MINUTES OF THE JANUARY 31, 2011, MEETING

OF THE BOARD OF REGENTS

ATTENDANCE

This scheduled meeting of the Board of Regents was held on Monday, January 31, 2011, in the

Regents’ Room in the Smithsonian Castle Building.  The Board conducted morning and afternoon

sessions, each of which included executive sessions.  Board Chair Patricia Q. Stonesifer called the

meeting to order at 8:40 a.m.  Also present were:  

The Chief Justice 1

Thad Cochran 2  

France Córdova

Sam Johnson

Robert P. Kogod

Steven LaTourette 3  

Patrick J. Leahy  

John W. McCarter Jr.  

Jack Reed  

David M. Rubenstein  

Alan G. Spoon   

Paul Neely, Smithsonian National Board Chair

David Silfen, Investment Committee Chair

Former Regent Senator Christopher J. Dodd contributed to the opening remarks, at which time he

introduced his successor on the Board, Senator Jack Reed.  Also attending was Representative Doris

O. Matsui, whose term on the Board had expired.  Vice President Joseph R. Biden Jr., Dr. Shirley

Ann Jackson, and Roger W. Sant were unable to attend the meeting.  Representative Xavier

Becerra, whose term also had expired, was unable to attend the meeting.

Also present were:  

G. Wayne Clough, Secretary  

Patricia L. Bartlett, Chief of Staff to the Secretary  

Claudine K. Brown, Assistant Secretary for  

Education and Access

Amy Chen, Chief Investment Officer

Virginia B. Clark, Director of Advancement and  

Philanthropic Giving

Bruce Dauer, Acting Chief Financial Officer

Barbara Feininger, Senior Writer‐Editor, Office  

of the Regents

Richard Kurin, Under Secretary for History, Art,  

and Culture  

John K. Lapiana, Chief of Staff to the Regents  

Judith Leonard, General Counsel  

Evelyn S. Lieberman, Director of  

Communications and External Affairs  

Alison McNally, Under Secretary for Finance  

and Administration  

Tom Ott, President of Smithsonian Enterprises

Nell Payne, Director of Government Relations  

Eva J. Pell, Under Secretary for Science  

A. Sprightley Ryan, Inspector General

Jeffrey P. Minear, Counselor to the Chief Justice  

Danielle Borrin, Assistant to Vice President Biden

T. A. Hawks, Assistant to Senator Cochran

Kevin McDonald, Assistant to Senator Leahy  

Moira Lenehan‐Razzuri, Assistant to Senator Reed

David Heil, Assistant to Congressman Johnson  

Sarah Cannon, Assistant to Congressman LaTourette

Mary Ellen Muckerman, Wolff Olins Strategy Director 4

John R. Dailey, National Air and Space Museum  

Director 5

John Cash, Marts & Lundy Senior Consultant 6

Lynne Heinrich, Marts & Lundy Senior Consultant 6

Jenine S. Rabin, Campaign Director 6  

_____________________________________________________

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

2 Senator Cochran attended the morning session.

3 Representative LaTourette attended the afternoon session.

4 Ms. Muckerman participated in the presentation on the Smithsonian Branding Initiative.

5 General Dailey provided a presentation on the National Air and Space Museum.  

6 Mr. Cash, Ms. Heinrich, and Ms. Rabin participated in the presentation on the National Campaign.
2

MORNING SESSION

REPORT OF THE BOARD AND EXECUTIVE COMMITTEE CHAIR

Opening Comments and

Introduction of New

Regents

Executive Committee and Board Chair Patricia Stonesifer welcomed the attendees,

including former Congressional Regent Christopher J. Dodd, whose decision not to run

for reelection resulted in his retirement from the Board of Regents.  Senator Dodd

thanked the Board for the opportunity to have served on the Board of Regents and

pledged his ongoing support for the Smithsonian.  He introduced his successor, Senator

Jack Reed (D‐RI), and noted the wealth of experience and guidance that Senator Reed

will bring to the Board and to the Institution, particularly with regard to Federal funding

for the Smithsonian.  Senator Dodd said that Smithsonian’s capacity to contribute to

education and research initiatives aligns with the Administration’s stated priorities and

that the Institution will continue to be of significant importance to the nation and to

the world.  The Chair thanked Senator Dodd for his contributions to the Board, and

thanked his Congressional assistant Colin McGinnis.  The Board expressed its

appreciation to both with a round of applause.   

The Chair welcomed Senator Reed, who expressed his appreciation for the opportunity

to serve on the Board.  He introduced his assistant Moira Lenehan‐Razzuri.  The Chair

then introduced Sarah Cannon, Assistant to Representative Steve LaTourette (R‐OH),

who also had been appointed to the Board but was unable to participate in the

morning session.  She noted that the decision to retain either Representative Becerra

or Representative Matsui on the Board of Regents would be made in the coming weeks,

and thanked Representative Matsui for attending this meeting.

Overview of Meeting

Agenda

The agenda for the meeting was reviewed.  The Chair said that several committee

reports would rest on written materials alone to allow time for several significant

presentations and discussions.  She thanked Investment Committee Chair David Silfen

for participating in this meeting, and noted the Endowment’s top‐quartile performance

over the past quarter again crossed the $1 billion threshold.  She then said that, with

the exception of a few senior staff and the meeting recorder, the next portion of the

meeting would be conducted with only the Regents and Regent liaisons to allow for an

open and frank Regents’ discussion of the Hide/Seek exhibition controversy, which an

would be followed by an executive session.

Regents’ Self‐Assessment The Chair then commented on the results of the annual Regents’ self‐assessment.  

Twelve of 15 eligible Regents responded, and the Chair expressed her hope that the

next survey would reflect the participation of all eligible members of the Board.  The

survey revealed that a number of Regents believe that the Board would benefit from a

better understanding of the Smithsonian’s fundraising practices.  She noted that the

afternoon discussion of a national campaign would help address this issue.

Actions Taken on Behalf

of the Board

The Chair directed the Board’s attention to a report on actions taken by the Executive

Committee on behalf of the Board since its September 2010 meeting.  The actions

include a resolution to authorize the Secretary to exercise the option to purchase an  
3

additional 20 percent equity interest in SI Networks, the Smithsonian’s joint venture

with Showtime Networks.  The Smithsonian has achieved an equity ownership of  

30 percent.

Approval of the

September 20, 2010,

Meeting Minutes

The Chair then asked the attendees to approve the minutes of the September 20, 2010,

meeting of the Board of Regents.  

See attached Resolution 2011.01.01 (Minutes of the Board of Regents, Appendix A).

HIDE/SEEK: A FORWARD‐LOOKING REVIEW

Framing the Controversy,

Actions Taken, and the

Regents’ Discussion

The Chair introduced the first major agenda item, a review and discussion of the

decision to remove the 1987 video piece A Fire in My Belly by American artist David

Wojnarowicz (1954–1992) from the National Portrait Gallery exhibition Hide/Seek:

Difference and Desire in American Portraiture.  She stated that the Regents’ discussion

would be held without the presence of most senior staff but that, unlike the Board’s

executive sessions, it would be documented for inclusion in the meeting minutes.  The

controversy raised big questions about the nature of the Smithsonian and the

responsibilities of the Regents when, as has happened with this issue, the public trust

has been shaken.  The Chair provided a summary of the exhibition’s history, the

importance of its thesis, the controversy that arose over both the inclusion and the

removal of A Fire in My Belly, and the Smithsonian’s response.

The Chair discussed the art of portraiture, and the three‐way conversation that exists

among the artist, the sitter, and the viewer.  Past and present cultural dialogues inform

the artist’s vision and the viewer’s response.  With regard to portraiture, the viewer

might also consider questions about what appears to be revealed in a work of art, as

well as an implicit invitation to consider what might not be revealed; the relationship

between the artist and the subject also might be considered.  She said that former

National Portrait Gallery Director Marc Pachter’s decision to support the development

of the Hide/Seek exhibition was based on an understanding of the importance of

considering the meaning and history of portraiture through the lens of same‐sex love.

David Wojnarowicz was one of several artists whose work provides important

commentary on the indifference of social, religious, medical, and political institutions to

the AIDS epidemic in the mid‐1980s.  Through works that sometimes evoke poignant or

repulsive responses, these artists used their art to draw attention to and invite

discourse about the AIDS epidemic.  

The public and political reactions to the installation and subsequent removal of A Fire in

My Belly reflect, among other things, divided opinions about same‐sex relationships;

constitutional protections for freedom of expression; the separation of church and

state; and the importance of the arts in civic discourse, including the role of Federal

funding in the arts.  The response of the GLBT (gay, lesbian, bisexual, transgender)

community to the removal of the work reflects a strong concern that, as happened

during the beginning of the AIDs epidemic, its members again are being marginalized.
4

The Board’s advance meeting materials included a paper with summaries of other

historical exhibition controversies, including those hosted by the Smithsonian or other

cultural organizations; Smithsonian Directive (SD) 603: Exhibition Planning; an outline

of the planning and review process for the Hide/Seek exhibition; calls for both the

removal and the reinstatement of A Fire in My Belly; and samples of comments from

key stakeholder groups, including Smithsonian staff, members of the Smithsonian’s

advisory boards, the public, the U.S. Congress, and leaders in the arts and philanthropic

communities.  The paper also outlined the Smithsonian’s response, including the

Executive Committee’s request to the Secretary in December 2010 to conduct an

internal review of the exhibition’s development and adherence to established

procedures.   

The paper noted that the Executive Committee also asked Mr. McCarter to chair a

panel of outside experts to examine the Smithsonian’s role in the controversy, assess

its current exhibition planning policies and procedures, and provide recommendations

about these programs and processes going forward.  The advisory panel, which

included David Gergen, Harvard professor, CNN analyst, and White House advisor to

four Presidents, and Earl (“Rusty”) A. Powell III, director of the National Gallery of Art,

began its review in late December 2010 and subsequently drafted a report on its

findings for the Board’s review.   

Introduction of the

Advisory Panel Report

Mr. McCarter then presented the Report of the Regents’ Advisory Panel, copies of

which were provided to the Board during the meeting.  He expressed his gratitude for

the contributions of Messrs. Gergen and Powell, and noted that Mr. Minear also had

provided significant support.  In addition, Mr. McCarter thanked Mr. Lapiana and Ms.

Leonard for their contributions to the review process.

Mr. McCarter said that the panel used four questions to frame its deliberations,

observations, and recommendations:

• What is the role of a national museum in stimulating dialogue on potentially

sensitive and controversial cultural topics?

• What best practices are applicable for communicating with internal and

external stakeholders about potentially sensitive and controversial exhibitions

both during the planning stage and after opening in the case of controversy?

• What is the specific role of the Regents as both the responsible governing body

and as a resource for Smithsonian management with regard to the planning

and execution of potentially sensitive and controversial exhibitions?

• What core principles and practices should the Regents and management

operate under when the inevitable controversies arise threatening some crucial

aspect of the public trust?

A key point addressed in the report was how new modes of communication allowed

the Hide/Seek controversy to quickly amplify and accelerate.  The Smithsonian must

demonstrate that it is a reflective institution; strengthen its ability to moderate the

pace of such exchanges; and not act abruptly.  Any modifications to the Smithsonian’s

exhibition planning policy must address the impact of new technologies and new

communications.
5

The report found that, as a complex institution of both national and international

importance, the Smithsonian should assume that such controversies will arise in the

future.  The Smithsonian is in fact obligated to produce thoughtful, scholarly exhibitions

and programs that encourage civil dialogue on important and transitional issues facing

the nation, including those that are potentially controversial.  The Smithsonian’s role as

the nation’s largest cultural organization would be diminished if it avoided the intrinsic

risks associated with programs that consider sensitive issues and support freedom of

expression.  The Institution also recognizes that visits by families and school groups

represent opportunities to engage the public in meaningful, educational exchanges.

The panel reviewed the issue of authority with regard to exhibition curators, museum

directors, and the Secretary.  The report noted that curatorial freedom of expression,

expertise, and authority are critical to the welfare of a flourishing museum.  Directors

should expect that Smithsonian leadership supports their judgment and leadership.  

Primary responsibility for planning and implementing exhibitions should reside with

Smithsonian curators and scholars; authority over outside expert curators should be

established at the outset and exercised.  Although the Secretary cannot be involved

with most curatorial decisions, he should seek timely input from a range of informed

advisors when controversies such as Hide/Seek arise.  The report recommends:  

In the absence of actual error, changes to exhibitions should not be made once

an exhibition opens without meaningful consultation with the curator, director,

Secretary, and the leadership of the Board of Regents.

The report noted the importance of anticipating possible areas of controversy and

providing opportunities for public input at pre‐decisional exhibition planning phases.  

The purpose of such discussions would not be to limit curatorial initiatives.  Mr.

McCarter repeated the expression “something done ahead of time is known as

curatorship, but something done afterwards is called censorship.”  The National

Museum of Natural History exhibition Hall of Human Origins was cited several times for

curator Rick Potts’s successful efforts to reach out in advance to diverse communities

who might take issue with the exhibition’s content.  The rich curatorial content of the

exhibit was maintained and its opening was well‐received.

The panel proposed that the Smithsonian strengthen efforts to reach out to diverse

communities.  It agrees that the newly created Directors Advisory Group will provide

much‐needed support to the Secretary when timely input is needed.  The panel

advocates reaching out to colleagues throughout the broad museum community to

establish bridges of understanding and develop natural alliances.  An ombudsman‐like

position might support efforts to ensure that all perspectives are represented and

available to the Secretary.

The Smithsonian could launch a summer executive education institute for curators and

directors.  The initiative would help develop strategies and best practices for crisis

management; it also would strengthen relationships between curators and museum

directors.  Mr. McCarter noted that the former Smithsonian Council provided similar

opportunities for professionals in the museum field.

The Smithsonian’s engagement with members of Congress was reviewed.  The panel  
6

advocated increasing efforts to develop a “reservoir of good will” with members of the

House and Senate.  The panel believes that the congressional Regents should lead this

initiative.  Museum directors and curators also should regularly reach out to members

of Congress.  Mr. McCarter noted that engaging with congressional spouses and their

children also offers opportunities to increase support for and trust in the Smithsonian.

The report noted the many resources of the Smithsonian’s advisory boards and the

Smithsonian National Board.  The Smithsonian should respect the guidance and support

of these essential participants in the Smithsonian community.  The panel recommended

that museum boards be actively engaged in their museums and consulted whenever

major challenges arise.  Mr. McCarter suggested that every Regent attend two advisory

board meetings each year.   

The report stated that ultimate responsibility for the Smithsonian resides with the

Board of Regents.  Members of the Regents’ Strategic Planning and Programs

Committee should review the three‐year museum exhibition calendar to assess the

proposed exhibition curriculum against the Grand Challenges, the nation’s agenda, and

potential controversies.  Presentations to the full Board should focus on major issues

that impact strategy, budget, resources, and reputation.

Discussion The Regents were asked to respond to the panel’s report.  The Regents discussed the

critical need for museum directors to have confidence in their ability to exercise

professional judgment.  With regard to exhibition agendas, Mr. McCarter noted that

scholarship must always trump advocacy.  The exhibition review process must allow

more time for the evaluation of work that uses new media.  The Smithsonian must take

more time in its response to controversies.

The Smithsonian must reach out to the diverse communities it represents.  The

Secretary noted that Smithsonian must repair its relationships with all of the

communities involved in the Hide/Seek controversy, including members of the GLBT

community, religious groups, members of the art world, and members of Congress.

The Board agreed that “bullies” should not be allowed to shape the Smithsonian, and

concern was expressed about the possibility of micromanaging exhibitions into

homogenized presentations that reduce the Smithsonian’s stature and credibility.  Mr.

Spoon noted that micromanagement is not appropriate whereas advance awareness is.  

Noting that an “organized outrage is waiting for its moment on every major topic,” he

said that the advance planning process for exhibitions should include a review of

potential triggers that might be pulled.  Citing a similar experience early in her tenure

as Purdue University president, Dr. Córdova agreed that advance planning can

ameliorate many potential problems and that the input of advisory boards is critical to

that process.

Representative Matsui said that the Board must address the larger issue of censorship.  

The Chair noted that the Secretary and his team already are focused on the issue of

censorship and its chilling effect.

Mr. Rubenstein noted that the outcome of this review should result in a clear roadmap

that shows what the Smithsonian will do differently in the future in the management of
7

similar controversies.  He also said that the Board should be clear that the proposed

modifications in no way indicate anything less than full support for the Secretary’s

leadership.

Senator Reed agreed that the exhibition planning process would be strengthened with

a review of potential flashpoints that might be triggered and, if found, the engagement

of groups with diverse opinions for their input.  He also noted that members of

Congress should learn more about the scope of the Smithsonian’s activities and be

regularly informed about the programs and contributions of the Smithsonian in their

home communities.

Dr. Córdova commented on her tour of the exhibition and the strong, engaging art she

saw; she also viewed the Wojnarowicz video outside of the museum.  Referring to his

decision to remove A Fire in My Belly from the exhibition, the Secretary noted the

environment that shaped his decision‐making process.  He commented on the pending

Federal budget discussions, and his desire to keep those discussions on topic.

Mr. Silfen said that the mechanisms should be in place that allow staff and advisory

board members to be aware of the overall health of the Institution.  He noted the

difference between thoughtful oversight and micromanagement.  He also commented

on New York City Mayor Michael Bloomberg’s management of the controversy

surrounding the proposed construction of a mosque near Ground Zero.  The Mayor

maintained a consistent, steady perspective while reaching out to groups with

dissenting perspectives.  Mr. Silfen noted that, although all parties were not happy with

the final decision, both sides respected the Mayor’s management of the controversy.  

Mr. Neely said that the successful management of such controversies is about good

judgment.  He stated that he is skeptical of the ability of a single ombudsman‐like figure

to effectively represent multiple perspectives.

The Chair provided a recap of the Regents’ discussion.  The Board endorses the position

that the Smithsonian’s role as a national museum is to cover tough issues, and that the

Institution should do so by supporting the principles of freedom and inquiry and

expression while embracing its broad base of constituents.  The Board also recognizes

that controversies will continue to happen and that the Smithsonian must strengthen

its prevention and recovery mechanisms.  The Board affirms its support for the

Smithsonian’s experts, and suggests that the Smithsonian’s circle of advisors include

other viewpoints to ensure that scholarship is distinguished from advocacy.  The Board

of Regents recognizes the critical importance of building diverse networks and

strengthening relationships with internal and external stakeholders.  Trust must be

reestablished with the Smithsonian’s many friends.

The Board agreed to continue its discussion in executive session.

EXECUTIVE SESSION

Staff departed and the Regents continued their discussion of the Hide/Seek

controversy, the report of the advisory panel, and proposed actions going forward.  Mr.
8

Lapiana was asked to draft a proposed motion that reflects the Board’s opinion, and to

present it for review and approval later in the meeting.

REPORT OF THE SECRETARY

The Secretary provided a report on Smithsonian activities during the first quarter of

fiscal year 2011.   

Combined Federal

Campaign Results

Chaired by Chief Information Officer Ann Speyer, the Smithsonian’s participation in the

Combined Federal Campaign achieved a new record of participation.  The Institution

also was recognized in 2009 as one of the top Federal agencies to contribute to the

charitable giving campaign.

Visitation Summary The Smithsonian experienced one of its highest levels of visitation in 2010, hosting over

30 million visits to its museums and research centers.  Among all Smithsonian

museums, the National Air and Space Museum recorded the largest number of visits.  

The Anacostia Community Museum quadrupled its attendance.  Visitation also was

notably strong at the Reynolds Center, which hosted two key exhibitions, Telling

Stories: Norman Rockwell from the Collections of George Lucas and Steven Spielberg

and Hide/Seek: Difference and Desire in American Portraiture.

Strategic Plan Update The Smithsonian strategic plan is being implemented, with strong results.  With support

from the Gates Foundation, the four Grand Challenges consortia issued the first round

of grants.  Of the 79 proposals received, 29 were funded.  The process generated

enthusiasm among staff and the proposals addressed a wide range of exciting issues.

Redesign Efforts on the Smithsonian Redesign continue.  Assessments and recommendations to

improve the Institution’s financial management systems have resulted in significant

progress, particularly with regard to donor record‐keeping.   

Annual Goals Process The Board will receive the Institution’s annual goals statement much earlier than in the

past and, although 2011 is a transitional year, it will reflect an improved timeline.  In

2012, the goals will be presented almost eight months earlier than in recent history.

Education Under the leadership of Assistant Secretary for Education and Access Claudine Brown,

Smithsonian education programs continue to expand.  A series of gifts in support of

Smithsonian education have been received and initiatives are under way to explain and

provide greater access to the Smithsonian’s educational resources.  The Secretary

noted that the National Science Resources Center recently received a $25.5 million

grant from the U.S. Department of Education to support its work in transforming

science education for grades one through eight.  He also commented on “VANISHED,”

an online/offline environmental disaster mystery game that is the result of a

partnership between the Smithsonian and the Massachusetts Institute of Technology.  

Funded by a National Science Foundation Informal Science Education grant, the high‐

profile initiative will launch in April 2011.

Major Construction

Updates

The Legacy Funds were released to benefit the Arts and Industries Building.  The

Secretary thanked Mr. Kogod, whose major gift in support of the historic building
9

prompted Senator Dianne Feinstein (D‐CA) to allow the release of the funds.  The

monies will fund the rest of the stabilization project, including the installation of a new

roof, structural support, and windows.  The Board recognized the contributions of Mr.

Kogod with a round of applause.

Asia Trails II opened at the National Zoological Park.  The new facility supports the

enhanced care of the Zoo’s elephant population, as well as education programs.  The

National Air and Space Museum’s Udvar‐Hazy Center Phase II also was completed.  The

Secretary noted that the project was achieved without the use of any Federal monies.  

The Regents’ dinner on April 10, 2011, will be held in the new facility.

Federal Budget Update The Smithsonian is operating under a Continuing Resolution (CR) until March 4, 2011,

and the Federal government could operate under a CR through the remainder of the

fiscal year.  To deal with the CR, and the cuts it might entail, the Smithsonian has

instituted a hiring freeze and a discretionary spending freeze.   

The Secretary said that that the fiscal year 2012 Federal budget will likely reflect further

reductions that could possibly total over $1 million.  He has assigned a team to consider

how the Institution might handle deeper cuts in Federal funding; the directors’ advisory

group also has discussed the Federal funding crisis and options to address it.   

The Endowment The Endowment, now totaling over $1 billion, supports the Smithsonian’s efforts to

become less reliant on Federal funding.  The Secretary thanked Investment Committee

Chair David Silfen and Chief Investment Officer Amy Chen for their management of the

Endowment.  The significant efforts and accomplishments of Smithsonian Enterprises

also has strengthened the Trust budget and helped offset possible funding cuts.

Philanthropy The Smithsonian achieved over $158 million in private support in 2010, and December

2010 marked the strongest month in the Smithsonian’s fundraising history.  The

Secretary noted that many donors are making early gifts to the campaign and that the

National Museum of African American History and Culture also is cultivating significant

support.

Grant and Contract

Activities

The Institution’s grant and contract activities are excelling at an unanticipated rate.  

Indirect cost controls and cost recovery systems continue to improve.

Personnel The Secretary reported that the Smithsonian has selected a highly regarded search firm

to assist in the selection and hiring of the next Chief Financial Officer.  Roger Sant is

chair of the search committee.  It is anticipated that a candidate will be selected in late

spring 2011.  

Haiti Relief Effort The Smithsonian has received $2 million from the Haiti Relief Bill to support its

successful efforts to restore and preserve Haitian cultural artifacts damaged by last

year’s earthquake.  Smithsonian staff trained some 50 Haitian curators in conservation

tools and techniques.  

Communications The first free app for Smithsonian visitors is about to debut.  Led by Director of

Communications and External Affairs Director Evelyn Lieberman, the program is  
10

designed to help visitors better understand the Smithsonian, develop and enhance

their visits, encourage the Institution’s dialogue with these key stakeholders, and

provide feedback on their experiences.  The Secretary also noted that Ms. Lieberman is

leading the Smithsonian Branding Initiative, which would be the subject of the next

presentation.  

Discussion Mr. Kogod thanked the Secretary for his leadership and the many initiatives and

accomplishments he has overseen since his arrival in 2008.  He noted that, while many

of these efforts are creating long‐term institutional strength, building staff morale also

is an important priority for the Secretary.  Senator Leahy concurred, saying that he is

often told about the Secretary’s commitment to staff by the staff and volunteers he

meets during congressional visits.  The Board expressed its support for the Secretary

with a round of applause.

SMITHSONIAN BRANDING INITIATIVE

Introduction   Secretary Clough introduced the presentation on the Smithsonian branding initiative.  

The Smithsonian needs to tell its story and tell it better, presenting the Institution in a

broader context and in a more succinct way.  By providing a consistent and compelling

voice for the Smithsonian, the branding of the Institution will be the capstone of the

strategic plan, redesign, and national campaign activities.  Public and private support

for the Smithsonian will increase as more people learn about the depth and breadth of

the Institution and its resources.

Director of Communications and External Affairs Evelyn Lieberman is leading the

branding effort with support from Wolff Olins, an international branding consulting firm

selected from a pool of competitors.  The Secretary said that Wolff Olins Strategy

Director Mary Ellen Muckerman would present two possible branding strategies for the

full Board’s consideration and response.  He added that the Executive Committee

provided feedback on the strategies during its meeting the previous week, and asked

Ms. Lieberman to speak.

Ms. Lieberman prefaced her introduction to the branding presentation by reporting

that staff had asked her to convey their support for the Secretary and their

appreciation for the Regents’ support of the Secretary.  She then said that the goal of

the branding initiative is to tell the story of the Smithsonian and to expand its reach

throughout the country and the world.  She also noted the challenge of sharing the

richness of the entire Institution while highlighting the uniqueness of each unit.

The Board’s comments about the two strategies will guide further efforts to develop a

final branding strategy, which will likely be presented during the April 2011 Regents’

meeting.  Ms. Lieberman then introduced Mary Ellen Muckerman, who, on behalf of

Wolff Olins, thanked the Board for the opportunity to work on this important initiative.

Ms. Muckerman explained the efforts of Wolff Olins to “get under the skin” of the

Smithsonian and determine its essence.  She said that the two branding strategies

reflect five months of intensive internal and external research by Wolff Olins.  The firm
11

considered the macrotrends that are shaping the world, as well as the experiences and

needs of the people living in it.  It reviewed the strengths and ambitions of the

Smithsonian, as well as the obstacles it must overcome to achieve its goals.  Wolff Olins

analyzed its findings to determine what it proposes the Smithsonian could be, what its

brand opportunities are, and what would be the implications of those brands.

Ms. Muckerman noted the Institution’s mission to support the increase and diffusion of

knowledge but posed the rhetorical question “. . . but to what end?”  The branding

effort will help clarify the purpose and the role of the Smithsonian in the world,

determine which ideas and actions will further the Institution’s goals and ambitions,

and identify areas in need of strengthening.  The outcome of the branding effort will

reflect the mission and vision of the Institution and provide a framework for everything

the Smithsonian does.  In addition to providing a diagram for the external interactions

of an organization, a successful brand supports the internal culture and capabilities of

that organization.

Two Branding Strategies Two branding strategies were outlined in the materials provided in advance of the

meeting.  Ms. Muckerman said that the interpretation and application of each strategy

would be framed by a brand quadrant that considered:

• Offer: What you do and provide to the world

• Capabilities: How you do what you do and what you need to do it

• Communications: What you say and how you look in the world

• People: Who you are and how you behave

She said that two brief videos would be viewed to establish an emotional, illustrative

connection to each branding strategy.  Each strategy also would include a purpose

statement that establishes the role and purpose of the Smithsonian; an “elevator

speech,” or succinctly compelling statement about the Institution; and the anticipated

implications and key messages if that strategy were implemented.   

Ms. Muckerman noted that the Executive Committee’s review of the strategies resulted

in a refinement not included in the advance materials.  Wolff Olins determined that the

Smithsonian brand should note the Institution’s “boundaryless platform of shareable

knowledge” and reflect the international scope of the aspirations found in three of the

four grand challenges of the Smithsonian strategic plan.   

The Regents were asked to consider two key questions as they reviewed both

strategies:

• Is this brand rooted in who the Smithsonian is today—is it achievable?

• Will this brand help the Smithsonian become what it wants to be tomorrow—is

it aspirational?

Wonder Unleashed The first branding strategy—Wonder Unleashed—was presented.  The strategy’s brand

principles reflect the Smithsonian’s unique ability to provide “unexpected connections”

that support discovery, curiosity, inspiration, imagination, and creativity.  Because of

the breadth and depth of its knowledge and resources, the Smithsonian can uncover

great wonders, fuel curiosity, and inspire people to learn about their world and find

their role in it, fulfill personal potential, and become better world citizens.   
12

The supporting video illustrated the Smithsonian’s capacity for moving people with the

power of wonder; inspiring curiosity and channeling it towards the public good;

supporting lives that are intensified, not curtailed; and transforming people’s ability to

question, seek, learn, understand, and establish their full potential for the benefit of

themselves and for the world.  Ms. Muckerman presented models for the manifestation

of the strategy, including new approaches for employee orientation programs; public

Web sites; and exhibition venues and installations.

Noting that the branding of the Smithsonian begins with new hires, Ms. Muckerman

said that the Smithsonian should embrace its unique culture of “geek chic”; encourage

a beta mentality that emphasizes the whole of the Institution, not individual units; and

develop a proprietary language that communicates to internal and external audiences

the Smithsonian’s role in the world.  Using this language, research is recognized as

discoveries, and exhibits as productions.  New employee orientations could include the

opportunity to be a Smithsonian visitor for a week.  A redesigned Web site could make

the Smithsonian experience a personal one by supporting user uploads and linkages.  

Using this branding model, unexpected connections are revealed that elicit wonder and

encourage creativity.

The Wonder Unleashed brand would expand the Smithsonian’s reach beyond

recognized venues and into unexpected places and spaces.  Smithsonian Institution

Traveling Exhibition Service (SITES) exhibits and programs could tour new types of

venues, such as college campuses, that offer strategically important opportunities to

share the Smithsonian’s resources and cultivate new support for the Institution.  

Immersive experiences, such as the National Air and Space Museum’s simulation pod,

could be encouraged.

To “unleash wonder,” the Smithsonian must be the best storyteller in the world.  To

better engage its audiences, the Smithsonian must provide the tools for personalized

learning journeys and support the ability of visitors to experience the Smithsonian on

their own terms, not those prescribed by the Smithsonian.  New approaches to

exhibitions could include exhibition labels with images and voices of Smithsonian staff

who explain the significance of the object and why it engages them.

Ms. Muckerman then reviewed the strategy’s key messages from three perspectives:

staff, donors, and the general public.  With respect to employees, and in particular new

hires, the Wonder Unleashed strategy will invite staff to see their employment as an

opportunity to explore, expand, enrich, enable, and inspire.  By connecting donors with

their ambitions, the strategy will encourage donors to support wonder, provide

inspiration, and make connections.  The strategy will invite the general public to engage

with the world’s greatest source of wonder, make new discoveries, experience new

resources, and make unexpected connections.

Knowledge Can Do The Smithsonian possesses a wealth of interdisciplinary knowledge that spans

generations, creates connections, and supports collaborations.  The second strategy,

Knowledge Can Do, affirms the power of knowledge‐inspired actions.  It reflects the

scope of the Smithsonian’s knowledge and expertise and, just as importantly,

demonstrates how the Institution brings knowledge to life through experiences.  From

this perspective, the Smithsonian brand represents a catalyst for action, not just a
13

convener of people; an engine for progress in the world; and a spirit of inventiveness

and innovation.  The strategy demonstrates the brand principles of amplification and

activation.   

The Knowledge Can Do brand also recognizes the responsibility of the Smithsonian to

inspire people to learn and change the world in ways that are personally relevant.  The

brand acknowledges that information alone is not enough, and that knowledge loses its

potential if it isn’t activated.

The supporting video highlighted the Smithsonian’s ability to stimulate, activate, and

inspire knowledge; multiply, magnify, and amplify knowledge; and solve problems and

change the world using that knowledge.  Ms. Muckerman outlined several vehicles

through which the strategy could be manifested, such as the application of Facebook

and other online networking tools that track connections both within and outside the

Institution.  Internal collaborations, accomplishments, and actions, particularly those

related to the four grand challenges, could be supported and tracked using internal

online tools that acknowledge a shared focus and commitment to institutional

priorities.   

Supporting the concept that the Smithsonian belongs to everyone, new online sites

could allow donors to consider gifts of time, money, and skills; provide links to grant

opportunities that support the grand challenges; and connect with donors who share

similar interests and convictions.  Communications such as redesigned museum signage

could reflect interdisciplinary collaborations, and take the grand challenges out to the

world in the form of questions that resonate with the public.  The Smithsonian could

invite the public to participate in empowering conversations about the grand

challenges, providing “do‐bates” instead of debates.  Via this branding strategy, the

Smithsonian would provide a forum for action, and focus on results and impact.  

Smithsonian magazine could present what the Institution is doing, the research and

educational breakthroughs it has made, and the next initiatives it will undertake.

New employee orientations will focus on making knowledge work.  Donors will be

invited to invest time, expertise, and/or funding in support of knowledge‐based action.  

General audiences will learn about the creation and use of knowledge to understand, to

connect, and to effectively engage in the world.

Discussion The Board was asked to comment on the two branding strategies.  Dr. Córdova noted

her impression that one of the strategies could be characterized as being about

“thinking” and the other is about “doing.”  She said that the inspirational tone of the

first branding strategy resonated with her and that, although she agreed that “doing” is

a manifestation of learning, the Smithsonian must avoid the impression that it has an

action agenda that precludes self‐determination by its stakeholders.  She said that the

goal of Purdue University’s branding initiative is to differentiate the school from other

institutions.  

Mr. Silfen noted that the complexity of the organization demands that the brand

provide a better explanation of the Smithsonian to the masses, including a strong

“elevator speech.”  Mr. Spoon favored the “wonderment” aspect of the first branding  
14

strategy, and noted that the overarching brand position must be consistent with the

Smithsonian’s areas of specialty, such as research, and also expressed concern about

appearing to set an agenda for action.  Senator Cochran also expressed support for a

clear branding strategy that acknowledges the wealth of the Smithsonian’s resources

without overwhelming audiences with too much information.  He said that the goal of

the branding initiative should be clear.

Mr. Rubenstein said that it would be helpful to learn more about what focus group

participants said about the Smithsonian.  He said that the Smithsonian would benefit

from a brand that combines aspects of both strategies.  Senator Reed inquired about

the underlying goal of the branding initiative, such as increasing visitorship or

supporting fundraising efforts.

The Chair said that the “wonder” brand supports the many dimensions of the

Smithsonian, adding that it distinguishes the Institution’s ability to provide and support

meaningful initiatives and experiences that reach beyond mere entertainment.  Mr.

Neely noted that today’s public contemporary society often expects to be entertained,

and that the “wonderment” strategy emphasizes the Smithsonian’s ability to capture

visitors’ attention and provide more substantive experiences.  He noted that the

redesigned exhibition signage, or didactics, would allow visitors to become part of the

museum experience.

Mr. McCarter commented on the 1952 marketing of Neutrogena soap by Lloyd Cotsen,

whose decision to differentiate the product’s health and beauty applications was the

basis of a successful marketing campaign.  Mr. McCarter said that the Smithsonian

would benefit from an action‐based brand that clearly differentiates the Institution

from prior characterizations as the “nation’s attic.”

Representative Matsui cautioned against moving too far away from an action‐based

brand.  Noting that the world is changing and that younger generations expect action‐

based experiences, she said that the “Knowledge Can Do” brand offers the opportunity

to take people beyond wonderment and show the dynamism and power of knowledge

in action.

Mr. Kogod asked if the branding initiative was targeting a specific demographic or age

group; he also asked if the Smithsonian’s educational initiative is informing the

branding effort.  He agreed that each branding strategy has compelling aspects and

that the two should not be mutually exclusive.  He said that the brand should present a

simplified message that offers a call to action, adding that a game‐like strategy would

be especially compelling.

Senator Leahy agreed that the Smithsonian must distance itself from the idea that it is

“the nation’s attic.”  The Institution possesses a unique ability to provide excitement

and wonderment for both visitors and employees.  He also said that the Institution

must do a better job of explaining its position as a world‐class science institution.  Mr.

Rubenstein said that the brand must convey that the Smithsonian is good for society.  

People who take advantage of the Smithsonian’s resources become more

knowledgeable citizens, which is good for both the nation and the world.  
15

The Chair asked Ms. Muckerman to discuss the goal of the branding initiative, as well as

to explain what a great brand would be for the Smithsonian. Ms. Muckerman said that

the specific goals of the branding initiative are based on the strategic plan.  The

successful branding of the Institution will enhance the accessibility of the Smithsonian

by increasing and diversifying its user base and bringing key points of the strategic plan

to life.  The brand will contemporize the Institution, reestablish its relevance, and make

it an indispensible part of people’s lives.  The brand also will be measurable and

tracked.

The Chair said that the Executive Committee’s prior review of the two strategies

included an in‐depth review of the research conducted by Wolff Olins; she added that

the findings could be shared with the rest of the Board.  The Chair noted that that the

most disturbing part of the data showed that, although the Smithsonian possesses

enormous brand recognition with most Americans, it does not possess that power with

young people and, in particular, young people of color.  She said that Hispanic youth

have almost no recognition of or experience with the Smithsonian and that the

Institution’s position will not be sustainable in 10 years if it doesn’t strengthen its

engagement with this key demographic group.

Ms. Muckerman affirmed the Chair’s statements.  Some 90 percent of Americans know

of the Smithsonian, a figure that drops to 70 percent among America’s youth, and then

50 percent among younger Hispanics.  She added that some groups have never been

exposed to the Institution.  The Smithsonian’s brand must respond to the changing

demographics of the nation.

Ms. Lieberman presented a Washington Post article for children that identified the

Smithsonian as the “nation’s attic.”  She said that the Smithsonian’s 92 percent brand

recognition in the country is by accident and not by design.  The Institution must reach

out to unengaged populations and provide more access to its resources, including

science‐ and education‐based programs.  Secretary Clough concurred that the

Smithsonian must find ways of reaching those who don’t even think about the

Institution.  

Noting that the goal of the presentation was to get a sense of direction from the

Regents, the Chair said that a brand proposal will be presented to the Board for its

approval during the April 2011 Regents’ meeting.  The approved brand will be

implemented by the Secretary and involve the Smithsonian’s directors and curators.  

Mr. Spoon added that the national campaign will combine what the Smithsonian says

with what it does.

REPORT OF THE FINANCE COMMITTEE  

Committee Member David Rubenstein provided an abbreviated report on behalf of

Finance Committee Chair Roger Sant.   

The Finance Committee met in December 2010.  It reviewed the possibility of acquiring

an additional 20 percent equity interest in SI Networks, the Smithsonian’s joint venture
16

with Showtime Networks, and agreed to recommend that the Executive Committee

pursue that contractual call option.  The committee also reviewed a proposed funding

mechanism from the Endowment to support the national campaign.

Fiscal Year 2011 and the

Fiscal Year 2012 Federal

Budget Request

Mr. Rubenstein commented on the fiscal year 2011 Federal budget and the fiscal year

2012 Federal budget request.  He reminded the Board that the Institution is operating

under a Continuing Resolution, which is $37 million below the fiscal year 2011 budget

approved by the Office of Management and Budget (OMB).

Discussing the fiscal year 2012 Federal budget request, Mr. Rubenstein said that, at

$861.5 million, the Smithsonian received an essentially favorable recommendation

from OMB.  Under OMB’s recommendation, the remaining $250 million in Federal

funding for the National Museum of African American History and Culture will be split

into two appropriations, with $125 million included in the Smithsonian’s fiscal year

2012 Federal budget, if approved by the Congress.

A motion was then presented that the Board authorize the Secretary to submit to

Congress the fiscal year 2012 Federal budget, as negotiated with OMB.  The motion was

approved.

See attached Resolution 2011.01.02 (Minutes of the Board of Regents, Appendix A).

REPORT OF THE INVESTMENT COMMITTEE

The Chair said that the report of the Investment Committee would stand on its written

report and asked for questions.  There were none.  The Chair again commented on the

Endowment’s top quartile performance and thanked Mr. Silfen, the chair of the

Investment Committee, for his leadership.

REPORT OF THE FACILITIES COMMITTEE

There was no discussion of the report of the Facilities Committee, which rested on the

materials in the meeting books.

REPORT OF THE GOVERNANCE AND NOMINATING COMMITTEE

Dr. France Córdova provided the Governance and Nominating Committee report on

behalf of Committee Chair Shirley Ann Jackson.  She noted that the committee had held

four meetings from December 2010 to mid‐January 2011 to evaluate potential

candidates to fill the vacancy created by the resignation of Citizen Regent Phillip Frost.  

She said that the results of those efforts would be discussed during the afternoon

executive session.

Regents’ Committee

Memberships for 2011

Dr. Córdova, reminding the Board that the Governance and Nominating Committee

presents proposed committee assignments to the Board each January, said that the
17

proposed committee assignments for 2011 were developed with the support of the

Chair and the committee chairs.

Six of the nine Regents’ committee will remain unchanged in 2011.  Filling the vacancy

left by Dr. Frost, Roger Sant will assume the chairmanship of the Compensation and

Human Resources Committee.  David Rubenstein will become chair of the Finance

Committee, with former Finance Committee Chair Roger Sant moving to the position of

committee member.  John McCarter will become a new member of the Strategic

Planning and Programs Committee.

Dr. Córdova noted that the proposed committee memberships assume that both

Representatives Becerra and Matsui remain on the Board and do not acknowledge the

recent appointments of Senator Reed or Representative LaTourette, or the remaining

Citizen Regent vacancy.  The Governance and Nominating Committee will review the

committee memberships shortly after the remaining Citizen Regent vacancy is filled.

Dr. Córdova explained that, as per the Board’s bylaws, two motions were being

presented for the Board’s approval: one to recommend the appointment of the

proposed slate of candidates to the Regents’ committees and a second to elect Mr.

Kogod to the Executive Committee.  The motions were approved en bloc.  

See attached Resolutions 2011.01.03–2011.01.04 (Minutes of the Board of Regents,

Appendix A).

Creation of Two Advisory

Boards and Approval of

Appointments to Existing

Advisory Boards  

Dr. Córdova then presented the proposed creation of two advisory boards.  She

explained that the creation of advisory boards for the Smithsonian Tropical Research

Institute and the Smithsonian Astrophysical Observatory will provide unit directors with

engaged supporters who can provide financial support and strategic advice.  She noted

that this initiative will also support the launch of the national campaign.  There were no

questions regarding the two proposed motions.  As there were also no questions about

the proposed appointment or reappointment of members to existing Smithsonian

advisory boards, the Board was asked to consider those proposed motions.  

Accordingly, the Board approved en bloc the creation of two advisory boards and the

appointment or reappointment of members to 12 advisory boards.

See attached Resolutions 2011.01.05–2011.01.18 (Minutes of the Board of Regents,

Appendix A).

Approval of the Advisory

Panel Report

Prior to adjourning for lunch, the Board returned to the discussion of the Hide/Seek

controversy and considered a revised motion to accept the report of the advisory panel

on exhibition planning.  With Dr. Córdova abstaining, the motion was approved.

See attached Resolution 2011.01.19 (Minutes of the Board of Regents, Appendix A).

DIRECTOR’S REPORT: THE NATIONAL AIR AND SPACE MUSEUM

The Secretary introduced General Jack Dailey, director of the National Air and Space

Museum (NASM), as the luncheon speaker.  He said that General Dailey is a “man of
18

many talents” who served as a marine corps general, fought in active combat, and

continues to fly today.  Prior to his appointment to NASM in 2000, General Dailey

served with distinction as an administrator for the National Aeronautics and Space

Administration (NASA). Secretary Clough noted that General Dailey’s contributions have

been essential to the opening of the Stephen F. Udvar‐Hazy Center, NASM’s companion

facility located in Dulles, Virginia.

NASM is one of the world’s most popular museums.  Its two public facilities provide an

array of opportunities to learn about and experience the wonders of the universe.  

Noting that he last spoke to the Board of Regents in 2000, General Dailey said that

many notable events have occurred at the museum since that time.  Phase I of the Hazy

Center, which opened in 2003, now hosts approximately 1.2 million visits each year.

NASM is actively participating in the Grand Challenges outlined in the Smithsonian

strategic plan and supporting the Institution’s ability to achieve its goals.  The

museum’s strategic plan is based on the Institution’s, and the performance plans of

NASM staff include elements of the strategic plan.  Every NASM staff member is aware

of the individual and collective responsibility to contribute to the overall performance

of the Institution.  The museum’s 700 volunteers and 370 docents also support the

mission of the museum and the Institution.

General Dailey displayed an image of the Udvar‐Hazy Phase I groundbreaking in 2000.  

Phase I construction is now 100 percent complete.  The enormous facility will allow

NASM to put more of its collections on display; about 135 more airplanes will soon be

installed in the space.  The museum is also working to put more of its artifacts on

display through loans to other facilities.  The total cost of the Hazy Center is  

$339 million, much of which has been paid for by generous gifts to the museum.  The

museum has been recognized for its fundraising abilities; it also receives support from

its for‐profit activities, such as the Hazy parking center fees and flight simulators.  

Payment on the $33 million of remaining debt for the facility is five years ahead of

schedule.  Phase II construction was completed in December 2010, and move‐in and

start‐up activities will be subject to the receipt of Federal funding.   

General Dailey spoke of NASM’s focus on programs for families and learning‐based

activities.  The museum’s Air and Scare Halloween program attracted 19,000

participants in 2010.  Other popular events include Heritage Family Day and Become a

Pilot Day.  The Hazy Center coordinates its programming schedule with regional events.  

The center, for example, sponsors “fly‐in” antique aircraft events in conjunction with a

nationally recognized, locally based antique car exhibition.  It also hosts film screenings

that attract local audiences and cultivate the facility as a family destination.   

All of NASM’s events, including developing and improving exhibits throughout the

museum, are sponsored with outside, not Federal, monies.  The museum is currently

honoring naval flight pioneers in a series of centennial celebrations that recognize the

contributions of the first naval aviators.   

The General discussed digital outreach initiatives launched by NASM.  The Fairfax

County, Virginia, public school system network is linked to programming provided by

the Hazy Center, and the Loudon County, Virginia, public school system has indicated
19

its interest in participating in this popular program.  The museum is linked to the NASA

television network.  Interactive programs represent the strongest level of growth.  

NASM’s interactive programs are very popular, and knowledge‐based competitions also

represent strong opportunities for increased visitor engagement.  The General

emphasized, however, that a virtual experience cannot compare to an opportunity to

witness firsthand the enormous size and potential of the Smithsonian’s air and space

collections.  

The General noted that one of the best‐kept Smithsonian secrets is NASM’s Center for

Earth and Planetary Studies.  He explained that the focus of the center’s eight scientists

is on Mars, Mercury, and the Earth’s Moon has supported astounding research.  In

addition, the group’s efforts provide for 50 percent of its operating costs, as well as

allow it to compete for significant funding that could benefit the entire Institution.

Popular NASM exhibits include the Mall museum’s Barron Hilton Pioneers of Flight

Gallery, an endowed gallery with an educational focus on the people of the 1920s and

1930s and their relationship with the development of aviation.  The Mall museum’s

public observatory on Independence Avenue attracted about 50,000 visitors in 2010,

many of them students who were shown, for the first time, how to find and identify

stars.  Popular objects in the NASM collections include the 1903 Wright Flyer; Charles

Lindbergh’s Spirit of St. Louis; the Bell X‐1 rocket plane (in which pilot Chuck Yeager

broke the sound barrier), the North American X‐15 rocket‐powered research aircraft

(the fastest aircraft ever flown); the television hook‐up cable from the Apollo‐Soyuz

Test Project (which supported the live television broadcast of the first docking of

American and Soviet spacecraft linking aircraft); and the Hubble Test Telescope.  

General Dailey expressed the museum’s strong interest in acquiring artifacts from the

soon‐to‐be‐retired space shuttle Discovery.  NASM is one of nine applicants who have

expressed interest in acquiring the retired shuttle.  As one of the most‐visited air and

space museums in the world, NASM would provide a logical home for the shuttle.  At

this time, however, the museum does not possess the funds necessary to acquire the

vehicle.

Looking forward, the General said that the museum’s goals are to support memories of

past aeronautic achievements while inspiring visions for the future.  He acknowledged

that the primary concern of the museum is budgetary, as the museum’s Federal budget

provides for 94–96 percent of staff salaries.  Cuts in Federal appropriations would result

in staff reductions.  When asked about the museum’s ability to handle two public

venues, General Dailey said that a shuttle bus initially ran between the National Mall

museum and the Udvar‐Hazy Center.  The service had been subsidized by the

Commonwealth of Virginia but was determined to be financially unviable after that

support was terminated.  A shuttle now runs between Dulles International Airport and

the Center.  General Dailey noted that visitation will likely increase with the opening of

a Washington Metro stop at Dulles Airport.
20

AFTERNOON SESSION

The Chancellor called the afternoon session to order at 1:10 p.m.  He welcomed

Representative LaTourette to the Board of Regents.

NATIONAL CAMPAIGN

Introductory Comments Advancement Committee Chair Alan Spoon introduced the presentation on the

national campaign.  The Advancement Committee met on January 25, 2011, and agreed

to recommend that the Board of Regents approves the initial campaign plan.  He noted

that that the recommendation follows two years of reviews, questions, benchmarking,

and discussions of such topics as campaigns needs, staffing, budgets, funding, and

policies.  Secretary Clough noted that much of this work was conducted by staff, unit

teams, and consultants, and benefited from the participation of Smithsonian friends in

surveys and personal interviews.  The Secretary also expressed his appreciation for Mr.

Spoon’s leadership and the contributions of the Regents’ Advancement Committee

(including its two non‐Regent members, Travis Engen and Sakurako Fisher), the

Smithsonian National Board (SNB), and SNB Chair Paul Neely.

Mr. Spoon said that the strategic plan unites the Smithsonian community around the

major themes and asset needs of the Institution, including its platform opportunities

and broad institutional ambitions, and said that the ability to realize those ambitions

require funds.  Although the Smithsonian’s Endowment is sizeable, it represents a small

(less than 5 percent) but reliable contribution to the Institution’s operating budget.  The

Smithsonian must fortify its fundraising capabilities and expand its Endowment to

support its needs for the next decade and the decades to come.   

Overview of Campaign

Discussion

Mr. Spoon said that this session would review  

• the role of fundraising at the Smithsonian, which was identified in the Regents’

self‐assessment as an area in need of further discussion;

• the manifestation of the Smithsonian’s mission through exemplary, highly

representative core initiatives that are directly based on the strategic plan and

will need funding from a campaign;

• the incomplete but persuasive evidence and logic for a campaign goal;

• a multipart plan to fund the fundraising costs, including where to source

funding for large fundraising initiatives; and  

• the clarified fundraising policies for identifying and naming giving

opportunities, including the roles and responsibilities of staff and the Board.

Although the Advancement Committee had expected to establish and present a

campaign goal to the Board during this meeting, it decided to postpone that decision

because of increasing uncertainty about Federal support levels.  Mr. Spoon emphasized

that the Federal partnership is essential to donor perceptions, as the base resources

and activities of the Smithsonian are critical to determining what a campaign can

expect to fund and build on.  Donors may not be compelled to support the Smithsonian

if Federal support for the Smithsonian is severely reduced.  Mr. Spoon said that

resolving or gaining more information about the fiscal years 2011 and 2012 Federal
21

budgets, as well as developing a better sense of future Federal support, will inform the

final campaign target.  Outside donor input also will be solicited.  He said that the

purpose of this presentation was to inform the Board about the campaign plan and ask

that it approve the resources necessary to proceed with the initial steps of the

campaign.  The campaign goal will be presented for the Board’s approval no later than

January 2012, and further resource commitments will be subject to that goal.  Mr.

Spoon then asked the Secretary to discuss the underlying reasons to have a campaign.

The Need for a National

Campaign

Secretary Clough began by recognizing the many contributions that have been made in

support of the campaign’s development, noting that these collaborative efforts

resulted in an excellent teambuilding exercise.  In addition to the efforts of senior

management, over 200 staff participated in the campaign’s development and the

National Board and the Advancement Committee reviewed ideas and provided counsel.  

He especially thanked Alan Spoon, the founding chair of the Advancement Committee,

and the non‐Regent members of the Advancement Committee for their contributions.

The Smithsonian strategic plan outlines goals, ideas, and projects (including fundraising

for identified projects) that will support the Institution’s future; it also provides a

foundation for the national campaign’s development.  The national campaign will

realize the objectives of the strategic plan and transform the Institution by attracting

the next generation of leaders and donors; building a base for increased future gifts

and support; increasing development expectations; focusing philanthropy to achieve

strategic plan priorities; and engaging in meaningful, two‐way conversations about the

Smithsonian’s future.

The funding of projects identified in the strategic plan will largely depend upon the

success of the national campaign.  In addition to monies from the campaign, the

Smithsonian will depend upon three other sources of funding: Federal appropriations

(approximately 65 percent of the Smithsonian’s operating budget); new revenue

(generated primarily by Smithsonian Enterprises); and government grants and contracts

(awarded through competitive processes and therefore can not be considered

dependable funding sources).   

The Secretary explained the significance of contributions and private grants to the

Institution’s operating budget.  In fiscal year 2010, these monies provided for  

11 percent of the Smithsonian’s overall budget and were the second‐highest source of

revenue.  Half of these gifts were directed towards exhibitions, education, and public

programs; endowment gifts are also included in these categories.  Support from

foundations, in particular the Bill & Melinda Gates Foundation, accounted for  

40 percent of gifts in fiscal year 2010.  In a typical year, individual giving provides

approximately half of all gift support.  Over the past five years, the annual average of

such gifts has totaled $143 million; the 10‐year average is closer to $120 million.  Many

recent gifts track the strategic plan, have been made in support of the campaign, and

account for the five‐year average increase in giving.

Campaign Feasibility

Study

The planning of the national campaign has been a team effort guided by the

overarching umbrella of the strategic plan.  The campaign recognizes that individual

units raise funds for unit agendas.  With the support of the campaign and guided by the
22

strategic plan, however, units will be able to better support the efforts and progress of

all units.  The campaign will provide a unifying voice for the Smithsonian.  

The Secretary noted that the Smithsonian’s higher‐end prospect base currently totals

approximately 3,000, whereas the typical prospect base for many universities is about

100,000.  He said that the purpose of the campaign will be to transform the

Institution’s donor base for all time and triple the number of high‐end donors.

The development of the campaign included an in‐depth analysis of how funds are

typically raised at the Smithsonian.  With the support of outside consultant Marts &

Lundy, a screening project was conducted to determine which donors had the greatest

potential to make gifts.  By reviewing over 1 million Smithsonian donor records, the

study found that more than 87,000 supporters could potentially make gifts of $25,000

or more.  When matched with interest and inclination factors, this number was reduced

to 37,000.  A capacity analysis further reduced prospects to around 15,000.  Marts &

Lundy then conducted a feasibility study, during which 75 donors and potential donors

were interviewed and more than 300 supporters were surveyed.  The study solicited

input on the working goal and initial campaign ideas.

The results of the feasibility study demonstrate that the public supports the

Smithsonian’s leadership and the launch of a campaign.  The study found that some

believe that Federal support for the Smithsonian hinders the Institution’s ability to raise

funds and that the Smithsonian must strengthen its communications about Federal

support and the role of private philanthropy, and refine its case for a national

campaign.  The study also noted that stronger engagement is needed with the

Smithsonian’s volunteers.

Discussion The Board discussed the Smithsonian’s unique status as a public/private partnership,

the challenge of facing possible cuts in Federal funding, and the negative impact such

cuts could have on donor giving.  Information derived from the branding initiative and

the campaign survey show that current and potential donors need to be better

informed about the Smithsonian and its funding sources, and that this knowledge will

engender stronger support for the Smithsonian and its campaign.  The Chair said that

recent conversations with colleagues in the philanthropic sector reflect increasingly

higher levels of concern about the national deficit, as well as about the interlocking

nature of Federal and philanthropic support for the Smithsonian.  The Secretary and Dr.

Córdova agreed that clearly explaining the Smithsonian’s public/private partnership is

similar to efforts required of public universities, which also depend heavily on private

support.

The Secretary noted that members of Congress have expressed both explicit concern

about reductions in Federal funding for the Institution and their interest in preventing

any negative impact on the Smithsonian’s campaign.  Mr. Spoon noted that the support

of the congressional Regents is especially important at this time.   

Representative LaTourette asked if fundraising would be conducted by internal or

external parties, expressing his opinion that an external fundraiser might be more

motivated than someone on staff.  The Secretary explained that the campaign will rely  
23

upon both external consultants and internal fundraisers, and that staff will be expected

to produce quantifiable results.  Senator Reed asked if the Smithsonian has a

foundation or association similar to alumni groups that solicit funds.  Although there is

not a Smithsonian foundation, the Smithsonian has a 501(c)(3) status.  Mr. Dauer

explained that Federal support (approximately 65 percent of the Institution’s operating

budget) funds facilities, infrastructure support, and staff, whereas Trust monies often

are directed towards exhibitions, facility additions, and research.  The Chair noted the

challenge of explaining the Federal and Trust mix.  Citing a museum exhibition as an

example, she said that the construction of an exhibition might be supported with Trust

funds whereas the staff, or brain trust, that created it might be federally supported.  

She emphasized that the Smithsonian must clearly distinguish where funds are directed

in the Smithsonian.  Mr. Rubenstein noted that this will be the largest campaign to date

for any cultural organization that receives support from the Federal government, and

agreed that it will be critical to explain the Smithsonian’s funding mix to its donors.  

Campaign Mission and

Working Goal

Mr. Spoon then discussed the relationship between the national campaign and the

Smithsonian’s mission and strategic plan.  The development of the campaign has led to

the identification of institutional needs and priorities, and the creation of a campaign

vision that includes big, overarching ideas.  The case statement for the campaign must

relate to the strategic plan and the goal of the campaign will be to support the

realization of the strategic plan, including the increase and diffusion of knowledge.  Mr.

Spoon said that the campaign offers the opportunity to add texture to the

Smithsonian’s mission and to distinguish the Institution as a “worthy, natural, and

distinguished” leader.  He said that the campaign will strengthen the Smithsonian’s

ability to

• responsibly and effectively mirror changes in society,

• choose the science methodologies and platforms that the Institution can and

should exploit in the future, and

• define a new paradigm for museums and museum education in a digital world.

The Secretary reviewed the development of the needs, mission, and working goal of

the campaign.  Over a period of six months, the Smithsonian gathered and reviewed

project needs from the units.  The funding requirements for the initial round of

submissions totaled over $3 billion.  The needs, recast as ideas, were then refined into a

list of ideas that could not be addressed with Federal funding and would be appealing

to donors.  Over 85 percent of the ideas are for unit‐based projects and a very high

percentage are associated with the grand challenge “understanding the American

experience.”  Education also has been identified as one of the campaign’s big ideas.  

The Secretary noted that the summary of needs was a potential working goal that has

been analyzed from a variety of perspectives.  The Advancement Committee affirmed

the working goal, noting that it is reasonable in the current environment, and

acknowledges such externalities as the new congressional fiscal agenda and the

National Portrait Gallery controversy.  During the quiet phase of the campaign,

campaign staff will be augmented, ideas will be tested with donors, and donor support

will be quietly cultivated.  The Secretary said gifts totaling $260 million already have

been received in support of the campaign, and 34 percent of those gifts are directed to

endowments and track the strategic plan.  The fiscal year 2011 goal for  
24

campaign‐directed gifts is $350 million.  The Smithsonian wants to secure

approximately $750 million in gifts prior to launching the public phase of the campaign,

which will likely happen at the close of fiscal year 2013.   

The Chair noted that the launch of the strategic plan, the development of the branding

initiative, and preparations for a national campaign provide an important opportunity

to have a national dialogue about the Smithsonian and reenergize its forces.  Mr. Spoon

added that the campaign will support each unit while providing a common, overarching

voice for the Smithsonian.  

Campaign Infrastructure:

Staffing

The campaign’s staffing needs were reviewed.  Proper staffing with sufficient support

for all levels of giving is essential to the success of the campaign.  Historically, the

Smithsonian has been marginally successful at mid‐level fundraising.  The campaign will

demand that staff successfully, and systematically, engage donors at the top and the

bottom of the fundraising pyramid.  Volunteer fundraising support will need to be

quickly recruited to support both unit and overarching needs.  Fundraising costs and

development spending will be closely linked and monitored; metrics will be defined and

developed to do so.  Regardless of the campaign, the Smithsonian must invest in a

strong information technology (IT) platform.  Mr. Spoon noted that funding has not yet

been identified for the necessary IT support that the advancement division will need.   

Ms. Clark discussed the efforts to determine the appropriate infrastructure to support a

national campaign.  Reflecting the Institution’s investment in the campaign, fundraising

staff will increase by 55 percent, or 67 people, over the next two‐and‐a‐half years.  

Seventy percent of those staff will be in the units and 30 percent will be in the central

administration.  Many of the fundraising staff will specialize in specific types of

fundraising, such as planned giving or major gifts.

Campaign Infrastructure:

Funding Requirements

Ms. McNally reviewed the funding requirements and sources for a seven‐year

campaign.  The estimates were determined through extensive benchmarking efforts.  

Salaries, benefits, and programmatic costs are estimated to total $225.1 million over

seven years, or about $32.2 million per year.  Funding will come from the continuation

of institutional support for fundraising initiatives (which averages $17.8 million per

year, or $124.6 million over seven years), augmented by fees on gifts with certain

restrictions, an increase in the Endowment payout for the term of the campaign,

indirect cost recovery tools, and donor gifts in support of the campaign’s infrastructure.  

The financial administration of the campaign will be open and transparent, and donors

will be fully informed about how contributions are managed.  Showing projections for

fiscal years 2011 and 2012, Ms. McNally noted that campaign costs and funding will

fluctuate, and therefore will be monitored closely and reviewed by the Advancement

Committee on a regular basis.   

The Smithsonian currently spends $.148 for each dollar it raises; the campaign

anticipates spending $.15 for each dollar raised.  Ms. Clark explained that the projected

costs have been benchmarked against comparable cultural and educational institutions

and are within fundraising norms.  The costs also reflect the fact that this is the first

Smithsonian national campaign.  Fundraising costs will be reduced as the Smithsonian’s

campaign becomes more seasoned and efficient.   
25

Campaign Infrastructure:

Policies and Procedures

Ms. Clark also summarized the policies and procedures that will guide the campaign.  

New, benchmarked policies have been thoughtfully established with regard to namings,

approvals, and prospect management; all are based on fundamental principles that

include full transparency, are donor‐centric, and demand due diligence.  The new

policies follow best practices and create consistency, clarity, and efficiency.  Based on

demonstrated interest, donor prospects will be assigned to units.  A pan‐institutional

inventory of naming opportunities will be reviewed by the Board, which also will review

the naming of facilities and gifts over $5 million.   

Campaign Risks and Risk

Mitigation

Risks and risk mitigation efforts were then reviewed.  Noting that any new initiative of

this scope will have risk, Mr. Spoon said that areas of risk can be categorized with

regard to public controversies and congressional relations; the campaign goal; and the

campaign’s infrastructure.  The Secretary said that broad mitigation strategies include

the use of effective communication, transparency, management review and reporting,

accountability, and skilled staff.  He commented on the Board of Regents’ role in

mitigation efforts, and emphasized the importance of the Board’s steadying influence

on the Institution.  

The Smithsonian will closely monitor staff performance, budgets, and funding plans,

and adjust plans as necessary.  A uniform approach to gift assessments will be applied

across the Institution.  A member of the Office of Human Resources will be dedicated to

the efficient development and retention of skilled campaign staff.  A leader in IT

conversion systems has been hired to facilitate the implementation of a new

advancement information system.  Contingency plans have been developed to support

the Smithsonian’s response to potential scheduling delays, cost overruns, IT

implementation delays, shortfalls in funds raised, and disagreements over gift

assessments.   

Discussion of Risks and

Risk Mitigation

Mr. McCarter noted that the market has largely recovered and that hedge funds are

doing well, but also noted the possible effects on the market from the current unrest in

the Middle East.  He commented on the possible impact of The Giving Pledge, Warren

Buffett and Bill Gates’s joint initiative to invite wealthy individuals to donate 50 percent

or more of their wealth to charity.  Mr. McCarter then asked Marts & Lundy senior

consultants John Cash and Lynne Heinrich for their perspectives on current market

conditions and, in particular, the launch of a campaign at this time.

Mr. Cash said that although there was prior concern about the market’s stability, it is

doing well at this time.  Marts & Lundy has done five campaign feasibility studies in the

past 13 months and the number of institutions moving forward with campaigns is

greater than ever.  He noted that the Smithsonian’s depth of donor prospects is huge.  

Many are already members or annual donors who have given annually, sometimes for

decades, but have yet to be cultivated for campaign giving.  Mr. Cash said that,

although Marts & Lundy does not have a crystal ball, it “feels bullish” about the

Smithsonian’s national campaign.

Ms. Heinrich commented on the feedback received from the campaign feasibility

studies.  She noted that although major philanthropists across the country are wary of

the market’s fluctuations, they deeply care about the Smithsonian and want to support
26

initiatives that offer significant potential to make high‐impact contributions to the

world.

Representative Matsui asked how many other institutions were considering campaigns

of this size and if those institutions were primarily educational.  Mr. Cash reported

there are currently 29 publically announced campaigns with campaign goals of over  

$1 billion, and at least 10 other institutions are in the quiet phase of a campaign.  All of

these institutions are educational organizations.

Ms. Heinrich reported that at least six cultural institutions, including the Metropolitan

Museum of Art, are considering (but have not announced) campaigns with goals over

$1 billion.  Dr. Córdova noted that current demographics favor the Smithsonian, as the

national pool of donor prospects includes an exceptionally philanthropic generation.

Next Steps   The Secretary then outlined the next steps in the development of the campaign.  He

said that elements of the campaign still needed shaping.  To become operational, new

people must be hired who are well‐versed in the policies and procedures that will guide

the campaign.  The funding model must be tested (and, if necessary, refined) and

tracked.

Ten new employees will be hired to support the campaign in fiscal year 2011; 31 in

fiscal year 2012; and the balance in fiscal year 2013.  A staff member will be added to

the Office of Advancement specifically to manage its human resource needs.  The

Secretary noted that the market for persons with desirable campaign skills is very

competitive.

Secretary Clough said that the last meeting with the directors’ advisory group revealed

that the units are eager to proceed with the campaign.  He also noted that numerous

meetings have been held with the Smithsonian’s advisory boards.  Mr. Spoon said that

the Secretary’s comment is but a small indication of the work and the progress that

have been made in the development of the campaign, stating that it is an enormous

accomplishment to have developed a collaborative spirit and working trust between

the units and the central administration.

Motion to Approve  

the Campaign’s Core

Components

A motion was made and seconded to approve the core components of the national

fundraising campaign.  In light of the importance of the vote, the Chancellor read the

full motion aloud.  Dr. Córdova asked if the approval of the core components of the

campaign included approval of a specific change in the Endowment payout rate.  The

Board agreed that the Institution must exercise due caution and bring requests for any

significant changes in the Endowment’s payout rate to the Board for its approval.  The

motion also notes that the Regents will conduct an annual, in‐depth review of the

campaign’s progress, and that the Advancement Committee will continue to monitor

campaign details on an ongoing basis.

With Dr. Córdova abstaining, the motion was approved by hand vote.

See attached Resolution 2011.01.20 (Minutes of the Board of Regents, Appendix A).
27

REPORT OF THE ADVANCEMENT COMMITTEE

Mr. Spoon asked Ms. Clark to discuss 13 gift proposals that were being presented for

the Board’s approval, as well as comment on some of the notable gifts that recently

had been received by the Institution.

Ms. Clark said that the gifts range in size from $8 million to $50,000 and support nine

different Smithsonian units.  Four provide full or partial support for endowments, nine

support capital projects, two provide for fellowships, and two support sponsorships.  

Ms. Clark noted that each gift represents support from donors who have previously

given to the Smithsonian.  It is anticipated that the national campaign will bring in new

donors.

Ms. Clark then commented on one of the notable gifts described in the meeting

materials.  Barbara Littman, a volunteer and former employee who worked for more

than 30 years in the National Museum of Natural History’s Department of Invertebrate

Zoology, provided $100,000 to that museum to enable the Written in Bone Forensic

Anthropology Lab to remain open for the exhibition’s duration.   

The gift proposals were the presented for the Board’s approval.  The proposed motions

were approved en bloc.

See attached Resolutions 2011.01.21–2011.01.33 (Minutes of the Board of Regents,

Appendix A).

RECENT SMITHSONIAN RESEARCH

Under Secretary for Science Eva Pell commented on two of the science submissions

included in the report on recent Smithsonian research.  She first spoke of the use of a

Smithsonian Astrophysical Observatory instrument designed to image the sun at a

variety of wavelengths.  Carried on the Solar Dynamics Observatory satellite, the

instrument allowed astronomers in August 2010 to witness the surface of the sun as it

blasted billions of tons of plasma into interplanetary space.  These types of events,

called coronal mass ejections, can interact with the Earth’s magnetic field and cause the

spectacular light shows known as aurorae.   

Dr. Pell also reported on the Smithsonian Environmental Research Center’s (SERC)

invasive species program and the June 2010 discovery by a SERC senior scientist of the

invasive tunicate Didemnum vexillum in the waters off Sitka, Alaska.  Dr. Pell explained

that scientist Greg Ruiz had predicted the northward migration of the prolific, fouling

organism along the West Coast.  Because this invasive marine species can cause

economic and ecological damage, its early detection allows responses to mitigate

problems associated with the organism.  Dr. Pell also noted that the Smithsonian is the

lead partner in the BioBlitz species inventory initiative.

Under Secretary for History, Art, and Culture Richard Kurin then spoke of the

collaborative efforts of the National Museum of Natural History, the National Museum
28

of the American Indian, Alaska Native communities, and the Anchorage Museum to

work with native Alaskans to better understand the art and design traditions of 20

groups of Alaska Native Peoples.  He reported on the efforts of Center for Folklife and

Cultural Heritage staff to study the relationship between five Colombian ecosystems

and the distinctive cultural arts and traditions that have evolved in response to these

different geographic regions.

Dr. Kurin also commented on The Freedoms We Lost: Consent and Resistance in

Revolutionary America, a new book by National Museum of American History Curator

of Political History Barbara Clark Smith that offers a new interpretation of how

democratic ideas arose and spread during America’s eighteenth‐century movement for

independence.  He noted that the National Museum of African American History and

Culture is developing its inaugural exhibitions, including one that examines the

American story through the experience of African Americans in Lyles Station, Indiana,

an African American farming community that dates back to the mid‐nineteenth

century.   

Dr. Kurin reported that the Hirshhorn Museum and Sculpture Garden’s exhibition of

Yves Klein: With the Void, Full Powers, which was co‐organized with the Walker Art

Center in Minneapolis, drew record crowds.  He also commented on the current

political unrest in the Middle East, the protection of archeological and cultural artifacts,

and the Museum Conservation Institute’s collaboration with the U.S. Department of

State’s Cultural Heritage Center and Department of Homeland Security’s Immigration

and Customs Enforcement (ICE) to provide training for ICE agents tasked with

investigating and preventing the illicit trade of art and antiquities.   

REPORT OF THE SMITHSONIAN NATIONAL BOARD

Smithsonian National Board Chair Paul Neely reported that the National Board met in

Boston, Massachusetts, on January 20–22, 2011.  Regent Alan Spoon and his wife, Terri

Spoon, welcomed National Board members into their home for dinner on the evening

of Thursday, January 20.  Members toured the Smithsonian Astrophysical Observatory

the next day and on Saturday, January 22, were given an overview of the campaign by

Mr. Spoon.  Mr. Neely noted that National Board members are very enthusiastic about

the campaign.

REPORT OF THE OFFICE OF GOVERNMENT RELATIONS

Director of Government Relations Nell Payne said there were no updates to the report

provided in the Regents’ meeting materials.   

EXECUTIVE SESSION

During its executive session, the Board considered a recommendation from the

Governance and Nominating Committee to nominate Stephen Case of McLean, Virginia,
29

to succeed Dr. Phillip Frost as a Citizen Regent.  The Board approved the nomination of

Mr. Case and asked that the congressional Regents introduce and support legislation in

support of his appointment.

  

See attached Resolution 2011.01.34 (Minutes of the Board of Regents, Appendix A).

The Regents reviewed the report of the Compensation and Human Resources

Committee, and considered proposed motions regarding the Secretary’s compensation

recommendations for senior executive positions in 2011 and the committee’s

compensation recommendation for Secretary Clough.  The proposed motions were

approved.

See attached Resolutions 2011.01.35–2011.01.36 (Minutes of the Board of Regents,

Appendix A).

ADJOURNMENT

The meeting was adjourned at 2:25 p.m.

Respectfully Submitted,

G. Wayne Clough

Secretary
APPENDIX A: APPROVED RESOLUTIONS OF THE

JANUARY 31, 2011, MEETING OF THE BOARD OF REGENTS

VOTED that the Board of Regents approves the minutes of the September 20, 2010, meeting of

the Board of Regents.  [2011.01.02]

VOTED that the Board of Regents authorizes the Secretary to submit to Congress a Federal

budget request for appropriated funds for fiscal year 2012 as part of the President’s budget in

the amount negotiated with OMB, and authorizes the Secretary to inform OMB and Congress

fully about the implications of the President’s budget for the mission and priorities of the

Smithsonian.  [2011.01.03]

VOTED that the Board of Regents approves the proposed committee chairmanships and

member assignments for 2011 and requests that the Chancellor make the necessary

appointments.  [2011.01.04]

VOTED that the Board of Regents elects Robert P. Kogod as a member of the Executive

Committee effective January 31, 2011.  [2011.01.05]

VOTED that the Board of Regents approves the establishment of an advisory board for the

Smithsonian Tropical Research Institute and the proposed bylaws.  [2011.01.06]

VOTED that the Board of Regents approves the establishment of an advisory board for the

Smithsonian Astrophysical Observatory and the proposed bylaws.  [2011.01.07]

VOTED that the Board of Regents appoints Helen W. Drutt English and Eli Wilner to the Board of

Trustees of the Archives of American Art for three‐year terms effective immediately.  [2011.01.08]

VOTED that the Board of Regents appoints William Ivey, Enrique Lamadrid, Ann Sheffer, and

Deborah Wong and reappoints Libby O’Connell to the Advisory Council of the Center for Folklife

and Cultural Heritage for three‐year terms effective immediately.  [2011.01.09]

VOTED that the Board of Regents reappoints Elizabeth Ainslie, Kurt Andersen, Michael R.

Francis, Alice Gottesman, Paul K. Herzan, John Maeda, and Enid W. Morse to the Board of

Trustees of Cooper‐Hewitt, National Design Museum for three‐year terms effective

immediately.  [2011.01.10]

VOTED that the Board of Regents appoints David L. Joyce to the Board of the National Air and

Space Museum for a three‐year term effective immediately.  [2011.01.11]

VOTED that the Board of Regents appoints Tamsanqa Maxwell Maisela to the Board of the

National Museum of African Art for a three‐year term effective immediately.  [2011.01.12]
2

VOTED that the Board of Regents appoints Scott Edwards, Lisbet Rausing, and Jorge Soberón

and reappoints Peter Buck, Michael Collins, and Rita Colwell to the Advisory Board of the

National Museum of Natural History for three‐year terms effective immediately.  [2011.01.13]

VOTED that the Board of Regents appoints Daniel Brewster, Amy Meadows, and Pam Scott and

reappoints Jack H. Watson Jr. to the Commission of the National Portrait Gallery for four‐year

terms effective immediately.  [2011.01.14]

VOTED that the Board of Regents appoints Karen Bertha, David L. Herendeen, and Patricia

Kaufmann to the Council of Philatelists of the National Postal Museum for three‐year terms

effective immediately.  [2011.01.15]

VOTED that the Board of Regents appoints James Dinegar to the National Advisory Board of the

National Zoological Park for a three‐year term effective immediately.  [2011.01.16]

VOTED that the Board of Regents appoints Harold E. Chappelear, Kyle B. Lukins, and Suzanne H.

Woolsey and reappoints Francis H. Chaney, Thomas E. Lindley, Midgett S. Parker, and Terence

F. Smith to the Advisory Board of the Smithsonian Environmental Research Center for three‐

year terms effective immediately.  [2011.01.17]

VOTED that the Board of Regents appoints Linda Gooden and Keith Simmons to the Advisory

Board of the Smithsonian Institution Libraries for three‐year terms effective immediately.  

[2011.01.18]

VOTED that the Board of Regents appoints Valerie E. Anders, Max N. Berry, Jamie Doggett,

Shelby M. Gans, Patrick R. Gaston, Edward K. Gaylord II, Roxanna E. Lawer, Long Nguyen, Libby

Haight O’Connell, Gloria C. Rodríguez, James G. Vella, and Gay F. Wray to the Advisory Board of

the Smithsonian Institution Traveling Exhibitions Services for three‐year terms effective

immediately.  [2011.01.19]

VOTED that the Board of Regents accepts the report of the advisory panel on exhibition

planning and expresses its appreciation to panel chair John McCarter and members David

Gergen and Rusty Powell, and requests that the Secretary address the panel’s observations and

recommendations and present an action plan to the Board.

In accepting the panel’s report, the Board recognizes that, as a national museum and public

trust, the Smithsonian Institution must address important cultural, scientific, and social issues in

an open and honest manner.

The Smithsonian’s exhibitions, even when potentially controversial, must reflect the

principles of freedom of inquiry and expression, while taking into account the broad and

diverse range of beliefs and perspectives of the American people.

The Board supports the efforts of the Secretary, the unit directors, and the expert staff in

working cooperatively to address the difficult issues that arise in presenting controversial

topics.  [2011.01.20]
3

VOTED that the Board of Regents approves the core components of the national fundraising

campaign as presented by the Secretary and recommended by the Advancement Committee.  

The Regents request that the Secretary present a campaign goal for approval by the Board no

later than the January 2012 Board meeting.  The Board further directs the Advancement

Committee to conduct an annual assessment of the progress of the campaign at the close of

each fiscal year and report its findings to the Board the following January.  The Board shall also

consider the sufficiency of the budget and funding for the campaign through its annual review

of the Smithsonian Trust budget and Endowment payout rate.  Any materials changes to the

core components of the national campaign shall be made only with the approval of the Board

of Regents or its Executive Committee, either of which may, in doing so, seek the guidance of

the Advancement Committee.  [2011.01.21]

VOTED that the Board of Regents recognizes the generosity of the Whitney and Elizabeth

MacMillan Foundation to the Smithsonian American Art Museum and approves naming the

MacMillan Education Center and creating and naming the MacMillan Education Endowment.  

The endowment will be used for programmatic purposes, as described.  [2011.01.22]

VOTED that the Board of Regents recognizes the generosity of Target Corporation to the

National Museum of African American History and Culture and accepts the terms of the gift

agreement.  In addition, the Board approves the naming of a space within the museum building

for a period of 25 years from the date of the public opening of the building.  The name of the

space will be consistent with the policies and guidelines of the Smithsonian and the museum.  

[2011.01.23]

VOTED that the Board of Regents recognizes the generosity of Wal‐Mart Stores, Inc. to the

National Museum of African American History and Culture and approves the naming of a space

within the museum building for a period of 25 years from the date of the public opening of the

building.  The name of the space will be consistent with the policies and guidelines of the

Smithsonian and the museum.  [2011.01.24]

VOTED that the Board of Regents recognizes the generosity of Airbus to the Smithsonian and

the National Air and Space Museum and approves continuing the naming of the Airbus IMAX

Theater at the Steven F. Udvar‐Hazy Center until 2023 for a total of 15 years.  [2011.01.25]

VOTED that the Board of Regents recognizes the generosity of Bloomberg L.P. to the Hirshhorn

Museum and Sculpture Garden and approves naming the seasonal inflatable structure after the

company.  A name, such as the Bloomberg Inflatable Structure, will be mutually agreed upon by

both parties and will be consistent with the policies and guidelines of the Smithsonian.  The

naming shall be for the term of the sponsorship agreement, which is from December 16, 2010,

until May 31, 2014, after which the donor will have the right of first refusal to renew the

agreement for an additional two years.  In addition, Board accepts the other terms of the

sponsorship agreement.  [2011.01.26]
4

VOTED that the Board of Regents recognizes the generosity of Time Warner Inc. to the National

Museum of African American History and Culture and approves the naming of a space within

the museum building for a period of 25 years from the date of the public opening of the

building.  The name of the space will be consistent with the policies and guidelines of the

Smithsonian and the museum.  [2011.01.27]

VOTED that the Board of Regents recognizes the generosity of Goldman Sachs Gives to the

National Museum of American History and names the Goldman Sachs Fellows Program for a

period of three years, or until all program funds are expended.  [2011.01.28]

VOTED that the Board of Regents recognizes the generosity of the Terra Foundation for

American Art to the Smithsonian American Art Museum and names The Terra Foundation

Fellowships in American Art for a period of five years; The Terra Symposia on American Art in a

Global Context until the symposia conclude in 2015; and The Terra Foundation for American Art

International Essay Prize for three years, from 2009 to 2011.  [2011.01.29]

VOTED that the Board of Regents recognizes the generosity of the Friends of the National Zoo

Board of Directors to the National Zoological Park and its Elephant Trails project and names The

Jim Schroeder Elephant Overlook in honor of the former deputy director of the Friends of the

National Zoo.  The overlook will be so‐named until a major renovation of the facility in which it

is located, the Clint Fields Conservation Plaza.  [2011.01.30]

VOTED that the Board of Regents recognizes the generosity of Northrop Grumman Corporation

to the National Air and Space Museum and accepts the terms of the agreement.  [2011.01.31]

VOTED that the Board of Regents recognizes the generosity of Van Cleef & Arpels to Cooper‐

Hewitt, National Design Museum, and accepts the terms of the sponsorship agreement.  

[2011.01.32]

VOTED that the Board of Regents recognizes the generosity of Victor and Takako Hauge and

Michael de Havenon to the Freer Gallery of Art and the Arthur M. Sackler Gallery, and creates

an endowment to support Southeast Asian art and culture, with funding priority given to the

support of a curator in this field.  For administrative purposes, this endowment is to carry the

title of the Southeast Asian Area Program Endowment.  [2011.01.33]

VOTED that the Board of Regents creates the Coral Endowment Fund to support the study of

corals at the National Museum of Natural History.  [2011.01.34]

VOTED that the Board of Regents nominates Stephen M. Case of McLean, Virginia, to succeed

Phillip Frost as a Citizen Regent on the Board of Regents and serve a statutory term of six years,

effective immediately.  Furthermore, the Board asks its Congressional members to introduce

and support legislation to this effect as soon as possible.  [2011.01.35]
5

VOTED that the Board of Regents approves the Secretary’s compensation recommendations for

senior executive positions.  [2011.01.36]

VOTED that the Board of Regents approves the Compensation and Human Resources

Committee’s compensation recommendation for the Secretary.  [2011.01.37]