structure and systems into code compliance. A 

delay could also negatively impact scientific research being conducted at the site.
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PROJECT TITLE: Improve and Replace Structures at Culebra 

INSTALLATION: Smithsonian Tropical Research Institute (STRI)

LOCATION: Culebra, Panama

FY 2025 COST ESTIMATE (Thousands of Dollars): $600*

ESTIMATED FUTURE-YEAR FUNDING: $600*

Total $1,200*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

The Punta Culebra Nature Center is located at the Panama Canal’s Pacific 

entrance. It offers visitors an open-air museum focusing on marine science, along 

with education, conservation, and the interpretation of marine coastal environments. 

Existing facilities include interpretative exhibits, bathrooms, and mechanical rooms 

inside old concrete bunkers, as well as open-air pavilions. Culebra, consisting of 

3.77 acres, was transferred to STRI as part of the Contract with the Nation with the 

Republic of Panama. 

PROJECT JUSTIFICATION:

The aging infrastructure needs renovating to improve the efficiency of the 

existing facilities and support the staff operations to offer a high-quality and safe 

experience for visitors.

PROJECT DESCRIPTION:

The Smithsonian requests $600,000 in FY 2025 to refurbish the bathrooms, 

renovate sidewalks and the main interconnecting road, improve landscaping, and

replace the outdoor gazebos, plazas, and tensile structures for the turtle pools.

PROGRESS TO DATE: 

The design contract was awarded at the end of FY 2023. Design completion 

is programmed for January of 2025. Construction award is targeted for mid- to late 

FY 2025. 

IMPACT OF DELAY:

Delaying this project will increase the deterioration of the existing canopies, 

structures, bathrooms, and sidewalks, making the spaces inadequate and unsafe for 

STRI staff and visitors to use.
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PROJECT TITLE: Improve Safety and Security at Culebra 

INSTALLATION: Smithsonian Tropical Research Institute (STRI)

LOCATION: Culebra, Panama

FY 2025 COST ESTIMATE (Thousands of Dollars): $600*

ESTIMATED FUTURE-YEAR FUNDING: $600*

Total $1,200*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

The Punta Culebra Nature Center is located at the Panama Canal’s Pacific 

entrance. It offers visitors an open-air museum focusing mainly on marine science, along 

with education, conservation, and the interpretation of marine coastal environments. 

Existing facilities include interpretative exhibits, bathrooms, and mechanical rooms inside 

old concrete bunkers, as well as open-air pavilions. Culebra, consisting of 3.77 acres, was 

transferred to STRI as part of the Contract with the Nation with the Republic of Panama. 

PROJECT JUSTIFICATION:

The existing guard booth is an aging, small structure, with an inadequate 

kitchenette and dining space, no bathroom facilities for employees who need to use 

a portable toilet unit, and almost no space for ticketing activities. The booth also has 

no shelter against the weather, except for the small, enclosed space. No major 

physical and electronic security elements are part of the entrance, which is currently 

vulnerable to trespassers, with only a manually operated gate and the 24/7 security 

guards preventing free access. 

PROJECT DESCRIPTION:

The Smithsonian requests $600,000 in FY 2025 to build a new guard booth 

structure with adequate external sheltering against extreme weather, separate 

bathroom facilities, and ticketing space for the Center’s administrative staff. 

Additionally, this phase of the project will include physical and electronic security 

components by installing an automatically operated gate and control barriers to 

enhance security in the area. Improved CCTV coverage and access control in the 

new booth will also be included in this project.

PROGRESS TO DATE: 

The design contract was awarded at the end of FY 2023. Design completion 

is expected in January of 2025. Construction award is targeted for mid-FY 2025. 

IMPACT OF DELAY:

Not proceeding with this project will delay the implementation of needed 

security improvements at the Center’s entrance, which is currently vulnerable to 

trespassers.
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PROJECT TITLE: Replace Canopy Crane at San Lorenzo

INSTALLATION: Smithsonian Tropical Research Institute (STRI)

LOCATION: San Lorenzo, Colon, Panama

FY 2025 COST ESTIMATE (Thousands of Dollars): $500*

Total $500*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

The Canopy Biology Program of the Smithsonian Tropical Research Institute 

provides unique forest access. Two 60-meter-tall cranes lower scientists into 

contrasting dry, Pacific, and wet Caribbean forests. Scientists study biological 

processes across forest strata, including the previously inaccessible mid-story and 

uppermost canopy. Research compares biological processes across strata, across 

dry and wet forests, and through time. There have been many unexpected 

discoveries. Examples include unanticipated emissions of key greenhouse gases,

including nitrous oxides and volatile hydrocarbons, and physiological responses of 

canopy plants to rising temperatures and atmospheric carbon-dioxide 

concentrations. 

PROJECT JUSTIFICATION:

Research performed through the years enables projections of the future of 

the tropical forest carbon sink and future climates. The cranes enable fundamental 

research concerning insect diversity and plant-insect interactions, including 

pollination and herbivory. None of this research would be possible without safe, 

dependable access to the canopy. The dry forest crane was installed in 1992 and 

replaced in 2021. The wet forest crane at San Lorenzo was installed in 1997 and 

must now be replaced. While this existing crane continues to be operational with

maintenance actions and programs that have helped preserve the structure through 

the years, replacement is required since it has reached the end of its lifespan, due to 

the harsh conditions of the environment.

PROJECT DESCRIPTION:

The Smithsonian requests $500,000 in FY 2025 to help replace the existing 

crane. The requested funds will provide the infrastructure, including the foundation, 

the electrical infrastructure to the site, and access road. The STRI program will 

provide the funds to purchase the crane, its components, the cost of placing the 

crane, and any non-infrastructure expense to support this important research

infrastructure project.

PROGRESS TO DATE: 

The design phase has started with the first site evaluations and preliminary 

conceptual analysis and has a programmed completion date of November of 2024. 

The construction award is expected in mid-2025.
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IMPACT OF DELAY:

Delaying this project will set back the research operation and undermine 

important research results at the San Lorenzo facility. Ongoing studies compare 

biological processes and the physical environment across forest strata, through time, 

and between dry and wet forests. These ongoing studies and the discoveries they 

promise will be lost if the wet forest crane is not replaced in a timely fashion.
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PROJECT TITLE: Revitalize Sculpture Garden and Tunnel

INSTALLATION: Hirshhorn Museum and Sculpture Garden (HMSG)

LOCATION: Washington, DC

 

FY 2025 COST ESTIMATE (Thousands of Dollars): $13,000*

PRIOR-YEAR FUNDING: $46,700*

 Total $59,700*

* Does not include funding in Facilities Planning and Design.

PROJECT 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 aboveground stories and a lower level below the 

plaza that surrounds the building. The Sculpture Garden occupies 1.56 acres on the north 

side of Jefferson Drive and is connected to the Museum plaza by a tunnel below the 

street. Between 1977 and 1981, Lester Collins was charged with transforming Bunshaft’s 

original design for the Sculpture Garden into the current blended plan, which focused on 

improved functionality and accessibility. Around the same time, the tunnel below Jefferson 

Drive was closed to pedestrians so it could house the Museum’s art education center.

PROJECT JUSTIFICATION:

The exposed aggregate walls of the Sculpture Garden are degrading due to 

“concrete disease” caused by additives commonly used in concrete during the period of 

construction. The garden floods after significant rainfall due to a lack of adequate 

stormwater drainage. The tunnel below Jefferson Drive lacks adequate waterproofing and 

is prone to leaks. In addition, the current configuration of the garden does not suit the 

programmatic needs of the Museum for the display of large-scale artworks or for 

performance art.

PROJECT DESCRIPTION:

The Smithsonian requests $13.0 million in FY 2025 to complete the revitalization of 

the Sculpture Garden. The concrete perimeter retaining walls will be reconstructed and 

new walls will be built within the garden. Accessible entries to the garden will be provided 

from both the Mall and Jefferson Drive. The structure of the tunnel below Jefferson Drive 

will be properly waterproofed and reopened to pedestrian traffic between the Sculpture 

Garden and the Museum plaza. Improved stormwater management will alleviate a 

persistent flooding problem.
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The HMSG has commissioned the world-renowned artist Hiroshi Sugimoto as the 

“Design Architect” to reimagine the HMSG Sculpture Garden. The revitalized Sculpture 

Garden will incorporate design characteristics from both Gordon Bunshaft’s original design 

and Lester Collins’s revision. There will be more flexible and responsive exhibition spaces 

for contemporary art installations, site-specific installations, and live performances. An 

enlarged pool in the central space will incorporate a stage for performance art, and an 

enlarged gallery area in the west section of the garden will enable the Museum to display 

larger works of art for which space is not currently available. On the east side of the 

garden, the renovated walls will create intimate gallery areas more suitable for the display 

of the Museum’s significant collection of bronze sculptures. 

PROGRESS TO DATE:

Final construction documents are complete, and construction was awarded in 

September of 2023.

IMPACT OF DELAY: 

Delaying the revitalization of the Sculpture Garden will allow the concrete walls to 

continue to decay and leave the art in the garden at risk of repeated flooding. It would also 

leave the tunnel walls and roof prone to further damage from water leaks. Longer term, the 

Museum building is slated for revitalization, and postponing the garden revitalization 

project would put the start of that project in jeopardy because the limited size of the whole 

HMSG site prevents both projects from being done simultaneously.
236

PROJECT TITLE: Renovate Loading Dock

INSTALLATION: National Air and Space Museum (NASM) — National Mall Building

LOCATION: Washington, DC

FY 2025 COST ESTIMATE (Thousands of Dollars): $6,000*

PRIOR-YEAR FUNDING: $5,500*

ESTIMATED FUTURE-YEAR FUNDING: $11,500*

Total $23,000*

* Does not include funding in Facilities Planning and Design. 

PROJECT BACKGROUND: 

The 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. Before the COVID-19 

pandemic, the Museum received an average of more than seven million visitors annually.

The original loading dock built in 1976 was reconfigured in the 1980s as part of the East 

End restaurant addition.

PROJECT JUSTIFICATION:

The loading dock does not meet current blast, life-safety, and fire-protection codes. 

In addition, the loading dock and its access ramp provide limited overhead clearance, 

forcing delivery trucks to unload on the ramp to the basement or park illegally on the street 

or sidewalk, creating a safety hazard.

A revitalization project at the NASM-National Mall Building is well under way. The 

construction effort is occurring in two main phases to allow continual, partial operation of 

the Museum throughout the project. During the second main phase of the major 

revitalization project, which started in April of 2022, access to areas in and around the 

restaurant were closed to allow for safe construction and renovation efforts within and 

around the eastern sections of the Museum. These closures enable the Museum to 

renovate the loading dock and make code-related updates identified in the 2013 NASM 

Facilities Master Plan.

 

PROJECT DESCRIPTION:

The Smithsonian requests $6.0 million in FY 2025 to continue the renovations of 

the loading dock. The multi-year project will update life-safety and fire-protection 

equipment systems, including the infrastructure to bring the loading dock up to current lifesafety and blast requirements. In addition, this project will improve height clearance, where 

possible, to allow for access by larger trucks, and create separate areas for restaurant 

deliveries, trash disposal and pick-up, and for moving Museum collections. This upgrade 

will also provide code compliance, greater security, increased safety, and efficiency of 

Museum operations.
237

PROGRESS TO DATE:

Architect/Engineering (A/E) design services were awarded in the third quarter of 

FY 2023 and concept design was completed in October of 2023. Design will continue 

through FY 2024 and be completed in the third quarter of FY 2025. The delivery method 

for this project will be Construction Manager as Constructor (CMc), which will allow the 

Smithsonian to align design efforts with construction expertise in advance of final design 

delivery. The CMc pre-construction services award is anticipated for the fourth quarter of 

FY 2024, with construction planned to start in the first quarter of FY 2026.

IMPACT OF DELAY: 

A delay in renovating the NASM loading dock would increase the risk to its safe and 

efficient operations in support of the Museum. Any system failures will result in unnecessary 

emergency responses which are costly, disruptive, and preventable.
238

PROJECT TITLE: Upgrade Floor Barrier-Mounted Exhibit Lighting

INSTALLATION: National Air and Space Museum (NASM) — Udvar-Hazy Center

LOCATION: Chantilly, Virginia

FY 2025 COST ESTIMATE (Thousands of Dollars): $2,000*

ESTIMATED FUTURE-YEAR FUNDING: $2,000*

Total $4,000*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND:

The Udvar-Hazy Center (UHC) in Chantilly, Virginia is the companion facility to the 

National Air and Space Museum (NASM) 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 before the COVID-19 pandemic received more than 1.5

million visitors annually. When construction was complete in 2003, the facility included 

exhibit barriers which incorporated exhibit lighting fixtures and track lighting mounted to 

the barriers.

PROJECT JUSTIFICATION:

In 2014, safety issues required the track lighting system to be removed. The lighting 

track was short-circuiting, and the barriers were found to be unsecure. In 2017, a study 

was completed to analyze possible improvements to the barrier-mounted exhibit lighting. 

The study determined the original track system used at the exhibit barriers was not codecompliant, was unsafe, and susceptible to wear and tear that ultimately resulted in the 

short-circuiting.

PROJECT DESCRIPTION:

The Smithsonian requests $2.0 million in FY 2025 to upgrade the exhibit barriermounted lighting system, bringing it to code-compliance, adding greater security, 

increasing safety, and providing greater energy efficiency.

PROGRESS TO DATE: 

Design work started in FY 2022 and is anticipated to be completed by April of 2024,

with the construction contract award anticipated in FY 2025.

IMPACT OF DELAY: 

Since the previous barrier-mounted exhibit lighting system was removed, the 

NASM-UHC has been operating with insufficient exhibit illumination. A delay in upgrading 

the floor barrier-mounted exhibit lighting greatly reduces the quality of the visitor 

experience, impacts visitation, and impairs the Museum’s mission to “Commemorate, 

Educate, [and] Inspire” the history of aviation and spaceflight and serve the public.
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PROJECT TITLE: Renovate East Wing, Floors 2–4 (PSRP IV)

INSTALLATION: National Museum of American History (NMAH)

LOCATION: Washington, DC

 

FY 2025 COST ESTIMATE (Thousands of Dollars): $8,000*

PRIOR-YEAR FUNDING: $2,500*

ESTIMATED FUTURE-YEAR FUNDING: $182,500*

Total $193,000* 

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

The National Museum of American History (NMAH), Kenneth E. Behring Center, 

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 various 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 is expected to

begin in FY 2026. An updated master plan, completed in 2018, provides recommendations 

for continued modernization of building systems, revitalization of the spaces on the 

remaining floors of the building, primarily containing workspaces, collections storage, food 

service, and improvements to the extensive grounds surrounding the Museum, including 

better flood protection.

PROJECT JUSTIFICATION:

The 2006 master plan (updated in 2018) noted that the East Wing requires major 

revitalization of its exhibit galleries and public spaces, as well as expansions of 

educational, interactive, and multimedia offerings. Currently the East Wing’s infrastructure 

does not meet the needs of the Museum staff or the public. The exterior ribbon windows 

and center core window curtain walls are failing, allowing water to infiltrate, and in some 

instances the ribbon windows have become detached. The escalators also require the 

same type of refurbishing as was done in the West Wing renovation. In addition, the 

heating, ventilation, and air-conditioning (HVAC) and fire-protection systems require 

upgrading to accommodate this revitalization. 

PROJECT DESCRIPTION:

The Smithsonian requests $8.0 million in FY 2025 to continue moving collections to 

storage facilities to make way for the revitalization. The Public Space Renewal Program IV 

(PSRP IV) is the major revitalization of the East Wing public floors, focusing primarily on 

the second and third floors. Major systems, including HVAC, vertical transportation, and 

lighting, will be updated to support the modern exhibit experience for educational, 

interactive, and multimedia offerings. In addition, space currently used for collections 

storage will be converted to gallery shells ready for future exhibits. Elements of the 
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building’s perimeter enclosure, including the four stories of ribbon windows and East Wing 

curtain window walls, will be replaced. There will be additional work to replace the 

perimeter heat convection units on the non-public fourth floor. When this work is 

completed, it will create the perception of the entire building being one cohesive space. 

The East Wing will complement the revitalized West Wing (PSRP III); however, the East 

Wing will focus on a cleaner aesthetic with fewer visual interruptions in the exhibit spaces, 

as requested by the Pre-Project Planning Steering Committee. 

PROGRESS TO DATE: 

The collection swing spaces, collection moves, and the revitalization design are all 

in progress. The construction documents for swing spaces were bid in the third quarter of 

FY 2023 and the construction contract was awarded in August of 2023. Construction 

completion is planned by February of 2024. The contracts to move the collections to the 

Paul E. Garber Preservation, Restoration, and Storage Facility in Maryland was awarded 

in September of 2023. The contracting for collection move services is anticipated in 

FYs 2024–26, with a few remaining ones in FY 2027. The Architecture/Engineering 

services contract for the revitalization was awarded in March of 2023 and the design is 

planned to be completed by August of 2025. The effort will be followed by a full-and-open 

solicitation in FY 2026, with construction award expected in late FY 2026 or early FY 2027. 

Construction is projected between FYs 2027 and 2029. 

IMPACT OF DELAY: 

Delays will increase the Smithsonian Institution’s exposure to risks associated with 

infrastructure failure, which poses a safety hazard for visitors and staff, as well as a 

security risk to the national collections. While mitigation strategies are being implemented, 

they are not permanent. An example is the Museum’s façade window that fell in 2019. A 

temporary solution has been implemented to keep the windows from falling and is 

expected to hold only until the windows are replaced by FY 2028. 
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PROJECT TITLE: Install Emergency Generator

INSTALLATION: National Museum of American History (NMAH)

LOCATION: Washington, DC

FY 2025 COST ESTIMATE (Thousands of Dollars): $5,000*

ESTIMATED FUTURE-YEAR FUNDING: $4,000*

Total $9,000*

* Does not include funding in Facilities Planning and Design 

PROJECT BACKGROUND: 

The National Museum of American History (NMAH), Kenneth E. Behring Center,

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 various 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 is expected to

begin in FY 2026. An updated master plan, completed in 2018, provides recommendations 

for continued modernization of building systems, revitalizations 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 better flood protection.

PROJECT JUSTIFICATION:

The 2006 master plan (updated in 2018) noted that the 300-kilowatt (KW) lowerlevel, diesel-fueled generator needed to be replaced with a 1,000KW natural gas- fueled 

generator to support the Museum’s critical life-safety and security systems. In 2023, the 

generator failed and needed to be re-built, requiring the NMAH to bring in a temporary 

generator to provide emergency service. Since the generator is in the lower level and 

subject to high water during storms, the replacement needs to be located on the roof of the 

Museum.

PROJECT DESCRIPTION:

The Smithsonian requests $5.0 million in FY 2025 to start the generator 

replacement. The work will consist of demolishing the lower-level generator and installing 

a new one on the roof, by an existing generator that manages the rest of the loads. The 

electrical, mechanical infrastructure, and the architectural repairs to enable the relocation 

are part of the scope. The new generator is expected to increase the total emergency load 

capacity for the Museum and supply a more reliable source of power to the emergency 

loads, while ensuring a more resilient operation. Replacing the existing diesel- fueled,

lower-lever generator with a natural gas-powered generator will reduce the NMAH’s 

carbon footprint.
242

PROGRESS TO DATE:

The Architecture/Engineering contract was awarded in March of 2023. The 

construction documents are expected to be completed by November of 2024. The full-andopen construction solicitation will follow, with contract award planned for August of 2025 

and construction site work expected in FY’s 2026 and 2027. 

IMPACT OF DELAY: 

The NMAH lower-level generator has reached the end of its useful life. Generator 

failure could result in loss of power, putting the collections, staff, and visitors at risk and 

could result in closure of the Museum. In addition to mechanical failure, the location of the 

generator in the lower level, which is subject to flooding, adds a safety risk to any delay of 

this project.
243

PROJECT TITLE: Relocate Security Command Center

INSTALLATION: National Museum of American History (NMAH)

LOCATION: Washington, DC

FY 2025 COST ESTIMATE (Thousands of Dollars): $3,100*

Total $3,100*

* Does not include funding in Facilities Planning and Design. 

PROJECT BACKGROUND: 

The National Museum of American History (NMAH), Kenneth E. Behring Center,

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 various 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 is expected to

begin in FY 2026. 

PROJECT JUSTIFICATION:

The Security Equipment Room (SER) is located on the lower level in Room 

AB050E. The room is within the 100-year floodplain and therefore needs to be moved. The 

physical space is only large enough to accommodate two racks, which are full of 

equipment, and offers no room for expansion. In addition, the racks are too shallow to 

accommodate the current model of security network video recorders (NVRs), support any 

added security cameras, or replace existing NVRs when they fail. 

PROJECT DESCRIPTION:

The Smithsonian requests $3.1 million in FY 2025 to move the SER from the lower 

level to the second floor and update its equipment. The work includes the electrical and 

mechanical infrastructure as well as the necessary architectural repairs.

PROGRESS TO DATE: 

The construction documents were completed in 2020; however, the project was 

placed on hold. The documents will be refreshed in FY 2024 and be ready for construction 

award in FY 2025. 

IMPACT OF DELAY: 

The security room is within the 100-year floodplain and at risk of flooding, which 

would result in the damage of expensive security equipment. There is already evidence of 

water damage. In addition, this project is a predecessor to the next major renovation 

project, PSRP IV. Failure to complete this project could delay the major renovation project. 
244

PROJECT TITLE: Replace Collection Storage Air-Handling Units, Floors 4 and 5

INSTALLATION: National Museum of American History (NMAH)

LOCATION: Washington, DC

FY 2025 COST ESTIMATE (Thousands of Dollars): $2,150*

PRIOR-YEAR FUNDING: $11,300*

Total $13,450*

* Does not include funding in Facilities Planning and Design. 

PROJECT BACKGROUND: 

The National Museum of American History (NMAH), Kenneth E. Behring Center,

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 various 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 is expected to 

begin in FY 2026. An updated master plan, completed in 2018, provides recommendations 

for continued modernization of building systems, revitalizations 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 better flood protection.

PROJECT JUSTIFICATION:

The current air-conditioning units (ACUs) 1–4 serve the fourth and fifth floor 

collections storage areas. The ACUs are at least 25 years old and are at or past most 

estimates of useful ACU service life. Even with constant maintenance, the equipment 

cannot meet the need for environmental protection of the diverse collections at this 

Museum. The NMAH should benefit from a significant improvement to its energy use 

profile, and see reduced energy costs, after the total air-handling unit (AHU) system 

project is completed.

PROJECT DESCRIPTION:

The Smithsonian requests $2.15 million in FY 2025 to complete replacing all the 

aging, major ACUs with new AHUs serving collection storage spaces on the fourth and 

fifth floors. These new units will improve the collection storage environment on the fourth 

and fifth floors. Two types of air-handling systems will be used. The first type will be a 

constant volume reheat system, and the second type will be a constant volume reheat 

system with a desiccant dehumidification wheel. The second type of air-handling system 

will be deployed for areas which require a cooler, drier climate. All air-handling equipment 

will produce a minimum of six air changes per hour, as specified for collection storage 

spaces in the 2019 American Society of Heating, Refrigeration, and Air-Conditioning 

Engineers’ HVAC Applications Handbook. The project will also include installing new hotwater converters to generate hot water, which will replace aging steam reheat coils within 
245

the fourth-floor mechanical rooms. Also, temporary cooling will need to be provided for 

collections storage spaces during construction, while the air-handling systems are not yet 

operational. The area of work will be confined to the mechanical rooms on the fourth floor 

and penthouse level.

PROGRESS TO DATE:

The construction contract was awarded in September of 2023, following a full and

open competition. The construction is progressing and is expected to be completed in 

FY 2025. 

IMPACT OF DELAY: 

Air-conditioning equipment will continue to degrade, and increased maintenance will 

be required if this work is not done soon. The national collections in the storage spaces will 

be at higher risk of damage due to potential failures and emergency shutdowns. 
246

PROJECT TITLE: Improve Site Drainage and Flood Protection

INSTALLATION: National Museum of American History (NMAH)

LOCATION: Washington, DC

FY 2025 COST ESTIMATE (Thousands of Dollars): $2,000*

ESTIMATED FUTURE-YEAR FUNDING: $169,000*

Total $171,000*

* Does not include funding in Facilities Planning and Design. 

PROJECT BACKGROUND: 

The National Museum of American History (NMAH), Kenneth E. Behring Center,

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 various 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 is expected to

begin in FY 2026. An updated master plan, completed in 2018, provides recommendations 

for continued modernization of building systems, revitalizations 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 better flood protection.

PROJECT JUSTIFICATION: 

The 2006 master plan (updated in 2018) included site projects to respond to 

changing climate, stormwater management concerns, and ADA requirements. Since then, 

more flooding and drainage issues have been found. The NMAH is the most vulnerable 

building on the National Mall. The Museum’s lower level and the first floor are within the 

100-year floodplain. Additionally, parts of the site are difficult to access and keep 

maintained. 

PROJECT DESCRIPTION:

The Smithsonian requests $2.0 million in FY 2025 to begin this project that will 

resolve flooding and drainage problems. The project will include repairing the west site’s 

collapsed drainage pipe and creating temporary flood barriers to mitigate the risks to the 

building and collections, by protecting them within temporary flood barriers. These 

solutions are expected to reduce the current risks while the mid- and long-term solutions 

are designed, starting in FY 2026. 

PROGRESS TO DATE:

The project concept design study was completed with short- and long-term 

solutions and a rough order of magnitude in early FY 2023. Additional work on the 
247

Architecture/Engineering further developed the short-term solutions into “shovel ready” 

projects for issuing construction documents in August of FY 2023. 

IMPACT OF DELAY: 

Until the projects are completed, the Museum building, collections, and the 

surrounding site are at risk. The basement artifacts are in danger. In addition, floods could 

cause electrical and ventilation systems in the lower level to fail, which would put the 

collections at risk due to environmental factors such as humidity and temperature 

extremes. The risks are only increasing. According to a 2021 New York Times article, 

rising seas will eventually push in water from the tidal Potomac River and submerge parts 

of the Mall. More immediately, increasingly heavy rainstorms threaten the Museum and its 

priceless holdings, particularly since many of the collections are stored in basements. The 

current flooding, and the drainage problems, will continue to require immediate action to 

protect the most vulnerable areas with sandbags and other labor-intensive methods. 

Additionally, the building site, including some of the life and safety egress paths, are not 

ADA compliant. Until proper site access for staff and equipment is installed, site 

maintenance will remain difficult and may pose a risk of injury to staff and the visiting 

public. 
248

PROJECT TITLE: Replace Lower-Level Air-Handling Unit (AHU)

INSTALLATION: National Museum of American History (NMAH)

LOCATION: Washington, DC

FY 2025 COST ESTIMATE (Thousands of Dollars): $1,500*

Total $1,500*

* Does not include funding in Facilities Planning and Design. 

PROJECT BACKGROUND: 

The National Museum of American History (NMAH), Kenneth E. Behring Center,

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 various 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 is expected to

begin in FY 2026. An updated master plan, completed in 2018, provides recommendations 

for continued modernization of building systems, revitalizations 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 better flood protection.

PROJECT JUSTIFICATION:

Air-handling unit (AHU) 16 has reached the end of its useful life. The unit was 

identified for replacement in an Architecture/Engineering study completed in 2018. The 

NMAH has entered into a 20-year agreement to host an exhibit focused on the 

Understanding of Religion in the United States in this gallery. The success of this exhibit 

depends on this mechanical system being replaced ahead of the gallery’s opening. 

PROJECT DESCRIPTION:

The Smithsonian requests $1.5 million in FY 2025 to replace AHU 16. The existing

unit will be removed and replaced with a new unit that meets current code requirements.

PROGRESS TO DATE:

The construction documents were completed in September of 2023. The pricing 

was received in January of 2024. Construction contract award is expected in the first 

quarter of 2025.

IMPACT OF DELAY: 

If the AHU fails, it will put at risk the collections that are planned for this gallery

exhibit. In addition, it would jeopardize the long-sought-after relationships and fundraising 

efforts for the project. Events would need to be cancelled on short notice. This, in turn,

could harm the Smithsonian’s reputation and its ability to attract donors for future 

endeavors.
249

PROJECT TITLE: Replace Summit Bowl Dormitory

INSTALLATION: Smithsonian Astrophysical Observatory (SAO)

LOCATION: Amado, Arizona

 

FY 2025 COST ESTIMATE (Thousands of Dollars): $4,000*

ESTIMATED FUTURE-YEAR FUNDING: $3,500*

Total $7,500*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

The SAO’s Fred Lawrence Whipple Observatory (FLWO) in Arizona conducts 

world-renowned astrophysical research from the Multiple Mirror Telescope (MMT) building 

on the summit of Mt. Hopkins as well as many other telescope sites on the peaks around 

the FLWO campus. The Summit Bowl Dormitory was designed in 1979 as a two-story 

structure with an exterior corridor on both floors, and is located just below the MMT 

Observatory at the summit of Mt. Hopkins. SAO is required to provide sleeping quarters for 

visiting scientists and the current dormitory provides those quarters for the observers who 

work during nighttime operations at the summit. 

PROJECT JUSTIFICATION:

The dormitory is constructed with combustible materials, primarily plywood siding 

and wood framing, and does not meet current code compliance and fire-protection 

standards. The ever-increasing frequency of wildfires in the area puts the Summit Bowl 

Dormitory at risk. A 2005 fire approached within one mile (1.6 km) of the summit, forcing 

total evacuation. Since then, there have been additional fire incidents in 2017, 2022, and 

2023.

PROJECT DESCRIPTION:

The Smithsonian requests $4.0 million in FY 2025 to replace the 40-year-old 

dormitory. The project includes demolishing the existing dorm and replacing it with a new 

dorm that meets current fire-protection and life-safety codes, as well as the Smithsonian’s 

sustainability policy. The new dorm will be attached to the existing Commons Building, 

allowing staff to have direct interior access to shared services/amenities. As a result, this 

project also includes enhanced fire-protection and security systems for the Commons 

Building. In addition, the quantity of bedrooms will be increased, and privacy between units 

will be enhanced by incorporating sound dampening systems. 

PROGRESS TO DATE: 

Design is complete. Final construction documents were completed in the third 

quarter of FY 2023 and are ready for pricing.

IMPACT OF DELAY: 

Located in an extreme-risk wildfire zone, the existing dorm is made of combustible 

materials, has no shelter-in-place capabilities, and no fire-notification system. Because 
250

firefighting response time is well more than an hour at the remote location, a fire could 

consume the entire structure before help arrives. Delaying this project puts the SAO staff 

at risk.
251

PROJECT TITLE: Remediate Pests and Security Threats at Base Camp

INSTALLATION: Smithsonian Astrophysical Observatory (SAO) FLWO 

LOCATION: Amado, Arizona

 

FY 2025 COST ESTIMATE (Thousands of Dollars): $1,000*

PRIOR-YEAR FUNDING: $500*

ESTIMATED FUTURE-YEAR FUNDING: $1,500*

 Total $3,000*

* Does not include funding in Facilities Planning and Design. 

PROJECT BACKGROUND: 

The SAO’s Fred Lawrence Whipple Observatory (FLWO) in Arizona conducts 

world-renowned astrophysical research from the Multiple Mirror Telescope (MMT) 

building on the summit of Mt. Hopkins as well as many other telescope sites on the peaks 

around the FLWO campus. The Base Camp serves as the administrative and operational 

headquarters for the entire campus. It is located at the entrance to the SAO facility and 

serves as the interface location with the public. 

PROJECT JUSTIFICATION:

Due to its proximity to the Mexican border, there are increasing security threats 

from drug traffickers who often use the campus grounds as a smuggling route. In addition, 

the remote area in the mountain is home to many rodents who have infested and nested in 

the buildings, leaving behind feces in ceilings and walls that could pose a health risk from 

the Hanta virus, which poses a safety hazard to humans. The increased security risk from 

the narcotics smuggling requires extra security infrastructure; however, installing the 

security systems requires accessing the dropped ceilings and walls of the buildings and 

those areas are infested with rodents and cannot be safely accessed until the pest 

infestation issue is remediated. 

PROJECT DESCRIPTION:

The Smithsonian requests $1.0 million in FY 2025 to complete the Phase 1 

remediation of the pest infestation in the Base Camp’s Administration Building, Visitor 

Center, and Gift Shop, as well as to begin the upgrade of the security systems at the 

Base Camp buildings. Subsequent phases will address similar issues at other facilities 

on the campus. 

PROGRESS TO DATE: 

The design for Phase 1 of this project (Base Camp) began in FY 2023 and is 

slated to be completed in May of 2024.

IMPACT OF DELAY: 

A delay in the project would elevate SAO staff life-safety issues from both security 

and health perspectives. 
252

PROJECT TITLE: Restore Main Building Exterior Envelope, East and West Sides

INSTALLATION: National Museum of Natural History (NMNH)

LOCATION: Washington, DC

FY 2025 COST ESTIMATE (Thousands of Dollars): $2,000* 

PRIOR YEAR FUNDING: $550*

ESTIMATED FUTURE-YEAR FUNDING: $1,500*

Total $4,050*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

The NMNH building was designed by architects Hornblower and Marshall, with 

contributions by Charles McKim, and opened to the public in 1910. The East and West 

Wings were added in the early 1960s. Two building infills 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 1.3-million-square-foot building houses more than 147 

million specimens and artifacts (used by resident and visiting researchers), supports 

educational, scientific, and administrative facilities, and serves approximately 1,200 staff 

and support personnel. The NMNH is one of the most visited museums in the world and 

typically hosts between seven and eight million visitors annually. 

PROJECT JUSTIFICATION:

The east and west sides of the main building have experienced water leaks 

throughout the years. For example, during a driving rainstorm in October of 2021, the East 

Wing of the main building experienced serious leaks, with water intrusion into office 

spaces and corridors. An internal survey noted deficiencies to the exterior building 

envelope that allowed for the water intrusion, including cracked and broken stones, 

missing caulking, and windows that require repair or replacement. 

PROJECT DESCRIPTION:

The Smithsonian requests $2.0 million in FY 2025 to continue the restoration of the 

east and west sides of the main building’s exterior. The project will repair the damaged 

granite panels and replace those beyond repair; repair and tighten windows; and fix the 

ledges along the rotunda roofline and on the sixth floor.

PROGRESS TO DATE:

A contract to survey the extent of the damage, and to provide a project design and 

construction documents, was awarded in early FY 2022, which will be completed in the 

fourth quarter of FY 2024.

IMPACT OF DELAY:

A delay in repairing the exterior of the east and west sides of the main building will 

cause continued damage to the main building infrastructure, equipment, collections, and 

artifacts.
253

PROJECT TITLE: Repair and Replace Windows

INSTALLATION: National Museum of Natural History (NMNH)

LOCATION: Washington, DC

FY 2025 COST ESTIMATE (Thousands of Dollars): $2,000* 

ESTIMATED FUTURE-YEAR FUNDING: $2,000*

Total $4,000*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

The NMNH building was designed by architects Hornblower and Marshall, with 

contributions by Charles McKim, and opened to the public in 1910. The East and West 

Wings were added in the early 1960s. Two building infills 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 1.3-million-square-foot building houses more than 147 

million specimens and artifacts (used by resident and visiting researchers), supports 

educational, scientific, and administrative facilities, and serves approximately 1,200 staff 

and other personnel. The NMNH is one of the most visited museums in the world and 

typically hosts between seven and eight million visitors annually. 

PROJECT JUSTIFICATION:

The windows are mostly original to the facility’s 1910 construction and additions, 

and many contain lead paint. The windows in the wing sections were installed in the 1960s 

as part of the building’s additions. These windows need repair and retrofit to restore the 

integrity and appearance of the building envelope, and also require hazardous material 

abatement for the safety and health of Museum personnel and visitors. In addition, there is 

a need to incorporate new security measures and energy conservation within the 

guidelines for repairing and preserving historic buildings, as recommended by a 2017 

survey of the NMNH physical plant.

PROJECT DESCRIPTION:

The Smithsonian requests $2.0 million in FY 2025 to initiate the repair or 

replacement of the windows, apply blast resistance, and other security protection 

measures. The windows are original to the building and are historic so any repairs and 

retrofit action must be reviewed and approved by a historical consultant to ensure the 

historic integrity of the Museum is maintained. 

PROGRESS TO DATE: 

The Smithsonian awarded a design contract in September of 2023 and 

construction documentation will be received by fourth quarter of 2024.

IMPACT OF DELAY: 

Many of the windows contain lead paint, which had been known to flake off in the 

past and become friable. Lead paint chips were found on the workspace floor and the 

exterior lawn, creating safety and health hazards. During driving rain, the Museum 
254

experiences extensive leaks which damage the exterior granite, interior walls, and the 

window structures. 

A delay in repairing or replacing these windows poses a serious health hazard. 

The structures of the windows will continue to deteriorate, further damaging the interior 

infrastructure and possibly resulting in damage to the valuable artifacts and collections, 

as well as damage to the Museum’s historic integrity. A delay in applying blast-proof 

material to windowpanes will result in the Museum failing to meet security policies and 

directives, placing Museum personnel and visitors in dangerous situations, and putting

the Museum’s precious collections and artifacts at risk.
255

PROJECT TITLE: Provide Rotunda Fall Protection

INSTALLATION: National Museum of Natural History (NMNH)

LOCATION: Washington, DC

FY 2025 COST ESTIMATE (Thousands of Dollars): $1,800*

Total $1,800*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

The NMNH building was designed by architects Hornblower and Marshall, with 

contributions by Charles McKim, and 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 1.3-million-square-foot building houses more than 147 

million specimens and artifacts in its collections (used by resident and visiting 

researchers), and educational, scientific, and administrative facilities serve 

approximately 1,200 staff and support personnel. The NMNH is one of the most visited 

museums in the world and typically hosts between seven and eight million visitors 

annually. 

PROJECT JUSTIFICATION:

The interior of the Rotunda has no fall protection anchorages. It is extremely 

difficult for maintenance personnel to safely access balconies and porticos below the 

dome for maintenance and cleaning. To access these areas, workers wrap a temporary 

rope at the level of the Rotunda, with a steel cable to provide a horizontal lifeline around 

the balconies. Permanent fall protection is required to allow for the proper maintenance 

and cleaning of the Rotunda.

The four fourth-floor breezeways under the dome connect offices and 

workspaces. The historic breezeway’s handrails are less than the required height of 42 

inches, which presents a fall hazard. Museum personnel created temporary protections 

by placing wooden boxes at the edge of the railings to prevent personnel access. For the 

safety of personnel, a permanent solution is imperative to prevent a fall incident while 

maintaining the Museum’s historic fabric.

PROJECT DESCRIPTION:

The Smithsonian requests $1.8 million in FY 2025 to provide fall protection at the 

Rotunda for upkeep and maintenance of the dome interior and provide code-compliant 

handrails along the fourth-floor breezeways. Due to the historic nature of the facility, a 

consultant will be required to ensure the design and construction will maintain the 

historical fabric of the Museum.
256

PROGRESS TO DATE:

A fall protection study was conducted in 2011 that identified the fall protection 

requirement for the Rotunda. An Architect and Engineering contract was awarded in 

August of 2023 to provide the design and construction documents. The construction 

documents will be delivered in the fourth quarter of 2024.

IMPACT OF DELAY:

Delaying this project will continue to place Museum personnel and maintenance 

workers at risk of falls and serious injuries, and also keep the NMNH’s Rotunda out of 

compliance with life-safety codes.
257

PROJECT TITLE: Upgrade Electronic Security System, Quad and Freer

INSTALLATION: Smithsonian Quadrangle and Freer Gallery of Art

LOCATION: Washington, DC 

 

FY 2025 COST ESTIMATE (Thousands of Dollars): $5,500*

ESTIMATED FUTURE-YEAR FUNDING: $6,500*

Total $12,000*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND:

The Smithsonian Quadrangle Building, which includes the National Museum of 

African Art, the National Museum of Asian Art, and the Ripley Education Center, is a threestory, underground building that opened to the public in 1987. There are pavilion 

entrances to the three facilities located in the Haupt Garden, the structure’s green roof. 

The 389,000-square-foot building was designed by the architectural firm of Shepley, 

Bullfinch, and Abbott.

PROJECT JUSTIFICATION:

The building’s electronic security systems are reaching the end of their expected 

useful life and need to be upgraded to meet current Smithsonian security standards. 

PROJECT DESCRIPTION:

The Smithsonian requests $5.5 million in FY 2025 to begin upgrading the 

electronic security systems to meet current security standards. The electronic security 

systems’ modernization project will include installing security infrastructure, datagathering panels, network video recorders, access readers, cameras, intercoms, and 

intrusion-detection devices. This project also includes replacing the existing guard booth 

at Independence Avenue, the construction of new offices for the Smithsonian’s Office of 

Protection Services (OPS), and a state-of-the-art security operations center, including a 

security server room and uninterrupted power supply (UPS) room. The project also 

includes miscellaneous upgrades to improve the security of the windows and stair doors. 

PROGRESS TO DATE:

The design was completed in FY 2022 and the construction documents are ready 

for construction procurement. The first construction phase of the electronic security 

upgrades will start in FY 2025.

IMPACT OF DELAY: 

Delaying this project will leave the Quadrangle with security devices which are 

near the end of their useful life, making them more prone to failure. It will also leave the 

building out of compliance with current Smithsonian and industry best-practice security 

standards, posing a potential risk to onsite staff and their data and work.
258

PROJECT TITLE: Replace Steam Humidification System

INSTALLATION: Smithsonian Quadrangle 

LOCATION: Washington, DC 

 

FY 2025 COST ESTIMATE (Thousands of Dollars): $1,550*

PRIOR-YEAR FUNDING: $1,450*

Total $3,000*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND:

The Smithsonian Quadrangle Building, which includes the National Museum of 

African Art, the National Museum of Asian Art, and the Ripley Education Center, is a threestory, underground building that opened to the public in 1987. There are pavilion 

entrances to the three facilities located in the Haupt Garden, the structure’s green roof. 

The 389,000-square-foot building was designed by the architectural firm of Shepley, 

Bullfinch, and Abbott.

PROJECT JUSTIFICATION:

The building’s steam humidification systems are reaching the end of their useful 

life, have experienced water leaks, and need to be upgraded to meet current 

performance standards and provide a comfortable environment for staff and visitors as 

well as to prevent damage to the national collections. 

PROJECT DESCRIPTION:

The Smithsonian requests $1.55 million in FY 2025 to complete upgrading the

steam humidification systems to meet current standards for collections stewardship and 

the comfort of staff and the visiting public. 

PROGRESS TO DATE:

The design study was completed in FY 2022. The first phase of humidification 

upgrades started in FY 2023.

IMPACT OF DELAY: 

Delaying this project will leave the Quadrangle with steam humidification systems 

near the end of their useful life, making them more prone to malfunction and failure. It will 

also leave the building out of compliance with current standards for collections 

protection, visitor comfort, and systems performance and reliability.
259

PROJECT TITLE: Replace Track Lighting at International Gallery

INSTALLATION: Smithsonian Quadrangle 

LOCATION: Washington, DC 

 

FY 2025 COST ESTIMATE (Thousands of Dollars): $300*

ESTIMATED FUTURE-YEAR FUNDING: $800*

Total $1,100*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND:

The Smithsonian Quadrangle Building, which includes the National Museum of 

African Art, the National Museum of Asian Art, and the Ripley Education Center, is a threestory, underground building that opened to the public in 1987. There are pavilion 

entrances to the three facilities located in the Haupt Garden, the structure’s green roof. 

The 389,000-square-foot building was designed by the architectural firm of Shepley, 

Bullfinch, and Abbott.

PROJECT JUSTIFICATION:

The track lighting system at the International Gallery, on the third level of the 

Quadrangle, is original to the building’s construction more than 35 years ago. The old 

system is failing and presents a risk of electrical shocks to the staff when lighting fixtures 

are relocated and refocused. 

PROJECT DESCRIPTION:

The Smithsonian requests $300,000 in FY 2025 to begin replacing these track 

lighting systems to meet current code standards for the safety of Smithsonian staff.

PROGRESS TO DATE:

The design work will be completed during the second quarter of FY 2024. 

IMPACT OF DELAY: 

Delaying the project will leave the International Gallery at the Quadrangle with 

track lighting systems that are at the end of their useful life, making them more prone to 

malfunction and failure, as well as risk the safety of Smithsonian staff. 
260

PROJECT TITLE: Upgrade Electrical and Emergency Power 

INSTALLATION: National Museum of the American Indian (NMAI-NY) 

LOCATION: New York City, New York

FY 2025 COST ESTIMATE (Thousands of Dollars): $3,500*

ESTIMATED FUTURE-YEAR FUNDING: $2,500* 

Total $6,000*

* Does not include funding in Facilities Planning and Design.

BUILDING BACKGROUND: 

The National Museum of the American Indian opened the George Gustav Heye

Center in New York City on October 30, 1994. It occupies portions of the basement and the 

first and second floors (approximately 80,000 square feet) of the Alexander Hamilton U.S. 

Custom House Building in lower Manhattan. The NMAI-NY has its own chiller plant, heating 

plant, and air-handling systems dedicated to serving only the portions of the building 

occupied by the NMAI program. The building is operated by the General Services 

Administration (GSA) and the Smithsonian holds a 99-year lease. Other U.S Government 

tenants occupy the balance of the building. 

PROJECT JUSTIFICATION:

Electrical and emergency power systems were installed in the initial construction of 

the Heye Center in the 1990s, have reached the end of their useful life, and need 

replacement. 

PROJECT DESCRIPTION:

The Smithsonian requests $3.5 million in FY 2025 to begin replacing the existing 

350 kilowatt (KW) emergency generator with a new 500 KW emergency generator; replace 

inadequate short-circuit rating equipment and electrical equipment that is reaching the end 

of its serviceable life; replace and/or adjust overcurrent protective devices; install a new 

dedicated transfer switch for life-safety load, as required by the National Electric Code 

(NEC); and correct miscellaneous electrical code deficiencies. 

PROGRESS TO DATE: 

The final design is expected to be complete by the fourth quarter of 2024. The 

construction is anticipated to start in FY 2025 and extend through FY 2026.

IMPACT OF DELAY: 

Delaying the project will cause the electrical equipment to continue to degrade,

requiring additional maintenance. The Museum’s operations could be at an increased risk 

of interruptions due to potential failures and emergency shutdowns.
261

PROJECT TITLE: Repair Combined Sanitary/Storm Sewer 

INSTALLATION: Donald W. Reynolds Center (DWRC)

LOCATION: Washington, DC

FY 2025 COST ESTIMATE (Thousands of Dollars): $2,000*

ESTIMATED FUTURE-YEAR FUNDING: $2,500*

Total $4,500* 

* Does not include funding in Facilities Planning and Design.

PROJECT 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 Doric-style 

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, in 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 basement of the DWRC, and specifically, the auditorium, has experienced 

flooding in the past several years. The leak most likely came from the canopy columns, 

with the second column in the northwest corner being the most problematic. Smithsonian 

Facilities staff suspect the water that backed up into the column came from the city’s 

combined sanitary and storm sewer system. 

PROJECT DESCRIPTION:

The Smithsonian requests $2.0 million in FY 2025 to complete restoration of the 

stormwater system.

PROGRESS TO DATE: 

Design was awarded in October of 2023, with completion of construction 

documents expected by mid-2024. The construction award is expected in the first quarter 

of FY 2025.

IMPACT OF DELAY: 

A delay in this project would cause the flooding in the basement to continue, which 

will further damage the infrastructure’s walls, floors, carpets, furniture, and auditorium 

stage, and make the space unusable. The cost for repairs will only escalate to repair or 

replace these collateral damages.
262

PROJECT TITLE: Provide Mass-Notification System

INSTALLATION: Donald W. Reynolds Center (DWRC)

LOCATION: Washington, DC

FY 2025 COST ESTIMATE (Thousands of Dollars): $1,900*

ESTIMATED FUTURE-YEAR FUNDING: $2,500*

 Total $4,400*

* Does not include funding in Facilities Planning and Design.

PROJECT 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 Doric-style 

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, in 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 current mass-notification system does not meet the Smithsonian’s Office of 

Protection Services’ (OPS) standards, risking safety and security of people and 

collections.

PROJECT DESCRIPTION:

The Smithsonian requests $1.9 million in FY 2025 to provide a fully integrated, 

comprehensive emergency mass-notification system that will tie into the existing firealarm system and provide intelligible voice notification capable of meeting the National 

Fire Protection Development intelligibility requirements. 

PROGRESS TO DATE: 

Design was awarded in July of 2023 to conduct audibility testing on the speakers to 

determine the required system upgrades for the mass-notification system. Testing is 

ongoing, with a findings report anticipated in the second quarter of FY 2024.

IMPACT OF DELAY: 

A delay of this project would put the safety of the Museum occupants at risk if there 

is an emergency that requires clear audible communication to direct people to safety.
263

PROJECT TITLE: Repair Stone Façade, Phase 2

INSTALLATION: National Museum of Asian Art - Freer Gallery of Art (FGA)

LOCATION: Washington, DC 

FY 2025 COST ESTIMATE (Thousands of Dollars): $2,600*

PRIOR-YEAR FUNDING: $1,800*

Total $4,400* 

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

The 225,000-square-foot 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 century-old structure requires envelope restoration on the building’s outwardfacing stone façades. The stonework is soiled, chipped, and in need of selective 

repointing, which in its current condition could lead to water infiltration and interior 

damage. Large spalls (stone fragments) are falling from the upper cornice, posing a safety 

hazard to staff and visitors. 

PROJECT DESCRIPTION:

The Smithsonian requests $2.6 million in FY 2025 to complete refurbishing the stone 

façade.

PROGRESS TO DATE: 

Design is complete and construction documents were finalized in August of 2023. 

The project is ready for construction procurement.

IMPACT OF DELAY: 

If not funded, the required repairs will be further postponed, resulting in the 

continued deterioration of these character-defining elements of the building, loss of original 

building masonry material, and potential water infiltration and interior damage, possibly 

including the priceless collections housed within the building. Additionally, falling stone 

fragments from the upper cornice would continue to be a safety hazard for those who walk 

close to the façade. 
264

PROJECT TITLE: Replace Exterior Light Fixtures on 12th Street

INSTALLATION: National Museum of Asian Art - Freer Gallery of Art (FGA)

LOCATION: Washington, DC 

FY 2025 COST ESTIMATE (Thousands of Dollars): $900*

Total $900* 

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

The 225,000-square-foot 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 light poles surrounding the Freer Gallery of Art have corrosion at their base, 

leading to structural failure of the light poles along 12th Street, SW. As a result, it was 

necessary to remove the most severely corroded poles. Interim structural retrofit repairs 

had to be done on the remaining light poles to provide stability while the design for their 

replacement is finalized. 

PROJECT DESCRIPTION:

The Smithsonian requests $900,000 in FY 2025 to replace the light poles. 

PROGRESS TO DATE:

Design is expected to be completed by the end of the fourth quarter of FY 2024.

IMPACT OF DELAY: 

If not funded, the required lighting replacement will be further postponed, resulting 

in the continued deterioration of the poles, and increasing the risk of the poles falling into a 

busy public sidewalk. 
265

PROJECT TITLE: Improve Dock Road Safety

INSTALLATION: Smithsonian Environmental Research Center (SERC)

LOCATION: Edgewater, Maryland

 

FY 2025 COST ESTIMATE (Thousands of Dollars): $1,200*

ESTIMATED FUTURE-YEAR FUNDING: $1,200*

Total $2,400*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

Devoted to the study of the Chesapeake Bay watershed, SERC is in Edgewater, 

Maryland and located on 2,700 acres of land adjacent to the Rhode River, a sub-estuary 

of the Chesapeake Bay. Originally a 365-acre dairy farm, the property was bequeathed 

to the Smithsonian in 1964. Only the cow barn, which today serves as the library, 

survives from the original farm. More than 20 buildings are scattered around the 

property. The gabled roofed Reed Educational Center is a modern version of the 18thcentury colonial architecture prevalent in the area. The Homestead House on the 

property is a good example of the area’s rich colonial architectural history. In 2007, the 

ruins of the 18th-century Java Plantation and surrounding property were acquired by the 

research center, preserving the area’s rich history.

PROJECT DESCRIPTION: 

The Smithsonian requests $1.2 million in FY 2025 to widen the Dock Road and 

improve drainage in that area. As educational programs at the Reed Center have 

expanded, traffic, including school buses, has also increased. The road leading to that 

part of campus needs to be widened to improve safety and storm water drainage. 

PROGRESS TO DATE:

Design for the project is anticipated to be completed in FY 2024.

IMPACT OF DELAY: 

Without funding for this project, the road to the Reed Educational Center will remain 

too narrow for vehicles to pass and the safety of visitors and staff will continue to be at 

risk. The inadequate drainage and erosion along the Dock Road will continue to be a 

problem. 
266

PROJECT TITLE: Replace Air-Handling Unit (AHU)

INSTALLATION: Cooper Hewitt, Smithsonian Design Museum (CHSDM)

LOCATION: New York, New York

FY 2025 COST ESTIMATE (Thousands of Dollars): $1,500

ESTIMATED FUTURE-YEAR FUNDING: $900

Total $2,400

* Does not include funding in Facilities Planning and Design.

BUILDING BACKGROUND: 

The 64-room Carnegie Mansion, designed by the architectural firm of Babb, Cook & 

Willard, was built between 1899 and 1902. It was the first private residence in the United 

States to have a structural steel frame and one of the first in New York to have a residential 

Otis passenger elevator (now in the collection of the Smithsonian’s National Museum of 

American History). The Mansion was transferred to the Smithsonian in 1972 and the 

Museum opened in 1976. 

PROJECT JUSTIFICATION:

The existing air-handling unit (AHU), AC-3M, was installed at the Carnegie 

Mansion’s attic level in 1994. The AHU services the Mansion’s fourth floor, occupied by 

Museum offices and valuable art collections storage, which require strict temperature and 

humidity controls. The unit is almost 30 years old and past its useful service life. The AHU 

has also been the source of water leaks, which, combined with its location above the 

collection storage space, makes its replacement urgent. 

PROJECT DESCRIPTION:

The Smithsonian requests $1.5 million in FY 2025 to begin replacing the AC-3M 

AHU. Collections and staff will need to be relocated because the new AHU will be installed 

in space currently occupied by collections storage, requiring the collections to be moved 

into an area currently used as workspace. The new unit’s location will prevent any leaks 

from damaging valuable collections. A temporary AHU will not be necessary, as the 

existing AC-3M AHU will continue servicing the fourth floor during construction. Once 

installed, the new AHU will efficiently deliver conditioned air to the building’s fourth floor. 

PROGRESS TO DATE: 

A study was completed in April of 2022 that provided the requirements and a basis 

of design for new AHUs, as well as the timing, sequence, and logistics of installing the 

replacement AHU. The Schematic Design submission was reviewed in September of 2023 

and the design completion is expected by August of 2024. 

IMPACT OF DELAY: 

A delay would cause continued degradation of the AHU, increasing maintenance 

costs and placing collections at risk due to potential failures and/or an emergency 

shutdown. 
267

PROJECT TITLE: Replace Exterior Lighting at Entrance Canopy 

INSTALLATION: National Museum of African American History and Culture

LOCATION: Washington, DC

FY 2025 COST ESTIMATE (Thousands of Dollars): $600*

 Total $600*

* Does not include funding in Facilities Planning and Design.

PROJECT BACKGROUND: 

The National Museum of African American History and Culture’s (NMAAHC) 

exhibits cover more than 400 years of African American history and culture. The 

architectural and engineering team of Freelon Adjaye Bond SmithGroup began work on 

the design in November of 2009 after the Smithsonian Institution selected the firm through 

a design competition process. The design concept leverages the image of the Corona by 

placing this singular building element within the landscape. Reaching toward the sky, the 

Corona expresses faith, hope, and resiliency. Internal to the building, the Corona forms a 

perimeter zone that surrounds the primary galleries. Daylight enters this zone through 

openings in the screen panels and skylights — bringing in light while providing views 

upward and outward. The Corona rests on a base of clear glass panels which afford 

generous views into and through the building as well as outward from the interior into the 

surrounding landscape and the Washington Monument grounds. The design of the porch 

reinforces its importance in African American culture as a gathering and welcoming space. 

The landscape design is an essential component of the visitor experience. A reflecting 

pool at the south entrance includes both turbulent and still waters to symbolize the African 

American experience in the United States.

PROJECT JUSTIFICATION:

Twenty-four of the ground canopy light fixtures, located on the south side of the 

NMAAHC, have failed. The lights were installed alongside the Museum in 2016. A few 

years after installation, facilities personnel reported that the fixtures did not function 

properly and that they had found water inside the light fixtures and suspected that water 

was also in the conduits. The electrical breaker feeding this string of lights is currently off 

and the fixtures remain nonoperational. 

PROJECT DESCRIPTION:

The Smithsonian requests $600,000 in FY 2025 to repair both the light fixtures and 

the systems that power the lighting. 

PROGRESS TO DATE:

Design services were awarded in August of 2022 and the design is expected to be 

completed by September of 2024. 

IMPACT OF DELAY: 

Adequate lighting is required for safety, and to preserve the aesthetics of the 

building and the original design intent. Failure to make these needed repairs will also 

detract from the quality of the visitor experience. 
268

PROJECT TITLE: Building Projects Less than $1,000,000 and Miscellaneous Repairs

INSTALLATION: Multiple Locations

LOCATION: Institution-wide

FY 2025 COST ESTIMATE (Thousands of Dollars): $8,400

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 funding supports other 

Smithsonian operations, such as library support and security guard services, collections 

upgrades, electronic security system modernizations, swing space for one of our two new 

museums, and conservation and related studies. 

PROJECT TITLE: Construction Supervision and Administration

INSTALLATION: Multiple Locations

LOCATION: Institution-wide

FY 2025 COST ESTIMATE (Thousands of Dollars): $9,000

PROJECT DESCRIPTION:

This request supports the essential specialized work associated with Facilities Capital 

Program projects. A total of 53 FTEs will be funded from the $9.0 million. These positions will 

consist of permanent and temporary construction management and cost-engineering staff, 

program managers in branch offices, five contract specialists, a historic preservation 

specialist, and term and temporary staff required to perform the specialized work associated 

with Facilities Capital Program projects. 

Construction management staff supervise and administer construction contracts. 

They directly supervise construction contractors to ensure that 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. A central construction management administration section coordinates all 

funding, contract changes, technical issues, and project physical and financial closeouts. 

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. Onsite 

program managers ensure adequate oversight of projects in branch offices by using scope, 

schedule, and budget controls to directly lead major construction projects, as well as many

smaller projects. Contract specialists help procure contract services to obtain the essential 

expertise required to execute the Facilities Capital Program, thereby ensuring the timely 

award of planning, design, and construction contracts.

The historic preservation specialist supports capital projects for five National Historic 

Landmarks, as well as all the historic Smithsonian buildings on the National Mall, thus 
269

fulfilling the federal requirements of the National Historic Preservation Act of 1966. This 

includes working with the Advisory Council on Historic Preservation; guiding the Section 106 

federal program working with the Washington, DC Historic Preservation Officer; managing 

consultants who help prepare Historic Structures Reports and assist in the conservation of 

building materials; and providing general in-house architectural history research, technical 

reviews, and consultations.
270

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 designs 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. This funding will enable development 

of project baselines, including costs, scopes, and schedules, prior to receiving funds to 

perform the work. 

To plan and design ahead of Capital Program execution, funding of approximately 

15 to 20 percent of the following year’s program is required each year. The Planning and 

Design funding requested for FY 2025 will complete designs for projects planned for 

FY 2026 and provide necessary planning and design funding to begin designing to the 

35 percent stage for most projects included in the planned FY 2027 program. This will 

move the Institution closer to meeting the National Academy of Public Administration’s

recommendation that firm baselines be established before preparation of funding 

requests so budgets submitted provide more accurate cost estimates and enable timely 

award of construction contracts upon receipt of future-year funding. 

The Institution requests a total of $35,800,000 for planning and design in FY 2025. 

These funds will be used for site evaluations, early planning, preliminary and final designs. 

These funds will continue design work for the Hirshhorn Museum major revitalization ($6.7 

million); major revitalization of the National Museum of American History ($0.5 million); the 

National Zoo and Conservation Biology Institute ($9.7 million); major revitalization projects 

at the National Museum of Natural History ($4.6 million); the Smithsonian Environmental 

Research Center projects ($1.5 million); the Smithsonian Quadrangle, including the green 

roof design ($1.7 million); the Donald W. Reynolds Center projects ($0.5 million); securityrelated projects, including electronic security system modernizations at various facilities 

($0.4 million); the National Postal Museum projects ($0.3 million); the Anacostia 

Community Museum ($0.3 million); the Cooper Hewitt, Smithsonian Design Museum 

projects ($0.6 million); and various collections storage improvement projects ($1.5 million). 

These funds will also be used to design many smaller revitalization projects and security 

upgrades, and for space utilization studies and smaller master planning initiatives ($7.5 

million), which will help guide the Smithsonian’s future facilities decisions and ensure more 

effective use of existing space.
271

CONSTRUCTION

PROJECT TITLE: Construct Pod 6

INSTALLATION: Suitland Collections Center (SCC)

LOCATION: Suitland, Maryland 

(Dollars in $000s)

Smithsonian 

Institution 

National Gallery 

of Art

FY 2025 Cost Estimate Design $0 $0

FY 2025 Cost Estimate Construction $17,380 $5,650

Prior-Year Funding Design $6,850 $2,610

Prior-Year Funding Construction $80,600 $63,240

Estimated Future-Year Funding Construction $0 $0

TOTAL $104,830 $71,500

PROJECT BACKGROUND: 

The Paul E. Garber Facility in Suitland, Maryland, is one of the first off-site storage 

spaces for the Smithsonian Institution’s (SI) collections. The structures were originally built 

as 10–15-year temporary buildings in the 1950s but have been in use ever since and still 

serve as one of the Smithsonian’s primary off-site collections storage spaces. An 

evaluation of SI collections storage space identified the Garber collections storage site as 

containing almost 50 percent of the Smithsonian’s unacceptable collections space. Much 

of the more than 384,700 square feet of space at Garber does not meet the current 

building codes for structural support, is compromised by hazardous materials, and does 

not provide the proper environmental conditions to adequately preserve and protect the 

nation’s priceless artifacts. 

Construction of Pod 6 is the last phase of the Museum Support Center (MSC) 

complex project that began years ago at the Suitland Collections Center (SCC) campus

and was one of the first projects identified in the SCC master plan. It is a three-story

collections storage module to be built next to the Pod 4 storage module and will be shared 

with the National Gallery of Art (NGA) under a special partnership agreement. 

Approximately 58 percent of the building will be occupied by the Smithsonian and 42 

percent will be occupied by the NGA. Accordingly, the Smithsonian will fund roughly 58 

percent of the total construction costs and 42 percent will be funded by the NGA. 

The completion of Pod 6 will allow Phase 1 of the 40-year SCC master plan to 

begin and will enable the Smithsonian to move a significant number of its remaining 

collections out of the aging buildings of the Paul E. Garber Facility, relocate collections out 

of the basements of Mall museums, and also provide permanent, state-of-the-art 

collections storage facilities for both the Smithsonian and the National Gallery of Art.

PROJECT JUSTIFICATION:

The 2014 Collection Space Framework Plan identified increasing collections 

storage capacity as a primary goal for the Smithsonian to address unacceptable 

conditions, allow decompression, anticipate future growth, and reduce the Institution’s 
272

reliance on and recurring costs for leased collections storage space. Concurrently, the 

NGA identified a similar need for a permanent, non-leased, climate-controlled facility to 

properly house, process, and conserve their priceless works of art. Their existing off-site 

storage, leased from a third party, is inadequate in both quality and quantity and cannot

accommodate the NGA’s collections growth. Constructing the Pod 6 collections storage 

module is a cost-effective first step in meeting these goals for both cultural institutions. 

PROJECT DESCRIPTION:

The Smithsonian requests $17.4 million in FY 2025 to complete the construction of 

Pod 6. A feasibility study completed in FY 2016 envisioned a 130,000-square-foot addition 

on the west side of the MSC. The module will include space for collections from the 

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

National Postal Museum, the Hirshhorn Museum and Sculpture Garden, and the NGA. 

This custom-designed module will give the Smithsonian Institution and the NGA a wellplanned and executed structure that will provide conservation and preservation for some 

of the world’s most significant historical artifacts and prestigious works of art. When built, 

the module will maintain these national treasures under strict and efficient humidity and 

temperature controls, thus ensuring their preservation for future generations. Pod 6 will 

provide 145,538 net square feet of storage space, which includes 84,214 net square feet 

for the Smithsonian and 61,324 net square feet for the NGA. 

PROGRESS TO DATE: 

The project design was completed in January of 2022, and the construction contract 

was awarded in September of 2022. The expected construction completion is projected for 

the second quarter of FY 2025. The project’s sustainability goal is to achieve Leadership in 

Energy and Environmental Design Gold certification.

The senior leaders of the Smithsonian Institution (SI) and the National Gallery of Art 

(NGA) signed a Memorandum of Understanding for the design, construction, and use of 

Pod 6. The SI and NGA are currently crafting an Operations and Maintenance Agreement 

(OMA). This will assist in the day-to-day operations of Pod 6. The OMA is expected to be 

completed in the first quarter of FY 2025.

IMPACT OF DELAY: 

A delay of the Pod 6 project will require both the Smithsonian and the NGA to 

continue storing precious artifacts in areas with substandard conditions, such as the 

basements of the Mall museums, which are often subject to flooding. In addition, with this 

new module, the NGA can discontinue leasing substandard collections storage space, 

thereby realizing substantial savings. A delay would also set back other SI museum 

renovation projects because part of the intended use of Pod 6 is to provide swing space 

for collections storage during other essential construction projects. Finally, such a delay 

would impair the Smithsonian’s private-sector fundraising because benefactors and 

donors are more likely to endow museums and galleries when they know there will be 

permanent safekeeping of their gifts for the public good.
TAB 4

APPENDIX
Board of Regents

Secretary

Chief of Staff

General Counsel

Office of the Regents

Inspector General

Assistant Secretary

Communications and 

External Affairs

and

Chief Marketing Officer

 Assistant Secretary

Advancement

 Director, Equal Emp. 

& Supplier Diversity

Contracting & Pers. Prop. Mgmt.

Facilities Management

Finance & Accounting

Human Resources

Information Technology

Investments

Planning, Design, & Construction

Planning, Mgmt. & Budget

Protection Services

Safety, Health, & Env. Mgmt.

Sponsored Projects

SMITHSONIAN INSTITUTION

PROPOSED – FEBRUARY 2023

Deputy Secretary

and

Chief Operating Officer

Under Secretary

for

Finance and 

Administration/Chief

Financial Officer

Anacostia Community Museum

Archives of American Art

Arts and Industries Building

Asian Pacific American Center

Center for Folklife and Cultural Heritage

Cooper Hewitt, Smithsonian Design Museum

Hirshhorn Museum and Sculpture Garden

National Museum of African American History and Culture

National Museum of African Art

National Museum of American History

National Museum of Asian Art

National Museum of the American Indian

National Museum of the American Latino

National Portrait Gallery

National Postal Museum

Smithsonian American Art Museum

Smithsonian American Women’s History Museum

Smithsonian Exhibits

Museum Conservation Institute

National Air and Space Museum

National Museum of Natural History

 National Zoological Park/Smithsonian 

Conservation Biology Institute

Smithsonian Astrophysical Observatory

Smithsonian Environmental Research 

Center

Smithsonian Libraries and Archives

Smithsonian Tropical Research Institute

Educational Technology

Smithsonian Associates

Smithsonian Traveling Exhibition 

Service and Smithsonian Affiliations

Smithsonian Science Education 

Center

Under Secretary 

for 

Education

Under Secretary 

for

Museums and Culture

Under Secretary

for

Science and Research

President

Smithsonian Enterprises

Head of Digital 

Transformation Head of Diversity

273
274

VISITS TO THE SMITHSONIAN

FYs 2019–2023

MALL FY 2019 FY 2020 FY 2021 FY 2022 FY 2023

SI Castle1 955,949 298,325 75,191 842,367 241,589

Arts and Industries Building2/3 27,514 1,599 0 493,768 29,931

Natural History 4,228,940 1,465,253 502,222 3,519,054 4,527,771

Air and Space 3,869,046 749,475 197,575 284,290 1,833,658

American Indian 985,781 358,732 133,712 481,562 703,019

Asian Art 453,279 167,751 38,297 337,588 496,491

African Art 130,414 51,270 17,697 84,062 126,508

Ripley Center 150,663 60,799 0 1,273 103,185

American History 3,061,396 741,281 352,052 1,803,656 2,093,410

Hirshhorn 982,816 299,090 95,030 751,476 789,566

African American History and 

Culture 1,923,563 836,768 244,887 1,061,730 1,609,639

OFF MALL FY 2019 FY 2020 FY 2021 FY 2022 FY 2023

DW Reynolds Center 

(SAAM & NPG) 1,819,355 706,155 198,986 838,214 1,147,388

Anacostia 11,038 10,064 956 6,853 14,482

Cooper Hewitt 267,948 99,284 33,124 111,346 148,947

American Indian4

(Heye Center/CRC) 357,554 147,234 30,014 191,733 313,734

Renwick Gallery 430,101 134,210 56,921 174,856 284,172

National Zoo 1,885,116 816,703 793,702 1,518,238 1,850,213

Postal 489,120 189,021 5,629 104,871 163,391

Udvar-Hazy Center 1,317,082 589,120 396,730 1,137,358 1,198,696

TOTAL5/6 23,346,675 7,722,134 3,172,725 13,744,295 17,677,004

1. The SI Castle Building closed to the public in February 2023 to prepare for its multiyear renovation.

2. The Arts and Industries Building (AIB) closed to the public in January of 2004 and hosts special events only.

3. The AIB increase in visitation in FY 2022 is due to the opening of the FUTURES exhibit.

4. Includes the George Gustav Heye Center in New York City and the Cultural Resources Center (CRC) in Suitland, Maryland.

5. The drop in visits in FY 2019 is due to the federal Government shutdown (in January of 2019), the partial closure of the National Air and Space Museum for a 

major renovation project, and a revised counting methodology.

6. The drop in visits in FYs 2020–2022 is due to the COVID-19 pandemic closures in March of 2020 and thereafter.
275

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 2023

Actuals

FY 2024

Estimates

General Trust 124.3 107.1

Donor/Sponsor-Designated 457.4 383.6

Government Grants and Contracts 90.1 125.7

Total Available for Operations $671.8 $616.4

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; 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 for special events. Projected sources of FY 2024 general trust funds total 

$107,100,000. 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.
276

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 2024 are 

projected to total $383,600,000. 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 

2024, Government grants and contracts are projected to total $125,700,000. Of this 

amount, $101,270,000 is planned for astrophysical research and development 

programs conducted by the Smithsonian Astrophysical Observatory.
277

FY 2025 APPROPRIATIONS LANGUAGE

SALARIES AND EXPENSES

For necessary expenses of the Smithsonian Institution, as authorized by law, including 

research in the fields of art, science, and history; development, preservation, and

documentation of the National Collections; presentation of public exhibits and 

performances; collection, preparation, dissemination, and exchange of information and 

publications; conduct of education, training, and museum assistance programs; 

maintenance, alteration, operation, lease agreements of no more than 30 years, and 

protection of buildings, facilities, and approaches; not to exceed $100,000 for services 

as authorized by 5 U.S.C. 3109; and purchase, rental, repair, and cleaning of uniforms 

for employees, $960,200,000, to remain available until September 30, 2026, except as 

otherwise provided herein; of which not to exceed $27,225,000 for the instrumentation

program, collections acquisition, exhibition reinstallation, Smithsonian American 

Women’s History Museum, National Museum of the American Latino, and the 

repatriation of skeletal remains program shall remain available until expended; and 

including such funds as may be necessary to support American overseas research 

centers: Provided, That funds appropriated herein are available for advance payments 

to independent contractors performing research services or participating in official 

Smithsonian presentations: Provided further, That the Smithsonian Institution may 

expend Federal appropriations designated in this Act for lease or rent payments, as rent 

payable to the Smithsonian Institution, and such rent payments may be deposited into 

the general trust funds of the Institution to be available as trust funds for expenses 

associated with the purchase of a portion of the building at 600 Maryland Avenue, SW, 

Washington, DC, to the extent that federally supported activities will be housed there: 

Provided further, That the use of such amounts in the general trust funds of the 

Institution for such purpose shall not be construed as Federal debt service for, a Federal 

guarantee of, a transfer of risk to, or an obligation of the Federal Government: Provided 

further, That no appropriated funds may be used directly to service debt which is 

incurred to finance the costs of acquiring a portion of the building at 600 Maryland 

Avenue, SW, Washington, DC, or of planning, designing, and constructing 

improvements to such building: Provided further, That any agreement entered into by 

the Smithsonian Institution for the sale of its ownership interest, or any portion thereof, 

in such building so acquired may not take effect until the expiration of a 30 day period 

which begins on the date on which the Secretary of the Smithsonian submits to the 

Committees on Appropriations of the House of Representatives and Senate, the 

Committees on House Administration and Transportation and Infrastructure of the 

House of Representatives, and the Committee on Rules and Administration of the 

Senate a report, as outlined in the explanatory statement described in section 4 of the 

Further Consolidated Appropriations Act, 2020 (Public Law 116–94; 133 Stat. 2536) on 

the intended sale.

Note.— A full-year 2024 appropriation for this account was not enacted at the time the 

Budget was prepared; therefore, the Budget assumes this account is operating under 

the Continuing Appropriations Act, 2024 and Other Extensions Act (Division A of Public 
278

Law 118–15, as amended). The amounts included for 2024 reflect the annualized level 

provided by the continuing resolution.

FACILITIES CAPITAL

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), and for construction, including 

necessary personnel, $200,000,000, to remain available until expended, of which not to 

exceed $10,000 shall be for services as authorized by 5 U.S.C. 3109.

Note.— A full-year 2024 appropriation for this account was not enacted at the time the 

Budget was prepared; therefore, the Budget assumes this account is operating under 

the Continuing Appropriations Act, 2024 and Other Extensions Act (Division A of Public 

Law 118–15, as amended). The amounts included for 2024 reflect the annualized level 

provided by the continuing resolution.

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 177-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 2023 appropriations language included 

in the Department of Interior, Environment and Related Agencies Appropriations Act, 

2023, Division G, of the Consolidated Appropriations Act, 2023 (H.R. 2617, PL 117-

328). 

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...” 
279

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.” 

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 
280

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.” 

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...” 
281

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...” 

Section 104(a)(2), Division T, Title I, of Public Law 116-260 (December 

27, 2020), provides that the Council of the Smithsonian American 

Women’s History Museum shall have the sole authority to “purchase, 

accept, borrow, and otherwise acquire artifacts for addition to the 

collections of the museum...”

Section 201(d)(2)(B)(i), Division T, Title II, of Public Law 116-260

(December 27, 2020), provides that the Board of Trustees of the National 

Museum of the American Latino shall have the sole authority to “purchase, 

accept, borrow, or otherwise acquire artifacts and other objects for 

addition to the collections of the museum...”

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...” 
282

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.”

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].”
283

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...” 

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. 
284

7. not to exceed $ for services as authorized by 5 U.S.C. 3109;

5 U.S.C. § 3109(b) provides that “When authorized by an appropriation or 

other statute, the head of an agency may procure by contract the 

temporary (not in excess of 1 year) or intermittent services of experts or 

consultants or an organization thereof, including stenographic reporting 

services.”

8. and purchase, rental, repair, and cleaning of uniforms for employees,

5 U.S.C. § 5901(a) provides that “There is authorized to be appropriated 

annually to each agency of the Government of the United States...on a 

showing of necessity or desirability, such sums as may be necessary to 

carry out this subchapter. 

40 U.S.C. § 6306(c) provides that “The employees designated as special 

police under subsection (a) [covering the Smithsonian Institution] may be 

provided, without charge, with uniforms and other equipment as may be 

necessary for the proper performance of their duties...”

9. $_______, to remain available until September 30, 20__, except as otherwise 

provided herein;

Wording added by the Congress in Public Law 111-88 making 

appropriations for the Department of the Interior and Related Agencies for 

fiscal year 2010 to extend the availability for the Salaries and Expenses 

account from one year to two years unless otherwise provided herein;

10. of which not to exceed $________ for the instrumentation program, collections 

acquisition, exhibition reinstallation, Smithsonian American Women’s History 

Museum, National Museum of the American Latino, 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 
285

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...”

13. Provided further, That the Smithsonian Institution may expend Federal 

appropriations designated in this Act for lease or rent payments, as rent payable 

to the Smithsonian Institution, and such rent payments may be deposited into the 

general trust funds of the Institution to be available as trust funds for expenses 

associated with the purchase of a portion of the building at 600 Maryland 

Avenue, S.W., Washington D.C. to the extent that Federally supported activities 

will be housed there: Provided further, That the use of such amounts in the 

general trust funds of the Institution for such purpose shall not be construed as 

Federal debt service for, a Federal guarantee of, a transfer of risk to, or an 

obligation of the Federal Government: Provided further, That no appropriated 

funds may be used directly to service debt which is incurred to finance the costs 

of acquiring a portion of the building at 600 Maryland Avenue, SW, Washington 

DC, or of planning, designing, and constructing improvements to such building: 

Provided further, That any agreement entered into by the Smithsonian Institution

for the sale of its ownership interest, or any portion thereof, in such building so 

acquired may not take effect until the expiration of a 30 day period which begins 

on the date on which the Secretary of the Smithsonian submits to the 

Committees on Appropriations of the House of Representatives and Senate, the 

Committees on House Administration and Transportation and Infrastructure of 

the House of Representatives, and the Committee on Rules and Administration 

of the Senate a report, as outlined in the explanatory statement described in 

section 4 of the Further Consolidated Appropriations Act, 2020 (Public Law 116-

94; 133 Stat. 2536) on the intended sale.

Wording added by the Congress in Department of Interior, Environment and 

Related Agencies Appropriations Act, 2020, as enacted by Division D of the 

Further Consolidated Appropriations Act, 2020 (Public Law 116-94, approved 

December 20, 2019).
286

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...”

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,

Section 107(c), Division T, Title I, of Public Law 116-260 (December 27, 

2020) provides that: “The Board of Regents,...may plan, design, and 

construct a building for the [Smithsonian American Women’s History] 

Museum, which shall be located at the site designated by the Board of 

Regents...”

Section 201(g)(1)(C), Division T, Title II, of Public Law 116-260

(December 27, 2020) provides that: “The Board of Regents,...is 

authorized to prepare plans, design, and construct a building or modify an 

existing building for the [National] Museum [of the American Latino], which 

shall be located at the site designated by the Board of Regents...”

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.
287

4. $ _________ to remain available until expended,

31 U.S.C. § 1301(c)(2) provides that “(c) An appropriation in a regular, 

annual appropriation law may be construed to be permanent or available 

continuously only if the appropriation--... (2) expressly provides that it is 

available after the fiscal year covered by the law in which it appears.”

5. of which not to exceed $ shall be for services as authorized by 5 U.S.C. 

3109.

5 U.S.C. § 3109(b) provides that “When authorized by an appropriation or 

other statute, the head of an agency may procure by contract the temporary (not in excess of 1 year) or intermittent services of experts or 

consultants or an organization thereof, including stenographic reporting 

services.”
Adjustments for FY 2023

(Dollars in Thousands)

FY 2023 

Enacted Adjustments

FY 2023

Revised 

Estimate 

Unit $000s $000s $000s

MUSEUMS AND RESEARCH CENTERS

National Air and Space Museum 22,380 0 22,380

Smithsonian Astrophysical Observatory 26,412 0 26,412

Major Scientific Instrumentation 4,118 0 4,118

Universe Center 184 0 184

National Museum of Natural History 55,239 0 55,239

National Zoo and Conservation Biology Institute 35,388 0 35,388

Smithsonian Environmental Research Center 4,934 0 4,934

Smithsonian Tropical Research Institute 16,176 0 16,176

Biodiversity Center 1,563 0 1,563

Arthur M. Sackler Gallery/Freer Gallery of Art 6,918 0 6,918

Asian Pacific American Center 2,560 0 2,560

Center for Folklife and Cultural Heritage 3,938 0 3,938

Cooper Hewitt, Smithsonian Design Museum 5,587 115 \1 5,702

Hirshhorn Museum and Sculpture Garden 5,559 0 5,559

National Museum of African Art 5,439 0 5,439

World Cultures Center 1,292 0 1,292

Anacostia Community Museum 2,949 0 2,949

Archives of American Art 2,097 0 2,097

National Museum of the American Latino 10,392 0 10,392

Smithsonian American Women's History Museum 9,568 0 9,568

National Museum of African American History & Culture 35,767 0 35,767

National Museum of American History, Behring Center 28,382 -202 \2 28,180

National Postal Museum 2,160 120 \3 2,280

National Museum of the American Indian 36,762 0 36,762

National Portrait Gallery 7,473 0 7,473

Smithsonian American Art Museum 11,711 202 \2 11,913

American Experience Center 600 0 600

TOTAL, MUSEUMS AND RESEARCH CENTERS 345,548 235 345,783

288
Adjustments for FY 2023

(Dollars in Thousands)

FY 2023 

Enacted Adjustments

FY 2023

Revised 

Estimate 

Unit $000s $000s $000s

MISSION ENABLING

Outreach 10,225 0 10,225

Communications 3,075 0 3,075

Institution-wide Programs 20,084 -875 \1,4 19,209

Smithsonian Exhibits 3,627 0 3,627

Museum Support Center 2,044 0 2,044

Museum Conservation Institute 3,770 0 3,770

Smithsonian Libraries and Archives 16,835 0 16,835

Office of the Chief Information Officer 65,895 -860 \5 65,035

Administration 39,418 1,818 \4,5,6 41,236

Office of the Inspector General 4,426 0 4,426

Facilities Maintenance 119,258 0 119,258

Facilities Operations, Security, and Support 258,650 -318 \3,6 258,332

TOTAL, MISSION ENABLING 547,307 -235 547,072

GRAND TOTAL, SMITHSONIAN INSTITUTION 892,855 0 892,855

Footnotes for FY 2023 Estimate:

\1

\2

\3

\4

\5

\6

Reallocation of $860,000 from Office of the Chief Information Officer to Administration to address the unspecified reduction 

in the FY 2023 Consolidated Appropriations Act.

FTE redirection of $198,000 from Facilities Operations, Security, and Support to Administration (Office of the Under 

Secretary for Administration) to support a Senior Advisor position reporting to the Under Secretary for Administration to, 

among other duties, assist in the planning and implementation of the proposed reorganization of Smithsonian Facilities, if 

approved. As such, we do not deem this to be a departure from how the program was appropriated. 

Redirection of $760,000 from Institution-wide Programs (Digital Transformation) to Administration (Office of Digital 

Transformation) for digital support. The Explanatory Statement Report that accompanied the FY 2023 Consolidated 

Appropriations Act provided "$3,000,000 to support digital transformation efforts across the Institution ensuring access to the 

Smithsonian's digital content." As such, we do not deem this to be a departure from how the program was appropriated.

Reallocation of $120,000 from Facilities Operations, Security, and Support to National Postal Museum for unit rent. 

FTE reallocation of $202,000 from National Museum of American History to Smithsonian American Art Museum for 

operational support.

Redirection of $115,000 from Institution-wide Programs (Digital Transformation) to Cooper Hewitt, Smithsonian Design 

Museum for digital support. The Explanatory Statement Report that accompanied the FY 2023 Consolidated Appropriations 

Act provided "$3,000,000 to support digital transformation efforts across the Institution ensuring access to the Smithsonian's 

digital content." As such, we do not deem this to be a departure from how the program was appropriated. 

289