Smithsonian 

Fiscal Year 2022 

Submitted to the Committees on Appropriations 

Congress of the United States 
Smithsonian Institution 

Fiscal Year 2022 

Budget Justification to Congress 

May 2021 
THIS PAGE INTENTIONALLY LEFT BLANK 
SMITHSONIAN INSTITUTION (SI) 

Fiscal Year 2022 Budget Request to Congress 

TABLE OF CONTENTS 

INTRODUCTION 

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

FY 2022 Budget Request Summary...........................................................5 

SALARIES AND EXPENSES 

Summary of FY 2022 Changes and Unit Detail........................................15 

Fixed Costs 

Salary and Related Costs ...................................................................18 

Utilities, Rent, Communications, and Other ........................................20 

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

No-Year Funding and Object-Class Breakout ..........................................39 

Federal Resource Summary by Performance/Program Category ............40 

MUSEUMS AND RESEARCH CENTERS 

Enhanced Interdisciplinary Research ................................................42 

National Air and Space Museum ........................................................48 

Smithsonian Astrophysical Observatory ............................................56 

Major Scientific Instrumentation..........................................................61 

National Museum of Natural History ...................................................67 

National Zoological Park.....................................................................74 

Smithsonian Environmental Research Center ....................................80 

Smithsonian Tropical Research Institute.............................................84 

Arthur M. Sackler Gallery/Freer Gallery of Art ....................................91 

Center for Folklife and Cultural Heritage.............................................96 

Cooper Hewitt, Smithsonian Design Museum...................................101 

Hirshhorn Museum and Sculpture Garden........................................105 

National Museum of African Art ........................................................110 

Anacostia Community Museum ........................................................115 

Archives of American Art ..................................................................119 

National Museum of African American History and Culture ..............123 

National Museum of American History, Behring Center ...................130 

National Museum of the American Indian .........................................137 

National Museum of the American Latino .........................................141 

National Portrait Gallery....................................................................145 

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

Smithsonian American Art Museum..................................................159 

Smithsonian American Women’s History Museum ...........................165 

MISSION ENABLING 

Outreach...........................................................................................168 

• The SI Traveling Exhibition Service and Affiliations; Office of Education 

Technology; Fellowships and Internships; and the SI Scholarly Press 

Communications ...............................................................................174 

Institution-wide Programs .................................................................178 

• Research Equipment Pool ............................................................... 179 

• Information Resources Management Pool ...................................... 180 
• Latino Initiatives Pool....................................................................... 180 

• Collections Care and Preservation Fund ......................................... 181 

• Asian Pacific American Initiative Pool.............................................. 183 

• American Women’s History Initiative ............................................... 183 

• Research Program Initiatives........................................................... 185 

• Digital Support Pool......................................................................... 186 

• Education Initiatives Pool................................................................. 187 

Smithsonian Exhibits.........................................................................189 

Museum Support Center...................................................................192 

Museum Conservation Institute ........................................................194 

Smithsonian Libraries and Archives..................................................199 

Office of the Chief Information Officer...............................................204 

Administration ...................................................................................207 

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

Museums and Culture; Under Secretary for Science and Research; 

Under Secretary for Education; and Under Secretary for Administration 

Office of the Inspector General .........................................................212 

Facilities Maintenance ......................................................................214 

Facilities Operations, Security, and Support .....................................217 

FACILITIES CAPITAL 

Overview ................................................................................................221 

Summary Tables ....................................................................................224 

Revitalization Projects............................................................................227 

National Air and Space Museum ......................................................229 

Smithsonian Institution Building (Castle)...........................................232 

National Zoological Park...................................................................233 

National Museum of Natural History .................................................243 

National Museum of American History..............................................249 

National Museum of the American Indian .........................................251 

Hirshhorn Museum and Sculpture Garden........................................253 

Quadrangle.......................................................................................259 

Donald W. Reynolds Center .............................................................260 

Smithsonian Tropical Research Institute...........................................261 

Smithsonian Astrophysical Observatory ...........................................262 

Smithsonian Environmental Research Center ..................................266 

Suitland Collections Center...............................................................271 

Cooper Hewitt, Smithsonian Design Museum...................................274 

Freer Gallery of Art ...........................................................................276 

Multiple Location Revitalization Projects...........................................277 

Facilities Planning and Design ...............................................................280 

Construction (POD 6).............................................................................281 

APPENDIX 

Organization Chart .................................................................................283 

Visitation Chart.......................................................................................284 

Trust Funds Summary............................................................................285 

Appropriation Language and Citations ...................................................287 

Adjustments to FY 2021 Funding ...........................................................296 
A MOMENT OF PROMISE AND POSSIBILITY FOR THE SMITHSONIAN 

Throughout history, some of the nation’s most profound changes have come in 

response to crises: the massive demographic shift of African Americans leaving the South 

after the end of Reconstruction, the rise of the American middle class occurring with the 

rise of our global influence in the wake of the existential threat of World War II, and the 

expansion of voting rights and other civil liberties in response to the oppression of Jim 

Crow. Today, our country finds itself at another crossroads, facing the dual turning points of 

the global coronavirus pandemic and the persistent scourge of systemic racism. 

When I began my tenure as Secretary of the Smithsonian, I knew that to best serve 

the American people, we would have to continue evolving to meet their changing needs 

and expectations. We would have to be more than our collection of 155 million objects; 

more than our 21 museums, 21 libraries, numerous research centers, and National Zoo; 

and more than the exhibitions at our physical locations. We have an obligation to help the

nation live up to its ideals and to be an institution that transcends location. This unique 

moment in our history has proven our ability to do both. Our employees and volunteers 

have embraced the challenge of largely working from a distance. With creativity and 

determination, they have made the Smithsonian a more digital institution, to provide 

teachers, students, and scholars with more educational resources, and to lead important 

discussions to examine this moment and help Americans everywhere navigate our new 

normal. 

The Smithsonian has faithfully served our nation and our world during this fraught 

time. It is our solemn responsibility to repay the trust we have been given as keepers of 

some of the nation’s most revered artifacts. We are grateful for the robust support we 

receive from the American people, Congress, and the Administration; it enables the 

Institution to fulfill its mission to increase and diffuse knowledge. As medical experts and 

sound scientific data help guide our gradual and safe reopening, this is an opportunity to 

prove we are not standing still. Whether or not our physical locations are open, we will use 

our vast collections, research, data, and scholarship to improve communities locally and 

globally, embodying the promise of our Strategic Plan’s goals of “greater reach, greater 

relevance, and profound impact.” 

Greater Reach 

A key component of having greater reach is the Smithsonian’s ongoing 

transformation into a virtual museum that complements our physical spaces. That need 

was highlighted — indeed, illuminated — by the advent of COVID-19. Nothing replaces the 

authentic objects we display, but by using all the digital tools available to us, we ensure 

that our treasures still reach millions across the country and the globe who cannot visit us 

in person. In fiscal year (FY) 2020, our websites attracted more than 178 million visitors, 

we had more than 18 million social media followers, and our Smithsonian podcast 

Sidedoor was downloaded more than three million times by people in all 50 states and 

more than 146 countries. 

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For years, we have digitized our objects, specimens, archival materials, and library 

books to make them more accessible to the public. Our museums and libraries have 

created digital images for more than five million objects, specimens and books, and 

electronic records for more than 33 million artifacts and items in the national collections. 

Our Digitization Program Office has created 3D digital images for collection objects people 

can access, explore, and even print, such as the Apollo 11 command module, Columbia. 

And in February of 2020, we launched Smithsonian Open Access, an initiative that makes 

more than three million digital objects in our collections freely available for anyone to 

download, share, and reuse for any purpose. In its first year, people viewed this content 

more than 35 million times and downloaded it more than 1.7 million times, using it to 

explore, discover and create. 

To expand on all these efforts, a new Institution-wide Digital Steering Group is 

working to implement concrete plans to make us a more virtual Smithsonian. By prioritizing 

innovative new and ongoing digital initiatives, we can use a more expansive, unified digital 

portfolio to reach audiences across the nation and around the world. It will allow audiences 

to experience our world-renowned scholarship, research, and collections in new and exciting 

ways. This initiative will be organized around themes such as democracy, race, innovation, 

sustainability, and identity. By seeking out more innovative partnerships to leverage state-ofthe-art resources, we can scale up our use of groundbreaking technology and reach new 

audiences worldwide. To execute this institutional digital transformation strategy, we are 

seeking a Head of Digital Transformation who will conceptualize, integrate, and prioritize 

ongoing digital initiatives, consider and act on new and innovative ideas, and implement 

cultural and structural reforms needed to support a “One Smithsonian” digital approach.

Greater Relevance 

One of the Institution’s strengths that we want to leverage during this national 

reckoning on race and identity, and in the years ahead, is our ability to engage people in 

meaningful dialogue. We have launched several initiatives to help us grapple with the 

nation’s racial divide. “Our Shared Future: Reckoning with Our Racial Past,” the first 

coordinated Smithsonian effort to explicitly address racism and racial equity, will explore 

how Americans confront race, its impact on communities, and the way it shapes our 

nation's future. In addition, the National Museum of African American History and Culture’s

(NMAAHC) “Talking About Race” portal offers a wealth of resources to inform and 

contextualize discussions about race in keeping with its original charter to serve as a place 

for learning and reconciliation. 

The Smithsonian is also collecting contemporary items dealing with the COVID-19 

pandemic and systemic racism so that future visitors and scholars can understand the 

impact of the coronavirus and the social justice movement. The National Museum of 

American History and the NMAAHC are documenting the coronavirus pandemic for 

posterity and exploring how best to exhibit those collections. Those museums and the 

Anacostia Community Museum are also collaborating to collect and preserve oral 

histories, homemade masks, and signs from protests in Washington, DC’s Lafayette 

Square Park in the wake of the killing of George Floyd. 

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With a focus on our top priorities to drive large, visionary, interdisciplinary 

research and scholarly projects and reach one billion people a year with a “digital-first” 

strategy, the Smithsonian will continue to address relevant topics through scientific 

research, collecting, and public programming on topics including climate change, 

zoonotic diseases, life during the COVID-19 pandemic (as well as the science related to 

it), and understanding the impact of race on our nation. This will help ensure all these 

initiatives increase rigor and focus on important societal issues and are relevant to the 

biggest and most diverse national and global audiences we serve. 

Finally, thanks to the wisdom and boldness of Congress, we have been tasked with 

bringing to life the Smithsonian American Women’s History Museum and the National 

Museum of the American Latino. We have named two interim directors for these museums 

and have begun the process of putting together boards and searching for permanent 

leadership. With the success of NMAAHC, we have shown we have the expertise in 

creating poignant, powerful museums that tell the American story through different lenses. 

These museums will help the Smithsonian further reimagine what new museums look like 

in a post-pandemic world, expand the American narrative, and be an even more 

responsive, representative institution. 

As the leader of an influential scientific, cultural, and educational institution, I believe 

it is essential for us to exercise our power to bring people together to share big ideas and 

conflicting perspectives, especially about important topics that touch all aspects of society 

like race relations or a deadly virus. The Smithsonian, as a gift to the United States, has an 

obligation to increase the public’s ability to understand our universe, our history, and our 

shared future, and to work for the common good. 

Profound Impact 

One of the primary ways the Smithsonian achieves a profound impact is by 

reaching students, teachers, and scholars with our educational resources. Today, we have 

many education, learning, and discovery spaces in our museums and research centers. 

Smithsonian education providers such as the Smithsonian Science Education Center, 

Smithsonian Affiliate museums, and the Smithsonian Institution Traveling Exhibition 

Service are working diligently to virtually bring our educational offerings in art, history, 

culture, and science, technology, engineering, and mathematics (STEM) to every state 

nationwide and countries around the world. 

Our Smithsonian Learning Lab website is an example of the kind of effect we can 

have despite most of our physical locations being closed. In the first month of school 

closures last spring, the website saw a 346 percent increase in traffic compared to the 

same time the previous year, providing even more people with lesson plans, materials, 

and activities in arts, history, design, and STEM. An example of the vital STEM curricula 

we create is the Smithsonian Science Education Center’s “COVID-19! How Can I Protect 

Myself and Others?” resource. By partnering with the World Health Organization, the 

Center developed this downloadable guide in multiple languages to help young people 

understand the medical and social science of COVID-19 and give them the tools to keep 

themselves, their families, and their communities safe. 

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However, we cannot rely on digital learning alone. Many young people, especially 

those who have been underserved, lack access to a computer or reliable internet service. 

Starting in 2020, the Smithsonian committed to bridging the digital divide, providing notech educational resources to people across the country. Partnering with USA Today, we 

created a series of learning packets offering hands-on activities to help kids and adults 

explore STEM, the arts, and history. Distributed through public libraries and schools, Boys 

and Girls Clubs of America, our affiliate museums, and directly through newspaper 

subscriptions, they reached nearly two million households, with more editions planned. 

Building on our history and respected reputation, I plan to apply innovative thinking 

to ensure our position as a national leader, not only in lifelong learning, but also in pre-K–

12 education. My goal is for the Smithsonian to reach every classroom in America. As we 

have proven during this unique time, educational materials based on our science and 

scholarship can enhance the ways students and teachers engage in 21st-century 

learning. We are developing a model of the future of education and museums through a 

collaboration with the Washington, D.C., public school system. Sharing that work 

nationwide and abroad while drawing on best practices and lessons learned will expand 

our impact and help us make the most effective use of our resources. 

As all of these projects continue or are implemented, program managers will 

monitor distance learning and other education outreach audience participation rates to 

gauge the effectiveness of the Smithsonian’s work to catalyze national conversations on 

climate change, public health, and race so we can fine tune our resources and knowledgesharing platforms for maximum impact. 

Looking Ahead 

The past year has been incredibly hard on the American people, as we have all 

had to deal with the uncertainty, anxiety, and fear of these twin crises. Despite this, these 

difficult circumstances have reinforced what an amazing group of people we have at the 

Smithsonian. Whether in person or online, our creative staff has shown impressive 

resilience and dedication, building breathtaking online exhibitions, curating new 

collections that chronicle this moment in time, and preparing our public spaces for the 

return of our visitors. 

As we approach the Smithsonian’s 175th anniversary in 2021, I am more 

convinced than ever that we can be the best version of ourselves, a fully realized version 

of the Smithsonian that Americans need and deserve. With the continued support of the 

Administration, Congress, and the American people, I have no doubt we will achieve our 

goals. The Smithsonian will continue to welcome everyone to learn, marvel, and imagine, 

using our creativity, imagination, and intellectual capital for the good of society. We will 

also continue the project of transforming this hallowed Institution into a cauldron of ideas, 

innovation, and understanding that reaches more people and has greater impact than 

ever before. 

Lonnie G. Bunch III 

Secretary 

Smithsonian Institution 

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SMITHSONIAN INSTITUTION 

FY 2022 BUDGET REQUEST SUMMARY 

Account 

FY 2020 

Enacted 

FY 2021 

Enacted 

FY 2022 

Request 

Salaries and Expenses 

Facilities Capital 

Total 

$793,658,000 

$253,700,000 

$1,047,358,000 

$818,192,000 

$214,530,000 

$1,032,722,000 

$872,000,000 

$230,000,000 

$1,102,000,000 

The fiscal year (FY) 2022 budget request that follows supports the Institution’s 

top strategic priorities and addresses some of the most important societal issues of 

today. The budget request will enable the Smithsonian to provide innovative and 

important research; expand our digital support and education programs; strengthen 

our collections stewardship; improve our security and overall infrastructure; and 

provide the initial funding required for two new museums. 

For FY 2022, the Smithsonian’s request to fund essential operating expenses and 

revitalization of the Institution’s physical infrastructure is $1,102 million. The total 

amount includes $872 million for Salaries and Expenses (S&E) and $230 million for the 

Facilities Capital account. A detailed summary of the increases requested is provided in 

the table at the end of this section. 

SALARIES AND EXPENSES 

FIXED COSTS INCREASES 

• Salaries and Related Costs (+$15,521,000) — This funds the annualization of 

the 1.0 percent pay raise effective in January of 2021 and the 2.7 percent pay 

raise effective in January of 2022. The request also includes a portion of the 

unfunded federal retirement plans. 

• Non-pay Fixed Items (+$5,087,000) — The Institution requests additional 

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

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

budget submission. 

PROGRAM CHANGES 

This budget request for FY 2022 aligns the programmatic increases into the 

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

to the Institution’s overall mission and strategic goals. 

TWO NEW MUSEUMS 

Public Law 116-260, signed by the President on December 27, 2020, established 

the National Museum of the American Latino (NMAL) and the Smithsonian American 

Women’s History Museum (SAWHM) within the Smithsonian Institution. 

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• The National Museum of the American Latino (+$2,000,000) — The mission 

of the NMAL is to give voice to the richness and the challenges of the Latino 

American experience, make it possible for all people to understand the depth, 

complexity, and promise of the American experience, and serve as a national 

forum for collaboration on and celebrating Latino American history and culture for 

educational and other popular institutions. 

• The Smithsonian American Women’s History Museum (+$2,000,000) —

There exists no national museum in the United States that is devoted to the 

documentation of women’s contributions throughout the nation’s history. Our 

proposal for a comprehensive women’s history museum would document the full 

spectrum of the experiences of women in the United States, represent a diverse 

range of viewpoints, experiences, and backgrounds, more accurately depict the 

history of the United States, and add value to the Smithsonian Institution for the 

American people. 

ENHANCED INTERDISCIPLINARY RESEARCH 

• Research Program Initiatives (+$5,000,000) — The funding requested will 

support an innovative and emerging research pool of funds to be managed by 

the Under Secretary for Science and Research. The pool will foster a research 

environment conducive to scientific innovation and provide the critical financial 

support necessary to execute world-class science. Priority will be given to highrisk, high-reward activities that simultaneously build technical capabilities within 

the Smithsonian’s established areas of research. This program will help recruit 

and retain the finest scientific talent, support postdoctoral researchers, and help 

build a diverse science, technology, engineering, and mathematics (STEM) 

workforce. Examples of relevant research we expect to fund include: One Health, 

biodiversity genomics, and studying endangered and invasive species and how 

climate change is impacting all of these areas. 

• Biodiversity Research (+$4,000,000) — The Institution’s Forest Global Earth 

Observatories (ForestGEOs) and Marine Global Earth Observatories 

(MarineGEOs) provide a global-scale network of ecological observatories 

dedicated to understanding changes in the structures and functions of forest and 

marine ecosystems. ForestGEO provides the research platform that enables 

Smithsonian scientists and their university and federal agency partners to better 

understand the storage and movement of carbon and water in tropical and 

temperate forests, as well as the impacts of climate change on the relationships 

of forests with wildlife, the atmosphere, and sources of fresh water. 

MarineGEO is one of the Smithsonian’s signature programs in Earth 

observations and understanding global change, and is dedicated to 

understanding changes in the structures and functions of marine ecosystems. 

This comprehensive approach to environmental research will provide a 

fundamental understanding of our oceans, their sustainability, and their 

importance to human life and society. 

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EXPAND DIGITAL TECHNOLOGIES 

• Digital Support and Programming (+$6,500,000) — A key pillar of the 

Secretary’s strategic framework is creating a virtual Smithsonian that leverages 

digital capabilities and platforms to reach new audiences across the nation and 

around the world. We will accomplish this by integrating and prioritizing ongoing 

digital initiatives to ensure that new and innovative ideas are carefully considered 

and acted upon, and by targeting key cultural and structural reforms needed to 

support a truly “One Smithsonian” digital approach. The Smithsonian is special 

because of our 155 million objects which have been assembled during our 175 

years of history. These iconic collections, especially when digitized for broader 

access, will offer our staff and the public a powerful resource to conduct 

research, “increase and diffuse knowledge,” and share our discoveries with the 

world. Included in this is an Open Access Initiative that has made millions of 

images of our digitized collections available without restrictions on use. 

This request also supports additional digitization efforts, including those for 

audiovisual collections, and scaling up the processing of 3D data sets. To 

further accelerate the Institution’s digitization progress, this budget requests 

funding a digitization pool where units will compete for resources that support 

the Open Access and Virtual Smithsonian initiatives, especially about 

important topics that touch all aspects of society such as race relations, a 

deadly virus, or sustainability. 

Building on the Institution’s long history of being a trusted educational resource, 

the Smithsonian also requests funding to support our educational outreach. With 

a keen focus on K–12 education, the Smithsonian seeks to continue developing 

online materials and educational content that bring the depth and breadth of the 

Institution to classrooms across America. We will harness the power of 

information technology to increase the volume of digital content and offer 

resources on the most important topics of the day. 

UNDERSTAND AND IMPACT 21st CENTURY AUDIENCES 

• Visitor Engagement (+$635,000) — One of the Institution’s goals is to broaden 

access to the Smithsonian and enhance the experience of visitors, both online 

and in person. The Institution is increasingly relying on digital technology to tell 

the stories from our history, art, and science collections. We continue to see a 

tremendous growth in new technology in our exhibits, our programs, and on the 

Web, as well as increased public interest in these areas. Accordingly, the 

requested funding will provide new tools and technologies to exponentially 

broaden access to the Institution. The nation’s growing diversity challenges the 

Smithsonian to reach new audiences and ensure that the Institution’s collections, 

exhibitions, and outreach programs are readily accessible and speak to all 

visitors, especially those with disabilities. 

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• Exhibit Support (+$500,000) — The Smithsonian has a long tradition of 

raising private funds to design and install new exhibitions. For generations, 

these exhibitions have been the reason why millions of visitors have come to 

the National Mall. To be successful requires a strong public/private partnership. 

The budget request supports additional resources to continue to expand the Asian 

Pacific American Center (APAC) presence in the Smithsonian’s presentation of 

and research into the American experience. APAC requires a director of 

exhibitions and programs needed for short- and long-term sustainability. This 

position is modeled after the Smithsonian Latino Center’s director of exhibitions 

and programs position. 

The requested budget increase will also support the Institution’s traveling 

exhibitions, including the popular Museums on Main Street (MoMS) program. The 

MoMS program works with state humanities councils to bring traveling exhibitions, 

educational resources, and programming to small towns across America through 

local museums and community venues. The MoMS program continues to enrich 

the underserved populations of rural America. 

PRESERVE OUR NATURAL AND CULTURAL HERITAGE 

• Collections Support (+$1,865,000) — Currently, the Institution has insufficient 

staff to provide optimal care for its collections, and is hindered in strengthening 

and sharing its collections with diverse national and international audiences. 

Several recent Inspector General collections stewardship audit reports have 

identified a vital need to fill high-priority positions to care for and preserve 

collections, ensure full inventory control over collections, provide proper 

preservation of collections at risk, and support a robust digitization program to

make collections available online to national and international communities. The 

Smithsonian needs these requested funds to rebuild its curatorial and collections 

management staffing in support of excellent research; improve exhibitions and 

digitization of the nation’s vast collection of artifacts; and fully realize the benefits 

of the Institution’s investments in facilities infrastructure.

• Animal Welfare (+$700,000) — Funding is requested to provide specialized 

animal care exhibits support. Maintaining animal habitats and providing 

specialized items for animals’ health and well-being are not just recommended 

best practices, but required by oversight and regulatory entities. Maintaining 

these standards is essential to safely and humanely house our living collections 

while safeguarding the public and staff. Without the additional resources 

needed for both the operations and specialized exhibits support, the quality and 

quantity of scientific research and animal care will be diminished. 

• Facilities Operations and Support (+$4,000,000) — The Institution requests 

additional funding to address high-priority operating and life-safety needs. 

Contracts for basic facility services, materials, and supplies have outpaced 

any budget growth the Smithsonian has seen. In addition, the Institution’s 

operations and physical footprint have grown, creating even more unfunded 

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requirements. This increased funding will enable the Institution to effectively 

provide the proper cleaning and sanitizing services to approach APPA Level 2 

cleaning. The funds will support much-needed services to manage the growth 

in our building footprint and begin to address increasing workforce 

requirements. 

• Security (+$4,000,000) — The Institution requests an increase to address 

critical security needs. As the physical footprint of the Smithsonian has 

increased and facilities are revitalized, the Institution’s security and lawenforcement needs have also grown. To evaluate the effectiveness of existing 

security resources versus the current requirements, the Smithsonian 

conducted a security staffing analysis for each of its major buildings. The 

facility analyses confirmed that the Smithsonian needs to provide a higher 

level of security around building perimeters and in interior public spaces such 

as galleries. 

As a result, the Institution requests funding to begin implementing a new 

screening system. The technology will improve the ability to detect prohibited 

weapons/items, identify the location of any prohibited weapons/items, and 

decrease the transmission of germs/disease by reducing the acts of 

physically touching items during the screening process while also increasing 

social distancing. The new screening system has already been successfully 

deployed at several popular venues across the country. 

ENABLE COST-EFFECTIVE AND RESPONSIVE ADMINISTRATION 

• Information Technology (IT) Security (+$1,500,000) — This funding request 

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

Smithsonian. The IT security program does not have sufficient personnel and 

tools to adequately address the constantly growing risks and threats to the 

Smithsonian’s complex computing environment. The request includes funds for 

security monitoring, response, and assessment; maintenance of seven sites and 

the replacement of the Internet firewall; recurring funds to maintain and/or 

replace outdated and inadequate intrusion-detection systems; and funds for 

maintenance and replacement of outdated Web proxy servers. These security 

devices perform an essential role to detect malicious activity and to monitor and 

protect sensitive Smithsonian data. 

In response to the ever-growing threat of cybercrime, the Institution 

performed an enterprise security architecture gap analysis and identified 

many areas where additional tools and processes are required, as well as 

people to implement and manage them. Initiatives were identified to address 

the gaps over the next several years, but this plan depends on additional 

funding. The activities and items funded by this request are directly related to 

the identified security gaps. 

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• Management Operations (+$500,000) — This request funds essential positions 

required to provide the necessary Institution-wide diversity support and for 

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

The ongoing success of the Supplier Diversity Program has units, small 

businesses, and congressional representatives seeking more information and 

assistance on how the Institution can continue to improve its supplier diversity 

status. Veteran-owned and other firms in Historically Underutilized Business 

(HUB)-Zones have poor representation in our base of suppliers and interest in 

how the Smithsonian is doing in these business communities remains a constant 

refrain for these small businesses and Congress. These resources will be 

focused on providing more support for fostering engagement with and support 

from small business suppliers. 

This request also supports Human Resources (HR) staff required to facilitate 

internal and external strategic changes; adequately address hiring timeliness 

goals; provide high-quality, timely advice and services to Smithsonian units; 

minimize risks; and improve the response time for answering requests for 

guidance or information. Additional resources are also needed to adequately 

address safety, security, and telework issues resulting from the COVID-19 

pandemic. 

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FACILITIES CAPITAL PROGRAM 

The request for the Facilities Capital Program ($230,000,000) is essential to 

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

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

repairs. This amount will allow the Facilities Capital Program to address all of the priority 

one projects ready to be fixed in FY 2022. 

For FY 2022, the requested funds will enable the Institution to continue the major 

renovation project at the National Air and Space Museum (NASM, at $56 million). The 

request will also support the continuation of major revitalization work at the Smithsonian 

Institution Building (the Castle, at $9.0 million); the National Zoological Park ($18.2 

million); the National Museum of Natural History ($14.3 million); and the National 

Museum of American History ($9.6 million). In addition, these funds will allow the 

Smithsonian to perform essential revitalization work at the National Museum of the 

American Indian ($4.5 million); the Hirshhorn Museum and Sculpture Garden ($17.65 

million); the Quadrangle ($1.0 million); the Donald W. Reynolds Center ($3.5 million); 

the NASM Steven F. Udvar-Hazy Center ($1.05 million); the Smithsonian Tropical 

Research Institute ($0.7 million); the Smithsonian Astrophysical Observatory ($4.1 

million); the Smithsonian Environmental Research Center ($6.75 million); the Suitland 

Collections Center ($11.0 million); Cooper Hewitt, Smithsonian Design Museum ($3.0 

million); and the Freer Gallery of Art ($2.0 million). This request also provides for critical 

revitalization projects throughout the Institution, supervision and program support, and 

projects costing under $1 million each ($23.3 million). Furthermore, this request 

accounts for planning and design of future projects ($36.75 million) and for the Museum 

Support Center to begin construction of Pod 6 ($7.6 million). Details are provided in the 

Facilities Capital section of this budget request. 

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SMITHSONIAN INSTITUTION 

FY 2022 BUDGET SUMMARY 

BY APPROPRIATION ACCOUNT 

SALARIES AND EXPENSES FTEs Amount 

FY 2021 Request 4,278 $818,192,000 

FIXED COSTS INCREASES 20,608,000 

Salaries and Related Costs 0 15,521,000 

Utilities, Communications, and Other 0 5,087,000 

PROGRAM INCREASES 

New Museums 25 4,000,000 

National Museum of the American Latino 12 2,000,000 

Smithsonian American Women’s History Museum 13 2,000,000 

Enhanced Interdisciplinary Research 15 9,000,000 

Biodiversity Research (Global Earth Observatories) 15 4,000,000 

Research Program Initiatives 0 5,000,000 

Expand Digital Technologies 16 6,500,000 

Digital Support and Programming 16 6,500,000 

Understand and Impact 21st Century Audiences 8 1,135,000 

Visitor Engagement 5 635,000 

Exhibit Support 3 500,000 

Preserve Our Natural and Cultural Heritage 37 10,565,000 

Collections Support 13 1,865,000 

Animal Welfare 5 700,000 

Facilities Operations, Security and Support 10 4,000,000 

Security 9 4,000,000 

Enable Cost-Effective and Responsive Administration 6 2,000,000 

Information Technology Security 3 1,500,000 

Management Operations 3 500,000 

Total FY 2022 Salaries and Expenses 4,385 $872,000,000 

12 
SMITHSONIAN INSTITUTION 

FY 2022 BUDGET SUMMARY 

BY APPROPRIATION ACCOUNT 

FACILITIES CAPITAL FTEs Amount 

FTEs in Base 48 

Revitalization 

National Air and Space Museum (NASM) 56,000,000 

Smithsonian Institution Building (Castle) 9,000,000 

National Zoological Park 18,200,000 

National Museum of Natural History 14,300,000 

National Museum of American History 9,600,000 

National Museum of the American Indian 4,500,000 

Hirshhorn Museum and Sculpture Garden 17,650,000 

Quadrangle 1,000,000 

Donald W. Reynolds Center 3,500,000 

NASM Steven F. Udvar-Hazy Center 1,050,000 

Smithsonian Tropical Research Institute 700,000 

Smithsonian Astrophysical Observatory 4,100,000 

Smithsonian Environmental Research Center 6,750,000 

Suitland Collections Center 11,000,000 

Cooper Hewitt, Smithsonian Design Museum 3,000,000 

Freer Gallery of Art 2,000,000 

Multiple Location Revitalization Projects 5 23,300,000 

Facilities Planning and Design 36,750,000 

Construction — MSC Pod 6 7,600,000 

Total FY 2022 Facilities Capital Projects 53 $230,000,000 

FY 2022 REQUEST, ALL ACCOUNTS 4,438 $1,102,000,000 

13 
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14 
SMITHSONIAN INSTITUTION 

SALARIES AND EXPENSES (S&E) 

FY 2022 Request 

SALARIES AND EXPENSES FTEs Amount 

FY 2021 Enacted 4,278 $818,192,000 

FIXED COSTS INCREASES 20,608,000 

Salaries and Related Costs 0 15,521,000 

Utilities, Communications, and Other 0 5,087,000 

PROGRAM INCREASES 

New Museums 25 4,000,000 

National Museum of the American Latino 12 2,000,000 

Smithsonian American Women’s History Museum 13 2,000,000 

Enhanced Interdisciplinary Research 15 9,000,000 

Biodiversity Research 15 4,000,000 

Research Program Initiatives 0 5,000,000 

Expand Digital Technologies 16 6,500,000 

Digital Support and Programming 16 6,500,000 

Impact of 21st Century Audiences 8 1,135,000 

Visitor Engagement 5 635,000 

Exhibit Support 3 500,000 

Preserve Our Natural and Cultural Heritage 37 10,565,000 

Collections Support 13 1,865,000 

Animal Welfare 5 700,000 

Facilities Operations and Support 10 4,000,000 

Security 9 4,000,000 

Enable Cost-Effective and Responsive Administration 6 2,000,000 

Information Technology Security 3 1,500,000 

Management Operations 3 500,000 

Total Program Increases 107 33,200,000 

Total Increases 107 53,808,000 

Total FY 2022 Salaries and Expenses 4,385 $872,000,000 

15 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

I I 

SMITHSONIAN INSTITUTION

Unit Detail of the FY 2021 Enacted, FY 2021 Revised and FY 2022 Request ($s in Thousands)

A

 Pay & 

Benefits

$000

607

507

0

0

1,317

834

143

377

0

228

72

110

117

117

0

60

36

668

750

789

17

193

21 

FY 2022 

Request

$000

21,960

25,733

4,118

184

53,435

33,755

4,759

15,643

5,543

6,829

3,637

5,517

5,479

5,587

792

2,873

2,023

34,853

27,691

35,680

3,324

7,511

2,105 

FTEs 

154

99

0

0

320

222

34

191

15

46

17

38

44

34

0

21

17

155

170

206

17

59

8 

FY 2021 

Revised 

$000

20,945

25,226

4,118

184

51,551

32,221

4,616

15,266

1,543

6,461

3,565

5,190

5,007

5,140

168

792

2,698

1,987

33,751

26,581

34,891

237

1,307

500

6,983

1,854 

FTEs 

151

99

0

0

317

217

34

191

0

45

17

36

41

32

1

0

20

17

152

167

206

5

57

6 

FY 2021 

Enacted 

$000

20,945

25,226

4,118

184

51,551

32,221

4,616

15,266

1,543

6,461

3,565

5,190

5,007

4,972

792

2,698

1,987

33,751

26,581

34,654

0

6,983

1,854 

FTEs 

151

99

0

0

317

217

34

191

0

45

17

36

41

31

0

20

17

152

167

206

0

57

6 

FTE = Full-Time Equivalent 

MUSEUMS AND RESEARCH CENTERS

National Air and Space Museum 

Digital Support

 Visitor Engagement 

Smithsonian Astrophysical Observatory 

Major Scientific Instrumentation 

Universe Consortium 

National Museum of Natural History 

Collections Support 

National Zoological Park 

 Animal Welfare 

Smithsonian Environmental Research Center 

Smithsonian Tropical Research Institute 

Biodiversity Consortium 

Forest/Marine GEO

Arthur M. Sackler Gallery/Freer Gallery of Art 

 Visitor Engagement 

Center for Folklife and Cultural Heritage 

Cooper Hewitt, Smithsonian Design Museum 

Digital Support

Collections Support 

Hirshhorn Museum and Sculpture Garden 

Digital Support

Collections Support 

National Museum of African Art 

Digital Support

FY 2021 Revised - Operational Support see page 296

World Culture Consortium 

Anacostia Community Museum 

Collections Support 

Archives of American Art 

National Museum of African American History & Culture 

Education Support

Collections Support 

National Museum of American History, Behring Center 

Digital Support 

National Museum of the American Indian 

FY 2021 Revised - Security at NMAI, NY see page 296

National Museum of the American Latino 

New Museum Support 

 FY 2021 Revised - Support for New Museum see page 296 

National Portrait Gallery 

Digital Support

 Visitor Engagement 

National Postal Museum 

Collections Support 

Page # 

48

56

61

42

67

74

80

84

42

91

96

101

105

110

42

115

119

123

130

137

141

145

153 

16 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

I I 

SMITHSONIAN INSTITUTION

Unit Detail of the FY 2021 Enacted, FY 2021 Revised and FY 2022 Request ($s in Thousands)

A

 Pay & 

Benefits

$000

325

0

0

7,288

207

67

0

94

42

103

421

934

635

1,096

111

1,656

3,801

5,457

8,233

15,521 

FY 2022 

Request

$000

11,413

2,500

600

323,544

10,224

3,204

32,634

3,498

1,991

3,562

16,056

71,169

60,838

40,700

4,295

116,917

254,537

371,454

548,456

872,000 

FTEs 

91

13

0

1,971

66

25

0

29

18

22

117

277

110

203

27

492

1,305

1,797

2,414

4,385 

FY 2021 

Revised 

$000

10,938

500

500

600

303,915

9,717

2,915

23,284

(2,000)

3,266

1,949

3,459

15,106

59,696

55,845

38,391

832

4,184

115,261

240,900

(237)

356,161

514,277

818,192 

FTEs 

90

0

0

1,900

64

23

0

28

18

22

115

270

107

196

-1

27

492

1,286

1,778

2,378

4,278 

FY 2021 

Enacted 

$000

10,938

0

600

301,703

9,717

2,915

25,284

3,266

1,949

3,459

15,106

61,696

55,845

38,366

4,184

115,261

241,137

356,398

516,489

818,192 

FTEs 

90

0

0

1,894

64

23

0

28

18

22

115

270

107

202

27

492

1,286

1,778

2,384

4,278 

FTE = Full-Time Equivalent 

Smithsonian American Art Museum 

Digital Support

Smithsonian American Women's History Museum 

New Museum Support 

 FY 2021 Revised - Support for New Museum see page 296 

American Experience Consortium 

Total for Museums and Research Centers 

MISSION ENABLING

Program Support and Outreach

Outreach 

Exhibit Support

Communications 

 Visitor Engagement 

Institution-wide Programs 

 FY 2021 Revised - Support for New Museums see page 296 Digital Support Pool

 Research Program Initiatives 

Education Initiatives

Smithsonian Exhibits

Collections Support 

Museum Support Center 

Museum Conservation Institute 

Smithsonian Libraries and Archives 

 Fixed Costs - Library Subscription Inflation 

Digital Support

Collections Support 

Subtotal, Program Support and Outreach 

Office of the Chief Information Officer 

 Fixed Costs - Communications 

 Information Technology Security 

Exhibit Support Administration 

Collections Support 

Education Support Management Operations 

 FY 2021 Revised - Operational/New Museums Spt see page 296 

Office of the Inspector General 

Facilities Services 

Facilities Maintenance 

Facilities Operations, Security, and Support FY 2021 Revised - Security at NMAI, NY see page 296

Utilities

Security

Facilities Operations

Subtotal, Facilities Services 

Total for Mission Enabling 

SALARIES AND EXPENSES TOTAL 

Page # 

159

165

42

168

174

178

189

192

194

199

204

207

212

214

218 

17 
 

 

 

 

SALARIES AND EXPENSES 

FY 2020 Enacted $793,658,000 

FY 2021 Enacted $818,192,000 

FY 2022 Request $872,000,000 

For fiscal year (FY) 2022, the Smithsonian requests $872 million in the Salaries 

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

38 percent is attributable to fixed costs for sustaining base operations (e.g., pay, 

utilities, etc.), and the remainder is for high-priority requirements throughout the 

Institution. 

FIXED COSTS 

SALARY AND PAY-RELATED COSTS (+$15,521,000) — The Institution 

requests an increase of $15.5 million for higher salary and pay-related costs. The 

request funds the annualization of the enacted 1 percent pay raise effective in 

January of 2021 and a 2.7 percent increase for a civilian pay raise in January of 2022. 

Also included is a 1.0 percent increase to the Employer Federal Retirement Plan 

contribution. 

Salary and Related Costs: Request 

▪ Annualization of 2021 pay raise (1/4 year at 1.0%) 1,295,000 

▪ Proposed 2022 pay raise (3/4 year at 2.7%) 10,658,000 

▪ Increase to Employer Federal Retirement Plan 3,774,000 

▪ Workers’ Compensation -206,000 

Total $15,521,000 

• Annualization of the enacted January 2021 Pay Raise of 1.0 percent 

(+$1,295,000) — This request funds the annualization of the enacted 1.0 percent pay 

raise in January of 2021 for the first quarter of FY 2022. 

• Funding of the proposed January 2022 Pay Raise of 2.7 percent (+$10,658,000) —

This request funds the proposed 2.7 percent pay raise in January of 2022 for the last 

three quarters of FY 2022. 

• Increase to the Employer Contribution to the Federal Retirement Plan 

(+$3,774,000) — This provides funding for a 1.0 percent increase to the employer 

contribution for the Federal Retirement Plan. 

• Workers’ Compensation (-$206,000) — This supports the provisions of Section 

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

FY 2022 is $2,712,000, based on a Department of Labor invoice for costs incurred 

from July 1, 2019 through June 30, 2020. This represents a -$206,000 decrease 

from the FY 2021 Workers’ Compensation costs ($2,918,000). 

18 
FY 2022 Increased Pay Costs (Dollars in Thousands) 

Line Item 

Federal 

Retirement 

Contributions 

FY 2022 

Pay Raise and 

FY 2021 Pay 

Annualization 

FY 2022 

Total Pay 

Increase 

National Air and Space Museum 150 457 607 

Smithsonian Astrophysical Observatory 126 381 507 

National Museum of Natural History 326 991 1,317 

National Zoological Park 207 627 834 

Smithsonian Environmental Research Center 36 107 143 

Smithsonian Tropical Research Institute 88 289 377 

Arthur M. Sackler Gallery/Freer Gallery of Art 44 184 228 

Center for Folklife and Cultural Heritage 17 55 72 

Cooper Hewitt, Smithsonian Design Museum 27 83 110 

Hirshhorn Museum and Sculpture Garden 29 88 117 

National Museum of African Art 29 88 117 

Anacostia Community Museum 15 45 60 

Archives of American Art 9 27 36 

National Museum of African American History & Culture 165 503 668 

National Museum of American History, Behring Center 183 567 750 

National Postal Museum 5 16 21 

National Museum of the American Indian 195 594 789 

National Museum of the American Latino 4 13 17 

National Portrait Gallery 48 145 193 

Smithsonian American Art Museum 81 244 325 

Smithsonian American Women’s History Museum 0 0 0 

Outreach 49 158 207 

Communications 16 51 67 

Museum Support Center 10 32 42 

Museum Conservation Institute 25 78 103 

Smithsonian Libraries and Archives 104 317 421 

Smithsonian Exhibits 23 71 94 

Office of the Chief Information Officer 157 478 635 

Administration 229 1,073 1,302 

Inspector General 27 84 111 

Facilities Maintenance 409 1,247 1,656 

Facilities Operations, Security, and Support 941 2,860 3,801 

Workers’ Compensation (Administration) -206 -206 

Total Pay-Related Costs 3,774 11,747 15,521 

19 
UTILITIES, POSTAGE, RENT, COMMUNICATIONS, AND OTHER 

FIXED COSTS (+$5,087,000) — For FY 2022, the Institution requests an 

increase of $5,087,000 for utilities and other fixed-cost accounts, as detailed in the 

chart below. The requested increase reflects consumption and rate changes in the 

utilities accounts and increases for Communications and Other Support to provide for 

fixed software licensing and maintenance costs, inflationary increases for library 

subscriptions, and to meet compliance requirements. 

The following table displays the estimates for FYs 2021 and 2022. The details 

that follow address the specific changes affecting the FY 2022 accounts. 

Federal Utilities, Postage, Rent, Communications, and 

Other Fixed Costs 

FYs 2021–2022 

(Dollars in Thousands) 

FY 2021 

Estimate 

FY 2022 

Estimate Change 

Utilities: 

Electricity 

Chilled Water 

Steam 

Natural Gas 

DC Gov’t Water/Sewer

Other Water and Fuel Oil 

Subtotal, Utilities 

20,342 

3,090 

8,492 

3,056 

7,131 

1,236 

43,347 

20,707 

3,008 

8,169 

3,284 

8,775 

1,240 

45,183 

365 

-82 

-323 

228 

1,644 

4 

1,836 

Postage 1,461 1,461 0 

Motor Fuel 370 370 0 

Rental Space: 

Central 

Unit 

Subtotal, Rent 

42,807 

5,793 

48,600 

42,807 

5,793 

48,600 

0 

0 

0 

Communications 22,650 25,508 2,858 

Other Support 5,527 5,920 393 

Total $121,955 $127,042 $5,087 

20 
UTILITIES (+$1,836,000) — Justified here, but included in the Facilities Operations, 

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

and water. The request includes the following: 

• Electricity (+$365,000) — Electricity is used to operate the Smithsonian’s large 

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

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

comfort of visitors and staff. The anticipated changes in FY 2022 include a 1.3 percent 

increase, along with minor increases throughout the Institution. 

• Chilled Water (-$82,000) — Chilled water costs represent actual chilled water 

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

Smithsonian’s south Mall facilities. A decrease of $82,000 is anticipated due to the 

change from chilled water to electricity at the National Air and Space Museum 

(NASM). 

• Steam (-$323,000) — The Smithsonian uses steam for heating and humidification, 

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

decrease is due to the change from steam to natural gas at the NASM. 

• Natural Gas (+$228,000) — The Smithsonian uses natural gas and propane for 

heating and generating steam. This increase is due to the change to natural gas from 

steam at the NASM. 

• DC Water and Sewer (+$1,644,000) — Funds cover the costs of both water and 

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

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

DCWSA to the Smithsonian in April of 2020, as well as the delay in the federal billing 

process of serving the National Zoo’s Energy Savings Performance Contract. 

• Other Water and Fuel Oil (+$4,000) — Funds provide water service for facilities 

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

emergency power. There are minimal changes projected for FY 2022. 

POSTAGE AND MOTOR FUEL ($0) — Funds provide for all official domestic and 

international mail services and for motor fuel that powers the Smithsonian’s motor 

vehicle fleet and scientific research vessels. No increases are requested in FY 2022. 

RENTAL SPACE ($0) — No increase is requested for rental space because of the 

purchase of an Administrative Headquarters Building in the Washington, DC area and 

the subsequent savings expected in FY 2022. These savings will offset any 

anticipated escalation costs in other leased properties in FY 2022. 

21 
COMMUNICATIONS (+$2,858,000) — The communications base supports the 

operations of the Institution’s voice and data telecommunications infrastructure

upgrade and maintenance. Also, there are required upgrades to the trunked radio 

system used by the Smithsonian Office of Protection Services and staff at the National 

Zoo for emergency communications. In addition, this request funds key infrastructure 

items for our network that will be at the end of their life expectancy and require 

replacement to avoid outages caused by equipment failures, and will also cover 

increases in the cost of software maintenance and subscription fees. 

The requested increases will enable high-tech solutions which have been 

implemented to support enhanced telework for staff and distance education for the 

public as well as staff. The increases will allow business-critical systems to remain 

current and enable vendors to continue supporting them, as well as enhance 

operations to improve and streamline business workflows. The mandatory transition of 

data/Internet-leased lines will allow the Institution to replace outdated 

telecommunications technologies and capitalize on new options to provide faster 

connectivity and reduce system redundancies. 

OTHER SUPPORT (+$393,000) — An additional $393,000 is requested to offset 

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

Archives requires additional funding to adequately address inflationary increases in 

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

extraordinary inflation costs of purchasing journals and electronic databases, which are 

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

The Institution also requests an increase (+$93,000) to support the mandatory, 

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

statements and personal property inventory. 

22 
SUMMARY OF FY 2022 S&E PROGRAM CHANGES 

FY 2021 

Base 

($000s) 

FY 2022 

Program 

Changes 

($000s) 

FY 2022 

FTE 

Changes 

New Museums +4,000 +25 

• National Museum of the American Latino 1,307 +2,000 +12 

• Smithsonian American Women’s History Museum 500 +2,000 +13 

Enhanced Interdisciplinary Research +9,000 +15 

• Research Program Initiatives 0 +5,000 0 

• Biodiversity Research 8,000 +4,000 +15 

Expand Digital Technologies +6.500 +16 

• Digital Support and Programming 40,285 +6,500 +16 

Understand and Impact 21st Century Audiences +1,135 +8 

• Visitor Engagement 30,737 +635 +5 

• Exhibit Support 65,758 +500 +3 

Preserve Our Natural and Cultural Heritage +10,565 +37 

• Collections Support (excludes Zoo) 66,002 +1,865 +13 

• National Zoo — Animal Welfare 9,628 +700 +5 

• Facilities Operations Support 165,254 +4,000 +10 

• Security 88,108 +4,000 +9 

Enable Cost-Effective and Responsive Administration +2,000 +6 

• Information Technology 46,221 +1,500 +3 

• Management Operations 92,762 +500 +3 

Total S&E Program Increases +$33,200 +107 

Note: For a complete list of program categories, see page 41. 

NEW MUSEUMS 

National Museum of the American Latino 

Public Law 116-260, signed by the President on December 27, 2020, established 

the National Museum of the American Latino (NMAL) within the Smithsonian Institution. 

The mission of the NMAL is to give voice to the richness and the challenges of the 

Latino American experience, make it possible for all people to understand the depth, 

complexity, and promise of the American experience, and serve as a national forum for 

collaboration on and the celebration of Latino American history and culture for 

educational and social institutions. 

More specifically, the National Museum of the American Latino will be the keystone 

for people in the United States and visitors worldwide to learn about Latino contributions to 

life, art, history, and culture in the United States; and will serve as a gateway for visitors to 

23 
view other Latino exhibitions, collections, and programming at other Smithsonian 

Institution facilities and museums throughout the United States. 

For fiscal year (FY) 2021, resources from the Smithsonian Latino Center 

($807,000 and 5 FTEs) were redirected to the new NMAL line item, along with 

$1,000,000 from the Latino Initiatives Pool to the new Museum line item and the 

Administration line item for required staff to support the new Museum. 

In FY 2022, the estimate includes an initial program request of 12 FTEs and 

$2,000,000 to begin recruitment and selection of initial personnel; formation of planning 

and coordination teams to develop exhibitions, public programs, education, research, 

collections acquisition, technology, and capital fund raising; implementation of a siteselection evaluation process; and the development of a capacity for administrative 

operations. Additional details are provided in the unit narrative section of this budget 

submission. 

Smithsonian American Women’s History Museum

Public Law 116-260, signed by the President on December 27, 2020, established 

the Smithsonian American Women’s History Museum (SAWHM) within the Smithsonian 

Institution. 

Currently, there is no national museum in the United States devoted to the 

documentation of women’s contributions throughout the nation’s history. On December 19, 

2014, Congress created a commission to study the potential for an American museum of 

women’s history. The bipartisan commission unanimously concluded that the United States 

needs and deserves a national museum dedicated to showcasing the historical 

experiences and impact of women in the United States. A comprehensive women’s history 

museum would document the full spectrum of the experiences of women in the United 

States, represent a diverse range of viewpoints, experiences, and backgrounds, more 

accurately depict the history of the United States, and add value to the Smithsonian 

Institution for the American people. 

For FY 2021, resources from the American Women’s History Initiatives pool 

($1,000,000) were redirected to the SAWHM line item and to the Administration line 

item for required staff to support the new Museum. 

In FY 2022, the estimate includes an initial program request of 13 FTEs and 

$2,000,000 to begin recruitment and selection of initial personnel; formation of planning 

and coordination teams to develop exhibitions, public programs, education, research, 

collections acquisition, technology, and capital fund raising; implementation of a siteselection evaluation process; and the development of a capacity for administrative 

operations. Additional details are provided in the unit narrative section of this budget 

submission. 

24 
ENHANCED INTERDISCIPLINARY RESEARCH 

The Smithsonian’s FY 2022 budget submission supports the programs described 

below to advance science, technology, and innovation within the Institution to achieve highreturn benefits from the investment in research. The Smithsonian will continue 

implementing its Strategic Plan, with the following requested increases for Enhanced 

Interdisciplinary Research: 

Category 

FY 2021 

Base 

($000s) 

FY 2022 

Program 

Increase 

($000s) 

FY 2022 

FTEs 

Increase 

ENHANCED INTERDISCIPLINARY 

RESEARCH 

• Research Program Initiatives 0 +5,000 0 

▪ Biodiversity Research 8,000 +4,000 

▪ Global Earth Observatories 8,000 +3,000 +13 

▪ Climate Change Monitoring 0 +1,000 +2 

Total Increases +$9,000 +15 

Research Program Initiatives — FY 2022 Increase: (+$5,000,000) 

The funding requested will support an innovative and emerging research pool of 

funds to be managed by the Under Secretary for Science and Research. The pool will 

foster a research environment conducive to scientific innovation and provide the critical 

financial support necessary to execute world-class science. Priority will be given to highrisk, high-reward activities that simultaneously build technical capabilities within the 

Smithsonian’s established areas of research. This program will help recruit and retain 

the finest scientific talent, support postdoctoral researchers, and help build a diverse 

science, technology, engineering, and mathematics (STEM) workforce. 

The funding criteria will be flexible enough to respond to unique research 

opportunities that could change our understanding of earth systems (e.g., extreme 

ground-level weather events, volcanic eruptions). The funds will be distributed by both 

competitive and more focused, targeted efforts. We expect to allocate the funding in 

several tracks; for example, internally competitive seed grants and innovation grants, 

start-up funds for new researchers, and targeted funding to address diversity and 

inclusion to include addressing the impact of COVID-19 telework on early career 

researchers, especially women. 

Examples of relevant research we expect to fund include: One Health 

(interactions between human, animal, plant, and ecosystem health, including climate 

change); biodiversity genomics (answering questions about ecology and evolution, 

including impacts of climate change); movement of animals across landscapes 

(including impacts of climate change); and studying endangered and invasive species 

and how climate change is impacting all of these areas. In addition, in the area of 

astronomy and planetary science, the research would include how will we find evidence 

of life on other planets, what conditions lead to habitability, and what physical-chemical 

25 
processes lead to the great diversity among planets in our solar system and beyond. 

Additional information is provided in the Institution-wide section of this budget 

submission. 

Biodiversity Research — FY 2022 Increase: (+$4,000,000, +15 FTEs) 

The Smithsonian is well known for our research products that help sustain 

biological diversity, assess the effects of climate change and resilience strategies, and 

understand and manage invasive pests and infectious diseases. Our assets include one 

of the world’s largest groups of scientists working on the biology of whole plants and 

animals (i.e., we don’t compete broadly in cellular biology), a network of Earth 

Observation platforms and field stations, and huge collections of specimens and 

libraries of resources. Additional information is provided in the Enhanced Research 

Initiatives section of this budget submission. 

• Global Earth Observatories, ForestGEO and MarineGEO — FY 2022 Increase: 

(+$3,000,000, +13 FTEs) 

The mission of our Global Earth Observatory (GEO) networks is to accelerate 

understanding of the diversity and functioning of forest and marine ecosystems to 

predict their futures and sustain their vital roles in supporting life on Earth. The 

world’s forest and marine ecosystems support all aspects of life on Earth: everything 

from providing food, medicines, and building materials to regulating climatic and 

carbon cycles. They have never been under more pressure through the dual threats 

of climate and land-use changes. Research-based global solutions are required to 

mitigate these risks and increase ecosystem resilience. The Smithsonian GEOs 

have developed globally distributed in-situ monitoring and experimental 

observatories on land (ForestGEO) and in the sea (MarineGEO) that, coupled with 

new global scientific capacity, will transform our understanding of these ecosystems 

and provide policy makers with a basis for their future sustainable management. 

For FY 2022, the Institution requests funding (+$1,500,000 and +5 FTEs) for the 

Forest Global Earth Observatories. ForestGEO provides long-term scientific data 

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

processes associated with climate change at local, regional, and global scales. 

The requested resources will: (i) expand ForestGEO to better represent all major 

forest types globally, transforming the network into a permanent global 

observation system for the world’s forests; (ii) broaden the scientific disciplines 

addressing forest response to climate change through strategic appointments in 

genomics, microbial ecology, and ecosystem modeling; (iii) ensure the long-term 

sustainability of ForestGEO science by strengthening the coordination and 

management of ForestGEO sites and future data collection; and (iv) increase the 

role of ForestGEO in science capacity development through Fellowships and 

training designed to build the human resources needed to solve the global forest 

crisis. Together, these developments will provide an extraordinary opportunity to 

revolutionize our understanding of one of Earth’s most biologically complex and 

important systems. 

26 
 

In addition, the Institution requests funds (+$1,500,000 and +8 FTEs) for the Marine 

Global Earth Observatories, or MarineGEO. MarineGEO is dedicated to 

understanding changes in the structure and function of coastal marine ecosystems, 

monitoring, forecasting, and enhancing resilience to climate change. These funds 

will efficiently build on existing Smithsonian federal and trust investments, 

collaboration with the National Oceanic and Atmospheric Administration and the 

National Science and Technology Council (NSTC) Subcommittee on Ocean Science 

and Technology (SOST), and leverage in-kind support from a range of academic 

partners to allow expansion of the network beyond the initial sites. 

• Climate Change Coordination and Monitoring — FY 2022 Increase: 

(+$1,000,000, +2 FTEs) 

The funding requested will support internal research and communications in 

climate change and related fields, and enable coordination with other national and 

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

monitoring infrastructure and support personnel across Smithsonian facilities and 

programs, allowing the Institution to be nimble in meeting evolving needs and 

priorities. Uses include bolstering existing monitoring networks and implementing 

new field sites. More information on this request can be found in the Enhanced 

Interdisciplinary Research section of this budget submission. 

EXPAND DIGITAL TECHNOLOGIES 

Category 

FY 2021 

Base 

($000s) 

FY 2022 

Program 

Increase 

($000s) 

FY 2022 

FTEs 

Increase 

Digital Support and Programming 

• Digital Support Pool 0 +2,850 0 

• Digital Unit Support 17,174 +1,650 +12 

• Education Initiatives Pool 0 +1,500 0 

• Education Unit Support 23,111 +500 +4 

Total Increase +$6,500 +16 

Digital Support and Programming — FY 2022 Increase: (+$6,500,000, +16 FTEs) 

A key pillar of the Secretary’s strategic framework has been the continued 

development of the “Virtual Smithsonian,” which leverages the latest digital capabilities 

and platforms to reach expanded audiences in the United States and around the globe. 

In 2020, that priority shifted rapidly from “important and ongoing” to “urgent” as 

the COVID-19 pandemic caused us to close our museums — making an online visit the 

only way for the public to access the national treasures in the Smithsonian’s care — and 

as educators across the country voiced the need for more digital resources to use in 

online instruction. In addition, a heightened national focus on racial inequities and a 

recommitment to science as our guide for addressing threats to the planet — from the 

27 
 

control of infectious disease to sustainability — has called the Smithsonian to fulfill its 

historic roles as trusted educators and consensus builders on issues affecting American 

society and as a global leader in scientific research. 

The Smithsonian is special because of our 155 million objects which have been 

assembled during our 175 years of history. These iconic collections, especially when 

digitized for broader access and contextualized by our expert personnel, will offer our 

staff and the public a powerful resource to research, “increase and diffuse knowledge,”

and share with the world. 

The Smithsonian’s ambitious Strategic Plan includes two goals: (1) reaching a

billion people through a Digital First strategy; and (2) driving large, visionary, 

interdisciplinary research and scholarly projects by emphasizing genomics, data 

science, and data analytics. Both goals are more important than ever, as demonstrated 

during the recent public health crisis in which our citizens, and especially the 

educational sector, depended heavily on Smithsonian online content. 

Our focus on programming and content is essential to fulfill our responsibilities on 

all these fronts. When the COVID-19 crisis occurred last year, educators and other 

digital practitioners across the Smithsonian were able to respond quickly, delivering 

informative and age-appropriate content and programming for learners at every grade 

level and even beyond classroom walls. The crisis accelerated some digital initiatives 

already planned or under way and highlighted new opportunities. Offerings that were 

previously only available in person, which limited their reach to primarily local 

audiences, became virtual and available to national and international audiences. For 

example, the Earth Optimism Summit — which included discussions on the speed of 

global climate change — went virtual in 2020 and reached more than 19 million people 

in 170 countries. This shows us that, to realize the potential of what is possible, we must 

continue to shift our focus to providing content most relevant to the issues of today. 

In particular, one of the Institution’s strengths that we want to leverage during this 

national reckoning on race and identity, and in the years ahead, is our ability to engage 

people in meaningful dialogue where they live. Accordingly, we have launched several 

initiatives to help us grapple with the nation’s racial divide. “Our Shared Future:

Reckoning with Our Racial Past,” the first coordinated Smithsonian effort to explicitly 

address racism and racial equity, will explore how Americans confront race, its impact 

on communities, and the way it shapes our nation's future. In addition, the National 

Museum of African American History and Culture’s “Talking About Race” portal offers a 

wealth of resources to inform and contextualize discussions about race in keeping with 

its original charter to serve as a place for learning and reconciliation. 

As a leader in the scientific, cultural, and educational fields, it is essential for the 

Smithsonian to exercise our power to bring people together to share big ideas and 

conflicting perspectives, especially about important topics that touch all aspects of 

society such as race relations, a deadly virus, or sustainability in the face of global 

climate change. The Smithsonian has the unique ability and an obligation to increase 

the public’s ability to understand our universe, our history, and our shared future, and to 

work for the common good. 

28 
Digital Support — FY 2022 Increase: (+$4,500,000 and +12 FTEs) 

The Institution is requesting an increase of $4,500,000 and 12 FTEs to achieve 

our goals to continue developing the “Virtual Smithsonian” and leveraging digital 

capabilities and platforms to reach expanded audiences. The funding will support key 

Institution priorities, such as addressing racial equity and climate change. The increase 

includes a combination of a digitization pool ($2,850,000) and additional staff embedded 

in key units ($1,650,000 and 12 FTEs) to support our key priorities and digital efforts. 

• Digital Support Pool 

Specifically, to expand digitization and open access, and to increase the type and 

volume of content we manage and make available to the world, the Smithsonian 

is requesting that a Digital Support Pool (+$2,850,000) be established in the 

Institution-wide line item, details on which can be found in the Institution-wide 

Programs section of this budget submission. The funding requested will provide 

for digital platform and software development in addition to supporting the rampup of mass digitization, informatics, and expansion of the 3D digitization 

infrastructure with the necessary staffing of key developers and program 

managers. This request will also support the central digital transformation 

function, digital platforms which support the sharing of our collections, our 

successful Open Access Initiative, our digitization program, and the Transcription 

Center, a pilot project that has blossomed into a highly publicized program and 

draws thousands of digital volunteers worldwide. In addition, the funding will 

support data science by expanding the information management infrastructure. 

• Digital Unit Support 

The Institution is also requesting additional staff embedded in key units 

($1,650,000 and 12 FTEs) to support our digitization efforts. This will enhance 

the capabilities of several units so they can participate in digital content 

production and more effectively transform their workflows to reach expanded and 

underserved audiences. The following are the units that are requesting 

digitization support: Cooper Hewitt, Smithsonian Design Museum (1 FTE); 

Hirshhorn Museum and Sculpture Garden (1 FTE); National Museum of 

American History (3 FTEs); National Air and Space Museum (2 FTEs); National 

Portrait Gallery (1 FTE); Smithsonian American Art Museum (1 FTE); 

Smithsonian Libraries and Archives (1 FTE); and the National Museum of African 

Art (2 FTEs). Additional justification for this request is provided in the respective 

unit budget submissions. 

Education Support — FY 2022 Increase: (+$2,000,000 and +4 FTEs) 

The Institution also requests funding to support our educational outreach, 

including programs to address racial equity and sustainability issues. In response to the 

COVID-19 pandemic, the Smithsonian ramped up its commitment and access to a wide 

array of our virtual assets, educational tools, and digital platforms. 

29 
Some of the educational tools and resources include Learning Lab, our website 

that allows educators, parents, and students to access high-quality learning resources 

and interactive tools to create lesson plans aligned with the curricula of many states. In 

the first month of school closures last spring, the website saw a 346 percent increase in 

traffic compared to the same time the previous year, providing even more people with 

lesson plans, materials, and activities in arts, history, design, and science, technology, 

engineering, and mathematics (STEM). The Smithsonian Open Access platform allows 

people to download, create, and reuse nearly three million 2D and 3D digital items from 

Smithsonian collections. Sidedoor, our Webby-nominated podcast, tells special behindthe-scenes Smithsonian stories of interest to learners of all ages. 

With our keen focus on K–12 education, the Smithsonian seeks to continue 

developing online materials and educational content that bring the depth and breadth 

of the Institution to classrooms across America. We will harness the power of 

information technology to increase the volume of digital content and offer resources on 

topics like the civil rights movement, human origins, conservation, sustainability, and 

responsible environmental stewardship. 

This digital engagement will also help document present-day life in the United 

States. As COVID-19 becomes a defining moment for the country and the world, we 

stand ready to assist our nation with trying to better understand the aftereffects of living 

through a pandemic. By adopting a holistic approach that encompasses multiple 

museums, online educational materials, the national collections, and exhibits, the 

Smithsonian will help the public comprehend how the virus surfaced, the short- and 

long-term impacts it has on the country, and what it means for the future of global 

health and the need to expand educational opportunities for everyone. 

One of the primary ways the Smithsonian achieves a profound impact is by 

reaching students, teachers, and scholars with our educational resources. Today, we 

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

centers. Smithsonian education providers such as the Smithsonian Science Education 

Center, Smithsonian Affiliate museums, and the Smithsonian Institution Traveling 

Exhibition Service work diligently to bring virtual educational offerings in art, history, 

culture, and STEM to every state nationwide and countries around the world. 

However, we cannot rely on digital learning alone. Many young people, 

especially those who have been underserved, lack access to a computer or reliable 

internet service. Starting in 2020, the Smithsonian committed to bridging the digital 

divide, providing no-tech educational resources to people across the country. By 

partnering with USA Today, we created a series of learning packets which offer handson activities to help children and adults explore STEM, the arts, and history. Distributed 

through public libraries and schools, Boys and Girls Clubs of America, our affiliate 

museums, and directly through newspaper subscriptions, they reached nearly two 

million households last year, with more editions planned. 

Building on our history and respected reputation, the Institution plans to apply 

innovative thinking to ensure our position as a national leader, not only in lifelong 

learning, but also in pre-K–12 education. Our goal is for the Smithsonian to reach every 

classroom in America. As we have proven during this difficult time, educational 

30 
materials based on our science and scholarship can enhance the ways students and 

teachers engage in 21st-century learning. At the local level, we are continuing to 

develop a model of the future of education and museums through a collaboration with 

the Washington, DC public school system. Sharing that work nationwide and abroad, 

while drawing on best practices and lessons learned, will expand our impact and help 

us make the most effective use of our resources. 

• Education Initiatives Pool 

The Smithsonian requests $1,500,000 to establish an Education Initiatives Pool 

and continue providing high-quality educational resources, as detailed below and 

in the Institution-wide section of this budget submission. 

o Learning Lab 

The Smithsonian’s Learning Lab is a free, online platform for educators 

and learners to access the millions of digitized Smithsonian resources and 

support teaching and learning. Smithsonian educators and experts can 

use this platform to co-create content with pre-K–12 teachers from around 

the country. Free tools like the Learning Lab help extend the reach of the 

Smithsonian to communities nationwide and make high-quality and 

relevant content accessible to all. The pool funds will be used to support 

the integration of the Learning Lab with learning management systems 

used by schools. 

o Equity and Access 

As a strong proponent of expanding opportunities for underserved 

audiences, the Smithsonian is committed to making equal access to highquality educational resources. The pool funds will be used to create 

educational resources and tools in a variety of low-tech and highly tactile 

formats. The funds requested will also support enhancements for learning 

tools to make content accessible to individuals with disabilities and 

communities needing bilingual content. 

o Distance Learning 

The Smithsonian Institution is the nation’s knowledge partner and has been 

engaging in distance learning since well before the pandemic struck, 

serving learners beyond the walls of our museums and research centers 

through virtual tours, webinars, distance-learning classes at America’s 

military bases around the globe, recorded videos, podcasts, and more. 

These funds would be used to create new distance-learning resources and 

add content to existing, popular Smithsonian platforms to address the 

nation’s distance-learning needs in school, after school, and at home. 

• Education Unit Support 

The Institution is also requesting $500,000 and 4 FTEs to support the Education 

Initiatives Pool that will be strategically placed in the office of the Under Secretary 

for Education and in the National Museum of African American History and 

Culture. These resources will play an essential role for administering these 

31 
programs and in serving schools and educators nationwide. Additional 

justification is provided in the respective budget submissions for the units 

involved in these Institution-wide education initiatives. 

UNDERSTAND AND IMPACT 21st CENTURY AUDIENCES 

Category 

FY 2021 

Base 

($000s) 

FY 2022 

Program 

Increase 

($000s) 

FY 2022 

FTEs 

Increase 

IMPACT 21st CENTURY AUDIENCES 

• Visitor Engagement 30,737 +635 +5 

• Exhibit Support 65,758 +500 +3 

Total Increase +$1,135 +8 

Visitor Engagement — FY 2022 Increase: (+$635,000, +5 FTEs) 

One of the Institution’s top priorities is to ensure the safety and security of the 

millions of visitors who come to our museums. It is also equally important to provide a 

meaningful experience to all those who visit our facilities. 

The Smithsonian receives millions of visits a year at its high-visibility museums, 

galleries, and research centers. The Institution has a fundamental responsibility to provide 

a safe and secure environment for the public while protecting the nation’s priceless

collections. 

One of the Institution’s goals is to increase access to the Smithsonian and enhance 

the experience of visitors, both online and in person. Our museums serve a vast global 

audience through their physical and digital initiatives to deliver on our mission to generate 

and diffuse knowledge. All Smithsonian public programs (including exhibitions, events, 

websites, apps, and social media) must be accessible to people with disabilities to the 

fullest extent possible and practicable. With 20 percent of our nation’s population 

identifying as having a disability (a percentage that is likely to rise as the U.S. population 

ages), it is increasingly important for the Smithsonian to more fully implement Americans 

with Disabilities Act (ADA) standards on public accommodations and improve access to its 

physical and digital environments. 

While our museums provide baseline accessibility services, to make the 

Smithsonian more fully accessible to a broader population of Americans with disabilities, 

we are requesting additional resources to handle our growing number of elderly and 

disabled visitors. This includes providing auxiliary aids or services, such as American 

Sign Language interpretation, sighted guides, assistive listening systems, and Braille 

materials which will enhance the experiences of visitors with disabilities. 

The funds requested will be used to support the following units: the Freer Galleries 

(+1 FTE); the office of the Assistant Secretary for Communications and External Affairs 

32 
(+2 FTEs); the National Portrait Gallery (+1 FTE); and the National Air and Space Museum 

(+1 FTE). Additional information is provided in the respective unit budget submissions. 

Exhibit Support — FY 2022 Increase: (+$500,000, +3 FTEs) 

The Smithsonian has a long tradition of raising private funds to design and install 

new exhibitions. For generations, these exhibitions have been the reason why millions of 

visitors have come to the National Mall. However, the Institution requires federal funding 

to manage these exhibits and leverage the private funding necessary to install and 

maintain these exhibitions. 

This budget request supports additional resources to continue to expand the Asian 

Pacific American Center (APAC) presence in the Smithsonian’s presentation of and 

research into the American experience. With the expected timeline for a dedicated 

Smithsonian Asian Pacific American gallery set for delivery in 2026, a director of exhibitions 

and programs is required to lead the exhibition development work. 

The requested budget increase will also support the Institution’s traveling exhibitions, 

including the popular Museums on Main Street (MoMS) program. The MoMS program works 

with state humanities councils to bring traveling exhibitions, educational resources, and 

programming to small towns across America, especially to the underserved populations of 

rural America. 

Specifically, funding would be provided to the Smithsonian Traveling Exhibition 

Service (+2 FTEs) and the Asian Pacific and American Center (+1 FTE). Additional 

information is provided in the respective unit budget submissions. 

PRESERVE OUR NATURAL AND CULTURAL HERITAGE 

Category 

FY 2021 

Base ($000s) 

FY 2022 

Program 

Increase 

($000s) 

FY 2022 

FTEs 

Increase 

PRESERVE OUR CULTURAL HERITAGE 

• Collections Support 66,002 +1,865 +13 

• Animal Welfare 9,628 +700 +5 

• Facilities Operations and Support 165,254 +4,000 +10 

• Security 88,108 +4,000 +9 

Total Increase +$10,565 +37 

Collections stewardship is a key component and core priority of the Smithsonian’s 

Strategic Plan. Assembled throughout the Institution’s 175-year history, Smithsonian 

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

intellectual capital for scholarship, exhibition, and education. The proper management, 

documentation, preservation, and accessibility of collections are essential to the nation’s 

research and education infrastructure, enabling researchers to address such significant 

33 
challenges as the spread of invasive species and the loss of biological diversity and its 

impact on global ecosystems and human welfare. 

Likewise, collections stewardship — the systematic development, documentation, 

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

but a series of components which are interwoven, interdependent, and ongoing. The 

condition of facilities housing collections, the quality of storage and preservation, and the 

ability to document collections in manual and digital formats directly affect the 

Smithsonian’s ability to make collections available to scholars and the general public 

worldwide. Because collections stewardship is fundamental to the Smithsonian’s mission

for “the increase and diffusion of knowledge,” there is a vital need for additional resources 

to accomplish the basic collections management activities for accountability, preservation, 

storage, digitization, and accessibility of the collections. The Institution must also 

substantially increase its staffing of collections managers to ensure that our vast 

collections are properly exhibited and interpreted for the Smithsonian’s worldwide 

audiences, including the scientific community. 

Collections Support — FY 2022 Increase: (+$1,865,000, +13 FTEs) 

Although the Institution has many staffing needs, curatorial and collections 

management staffing is one of the top priorities. Museums require additional staff to 

research and write educational materials which convey cultural context and meet 

curriculum standards, design curriculum and learning activities, and develop and maintain 

a dynamic and functional publications distribution system. This is particularly important 

now that the Smithsonian is expanding access to distance learning and education during 

the COVID-19 pandemic. 

In pursuit of the requested funds, the Institution is following a balanced strategy, 

using both federal and trust support to begin rebuilding the curatorial staff. Even though it

is difficult to raise private funds for this effort, each museum is committed to match the 

federal support with private resources for this essential program. We have had some 

success with this approach so far, and have funded some endowed curatorial positions as 

part of our national campaign. Our donors have expressed their support for this balanced 

strategy of leveraging their donations with an equal federal commitment to restore the 

scholarly foundation of the Institution.

Several recent Inspector General collections stewardship audit reports have 

identified a vital need to fill high-priority positions to care for and preserve collections, 

ensure full inventory control over collections, provide proper preservation of collections at 

risk, and support a robust digitization program to make collections available online to 

national and international communities. Museums also require additional staff to: assist 

with research and public collections inquiries; expand loan and digitization capacities to 

meet the growing demand for physical and digital access to collections; conserve fragile

and at-risk collections, including time-based media and digital art; research and process 

new acquisitions and backlogs; meet the growing requirements of upcoming exhibitions;

improve collections emergency management and professional development training; and 

achieve and sustain inventory and preservation controls to support proper collections 

stewardship.

34 
In particular, museums and offices requesting collections support funding include:

the Arts and Industries Building (+1 FTE); the Anacostia Community Museum (+1 FTE);

Cooper Hewitt, Smithsonian Design Museum (+1 FTE); Hirshhorn Museum and Sculpture 

Garden (+2 FTEs); the National Museum of African American History and Culture (+1 FTE);

the National Museum of Natural History (+3 FTEs); the National Postal Museum (+2 FTEs);

the Smithsonian Libraries and Archives (+1 FTE); and Smithsonian Exhibits (+1 FTE).

This collections staffing request specifies the necessary federal support to begin

recovering from the loss of curatorial and collections management staff in several of the 

Smithsonian’s most popular museums and galleries. Additional information is provided in 

the respective unit budget submissions. 

Animal Welfare — FY 2022 Increase: (+$700,000, +5 FTEs) 

The National Zoological Park (NZP) is requesting resources (+$700,000 and +5 

FTEs) to provide specialized animal care exhibits support. Living collections require 

specialized support that includes items for daily animal care, such as physical therapy 

blocks for the NZP’s aging herd of Asian elephants, and for veterinary management, such 

as a training cage with a blood sleeve for giant pandas. This also includes specialized 

equipment for staff safety, such as a shift box for venomous snakes, and particular 

housing to support collection sustainability, such as nest boxes for Abyssinian ground 

hornbills. Most of the Smithsonian’s living collections are housed indoors, but the Zoo’s 

163-acre park includes a significant number of outdoor habitats, and has special needs 

for its collection animals, such as shade structures for bison and climbing structures for 

great apes. Equally important, the Zoo has to maintain miles of animal containment, with 

standards which are often being improved and updated as they are tested by the animals 

themselves, resulting in increased height recommendations for cheetah fences or 

increased cabling to calf-proof the Elephant Trails exhibit. 

Maintaining animal habitats and providing specialized items for the animals’ health 

and well-being are not just recommended best practices but required by oversight and 

regulatory entities such as the Association of Zoos and Aquariums (AZA) and the U.S. 

Department of Agriculture (USDA). These standards are essential to safely and humanely 

house our living collections while safeguarding the public and staff. Without the additional 

resources and specialized exhibits support, the quality of both scientific research and 

animal care will be diminished. 

Additional information is provided in the National Zoo’s unit section of this budget 

submission. 

Facilities Operations and Support — FY 2022 Increase: (+$4,000,000, +10 FTEs) 

The Institution requests additional funding to address high-priority operating and 

life-safety needs. Contracts for basic facility services, materials, and supplies have 

outpaced any budget growth the Smithsonian has seen. In addition, the Institution’s 

operations and physical footprint have grown, further increasing requirements. 

This increased funding will enable the Institution to effectively provide the proper 

cleaning and sanitizing services to approach APPA Level 2 cleaning. The funds will 

35 
support much-needed services to manage the growth in our building footprint and begin 

to address increasing workforce requirements. 

Additional information is provided in the Facilities Operations, Security, and 

Support unit section of this budget submission. 

Security — FY 2022 Increase: (+$4,000,000, +9 FTEs) 

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

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

caused the security base budget to not keep pace with increased demands. Consequently, 

to evaluate the effectiveness of existing security resources versus current requirements, 

the Smithsonian conducted a security staffing analysis for each of its major facilities. The 

facility analyses confirmed that the Smithsonian needs to provide a higher level of security 

around building perimeters and in interior public spaces such as galleries. 

As a result, the Institution requests $4.0 million to begin implementing a new 

screening system. The purchase of the screening technology will allow the Institution to 

elevate to an enhanced security posture during the visitor screening process and improve 

the visitor experience. The new technology will help detect prohibited weapons/items, 

identify the location of any prohibited weapons/items, and decrease the transmission of 

germs/disease by reducing the acts of physically touching items during the screening 

process and making it possible to increase social distancing. In summary, the security 

technology will improve the quality of the screening process, increase the safety of visitors 

and staff, and expedite the entry process. The new screening system has already been 

successfully deployed at several popular venues across the country. 

The Office of Protection Services (OPS) also requests funding to support a medical 

professional position who will help the Smithsonian meet industry-minimum medical 

standards. This will ensure that new and current employees are physically fit to perform 

the vast range of security/law-enforcement-related functions. Security/law-enforcement 

agencies have established that medical standards are needed to ensure that the 

workforce is in a state of readiness and to provide a safe and secure environment. The 

increased funding requested will also support the security operations for the Arts and 

Industries Building during a temporary exhibition to be held through 2022. 

Additional information is provided in the Facilities Operations, Security, and Support 

section of this budget submission. 

36 
ENABLE COST-EFFECTIVE AND RESPONSIVE ADMINISTRATION 

Category 

FY 2021 

Base 

($000s) 

FY 2022 

Program 

Increase 

($000s) 

FY 2022 

FTEs 

Increase 

COST-EFFECTIVE/RESPONSIVE ADMINISTRATION 

• Information Technology (IT) 46,221 +1,500 +3 

• Management Operations 

o Diversity Support 1,791 +200 +1 

o Human Resources Support 6,801 +300 +2 

Total Increase +$2,000 +6 

Information Technology (IT) Security — FY 2022 Increase: (+$1,500,000, +3 FTEs) 

This funding request (+$1,500,000) supports the upgrade and replacement of 

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

monitoring, response, and assessment; maintenance of seven sites and the replacement 

of the Internet firewall; recurring funds for the maintenance or replacement of outdated 

and inadequate intrusion-detection systems; and funds to maintain and replace outdated 

Web proxy servers. 

The requested increase will enable the Institution to address several serious gaps in 

our security architecture. Specifically, these funds will allow us to: (1) improve our ability to 

detect and respond to increasingly sophisticated threats; (2) enhance our ability to prevent 

and defend against malware and other host- and network-based attacks; (3) provide better 

visibility into the devices, software, and traffic in our environment; (4) implement an identity 

and access management (IAM) system to automate user-account management and 

protections; (5) detect and prevent the inappropriate disclosure or distribution of personal 

and other sensitive information; (6) enhance security training and awareness of Smithsonian 

personnel; (7) improve monitoring capabilities; (8) perform additional monitoring to ensure 

compliance with internal policies and procedures; (9) address Inspector General audit 

recommendations on IT Security; and (10) improve compliance with payment card industry 

data security standards. 

These security devices perform a vital role to detect malicious activity, monitor and 

protect sensitive Smithsonian data, protect personnel from malicious websites and content, 

and control access between the Smithsonian’s many security zones in both public and staffonly areas. The failure to replace and upgrade the firewall and intrusion-detection and Web 

proxy hardware will put Smithsonian servers and workstations at unacceptable risk of 

attacks from malware, and expose the Institution’s valuable computer systems to increased 

vulnerabilities in an ever-changing threat environment. 

Additional information is provided in the Office of the Chief Information Officer’s 

unit section of this budget submission. 

37 
 

Management Operations — FY 2022 Increase: (+$500,000, +3 FTEs) 

• Diversity Support (+$200,000, +1 FTE) — Diversity is one of the expressed values in 

the Smithsonian Strategic Plan. The ongoing success of the Supplier Diversity Program 

has Institution units, small businesses, and congressional representatives seeking more 

information and assistance on how the Smithsonian can continue to improve its supplier 

diversity status. Veteran-owned and other firms in Historically Underutilized Business 

(HUB)-Zones have poor representation in our base of suppliers and interest in how the 

Smithsonian is doing in these business communities remains a constant refrain for these 

small businesses and Congress. These requirements and concerns can only be 

addressed by increased staff and accompanying resources. In support of this funding 

request, the Institution’s Office of Equal Employment and Supplier Diversity issued its 

revised Smithsonian Directive (SD) 216, Supplier Diversity Program, to better coordinate 

contracting and procurement operations between our central and branch units and small 

businesses. 

• Human Resources Support (+$300,000, +2 FTEs) — This request supports Human 

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

adequately address hiring timeliness goals; provide high-quality, timely advice and 

services to Smithsonian units; minimize risks; and improve the response time for 

answering requests for guidance or information. Resources are also needed to 

adequately address safety, security, and telework issues resulting from the COVID-19 

pandemic. The request also provides for centralized training in the areas of supervision, 

compliance with the Fair Labor Standards Act (FLSA), human resources, and 

Smithsonian leadership, and supports course development and delivery for employees. 

Additional information is provided in the Administration’s unit section of this budget 

submission. 

38 
 

 

NO-YEAR FUNDING — The following table provides the FYs 2021 and 2022 

Salaries and Expenses requests for No-Year Funding. 

No-Year Funding Request 

(Dollars in Thousands) 

Salaries and Expenses FY 2021 

Enacted 

FY 2022 

Request 

Change 

from FY 

2021 

No-Year Funds 

National Museum of the American Latino 0 3,324 +3,324 

Smithsonian American Women’s History Museum 0 2,500 +2,500 

National Museum of Natural History 

Exhibition Reinstallation 954 954 0 

Repatriation Program 1,435 1,467 +32 

Major Scientific Instrumentation 4,118 4,118 0 

Collections Acquisition 435 435 0 

Total, No-Year Funds $6,942 $12,798 +$5,856 

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

breakout of resources for the Salaries and Expenses account. 

Object-Class Request 

(Dollars in Millions) 

Salaries and Expenses FY 2021 

Enacted 

FY 2022 

Request 

Change from 

FY 2021 

Salaries and Benefits 494 526 +32 

Travel and Transportation 3 3 0 

Rent, Utilities, Communications, 

and Other 

98 103 +5 

Other Services 178 188 +10 

Supplies and Materials 20 21 +1 

Equipment 21 27 +6 

Land and Structures 4 4 +0 

Total, Object-Class Funds $818 $872 +$54 

39 
FEDERAL RESOURCE SUMMARY BY PERFORMANCE OBJECTIVE 

AND PROGRAM CATEGORY 

The Smithsonian has developed its FY 2022 budget request by reviewing and 

prioritizing all resources and identified increases or decreases, in relation to the 

Institution’s performance plan and overall Strategic Plan. 

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

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

system. This enables the Smithsonian to clearly demonstrate the relationship between 

dollars budgeted and results achieved. 

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

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

Institution’s FY 2021 and FY 2022 estimates and the proposed changes by strategic 

goal, performance objective, and program category. 

FY 2022 Congressional Budget 

Federal Resources by Program Category 

($s in 000s) 

Pay Rent/ 

Utilities Other

FTEs $000s FTEs $000s FTEs $000s $000s $000s $000s FTEs $000s FTEs $000s

Enhanced Interdisciplinary Research 558 98,176 573 109,502 1 5 11,326 2,026 0 300 1 5 9,000 1 5 11,326

Expand Digital Technologies 256 40,285 277 48,672 2 1 8,387 1,237 0 0 2 1 7,150 2 1 8,387

Digitization and Web Support 103 17,174 119 24,269 1 6 7,095 495 1 6 6,600 1 6 7,095

Education 153 23,111 158 24,403 5 1,292 742 5 550 5 1,292

Understand and Impact 21st Century Audiences 574 96,495 588 100,565 1 4 4,070 2,385 0 0 1 4 1,685 1 4 4,070

Public Programs 134 30,737 144 32,378 1 0 1,641 786 1 0 855 1 0 1,641

Exhibitions 440 65,758 444 68,187 4 2,429 1,599 4 830 4 2,429

Preserve Our Natural and Cultural Heritage 2,301 444,253 2,340 464,695 3 9 20,442 7,541 1,836 0 3 9 11,065 3 9 20,442

Collections 452 75,630 472 80,521 2 0 4,891 1,826 2 0 3,065 2 0 4,891

Facilities Operations 657 165,254 667 173,107 1 0 7,853 2,017 1,836 1 0 4,000 1 0 7,853

Maintenance 492 115,261 492 116,917 0 1,656 1,656 0 0 0 1,656

Security 700 88,108 709 94,150 9 6,042 2,042 9 4,000 9 6,042

Enable Responsive Administration 589 138,983 607 148,566 1 8 9,583 2,332 0 2,951 1 8 4,300 1 8 9,583

New Museums (25 FTEs and $4M) included

Total 4,278 818,192 4,385 872,000 107 53,808 15,520 1,836 3,251 107 33,200 107 53,808

Total Change

 Federal Resources by Performance Objective and Program Category

Salaries and Expenses ($'s in thousands)

Performance Objective and Program Category

FY 2021 FY 2022 Change Program 

Change 40 
FTEs $000 FTEs $000 FTEs $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 425 73,845 440 84,631 15 10,786

Engage in vital arts and humanities research 133 24,331 133 24,871 0 540

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 103 17,174 119 24,269 16 7,095

Education

Provide education support to engage and inspire 

diverse audiences 153 23,111 158 24,403 5 1,292

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 134 30,737 144 32,378 10 1,641

Exhibitions

Offer compelling, first-class exhibitions 440 65,758 444 68,187 4 2,429

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 452 75,630 472 80,521 20 4,891

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 657 165,254 667 173,107 10 7,853

Deliver an aggressive and professional maintenance 

program 492 115,261 492 116,917 0 1,656

Security

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors and volunteers 700 88,108 709 94,150 9 6,042

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 486 92,762 501 97,507 15 4,745

Information Technology

Improve the Institution's information technology 

systems and infrastructure 103 46,221 106 51,059 3 4,838

Total 4,278 818,192 4,385 872,000 107 53,808

Salaries and Expenses ($'s in thousands)

FY 2021 FY 2022 Change

Federal Resources by Performance Objective and Program Category

Performance Objective and Program Category 

41 
ENHANCED INTERDISCIPLINARY RESEARCH 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL TRUST DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS & 

CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 

0 3,119 0 0 0 0 0 0 

FY 2021 

ENACTED 

0 3,119 0 0 0 0 0 0 

FY 2022 

REQUEST 

15 7,119 0 0 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 0 1,727 15 5,727 15 4,000

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

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 0 600 0 600 0 0

Total 0 3,119 15 7,119 15 4,000

FY 2021 FY 2022 Change

BACKGROUND AND CONTEXT 

The Smithsonian’s enhanced research initiatives provide an overarching framework 

for the Institution’s programs and operations. Meeting these challenges will enable the 

Smithsonian to integrate the work of many disciplines within our many museums and 

cultural and research centers, as well as broaden external collaborations. The programs 

are grounded in research and emphasize complementary education and outreach; 

together, they influence how the Smithsonian directs its resources and focuses its energies. 

The Smithsonian has developed and implemented initiatives to advance cross-disciplinary, 

integrated scholarly efforts across the Institution. Using a competitive internal process, the 

Smithsonian distributes externally raised funds for the purpose of advancing research, 

broadening access, revitalizing education, and encouraging new ways of thinking that 

involve emerging technology. The funding may also help to leverage additional resources, 

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

research initiatives. Funds are distributed through existing Smithsonian units with subjectmatter expertise to make the most cost-effective use of the actual expenditures in the areas 

being supported. 

42 
 

 

Although there are no specific units primarily associated with these initiatives, all 

Smithsonian museums, research centers, and offices will look for opportunities to 

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

The FY 2022 budget request includes an increase of $4,000,000 to support 

specific biodiversity research. Below is a summary of the FY 2022 Enhanced 

Interdisciplinary Research budget. 

Programs 

FY 2021 

Enacted 

$000s 

FY 2022 

Request 

$000s 

Universe 184 184 

Biodiversity Research 1,543 5,543 

World Cultures 792 792 

American Experience 600 600 

Total $3,119 $7,119 

EXPLANATION OF CHANGE 

The Institution’s FY 2022 budget submission requests an additional $4,000,000 

to increase rigor, focus, and relevance of research in important societal issues. The 

budget also continues support for the Smithsonian’s efforts to modernize and manage 

our research infrastructure and applies to our scientific collections, biological field 

stations, as well as interagency partnerships, such as those with the National Ecological 

Observatory Network (NEON) and its relationship with our Forest and Marine Global 

Earth Observatories. 

While some research institutions work in fields similar to those of the Smithsonian, 

we fulfill our mission in a way that complements the work of our federal agency and 

university partners. The federal appropriation we receive enables us to approach research 

from a long-term perspective. We can establish observatories that allow data collection for 

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

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

Our scientific research enhances but does not duplicate that of our partner federal 

agencies such as the U.S. Departments of Agriculture, Interior, Commerce, and Defense, all 

of which have staff in residence at our facilities; or our contracted partners such as the 

United States Navy, United States Air Force, Federal Aviation Administration (FAA), 

Environmental Protection Agency (EPA), and the Bureau of Ocean Energy Management 

(BOEM), for whom we develop the national collections and share our expertise to boost the 

quality and impact of federally funded science for natural resource management. Our 

exceptional scientific staff collaborates regularly with research universities in the United 

43 
 

States and beyond, as faculty benefit from participating in our long-term research studies 

and we recognize the expertise these scientists bring to our programs. This mutually 

beneficial arrangement adds value to the research conducted by both public- and privatesector participants and results in a more efficient, symbiotic, coordination of our respective 

resources. 

The programs described below will continue to advance science, technology, and 

innovation within the Institution to achieve high-return benefits from the investment in 

research. The Smithsonian will keep implementing its Strategic Plan, with the following 

requested increases for Enhanced Interdisciplinary Research: 

Category 

FY 2022 

Program 

Increase ($000s) 

FY 2022 

FTEs 

Increase 

ENHANCED INTERDISCIPLINARY RESEARCH 

▪ Biodiversity Research +4,000 +15 

o Global Earth Observatories +3,000 +13 

o Climate Change Monitoring +1,000 +2 

Total Increases +$4,000 +15 

Biodiversity Research — FY 2022 Increase: (+$4,000,000, +15 FTEs) 

The Smithsonian has a special role nationally and globally in not only carrying out 

biodiversity research, but also training the next generation of scientists and providing 

infrastructure and information which enable research by others. Everything the 

Smithsonian does in biology — from acquiring collections and conducting research to 

advancing education and outreach — is potentially useful to the bioeconomy, which 

represents the infrastructure, innovation, products, technology, and data derived from 

biologically-related processes. The biological sciences also drive economic growth, 

promote public health, and increase social benefits. 

Much of the Smithsonian’s research as part of the U.S. Global Change Research 

Program (USGCRP) is directly relevant to biosecurity; for example, keeping diseases 

and pests away from animals, people, and property; and biosurveillance monitoring that 

detects and prevents the spread of pests and diseases and contributes to long-term 

public-health security goals. 

The Smithsonian is well known for our research products that help sustain 

biological diversity, assess the effects of climate change and resilience strategies, and 

understand and manage invasive pests and infectious diseases. Our assets include one 

of the world’s largest groups of scientists working on the biology of whole plants and 

animals (although we do not compete broadly in cellular biology), a network of Earth 

Observation platforms and field stations, and huge collections of specimens and 

libraries of resources. 

44 
In many ways, the species that share our planet are still poorly understood in 

terms of where they live and what they do, how their dynamics vary with climate 

change, and why it matters to us. For example, the capacity of the Federal Government 

to identify potentially invasive pest species and diseases has major gaps, which hamper 

our ability to respond to those threats. Communities of species in temperate and tropical 

forests and coral reefs respond to climate change in varied and presently unpredictable 

ways, once again limiting our options for planning and response. 

▪ Global Earth Observatories, ForestGEO and MarineGEO — FY 2022 Increase: 

(+$3,000,000, +13 FTEs) 

The mission of our Global Earth Observatory (GEO) networks is to speed 

understanding of the diversity and functioning of forest and marine ecosystems to 

better predict their futures and sustain their critical roles in supporting life on Earth. 

The world’s forest and marine ecosystems support all aspects of life on Earth: 

everything from providing food, medicines, and building materials to regulating 

climatic and carbon cycles. They have never been under more pressure through the 

dual threats of climate and land-use changes. Research-based global solutions are 

required to mitigate these risks and increase ecosystem resilience. Earth 

observations using remote sensing have been prioritized by many governments, 

including the United States; however, we must complement these remote data with a 

vastly improved understanding of the processes which regulate these ecosystems 

on the ground. The Smithsonian GEOs have developed globally distributed in-situ

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

(MarineGEO) that, coupled with new global scientific capacity, will transform our 

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

future sustainable management. 

The Smithsonian provides the essential foundation for these networks, based on: 1) 

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

multi-disciplinary science spanning Smithsonian units which include the Tropical 

Research Institute (STRI), Environmental Research Center (SERC), Conservation 

Biology Institute (SCBI), and the National Museum of Natural History (NMNH); 3) 

inter-agency collaborations, including the National Science Foundation (NSF), 

Aeronautics and Space Administration (NASA), Oceanic and Atmospheric 

Administration (NOAA), Department of Energy (DOE), NEON, Long-Term Ecological 

Research (LTER), and BOEM; 4) scientific and educational partnerships with diverse 

U.S. universities; 5) leadership in open science and information and knowledge 

dissemination; 6) programs for strengthening scientific capacity nationally and 

internationally; and 7) enhancing international partnerships built through diplomacy 

based on science. 

For FY 2022, the Institution requests funding (+$1,500,000 and +5 FTEs) for the 

Forest Global Earth Observatories, or ForestGEO. ForestGEO provides long-term 

scientific data about biodiversity and ecological, hydrological, soil, and 

meteorological processes associated with climate change at local, regional, and 

45 
global scales. This research platform enables Smithsonian scientists and their 

university and federal agency partners to better understand the storage and 

movement of carbon and water in tropical and temperate forests, as well as the 

impacts of climate change on the relationships of forests with wildlife, the 

atmosphere, and sources of fresh water. We coordinate with the NSF’s LTER and 

NEON programs through multiple shared sites. 

While ForestGEO has successfully established 71 forest research sites in 27 

countries, this is not sufficient to represent the biotic and abiotic conditions under 

which the world’s forests grow, and consequently is insufficient to model forest 

functioning on a global scale. Furthermore, critical ecological processes 

controlling forest function, such as soil microbial activity, are not included in the 

ForestGEO protocols. 

The requested resources will: (i) expand ForestGEO to better represent all major 

forest types globally, transforming the network into a permanent global observation 

system for the world’s forests; (ii) broaden the scientific disciplines addressing forest

response to climate change through strategic appointments in genomics, microbial 

ecology, and ecosystem modeling; (iii) ensure the long-term sustainability of 

ForestGEO science by strengthening the coordination and management of 

ForestGEO sites and future data collection; and (iv) increase the role of ForestGEO 

in science capacity development by offering Fellowships and training designed to 

recruit the best minds needed to solve the global forest crisis. Together, these 

developments will provide an extraordinary opportunity to revolutionize our 

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

ecosystems. 

In addition, the Institution requests funds (+$1,500,000 and +8 FTEs) for the Marine 

Global Earth Observatories, or MarineGEO. MarineGEO is dedicated to 

understanding changes in the structure and function of coastal marine ecosystems, 

monitoring, forecasting, and enhancing resilience to climate change. MarineGEO 

focuses on collecting, analyzing, and making publicly available data “that improves 

understanding of .... changes in the ocean system.” The request includes funding for 

the initial operational expenses of a field station in Coibita in Panama, which will 

enable Smithsonian scientists to make important comparisons between the Atlantic 

and Pacific Ocean coastal ecosystems. These oceans differ in physical and 

biological characteristics, making them excellent natural experiments to understand 

the effects of changing environments on marine organisms. These funds will 

efficiently build on existing Smithsonian federal and trust investments and 

collaboration with NOAA and the National Science and Technology Council (NSTC) 

Subcommittee on Ocean Science and Technology (SOST), and leverage in-kind 

support from a range of academic partners to allow expansion of the network beyond 

the initial sites. This comprehensive approach will provide a new, fundamental 

understanding of our oceans, their sustainability, and their importance to human life 

and society, as well as different alternatives policy makers may consider to better 

manage our impact on these vital ecosystems. 

46 
For both GEOs, the budget request funds executive directors, research 

scientists, and the necessary staff to build the network and provide a stable core 

for research, training, and information management which will focus on 

improvements in science, monitoring, and cooperative research. For MarineGEO, 

special attention will be given to research on how to make fisheries and protected 

resources more resilient to the effects of climate change. 

• Climate Change Coordination and Monitoring — FY 2022 Increase: 

(+$1,000,000, +2 FTEs) 

The funding requested will support internal research and communications in 

climate change and related fields such as One Health, and enable coordination 

with the USGCRP and GEOs to more efficiently coordinate with other national 

and international efforts. The requested increase will fund a senior program 

officer and program assistant, in the office of the Under Secretary for Science 

and Research, to manage these inter-related activities. 

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

support personnel across Smithsonian facilities and programs, allowing the 

Institution to be more nimble in meeting evolving needs and priorities. Uses include: 

bolstering existing monitoring networks; implementing new field sites, especially 

related to ForestGEO and MarineGEO; enhancing existing field sites (such as Barro 

Colorado Island at STRI, Rhode River, Indian River, and Mpala); long-term 

experiments (such as BiodiversiTree and Agua Salud); establishing training 

programs; and support for the human, physical, and technological infrastructure that 

will improve science, monitoring, and cooperative research. 

47 
NATIONAL AIR AND SPACE MUSEUM 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 151 20,110 79 7,819 32 10,068 3 640 

FY 2021 

ENACTED 151 20,945 104 38,732 40 52,909 1 225 

FY 2022 

REQUEST 154 21,960 104 38,732 40 46,779 1 351 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 9 1,540 9 1,585 0 45

Engage in vital arts and humanities research 24 3,884 24 3,997 0 113

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 2 376 4 657 2 281

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 15 1,784 15 1,836 0 52

Exhibitions

Offer compelling, first-class exhibitions 28 3,308 28 3,404 0 96

Education

Engage and inspire diverse audiences 7 1,031 8 1,198 1 167

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 45 4,755 45 4,893 0 138

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 2 326 2 335 0 9

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 13 3,243 13 3,337 0 94

Information Technology

Improve the Institution's information technology 

systems and infrastructure 6 698 6 718 0 20

Total 151 20,945 154 21,960 3 1,015

FY 2021 FY 2022 Change

48 
BACKGROUND AND CONTEXT 

The Smithsonian’s National Air and Space Museum (NASM) collects,

preserves, studies, and exhibits artifacts and works of art related to the history, 

culture, and science of aviation and spaceflight and the study of the universe. Its 

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

increasingly beyond its walls. The Museum commemorates the past, looks at 

current and future developments in aerospace, and educates and inspires the next 

generation of innovators and explorers to study and apply science, technology, 

engineering, art, and math (STEAM) to create the future. 

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

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

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

Construction of the first module of the Dulles Collections Center, adjacent to the 

UHC, was completed in January of 2019 and the new facility is providing state-ofthe-art storage for NASM collections. 

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

spaceflight history to millions of on-site guests from all parts of the globe each year, 

making it among the most visited museums in the world. In March of 2020, the 

Museum was forced to close both of its public facilities (NMB and UHC) due to the 

COVID-19 pandemic. A shift to providing digital resources through the Air and Space 

Anywhere and the K-12 Learning Resources portals brought more than 10 million 

virtual guests to its website, broadcast/webcast educational programming, and social 

media. From July 24 to November 23, 2020, the UHC was able to reopen with health 

protocols in place and safely welcomed more than 100,000 visitors. 

In FY 2022, NASM is continuing to collect and preserve key national and 

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

original research and provide reference support in aviation and space history and 

planetary science to further develop its broad array of exhibitions, programs, 

publications, and education and outreach activities. Within weeks of shutdowns 

related to the COVID-19 pandemic, NASM shifted its programming focus to 

digital/online content that offers educational resources and engaging content 

students, teachers, and caregivers to study and work from home. To accomplish 

its public service mandate and reach diverse audiences, the Museum draws 

upon a mixture of in-house and contracted resources as well as a large corps of 

volunteers and docents. As NASM pursued these projects, the Museum has 

continued its complete renovation of the NMB. We are transforming all exhibits 

and public spaces of America’s favorite Museum to make NASM more than a

destination to visit. In Museum exhibits, we will immerse visitors in the stories of

the people of all backgrounds who broke barriers, defied what was thought 

possible, and changed the world to inspire a new generation to accomplish the 

previously unimaginable. Beyond the walls, digital offerings will allow anyone,

anywhere to take a path that leads through the Museum’s collections and stories, 

provides resources to students, teachers, and researchers, and integrates with 

the in-Museum experience to amplify its impact. As the late Apollo 11 astronaut

49 
and first director of NASM, Michael Collins, once said, “It’s human nature to 

stretch, to go, to see, to understand. Exploration is not a choice, really; it’s an 

imperative.”

The primary focus for the Museum in FY 2022 and the coming years is on 

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

Despite the COVID-19 pandemic that closed our facilities to the public and 

required most of our workforce to telework, construction at the NMB continued 

through FYs 2020 and 2021, although at a slower pace mainly because of the 

pandemic. Planning for artifact movement as part of the revitalization and 

transformation resulted in a detailed plan to relocate and conserve/preserve 

more than 4,000 artifacts. This involves moving artifacts to the Mary Baker 

Engen Restoration Hangar and Emil Buehler Conservation Lab at the UHC for 

treatment. The gallery spaces on the west end of NMB have been prepared and 

will include the installation of large artifacts; lighting; exhibit walls; cases; and a 

variety of media such as large projection screens, immersive experiences, and 

computer interactives. Simultaneously, artifacts are being removed from the 

other half of the building in preparation for the transformation of those exhibitions 

for which designs are being finalized and initial components built off site. 

The FY 2022 budget request includes an increase of $1,015,000 that 

provides $607,000 for necessary pay and other related salary costs for existing 

staff funded under this line item, and a programmatic increase of 3 FTEs and 

$408,000 for digitization and visitor engagement. 

MEANS AND STRATEGY 

Public Engagement — NASM sparks curiosity and empowers learners to 

imagine the possibilities of our future. We continue our efforts to reach diverse 

audiences in meaningful ways through exhibitions, educational programming, 

research reference support, publications, and electronic outreach. In FY 2022, we 

will use our continuing transformation to redefine and strengthen NASM’s role as a 

learning facilitator and convener through the exploration of new initiatives that place 

the audience at the center of the experience. Inspired by the emergent and 

promising practices the Museum developed throughout the duration of the COVID19 pandemic, senior leadership has launched an education engagement cycle that 

embraces both digital and onsite learning, ultimately increasing NASM’s ability to 

engage a national audience. This strategy will prepare the Museum to be a key 

stakeholder in helping build a nation of innovators and explorers via immersive 

experiences, inspired by real-world issues, rooted in national learning standards, 

and fostering critical thinking skills. For the next 20 years, NASM will develop these 

STEAM skills to ensure a strong, forward-thinking and diverse workforce that not 

only further advances America’s legacy as home to the world’s greatest innovators, 

but also recruits an equally diverse workforce that reflects of our population. 

As both a national and a community museum, in FY 2022 NASM will 

continue to add programs and products to our arc of engagement for learners, 

beginning at pre-kindergarten and extending through to adulthood. We will continue 

50 
 

 

to work with educators to build their capacity and comfort in teaching science and 

science-related concepts through high-quality professional development 

opportunities and the Teacher Innovation Institute (TII). We will expand upon our 

camp offerings and recent student-focused challenges to develop a slate of 

moonshot-inspired design and engineering challenges rooted in the potential to 

solve real-world problems. The Museum will also build upon the success of our 

virtual and onsite student-focused programs and resources to inspire the next 

generation of innovators and explorers. Through the recently developed digital 

components of Soar Together @ Air and Space Family Days, NASM invites families 

nation-wide to dive into our content and create lifelong relationships, give learners 

the opportunity to see themselves in the aerospace field, and bring relevance to the 

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

their lifetimes. 

In FYs 2021 and 2022, NASM staff and volunteers will continue to provide a 

wide variety of Museum programs. The NASM education department provides daily 

activities - such as audio tours, hands-on science activities, science 

demonstrations, virtual planetarium shows, live virtual chats with experts, and 

resources for learners with autism and sensory perception disorders which reach 

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

day-long events to reach tens of thousands of diverse visitors in one day. In 

FY 2020, NASM virtually hosted its third TII – traditionally, a residential teacher 

professional development opportunity that is completely free to teachers. The 

FY 2020 event was made up of a series of online sessions that leveraged platforms 

and tools teachers could use in their classroom practice with students. Additionally, 

the FY 2020 program included peer-to-peer learning and introduced a mentoring 

component for new teachers. 

NASM continues to evolve its programming to embrace digital engagement 

nationwide while also reflecting the physical transformation of the Museum. On-site 

events span from evening lectures to innovative collaborations with external 

partners. 

The Museum continues to advance the two strategic goals of Preserving 

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

Audiences by making collections, archival documents, and images available via 

publicly accessible websites. The NASM collections and archives databases 

contain extensive information on the history and provenance of each artifact and 

are an effective way to offer in-depth information to the public through electronic or 

digitized assets. NASM’s electronic resources also encourage more researchers to 

request access to the Museum’s archives and collections, and to make in-person 

visits to follow-up on initial online research efforts. The NASM Archives set up 

workflows for attaching digital assets to the Smithsonian Online Virtual Archives 

(SOVA). More than 379,411 digital assets were attached to SOVA in FY 2020, 

resulting in a total of 629,359 digital assets currently available to the public. 

In FY 2022, NASM will continue to build on the success of its digitization 

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

51 
 

 

available to the public online. As part of the Smithsonian's Open Access Initiative, 

the Museum will expand the number of collections and digital assets freely 

available to the public for any use. NASM open access items were viewed more 

than four-million times and downloaded several hundred thousand times in 

FY 2020. NASM will continue to conduct audience research and evaluate the 

impact of our online collections content with online visitors, making iterative 

enhancements to improve the user experience. The Museum will also continue to 

share behind-the-scenes views of our transformation process, panoramic looks 

inside famous aircraft and spacecraft, and pursue partnerships and digital 

storytelling efforts to engage a broader and more diverse audience. 

Exhibitions — In FY 2022, the Museum will continue to ensure stewardship 

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

materials, and to produce expert scholarship and research, while also guiding the 

fabrication of new exhibitions at the NMB. These exhibits will offer a fresh 

interpretation of the stories that the artifacts represent. During FY 2022, NASM will 

be finishing up installation of eight new exhibits in the west end of the building which 

include the Wright Brothers; America by Air; Early Flight; We All Fly; A Nation of 

Speed; Exploring the Planets; Destination Moon; and One World Connected. 

Additionally, the Museum will feature a rotating exhibit, the Allan and Shelley Holt 

Innovations Gallery, with the first exhibit being about Climate Change. On the east 

end of the building, NASM is finishing up the designs and starting fabrication for 10 

new exhibitions including the space exhibitions At Home in Space; Explore the 

Universe; Living in the Space Age; and The Future of Spaceflight. Also, the 

interactive science and the military aviation galleries will present World War I, World 

War II, and Modern Military Aviation, and the Art Gallery. The Barron Hilton 

Pioneers of Flight Gallery will feature the Spirit of St. Louis airplane. 

Collections — NASM plans to enhance collaboration with private 

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

share with the public in new exhibits on the inspiring stories of America’s role in

pioneering aeronautics and space exploration. While NASM has a substantial 

number of artifacts currently on loan to other museums, it is expected that 

additional outgoing loans will need to be limited during the revitalization of the 

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

refined tools and processes to coordinate loan transactions in support of 

transformation, which will also make the Museum’s loan program more effective 

in the future. On the receiving end, in FY 2020, NASM got a major acquisition by 

adding a U.S. Navy Blue Angels F-18C Hornet to its collection. 

Artifact logistics is one of the biggest challenges throughout the 

revitalization of the NMB and transformation of NASM exhibits. The Museum has 

more than 4,000 artifacts affected during these moves. The reimagined NMB 

exhibits will require artifact relocation to and from multiple NASM locations (that is, 

Garber, the UHC, and the NMB), and will also include returning loaned objects, 

new loans from other institutions, and managing objects of all sizes. Approximately 

3,300 objects will be re-installed into the Museum as part of the transformation, 

including many artifacts not currently on display at the NMB. Of the artifacts 

52 
 

presently in the NMB, about 1,300 are not coming back into the building. Some will 

go into long-term storage in the new Dulles Collections Center (DCC) Storage 

Module or will be exhibited at the UHC. 

Most of the artifacts will require some type of preservation or conservation 

efforts, and the collections staff has estimated how long the treatment times will be 

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

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

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

treatment. For example, the Wright Military Flyer was relocated from the NMB to 

the UHC and is undergoing cleaning and conservation. 

In addition, NASM will continue to relocate artifacts from the outdated, 

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

imaging, and re-housing for each artifact, as well as conserve those collections as 

necessary. 

Facilities — The Smithsonian is fully utilizing the first state-of-the-art storage 

module at the DCC. This building is serving as swing space for storing artifacts 

from the NMB as the Museum undergoes renovations. NASM filled the available 

storage for medium-size artifacts at the UHC in FY 2020. After the NMB 

revitalization is completed, this storage module will support the continued move of 

artifacts from Garber until more such buildings are available to store those objects. 

In late 2021 and into 2022, staff members will relocate into renovated 

spaces in the west half of the NMB. 

Scientific Research — NASM’s Center for Earth and Planetary Studies 

(CEPS) will help achieve the strategic goal of Enhanced Interdisciplinary 

Research by conducting original research related to planetary exploration, with 

an emphasis on the evolution of solid surfaces throughout our solar system. 

CEPS also curates galleries and offers public programs in the planetary 

sciences. NASM scientists currently work as science team members for the Mars 

Reconnaissance Orbiter, Mars Express, Curiosity Mars rover, InSight Mars 

lander, Lunar Reconnaissance Orbiter, JUpiter ICy moons Explorer (JUICE), 

Europa Clipper, and Dragonfly missions. NASM researchers also analyze the 

data from these and other missions and convey this exciting information to the 

public. Original research and publications in scientific literature concentrate on 

the National Research Council and National Aeronautics and Science 

Administration (NASA) priorities to determine the origin of solar system bodies 

and habitable planets, and focus on the past climate of Mars and icy moons with 

subsurface water in the outer solar system. 

Historical Research — NASM continues to lead in the field of aerospace 

history by producing books, scholarly articles, and other publications, and by 

making presentations at professional conferences on the history of aerospace 

technology, aviation, aerodynamics, spaceflight, space sciences, and aviation and 

space art. The Museum’s archives and curatorial staff will continue to evaluate 

53 
potential acquisitions for the national collections and respond to public inquiries. 

NASM will also continue to upgrade exhibitions dealing with aviation and 

spaceflight, thereby ensuring that current materials are available to the public. 

NASM scientists and curators continue to lead the way in impactful and 

significant engagement and discussion, producing an average of more than 50 

publications each year, many award-winning. For example, in FY 2020, the book, 

Reinventing the Propeller: Aeronautical Specialty and the Triumph of the Modern 

Airplane, by curator Jeremy Kinney, won the American Institute of Aeronautics and 

Astronautics’ Gardner-Lasser Aerospace History Literature Award. Bruce 

Campbell, senior scientist in the NASM CEPS, received a Smithsonian Secretary’s 

Research Prize for his career-spanning research on the planet Venus. Curators 

Cathleen Lewis and Margaret Weitekamp contributed chapters to the edited 

volume, NASA and the Long Civil Rights Movement, that received the Eugene M. 

Emme Astronautical Literature Award from the American Astronautical Society. 

Other significant publications by NASM scholars in FY 2020 included Through 

Astronaut Eyes: Photographing Early Human Spaceflight, by Jennifer Levasseur; 

the revised edition of Only the Wing: Reimar Horten’s Epic Quest to Stabilize and 

Control the All-Wing Aircraft, by Russ Lee; and British Imperial Air Power: The 

Royal Air Forces and the Defense of Australia and New Zealand Between the 

World Wars, by Alex Spencer. 

In addition, curator Martin Collins was one of the main organizers for “Earth

Optimism,” an ongoing Smithsonian/NASA initiative to address the pressing 

problems of the climate crisis and environmental disaster by focusing on solutions 

and successes. Despite having to adopt an online format due to the global 

pandemic, the 2020 Earth Optimism Summit attracted more than 19 million people 

and reached in excess of 55,000 devices in more than 170 countries, with 102 

hours of live-streaming content. 

Digital, Social Media, and Media Outreach – NASM continues to expand its 

use of digital and social media outreach to share educational, collections and 

research information with the public. Across all platforms, followers of the Museum 

increased by more than 22 percent in FY 2020, to more than a million, with more 

than 155 million impressions, an increase of more than 50 percent. Website visits 

increased by 10 percent to 11 million. In FYs 2021 and 2022, the Museum will 

broaden its use of analytic data so it can better target content for students, 

teachers, and other key audiences to ensure they have access to NASM’s 

educational resources. These efforts will help the Museum reach visitors to and 

residents of the region to provide timely information on visitation and programs. 

NASM also engages with local, national, and international media to ensure 

potential visitors are aware of the collections, educational offerings, research 

findings, and Museum events. In FY 2020, those efforts generated more than 

9,000 print and online stories which reached a potential audience of 15.9 billion. 

Management — NASM will continue pursuing the strategic goal of Enabling 

Cost-Effective and Responsive Administration. In FY 2020, the Museum issued a 

54 
new strategic plan to ensure NASM can maximize the opportunities provided by 

the revitalization and transformation of the NMB. As a companion document, the 

Museum also published a diversity, equity, accessibility and inclusion strategic 

implementation plan that forms the cornerstone of our initiatives to ensure that the 

Museum, its galleries, staff and volunteers reflect the population of the United 

States and the world. To assist with these efforts, NASM has chartered a Diversity, 

Equity, Accessibility, and Inclusion Employee Resource Group to give Smithsonian 

staff a voice and enlist them as partners in the Museum’s efforts. 

EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of $1,015,000. The 

request includes an increase of $607,000 for necessary pay and other related 

salary costs for existing staff funded under this line item, and a programmatic 

increase of 3 FTEs and $408,000 for digitization and visitor engagement. 

Digitization (+$270,000, +2 FTEs) 

This budget request includes an increase of $270,000 and 2 FTEs to hire 

audio visual and information technology (IT) staff. Due to building closures required 

by the COVID-19 pandemic, NASM made a significant pivot to digital programming 

and needs specialized technical support for those efforts. The audio visual and IT 

staff will cover these increased requirements and maintain the necessary 

equipment for digital programming in the Museum. 

Visitor Engagement (+$138,000, +1 FTE) 

This budget request also includes an increase of $138,000 and 1 FTE to 

hire a data management evaluator. NASM supports adopting a standard process 

of audience research and evidence-based decision making to assess exhibits, 

digital offerings, programs, and Museum operations. This evaluator will oversee 

data collection and management, analysis, and interpretation. 

NONAPPROPRIATED RESOURCES — General trust funds support research, 

education, exhibitions, and fund raising, including salaries and benefits. 

Donor/sponsor-designated funds support costs related to specific programs and 

projects. A $250 million campaign to support the transformation of the NMB and 

the reimagination of the 23 exhibits and presentation spaces is underway with 

$145 million already secured. Private-sector support is also used to fund 

educational initiatives and public programs. Government grants, and contracts 

support research and other scientific activities. However, the extended closures of 

the NMB and the UHC due to the COVID-19 pandemic have undercut NASM’s 

revenue-generating activities and this will impact programming and operations at 

the Museum for years. 

55 
 

SMITHSONIAN ASTROPHYSICAL OBSERVATORY 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED GOV’T GRANTS INTERAGENCY 

FTE $000 FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 99 24,745 95 22,546 13 4,515 235 75,850 1 220 

FY 2021 

ENACTED 99 25,226 91 23,814 13 5,000 235 76,249 1 220 

FY 2022 

REQUEST 99 25,733 91 23,814 13 5,000 235 76,249 1 220 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 90 20,018 90 20,479 0 461

Engage in vital arts and humanities research

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 1 196 1 201 0 5

Facilities and Safety

Improve Smithsonian facilities operations and provide a 

safe and healthy environment 0 312 0 312 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 8 4,500 8 4,541 0 41

Information Technology

Improve the Institution's information technology 

systems and infrastructure 0 200 0 200 0 0

TOTAL 99 25,226 99 25,733 0 507

FY 2021 FY 2022 Change

BACKGROUND AND CONTEXT 

The mission of the Smithsonian Astrophysical Observatory (SAO) is to 

advance the public’s knowledge and understanding of the universe through research 

and education in astronomy and astrophysics. The secondary mission is to be of 

service to the national and international astronomical communities, and to society in 

general, in areas associated with our primary mission. 

56 
The Observatory has an extraordinary record of achievement in developing and 

successfully implementing large, complex, and innovative observational and theoretical 

research projects. Additionally, SAO carries out investigative research performed by 

individual researchers and small groups. This broad range of activities creates the 

distinctive, fertile research environment that drives SAO’s success and makes the 

Observatory a recognized leader in the global astrophysical field of science. 

No event better illustrates the 

strength of SAO’s science than the 

extraordinary image of a 

supermassive black hole caught by 

the Event Horizon Telescope (EHT) 

in April of 2019 (followed up in 

March of 2021 with a surprising 

detection of polarization in the 

image). That iconic picture is 

probably the most seen scientific 

image in history. The EHT team was 

led by SAO astronomer Sheperd 

Doeleman and many of the key subelements were led by junior 

scientists at SAO. Hundreds of 

researchers from the United States, 

Europe, and Asia contributed to this 

project under SAO’s leadership. 

Doeleman now leads the Next 

Generation EHT, which will greatly expand the telescope’s capabilities. 

SAO’s work directly supports the Smithsonian Strategic Plan goal to “Drive large, 

visionary, interdisciplinary research and scholarly projects.” Within this goal, SAO drives 

the Grand Challenge of “Unlocking the Mysteries of the Universe,” by calling for the 

Smithsonian to “advance knowledge at the forefront of understanding the universe and 

solid Earth.”

Founded in 1890, SAO is the largest and most diverse astrophysical research 

institution in the world. SAO has helped develop some of the world’s most sophisticated 

astronomical instruments, with high resolution at wavelengths across the electromagnetic 

spectrum, to probe the mysteries of the universe. Alone, and in powerful partnerships with 

the National Science Foundation (NSF), the National Aeronautics and Space 

Administration (NASA), and the Department of Energy, it has pioneered the development 

of orbiting observatories and large, ground-based telescopes; the application of computers 

to study astrophysical problems; and the integration of laboratory measurements and 

theoretical astrophysics. Observational data are gathered at SAO’s premier facilities: the 

Submillimeter Array (SMA) in Hawaii; the 6.5-meter-diameter Multiple Mirror Telescope 

(MMT) and the Very Energetic Radiation Imaging Telescope Array System (VERITAS) in 

Arizona; as well as the specialized telescopes at the Fred Lawrence Whipple Observatory. 

In addition, SAO conducts research with a broad range of powerful instruments aboard 

57 
rockets, balloons, and spacecraft (most notably the Chandra X-ray Observatory, the 

Hinode Telescope, the Solar Dynamics Observatory, and the Parker Solar Probe); and at 

locations as diverse as the high plateaus of northern Chile and the Amundsen South Pole 

Station. Headquartered in Cambridge, Massachusetts, SAO collaborates with the Harvard 

College Observatory to form the Center for AstrophysicsHarvard and Smithsonian. 

For more than 63 years, SAO astronomers and their colleagues have made 

revolutionary discoveries which have changed our fundamental understanding of the 

universe and our place in it. We have discovered and examined planets in orbits around 

other stars, watched as new stars are born, and discovered bizarre remnants of dead stars 

that emit vast quantities of x-rays. We have determined that the universe is 13.7 billion 

years old, and that it is populated with billions of galaxies, most of which have 

supermassive black holes at their centers. In addition, we have found convincing evidence 

that most of the matter in the universe is an unexpected mixture of some kind of unseen 

“dark matter,” with normal matter making up less than four percent of the total; and that the 

expansion of the universe is apparently accelerating, driven by a mysterious and invisible 

“dark energy.” At the same time, SAO astronomers work systematically on the vital basic 

research that seeks to explain the sun and its x-ray-emitting corona, the nature of our solar 

system, the abundant elements in our Milky Way Galaxy, the gas and dust between the 

stars, the formation and evolution of galaxies, and other important questions about the 

nature of the universe. 

Today, SAO continues to use advanced technologies to make new discoveries, 

leading to a coherent story of the cosmos from the Big Bang to the origins of life on Earth. 

SAO’s research is unique and world-renowned because of the strength and 

diversity of its observers, theorists, instrument developers, engineers, and laboratory 

experimentalists, and because SAO emphasizes multiple strategies which draw from the 

strengths of both small projects and large research centers. Indeed, SAO’s extraordinary 

research success is partly the result of the rich cross-fertilization that its outstanding 

scholars bring to each other in a climate that nurtures collaborative excellence and the 

sharing of ideas. 

SAO’s pre-eminence is underscored by the prominent role its scientists take in 

the consideration and establishment of national policy for astrophysics. For instance, 

Alexey Vikhlinin is co-chair of NASA’s Science and Technology Definition Team for the 

Lynx Mission Concept, one of four contenders for the highest-level recommendation in 

the upcoming National Academies of Science Decadal Survey of Astronomy and 

Astrophysics. SAO scientists and engineers are engaged in key roles for two other 

mission concepts: the Origins Space Telescope, and the Large, Ultraviolet, Optical and 

Infrared telescope. In addition, SAO offers key advice and reviews to NASA for the 

James Webb Space Telescope. 

Together with its partner, the Harvard College Observatory (HCO), SAO is the 

top choice of graduate- and postdoctoral-level young scientists for astrophysics. In fact, 

HCO contributed directly to the EHT project, primarily with its Black Hole Initiative, for 

58 
 

which Doeleman is a founding principal investigator. Continued federal support makes 

this leadership possible. 

The FY 2022 budget request includes $507,000 for necessary pay and other 

related salary costs for existing staff funded under this line item. 

MEANS AND STRATEGY 

To achieve the goal of Enhanced Interdisciplinary Research, SAO scientists will 

make optimal use of various astronomical facilities to support their research, including the 

ground-based optical and radio telescopes owned and operated by SAO in Arizona and 

Hawaii, and space-based telescopes, most notably the Chandra X-ray Observatory, which 

is operated by SAO on behalf of NASA, NASA’s Solar Dynamics Observatory, and the 

Parker Solar Probe. SAO scientists also have research privileges at the two 6.5-meter 

Magellan telescopes in northern Chile (because of SAO’s partnership with the Harvard 

College Observatory). In addition, SAO scientists and engineers are leading the science 

operations team and using the VERITAS telescope in southern Arizona to carry out a vital 

scientific research program in very high-energy astrophysics. These facilities enable SAO 

scientists to make substantial progress in answering fundamental questions about the 

origin and nature of the universe, including efforts to understand more about dark energy 

and dark matter, as well as questions about the formation and evolution of the Earth and 

similar planets. In addition, SAO scientists will continue their work on future space 

missions, collaborating with NASA and its research center on missions to study the sun, 

the x-ray universe, and the outer solar system. 

SAO scientists are taking the lead in expanding the international EHT, which draws 

radio telescopes around the globe into one network, including SAO’s critically important 

SMA, to operate as one gigantic radio observatory to study the physics of the 

supermassive black holes at the centers of two galaxies: our own Milky Way and the giant 

galaxy M87. SAO now leads the Next Generation EHT and continues to be the most 

significant contributor to that first-generation telescope. 

SAO is also collaborating with Taiwan’s Academia Sinica, Institute of Astronomy 

and Astrophysics, to establish radio observatories in Greenland. A 12-meter-diameter 

telescope was delivered to Thule in 2016 and came online in 2018. Plans are being 

developed to include a 3-meter dish at Summit Station, the NSF’s site high on the ice 

plateau. These additional capabilities will play a crucial role in enabling new, more 

detailed EHT observations of M87, with the prospect of producing “black-hole cinema” a 

real possibility in the future. 

SAO scientists and engineers also play lead roles in developing new techniques 

and instrumentation for astronomy. Much of this effort is now directed toward enabling 

technologies for the next generation of major telescopes. SAO scientists and engineers 

took the lead in designing critical elements of the Giant Magellan Telescope’s (GMT) 

wavefront control system that allows the seven huge mirrors to work as a single optical 

element. SAO also continues to lead in the design and development of the first instrument 

59 
that will be installed on the GMT: the GMT-Consortium Large Earth Finder (G-CLEF), 

which will enable astronomers to detect signs of life on planets orbiting nearby stars. 

In addition, the SAO team now operates a major instrument on NASA’s Parker 

Solar Probe mission. The Solar Wind Electrons, Alphas and Protons (SWEAP) is the only 

instrument on this mission that looks directly at the sun as the spacecraft approaches 

closer to the sun than any previous scientific instrument. The Parker Solar Probe was 

launched from Cape Canaveral on August 12, 2018, and the mission and SWEAP are 

delivering exceptional scientific results as Parker orbits ever closer to the sun. 

SAO scientists take a leadership role in astrophysics by participating in or hosting 

national and international conferences (e.g., the American Astronomical Society, the 

International Astronomical Union, and the Astronomical Data Analysis Software and 

Systems conference series), by participating as keynote and/or invited speakers at such 

meetings, and by serving on a diverse range of astronomical and astrophysical review 

panels. SAO scientists will also continue to publish in leading peer-reviewed journals, such 

as the Astrophysical Journal, the Astronomical Journal, and Astronomy & Astrophysics. In 

addition, SAO developed and operates the Astrophysics Data System, which is recognized 

as a world leader in the dissemination of scientific literature about the cosmos. 

SAO will achieve the strategic goal to Understand and Impact 21st Century 

Audiences by delivering educational services and products rooted in SAO research to 

meet the educational needs of the Observatory’s learners. This sustained outreach effort 

gives SAO increased publicity and recognition. 

The strategic goal of Enabling Cost-Effective and Responsive Administration will be 

achieved by making SAO’s information technology (IT) infrastructure robust, reliable, and

secure; maintaining a cooperative environment through communication and activities 

which underscore SAO’s special mission and each staff member’s contribution to its 

success; evaluating managers and supervisors on their compliance with applicable equal 

opportunity laws, rules, and regulations, and on the effectiveness of their efforts to achieve 

a diverse workforce; and facilitating the use of small, minority, women-owned, and other 

underused businesses in SAO’s procurement operations and business relationships. 

These management tools will continue to support and enhance SAO’s scientific and 

educational missions. 

NONAPPROPRIATED RESOURCES — General trust funds come primarily from 

overhead charged on grants and contracts. SAO uses these funds to support 

administrative functions approved in the Indirect Cost Proposal submitted to the 

Department of the Interior, as required by 2 Code of Federal Regulations 200, Uniform 

Administrative Requirements, Cost Principles, and Audit Requirements for Federal 

Awards. Donor/sponsor-designated funds come primarily from restricted gifts from 

individuals, foundations, and corporations, which are earmarked for specific purposes; 

restricted endowment funds; and non-Governmental grants and contracts. Government 

grants and contracts come from Government agencies for research in areas of SAO’s 

expertise. SAO often conducts this research in cooperation with governmental, academic, 

and research institutions in the United States and abroad. 

60 
MAJOR SCIENTIFIC INSTRUMENTATION 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL TRUST DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS & 

CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 0 4,118 0 0 0 0 0 0 

FY 2021 

ENACTED 0 4,118 0 0 0 0 0 0 

FY 2022 

REQUEST 0 4,118 0 0 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ FY 2021 FY 2022 Change 

Program Category FTE $000 FTE $000 FTE $000 

Enhanced Interdisciplinary Research 

Research 

Engage in impactful scientific research and discovery 0 4,118 0 4,118 0 0 

Total 0 4,118 0 4,118 0 0 

BACKGROUND AND CONTEXT 

Smithsonian science is engaged in research and discovery focused on the origin 

and evolution of the universe, the formation and evolution of Earth and similar planets, the 

origins and prevalence of life in the universe, the discovery and understanding of 

biological diversity, and the study of human diversity and cultural change. 

The Smithsonian Astrophysical Observatory’s (SAO) work directly supports the 

Smithsonian Strategic Plan’s goal to “Drive large, visionary, interdisciplinary research and 

scholarly projects.” Within this goal, SAO drives the Grand Challenge of “Unlocking the 

Mysteries of the Universe,” which calls on the Smithsonian to “advance knowledge at the 

forefront of understanding the universe and solid Earth.”

The Smithsonian uses its no-year funding from the Major Scientific Instrumentation 

(MSI) line item to develop large-scale instrumentation projects with advanced 

technologies that enable scientists at SAO to remain at the forefront of astronomy and 

astrophysics research. The Smithsonian’s criteria for proposing and selecting MSI 

projects are: 1) the instrumentation will enable compelling scientific advances that would 

not otherwise occur (either at SAO or anywhere else in the world) for some time to come; 

2) the instrumentation is novel and technically advanced, and would not be developed 

without SAO’s significant contribution; and 3) the science enabled by the innovative 

instruments significantly advances the Smithsonian Institution’s Strategic Plan. The

fundamental role for federal appropriations is to support the basic scientific infrastructure 

that enables SAO to conduct research, compete for external grants and funding, publish 

61 
articles in peer-reviewed journals, and inform the public about the latest scientific 

discoveries in an exciting and compelling manner. Because of the magnitude of the costs 

involved and the time required to fabricate major new instruments and reconfigure 

existing ones, the Institution requests that MSI funds for these projects be kept available 

until they are spent. 

Innovative instrumentation has enabled astronomers to make fundamental 

discoveries about the universe, such as the existence of more than 4,000 planets around 

nearby stars and the bizarre remnants of dead stars that emit large quantities of x-rays in 

the Milky Way Galaxy. Scientists have determined that the universe is 13.7 billion years 

old and that it is populated with billions of galaxies, many of which have supermassive 

black holes at their centers. Research has produced strong evidence that the expansion 

of the universe is accelerating due to a mysterious and invisible “dark energy.” Today, 

SAO scientists use advanced technologies to tell a coherent story of the cosmos from the 

Big Bang to the origins of life on Earth. MSI funds are used to meet this objective. 

Three SAO projects are included in the FY 2022 MSI line item: the Greenland 

Telescope; the Submillimeter Telescope Array (SMA) on Mauna Kea, Hawaii; and the 

Advanced Telescope Instrumentation for the Giant Magellan Telescope (GMT) and the 

Magellan Clay Telescope, both located at the Las Campanas Observatory in northern 

Chile. 

MEANS AND STRATEGY 

SAO’s mission is to engage in astrophysical research and discovery. Observational 

astrophysics is the basic science responsible for understanding the universe and its 

components beyond Earth. SAO has made leading contributions to many key discoveries 

in astrophysics, including: 1) the remarkable discovery that the expansion of the universe 

is accelerating; 2) the discovery of enormous filamentary patterns traced by galaxies in 

the universe; 3) the most compelling demonstration of the existence of supermassive 

black holes at the centers of most galaxies; 4) the discovery of very high-energy gamma 

rays; 5) the most convincing observational evidence for the existence of dark matter; 6) 

the discovery of planets orbiting other stars; and 7) the spectacular image of the 

supermassive black hole at the center of the galaxy M87, released by the SAO-led Event 

Horizon Telescope (EHT) team. SAO scientists contributed to these discoveries by using 

key facilities that enable observations in several different bands of the electromagnetic 

spectrum (i.e., the broad range of light that is emitted by objects in the universe). These 

contributions have put SAO in the forefront of this generation of astronomers and 

astrophysicists. 

SAO’s pre-eminence is underscored by the prominent role its scientists take in the 

consideration and establishment of national policy for astrophysics. For instance, Alexey 

Vikhlinin is co-chair of the National Aeronautics and Space Administration’s (NASA) 

Science and Technology Definition Team for the Lynx Mission Concept, one of four 

contenders for the highest-level recommendation in the upcoming National Academies of 

Science Decadal Survey of Astronomy and Astrophysics. In addition, SAO scientists and 

62 
engineers are engaged in key roles for two other NASA mission concepts, the Origins 

Space Telescope and the Large, Ultraviolet, Optical and Infrared Telescope. SAO also 

offers key advice and reviews to NASA for the James Webb Space Telescope. 

Together with its partner, the Harvard College Observatory, SAO is the top choice 

of graduate- and postdoctoral-level young scientists for astrophysics. Continued federal 

support makes this leadership possible. 

SAO’s strength in observational astrophysics depends on its major ground-based 

facilities, the SMA, the Multiple Mirror Telescope (MMT), the GMT (under development), 

and the NASA space-based facilities, including the Chandra X-ray Observatory, the 

Spitzer Space Telescope, the Solar Dynamics Observatory, and the Parker Solar Probe. 

Access to both ground- and space-based observatories enables SAO scientists to 

conduct research that would be impossible with either type of observatory alone. SAO’s

future strength in ground-based observational astrophysics depends entirely on equipping 

the Submillimeter Array and its optical telescopes with powerful new instruments and 

establishing the new Greenland Telescope. This leadership, in turn, depends on 

developing specialized instruments and facilities which do not yet exist. A team of 

talented scientists and engineers must work together to develop these tools with support 

from multi-year MSI funding. 

Greenland Telescope ($500,000) 

The Greenland Telescope was originally a National Science Foundation (NSF) 

prototype for the Atacama Large Millimeter Array (ALMA). It was transferred to SAO from 

NSF Astronomy, and has been retrofitted for cold-weather operation by SAO’s partner 

institution, the Academia Sinica Institute for Astronomy and Astrophysics (ASIAA) in 

Taiwan. These investments by NSF and our Taiwanese collaborators will be greatly 

leveraged by the SAO contribution. 

The Smithsonian considers this an excellent opportunity to capitalize on a highly 

leveraged use of federal funds with high-value science returns on the investment. 

The Greenland Telescope serves as the critical northernmost node of the EHT 

network, operated jointly with SAO’s SMA (Hawaii), the international ALMA telescope 

array (Chile), and other telescopes, to make unprecedented observations of the event 

horizon of the supermassive black hole (six billion times the mass of our sun) at the heart 

of the giant galaxy M87. This will complement the observations to be made in the 

southern hemisphere of the less massive black hole (only four million solar masses) at 

the center of our own Milky Way Galaxy. The combination of these observations will 

revolutionize our understanding of gravity where it is at its strongest, the very edges of 

black holes, and provide pioneering data for astronomers and physicists to analyze as 

they pursue the Smithsonian’s Grand Challenge of Unlocking the Mysteries of the

Universe. When the Greenland Telescope is not connected to the Very Long Baseline 

Interferometer (VLBI) network, it will exploit its high, dry location and stable atmosphere to 

63 
make sensitive measurements of molecules in space at the highest frequencies 

accessible from the ground. 

In FY 2018, SAO, with its partner ASIAA, achieved first light with the telescope in 

Thule, at the United States Air Force base in Greenland, and in FY 2019 connected the 

antenna with the SMA and other EHT instruments to make unprecedented observations 

of the event horizon of the black hole at the heart of galaxy M87; these studies were 

recently published and reveal the twisted structure of the magnetic field near the black 

hole. The telescope will continue to be a key resource for the next set of observations of 

M87 in FY 2021. 

Finally, the SAO has worked with the NSF Division of Polar Programs to identify a 

high, dry, northern site on the Greenland ice sheet as the ideal place for high-frequency 

radio astronomical observations that require excellent atmospheric transmission and 

exceptional atmospheric stability. The NSF is redeveloping the Greenland Summit Station 

to better conduct this research. The development of astronomical activities at the site is a 

key element of the redevelopment plans; SAO is evaluating the feasibility of installing a 

smaller, 3-meter dish at the Summit Station as a pathfinder before the larger 12-meter 

dish is relocated from Thule to the Summit Station. 

Submillimeter Telescope Array ($1,617,900) 

The SMA is a pathfinder instrument operating between radio and infrared 

wavelengths and has a major impact in exploring the cool universe. In recent years, 

scientific studies have continued to focus on the study of the distant universe, planetforming disks, and star formation, including the important role that magnetic fields play in 

star formation and the dynamics of molecular clouds. In this last area, the SMA leads the 

field due to polarimetry instrumentation developed at SAO, which the Observatory plans 

to further enhance in coming years. 

The SMA is the only submillimeter instrument in the world that can respond rapidly 

to alerts of rare or unique events detected by other observatories. When NASA’s Fermi 

and Swift satellites detected unusual activity in the transient black hole binary in V404 

Cygni, the SMA formed part of a worldwide observing campaign to monitor the outburst. 

V404 Cygni was briefly the brightest object in the x-ray sky, and the SMA captured a 

corresponding increase in the submillimeter brightness by more than a factor of 50 in less 

than an hour. 

The SMA is also a key element of the EHT, as discussed above. 

The capacity to conduct scientific observations with the SMA depends on the 

collecting area or size of the telescope array, the weather, and the sensitivity and number 

of receivers in operation during an observation. The collecting area of the telescope array 

is fixed at 8 x 6-meter antennas and cannot be augmented without significant additional 

funding. 

64 
The sensitivity of the SMA depends on the instrumentation that processes the 

incoming signals. SAO is developing new capabilities that will ultimately make the entire 

SMA 12 to 24 times more sensitive than it was when commissioned. (This is as though 

each of the telescopes became 12–24 times larger. Note that the range of enhancement 

depends on the operational model of the array.) Funds were requested in FY 2020 to 

enable the array to become 6–12 times more sensitive, a significant step toward the full 

enhancement. 

Advanced Telescope Instrumentation for the Optical Telescopes ($2,000,100) 

SAO’s expertise in building large and powerful instruments is a crucial capability in

this era of extremely large telescopes. Continued MSI funding will enable SAO to conduct 

this research and maintain the United States’ lead in this important scientific field. 

The MMT, a joint project of SAO and the University of Arizona, dedicated in 1979, 

was originally made up of six identical 1.8-meter telescopes in a single altitude-azimuth 

(naval-gun-type) mount. In the 1990s, SAO and the University of Arizona replaced the six 

smaller mirrors of the original MMT with a single mirror 6.5 meters in diameter. This large 

mirror more than doubled the light-gathering capacity of the telescope, and a set of large 

corrector lenses, built with MSI funding, has since increased its field of view 400 times. 

The converted MMT is an extremely powerful telescope but requires sophisticated 

instruments to analyze the light it collects. To this end, SAO has built increasingly 

sophisticated instruments to exploit the MMT’s potential, starting with Megacam in 2003 

and continuing with the Binospec instrument commissioned in FY 2019. 

Binospec is a “game-changer,” enabling the MMT to compete on an equal footing 

with the largest telescopes in the world. Binospec’s huge light grasp enables SAO 

scientists to carry out pioneering explorations of the structure and evolution of galaxies, 

the structure of the Milky Way, and the nature of dark matter and dark energy. Binospec’s 

nimbleness in moving between spectroscopy and imaging allows Smithsonian scientists 

to lead in observing transient events, such as supernova explosions and gamma-ray 

bursts, to map the geometry of the universe, and accurately detect objects at the farthest 

reaches of the cosmos. The scientific opportunities opened by Binospec are attracting the 

next generation of astrophysicists who will exploit the power of the telescope for the next 

20 to 30 years. 

The GMT is being developed by SAO in partnership with 10 other research 

institutions in the United States, Australia, Brazil and South Korea. When the GMT starts 

scientific operations in 2029, it will be the largest optical telescope in the world, with a 

24.5-meter (83-foot)-diameter primary mirror. This larger aperture will allow SAO to peer 

back in time and explore the earliest phases of the known universe, and to take much 

sharper images than those obtainable with the Hubble Space Telescope or the James 

Webb Space Telescope. 

65 
SAO leads the design, development, and manufacture of the first scientific 

instrument that will be used with the GMT — the GMT- Consortium Large Earth Finder 

(or G-CLEF). G-CLEF will be used to search for planets that are “Earth Twins” orbiting 

other stars, and to hunt for evidence of life on those planets. G-CLEF is the only 

instrument in development for the coming generation of extremely large telescopes which 

will be capable of detecting signs of biological activity (life) in exoplanet atmospheres. 

The MMT is a superb platform on which to develop innovative technologies for the 

new generation of extremely large telescopes such as the GMT. In addition to work on GCLEF, SAO scientists are developing a novel instrument that is designed specifically to 

enhance G-CLEF’s ability to detect breathable diatomic oxygen in exoplanet 

atmospheres. Breathable oxygen is the strongest indicator of life on an exoplanet. A 

small, prototype instrument is being built for operation on the MMT to validate and 

optimize the underlying concept before a similar GMT-scale instrument is built. 

In FY 2022, MSI funds will be used to advance the design of G-CLEF and develop 

prototypes of the high-risk subsystems needed to use the instrument to its full potential. 

MSI funds will also be used to evaluate the potential for installing G-CLEF on the 6.5-

meter Magellan Clay Telescope, located near the GMT site in Chile, to test the instrument 

while the GMT is still being built, and to exploit it scientifically for several years on the 

Clay Telescope. SAO’s ability to use the Clay Telescope for this purpose is facilitated by 

its partnership with the Harvard College Observatory. 

66 
 

NATIONAL MUSEUM OF NATURAL HISTORY 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T 

GRANTS INTERAGENCY 

FTE $000 FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 315 49,789 19 4,136 49 11,974 10 2,550 8 863 

FY 2021 

ENACTED 317 51,551 20 4,250 50 12,300 11 3,000 8 900 

FY 2022 

REQUEST 320 53,435 21 4,450 52 12,850 11 3,100 8 910 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 104 17,749 104 18,181 0 432

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 4 512 4 529 0 17

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 13 1,798 13 1,852 0 54

Exhibitions

Offer compelling, first-class exhibitions 47 7,248 47 7,443 0 195

Education

Engage and inspire diverse audiences 28 3,673 28 3,789 0 116

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 88 15,408 91 16,341 3 933

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 4 859 4 876 0 17

Security

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors and volunteers 1 185 1 189 0 4

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 14 1,824 14 1,882 0 58

Information Technology

Improve the Institution's information technology 

systems and infrastructure 14 2,295 14 2,353 0 58

Total 317 51,551 320 53,435 3 1,884

FY 2021 FY 2022 Change

67 
BACKGROUND AND CONTEXT 

The mission of the National Museum of Natural History (NMNH) is to 

understand the natural world and our place in it. We seek to inspire curiosity, 

discovery, and learning about nature and culture through outstanding research, 

collections, exhibitions, and education. 

Building upon our unique and vast collections and associated data, field 

research stations, specialized laboratories, and an internationally recognized team of 

researchers, the Museum and the knowledge it generates serve a wide array of 

constituencies ranging from federal agencies to the public. 

The Museum’s scientific research focuses broadly on discovering, 

documenting, and understanding biodiversity; studying the formation and evolution of 

the Earth and other planets; exploring human diversity and cultural change; and 

investigating evolutionary patterns and processes throughout the history of life on 

Earth. This research is closely linked to important societal issues such as climate 

change, biodiversity loss, cultural conflict, environmental justice, invasive species, 

and natural hazards. 

NMNH science has global impact and is widely cited by the greater scientific 

community. Our scientists discover new species and document and analyze how 

species arise, evolve, persist, diversify, and interact with each other and with the 

environment, as well as how they migrate and go extinct. Our earth and planetary 

scientists contribute to our understanding of Earth’s history as well as the effects of

geologic and meteoritic phenomena on Earth’s atmosphere and biosphere. They 

study the dynamic planet we inhabit in all its aspects, from its surface to its core. 

NMNH anthropologists use collections and field-based studies to help understand the 

continually evolving story of our species and our interactions with other life and with 

the planet. Our Museum’s science staff also translates science to society through 

their diverse and dedicated outreach efforts and invests heavily in training and 

mentoring the next generation of new scientists. 

Our physical collection, consisting of more than 146 million specimens and 

objects, and our collections expertise are at the core of our mission as well as 

fundamental to science. The scope and breadth of the NMNH collections provide a 

vast research infrastructure that supports our scientific mission. NMNH scientists 

work with their professional colleagues in the United States and around the world to 

further build and draw on these collections, make new discoveries, and test new 

theories. The NMNH collections also represent a valuable historical archive, 

documenting billions of years of planetary, geological, organismal, and cultural 

changes. 

The NMNH collections provide vital information and are a dynamic resource 

used by researchers, educators, and policy makers worldwide. They serve as 

essential reference materials for U.S. Government agencies. These resources are 

actively and collaboratively used by staff members for the Departments of Defense, 

Commerce, and Agriculture, who are housed in NMNH facilities. For example, tens of 

68 
thousands of insects urgently requiring identification are sent to the Museum from 

ports of entry each year. Scientists at the Department of Agriculture and NMNH 

consult the collections and rapidly provide identifications to border control agencies 

so that U.S. agricultural and economic interests are kept secure from damage by 

potentially invasive species. The NMNH collections also serve repository functions for 

several agencies, including the National Cancer Institute, the Department of the 

Interior, and the National Aeronautics and Space Administration (NASA). The FBI 

also uses the Museum’s human skeletal collections to assist in its criminal 

investigations. 

The NMNH’s first-class research and collections are at the heart of its 

exhibitions and educational outreach. As one of the most visited museums in the 

world, the Museum provides diverse public audiences with presentations on every 

aspect of life on Earth. Through its many affiliations and partnerships, the NMNH 

takes its science exhibitions and public programs to other museums and nontraditional exhibition venues, such as libraries, parks, schools, and universities across 

the country. With a growing body of digital data, network of interactive websites 

(which host more than 12 million unique visitors annually), distance-learning 

experiences, and social media, the Museum is transforming itself into a true digital 

classroom that is accessible to everyone — free of charge. 

The FY 2022 budget request includes an increase of $1,884,000. The 

increase includes $1,317,000 for necessary pay and other related salary costs 

for existing staff funded under this line item, and a programmatic increase of 

3 FTEs and $567,000 for collections support. 

MEANS AND STRATEGY 

During the next five years, the Museum will implement its new strategic plan —

Our World, Our Future. At the heart of this plan is a recognition that the NMNH has a 

central role to play in tackling some of the biggest issues of our time by using its 

research, outreach, and efforts to inspire and train the next generation of natural 

history scientists. Through this effort, the NMNH will align itself with the broader 

Smithsonian objectives of embracing the Museum’s potential as a convenor of 

national and international conversations, reaching Americans in their own 

communities by bolstering a digital presence, and seizing opportunities to partner 

with other Smithsonian units to maximize our collective impact on the public. 

The plan is centered around the following four “Big Idea” initiatives which will 

be supported with a combination of federal and privately raised funding: 

• Our Unique Planet will combine our Earth science assets and a NASA mission 

to understand the origin of the Earth’s oceans, continents, and the geologic 

conditions that allowed for the evolution of life. 

• The Ocean Science Center will consolidate the Museum’s vast marine portfolio 

and create a suite of new tools, techniques, and collections that will enable 

rapid measurement of marine biodiversity. 

69 
• Our World will be an immersive Museum experience that uses big data and 

stunning visualizations to drive home the reality and urgency of the climate 

and biodiversity crises while focusing on success stories to help visitors 

understand the possibility of contributing to positive outcomes. 

• The Inclusive Science Initiative will focus on youth from underserved 

communities and under-represented groups and train them to be the next 

generation of scientists and science-savvy citizens. 

Toward this end, the NMNH has a long history of training future scientists. In 

FY 2022, the Museum will continue combining federal and private funding to invest in 

the next generation of scientists and researchers, with an emphasis on opportunities 

for individuals from diverse backgrounds. Through the Museum’s academic 

programs, it will continue to create a staircase of academic opportunity to mentor the 

next generation of museum scientists and professionals. These programs take 

students and young professionals from the early stages of scientific exploration in 

high school to the postdoctoral peak of stepping into the role of being professional 

researchers, by offering various Fellowship and internship programs for 

undergraduates, graduates, and postgraduates. 

An essential element of the NMNH’s plans to achieve the strategic goal of 

Preserving Our Natural and Cultural Heritage in FY 2022 is the Museum’s 

commitment to the stewardship of its federal scientific collections. These resources 

play an important role in public health and safety, homeland security, trade and 

economic development, medical research, and environmental monitoring. They also 

provide the foundation for the Museum’s diverse research, exhibits, and public 

outreach programs. The NMNH will continue its strong commitment to cutting-edge 

research and state-of-the-art stewardship of the collections, in partnership with 

affiliated federal agencies such as the Departments of Defense, Commerce, 

Agriculture, and the Interior. Federal funding is the linchpin for maintaining and 

preserving these priceless collections and their valuable information for future 

generations, while also supporting their use for ongoing research. 

The Museum’s collections are the bedrock of its scientific enterprise. The 

scientific research staff is organized into seven departments: anthropology; botany; 

entomology; mineral sciences; invertebrate zoology; paleobiology; and vertebrate 

zoology. NMNH programs address current topics, such as biological diversity, global 

climate change, molecular systematics for enhancing the understanding of the 

relationships between living things, ecosystem modeling, and the documentation and 

preservation of human cultural heritages. In 2020, the Museum’s scientific staff 

authored more than 700 scholarly publications. On an annual basis, they typically 

contribute to the discovery and description of hundreds of species new to science. 

In FY 2022, the NMNH will continue using federal funds to achieve the 

strategic goal of Understanding and Impacting 21st Century Audiences by 

maintaining and upgrading permanent exhibitions, replacing outdated exhibits with 

multi-disciplinary, interactive exhibitions on the Mall, and in other venues through 

traveling exhibits, and expanding our digital reach across the country. 

70 
The COVID-19 pandemic and the resulting closure of the Museum to the 

public required significant adjustments to our special exhibits calendar, but the NMNH 

will have a full slate available to our visitors once we reopen and throughout FY 2022. 

The Museum’s timely exhibition, Outbreak: Epidemics in a Connected World 

(on view into 2022), continues to be popular with the NMNH’s audiences and 

members of the global health community. Support for the exhibit and an extensive 

slate of related programming has come from many agencies, including the Centers 

for Disease Control and Prevention and the National Foundation for Infectious 

Diseases, as well as foundations and individuals. The print-on-demand poster version 

of the exhibit, Outbreak DIY, is carrying crucial messages on human, animal, and 

environmental health to schools, libraries, clinics, and other locations around the 

globe. As of December 2020, the Outbreak DIY poster has been displayed in more 

than 200 locations, in 40 countries, and 28 states, including Washington, DC and 

Puerto Rico, and is now available in 10 different languages. In early 2020, the 

Museum developed a Web platform to simplify distribution and help meet an increase 

in demand. When the NMNH reopens, visitors will find the exhibit updated with 

current information on the COVID-19 pandemic and vaccination efforts. 

Unsettled Nature: Artists Respond to the Age of Humans will run from the fall 

of 2021 into 2022. This exhibition will feature eight artists who raise awareness of and 

encourage reflection on the role of humans in shaping Earth’s recent past, present, 

and future. With curatorial supervision from the Smithsonian American Art Museum, 

the NMNH expects Unsettled Nature to be an exhibition of innovative and thoughtprovoking art in a variety of media, and to spark conversation around Anthropocene 

topics. The exhibit is supported in part by the Windland Smith Rice Fund. 

FY 2022 will bring two additional special exhibits. First, Genome: Unlocking 

Life's Code returns after a successful national tour, with new information on human 

genetic research, including how genetic research aids the rapid development of 

vaccines. Also, in the summer of 2022, the Museum will open Lights Out: Recovering 

Our Night Sky. Developed in conjunction with the Smithsonian Astrophysical 

Observatory and with contributions from NASA, Lights Out will explore how the sight 

of the night sky — and its disappearance due to light pollution — affects all life on 

Earth, from natural ecosystems to human cultures. 

In FY 2022, the NMNH will continue to inspire public appreciation of, and 

engagement with, science and the natural world through efforts in our education, 

outreach, and visitor experience programs. The Museum will initiate a phased 

reopening to on-site visitors that ensures safety for all. The NMNH will also continue 

to improve the accessibility of exhibits and programs and focus on reaching 

underserved audiences and people from under-represented communities. 

To achieve the strategic goal of Understanding and Impacting 21st Century 

Audiences, in FY 2022 the NMNH will study the effectiveness of its programs and 

activities and how they impact audiences, both at the Museum and nationwide. The 

studies will include evaluative as well as research-based inquiries which can inform 

learning about science, technology, engineering, and mathematics (STEM) topics. The 

71 
 

NMNH will also convene a national (virtual) conference of evaluators, researchers, and 

informal science educators as part of a multi-year project to measure the impacts of 

informal science programs and experiences within and across organizations. 

Q?rius, The Coralyn W. Whitney Science Education Center — the 

Museum’s interactive STEM learning facility — brings NMNH research and 

collections to the forefront for visitors and learners. Q?rius programs inspire, 

nurture, grow, and diversify the next generation of STEM professionals by 

helping citizens become aware of their connection to current issues affecting the 

natural and cultural world. In FY 2022, the NMNH will launch a Web-based app 

for visitors’ phones that will give audiences greater control over their own 

learning experiences as they explore the collections within the Museum. 

In FY 2022, the NMNH will once again make available the Museum’s science 

experts and collections from behind the scenes and provide the public with 

opportunities to engage with scientists, their research, collections, and researchgrade scientific equipment, with programs such as “The Expert Is In” series, both 

online and on site, when the Museum can safely reopen. In addition, the Museum will 

host special online events and virtual festivals that bring the public and NMNH 

science experts together to focus on a specific area of natural history and science, 

such as Teen Earth Optimism, National Fossil Day, and World Ocean Day. 

Additional outreach activities will include traveling exhibitions, distance learning, 

and in-depth, online resources for teachers and parents, including virtual K–12 school 

programs, pre-K family programs, the award-winning Smithsonian Science How webinars 

for classrooms, online science summer “camps” for youth, the Ocean Portal and Human 

Origins websites, and the Encyclopedia of Life, as well as digitized collections and 

longstanding programs of lectures, films, and teacher support. 

These NMNH programs and resources will continue to inspire citizens by 

making them aware of current issues related to the natural and cultural world, helping 

them understand their role in addressing those issues, and enabling them to 

participate in experiences that inspire stewardship, conservation, and protection of 

natural and cultural diversity. In addition, Museum staff are focusing their efforts on 

building new youth audiences and increasing youth participation in a continuum of 

opportunities to inspire, nurture, grow, and diversify the next generation of STEM 

professionals. 

EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of $1,884,000. The 

increase includes $1,317,000 for necessary pay and other related salary costs 

for existing staff funded under this line item, and a programmatic increase of 

3 FTEs and $567,000 for collections support. 

72 
 

Collections Support (+$567,000, +3 FTEs) 

The NMNH requests three new permanent science and collections staff 

and $567,000 to advance the digital collections’ accessibility and research 

readiness of biological, cultural, and geological collections and collections data in 

service of the nation’s needs. Specifically, these positions will lead massdigitization projects for difficult-to-digitize, fluid-preserved invertebrate animals 

and pinned insects, transform analog data from across the NMNH collections, 

perform data cleaning and standardization work, and build data science tools to 

enable the NMNH to include its data in national big data initiatives or for 

educational use in schools. 

Digitization of collections data that contributes to understanding climate 

and environmental changes will be prioritized. The new staff will use 

contemporary methods and skills to rapidly contribute NMNH data to national and 

international data portals and aggregators so that information flows to broad 

audiences, communities, and users quickly and accurately. Digitization methods 

will leverage the Smithsonian’s existing investments and lessons learned but will 

also deploy new processes and technologies. 

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

benefits of administrative personnel, advancement and business activities, and other 

program-related costs. The Museum raises funds from private sources to support 

research, exhibitions, public programs, and administrative functions. Donor/sponsordesignated funds are vital to support exhibition hall renovations and offer educational 

activities and programs. In addition, significant endowment gifts support internships 

and Fellowships which introduce more students to the natural sciences, underwrite 

field research, and help the Museum maintain and expand its educational programs. 

73 
NATIONAL ZOOLOGICAL PARK 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 215 28,066 42 8,418 42 10,885 8 1,517 

FY 2021 

ENACTED 217 32,221 30 8,500 45 11,500 11 3,000 

FY 2022 

REQUEST 222 33,755 39 9,587 40 5,596 6 2,018 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 45 4,617 45 4,790 0 173

Understand and Impact 21st Century Audiences

Exhibitions

Offer compelling, first-class exhibitions 106 16,084 106 16,491 0 407

Education

Engage and inspire diverse audiences 1 133 1 137 0 4

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 56 9,688 61 10,603 5 915

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 2 325 2 333 0 8

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 5 958 5 977 0 19

Information Technology

Improve the Institution's information technology 

systems and infrastructure 2 416 2 424 0 8

Total 217 32,221 222 33,755 5 1,534

FY 2021 FY 2022 Change

74 
 

 

 

 

 

 

BACKGROUND AND CONTEXT 

In FY 2022, the Smithsonian’s National Zoological Park and Conservation 

Biology Institute (NZP/SCBI) will continue to implement its strategic plan (2020–2025) 

with the following focus: 

• Fortify and Focus Science, Animal Care, and Collections Management to 

Advance Global Conservation and Sustainability 

The life, safety, and health of the animals in our care is core to the Zoo’s

mission of “saving species,” and federal funding is vital to fully meet the costs for 

animal care, increases in basic standards of care, including those required by the 

Association of Zoos and Aquariums (AZA) accreditation standards, as well as 

increases in federal requirements. In short, federal funding is essential to meet the 

fundamental, minimal needs of the endangered animals in our care — resources 

that cannot be secured through philanthropy, grants, or partnerships. Costs of 

animal care, drugs and medicines, animal food, as well as the resources needed 

to maintain or replace equipment, generally increase faster than the annual rate of 

inflation. 

As the Nation’s Zoo, the NZP is a leader within the AZA community and among 

all accredited zoos in North America. For our living collections, standards of care are 

continually updated as we apply modern management strategies, including intensive 

animal quarantine and screening procedures, to prevent disease transmission, and 

implement newly developed veterinary medical procedures, diagnostics, and testing to 

keep animals healthy and able to breed. Ever more sophisticated medical equipment 

is being used and new, labor-intensive approaches are increasingly deployed to 

deliver world-class veterinary care to some of the rarest animals on earth. NZP/SCBI 

develops and shares this expertise, as well as breeding and research protocols, with 

the global zoo and animal conservation community. 

NZP/SCBI is world-renowned for its efforts to research, care for, breed, and 

reintroduce some of the world’s most critically endangered species. More than 300 

species are exhibited at the Zoo’s Rock Creek Park campus, including giant pandas, 

Panamanian golden frogs, Sumatran tigers, and Asian elephants. One of NZP/SCBI’s 

key contributions to ensuring the survival of endangered species is the work that 

occurs at the Institute’s 3,200-acre site in Front Royal, Virginia. There, our scientists 

study and supervise the breeding of more than 26 species, including some that were 

once extinct in the wild, like black-footed ferrets and the scimitar-horned oryx. Both 

locations house and care for some of the world’s most endangered animals, such as 

kiwis, clouded leopards, red pandas, and cheetahs, among others. 

National Zoo scientists and animal care experts collaborate with colleagues in 

more than 30 countries, working to identify solutions to threats facing endangered 

animal populations. Additionally, NZP/SCBI staff continually set high standards for 

medical care, nutrition, husbandry, reproduction, and safety for Zoo animals that are 

75 
 

 

 

 

adopted by other zoos worldwide. NZP/SCBI’s accomplishments range from

protecting elephants and their caretakers, and understanding the specifics of cheetah 

reproduction, to the reintroduction of the scimitar-horned oryx to the wild in Chad. 

Highlights from past years include an SCBI scientist being named species survival 

plan or (SSP) coordinator for cheetahs in all accredited zoos in North America, and 

our team’s efforts have resulted in increased cheetah reproduction. 

In addition to groundbreaking science to save wildlife, Zoo scientists are 

developing new and advanced analytical tools to study and model how ecosystems 

and species interact with their environment and how these systems respond to global 

climate changes. In particular, our Global Health Program (GHP) veterinarians have 

worked for a decade to build a One Health platform, which recognizes that the health 

of all species — both humans and nonhuman animals — is inextricably linked to one 

another and to the environments they share. The GHP team works with international 

partners and a broad range of experts to combat threats to wildlife and human and 

ecosystem health by addressing these challenges at their source: the human-wildlifelivestock interface. 

• Expanding Our Reach and Impact 

Center for Learning Innovation. Science alone cannot solve the planet’s 

extinction crisis. NZP/SCBI has an important role in teaching the public about its role 

in saving species. With the COVID-19 shutdown, NZP/SCBI lost its long-time 

educational partner, the Friends of the National Zoo. In response, the Zoo transitioned 

educational resources and created a new Center for Learning Innovation (CLI). The 

focus in FY 2021 was to create digital-friendly experiences, which were very well 

received by diverse audiences nationwide. 

The CLI seeks to develop a passionate global community that celebrates 

their connection to nature, takes meaningful action to protect it, and inspires 

others to do the same. The Center uses the latest knowledge in learning sciences 

and conservation psychology to empower all audiences to perform conservation 

actions. In addition, the CLI team has developed guiding principles that reflect the 

latest scientific approaches for learning in informal environments outside of 

schools. CLI’s priority audiences include children, teenagers, citizen-scientists, 

and conservation professionals who help optimize the Center’s resources to 

achieve high impact with the public. 

Exhibits. Throughout the pandemic (in FYs 2020 and 2021), NZP/SCBI’s 

animal cams offered intimate access to the Zoo’s animals. Additionally, several times 

a week, NZP/SCBI created special content shared on all its social media platforms. 

The Zoo continues to leverage digital visitation to raise public awareness of species 

under threat. Of note, the giant panda cub, Xiao Qi Ji (XQJ), born in August of 2020, 

presented an unprecedented opportunity for the Zoo to use this iconic animal to 

garner public support and inspire conservation of that species and their habitat, and by 

76 
 

 

 

 

 

doing so appointed the panda as a wildlife ambassador to help protect other species 

sharing the same habitat or vulnerable to the same threats. 

The Zoo continues to expand its on-site efforts to engage all visitors. In FY 

2021, NZP is taking strides to put accessibility at the forefront of exhibit design. For 

example, the Zoo’s Coral Lab (inside the Zoo’s Amazonia building) is being upgraded 

to include a collection of sensory elements, such as an immersive underwater video 

projected on the walls, with soothing aquatic sounds, and 3D coral models to provide 

our guests with a tactile experience. Signage and interactive elements are being 

added to the Zoo’s Kids’ Farm to enhance accessibility. Additionally, construction and 

exhibit design of the Bird House continued in FY 2021 (with completion expected in 

FY 2022), and the Zoo’s Asia Trail has been enhanced to improve visitor safety and 

include a new Snakehead exhibit that addresses the harmful impacts of invasive 

species. 

External Communications. NZP/SCBI deploys multiple outreach channels to 

further engage the public upon arrival at the Zoo. For pandemic safety reasons, NZP 

has limited direct visitor contact with staff and volunteers. As safety restrictions evolve, 

NZP will restore its successful keeper demonstration and volunteer programs. Since 

the COVID-19 closures and the birth of panda cub QXJ in August of 2020, 13.2 million 

people visited the Zoo’s website, more than 30 million times, racking up more than 58

million pageviews. This was the highest volume of users to the website since data has 

been collected. The ever-popular Giant Panda Cam brought in 18.6 million pageviews, 

up 622 percent from the previous year. The Zoo has also added the Cheetah Cub 

Cam and Black-footed Ferret Cam, which drew nearly 2.6 million and 400,000 

pageviews, respectively — both of which NZP/SCBI wants to bring back in FY 2022 

along with more animal cam offerings. As funding allows, NZP/SCBI will train 

volunteers to provide specialized narration for the visually impaired. 

In addition to its website, NZP/SCBI has a robust social media presence 

with more than 1.4 million fans and followers across the Zoo’s Facebook,

Instagram, and Twitter accounts. Digital outreach through social media includes 

livestream broadcasts, original videos, and thoughtfully developed content that 

connects online visitors to the Zoo’s animals and raises awareness of NZP/SCBI’s 

conservation research and programs. Original video content created in FY 2021 

on key conservation programs included coral reefs and in-situ research on 

America’s prairie species and ecosystems. In FY 2022, the Zoo will continue to 

use funds to grow digital outreach and provide engaging content that includes 

coverage of SCBI research in situ. 

The FY 2022 budget request includes an increase of $1,534,000 that provides 

$834,000 for necessary pay and other related salary costs for existing staff funded 

under this line item, and a programmatic increase of $700,000 and 5 FTEs for animal 

welfare. 

77 
 

 

 

MEANS AND STRATEGY 

The health, well-being, and safety of both the animals and staff of the 

NZP/SCBI are its highest priority. The Zoo is world-renowned for its efforts to 

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

endangered species, including the scimitar-horned oryx, Przewalski’s horse, the 

golden-lion tamarin, black-footed ferret, red-crowned cranes, and many others. 

Accepted standards or best industry practices for medical care, husbandry, and safety 

for Zoo animals are continually increasing. For example, federal and state regulations 

require intensive animal quarantining and screening procedures to prevent disease 

transmission to livestock, people, and other animals in the living collection. COVID-19 

requirements have increased costs of operations (for animal food, medicine and 

testing, personal protective equipment, and wayfinding/signage) and reduced the 

Zoo’s access to vital, private-sector support for NZP/SCBI operations and programs. 

EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of $1,534,000 that provides 

$834,000 for necessary pay and other related salary costs for existing staff funded 

under this line item, and a programmatic increase of $700,000 and 5 FTEs for animal 

welfare. 

Collections Support (+$700,000, +5 FTEs) 

The NZP is requesting a funding increase (+$700,000 and +5 FTEs) to provide 

specialized support for its living and biological materials and collections, and for 

educating the next generation about the importance of sustaining biodiversity and 

saving species from extinction. Unlike Smithsonian museums, the Zoo cares for living 

animals, some of which are among the rarest species on Earth. Animals in our care 

require specialized support to meet certain mandatory standards for species as varied 

as Asian elephants, giant pandas, endangered corals, and extinct-in-the-wild frogs. 

Required support ranges from the need to provide adequate shelter, food, and clean, 

accessible water to specialty care for aged or sick animals. Despite the increase in 

federal funding received in FY 2021, the Zoo still has many vacancies in critical care 

positions, including animal keepers, curators, and scientists. NZP/SCBI also remains 

short-staffed in other operational positions in finance, information technology (IT), 

communications, and exhibits, all of which can directly or indirectly have an impact on 

the welfare of animals in the Zoo’s care.

Most Smithsonian collections are housed indoors. The Zoo’s 163-acre park in 

Washington, DC and its 3,200-acre campus in Front Royal, Virginia include many 

outdoor habitats and complex, specialized facilities designed to care for wildlife. For 

example, shade structures for bison and climbing structures for great apes require 

routine maintenance, and specialized barn and handling facilities are needed to 

properly ensure animal welfare. Of note, the Zoo maintains miles of animal 

containment, with standards continually being improved and updated in response to 

78 
 

 

 

 

testing by the animals themselves. Maintaining animal habitats and providing 

specialized items for their health and well-being are not just recommended best 

practices, but required by oversight and regulatory entities such as the AZA and the 

U.S. Department of Agriculture (USDA). Most importantly, animal care staff, including 

keepers, curators, veterinarians, and scientists, must possess specialized knowledge 

and training, and staffing must be maintained at appropriate levels to ensure the life, 

safety, and health of both animals and people. 

The needs and standards for animal and veterinary care increase as our 

understanding of the challenges of caring for critically endangered species increases 

and regulations concerning animal health and welfare change. The need for additional 

resources also changes in response to the fluctuating diversity and size of the living 

collection. 

Finally, although we have maintained minimal care standards, without the funds 

requested, the size of the living collection may have to be reduced — meaning that 

species at risk today will not benefit in the way that other critically endangered species 

have — and both Zoo operations and visitors’ experiences will be put at risk. 

NONAPPROPRIATED RESOURCES — General trust funds, including earned 

revenue (such as parking, food, and retail sales), support salaries and benefits of 

the Zoo director and general operational requirements not fully covered by federal 

funds (for example, education, professional training, animal acquisitions, finance 

and administration, IT, communications, exhibits, and animal care). 

Donor/sponsor-designated funds support the costs related to specific programs 

and projects for critically endangered species (including antelopes, amphibians, 

cheetahs, giant pandas, Asian elephants, and tigers). Private donations help the 

Zoo implement multiple small- to medium-sized projects and support all exhibit 

interpretive design and implementation. Government grants and contracts support 

a wide array of scientific studies on the biology and habitats of wildlife species. 

The Zoo was closed for six months during FY 2021 due to the COVID-19 

pandemic, and the prolonged closure led to the dissolution of the Zoo’s 63-year 

partnership with the Friends of the National Zoo (FONZ). As a result, the Zoo has 

taken over the membership program (with 20,000 households) and the guest 

services and public education functions previously supported by FONZ. 

79 
 

SMITHSONIAN ENVIRONMENTAL RESEARCH CENTER 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T 

GRANTS INTERAGENCY 

FTE $000 FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 34 4,472 9 950 14 1,972 26 2,775 24 2,101 

FY 2021 

ENACTED 34 4,616 5 840 14 1,600 25 3,000 25 2,910 

FY 2022 

REQUEST 34 4,759 7 1,400 14 2,000 25 3,000 25 3,000 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 23 3,232 22 3,390 -1 158

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 1 128 0 0 -1 -128

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 2 218 4 321 2 103

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 8 1,038 8 1,048 0 10

Total 34 4,616 34 4,759 0 143

FY 2021 FY 2022 Change

80 
BACKGROUND AND CONTEXT 

The Smithsonian Environmental Research Center (SERC) is a leader in 

research and public programs on ecosystems in the coastal zone, where most of the 

world’s population lives and most of our economy is based. SERC’s innovative 

research and unique setting advance basic environmental science to inform wise 

policy management decisions for the coast’s many natural resources. SERC’s wide 

array of hands-on and virtual programs provide the public with the knowledge to solve 

the environmental challenges of the 21st century. 

Research and discovery are the core activities at SERC. Scientists use the 

Center’s 2,650-acre site on the shore of Chesapeake Bay as a model system for longterm research and one-of-a-kind experiments. SERC researchers also use other sites, 

including the Smithsonian Marine Science Network, to investigate the ecological 

connections among aquatic, terrestrial, and atmospheric components of complex 

landscapes, with comparative studies on regional, continental, and global scales. In 

addition, SERC is a partner in the Institution’s key research initiatives, including the 

Conservation Commons, ForestGEO, and MarineGEO, our Global Earth 

Observatories. SERC also leads collaborations with other federal research networks, 

such as the National Ecological Observatory Network (NEON) that is funded by the 

National Science Foundation (NSF), and the National Ballast Information 

Clearinghouse (NBIC) funded by the U.S. Coast Guard. 

SERC is diversifying and expanding programs for public engagement. Public 

outreach programs connect thousands of people to a suite of activities, including 

virtual evening lectures, Science Saturdays for families, nature hikes, and tours of 

facilities. In 2021, SERC finished restoring the historic 1735 Woodlawn House to 

provide a welcome center and public exhibit on the archaeology and history of land 

use at the Rhode River site. Science, technology, engineering, and mathematics 

(STEM) programs in environmental science provide thousands of school children with 

hands-on and virtual school field trips. STEM training for teachers builds their 

confidence to lead students in informal learning. SERC’s highly successful citizenscience program engages more than 500 volunteers across a spectrum of research 

projects. The Center’s vigorous professional training program for interns, graduate and 

postdoctoral Fellows, and visiting scientists produces the next generation of scientists 

and natural resource managers. SERC’s strategic plan mobilizes the Smithsonian 

Institute for the Environment to convene teams of the best minds in on-site and virtual 

workshops to solve difficult environmental problems and to catalyze visionary 

research. 

In addition, SERC continues to update and advance its Facilities Master Plan. 

SERC is a Smithsonian leader in sustainability through energy conservation and 

shifting to renewable solar energy, with the goal of achieving net-zero carbon 

emissions by 2024. For example, improved water reuse and recycling systems 

eliminate waste at the site. In FY 2021, SERC completed restoration of the Woodlawn 

House — the oldest building in the Smithsonian still in its original location — to serve 

81 
as welcome center. The Center also began building the Green Village to provide 

short-term housing for visiting researchers and a space for workshop groups. In 

FY 2022, SERC will consolidate and update its Facilities Maintenance shops and 

equipment storage for improved safety and efficiency. 

The FY 2022 budget request includes an increase of $143,000 for necessary 

pay and other related salary costs for existing staff funded under this line item. 

MEANS AND STRATEGY 

SERC’s research, education, and outreach activities are closely aligned with 

the Smithsonian’s Strategic Plan to inform environmental resource management and 

conservation, and to engage the public in hands-on science. SERC also achieves 

competitive success for extramural grants and contracts in five key areas: climate 

change; pollution from nutrient runoff and heavy metals; land use; overfishing; and 

monitoring changes in biodiversity from invasive species which contribute to the loss 

of native species. SERC stewards its 2,650-acre Chesapeake site as a model for longterm research and experiments on land-sea interactions. The site’s topography of 

streams, shorelines, forests, and agricultural fields now provide 50-year datasets on 

the effects of climate change on aquatic, terrestrial, and atmospheric components of 

complex landscapes. The Center’s large-scale experiments measure the effects of 

land use, habitat restoration, and climate change on complex landscapes. SERC also 

supports the efforts of other collaborators and agencies (such as the U.S. Department 

of Agriculture, the U.S. Geological Survey, the National Oceanic and Atmospheric 

Administration, the U.S. Fish and Wildlife Service, the U.S. Coast Guard, and many 

universities and state agencies). SERC also leads in the development of MarineGEO 

to track changes in near-shore marine ecosystems. At the same time, SERC leads in 

studying the temperate zone plots of the ForestGEO terrestrial biomes. As a partner 

site in the NSF-funded NEON, the Center’s mapped forest plot is the base for a forest 

tower and a ground-based sampling array to observe and interpret changes in 

terrestrial environments. 

Looking ahead, SERC uses its Chesapeake base to test new approaches to 

habitat restoration of forests, streams, wetlands, and shorelines. Along with detailed 

chemical and biological measurements, the Center’s model site deploys instrument 

arrays and remote sensing to track responses to climate change, biodiversity, and the 

complex interactions among connected ecosystems. SERC restoration experiments 

indicate improvements to restoration strategies. These experiments and observations 

serve as a teaching platform for students of all ages and natural resource managers 

nationally and internationally. The Center uses the Smithsonian Conservation 

Commons as a powerful communications tool to disseminate its research results and 

applications and engage the public and policy makers. The SERC site is planned as a 

primary facility to convene diverse teams of business leaders, policy makers, 

educators, and scientists to find innovative solutions to the difficult environmental 

problems facing us. 

82 
SERC also continues to strengthen its professional training, public education, 

and citizen-science programs. In addition to providing a public lecture series, 

workshops, and numerous volunteer opportunities, the Center also offers expert 

consultation for the public, including teachers and public officials. SERC is open to the 

public six days a week for visitors to explore the Center’s many trails through forests 

and fields, as well as more than 15 miles of shoreline along the Chesapeake Bay. 

SERC’s comprehensive Facilities Master Plan projects controlled and 

operationally sustainable growth during the next decade to significantly improve public 

access and engagement. The plan emphasizes decreasing energy and water 

consumption to reduce operating costs across the campus, as well as to highlight 

conservation lessons. 

Finally, SERC management controls ensure proper accounting for its research 

activities, including indirect cost recovery in its sponsored research program. 

Moreover, the staff maintains an excellent record of safety and protection for all 

employees and visitors. With the assistance of the Institution’s central administrative 

offices, SERC maintains its excellent record of property management and protection 

of sensitive information and data. 

NONAPPROPRIATED RESOURCES — Extramural Government grants, contracts, 

and interagency agreements of approximately $6 million annually support most (70 

percent) of SERC’s scientific research program, including the NBIC as established by 

Congress as part of the National Invasive Species Act of 1996. In addition, indirect 

cost recovery derived from these extramural research and education awards provide 

core administrative support. Other resources include donor/sponsor-designated funds 

that provide essential operating support for specific programs and projects in 

research, public education, and professional training. 

83 
SMITHSONIAN TROPICAL RESEARCH INSTITUTE 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 191 14,702 31 1,989 36 4,933 7 726 

FY 2021 

ENACTED 191 15,266 21 1,219 33 3,067 4 259 

FY 2022 

REQUEST 191 15,643 21 1,225 33 3,528 4 285 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 114 10,159 114 10,383 0 224

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 3 174 3 180 0 6

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 5 380 5 390 0 10

Education

Engage and inspire diverse audiences 2 344 2 348 0 4

Preserve Our Natural and Cultural Heritage

Facilities and Safety

Improve Smithsonian facilities operations and provide a 

safe and healthy environment 1 130 1 132 0 2

Security

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors, and volunteers 18 713 18 749 0 36

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 40 2,756 40 2,835 0 79

Information Technology

Improve the Institution's information technology 

systems and infrastructure 8 610 8 626 0 16

Total 191 15,266 191 15,643 0 377

FY 2021 FY 2022 Change

84 
BACKGROUND AND CONTEXT 

In 1910, Smithsonian Secretary Charles Walcott received a request from President 

William Howard Taft to send a scientific expedition to Panama to study the environmental 

impact of the Panama Canal. The President of Panama, Pablo Arosemena, invited the 

Smithsonian to extend its study to the entire isthmus (1910–1912), establishing a 

relationship that more than a century later continues to be a remarkable scientific 

resource for both countries and the wider world. The Smithsonian Tropical Research 

Institute (STRI) is now the principal U.S. organization dedicated to advancing 

fundamental scientific discovery and understanding of biological and cultural diversity in 

the tropics, and its contribution to human welfare. STRI plays an important role for the 

U.S. Government and the Smithsonian by maintaining world-class research facilities in 

Panama, where each year approximately 1,400 resident and visiting international 

scientists and university students access the diverse tropical environments STRI 

stewards. Of these, STRI most notably serves as the official custodian for the Barro 

Colorado Nature Monument (BCNM) in Panama under the terms of the Convention on 

Nature Protection and Wildlife Preservation in the Western Hemisphere, as ratified by the 

U.S. Senate in April of 1941 and codified in the Panama Canal Treaties. The BCNM is the 

only mainland tropical reserve under U.S. stewardship and served as the original base of 

operations for the 1910 expedition. Coibita Island was bequeathed to STRI to preserve 

and use for research, and is part of Panama’s Coiba National Park, a UNESCO World 

Heritage Site. 

Why is the Smithsonian in Panama? What is now Panama was under water until 

about three million years ago. The rise of the Isthmus of Panama changed the world. It 

connected North and South America and separated the Atlantic from the Pacific, setting 

into motion a global change that dramatically impacted marine and terrestrial life. STRI 

has been located at the heart of this event for more than a century. Its 13 research 

facilities and field stations, situated throughout Panama’s diverse ecosystems, serve as an 

unparalleled field research platform to investigate the critical events that shaped the world 

and its tropical diversity. Furthermore, the 1,400 resident and visiting scientists and 

students hosted by STRI each year make it a vital teaching and research platform for the 

nation. 

Scientific Productivity 

A Visiting Committee of outside experts regularly evaluates the relevance, quality, 

and performance of STRI scientists. In their last review, the Visiting Committee used 

National Research Council criteria to measure the productivity and impact of STRI 

science compared to 142 of the best university research departments in the United 

States. STRI scientists ranked first in all measures of scientific relevance (e.g., publication 

citations), quality (e.g., scientific honors), and productivity (e.g., publication numbers). In 

addition, the number of young scientists who choose STRI as the base for their graduate 

and postgraduate research training provides another annual measure of the relevance 

and quality of STRI science to the future of tropical biology and policy. 

STRI’s 35 staff scientists and more than 200 research assistants-in-residence 

share the science platform with scientists from the United States and international 

85 
organizations. Each year, approximately 1,400 visiting scientists conduct research at 

STRI facilities with scientists who are leaders in their fields. This collaborative effort has 

produced more than 14,613 scientific publications to date, and currently results in an 

average of one new scientific publication every day. 

However, FY 2020 was a challenging year and the measures needed to contain 

the COVID-19 pandemic required the closure of STRI facilities for most of that time. A 

lack of access to laboratory facilities and field sites led to a reduction in STRI’s scientific 

research projects and publications. Numerous studies were halted or cancelled, and 

several long-term experiments were discontinued as well. Despite the closures, STRI’s 

scientific achievements include the following: 

• The Institute hosted 633 scientific visitors, down from the 1,172 scientific visitors 

in FY 2019, due to the COVID-19 closures. 

• In FY 2020, STRI processed a total of 146 academic appointments, of which 82 

(56 percent) were women and 64 (44 percent) were men. Of these, 71 (49 

percent) were from Latin America. They received 34 internships, 26 predoctoral 

Fellowships and 11 postdoctoral Fellowships. (There were 241 academic 

appointments in FY 2019.) 

• The Institute hosted nine field courses in FY 2020 compared to 16 field courses 

in FY 2019. 

• In total, STRI’s contributions to the Smithsonian Research Online bibliography 

included 566 publications by STRI-affiliated scientists for FY 2020: one book, 

four book sections, 198 online data sets, 361 journal articles, and two reports. 

This brings the total number to 14,613 STRI publications in the Smithsonian 

Research Online bibliography. 

Scientific Directions 

The long-term research conducted by STRI scientists and collaborators is an 

essential contribution to the Smithsonian Institution’s Strategic Plan. STRI’s strategic plan 

is closely aligned with the Smithsonian Strategic Plan, particularly with regard to the 

following: Goal 2: Catalyze new conversations and address complex challenges; Goal 4: 

Understand and impact 21st century audiences; Goal 5: Drive large, visionary, 

interdisciplinary research and scholarly projects; and Goal 6: Preserve natural and 

cultural heritage while optimizing our assets. STRI has invested for the long term in 

several core research directions. These include: 

Environmental Health 

The Panama Canal Watershed provides drinking water for more than one million 

Panama residents and sustains the Panama Canal, which is essential to maintaining U.S. 

trade and commerce. One-half of the watershed has been deforested. STRI’s Agua Salud 

Project uses the Panama Canal’s central role in world commerce to focus global attention 

on the ecosystem services provided by tropical forests when compared with other types 

of land cover, presenting rigorous quantitative data on an important topic much debated 

by policy makers. The hydrology portion of the project focuses on how forests help 

sustain water-related ecosystems by mitigating the effects of droughts and floods and 

purifying water. 

86 
Monitoring Forest Health and the Global Carbon Cycle: ForestGEO 

Combining private and federal support, STRI collaborates with the Smithsonian 

Environmental Research Center (SERC), National Zoo/Smithsonian Conservation Biology 

Institute (SCBI), National Museum of Natural History (NMNH) and the Smithsonian 

Astrophysical Observatory (SAO) to create the Smithsonian Institution Global Earth 

Observatories (SIGEO), the largest terrestrial-based Earth observation system in the 

world. Additional U.S. partners and supporters include the National Science Foundation 

(NSF), National Aeronautics and Space Administration, National Oceanic and 

Atmospheric Administration, the U.S. Department of Agriculture Forest Service, U.S. 

Department of Energy, the U.S. Geological Survey (USGS), and the Centers for Disease 

Control and Prevention, as well as 80 partner institutions. STRI’s Center for Tropical 

Forest Science, now named ForestGEO, coordinates research activities in 27 countries 

on 71 standardized forest parcels to examine changes in forests, climate, and the 

interactions linking the two, as well as how these factors influence carbon sequestration. 

Monitoring the Oceans: MarineGEO 

The great success of ForestGEO led to the creation of MarineGEO, a cross-agency 

program that is developing a network of marine data-collection sites studying near-shore 

environments. MarineGEO is the first long-term, international research program to focus 

on understanding coastal marine life and its role in maintaining resilient ecosystems. With 

its strategic location, STRI is unique in its capability to provide facilities on two tropical 

oceans to continue this important research. 

Marine Invasions 

Trade through the Panama Canal increased dramatically since the June 2016 

completion of the canal lock expansion project. As a result, STRI scientists and 

colleagues at SERC, in Maryland, are documenting the distribution of invasive marine 

organisms, providing an unparalleled platform to understand the biology and impact of 

invasive species. This research has profound implications for mitigating the problems of 

invasive species, such as emerging aquatic diseases in the great seaways of the world, 

from the Panama Canal to the Great Lakes of North America. 

Marine Mammal Conservation 

STRI scientists are radio-tracking humpback whales and other marine mammals, 

and revealed that the whales — notably mothers with calves — were at high risk of being 

struck by ships entering or exiting the Panama Canal. With support from Panama’s 

maritime and Canal authorities, the International Maritime Organization approved a traffic 

separation scheme (TSS) in 2014, and officially implemented it as international policy. 

This type of marine conservation work is a U.S. State Department priority and 

demonstrated that the TSS could reduce potential collisions between ships and whales by 

95 percent. 

Panama Amphibian Rescue Conservation Project 

Amphibians are disappearing around the world. A systematic global assessment 

of all 5,743 known amphibian species determined that one-third of all species surveyed 

are in danger of extinction. The main cause of this massive extinction is the pathogenic 

chytrid fungus Batrachochytrium dendrobatidis (Bd), which causes a disease called 

87 
 

Chytridiomycosis. In response to the massive loss of Panama’s amphibian biodiversity,

due mainly to the chytrid fungus, STRI has partnered with African Safari, the Houston 

Zoo, the Cheyenne Mountain Zoo, Zoo New England, Defenders of Wildlife, and the 

SCBI to found the Panama Amphibian Rescue Conservation (PARC) project. To date, 

the project has built two ex-situ facilities in Panama, and successfully bred more than 10 

endangered amphibian species, including the Panamanian Golden Frog, a conservation 

flagship species now extinct in the wild. 

Microbial Biology Research Program 

As part of their core missions, SCBI, STRI, and SERC will establish tropical and 

temperate microbial biology research programs to fill significant gaps in knowledge and 

complement current data on ecosystem and species biodiversity and health in tropical 

and temperate ecosystems. Microbial biology is an important field of study because 

small life forms such as microbes, viruses, and microfungi constitute key branches of 

the Tree of Life, yet the overwhelming majority of their biodiversity has never been 

documented, and in most cases their contributions to sustaining ecosystem functions 

and the health of animals are unknown. Microbes help maintain the health of the 

biosphere in general, and human health in particular. Malevolent microbes challenge 

our public health systems, threaten agricultural, marine, and terrestrial ecosystems, and 

attack corals, plants, fish and other animals, as well as vulnerable human populations. 

Microbial pressures from human activities are most intense in coastal ecosystems, 

where most humans live. The increasing contact between humans, our livestock, and 

wild animals threatens to unleash new microbes as emerging agents of infectious 

disease. Recognizing the potential of this research, STRI recently received substantial 

funding from the Moore and Simons foundations to develop programs in microbial 

ecology on land and in the sea. This initiative also received funding from the Rohr 

Foundation to study how microbes can influence the resilience of dying coral reefs. 

This FY 2022 budget request includes an increase of $377,000 for necessary pay 

and other related salary costs for existing staff funded under this line item. 

MEANS AND STRATEGY 

STRI is the only major research center to locate modern scientific instrumentation 

and facilities at the edges of tropical forests and coral reefs. STRI staff lead internationally 

recognized research programs and assist scientific visitors with obtaining visas, collecting 

permits, transportation, housing, computing, and library needs. STRI staff are also 

mentors for students from universities across the United States and around the world. 

Panamanian staff and the support of the Government of Panama, including rent-free use 

of multiple properties, have fostered Smithsonian research in Panama for more than a 

century and STRI has been an exceptional ambassador of goodwill for the United States 

in Panama and throughout Latin America. 

As part of its core mission, STRI will continue to enhance the Smithsonian’s 

platform for long-term research on biodiversity, ecosystems, and the impacts of 

environmental change. This will be accomplished through novel research, educating the 

next generation of scientists, and disseminating scientific findings to its global audiences. 

88 
Policy makers and scientists need long-term data on fluctuations in the primary 

productivity of forests and reefs around the globe, as well as information on changes in 

the abundance and distribution of biological diversity, to distinguish the components of 

global change that can be ascribed to planetary processes from those that may be 

caused by human activity. The Smithsonian Institution is building on its unique research 

infrastructure to provide the required data by expanding its global network of dynamic, 

long-term tropical forest plots into the temperate zone, and by collecting additional data 

on vertebrates, insects, and soil micro-organisms, in addition to the trees in the 

ForestGEO plots that scientists have monitored for more than three decades. 

In addition, STRI shares knowledge, experience, and expertise with the next 

generation of tropical scientists. In particular, STRI typically hosts more than 800 pre- and 

postdoctoral students each year, half of whom come from the United States. For many, 

their experience at STRI is their first real opportunity to be scientists. The experience is 

transformational. As mentors, the Institute’s researchers guide these future investigators, 

encouraging their scientific development and challenging them to develop the scientific 

rigor required to make new discoveries, and to share them for the welfare of humanity. 

STRI also supports education by continuing to work with primary school science 

teachers to inspire wonder and critical thinking skills in the classroom. In Panama and 

through digital partnerships with school districts in the United States, STRI explains field 

and laboratory science and makes environmental research accessible to teachers and 

students. 

ENABLING STRI’s MISSION THROUGH ORGANIZATIONAL EXCELLENCE

STRI continues to advance the vision detailed in the decadal plan for upgrading its 

facilities, some of which date back to the pre-World War II era of Panama Canal defense. 

STRI is also developing its Coibita facilities as required by its benefactors. The 10-year 

STRI facilities plan represents an important opportunity for the Smithsonian to provide its 

tropical scientists with the modernized, sustainable, and state-of-the-science facilities 

needed to study and brainstorm solutions to the environmental challenges of the 21st 

century. 

STRI also offers important facility resources for federal agencies and universities. 

For terrestrial research, STRI serves as the headquarters for ForestGEO. For coastal 

areas, the USGS partnered with STRI to establish seismic monitoring equipment on 

BCNM as part of its Caribbean Tsunami Warning System. In addition, the Continuously 

Operating Caribbean GPS Observational Network (COCONet) project, funded by the 

NSF, has partnered with STRI to develop large-scale geodetic and atmospheric 

monitoring infrastructure in the Caribbean. STRI’s two marine facilities in the Atlantic 

(Bocas del Toro and Galeta) and two in the Pacific (Naos and Coibita Island) permit 

scientists to move between experiments in the eastern Pacific Ocean and the Caribbean 

Sea in a few hours. This represents a principal component of the Smithsonian 

MarineGEO network that extends from the Chesapeake Bay to Florida, Belize, and 

Panama. The recurring two-ocean theme in marine science at STRI has resulted in 

landmark studies of the evolution and ecology of tropical marine species and 

communities, as well as research funded by the NSF and the National Institutes of Health 

89 
for the ecologically guided discovery of new pharmaceutical compounds. STRI’s direct 

access to two oceans takes on increased importance as experimental platforms to study 

the impact of climate change and ocean acidification on coastal coral reefs, sea grasses, 

and mangroves. In support of this vital research, the Institute’s facilities on Coibita Island 

provide a new MarineGEO platform in the Pacific. 

FY 2022 will be another year in which STRI continues to more efficiently use its 

available resources while at the same time adapting its work to be more cost-effective in 

the ever-expanding economy of Panama. STRI’s organizational efforts will include 

continued upgrades of its physical plant by seeking to reduce deferred maintenance and 

to conduct more design planning. In addition, STRI will rely on its restructured 

organization, including its Information Technology department and finance and 

administration areas, to better and more efficiently meet the needs of its scientific 

computing community as well as the business needs of the Institute. 

NONAPPROPRIATED RESOURCES — General trust funds support salaries for a small 

percentage of STRI employees involved in research, public outreach, and fund raising. 

Donor/sponsor-designated funds support specific programs and projects to investigate 

key indicators of global environmental health. 

More specifically, donor-designated support also includes an endowed chair for the 

director of STRI, an endowed staff position in tropical paleoecology, an endowed chair for 

the director of ForestGEO, and private funds for a staff position in terrestrial microbiology 

provided by the Simons Foundation. In addition, with private funds from the Moore 

Foundation, STRI has launched a new initiative to understand the important role played 

by microbes in marine ecosystems and hosts a series of postdoctoral Fellows. STRI is 

also leveraging private funds to support a new staff scientist and conduct research to 

better understand the vital role microbes play in determining the health of forest 

ecosystems. 

Recent funding from the Rohr Foundation has enabled the Reef Resilience 

Program, including four new postdoctoral Fellows. Donor-designated support also funds 

postdoctoral studies of the relationship between organism brain size and behavioral 

complexity, and postdoctoral Fellowships in tropical marine biology, using STRI’s Bocas 

del Toro and Galeta field stations in the Caribbean and its Naos Laboratories and Coibita 

Island field station in the eastern Pacific Ocean. 

Unfortunately, all of this private-sector support has been undercut by STRI’s 

significant loss of trust funding as a result of the COVID-19 pandemic closures, with 

nearly all revenue-generating activities having been cancelled in FY 2020. This has 

required STRI to realign its expenses to maintain financial stability during the ongoing 

closures. 

90 
ARTHUR M. SACKLER GALLERY/FREER GALLERY OF ART 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 45 6,273 4 1,848 54 9,999 0 184 

FY 2021 

ENACTED 45 6,461 4 1,983 62 13,809 0 237 

FY 2022 

REQUEST 46 6,829 4 2,042 62 14,223 0 244 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 6 1,471 6 1,501 0 30

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 1 65 1 70 0 5

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 3 274 4 429 1 155

Exhibitions

Offer compelling, first-class exhibitions 15 2,268 15 2,345 0 77

Education

Engage and inspire diverse audiences 5 480 5 505 0 25

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 12 1,447 12 1,508 0 61

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 3 456 3 471 0 15

Total 45 6,461 46 6,829 1 368

FY 2021 FY 2022 Change

91 
 

 

 

 

 

 

 

 

 

BACKGROUND AND CONTEXT 

On May 9, 1923, the Freer Gallery of Art quietly opened its doors to the public as 

the first fine arts museum on the National Mall, embodying the fulfillment of Charles 

Lang Freer’s dream to make his collection of nearly 10,000 Asian and American works 

of art available to the nation. Almost 65 years later, on September 28,1987, the Arthur 

M. Sackler Gallery opened, adding another 1,000 works of Asian art and more than 

40,000 square feet of public space. 

The Freer and Sackler Galleries that, together, constitute the National Museum 

of Asian Art, now house one of the world’s finest collections of these precious cultural 

artifacts and objects. Some 44,000 objects range from the Near East, through South 

and southeast Asia, to East Asia, and from the Neolithic period to the 21st century. 

Connected physically and unified administratively, the Galleries are dedicated to 

increasing our understanding of the arts and cultures of Asia through a broad portfolio of 

exhibitions, publications, conservation, research, and education. 

Based on broad consultation, and fully aligned with the Smithsonian’s overall

Strategic Plan, the Galleries’ new strategic plan, adopted in June of 2019, charts a path 

that is as faithful to our past as it is ambitiously future-oriented. The vision, values, and 

goals that it sets out promise a more creative, engaged, and efficient Museum; one that 

celebrates art and addresses essential questions about culture. Above all, it aims to do 

full justice to the extraordinary art it houses and the public trust it holds. 

The FY 2022 budget request includes an increase of $368,000 that includes 

$228,000 for necessary pay and other related salary costs for existing staff funded under 

this line item, and a programmatic increase of 1 FTE and $140,000 for visitor engagement. 

MEANS AND STRATEGY 

The Galleries will advance both Institution-wide and internal goals by continuing 

to execute their 2020–2025 strategic plan to guide operations, planning, and decision 

making. The plan’s four goals are both practical and ambitious. They are as follows:

• Goal 1: To expand, preserve, and celebrate our collections; 

• Goal 2: To identify, attract, and serve new audiences through both our 

physical and digital spaces; 

• Goal 3: To foster an object-inspired understanding of the arts communities, 

cultures, and societies of Asia; and 

• Goal 4: To build a Museum culture that is creative, collaborative, transparent, 

and resourceful. 

In FY 2022, the Galleries intend to: 

• ensure the integrity of our collection by enhancing the Galleries’ excellence in

conservation and scientific research; 

92 
 

 

 

 

 

 

• implement a digital plan that extends our reach and impact to national and 

international audiences; 

• raise our local, national, and international profile through a coordinated 

campaign of communications, partnerships, and programming to attract 

audiences interested in understanding and celebrating Asian art and culture; 

• better address visitor needs; 

• build substantive and funded collaborations with the Smithsonian, selected 

museums, universities, and other non-profit partners to broaden our expertise 

and impact in fostering an understanding of Asian arts, cultures, and 

societies; 

• build relationships with Asian and Asian American communities, including 

organizations that represent them, by enhancing our outreach and 

programming through formal partnerships and informal synergies; 

• advance our centennial planning to ensure that we are prepared for this 

significant Smithsonian and Museum milestone; and 

• advance a fundraising strategy to support the Galleries’ priorities. 

The Museum will monitor progress on these focused plans and other daily 

operations through its cross-departmental implementation team. This team provides 

regular oversight of our action plans and tracks our progress on key performance 

indicators. These metrics allow the Galleries to take advantage of emerging 

opportunities and adjust to revenue fluctuations but also provide the focus needed to 

ensure that the four goals of the plan are achieved. 

In addition, the Museum has a longstanding commitment to education, 

scholarship, and research, which will continue to be advanced by sharing knowledge 

with our student audiences through deep digital engagement and online programming 

that bring our collections and research to the public. 

In FY 2022, the Galleries will pay special attention to programming, visitor 

services, communications, research, and advancement. We will also increase our 

commitment to visitor accessibility in the following areas: 

• Formalize plans for a centennial year celebration in 2023; 

• Continue to operate under the constraints of the Smithsonian’s response to

COVID-19. This response has required a rethinking of our in-house 

operations. We have strengthened our visitor services team and operations 

plans to meet nearly $1 million in operational costs; 

• Build upon audience research, including the results of the study supported by 

a grant from the Smithsonian’s Asian American Pacific Islander Center, to 

help Museum leadership better understand how the Galleries are viewed by 

Asian American communities; 

• Capitalize on a digital-first approach that puts the Galleries at the forefront of 

the Smithsonian’s open-access effort by executing the Museum’s digital 

strategic plan developed in collaboration with an Institution-wide team of 

digital experts; 

93 
 

 

 

 

• Plan for a new Center for Asian Art Conservation, Research, and Education 

that builds upon the Museum’s unrivalled expertise in Asian art conservation 

and both broadens and deepens our impact as a leading educational 

resource for visitors, both in person and online; 

• Transform the Galleries’ current laboratory into an active site of participation 

in and collaboration on conservation and scientific research. By expanding 

our digital reach, the Museum will engage current and new audiences more 

deeply in conservation work, sharing knowledge and stimulating new ideas; 

and 

• Continue to implement a set of digital solutions which infuse features and 

functionality into core activities and better serve the needs of internal and 

external users. 

The FY 2022 exhibition schedule and complementary public programs will offer 

opportunities for audience engagement with both historical and contemporary topics 

and provide access to some of the finest works of art from Asia. 

As we continue to build a Museum culture that is creative, collaborative, 

transparent, and resourceful, we will assess and enhance staff development, the 

efficacy of our organizational structure, and oversight of internal controls, in the 

following ways: 

• Maintain fiscal discipline in support of our strategic plan and take advantage 

of opportunities for investments in infrastructure and new partnerships; 

• Recruit new talent in the areas of curation, research, visitor services, and 

administration, In FY 2022, we will work with our colleagues to ensure their 

successful transition to the Smithsonian and to provide the mentorship and 

resources they will need to advance our mission. This infusion of new 

thinking, talent, and enthusiasm will also allow Museum leadership to assess 

operations and ensure that the Galleries are nimble, collaborative, and wellpositioned to meet the challenges of the next century; and 

• Continue dedicating funds to leadership and supervisory training to equip 

managers and supervisors with the information, skills, and tools needed to 

make effective decisions. 

EXPLANATION OF CHANGE 

This budget request includes an increase of $368,000 that includes $228,000 for 

necessary pay and other related salary costs for existing staff funded under this line item, 

and a programmatic increase of 1 FTE and $140,000 for visitor engagement. 

94 
 

 

Visitor Engagement (+$140,000, +1 FTE) 

The Galleries need a visitor services staffer to manage the visitor count system 

and provide the analytics required to deepen our understanding of visitors’ journeys 

through our public spaces and improve visitor wayfinding, including signage and maps 

printed in multiple languages. The recent COVID-19 pandemic has made this need 

even more pressing because volunteers previously formed the foundation of our visitor 

services pool. This position is essential to enable the Museum to safely and reliably 

deliver on the Smithsonian’s promise to ensure access for all, especially those with 

disabilities, and to support efforts to meet one of the most important operational 

challenges in visitor services. 

NONAPPROPRIATED RESOURCES — General trust and donor/sponsor-designated 

funds are generated from memberships, revenue sharing from Museum shop sales and 

the Smithsonian Channel; participation fees from traveling exhibition venues; special 

events; unrestricted and restricted gifts and grants; and endowment income. The Freer 

and Sackler Galleries depend to a large extent on nonappropriated income sources to 

provide the quality of exhibitions, programs, and publications expected by visitors and 

scholars, both online and on site. 

95 
CENTER FOR FOLKLIFE AND CULTURAL HERITAGE 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 17 3,484 11 1,697 6 842 2 455 

FY 2021 

ENACTED 17 3,565 10 1,250 4 700 2 275 

FY 2022 

REQUEST 17 3,637 11 1,430 7 1,500 4 950 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in vital arts and humanities research 1 180 1 184 0 4

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 1 200 1 204 0 4

Understand and Impact 21st Century Audiences

Exhibitions

Offer compelling, first-class exhibitions 8 1,761 8 1,805 0 44

Education

Engage and inspire diverse audiences 1 205 1 209 0 4

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 4 424 4 432 0 8

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 0 395 0 395 0 0

Security

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors and volunteers 0 100 0 100 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 2 300 2 308 0 8

Total 17 3,565 17 3,637 0 72

FY 2021 FY 2022 Change

96 
 

BACKGROUND AND CONTEXT 

The Center for Folklife and Cultural Heritage (CFCH) is a research and 

education unit of the Smithsonian with the mission to increase understanding of the 

diverse, community-based cultural traditions found in the United States and around 

the world, aid their preservation and continuity, and strengthen the public’s 

appreciation for our shared humanity. For more than five decades, the CFCH has 

accomplished this mission through scholarly research, public presentation — most 

dramatically through the Smithsonian Folklife Festival held annually on the National 

Mall — and widely distributed publications, as well as through Smithsonian Folkways 

Recordings, documentation, and archival preservation held in the Ralph Rinzler 

Folklife Archives and Collections and various other cultural heritage and sustainability 

projects. The Center has also developed a robust website and digital outreach 

presence that reaches an audience of hundreds of millions. The CFCH collaborates 

closely with Smithsonian museums, cultural and educational centers, and other 

federal partners — especially the Library of Congress’ American Folklife Center and 

the National Endowment for the Arts’ Folk and Traditional Arts program, in addition to 

hundreds of organizations in the United States and around the globe. 

The CFCH is recognized as a national and world leader in the cultural heritage 

field. The award-winning Smithsonian Folklife Festival is a model for presenting living, 

community-based cultural heritage in U.S. states and other nations. The CFCH has 

repeatedly produced large, public educational events similar to the Festival and 

featuring cultural performances and demonstrations for presidential inaugurals, the 

opening of national museums and monuments such as the National Museum of 

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

the World War II Memorial, and the Olympics. 

In the field of fine arts, Smithsonian Folkways Recordings has garnered critical 

acclaim, including 36 Grammy Award nominations, seven Grammys, and 26 

Independent Music Awards for tradition-based musical recordings. Recognition of the 

CFCH’s excellence includes Academy and Emmy Awards for documentary film, and 

awards from various educational organizations. Center staff have authored important 

books, been elected to the National Academies, led professional associations, and 

received top national and international honors. CFCH staff lecture at universities and 

museums and annually mentor more than 130 interns and Fellows from the United 

States and other nations. The CFCH consults with the U.S. Department of State on 

international cultural heritage policies and has partnered with the U.S. Agency on 

International Development (USAID) on many projects to encourage cultural 

enterprise and development. 

The FY 2022 budget request includes an increase of $72,000 for necessary 

pay and other related salary costs for existing staff funded under this line item. 

97 
MEANS AND STRATEGY 

The CFCH accomplishes its mission through high-quality scholarship, 

educational productions, and project implementation which often involve collaborating 

with other Smithsonian and external partners. Toward this end, federal appropriations 

provide base-level support for research and education, archival and collections care, 

and Festival production, while also leveraging support from U.S. federal and state 

agencies, foreign nations, foundations, and philanthropic sources. Federal collections 

support is vital for research and educational purposes, and for Smithsonian Folkways 

Recordings, which generates $3 million annually in earned revenue to support 20 

staff salaries and operations from the proceeds of distributing and licensing music in 

the collections. Federal appropriations thus represent an investment that annually 

leverages about three times its value in nonappropriated funds and reaches an 

audience of more than 300 million a year, thereby also increasing public 

understanding of grassroots cultural traditions in the United States and abroad. 

The CFCH’s original signature production, the Smithsonian Folklife Festival, 

could not be held on the National Mall in 2021 due to the COVID-19 pandemic, but 

the Center replicated its success from 2020 by pivoting to an online presence that 

offers audiovisual musical performances, narrative sessions, crafts, and cooking 

demonstrations digitally. In 2022, the Festival will return to the National Mall for its 

two-week run, overlapping Independence Day celebrations with three programs: one 

focusing on American cultural traditions growing out of the nation’s diverse religions; 

a second on the folklife of the United Arab Emirates; and a third on how local cultural 

traditions are applied to address environmental conservation. In 2023, the Festival is 

planning several programs, including one on the culture of the Ozarks and another on 

immigration and migration. In harmony with the Smithsonian’s overall digital strategy 

to expand its reach, and applying lessons learned from digitally adapting to the 

pandemic, the Festival will offer more programmatic content online, extending its 

impact well beyond the two-week physical production on the National Mall. 

Smithsonian Folkways Recordings — the Center’s most broadly distributed 

signature product — extended its impact in 2021 with the continued success of three 

landmark music boxed sets: the New Orleans Jazz Festival; the Social Power of 

Music; and the Grammy-winning Pete Seeger collection. New releases in 2021 reflect 

the diversity of the collection, with recordings from artists such as Lucinda Williams, 

Industrial Strength Blue Grass from southwestern Ohio, and Miyamoto’s 120,000 

Stories — music illustrating the experience of Japanese Americans and Asian 

Americans more broadly. Collaborations with the Smithsonian Latino Center have 

produced the Tradiciones/Traditions series, including a new recording by the Latino 

urban contemporary group Quetzal. Songs of Our Native Daughters, the latest 

offering in the African American Legacy series with the National Museum of African 

American History and Culture, formed the basis of a new television documentary for 

the Smithsonian Channel. The Smithsonian Anthology of Hip Hop and Rap will be the 

foremost product of that collaboration, a major production for release in late FY 2021 

that will generate enormous attention with its nine CDs containing 129 tracks and a 

98 
well-illustrated, 300-page book. It is likely to become a benchmark publication, setting 

the standard for the field, much like prior Smithsonian anthologies of jazz and folk 

music. Numerous Smithsonian programs are scheduled to build off this boxed set in 

FY 2022. Additionally, about 15 new releases are planned for the coming year, 

including the first of those from the recently acquired Arhoolie Records collection. 

Also in 2022, Folkways will continue to extend its reach to millions more 

listeners, distributing 65,000 tracks of audio recordings to teachers, students, 

scholars, and the public. Digital distribution will expand further via downloadable 

audio streams, podcast feeds, and multi-media video features. Folkways will continue 

to grow its 256 million-plus circulation of digital content through non-Smithsonian 

websites such as iTunes U, and SoundCloud, which will extend its reach to more 

than 100 countries. It will continue to expand its collaboration with private partners to 

deliver the entire Folkways collection to more than 560 libraries throughout the North 

American continent and beyond. 

A third signature program, the Smithsonian Cultural Sustainability Initiative, 

invigorates the Center’s long-established commitment to community engagement, 

cultural documentation, and support of cultural vitality. Four ongoing, five-year 

programs address the urgent need to save endangered languages and cultural 

expressions and the associated loss of their knowledge. This includes USAID-funded 

projects on preserving cultural heritage and connected livelihoods among Tibetan 

communities in China, and on linking cultural heritage preservation with sustainable 

tourism in Armenia. These philanthropically supported projects research ways to 

sustain minority languages in Europe and work with the Royal Textile Academy of 

Bhutan, a national center focused on preserving traditional weaving, and integrate 

such efforts with educational programs and economic development initiatives. 

The Ralph Rinzler Folklife Archives and Collections contain the written and 

audiovisual documentation of more than 50 years of Festival research and planning, 

as well as the recordings of Folkways and 18 other labels and other projects. 

Recognized by the UNESCO Memory of the World Register, this is an extraordinary 

repository that documents humanity’s grassroots cultural traditions and serves as a 

resource for scholars, artists, cultural workers, teachers, students, and the general 

public. In FYs 2021 and 2022, major tasks include the re-housing of the collections in 

expanded space and the digitization of audiovisual collections aided by funding from 

the Smithsonian’s National Collections Program and the processing of materials from 

the Arhoolie Records collection. The Center will make these vast collections 

accessible to source communities and the public while ensuring their continued use 

as a “working archive” for CFCH staff who depend on them for ongoing productions. 

Center curators and research staff will continue to publish books, articles, 

and Web features, and make professional presentations at gatherings of 

specialists. The CFCH’s cultural heritage policy team will continue its vital 

participation in national and international cultural heritage policy formulation by 

consulting with the U.S. Department of State, cooperating with our national and 

99 
state folklife colleagues, and collaborating with other national and international 

organizations. 

The CFCH continues to play a strong role in realizing the Smithsonian’s

Strategic Plan. It is a key collaborator with numerous museums and units for “One 

Smithsonian” initiatives. It led the Smithsonian Year of Music in 2019 and is working 

with the Smithsonian’s Conservation Commons to help produce a major 2022 

Festival program on the role of local community culture in environmental 

preservation. The CFCH works closely with the history, art, and culture museums and 

centers on public programs, Web features, and recordings. It has worked with 

colleagues in the National Museum of the American Indian and the National Museum 

of Natural History in organizing the annual Mother Tongue Film Festival. The Center 

also works with the National Museum of American History on the American Women’s 

History Initiative. In addition, the CFCH plays a leadership role with programming for 

the Smithsonian Channel and regularly contributes stories to Smithsonian magazine. 

As the Smithsonian and the nation prepare for the 250th anniversary of U.S. 

independence, the CFCH expects to play a major organizing and coordinating role in 

those efforts as well. 

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

benefits of approximately one-quarter of the CFCH’s personnel, and revenues from 

Folkways Recordings pay about a third of all staff salaries and expenses. Donor and 

sponsor-designated funds cover costs related to specific projects such as the 

programmatic components of the Smithsonian Folklife Festival, some research 

efforts, and several other educational programs. 

100 
COOPER HEWITT, SMITHSONIAN DESIGN MUSEUM 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 36 5,086 27 3,635 29 4,773 0 224 

FY 2021 

ENACTED 36 5,190 27 3,556 26 5,115 1 150 

FY 2022 

REQUEST 38 5,517 27 3,750 26 5,750 1 150 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in vital arts and humanities research 4 364 4 375 0 11

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 1 108 2 216 1 108

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 1 128 1 131 0 3

Exhibitions

Offer compelling, first-class exhibitions 4 403 4 414 0 11

Education

Engage and inspire diverse audiences 3 270 3 278 0 8

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 7 2,107 8 2,247 1 140

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 11 1,150 11 1,182 0 32

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 4 488 4 499 0 11

Information Technology

Improve the Institution's information technology 

systems and infrastructure 1 172 1 175 0 3

Total 36 5,190 38 5,517 2 327

FY 2021 FY 2022 Change

101 
 

BACKGROUND AND CONTEXT 

Cooper Hewitt, Smithsonian Design Museum (CHSDM), in New York City, is one 

of two Smithsonian museums located outside of Washington, DC. CHSDM is the only 

museum in the nation dedicated exclusively to historic and contemporary design. Its 

collection is international in scope and encompasses 215,000 objects representing 30 

centuries of design, from China’s Han Dynasty (200 B.C.) to the present. The Museum 

presents compelling perspectives on the impact of design on daily life through 

educational programs, exhibitions, and publications. After a major renovation, CHSDM 

reopened in 2014, changing the way the Museum inspires, educates, and empowers 

people through design. 

As the design authority of the United States, CHSDM’s programs and exhibitions 

demonstrate how design shapes culture and history — past, present, and future. To 

achieve the Institution’s strategic goal of Impacting 21st Century Audiences, the 

Museum will continue its dynamic exhibition programming and active roster of 

educational and public programs, as well as expand the number of programs offered 

virtually and in venues outside the New York metropolitan area in 2022. Together, these 

programs will help CHSDM engage larger, more diverse audiences, and fulfill its 

mission to serve as a catalyst for design education throughout the nation and 

internationally. 

The Museum devotes resources to ensure the advancement of knowledge in the 

humanities by fostering a greater understanding of the role of design in everyday life 

and its impact on shaping the built environment of the past, present, and future; and to 

encourage the “by-products” of design thinking — such as creative problem solving and 

teamwork — in other disciplines and areas of life, through interactive, engaging, inperson and online experiences. 

The FY 2022 budget request includes an increase of $327,000. The increase 

includes $110,000 for necessary pay and other related salary costs for existing staff 

funded under this line item and a programmatic increase of 2 FTEs and $217,000 for 

collections and digital support. 

MEANS AND STRATEGY 

In FY 2022, CHSDM will continue to transform the Museum visit from passive to 

participatory with the most innovative, educational, immersive, and interactive 

exhibitions for the public, focusing on the design process. The Museum will present 

exhibitions on the 20th-century graphic design pioneer Edward McKnight Kauffer, 

Design & Epidemics: Creativity Responds to Crisis, which will focus on the innovative 

design work being done in response to the COVID-19 pandemic, and Designing Peace, 

which will explore how design can address some of our most vexing issues in society. 

Building on the success of features such as the “interactive pen,” the Museum 

will continue to explore enhanced visitor experiences through the Interaction Lab, a new 

102 
 

kind of research and development space where we are reimagining the museum 

experience for the 21st century. With exhibits designed to keep pace with emerging 

technology, we are bringing a holistic, interactive design methodology to CHSDM’s 

visitor experience. 

CHSDM resources will continue to support our strategic goal to Enhance 

Disciplinary Research, thus ensuring the advancement of knowledge in the humanities 

through exhibition-related and collections-oriented scholarly research to create the most 

innovative and educational exhibitions for the public. 

To achieve the goal of Preserving Our Natural and Cultural Heritage, the 

Museum continues to acquire objects for its internationally renowned permanent 

collection. With the digitization of the collection completed, CHSDM continues to expand 

its online programs and channels for all exhibitions. The Museum will continue its more 

than 30-year partnership with the New School/Parsons with an on-site graduate 

program focused on the history of design and curatorial studies, which will give students 

and scholars access to objects in CHSDM’s collections.

In addition, CHSDM will inspire, educate, and empower audiences through 

design by offering educational programs and content in a variety of formats. The goal 

across all of the programming is to deliver content relevant to the program participant’s 

level of understanding of design and design thinking. The Museum will engage intergenerational audiences that include students, educators, emerging designers, design 

professionals, and the general public, through beginning, intermediate, and advanced 

programs in design. Programs will focus on using objects in the collection or on view in 

an exhibition as points of inspiration and reference; with the broad goals of developing 

practical creative problem-solving and critical thinking that can be applied to any field. 

The Museum will also continue its traditional offerings such as design field trips, family 

programs, docent-led tours, and public programs. The Museum is committed to making 

its programs and content virtually accessible. Furthermore, CHSDM will continue to 

make its educational opportunities available to a much broader audience through online 

platforms such as the SI Learning Lab. 

The Museum will also continue to offer nationally recognized design thinkingfocused professional development workshops for K–12 educators across the country by 

leveraging its world-renowned design collection. 

To advance the Smithsonian’s goal of Enabling Cost-Effective and Responsive 

Administration, CHSDM will enhance its reputation, and that of the Smithsonian, by 

continuing to secure significant media coverage across national and international print 

and digital platforms such as The New York Times, The Washington Post, and The Wall 

Street Journal, as well as general interest publications and those relating to all fields of 

design, and increase the Museum’s social media presence. CHSDM will maintain and 

cultivate substantive relationships with the public, its existing membership community, 

state and local governments, children, educators, business leaders, and designers. 

103 
EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of $327,000. This 

includes $110,000 for necessary pay and other related salary costs for existing 

staff and an increase (2 FTEs and $217,000) for collections and digital support. 

Collections and Digital Support (+$217,000, +2 FTEs) 

The programmatic increase of 2 FTEs will strengthen the Museum’s support of its 

extensive collection and comprehensive digital initiatives. The collections database 

manager would develop consistent standards and improve data quality, efficiency, and 

workflows within the Museum’s collections management system. This position is also key 

to the Museum-wide effort to unlock the collection, allowing CHSDM to make progress on 

tagging items in the extensive collection that are created by women and designers from 

under-represented groups, and making them easier to find. This position will also help 

propel increased use of the collection in all CHSDM’s public-facing initiatives, which 

include open access and a new, more accessible online presence for the collection. The 

Museum’s online collection is one of the most-visited pages on the website and one of the 

most popular collections within the Smithsonian’s open access offerings, and is visited by 

local, national, and international audiences. With more support from a collections 

database manager, the online collection can continue to reach audiences around the 

world and help them discover the power of design. 

The digital project manager will be responsible for ensuring that the digital projects 

are on schedule and facilitating clear communication between the many cross-department 

stakeholders responsible for the success of each project. Projects may be developed for 

individual exhibitions, public programs, publications, or in conjunction with the Museum’s 

Interaction Lab. CHSDM is known for innovative digital initiatives, which require a great 

deal of internal project management to complete tasks in a timely manner. The position 

will play a crucial role in supporting the entire complex technical needs and executing the 

digital team’s comprehensive roadmap. This will enable the Museum to continue its 

innovative digital work, which will make offerings more accessible and discoverable to 

audiences locally, nationally, and internationally, and allow our collections and scholarship 

to serve as an ongoing resource to educators, students, and design enthusiasts. 

NONAPPROPRIATED RESOURCES — Nonappropriated resources support 

60 percent of the Museum’s operating budget. General trust funds are generated from 

memberships, Museum shop sales, admissions, special events, and unrestricted 

contributions. General trust funds support salaries and benefits of administrative 

personnel, development and business activities, and other program-related costs. The 

Museum also raises funds from private sources to support research, exhibitions, public 

programs, and administrative functions. This includes securing contributions for new 

exhibitions, educational initiatives, and public outreach. Donor/sponsor-designated 

funds are essential to support exhibitions and educational initiatives. In addition, 

significant endowment gifts support research, exhibitions, public programs, and 

administrative functions. 

104 
HIRSHHORN MUSEUM AND SCULPTURE GARDEN 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 37 4,544 7 2,840 19 8,153 0 13 

FY 2021 

ENACTED 41 5,007 7 4,223 24 12,000 0 30 

FY 2022 

REQUEST 44 5,479 7 4,223 24 8,000 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 5 492 5 506 0 14

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 1 133 2 276 1 143

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 3 538 3 547 0 9

Exhibitions

Offer compelling, first-class exhibitions 15 1,696 15 1,738 0 42

Education

Engage and inspire diverse audiences 2 195 2 201 0 6

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 8 1,055 10 1,293 2 238

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 7 898 7 918 0 20

Total 41 5,007 44 5,479 3 472

FY 2021 FY 2022 Change

BACKGROUND AND CONTEXT 

The Hirshhorn Museum and Sculpture Garden is a leading voice for contemporary 

art and culture, providing a national platform for the art and artists of our time. The 

105 
Museum seeks to share the transformative power of modern and contemporary art with 

audiences at all levels of awareness and understanding by creating meaningful, personal 

experiences in which art, artists, audiences, and ideas converge. The Hirshhorn 

enhances public understanding and appreciation of contemporary art through 

acquisitions, exhibitions, education and public programs, conservation, and research. 

As the national museum for modern and contemporary art, the Hirshhorn is home 

to a collection of more than 12,000 artworks and objects which cover the broad sweep of 

visual culture of the last 150 years. Our extensive collection aligns with the Institution’s 

goal to Preserve Our Natural and Cultural Heritage. While the initial collection was a gift 

from the Museum’s founder, Joseph Hirshhorn, our collections acquisition efforts are 

ongoing. Our acquisition program focuses on artworks at the forefront of contemporary 

art, and we have increased efforts to prioritize greater diversity in our collection. For 

instance, nearly one-fifth of our acquisitions in the last five years were created by Black 

artists. The collections care and conservation of the Museum’s extensive holdings 

receives a substantial portion of our resources and enables us to showcase artwork at 

the Museum, online, and through an active loan program with other institutions. 

During FY 2021, the Museum transitioned from in-person to online programs and 

digital-native content as the primary means of connecting with our audiences. The 

closure of our physical spaces required by the COVID-19 pandemic provided an 

opportunity to highlight the time-based media and video works within our collection. We 

curated novel, digital-native exhibitions available to visitors through our website and 

social media channels, while also looking forward to the Museum’s reopening and 

preparing thoughtful and well-researched physical exhibitions. 

The Museum contributes to the strategic goal to Understand and Impact 21st 

Century Audiences with our wide range of educational and public programs that serve 

diverse audiences and encourage viewers to learn about various fields of contemporary 

culture. We leverage the lessons learned from ARTLAB+, our award-winning digital 

media studio that connects teenagers from local, underserved communities with artist 

mentors, to expand our audiences for youth and family programming. 

The Museum also pursues the goal to Enable Cost-Effective and Responsive 

Administration by constantly improving its financial and administrative management tools 

and procedures. The Hirshhorn strives to cultivate a staff culture that is efficient, 

collaborative, committed, innovative, and diverse. 

The FY 2022 budget request includes an increase of $472,000. The increase 

includes $117,000 for necessary pay and other related salary costs for existing staff, and 

a programmatic increase of 3 FTEs and $355,000 for efforts to strengthen the Museum’s 

collections management systems, online presence, and digital engagement. 

106 
MEANS AND STRATEGY 

Efforts to support Enhanced Interdisciplinary Research continue as the Museum 

develops public forums on the intersections of art, design, technology, and education, 

featuring international subject-matter experts and an interactive online component, 

extending digital audience engagement far beyond the walls of the physical Museum. The 

Hirshhorn will expand its online and on-site programs dealing with the role of technology 

and new media in contemporary art, museum culture, and digital education. 

The Hirshhorn’s proposed exhibition schedule for FY 2022 builds upon the mission 

to expand access to the arts and increase public understanding of, and engagement with, 

the international scope of modern and contemporary art in all its diversity. FY 2022 will 

feature exhibitions and major events highlighting the best of emerging, international 

contemporary art. This will include: 

• Laurie Anderson: The Weather will be the largest-ever U.S. exhibition of artwork by 

celebrated multimedia artist Laurie Anderson. Spanning her groundbreaking video 

and performance works from the 1970s to recent years, the exhibition will guide 

visitors through an immersive audiovisual experience. For more than four decades, 

Anderson has investigated pressing issues such as national identity, the climate crisis, 

and the effects of technology on human relationships. 

• Toyin Ojih Odutola: A Countervailing Theory. Executed in pastel, charcoal, and chalk, 

the installation features a series of 40 drawings, each work acting as an individual 

episode within an overarching narrative. Ojih Odutola encourages viewers to piece 

together the fragments of the stories she presents. Set within a surreal landscape 

inspired by the rock formations of Plateau State in central Nigeria, the works depict a 

fictional prehistoric civilization dominated by female rulers and served by male 

laborers. Drawing on an eclectic range of sources, from ancient history to popular 

culture, she investigates the power dynamics at play within this community. 

• It’s Art if I Say So, a Virtual Museum exhibit featuring artworks donated by Aaron and 

Barbara Levine and exploring the inimitable ways that Marcel Duchamp transformed 

the possibilities of what an artwork could be. Also, Blackbox 2.0 will continue as a 

thematic, online exhibition that explores how video, sound, and performance artists 

use new technologies and formats to imagine history now. Blackbox 2.0 was 

introduced during the Museum’s COVID-19-related closure and makes media 

artworks from the Hirshhorn’s collection available to viewers at home. 

In support of the strategic goal to Expand Digital Technologies, we will use the 

Museum’s website to engage with local and remote audiences regarding exhibition 

offerings, upcoming public programs, and information about collections and artists. 

Featured content includes audio and video from public programs, interviews with artists 

and curators, and searchable access to the Museum’s collections. The Hirshhorn’s 

communication and marketing efforts will diffuse deep knowledge of contemporary art 

and culture, not merely describe activities and exhibits in superficial terms. The Museum 

107 
continues to publish original catalogues to complement exhibitions, along with other 

books that examine modern art, design, and cultural shifts of the early 21st Century. 

Using Hirshhorn Eye! (Hi! for short), our revolutionary in-gallery art guide that uses 

image recognition to scan art and instantly provide access to exclusive artist videos and 

inside information, we have increased interaction between visitors and the digital resources 

of the Museum. Hi! content is updated regularly in coordination with our rotating exhibitions. 

In FY 2022, we will continue to create and deliver content that builds on the in-gallery 

exhibition learning aids. In addition, the innovative Hirshhorn Eye! technology will provide 

more in-depth content activations in our upcoming Collections Handbook. By scanning highquality photographs, readers will be linked to artist interviews, additional viewpoints, and 

related content that could not be included in the published book. 

The Hirshhorn will support the goal to Understand and Impact 21st Century 

Audiences through a range of public programs geared toward visitors with varying levels of 

art experience and cultural interests, and by expanding the concept of a museum as a 

learning center. Local artists will lead youth and teacher workshops for K–12 teachers and 

students. They will present ideas and inspirations to people of all ages through the “Meet

the Artist” programs and “In Conversation” interviews and panel discussions. The Museum 

will draw upon a wide pool of artists, researchers, and experts from different and 

unexpected fields to provide interpretive tours. 

In concert with educational foundation sponsors, the Hirshhorn will reinvigorate the 

ARTLAB+ program to create an environment where local teenagers can attend workshops 

to learn about and explore digital media. The Museum will re-launch the “Gallery Guides” 

program, which brings advanced art students into the galleries to aid visitors’ critical

experience with art on display, and which develops the students’ own education objectives 

and teaching skills. We will also pilot programs to capture additional audiences such as: 

preschool-aged children, families, and underserved audiences through increased 

accessibility programs offered in Spanish and American Sign Language. 

The Hirshhorn will Preserve Our Natural and Cultural Heritage by continuing 

collections research in the Museum’s state-of-the-art Conservation Lab and collections 

storage space. The upgraded spaces have improved natural light to enhance collections 

management and conservation activities. In addition, the Hirshhorn will further research 

and preserve time-based media (e.g., film, digital video, and audio) artworks by integrating 

the work of conservation and exhibits to provide leading-edge presentation and 

responsible stewardship of the analog and digital time-based media. The Museum will also 

continue to photograph and catalogue the permanent collection to make the collection more 

accessible via search features on the Hirshhorn’s website.

Under the strategic goal to Enable Cost-Effective and Responsive Administration, 

the Museum will pursue capital projects that merge the functional with the artistic by 

including artists and designers in discussions with Smithsonian Facilities staff. This will 

involve a revitalization of the Sculpture Garden and repairs to the building envelope. These 

projects will enable the Hirshhorn’s physical plant to support the Museum’s mission and its 

108 
expanded programming and collections, as well as enhance the visitor experience and 

address critical infrastructure needs. The new garden will create an area for large-scale 

contemporary works and performances within intimate spaces where visitors can enjoy the 

Museum’s modern masterpieces.

Finally, the Hirshhorn administration will continue to improve long-range program 

planning reviews to enhance resource allocation, funds management, and more effective 

cost sharing with outside organizations in support of major exhibitions and programs. By 

identifying and working with partners in the private sector, the Hirshhorn will leverage the 

Museum’s federal appropriations to the maximum extent possible.

EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of $472,000 that includes $117,000 

for necessary pay and other related salary costs for existing staff funded under this line item, 

and a programmatic increase of 3 FTEs and $355,000 for digitization and collections support. 

Digitization (+$140,000, +1 FTE) 

This budget request includes an increase of $140,000 and 1 FTE for the hire of an IT 

specialist/webmaster. The addition of a webmaster will support the Museum’s ability to 

feature time-based media artworks in the physical Museum galleries, as well as efforts to 

build the Hirshhorn’s Virtual Museum. This will enhance the Museum’s capabilities so they 

can participate in digital content production and more effectively transform their workflows to 

reach expanded audiences. 

Collections Support (+$215,000, +2 FTEs) 

This budget request includes an increase of $215,000 and 2 FTEs to hire a 

database administrator and a content manager. The database administrator will improve 

overall data management of the Museum's e-catalogue and will be responsible for the best 

practices related to the lifecycle of data, establishing security, and data-entry protocols. 

The content manager will produce, manage, and archive digital assets produced by the 

Hirshhorn, from artist interviews to Hirshhorn Eye! content. These positions will create 

enhanced, accurate catalogue records and improved data security in compliance with the 

Smithsonian’s collections management policies.

NONAPPROPRIATED RESOURCES — General trust funds support salaries and benefits 

of administrative and development personnel, as well as some programs and public 

relations staff, advancement activities, and exhibition and program-related costs. 

Donor/sponsor-designated funds are essential to support exhibitions, public programs, 

communications, and marketing. 

109 
 

NATIONAL MUSEUM OF AFRICAN ART 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 31 4,854 4 714 0 640 0 0 

FY 2021 

ENACTED 32 5,140 6 1,386 8 2,117 0 0 

FY 2022 

REQUEST 34 5,587 6 2,117 8 2,666 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

Program Category 

FY 2021 FY 2022 Change 

FTE $000 FTE $000 FTE $000 

Enhanced Interdisciplinary Research 

Research 

Engage in vital arts and humanities research 3 589 3 600 0 11 

Expand Digital Technologies 

Digitization and Web Support 

Provide improved digitization and Web support 4 349 6 694 2 345 

Understand and Impact 21st Century Audiences 

Public Programs 

Provide relevant reference services and disseminate 

information to the public 

3 555 3 566 0 11 

Exhibitions 

Offer compelling, first-class exhibitions 8 1,563 8 1,591 0 28 

Education 

Engage and inspire diverse audiences 4 558 4 573 0 15 

Preserve Our Natural and Cultural Heritage 

Collections 

Improve the stewardship of the national collections 5 697 5 715 0 18 

Enable Cost-Effective and Responsive 

Administration 

Management Operations 

Enable efficient and responsive administrative infrastructure 4 610 4 625 0 15 

Information Technology 

Improve the Institution’s information technology systems 

and infrastructure 

1 219 1 223 0 4 

Total 32 5,140 34 5,587 2 447 

110 
BACKGROUND AND CONTEXT 

The National Museum of African Art (NMAfA) inspires conversations about the 

beauty, power, and diversity of Africa’s arts and cultures worldwide. The Museum 

strives to be the world’s leading center of scholarly and artistic excellence on the arts 

of Africa and serves local, national, and international audiences on site and online. 

The NMAfA uses its unparalleled collections, exhibitions, education programs, and 

publications to foster the broadest access, dispel stereotypes, and collaborate with 

African, diasporic, and global communities. The Museum’s activities and 

programming support the Institution’s goals to be One Smithsonian and have a 

digital-first strategy while meeting the Grand Challenges of Valuing World Cultures, 

Understanding the American Experience, and Magnifying the Transformative Power 

of Arts and Design. 

In FY 2021, the NMAfA plans to continue essential work on, exhibitions and 

programs, audience development, and collections/facilities care to fulfill its mission. A 

key component of Museum operations is the creation of temporary and long-term 

exhibitions of historical, modern, and contemporary artworks from its own collection 

and from other museums and private collections. A strategic range of public programs, 

curriculum-focused educational assets, and collaborations with organizational, 

university, and community partners will expand the NMAfA’s reach to a wide range of 

local, national, and international visitors and stakeholders, both in person and online. 

The NMAfA has, to date, been closed to the public for more than 15 months 

because of the COVID-19 pandemic. Upon reopening, substantial selections from 

the Museum’s large and important permanent collection of Africa’s historical, 

modern, and contemporary arts will remain on view in FY 2022. This includes the 

ongoing Currents: Water in African Art exhibition that features aquatic-themed 

artworks from the permanent collection; the multi-year exhibition Heroes: Principles 

of African Greatness, which uses interactive technology to engage visitors with 

stories about African men and women who achieved and exemplify greatness 

through varying types of heroism; and the long-term exhibition Visionary: Viewpoints 

on Africa’s Arts that offers changing storylines and highlights substantial selections 

from the Museum’s permanent collection of African works of art. 

In FY 2022, the NMAfA will launch the exhibition Iké Udé: Nollywood Portraits 

featuring the work of the Nigerian-born, New York-based artist. Udé explores the 

school of Nollywood films, re-enacting the process of producing a major Nollywood 

picture and illustrating how audiences have a critical role in this process as actors, 

actresses, producers, and directors gain public acclaim through their skills in 

costume design, effective use of props, lighting, and performing before the camera’s 

gaze. FY 2022 will also see the opening of the exhibition From the Deep: In the 

Wake of Drexciya with Ayana V. Jackson. Inspired by the Detroit- based Afrofuturist 

music duo Drexciya, photographer Ayana Jackson revisits the history of the transAtlantic slave trade in this first solo museum exhibition for the artist, one that 

addresses difficult and defining issues of history, race, representation, and the future. 

The exhibition will feature the artist’s first video and a selection of full costumes 

realized in collaboration with designers in Senegal and Angola. 

111 
The Museum has launched Phase 1 of its renovations of the second-level staff 

and support facilities area to increase visibility and public access to assets, including 

the education program areas, the renowned Warren M. Robbins Library, and the Eliot 

Elisofon Photographic Archives, which are all dedicated to learning about African art. 

Phase 1 improvements include a new conference room and lecture hall with 

technology to provide both enhanced on-site and online public accessibility. The 

renovation plan repurposes the current architecture to minimize costs while improving 

spatial flow and efficiencies. This staged, multi-year renovation project permits 

ongoing access to current facilities. 

The NMAfA is also working with the Freer and Sackler Museum of Asian Art to 

create new fire-rated storage spaces and modify existing fire-rated spaces as needed to 

meet current life-safety codes. In addition, the Museum has completed three phases of its 

main storage master plan and arranged funding for more phases of this work from the 

Smithsonian Collections Care and Preservation Funds (CCPF). 

Because of COVID-19 concerns, several technology modifications are under way to 

support both on-site and virtual exhibitions and program access. Staff are working to adapt 

exhibition technology that permits touchless capabilities, as well as developing new digital 

technologies to create virtual gallery experiences. The NMAfA is exploring the potential to 

link this technology to the Museum’s webpage and include add-ins such as artist or curator 

tours, other contextual information, and access to a new, online Museum store. To further 

enhance the in-person and online experience, the NMAfA has begun upgrading all 

exhibition fixtures and lamps with LED lights throughout the Museum. Two first-level 

galleries have been completed to date. 

The NMAfA was awarded a $1.5 million 5-year implementation grant from the 

Lilly Endowment Inc. to support our Global Religions of Africa Initiative. Africa’s 

global religious practices on the continent and in its diasporas engage with verbal, 

visual, and performing arts and offer strategies relevant to the urgent issues of our 

day. This initiative focuses on educational programming, community outreach, and 

audience engagement through on-site and virtual programs. Endowment 

programming will be designed to enhance diversity, inclusion, access, and equity in 

program design and offerings, as well as to better represent voices and 

communities of faith. The grant includes contract support for a project coordinator 

and four paid internships per year. 

The FY 2022 budget request includes an increase of $447,000 that includes 

$117,000 for necessary pay and other related salary costs for existing staff funded 

under this line item, and a programmatic increase of 2 FTEs and $330,000 for 

digitization and Web support. 

MEANS AND STRATEGY 

The NMAfA contributes to the Smithsonian strategic goals to be One 

Smithsonian, catalyze new methods of engagement with larger audiences —

including stakeholders historically engaged with the Museum as well as new, first-time 

visitor audiences — and reach one billion people globally through increased digital 

engagement. Through its expanding digital strategies, the NMAfA will emphasize 

112 
enhanced learning styles, language, and accessibility for differently abled visitors. The 

Museum has also launched a phased Web redesign that will address accessibility, 

offer content in additional languages, and present exciting NMAfA content for 

educators, art enthusiasts, and students from around the world. As part of this 

redesign, the Museum will also offer teacher resources in multiple languages and 

produce more visual content to reach a variety of diverse audiences. 

The website redesign supports the FY 2021 and 2022 strategies to expand the 

Museum’s social media presence on multiple platforms to reach a broader range of 

long-term audiences as well as new audiences and stakeholders. New digital stories 

will be developed and shared on the Museum’s website, the NMAfA interface on 

Google Arts and Culture, via the Smithsonian Voices blog, as well as through social 

media platforms in an effort to broaden the reach of the Museum’s work and increase 

its visibility. 

The Museum will also continue digitizing its art and photographic archive 

collections to make them available to the public via the portals on the NMAfA website. 

This will increase public access to its collections through enhanced navigation 

features via eMuseum and multi-media applications, and by completing additional 

image and object catalogue records for the NMAfA’s public access database. The 

Museum works closely with the Office of the Chief Information Officer to embark on a 

large-scale, mass-digitization project that will add a substantial number of new object 

records to the online collection database. Conservation and registration records are 

also being digitized and added to the Institution’s database network.

In FY 2021, the NMAfA contracted with an audience research firm to design a 

comprehensive plan for the Museum to better identify both current audiences online 

and on site, as well as audiences who are unfamiliar with the Museum or have never 

participated in an NMAfA program. This research will drive the Museum’s efforts to

broaden visibility and prepare future programming that attracts more visitors. The 

Museum will continue to seek visitor feedback on exhibitions and programs in both 

the planning and implementation research phases, using visitor comments, docent 

interactions, and surveys of its public programs. In early FY 2022, the NMAfA will 

conduct a comprehensive audience research study that can better inform long-term 

strategies for audience engagement and development. 

An online partnership with the Freer and Sackler Galleries produced the 

FY 2021 AfricAsia scholarly workshop that will result in an edited volume slated for 

publication in FY 2022. Other collaborative projects include working with Smithsonian 

units on best practices in program development, internships, and audience 

assessment. The NMAfA will also participate in a multi-unit Smithsonian initiative to 

develop a process for restitution and repatriation of colonial-era and looted collections 

objects. This collaboration will forge connections with colleagues at African museums 

to share information, develop mutually beneficial partnerships, and address questions 

of diversity, equity, access, and inclusion in the United States and worldwide. 

The NMAfA will achieve the Smithsonian’s strategic goal to reach one billion 

people a year with a digital-first strategy by expanding its use of digital technologies 

and focusing its resources in several areas: information technology (IT) operations; 

113 
staff performance and accountability; strategic audience engagement via social 

media; the development of curriculum materials to engage K–12 and university 

students in the arts of Africa; and effective relations with the news media. 

The Museum’s IT plan has integrated functions for administration, collections 

management, exhibitions, and public access. NMAfA leadership has integrated 

these strategic goals and operational plans, in concert with the Secretary’s annual

goals, into the performance plans for all Museum staff. Finally, the Museum will 

continue to forge strong relationships with the media, corporations, foundations, 

community interest groups, and congressional representatives. 

EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of $447,000 that includes 

$117,000 for necessary pay and other related salary costs for existing staff funded under 

this line item, and a programmatic increase of 2 FTEs and $330,000 for digitization and 

Web support. 

Digitization and Web Support (+$330,000, +2 FTEs) 

This budget request includes an increase of $330,000 and 2 FTEs to support 

the expanding digitization effort across NMAfA disciplines. The positions include a 

digitization specialist and an exhibition 3-D designer who would be responsible for 

managing the digitization of the Museum’s art and photographic archive collections 

and 3-D design of in-house exhibitions and permanent collection object rotations. 

These efforts will increase public access to the NMAfA’s collections through enhanced 

navigation features such as eMuseum and multi-media applications. The NMAfA will 

explore the potential of these projects to increase the number of touring exhibitions 

developed by the Museum and promote Museum scholarship, thereby achieving the 

goals of Expanding Digital Technologies and Impacting 21st Century Audiences. 

NONAPPROPRIATED RESOURCES — General trust funds support staff salaries, 

benefits, and travel. The Museum raises contributions from individuals, foundations, 

and corporations to support activities and programs such as the newly launched 

Paid Internships Initiative, the ongoing NMAfA Women’s Initiative, and the five-year 

Global Religions of Africa Initiative. In addition, grants, donations, and sponsorships 

fund special projects like exhibitions, education programs, and publications. The 

Museum has expanded its offerings and increased fund raising to support new 

projects, such as collaborative programs with partner African museums, multi-year 

curatorial residencies, and participation in professional development training that 

increases both domestic and international peer perspectives, voices, and visibility 

from the African continent and around the globe. 

114 
ANACOSTIA COMMUNITY MUSEUM 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 19 2,490 2 483 0 25 0 670 

FY 2021 

ENACTED 20 2,698 3 556 0 0 0 150 

FY 2022 

REQUEST 21 2,873 3 612 0 25 0 75 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 0 232 0 232 0 0

Engage in vital arts and humanities research 1 151 1 154 0 3

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 3 246 3 255 0 9

Exhibitions

Offer compelling, first-class exhibitions 4 518 4 530 0 12

Education

Engage and inspire diverse audiences 4 470 4 482 0 12

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 3 391 4 515 1 124

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 1 118 1 121 0 3

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 4 572 4 584 0 12

Total 20 2,698 21 2,873 1 175

FY 2021 FY 2022 Change

115 
 

 

BACKGROUND AND CONTEXT 

Since its founding in 1967, the Anacostia Community Museum (ACM) has been a 

means for people in urban neighborhoods to voice their concerns about city life, 

examine their role in society, and encourage local cultural expression. As the 

Smithsonian’s first community museum, the ACM is uniquely positioned as a trusted 

bridge between organizations, academia, government, businesses, and community 

members which together give voice to untold perspectives and uncover new solutions to 

the problems of urban living. 

The FY 2022 budget request includes an increase of $175,000. The increase 

includes $60,000 for necessary pay and other related salary costs for existing staff, and 

a programmatic increase of 1 FTE and $115,000 to support collections care and 

digitization efforts. 

MEANS AND STRATEGY 

In 2020, the ACM kicked off a new initiative, Transforming America, focused on 

exploring issues through the lens of racial inequality. Each year, the Museum focuses 

on a different topic that is relevant to the community, both locally and nationally. The 

selected topics are food, housing, environment, education, and health. Using critical 

race theory, the Museum explores these topics by developing exhibits and programs 

aimed at diverse audiences. The initiative creates opportunities which take place both 

on Museum grounds and in community spaces. 

One of the central components of Transforming America is providing 

opportunities for people to act on the information they are learning. This is directly tied 

to the ACM’s mission to amplify the community’s collective power and advance our 

vision to create a more equitable future for all. Through partnerships with local and 

national organizations, Transforming America will focus on serving the Washington, DC 

region, but its activities and programs are relevant for communities in urban areas 

around the country. 

Enhanced Interdisciplinary Research 

In FY 2023, the ACM will enhance its interdisciplinary research through the 

exploration of the environment. This is the third year of the Transforming America 

initiative and it will produce exhibits and programs focused on environmental issues, 

specifically in urban communities. In addition to Urban Waterways and Women’s 

Environmental Leadership programs, the ACM will create experiences both on and off 

site to reflect the needs of the community and how different neighborhoods interact with 

their environments on a daily basis. 

116 
Understand and Impact 21st Century Audiences 

The ACM completed an audience survey in 2020 and launched a new brand in 

2021. To continue to build upon the Museum’s focus on the audience, the ACM will 

reach out to diverse communities, learn their needs, and co-create content. In addition 

to in-person program opportunities, the ACM plans to continue its online programs and 

make better use of its collection by continuing to digitize its content. 

Pop-up Programming and Exhibitions 

With the success of Men of the Change — Taking it the Streets in 2021, the ACM 

will continue to develop exhibits and experiences in the local community. This will allow 

the Museum to continue to connect with the community around the ACM as well as be 

responsive to the needs of the community in real time. By placing exhibits and 

experiences outside of the Museum walls, the ACM expands its audience base and 

helps people rethink the role of community museums. 

Education 

DC Public School Engagement — the ACM is expanding its partnerships and 

work with Washington, DC public schools and other educational institutions to engage 

middle/high school students with ACM exhibitions and collections content. This project 

will develop specific engagement modalities for students, including on site, off site, and 

online. This involves designing programs and engaging in Museum-based experiences 

for both on-site and classroom experiences. 

Preserve Our Natural and Cultural Heritage 

Collections 

The ACM is committed to improving stewardship and increasing public access to 

its collections. The Museum’s major priority is to continue to digitize collections and

develop its online portal to make hundreds of high-quality images and records available 

through the Smithsonian’s Collection Search Center and The Museum System (TMS) 

database. 

EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of $175,000 that provides 

$60,000 for necessary pay and other related salary costs for existing staff funded under 

this line item, and a programmatic increase of 1 FTEs and $115,000 to support 

collections care and digitization efforts. 

117 
Collections Support (+$115,000, +1 FTE) 

This request supports a new, high-quality exhibition program designed to activate 

citizen engagement on critical civic issues, which includes a program of off-site 

exhibitions within non-traditional community locations. 

The Museum will fully implement this program with this request to support a 

collections position who will continue to digitize collections and develop the ACM’s

online portal to make hundreds of high-quality images and records available through the 

Smithsonian’s Collection Search Center and TMS database. This will create communityfocused content that can be shared with multiple audiences through a variety of online 

platforms. 

NONAPPROPRIATED RESOURCES — The ACM’s financial strength is closely tied to 

its strategic revitalization. In FY 2022, advancement staff will leverage the Museum’s 

new leadership, direction, and model to inspire current donors while attracting new ones 

through the development of a comprehensive fundraising plan. The ACM also sees the 

activation and communication campaign as a key component to fund raising because 

enhanced and widespread awareness will lead to better connections with community 

partners and local entities for giving and resource sharing. 

118 
ARCHIVES OF AMERICAN ART 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 17 1,933 0 546 18 2,153 0 0 

FY 2021 

ENACTED 17 1,987 1 292 18 2,411 0 0 

FY 2022 

REQUEST 17 2,023 2 510 18 2,748 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 1 144 1 127 0 -17

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 1 146 1 121 0 -25

Exhibitions

Offer compelling, first-class exhibitions 1 82 1 112 0 30

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 12 1,134 12 1,255 0 121

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 2 481 2 408 0 -73

Total 17 1,987 17 2,023 0 36

FY 2021 FY 2022 Change

BACKGROUND AND CONTEXT 

Founded in 1954, the Smithsonian’s Archives of American Art (AAA) is the 

world’s pre-eminent and most widely used resource for original papers and other 

primary records documenting the visual arts in the United States. By collecting, 

preserving, and making available more than 30 million unique letters, diaries, 

photographs, financial records, sketchbooks, scrapbooks, and the like, AAA 

embodies the Smithsonian’s mission for “the increase and diffusion of

knowledge.” 

119 
 

To achieve the Institution’s strategic goal to reach one billion people a year 

with a digital-first strategy, AAA continues its ambitious digitization program, 

established in 2005, to provide online access to a significant portion of its holdings. 

By digitizing entire archival collections and fulfilling digitization-on-demand 

requests from researchers, in FY 2022, AAA will make hundreds of linear feet of 

material freely available online and easily searchable. 

In addition, AAA continues to engage in comprehensive and systematic 

collection assessment surveys to inform the strategic goal of Preserving Natural 

and Cultural Heritage while optimizing its assets. As part of this effort, AAA 

continues to decrease the backlog of unprocessed collections, and both 

audiovisual (AV) and born-digital holdings. 

AAA will provide a nimble, cost-effective, and responsive administrative 

infrastructure by regularly assessing and enhancing staff development and 

maintaining conscientious oversight of internal controls. 

The FY 2022 budget request includes an increase of $36,000 for 

necessary pay and other related salary costs for existing staff funded under this 

line item. 

MEANS AND STRATEGY 

AAA will achieve the Institution’s goal to Understand and Impact 21st 

Century Audiences by representing the American experience and diversifying our 

exhibitions online and in the Donald W. Reynolds Center. As part of this effort, 

AAA is collaborating with the Smithsonian American Art Museum on the exhibition 

Subversive, Skilled, Sublime: Fiber Art by Women, which will open in March of 

2022, and is working with the National Portrait Gallery to co-curate the exhibition 

Felix Gonzalez-Torres: Angel of History, which is scheduled to open in the fall of 

2024. These two exhibitions also address the goals of One Smithsonian, with 

collaborative programming and, in the case of the fiber-art exhibition, promoting 

the American Women’s History Initiative. 

In FY 2022, with lessons learned from the Smithsonian’s experience with 

the COVID-19 pandemic, AAA will refine its means of conducting remote oral 

history interviews, with portable kits funded by the Alice L. Walton Foundation. 

Interviews conducted remotely will focus on under-represented artists. The 

Archives will reach new audiences through a podcast series, drawing on the 

depth of AAA’s oral history collection and incorporating multiple points of view 

from external partners. AAA will continue virtual events which tell an expansive 

story of art and the American experience while highlighting the mission of the 

Archives to preserve these primary sources and make them available to the 

public. 

120 
 

In FY 2022, with ongoing support from the Terra Foundation for American 

Art and other funding streams in the private sector, AAA will add an estimated 

150,000 digital image files online. AAA will also develop its internal digitization 

and Collections Information System (CIS) application to ensure proper collections 

documentation and support increasingly complex workflows, as well as to provide 

proper logging and accessioning of materials in born-digital formats. These 

efforts will enable AAA to track the life cycle of all materials from pre-acquisition 

to storage and access. In addition, AAA will work with staff in the Office of the 

Chief Information Officer to leverage its investment in the description, digitization, 

and management of its collections by participating in ArchivesSpace, SOVA 

(Smithsonian Online Virtual Archives), the Smithsonian’s Enterprise Digital Asset 

Network (EDAN) architecture, the Digital Asset Management System (DAMS), 

the Smithsonian Transcription Center, and other Smithsonian digitization 

initiatives. 

In FY 2022, the Archives’ goal will be to process all new collections and at 

least 10 percent of AAA’s backlog, or about 1,000 linear feet of archival collections, 

resulting in new, fully searchable finding aids on AAA’s website. Finding aids will 

provide online access to many previously hidden collections, with a focus on the 

records of art galleries and the papers of women artists. System workflows will 

continue to integrate accelerated processing and preservation strategies to diminish 

the current backlog and prevent a new backlog. 

With the hiring of a new audiovisual archivist, AAA will conduct a review of its 

workflows for the acquisition, preservation, and description of and access to AV 

formats. This review will drive plans to digitize large quantities of at-risk digital 

formats and advance AAA’s role in the new Institution-wide Audiovisual Media 

Preservation Initiative (AVMPI). 

AAA will continue to strengthen its collections stewardship through its 

ongoing, comprehensive collections assessment surveys for manuscript 

collections, photographic materials, and at-risk audiovisual and born-digital 

holdings. Reports generated from this data provide valuable information about 

AAA’s holdings, so the Archives’ staff can make informed decisions about the 

best way to allocate resources. AAA will take a leadership role in working with 

the larger Smithsonian archival community to initiate and implement Institutionwide comprehensive collections assessment strategies and systems. 

In FY 2022, AAA will continue to support researchers with access to its 

collections and microfilm in its Washington, DC, and New York City research 

centers, as well as other U.S. research centers, by providing remote reference 

services through its Web-based “Ask Us” form, and begin to digitize its legacy 

microfilm, on demand, with the goal of phasing out the interlibrary loan of 

microfilm reels and increasing the Archives’ revenue stream. 

121 
Furthermore, AAA will establish a new two-year residency position in FY 

2022 for an entry-level archivist to participate in accessioning, collections 

stewardship and processing, reference services, and digital projects. This 

position will include opportunities for professional development and mentorship. 

Finally, AAA will Enable Cost-Effective and Responsive Administration by 

continuing to implement the strategic goals of the Smithsonian, and by adopting 

national best practices and standards to make the most cost-effective use of 

Smithsonian resources. 

NONAPPROPRIATED RESOURCES — General trust funds support AAA’s 

advancement office, including salaries and benefits. Donor-designated funds support 

specific programs and projects, including exhibitions, internships, production of oral 

history interviews, collections and media processing, and publication of the Archives of 

American Art Journal. In FY 2022, the Archives will continue to work closely with its 

diverse advisory board to position this publication as the leading scholarly journal in 

the field of American art history. During the past six years, AAA has increased the 

number of outstanding submissions, raised the visibility of the journal, strengthened 

the Archives’ relationship with the University of Chicago Press, and established more 

cost-effective, multi-year contracts for design and printing. 

Also in FY 2022, the Archives will continue to develop strategies for sustaining 

its digitization program by growing its endowment to support essential staff and 

implementing improved rapid-capture technologies and techniques. Funding from the 

Terra Foundation for American Art, the Roy Lichtenstein Foundation, and other donors 

supports AAA’s digitization program. The Archives will continue to raise money for 

digitization, oral history projects, collections management, and general operating 

expenses. 

122 
NATIONAL MUSEUM OF AFRICAN AMERICAN 

HISTORY AND CULTURE 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 152 33,117 6 2,679 47 14,726 0 0 

FY 2021 

ENACTED 152 33,751 9 2,796 59 24,520 0 0 

FY 2022 

REQUEST 155 34,853 9 2,803 59 24,854 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in vital arts and humanities research 22 6,204 22 6,301 0 97

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 16 1,526 16 1,596 0 70

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 13 3,284 13 3,341 0 57

Exhibitions

Offer compelling, first-class exhibitions 19 3,904 19 3,988 0 84

Education

Engage and inspire diverse audiences 24 5,713 26 6,069 2 356

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 18 3,416 19 3,679 1 263

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 5 1,435 5 1,457 0 22

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 27 4,558 27 4,676 0 118

Information Technology

Improve the Institution's information technology 

systems and infrastructure 8 3,711 8 3,746 0 35

Total 152 33,751 155 34,853 3 1,102 

FY 2021 FY 2022 Change

123 
 

 

 

 

 

 

 

 

 

BACKGROUND AND CONTEXT 

The National Museum of African American History and Culture (NMAAHC) was 

established by Congress to document, collect, conserve, interpret, and display the 

historical and cultural experiences and achievements of African Americans. In 2016, 

the NMAAHC, the first environmentally sustainable, “green” museum on the Mall, 

opened to the public, providing a national meeting place for all people to learn about 

the history and culture of African Americans and their contributions to every aspect of 

American life. This Museum seeks to help all Americans and others around the world 

to understand these contributions, and in so doing, stimulate a dialogue about race 

and help foster a spirit of reconciliation and healing. As the only national museum 

devoted exclusively to documenting and exploring African American history and 

culture, the NMAAHC bridges a major gap in our national memory by creating 

exhibitions and programs focusing on a wide arc of history and looking deeply into 

slavery, Reconstruction, the Harlem Renaissance, the great migrations of African 

Americans during the World Wars, the civil rights movement, and other significant 

issues of the 21st century. The Museum also celebrates African American creativity 

and cultural expressions through art, dance, theater, and literature. 

The Museum opened to unprecedentedly large crowds in 2016. The building, 

exhibitions, information technology (IT), and Sweet Home Cafe have all been awardwinning entities, creating even more excitement, and the shops continued to enjoy 

large crowds until the COVID-19 pandemic forced the Museum to temporarily close to 

the public. FY 2022 will mark the continuation and expansion of major initiatives 

which fulfill the mission of looking at American history through the lens of African 

American history and culture: the building of a national collection; continued 

development of IT and digitization programs; and the development and continued 

implementation of a robust research and education programming initiative — through 

both virtual and in-person resources. 

The FY 2022 budget request includes an increase of $1,102,000 that 

provides $668,000 for necessary pay and other related salary costs for existing staff 

funded under this line item, and a programmatic increase of 3 FTEs and $434,000 

for education and collections support. 

MEANS AND STRATEGY 

In FY 2022, as the NMAAHC adjusts to a post-COVID-19 environment, the 

Museum’s top priority will continue to be making long-term enhancements to its 

scholarly research and education programs. This includes continuing to grow 

domestic and international partnerships to further generate support for the Museum; 

designing and developing temporary and traveling exhibitions for display throughout 

the United States; expanding scholarly research in all areas of African American 

history and culture; and developing robust virtual and in-person education programs 

for the public, educators, and students. 

In FY 2022, the IT office will continue to work closely with the NMAAHC 

education and curatorial affairs department to broaden the Museum’s reach and 

124 
 

 

 

 

impact by leveraging technology and platforms to enhance education programs, 

promote engagement with visitors before, during, and after a visit, and improve 

accessibility features to engage a global audience. 

The Museum will expand its interactive, online, and mobile offerings to include 

innovative and engaging content that further connects visitors to collection objects 

and topics of interest. The Searchable Museum is a multi-year project that aims to 

make all the NMAAHC’s content — including collections, scholarly efforts, and 

interpretive content for all exhibitions — searchable through digital channels. In FY 

2022, the Museum will continue prototyping The Searchable Museum, bringing the rich, 

interpretive experience of the Slavery and Freedom exhibits online and ensuring a broad 

national and global reach for new audiences. More than 1,500 digital object records have 

been identified for the Slavery and Freedom experience. 

Also in FY 2022, curators and Museum specialists will continue to conduct indepth studies of the NMAAHC’s historical artifacts, fine art, archival materials, 

photographs, film, and other media collection areas. Museum staff will contextualize and 

collect objects relevant to crucial contemporary events as they relate to the African 

American experience, with the aim of catalyzing new conversations and addressing 

complex challenges. 

The NMAAHC will achieve the goal of engaging in vital arts and humanities 

research by continuing to advance the work of the Center for the Study of Global 

Slavery. The Center’s Slave Wrecks Project network will focus its research, 

preservation, capacity building, and community engagement efforts on the Clotilda slave 

ship discovery in Alabama. The Center’s participation in the Global Curatorial Project 

will move into the planning phase of its global traveling exhibition, In Slavery’s Wake, 

and launch the Unfinished Conversations oral history program. In addition, the 

NMAAHC continues to work with the Getty Research Institute to co-administer the 

Johnson Publications Photo Archive, a collection of more than four million prints and 

negatives from Ebony and Jet magazines — making it the most significant collection of 

photographs cataloguing African American life in the 20th century. In FY 2022, an 

archivist/project manager will conduct an inventory of the entire collection, helping to 

make the archive accessible to the broadest audience possible. 

The Smithsonian Anthology of Hip-Hop and Rap, produced in collaboration with 

Smithsonian Folkways Records, is scheduled for release in FY 2022. The boxed set 

includes a 300-page illustrated book, nine CDs, essays, and extensive liner notes that 

capture the evolution of hip-hop from its earliest days to the present and providing a 

scholarly and accessible take on one of the world’s most popular musical forms.

To achieve the strategic goal of Expanding Digital Technologies, the Museum’s

Web and emerging media team will continue to collaborate with the Office of Curatorial 

Affairs, Education, and Public Affairs to develop educational, informative, and engaging 

digital experiences as part of the Smithsonian’s “digital-first” strategy to reach one billion 

visitors a year across all platforms. The NMAAHC website and mobile applications will 

continue to enhance the virtual and in-person visitor experience and increase the 

Museum’s reach and impact by digitizing objects from the collections and exhibitions, 

125 
making the Museum more accessible to a more diverse, global audience and helping to 

connect with underserved communities. New “digital-only” experiences, building on The 

Searchable Museum, will also be developed,” which will further realize the goal of

Expanding Digital Technologies. 

Also, the Museum’s IT and digitization offices will continue to create searchable

and accessible digital records for collection objects, object management, and highquality digital surrogates, especially for recent acquisitions and undigitized objects, by 

improving the features and functions of The Museum System (TMS) database. These 

will be used with a digital-first strategy to encourage new conversations and stimulate 

innovative, interdisciplinary research. The Robert Frederick Smith Fund for the 

Digitization and Curation of African American History will enter its sixth year of public 

programming, collection digitizing, student professionalization, and visitor engagement 

through the Explore Your Family History Center and the Community Curation Program. 

A digital portal invites audiences to share personal stories, digitized images, video, 

audio, and other media sourced from the Museum’s community, collected through the 

Community Curation and Great Migration programs, and hosted in and delivered from 

the NMAAHC’s cloud-computing environment to provide a more scalable, cost-effective 

solution for digital storage and delivery. This means that the NMAAHC can offer curated 

and user-generated selections of collections via digital portals on the Museum’s website 

and through online partnerships. 

The NMAAHC will continue to make all digitized collection records and images 

for all unrestricted materials freely available via the Digital Public Library of America, 

and participate in other platforms to make high-quality collection information and images 

from many institutions available with one-stop searching. In addition to serving as a 

resource clearinghouse, the Museum will increase access to the Freedmen’s Bureau 

records by continuing a multi-year effort with the Smithsonian Transcription Center to 

provide searchable, full-text transcriptions of the records and link them to the existing 

genealogical index. This will include working with partners to conduct Transcribe-aThons, where volunteers will help transcribe historical material. 

The Museum’s Office of Strategic Partnerships (OSP) will achieve the strategic 

goal of Understanding and Impacting 21st Century Audiences by continuing to deliver 

far-reaching and transformative support for African American and African Diaspora 

history and culture organizations on a regional, national, and international level. The 

OSP connects with and builds awareness about the work of its participating institutions 

and provides access to training and resources in support of leaders and field-wide best 

practices. In FY 2021, the OSP launched the Historically Black Colleges and 

Universities (HBCU) History and Culture Access Consortium, a five-year pilot initiative 

to address issues facing HBCUs and their affiliated museums and archives. This multiyear initiative will strengthen the long-term institutional sustainability of these vital 

cultural organizations. The resulting community of best practices will focus on skillbased training for traditionally under-represented professionals; executive leadership 

training; and collections inventory and digitization. The initiative will culminate in 2026 

with a travelling exhibition, aligned with the U.S. semi-quincentennial, to highlight the 

essential role HBCUs have played to advance American history and identity. 

126 
The NMAAHC continues to offer compelling, first-class exhibitions and engage and 

inspire diverse audiences. In FY 2020, the Museum opened a temporary exhibition 

entitled Now Showing: Posters from African American Movies, exploring the history and 

visual culture of film posters featured in the Earl W. and Amanda Stafford Center for 

African American Media Arts (CAAMA). Due to COVID-19-related closures of the 

Museum, the exhibition dates have been extended through FY 2022. The next CAAMA 

show, The Politics of Black Style, will explore how African Americans have used dress 

and style throughout the American history of protest as a political strategy to combat 

racism, as well as to create strong black identities. This will be followed by an exhibition 

about Black religious life. 

In the fall of 2021, the NMAAHC will open the temporary exhibition Reconstruction: 

Remaking America without Slavery. This exhibition will explore how African Americans, in 

seeking to define themselves as free and equal citizens after the end of slavery, reshaped 

the nation in profound and lasting ways. The legacies of Reconstruction — its promises, 

successes, and failures — shed light on issues of race, citizenship, and social justice 

which continue to reverberate in American society. In addition to the exhibition, the 

Museum plans to host related public programming and educational initiatives, as well as a 

potential publication and a traveling component of the exhibit. 

The fall of 2022 will see the opening of the next temporary exhibition, AfroFuturism: A History of Black Futures from the Past, Present, and Beyond. This exhibition 

will present an alternative, deeper dive into ideas of black identity and representation by 

contextualizing the African American experience through the perspectives of science, 

technology, and futuristic principles. Afro-Futurism will provide a template for reimagining black futures, unimpeded by the restrictions of racism, and will explore the 

various people, concepts, themes, and artistry that have given voice to expressions of 

such a freer society. In addition, the Museum will continue its intensive and 

comprehensive rotation program to replace loans and at-risk objects within the 

inaugural exhibitions. The NMAAHC replaces 200–300 objects per year on a twiceyearly cycle. 

The COVID-19 realities of 2020 and 2021 necessitated transferring all public 

programs to a virtual environment but still allowed the NMAAHC to achieve the goal of 

engaging and inspiring diverse audiences locally, nationally, and around the world by 

presenting an array of lectures, conferences, community resources, staged readings, film 

screenings, concerts, and conversations with renowned scholars, thought leaders, 

musicians, actors, artists, and filmmakers to serve a diverse and broad community of 

learners. In FY 2022, the Museum will continue to present programs digitally and will 

resume doing so in-person when it is safe for the public and staff. Into the future, the 

NMAAHC will always make resources available by streaming to enable audiences to 

participate across the globe. The Museum’s office of education will continue ongoing 

initiatives for all audiences by expanding digitally based resources which use the 

NMAAHC collections and exhibitions, offer educator and caregiver development 

opportunities, and provide resources for the classroom and home. Online lessons for 

curriculum development in classrooms and educational programming in the Museum will 

begin when safe. The office of education will also operate the “Save Our African 

American Treasures” program to help people preserve their personal collections. 

127 
 

In FY 2021, the office of visitor and guest services led the planning for reopening 

the Museum to the public, and in FY 2022 will continue implementing revised and tested 

visitor operations and digital experiences to enhance opportunities for the public. 

The NMAAHC will further the goal of disseminating information to the public by 

continuing to educate people about African American history and culture through media, 

marketing, and social media channels. Media campaigns, cultivation and outreach, 

marketing, communications, and social media are avenues the Museum will continue 

developing to build and maintain a positive brand. The Museum will celebrate its fifth 

anniversary with activities to highlight the importance of African American history and 

culture to the country and the NMAAHC’s prized place of honor in the Smithsonian 

family of museums. 

To achieve the strategic goal of Preserving Our Natural and Cultural Heritage, 

the office of curatorial affairs will continue to identify, acquire, and process collections, 

and develop and refine its permanent collections. The Museum has collected nearly 

40,000 objects, and in FY 2022 will employ numerous collection management policies 

to safely handle, display, and store these collections. In FY 2022, the NMAAHC will 

continue to prepare for its next accreditation from the American Alliance of Museums. 

In addition, the Museum continues to make significant progress with its 

Smithsonian Collections Care Initiative (CCI) project, “Preserve and Organize NMAAHC 

Collections in Storage.” Activities include developing return-to-work safety plans; 

conducting a risk assessment for art and objects planned for vertical storage; and 

updating several chapters of the Internal Standards Guide for Collections in Storage, a 

procedural manual on how to properly store furniture and larger collections objects. 

The NMAAHC will achieve the goals of improving the stewardship of the national 

collections, and also improving Smithsonian facilities, by continuing to adapt the 

Museum’s infrastructure and offices, work spaces, and collections and other storage 

spaces to meet the NMAAHC’s diverse and wide-ranging needs. The Museum will 

continue identifying and correcting facility deficiencies which directly impact facility 

planning, business, safety, and security programs. In addition, the safety program will 

implement post-COVID-19 health and safety protocols and continue developing 

emergency operations, communications, disaster management, and consolidation plans. 

To meet the goal of improving the Institution’s information technology systems and 

infrastructure, the NMAAHC Web and emerging media team will continue building its 

cloud-based computing environment to create a more cost-effective, flexible, scalable, 

and secure infrastructure that supports technical innovation. Digital-first and digital-only 

initiatives, using low- or no-cost open-source technologies, may be developed to enable 

rapid prototyping while minimizing costs. 

Finally, the NMAAHC will achieve the strategic goal of Enabling Cost-Effective and 

Responsive Administration by continuing to develop its organizational structure and make 

organizational and staffing revisions to accomplish program goals. 

128 
 

EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of $1,102,000 that 

provides $668,000 for necessary pay and other related salary costs for existing staff 

funded under this line item, and a programmatic increase of 3 FTEs and $434,000 

for education and collections support. 

Education (+$250,000, +2 FTEs) 

This budget request includes an increase of $250,000 and 2 FTEs to continue 

building a robust education program. As the nation considers issues of inequity, it is 

important for the Museum to play a critical role in serving individuals, schools, and 

educators by combining our collections and exhibitions with an anti-racist/anti-bias 

narrative to ensure that our programming addresses social, emotional, and cognitive 

needs and reaches underserved audiences. These two positions would help the 

NMAAHC accomplish those goals. 

Collections Support (+$184,000, +1 FTE) 

The FY 2022 budget request also includes an increase of $184,000 and 1 FTE to 

further develop a high-quality collections management and care program. As curators 

and Museum specialists continue to conduct in-depth studies of the NMAAHC’s

historical artifacts, fine art, archival materials, photographs, film, and other media 

collection areas, it has become increasingly clear that the Museum requires additional 

resources to acquire, handle, display, and store collections of both historical and 

contemporary significance as they relate to the African American experience. 

NONAPPROPRIATED RESOURCES — General trust funds support salary and benefit 

costs for the Museum director and other program-related costs. Donor/sponsordesignated funds support salaries and benefits for development staff; costs associated 

with fundraising goals; collections acquisitions, digitization, and educational initiatives; 

publications and special events for exhibition openings; costs related to specific programs 

and projects, including educational programs, advertising, production of fundraising 

proposals, and member- and donor-related special events; as well as outreach activities. 

129 
NATIONAL MUSEUM OF AMERICAN HISTORY 

KENNETH E. BEHRING CENTER 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 165 $25,478 23 $4,158 54 $9,784 0 $1 

FY 2021 

ENACTED 167 $26,581 25 $3,100 56 $6,100 1 $100 

FY 2022 

REQUEST 170 $27,691 25 $3,100 56 $9,000 1 $100 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in vital arts and humanities research 22 3,548 22 3,647 0 99

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 12 1,958 15 2,372 3 414

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 13 2,490 13 2,548 0 58

Exhibitions

Offer compelling, first-class exhibitions 46 6,953 46 7,160 0 207

Education

Engage and inspire diverse audiences 6 957 6 984 0 27

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 47 7,418 47 7,629 0 211

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 3 603 3 616 0 13

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 14 1,797 14 1,860 0 63

Information Technology

Improve the Institution's information technology 

systems and infrastructure 4 857 4 875 0 18

Total 167 26,581 170 27,691 3 1,110

FY 2021 FY 2022 Change

130 
BACKGROUND AND CONTEXT 

The National Museum of American History (NMAH), Kenneth E. Behring 

Center, has the unique and cherished role as the only Museum in the country 

dedicated to telling the full history of the United States. Through incomparable 

collections, rigorous research, and dynamic public outreach, the NMAH seeks to 

empower people to create a just and compassionate future by exploring, preserving, 

and sharing the complexity of our past. Learning U.S. history helps people 

understand that today’s world is the result of myriad choices and actions made by 

individuals and communities. Increasingly, we understand that knowledge of the past 

is not a luxury: it is a necessity for the civic health of our country and for our 

democracy to thrive. 

The Museum is the steward of the nation’s history collections, consisting of 

more than 1.8 million objects and more than three shelf-miles of archival collections. 

Our artifacts form a fascinating mosaic of American life and make up the greatest 

single collection of American history in the world. The NMAH manages a nearly 

800,000 square-foot building on the National Mall in Washington, DC as well as 

collections primarily stored and cared for at the Museum Support Center and Paul E. 

Garber Facility in Suitland, Maryland, and at the Pennsy Drive Building in Landover, 

Maryland. 

At the heart of the Museum are the employees who care for its audiences, 

collections, resources, messages, buildings, and scholarship, all in service to the 

people of the United States. Collectively, the staff create a series of forums where 

people can engage with one another and with stories from U.S. history that will 

inspire and challenge them. In our galleries and online presence, we have 

connected generations of Americans to deeply researched history via an 

exceptionally broad range of primary sources and material culture. Before the 

COVID-19 pandemic struck, approximately three million people visited the Museum 

in 2019. In addition, more than 9.8 million people interacted with the Museum 

through online channels (e.g., websites, social media platforms, e-news) in 2020, 

making the NMAH the most visited history museum in the world. 

The FY 2022 budget request includes an increase of $1,110,000. The increase 

includes $750,000 for necessary pay and other related salary costs for existing staff 

funded under this line item, and a programmatic increase of 3 FTEs and $360,000 to 

expand digital access and technologies. 

MEANS AND STRATEGY 

In FY 2020, the Museum completed its new 10-year strategic plan (for 2020–

2030), which will guide the Museum through to the 250th anniversary of the United 

States in 2026 and beyond. The strategic planning process was inclusive, ambitious, 

transparent, and designed to include key audiences and stakeholders in decisions which 

will shape the Museum during the next decade. The plan is organized around the 

Museum’s new vision to become the country’s most accessible, inclusive, relevant, and 

131 
sustainable public history institution. To fulfill that role by 2030, the Museum will serve an 

audience that reflects the full racial, class, gender, ethnic, and geographic demographics 

of the United States. New, state-of-the field interpretative and collections plans will 

support the overarching strategic plan. 

The NMAH’s vision is a timely reflection of its status as the Smithsonian’s flagship 

history museum, especially since Congress recently authorized the creation of the 

Smithsonian American Women’s History Museum and the National Museum of the 

American Latino, whose missions and work will be inextricably tied to the current mission 

and work of the NMAH. The Museum has already laid the groundwork to establish the 

linkages to these two new museums through its own efforts and participation and 

partnerships with the Institution’s American Women’s History Initiative (AWHI) and the 

Smithsonian Latino Center. The NMAH will continue these collaborative efforts with the 

new museums and ensure that our combined mutual resources are serving our 

audiences in the best possible manner. The fiscal impact of these new museums on the 

NMAH will be the subject of future budget considerations. 

This groundwork is evidenced by the Museum’s participation in the Smithsonian’s 

AWHI and leadership in the development and opening of three new exhibitions in 2020. 

Creating Icons: How We Remember Women’s Suffrage uses the Museum’s collections 

to look at the women who fought for the right to vote and explores how the memory of 

the suffragists and the quest for diversity in membership, leadership, and goals has 

affected modern women’s activism. Girlhood (It’s Complicated) tackles the long and 

complicated history of girls from all backgrounds, races, and classes, and what it has 

meant to grow up female in the United States, from the early republic of the 1790s to the 

present. The exhibition mines the Museum’s rich collections and covers key topics such 

as education, wellness, work, fashion, and, first and foremost, girls’ involvement in

American political and social movements. Finally, through bold murals, Picturing Women 

Inventors highlights the distinctive motivations, challenges, and accomplishments of 

exceptional 20th- and 21st- century inventive women who are diverse both personally 

and professionally. 

The connection with the National Museum of the American Latino is also 

evidenced by the new NMAH exhibition opening in 2021, ¡Pleibol! In the Barrios and the 

Big Leagues/En los barrios y las grandes ligas, which will take audiences on a bilingual 

journey into the heart of the nation’s pastime to understand how generations of Latin 

Americans have helped make baseball the game it is today. Their inspirational stories 

gesture toward larger themes in American history that connect us all, on and off the 

baseball diamond. The Museum is also providing the Smithsonian Latino Center with 

space and assistance to open the Molina Family Latino Gallery at the NMAH in 2022. 

This 4,500-square-foot space will center the U.S. Latino experience within America’s 

historical narrative via a series of changing exhibits, the latest in digital technology, and 

through robust educational and cultural programs for multi-generational audiences. The 

Molina Gallery will be the first physical space at the Smithsonian primarily dedicated to 

highlighting the contributions of the Latino community in nation-building and shaping 

America’s culture. 

132 
 

In February of 2021, the Museum issued a tactical plan to map how the NMAH will 

achieve the strategic plan’s vision and goals. The tactical plan also factors in the impacts 

of the COVID-19 pandemic, which has caused the Museum to close to the public for 

more than one year, excluding an eight-week period in the fall of 2020 when the Museum 

briefly reopened. Along with the lost opportunities and revenues have been new 

opportunities to use technologies and work in different ways to reshape how the NMAH 

interacts with audiences in the future. The Museum will use both the strategic and 

tactical plans as living documents to measure success and share results with staff, 

stakeholders, and the public. Moreover, the NMAH’s efforts align with the Smithsonian’s 

Strategic Plan and performance objectives as part of the One Smithsonian ethos. 

The NMAH is contributing to the Smithsonian’s goal of Enhanced 

Interdisciplinary Research, which will also help the Museum become the most 

accessible, relevant, and inclusive history museum in the country. The NMAH’s 

efforts are wide-ranging, reflecting a commitment to telling intersectional stories that 

engage diverse audiences; nurturing community partnerships; and advancing 

collaborative work across disciplinary boundaries. Recent efforts include launching 

the Center for Restorative History; creating the Center for the Public Understanding 

of American Religion; convening a COVID-19 task force to collect and share 

research on the pandemic; initiating 24 Hours in a Time of Change, an Institutionwide public outreach effort and Stories of 2020, an NMAH-based digital collecting 

initiative; and creating Undocumented, a multi-year collecting initiative to chronicle 

the efforts of undocumented people to shape political change. The Museum’s 

curatorial and research efforts are closely tied to work done across the Smithsonian. 

We work in close partnership with and receive transformational funding from the 

Smithsonian’s AWHI, Latino Center, and Asian Pacific American Center, as well as 

the Institution’s Race, Community, and Our Shared Future Initiative. 

In addition, the NMAH is focused on investing in its digital future to become the 

most accessible history museum in the country as part of the Smithsonian’s goal to 

Expand Digital Technologies. The Museum is in the process of a major redesign, 

migration, and refresh of its public Web platform for the first time in seven years, based 

on the needs of the NMAH’s audiences and staff. The Museum is also developing a 

digital plan to define an updated set of goals and objectives, with a focus on more 

efficient workflows, enhanced infrastructure, and better training to increase staff capacity. 

The NMAH continues to improve access to and use of its collections through digitization 

and collaboration with partners such as Google Arts and Culture and the Journal Storage 

service known as JSTOR. 

The Museum will support the Smithsonian’s goal of Understanding Our 21st 

Century Audiences by crafting an interpretive plan that provides direction, focus, and 

priorities for the NMAH’s work and integrates visitors’ experiences within the Museum, in 

classrooms, and on digital channels. The plan is centered on the audiences involved, 

ranging from visitors, readers, program attendees, students, and teachers to online 

users, co-creators, community partners, conveners, and artists. The Museum’s aim is to 

ensure that when different audiences experience the power of active learning and cocuration, they will recognize themselves as change-makers and connect to each other as 

a unified public with common goals and interests. This new awareness, in turn, will 

133 
empower the Museum’s diverse audiences to pursue a just and compassionate future. In 

2022, the NMAH will have a multi-year strategy for determining the audiences the 

Museum intends to grow, engaging them, and guiding our public outreach efforts. This 

will build on our 2019 commitment to pursuing language justice in our bi- and multilingual exhibitions and programs. 

In response to the COVID-19 pandemic, the NMAH created a digital task 

force to create new digital learning content for adult and student audiences. The task 

force oversaw the production of 25 new digital programs between April and 

September of 2020. Since the Museum has targeted students ages 5 to 17 as a core 

constituency for these programs, the NMAH staff produced digital “playlists” of 

curricular resources and bi-monthly, bilingual opportunities for these students and 

their teachers to interact with Museum experts via YouTube. Throughout the 2020–

2021 school year, the NMAH continued to add to its library of thousands of free K–

12 interactive resources available via History Explorer, the Museum’s acclaimed 

website for teachers, and expanded its online outreach to caregivers of children 

ages 5–7 with a new video program called HistoryTime. As a measure of this 

program’s success, despite the pandemic closures of schools and the Museum, 

NMAH educators trained more than 1,000 teachers in 2020 and led a collaboration 

with other Smithsonian units to design and deliver a digital summer teacher institute 

that served hundreds of teachers nationwide. 

In FY 2021, the Museum will conduct its ninth National Youth Summit (NYS), 

with a special focus on gender equity. The NYS is a webcast event that brings 

middle and high school students together with scholars, teachers, policy experts, 

and activists in a national conversation about important events in America’s past 

which remain relevant to the nation’s present and future. The 2020 NYS focused on 

Teen Resistance to Systemic Racism and succeeded in drawing approximately 

4,000 young people to participate from 34 states and abroad. 

Also in FY 2022, the NMAH will be opening two new exhibitions: In Sickness 

and In Health, which will examine disease, treatment, and social impacts from the 

1700s to today, including the ongoing COVID-19 pandemic; and Discovery and 

Revelation: Science, Religion, and Making Sense of the World, which aims to 

increase public understanding of the history and role of religion in the United States 

while prompting visitors to consider how science and religion influence our 

understanding of life as we know it. 

As part of the NMAH’s priority to align collections stewardship with the 

Smithsonian’s goal of Preserving our Natural and Cultural Heritage, the Museum recently 

completed a forward-looking collections plan that follows the best practices required for 

reaccreditation by the American Alliance of Museums. This plan identifies opportunities 

to create a shared language and common sense of purpose that can drive and sustain 

collections-related work across the Museum. The plan also sets forth priorities to guide 

decisions about the NMAH’s collections’ acquisition, stewardship, and utilization. 

The Museum is committed to ensuring sound collections stewardship through 

preservation, accountability, and increased digital access. In collaboration with the 

134 
Smithsonian’s National Collections Program and Smithsonian Facilities, the NMAH 

continues to plan the renovation of the Museum’s East Wing (also known as the Public 

Space Renewal Program — PSRP IV), the development of the Pod 6 collections storage 

space at the Museum Support Center in Suitland, Maryland, and the collections 

inventory and decontamination projects at the Garber Facility. These projects establish 

the framework for collections space and storage decisions. To promote the use and 

enhance the value of its collections, The NMAH will continue to promote and enhance 

the value of its collections by focusing on intensive inventory, digitization, and description 

efforts, increased access online, collaboration, and innovative uses of technology. 

In FYs 2020–2021, the pandemic limited staff access to the NMAH, which 

consequently affected its collections stewardship functions and required a focus on what 

could be done virtually. Digitization efforts continued, with the addition of an improved 

workflow to address the physical and technological obsolescence of its audiovisual 

collections through digitization. New approaches for descriptive practices, including the 

exploration of artificial intelligence and batch processing, made more catalogue records 

available online. The Museum also supported the Smithsonian’s foray into open access 

to its collections by researching and identifying objects now in the public domain. All 

these efforts to increase the intellectual and physical control of its collections will help the 

NMAH better determine its space and storage needs through the next decade. 

The NMAH will Enable a Cost-Effective and Responsive Administration by 

reorganizing the Museum to align its work and human and financial resources with its 

strategic plan. These efforts will focus on achieving accountability and efficiencies in the 

Museum’s administrative, staffing, hiring, and governance practices which prioritize 

diversity, equity, and inclusion among volunteers, interns, Fellows, staff, and the NMAH 

advisory board. The Museum’s Inclusion, Diversity, Equity, and Access (IDEA) Council is 

working to establish a more inclusive and equitable work environment. For instance, the 

NMAH continues to broaden and diversify its pool of intern candidates by increasing 

stipend amounts offered to all interns and by reaching communities which have been 

historically excluded from the museum field, such as formerly incarcerated students and 

alumni of the Goucher Prison Education Partnership. 

EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of $1,110,000. The increase 

includes $750,000 for necessary pay and other related salary costs for existing staff 

funded under this line item, and a programmatic increase of 3 FTEs and $360,000 to 

expand digital technologies. 

Digital Technologies (+$360,000, +3 FTEs) 

The budget request includes an increase of $360,000 and 3 FTEs to expand 

and strengthen the Museum’s Web, social media, and digital media programs; 

support the initial implementation of the NMAH strategic, interpretive, and tactical 

plans; increase the reach, engagement, and impact of Museum collections, research 

and programs through digital outreach; provide technical and cost efficiencies; and 

135 
improve the NMAH’s ability to manage projects, contracts, and core functions to 

expand its production capacity. 

The additional staff will enable the NMAH to listen better to and serve our 

digital audiences and address the growing demand for digital and media-based 

learning opportunities (especially for K–12 students); drive deeper engagement with 

the Museum’s collections and scholarship; reach and serve new and more diverse 

audiences, regardless of geography or income; and maintain and manage the 

Museum’s public-facing digital infrastructure. The NMAH will seek diverse, 

multilingual candidates as part of the ongoing goal to make the Museum more 

diverse, inclusive, and accessible. 

NONAPPROPRIATED RESOURCES — General trust revenue sources include space 

rentals for special events, revenue sharing from business operations, honoraria for 

speaking engagements, and tuition reimbursements. These general trust funds support 

salaries and benefits for NMAH staff who work in administration, advancement, public 

affairs, and special events, as well as other program costs. In addition, the Museum 

receives restricted funding through donor/sponsor-designated trust funds (such as gifts, 

private grants, and endowments) and Government grants and contracts. These restricted 

funds are used to develop, install, and promote new exhibitions, fund public programs 

and educational initiatives, and support visitor services, research, travel, and collection 

acquisitions. These restricted funds are vital to complete the renovation of the public 

spaces in the Museum through the fabrication and opening of new exhibits, such as the 

upcoming permanent exhibition, Entertainment Nation, and a temporary rotating 

exhibition space, both of which will be installed on the West Wing’s third floor. Opening in 

FY 2023, Entertainment Nation, an approximately 7,000-square-foot exhibition, will 

remain open for 20 years. The exhibition will rotate objects from the Museum’s vast 

collections to chronicle the country's robust history of sports, music, film, television, and 

theater. When that is done, the NMAH’s focus will then turn to the East Wing public 

space renovation. 

136 
NATIONAL MUSEUM OF THE AMERICAN INDIAN 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 206 33,885 10 1,536 23 9,413 0 71 

FY 2021 

ENACTED 206 34,891 5 935 22 11,137 0 106 

FY 2022 

REQUEST 206 35,680 9 1,381 20 8,048 0 95 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in vital arts and humanities research 14 2,587 14 2,641 0 54

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 8 1,361 8 1,392 0 31

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 16 2,527 16 2,588 0 61

Exhibitions

Offer compelling, first-class exhibitions 25 6,063 25 6,159 0 96

Education

Engage and inspire diverse audiences 41 5,408 41 5,564 0 156

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 31 4,445 31 4,564 0 119

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 16 1,898 16 1,959 0 61

Security

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors and volunteers 0 1,214 0 1,214 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 43 6,594 43 6,759 0 165

Information Technology

Improve the Institution's information technology 

systems and infrastructure 12 2,794 12 2,840 0 46

Total 206 34,891 206 35,680 0 789

FY 2021 FY 2022 Change

137 
BACKGROUND AND CONTEXT 

By partnering with Native peoples and their allies, the National Museum of the 

American Indian (NMAI) fosters a richer shared human experience through a more 

informed understanding of Native peoples. 

In keeping with its authorizing statute, the NMAI is one Museum in three 

locations: NMAI-DC on the National Mall, NMAI-NY in lower Manhattan, and the 

Cultural Resources Center in Suitland, Maryland. The NMAI will focus its resources 

to support research, exhibits, and programs concerning the cultures and histories of 

Native communities and to present contemporary works of art to the public. The 

online and on-site offerings of diverse exhibitions, cultural demonstrations, tribal 

festivals, educational presentations, and scholarly symposia ensure a meaningful 

visitor experience. Online content based on these programs will continue to expand 

our reach to distant virtual visitors who may not be able to come to the Museum in 

person. Through its exhibitions and public programming, the Museum continues to 

present the contemporary voices of Native peoples to educate and inform the public 

while countering widespread stereotypes. 

The NMAI will continue to steward the more than one million collection items 

entrusted to the Museum’s care. The collections represent an excess of 14,000 

years of history and more than 1,500 indigenous cultures and communities 

throughout the Western Hemisphere and Hawaii. 

The FY 2022 budget request includes an increase of $789,000 for 

necessary pay and other related salary costs for existing staff funded under this 

line item. 

MEANS AND STRATEGY 

To achieve the strategic goal to Understand and Impact 21st Century 

Audiences, the NMAI is directing its resources to: 1) activities that will result in 

increased visitation; 2) public programming and exhibits that will encompass 

information about the indigenous peoples of the Western Hemisphere and Hawaii 

(as mandated in the NMAI enabling legislation) and that will demonstrate the 

presence and cultural contributions of contemporary Native peoples; 3) outreach 

to Native communities, tribes, and organizations through programming that 

includes consultations, loans from NMAI collections, online access to collections 

and content, videoconferences, internships, and publications; and 4) amplify the 

civic discourse on issues facing Native Americans by conducting seminars and 

symposia on matters of public interest. Major exhibitions opening or under 

development in FY 2022 include: 

• Preston Singletary: Raven and the Box of Daylight — Featuring works by the 

internationally acclaimed Tlingit artist Preston Singletary. Countless 

generations of Tlingit children have heard about Raven’s adventures through 

an oral tradition that plays an essential role in the survival of Tlingit culture by 

138 
preserving its rich histories and narratives. Singletary shares this story with 

others through a dynamic multi-sensory environment. The exhibition is 

organized by the Museum of Glass in Tacoma, Washington, and curated by 

Dr. Miranda Belarde-Lewis (Zuni Pueblo/Takdeintaan Clan of the Tlingit 

Nation). This exhibit is scheduled to run from January of 2022 to January of 

2023. 

• Oscar Howe (Working title) — In partnership with the Portland Museum of 

Art, the NMAI will organize a retrospective exhibition on the art of 

Yanktonai artist Oscar Howe (1915–1983), opening in NMAI-NY on 

November 6, 2021 and traveling thereafter to Portland in 2022. Howe was 

known for both his iconic, modernist approach in his work as a painter and 

for his defense of the rights of Native artists to choose their own artistic 

path. The exhibition will include approximately 70 paintings by Oscar 

Howe lent from museums, historical institutions, and private owners from 

across the United States, including many which have never been exhibited 

publicly before. This exhibition will be accompanied by a fully illustrated 

catalogue produced by the NMAI, and a seven-to-nine-minute gallery film 

that adds biographical dimension to the presentation. The exhibition will 

trace Howe’s development as an artist and illustrate how his work was 

informed by indigenous aesthetics and modern art. The exhibit will run 

from March to September of 2022. 

The Museum will achieve its education goals by continuing to provide daily 

exhibit and educational programming about Native peoples of the Western 

Hemisphere and Hawaii, thereby providing opportunities to expand public knowledge. 

The seven-day-a-week operation will include interpretive activities, film and video 

presentations, cultural arts performances, demonstrations, and resource materials 

about Native American history and cultural heritage. The NMAI will continue working 

with Native educators and cultural experts on the Museum’s National Education 

Initiative, “Native Knowledge 360o,” to create model materials that schools across 

America can use and expand upon for their own students. To promote learning across 

generations, the imagiNATIONS Activity Centers in NMAI-DC and NMAI-NY will 

introduce indigenous knowledge about Native peoples’ understanding of the natural 

world and about American Indian civics to a growing audience of school children and 

Museum visitors. In addition, various tribal educational resources, including curricula 

enhancement materials, will be made available to teachers nationwide. 

NMAI staff will continue to provide on-site and online group, school, and 

general public tour programs, directing presentations in galleries and deploying 

volunteers in all public spaces and program areas to ensure maximum use of all the 

educational resources available to enhance the visitor experience. 

Public engagement efforts will continue to bring the Museum and its resources 

to audiences through both on-site and online venues and via innovative outreach and 

training programs. These contacts will link external communities to public audiences 

through technology and involvement in NMAI planning and programming. 

139 
 

In addition, the NMAI will continue dedicating resources to expanding access to 

the Museum’s collections online, providing digital educational resources and 

developing its website, as part of the Smithsonian’s strategic goal to Expand Digital 

Technologies. 

As part of the Enhanced Interdisciplinary Research strategic goal to engage in 

vital arts and humanities research, the NMAI will continue to hire and retain the 

highest quality research staff and collaborate with leading institutions of learning and 

community-based scholars. NMAI staff will disseminate their research to Native 

American communities and public audiences through the Web, exhibitions, printed 

materials, programs, and publications, and will also seek out collaborative 

opportunities with other organizations, museums, institutions of higher learning, and 

Native American communities. 

Through an ongoing dialogue with Native communities and cultural experts, 

the NMAI’s collection stewards and scholars will also continue to advance the 

strategic goal to Preserve Our Natural and Cultural Heritage through judicious 

acquisition, documentation, digitization, inventory, preservation, research, security, 

storage renewal and enhancements, as well as increased online access and loans 

to museums across the United States. This includes enhancing the collections by 

acquiring works that document Native experiences and expressive cultures, such as 

those represented in modern and contemporary arts. In addition, the NMAI will 

continue to loan objects to tribal museums and, where appropriate, repatriate sacred 

objects and items of cultural patrimony to their original tribes. 

The strategic goal to Enable Cost-Effective and Responsive Administration 

will be addressed by efficiently and economically designating appropriate resources 

to achieve the mission of the Museum. 

NONAPPROPRIATED RESOURCES — General trust funds support salary and 

benefit costs for the Museum director and other program-related costs. Donor/ 

sponsor-designated funds support salaries and benefits for development staff; costs 

associated with reaching the NMAI’s fundraising goals; training of future 

conservators; conservation of objects for exhibits and community loans; publications 

and special events for exhibition openings; costs related to specific programs and 

projects, including the National Native American Veterans’ Memorial Opening, 

educational programs, advertising, production of fundraising proposals, and 

member- and donor-related special events; as well as outreach activities. 

140 
NATIONAL MUSEUM OF THE AMERICAN LATINO 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 0 0 0 0 0 0 0 0 

FY 2021 

ENACTED 5 1,307 6 903 6 2,084 0 0 

FY 2022 

REQUEST 17 3,324 7 1,063 4 5,116 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

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

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 1 350 3 686 2 336

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 2 300 5 688 3 388

Exhibitions

Offer compelling, first-class exhibitions 1 250 2 466 1 216

Education

Engage and inspire diverse audiences 0 50 100 0 50

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 0 0 1 170 1 170

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 0 0 0 0 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 1 357 6 1,214 5 857

Information Technology

Improve the Institution's information technology 

systems and infrastructure 0 0 0 0 0 0

Total 5 1,307 17 3,324 12 2,017

FY 2021 FY 2022 Change

141 
BACKGROUND AND CONTEXT 

Public Law (P.L.) 116-260, signed by the President on December 27, 

2020, established the National Museum of the American Latino (NMAL) within 

the Smithsonian Institution. The mission of the NMAL is to give voice to the 

richness and challenges of the Latino American experience, make it possible for 

all people to understand the depth, complexity, and promise of the American 

experience, and serve as a national forum for a collaboration on and celebration 

of Latino American history and culture for educational and social institutions. 

More specifically, the NMAL will be the keystone institution for people in the 

United States and visitors worldwide to learn about Latino contributions to life, art, 

history, and culture in the United States; and will serve as a gateway for visitors to 

view other Latino exhibitions, collections, and programming at other Smithsonian 

facilities and museums throughout the United States. 

For FY 2021, resources from the Smithsonian Latino Center ($807,000 

and 5 FTEs) were realigned to the new NMAL line item, along with $500,000 

from the Latino Initiatives Pool to the new Museum line item and an additional 

$500,000 to the Administration line item for required staff to support the NMAL. 

In FY 2022, the estimate includes an initial program request of 12 FTEs and 

$2,000,000 to begin recruiting and selecting initial personnel; form planning and 

coordination teams to develop exhibitions, public programs, education, research, 

collections acquisition, technology, and capital fund raising; implement a siteselection evaluation process; and develop the capacity for administrative and 

financial management. The estimate also includes an increase of $17,000 for 

necessary pay for existing staff funded under this line item. 

In accordance with Division T of P.L. 116-260, the amounts appropriated 

pursuant to the authorization under this section shall remain available until 

expended. 

MEANS AND STRATEGY 

As indicated in P.L. 116-260, the Museum will illuminate the story of the 

United States for the benefit of all by featuring Latino contributions, and provide a 

national resource for the collection, study, research, publication, and 

establishment of exhibitions and programs relating to Latino life, art, history, and 

culture that encompass: 

• Latino contributions to the early history of what now forms the 

United States of America and its territories; 

• Latino service in the armed forces from the earliest days of the 

American Revolution to current military activities in defense of our 

freedoms; 

142 
• Latino contributions to the freedom, well-being, and economic 

prosperity of all people in the United States through historical 

movements; 

• the entrepreneurial and charitable activities of Latinos; and 

• the study and appreciation of Latino life, art, history, and culture, 

and their impact on U.S. society. 

As part of the Enhanced Interdisciplinary Research strategic goal to 

engage in vital arts and humanities research, the Museum will begin to hire the 

highest quality research staff and collaborate with leading institutions of learning 

and community-based scholars. The NMAL staff will make research for film, 

video, audio, and photographic content developed for exhibitions available at the 

Museum and eventually to public audiences through the Web, printed materials, 

and collaborative activities with other groups and organizations. 

The NMAL will achieve the goal of Understanding and Impacting 21st 

Century Audiences by establishing a planning and coordination structure to 

develop an agenda and project schedule for defining exhibition emphasis, 

direction, and composition; forming a collections identification and acquisition 

strategy; coordinating collaborative efforts with other museums; and creating a 

strategic public relations plan and initial materials to introduce the new Museum 

to a national and global audience. 

The NMAL will Preserve Our Natural and Cultural Heritage by developing 

operating plans; purchasing needed equipment, supplies, and contractual 

support; and performing environmental impact and traffic analyses on potential 

building sites. 

The Museum will achieve the strategic goal to Enable Cost-Effective and 

Responsive Administration by developing annual operating budgets, preparing 

personnel actions and vacancy announcements to hire new Museum staff; 

organizing a capital campaign office; and developing a fundraising strategy and 

implementation plan to identify philanthropic prospects and major gift sources. 

EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of $2,017,000. This 

includes an increase of $17,000 for necessary pay for existing staff funded under 

this line item and a programmatic increase of $2,000,000 and 12 FTEs. The 

program increases are as follows: 

• (+$1,668,000, +10 FTEs) This increase will support the initial planning 

activities for the new Museum in the areas of exhibitions, public 

programs, collections, and outreach. Extensive programmatic planning, 

in conjunction with facilities planning, will be necessary so that the 

143 
NMAL’s programs and the eventual design of the Museum building are 

compatible and enable the NMAL to achieve its intended mission. 

Planning will encompass the development of strategies for the 

identification, acquisition, and management of collections and archival 

materials for research; physical and thematic design, composition, and 

direction of exhibitions; design of a full range of public programs for 

various audiences; and establishing an outreach program to address 

constituencies including different ethnic groups, schools, families, and 

cultural and historical foundations. This initial planning work is critical 

because it will establish the foundation for the programs and activities 

the NMAL offers in the future. 

Administrative staff will perform all necessary purchasing tasks to 

acquire supplies, equipment, and contractual services; develop 

budgetary estimates and budget justification material; perform 

accounting functions; process personnel actions, including hiring and 

all other personnel actions; and provide legal advice and opinions. This 

additional staffing will become essential for the smooth functioning of 

operations as the workforce and workload of the new Museum 

increases each year. 

• (+$332,000, +2 FTEs) This increase will establish a fundraising/ 

campaign office and enable the recruitment and hiring of professional 

fundraising personnel who will develop a strategic fundraising plan and 

begin cultivating donor prospects. P.L. 116-260 authorizes the NMAL 

to use appropriated funds for fund raising. 

NONAPPROPRIATED RESOURCES — General trust funds support salary and 

benefit costs for the Museum director and other program-related costs. Donor/ 

sponsor-designated funds support salaries and benefits for development staff; costs 

associated with reaching NMAL’s fundraising goals; training of future conservators; 

conservation of objects for exhibits and community loans; publications and special 

events for exhibition openings; and costs related to specific programs and projects. 

144 
NATIONAL PORTRAIT GALLERY 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 56 6,646 20 4,016 1 2,388 0 0 

FY 2021 

ENACTED 57 6,983 4 3,039 18 3,039 0 0 

FY 2022 

REQUEST 59 7,511 4 3,692 18 3,243 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in vital arts and humanities research 4 546 4 560 0 14

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 2 301 3 508 1 207

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 2 251 3 393 1 142

Exhibitions

Offer compelling, first-class exhibitions 18 2,202 18 2,263 0 61

Education

Engage and inspire diverse audiences 6 754 6 774 0 20

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 19 2,137 19 2,201 0 64

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 0 18 0 18 0 0

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 6 774 6 794 0 20

Total 57 6,983 59 7,511 2 528

FY 2021 FY 2022 Change

145 
BACKGROUND AND CONTEXT 

The Smithsonian’s National Portrait Gallery (NPG) inspires visitors from 

around the world by illuminating the American experience through powerful 

images that connect people and their stories. 

The NPG strives to bring visitors face to face, literally and figuratively, with 

exceptional Americans and their remarkable stories across time, place, and 

circumstance. The NPG uses diverse approaches in visual biography to focus on 

changing notions of American identity, and to track evolving ideas about who is 

significant and has an impact on American culture. The NPG aspires to be widely 

known as the place that sparks thought and conversation, one that brings factual 

American biography into discussion of contemporary issues, and as an institution 

that includes diverse audiences as active participants in defining American 

identity through portraiture and biography. 

The NPG devotes a major portion of its resources to the strategic goal of 

Understanding and Impacting 21st Century Audiences, thereby increasing the 

availability and accessibility of the NPG’s collections through exhibitions, public 

programs, and publications. The exhibitions explore themes in history, biography, 

and art in a way that brings out new meaning and understanding of the American 

experience. The NPG’s exhibitions in FYs 2021 and 2022 will continue to support 

the Smithsonian’s American Women’s History Initiative (AWHI), examining as 

never before the contributions women have made to shaping America. 

Due to the COVID-19 pandemic closures since March of 2020, the 

exhibitions schedule has seen four cancellations, five postponements, and four 

extended shows. Three exhibitions closed earlier than planned. This is noted 

below in the highlights of special exhibitions scheduled in FY 2021, which 

include: 

• Recent Acquisitions (Corcoran Gift) — Following the Corcoran Gallery of 

Art’s closure in 2014, the NPG received 80 works as part of the collection 

dispersal from the country’s first private museum. This exhibition will 

present more than 25 gifted works, including portraits of cultural figures 

Louis Armstrong and Frida Kahlo, presidents James Madison and Zachary 

Taylor, and the first Secretary of the Smithsonian Institution, Joseph 

Henry, in a mix of mediums. (This exhibition is extended by one year.) 

• Every Eye Is Upon Me: First Ladies of the United States — Part of 

“Because of Her Story,” the Smithsonian Institution’s American Women’s 

History Initiative, this major exhibition spans nearly 250 years, from 

Martha Washington to Melania Trump, and is the first to explore the 

historical significance of this prominent national position through 

portraiture. Working closely with the White House and the National First 

Ladies’ Library, Every Eye Is Upon Me — a quote taken from an 1844 

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letter written by First Lady Julia Tyler to her mother — will bring viewers 

closer to understanding the challenges and triumphs of the dozens of 

dynamic women who embraced, sometimes reluctantly, the duties of 

serving as “First Lady.” (Forced to close 10 days after opening due to the 

pandemic, this exhibition was captured on video to ensure its availability.) 

• Visionary: The Cumming Family Collection (Part II) — This exhibition 

reveals the results of more than 25 years of inspired collecting on the part 

of Ian M. and Annette P. Cumming. Beginning in 1995, the Cummings 

commissioned or acquired more than two dozen portraits of national and 

global leaders created by important American artists, including Chuck 

Close and Nelson Shanks. (Due to COVID-19 closures, this exhibition was 

divided into two parts; the display of this part was extended nine months.) 

• Block to Block: Naming Washington — Each day, people in Washington, 

DC travel on streets, cross bridges, or relax in squares whose names 

belong to others. Barton, Douglass, Farragut, Totten, and Wallenberg are 

among the names that may be well known to those who live in and visit 

here; however, do we know who these people were? Why were they 

chosen in the first place? This exhibition includes a selection of images 

from the Gallery’s collection, depicting the people whom city planners 

deemed worthy of memorializing through streets and other urban space 

names. (Opening delayed several weeks due to COVID-19 closures.) 

• “Warranted to Give Satisfaction:” Daguerreotypes by Jeremiah Gurney —

This exhibition of portraits by American daguerreotypist Jeremiah Gurney 

(1812–1895) will continue the NPG’s practice of highlighting works by a 

single daguerreotypist or studio in the Daguerreian Gallery. A jeweler by 

profession, Gurney gave up that trade in favor of daguerreotypy in 1840 

and established one of New York City’s first daguerreotype studios. (This 

exhibition was postponed one year from FY 2020 to FY 2021.) 

• One Life: Will Rogers — An American original whose insightful humor was 

surpassed only by his generosity of self and inestimable goodwill, Rogers 

was born in 1879 in Indian Territory, of Cherokee ancestry, in what later 

became the state of Oklahoma. His life in vaudeville, Hollywood, and 

journalism won for him the hearts of Americans throughout the country. 

(This exhibition, originally postponed from FY 2020 to FY 2021, has since 

been cancelled on site, but an online version will launch in 2021.) 

• Hung Liu: Portraits of Promised Lands — This large-scale retrospective of 

internationally acclaimed, Chinese-born, American artist, Hung Liu will 

feature more than 50 artworks the artist made during her time in Maoist 

China in the 1960s, through her immigration to California in the 1980s, to 

the height of her career today. Having lived through wars, political 

revolutions, exile, and displacement, Liu’s story presents a complex, 

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multifaceted picture of an Asian Pacific American experience. Her portraits 

offer a personal yet universal look at themes of feminism, the freedom of 

self-expression, history and personal memory, migration, and immigration. 

Part of “Because of Her Story,” the Smithsonian’s American Women’s 

History Initiative, the exhibition is also supported by the Smithsonian’s 

Asian American Pacific Center. (This exhibit’s opening was postponed by 

three months.) 

In addition to these temporary exhibitions, the permanent collection will 

refresh The Struggle for Justice, as we continue to plan for the thematic return of 

Out of Many: Portraits from 1600 to 1900 (formerly, American Origins). A 

photographic representation of President Trump will be installed in America’s 

Presidents while we await the official commissioned portrait. Although our 

traveling exhibitions program was impacted by the pandemic, we kept Eye to I: 

Self-Portraits from the National Portrait Gallery on the road by adjusting venue 

dates that accommodated their COVID-19 closures. The tour of The Outwin: 

American Portraiture Today also continued on a reduced scale that had to be 

limited to two venues due to pandemic-related venue cancellations. Our most 

impactful traveling show in FY 2021 is The Obama Portraits Tour, which has a 

five-venue national reach to Chicago, Brooklyn, Los Angeles, Atlanta, and 

Houston. Lastly, the Outwin Boochever Portrait Competition 2022 will be 

completed and the finalist selected by end of FY 2021. 

The combined Audience Engagement Department, consisting of 

Communications, New Media, and Education staff, has furthered the goal of 

Broadening Access by defining overarching strategies, actionable tactics for each 

strategy, and key performance indicators to measure success. The NPG will 

make further strides to raise its national visibility, as well as to increase local 

visitor engagement. The Audience Engagement team will accomplish these goals 

through targeted outreach, the World Wide Web, and social media campaigns. 

The NPG will continue building on its diverse representation of art to leverage 

social media platforms and attract more followers, convert them to visitors, and 

expand our engagement with international media. 

In FYs 2021 and 2022, the NPG will continue to collaborate with its 

innovative learning groups, The Teen Council, and the Teacher Advisory Board, 

and use the perspectives and knowledge of these key constituencies to extend 

the educational value of the NPG’s collection both programmatically and digitally. 

The Accessibility Task Force will bring NPG staff up to par with accessibility 

issues and demands. Other popular programs, including afterhours events, 

curator tours, and Family Days events, will continue to anchor the NPG’s 

educational offerings. The NPG docent corps remains a vibrant and diverse 

group that is well-versed in the collection and trained in inquiry techniques to 

engage audiences, with one-quarter of the docents fluent in Spanish and English. 

Explore!, the NPG education space for 18-month to 8-year-olds, was designed to 

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help young people explore portraiture as art and history, and will continue to 

draw more families to the Gallery. 

The NPG’s primary publication projects in FY 2021 are First Ladies of the 

United States (in December of 2020, in association with Smithsonian Books), 

which accompanies the Gallery’s exhibition Every Eye Is Upon Me: First Ladies 

of the United States; and Hung Liu: Portraits of Promised Lands (in June of 2021, 

in association with Yale University Press). Both books contribute new research to 

the field of portraiture and complement their respective exhibitions. The NPG has 

also begun developing a children’s book and initiated discussions for other FY

2022 and 2023 publications (Lives that Matter; Outwin; 1898; and Kinship). 

The publications office has adjusted to the pandemic by pivoting to assist 

various departments with additional digital resources (especially in the areas of 

curation and audience engagement). At the same time, the office has continued 

to edit and manage the Spanish-language translations for hundreds of extended 

object labels. 

Furthermore, the NPG remains committed to its bilingual initiative by 

continuing to translate new label texts and other materials into Spanish. 

The NPG will Preserve Our Natural and Cultural Heritage by featuring 

prioritized acquisitions of portraits of under-represented Americans. The NPG will 

also continue several projects to produce digital images of its collection items, 

and to address cataloguing backlogs, to enhance the study and appreciation of 

its portraits in all media by researchers and the public around the world. The 

NPG will digitize collections objects as pandemic restrictions allow, with a 

primary focus on works on paper which can be scanned and filed into the 

Smithsonian Digital Asset Management System (DAMS), complete with object 

condition reports. Other conservation work continues, including necessary 

conservation of paintings and sculptures of notable American women, as well as 

other paintings requiring treatment, and restoration of the delicate frames of 

numerous painted portraits. 

The FY 2022 budget request includes an increase of $528,000 that includes 

$193,000 for necessary pay and other related salary costs for existing staff funded 

under this line item, and a programmatic increase of 1 FTE and $200,000 for 

digitization support and 1 FTE and $135,000 for visitor engagement support. 

MEANS AND STRATEGY 

In FY 2022, the NPG will continue to concentrate its efforts and resources 

on exhibitions, developing and maintaining its collection, expanding public 

education offerings, and pursuing new research directions. 

149 
As the Smithsonian returns to more normal activities in a post-pandemic 

environment, the NPG plans to pursue the strategic goal of Understanding and 

Impacting 21st Century Audiences in FY 2022, with an ambitious and active onsite schedule, while continuing to address contemporary social and cultural 

themes through the following exhibitions: 

• Pursuing Pop: Portraiture Since 1960 — Featuring more than 40 works from 

the Gallery’s collection, this exhibition illustrates the influence of the pop 

movement of the mid- to late-1950s throughout the decades that have 

followed. Artists have chased the pop phenomenon since its height, applying 

its principles to address the politics of their time head-on and celebrate icons 

of social change. The portraits represent subjects across the fields of music, 

dance, sports, politics, activism, and the media, with likenesses of Fab 5 

Freddy, Janis Joplin, Lolita Lebrón, and Ruben Salazar to name a few. 

• Watergate: Portraiture and Intrigue — The year 2022 marks the 50th 

anniversary of Watergate, the White House scandal that played out over two 

years and led to the political downfall of President Richard Nixon. The Nixon 

administration opened a door to China and saw Americans walk on the moon; 

however, Nixon’s second term ended disastrously for him personally and 

tragically for the nation at large. Drawn from the NPG’s collection, the 

exhibition highlights figures from Nixon’s inner circle as well as the journalists 

who brought the intrigue to light. 

• The Outwin 2022: American Portraits Today — This exhibition will be the 

result of our sixth Outwin Boochever Portrait Competition. The triennial 

competition for 2022 — open to all media, including those focusing on 

performance art — will have its final jury session in late FY 2021, at which 

time exhibition finalists and prize winners will be selected. The exhibition will 

broaden the definition of portraiture by highlighting the genre’s relevance in 

contemporary art and culture. 

• One Life: Maya Lin — The premiere exhibition in our new One Life Gallery, 

this will be the first visual biography of architect, sculptor, and 

environmentalist Maya Lin presented in an art museum. Tracing Lin’s life from 

her childhood in Ohio to today, the exhibition will include family and portrait 

photographs, posters, letters, drawings, architectural plans, and personal 

ephemera. Part of “Because of Her Story,” the Smithsonian American 

Women’s History Initiative, it also extends the NPG’s commitment to illustrate 

U.S. history from a variety of viewpoints and perspectives to further increase 

the diversity of stories told through exhibitions. 

• Family Ties: Daguerreotype Portraits — Within a few years of its introduction 

in 1839 as the first commercially viable form of photography, the 

daguerreotype emerged as a highly popular way to document familial 

relationships. In 1849, a writer for a national magazine observed, “It is hard to

150 
 

find the man who . . . has not the shadowy faces of his wife and children done 

up” in presentation cases “of purple morocco and velvet.” Timed to coincide 

with the exhibition Portraiture Now: Kinship in FY 2023, this installation will 

highlight daguerreotypes of family groups from the NPG’s collection, including

a portrait of famed photographer Mathew Brady with his wife and sister, and 

an image of Hawaiian ruler Kaikeoli (King Kamehameha III) with members of 

his family. 

• I Dream a World: Selections from Brian Lanker’s Portraits of Remarkable 

Black Women (Part I) — This exhibition features 27 photographs of 

remarkable Black women included in Pulitzer Prize-winner Brian Lanker’s 

1989 photographic essay. Installed in two phases, the exhibition brings 

together likenesses of women who have made a difference across the 

disciplines of the arts, activism, literature, and politics. Sitters featured in Part 

I include Maya Angelou, Septima Pinsette Clark, Barbara Jordan, Rosa 

Parks, Wilma Rudolph, and Alice Walker. 

In addition to these on-site temporary exhibitions, the NPG will complete 

both The Outwin 2019: American Portraiture Today tour and The Obama 

Portraits Tour, while planning traveling shows for 2023 and beyond. The Gallery 

will also refresh Out of Many: Portraits from 1600 to 1900, as well as resume 

rotations from the permanent collection. 

The NPG’s other publication projects in FY 2022 will include Brilliant 

Exiles (an exhibition catalogue) and The ABCs of the National Portrait Gallery. 

We will also begin work on the Outwin 2022 catalogue. With each publication, the 

Gallery will produce high-quality printed works that reach a broad audience 

nationally and internationally. 

In addition, the NPG will continue to Preserve Our Natural and Cultural 

Heritage by providing a fuller picture of the early nation with further acquisitions of 

18th- and 19th-century portraits of under-represented minorities and women. The 

Gallery will also seek to expand its holdings of contemporary Americans by acquiring 

portraits of leading figures in disability rights, the sciences, business, and the arts. 

The NPG will continue working with the Digitization Program Office until its entire 

collection of both two- and three-dimensional works is captured with digital imagery 

and made accessible to the public and researchers via the Web. Moreover, the NPG 

will care for the physical conservation needs of the collection, in all media, and 

continue to provide state-of-the-art analysis of works in the permanent collection. 

Finally, the NPG will continue to Enable Cost-Effective and Responsive 

Administration through vigorous efforts to recruit a diverse and professional 

workforce. The Gallery will also continue to participate with central Smithsonian 

offices on finance and operations management process improvements. 

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EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of $528,000 that includes 

$193,000 for necessary pay and other related salary costs for existing staff funded 

under this line item, and programmatic increases for $335,000 and 2 FTEs, as 

detailed below. 

Digitization Support — (+$200,000, +1 FTE) 

The NPG needs a content developer and strategist to help create a truly 

public platform with multiple points of entry for our visitors to access a vibrant 

digital communications studio. Such a studio will allow visitors to participate in an 

open public discourse/dialogue on the history, art, and biography of portraiture. 

The content developer and strategist will develop resources which can be used 

for a wide range of digital platforms, including podcasts, handheld technologies, 

websites, social media, and communications, as well as in-gallery technologies 

such as touring aids. This will enhance the Museum’s capabilities so they can 

participate in digital content production and more effectively transform their 

workflows to reach expanded audiences. 

Visitor Engagement (Accessibility) — (+$135,000, +1 FTE) 

As the nation’s showcase for American biography and portraiture, the NPG 

must ensure that its collections and programs are accessible and relevant to all 

Americans, and therefore requires a dedicated accessibility specialist to accomplish 

this goal. The program specialist will review the NPG’s accessibility programs;

actively engage the accessibility community to improve the diversity of and access to 

portraiture, cultures, and art; and help the Gallery reach underserved audiences with 

content relevant to their interests. 

NONAPPROPRIATED RESOURCES — General trust funds support essential 

positions and help defray costs of special events for exhibition openings, loan 

exhibition development, outreach, fund raising, management, and research. The 

NPG must support exhibitions, publications, public lectures and gallery programs, 

symposia, and some collection acquisitions with donor/sponsor-designated funds. 

Private donations are thus vital to the NPG’s planning, programming, and ability to 

deliver on its public mission. It is through a public-private partnership that the 

National Portrait Gallery achieves its goals and serves the Smithsonian’s mission. 

152 
NATIONAL POSTAL MUSEUM 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 6 1,831 2 501 1 2,473 17 3,125 

FY 2021 

ENACTED 6 1,854 2 500 1 2,605 20 3,355 

FY 2022 

REQUEST 8 2,105 2 500 3 3,265 23 3,525 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 1 96 1 100 0 4

Understand and Impact 21st Century Audiences

Exhibitions

Offer compelling, first-class exhibitions 1 164 1 168 0 4

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 4 551 6 794 2 243

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 0 1,043 0 1,043 0 0

Total 6 1,854 8 2,105 2 251

FY 2021 FY 2022 Change

BACKGROUND AND CONTEXT 

The National Postal Museum (NPM), with the world’s largest museum 

collection of stamps and postal artifacts, is dedicated to creating visitor experiences 

that educate, excite, entertain, and inspire. With more than six million objects, the 

Museum is responsible for the Smithsonian’s second-largest collection. The Museum 

dedicates its resources to developing new and innovative ways to explore the vital 

role of the postal system in American life, and to make its vast philatelic and postal 

collections available to all visitors — both in person and online. The NPM uses its 

collections in exhibitions and public programs which educate visitors on the history of 

America, transportation, communication, economics, and commerce. 

The NPM’s new strategic plan is designed to advance the core strategic 

directions of the Museum during the next three fiscal years. Many of the strategic 

153 
objectives assigned to key result areas (by management department) required 

Institution-wide cooperation. Teamwork and the processes necessary to achieve 

shared objectives were created by the Museum’s management staff. Senior 

leadership gave special attention to the plan for digital outreach and networking, 

because this area will become increasingly important to the NPM as it develops new 

audiences and serves as a focal point for national and international philatelic history, 

collecting, and storytelling. 

Social media is also a useful platform for broadening the curatorial impact on 

philately and postal history. Expanding the research and public output of the 

curatorial department will enhance the brand of the NPM as the premier philatelic 

institution in the United States. Using the Web to highlight the collection’s depth and 

value will provide better access for the public and scholars as well as encourage 

donations. In addition, the Museum will change how it greets and orients visitors, 

staffs the exhibitions, and creates programs that attract and serve diverse audiences. 

The NPM will become a leader in the Smithsonian’s effort to embody DEAI 

(Diversity, Equity, Accessibility, and Inclusion) principles and practices in its 

operations. This commitment will span both in-house activities (from hiring practices 

to inter-staff professional communications) and the outward-looking efforts to develop 

programs and audiences. 

These highlights of the NPM’s strategic plan shine a light on the strong 

potential of the Museum to dramatically increase its reach and impact and become a 

known leader in its field. 

The FY 2022 budget request includes an increase of $251,000. The increase 

includes $21,000 for necessary pay and other related salary costs for existing staff 

funded under this line item and a programmatic increase of 2 FTEs and $230,000 for 

collections and curatorial support. 

MEANS AND STRATEGY 

The NPM’s primary activities will contribute to the Smithsonian’s vision of 

building on “its unique strengths to engage and to inspire more people, where 

they are, with greater impact, while catalyzing critical conversations on issues 

affecting our nation and the world” through the prism of postal communications 

and philately. These challenges will be met by partnering with other Smithsonian 

museums in support of the One Smithsonian Strategic Plan: serving as a catalyst 

for conversations about complex issues; extending the digital reach of the 

Museum; understanding and impacting 21st century audiences; contributing to 

large, visionary, interdisciplinary research and scholarly projects; and preserving 

our philatelic and postal heritage while optimizing our assets. 

In April of 2022, the Museum will open the exhibition Baseball: America’s 

Home Run, exploring America’s national pastime. Featuring hundreds of U.S.

154 
and international stamps commemorating historic moments and drawing on 

original artwork and archival material from the United States Postal Service’s

(USPS) esteemed Postmaster General’s (PMG) Collection, the display of stamps 

and mail will be complemented by dozens of objects loaned by other 

Smithsonian museums, law-enforcement agencies, and private collectors. The 

exhibition will be presented in English and Spanish through a collaboration with 

the Smithsonian Latino Center and will have broad appeal to the public. 

The NPM’s Department of Education and Visitor Services (DEVS) will 

continue to expand pre-K–12 educational programs and create new learning 

opportunities in the Byrne Education Center of the William H. Gross Stamp 

Gallery and in new and existing exhibitions. The Byrne Center will provide 

enhanced learning opportunities for visiting groups, which incorporate social and 

emotional learning practices, hands-on activities, and civic connections to the 

Museum’s collections. The Byrne Center will also continue to be used for NPM 

and Institution-wide meetings and programs. A second educational space 

supports the Museum’s on-site school tours, community engagement activities, 

and family programming such as the NPM’s traditional programs, including FirstClass Problem Solvers and Listen, Look, and Do! 

Due to the COVID-19 pandemic, the NPM has had to re-imagine all of its 

educational programming and identify new ways to engage our audiences online. 

Through Virtual Story Time, virtual school field trips, and our Virtual Wine and 

Design crafting program, among others, the NPM will continue to engage national 

and international audiences through creative programs that support personal 

connections to the postal service and mail delivery. Online visitor resources will 

also continue to grow through new online tours, exhibitions, and activities for 

learners of all ages. 

In FY 2022, the Museum will also focus on initiatives to improve the visitor 

experience by enhancing our online and on-site accessibility programs and 

resources. The Visitor Services team will continue to improve the visitor 

experience both through physical changes, such as facilities and signage, and by 

fostering an atmosphere of customer service, cooperation, and teamwork. FY 

2022 will also include the planning and design of a family-style bathroom, as well 

as a targeted volunteer recruitment effort to reflect an increasingly diverse 

population, both of which are designed to help ensure a more positive visitor 

experience for all. 

At the NPM, federal resources are dedicated to improving the stewardship 

of the six million objects which represent the national collection of philatelic 

material and postal history. Accordingly, the Museum’s collections and curatorial 

teams will continue to increase the number of collection objects that are available 

online. Associated initiatives include partnering with the Smithsonian’s 

Digitization Program Office to carry out mass-digitization projects of 2D and 3D 

155 
 

 

material, and participating in the SI-wide Open Access initiative by identifying 

which materials can be made available to the public for download and re-use. 

In FY 2022, the NPM collections and curatorial departments will build on 

their accomplishments by continuing to participate in Institution-wide digital 

initiatives, carry out exhibition rotations, identify and consolidate material in 

storage, process deaccessions, and maintain normal business operations. The 

collections will be made available to Museum visitors, researchers who contact 

the team for an appointment to see material not on view, and to audiences 

around the world via the NPM website. 

Also in FY 2022, the collections department will continue to undertake all 

aspects of collections management by developing, maintaining, preserving, and 

making the national collection accessible to the public. For example, the team will 

continue to document and add data to the Museum’s database. The Museum’s 

conservator will carry out conservation treatments on the permanent collection, 

ensuring that the objects are preserved for future generations. And finally, the 

team will process new acquisitions to enhance the NPM’s ability to fully capture 

philatelic and postal history. 

A major initiative to improve accessibility to off-site collections will remain 

a Museum priority. The NPM will continue to coordinate with the staff of the 

National Museum of American History on the decontamination of NPM collection 

objects stored in Garber building number 16 in Suitland, Maryland. This project 

will remove hazardous lead and asbestos from NPM collections which have been 

inaccessible for many years. The project will eliminate a potential safety hazard 

for staff and make previously inaccessible collection items available for 

cataloguing and imaging. These collection items can then be made available to 

the public in displays on site and via the Museum’s website. 

The collections department will continue to catalogue, image, and 

conserve the PMG collection of original stamp art. The PMG collection, which 

began transferring to the Museum from the USPS in FY 2012, represents one of 

the NPM’s most important collections. It includes the original artwork, as well as 

rejected designs and preliminary sketches, commissioned for more than 3,000 

U.S. postage stamps between 1942 and the present. As the USPS continues to 

transfer new PMG material to the NPM, the collections department will examine, 

treat, and re-house the collection as well as process related archival collections. 

Finally, in FY 2022, the team will refine collections policies, plans, and 

procedures due for review. Policies and plans include the Museum’s collections 

management policy, its lending policies, its collections emergency plan and, 

perhaps most importantly, its collections stewardship plan. The collections 

stewardship plan will guide the content and development of the Museum’s 

collection. The collections department will lead the staff in a coordinated and 

uniform direction to draft this plan, which will allow the NPM to gain better control 

156 
of its collections and ensure that it has appropriate staff and resources to 

manage them. 

EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of $251,000. The increase 

includes $21,000 for necessary pay and other related salary costs for existing staff 

funded under this line item and a programmatic increase of 2 FTEs and $230,000 for 

collections and curatorial support. 

Collections and Curatorial Support (+$230,000, +2 FTEs) 

The NPM collection is the second largest of any Smithsonian museum and the 

largest among the history and culture units. With more than 6,000,000 objects in its 

collection, the Museum employs only four full-time curators (1.5 million objects per 

curator). In contrast, the National Portrait Gallery employs approximately seven 

curators and three historians for 21,000 objects and the National Air and Space 

Museum has approximately 10 curators for 68,000 objects. Compared to nearly every 

other Smithsonian museum, the NPM has the fewest number of scholars on staff. We 

have two urgent position needs at the NPM. This is why the NPM urgently needs to 

fill two positions which will have important roles in upcoming digitization projects and 

the commemoration and celebration of the United States Postal Services’ 250th 

anniversary in 2025 as well as the country’s 250th anniversary in 2026.

• Archivist — Collections (+$115,000, +1 FTE) 

Despite its vast and varied collection of archival material, the NPM is the only 

Smithsonian history and culture museum without a designated archive. Hiring a fulltime technical archivist will enable the Museum to gain physical and intellectual 

control over its historic records and provide public access in person and online to 

material ranging from personal papers, historic photographs, letters to postal officials, 

interviews, logbooks, and airmail contract cards to postal service promotional 

materials, postal forms, ledgers, and registers, as well as scrapbooks, maps, and 

blueprints. 

The exact volume of the Museum’s rich archival collection is unknown, but it is 

massive and stored on site and off site, in curators’ offices, collections storage, and 

the library in multiple analog and digital formats. Moreover, since the collection 

continues to grow, it is imperative for the NPM to have a technical archivist who can 

help catalogue and preserve the Museum’s archival treasures, which will otherwise 

be at risk of deteriorating. 

• Curatorial Department (+$115,000, +1 FTE) 

The public content officer within the NPM’s curatorial team will develop and 

deliver new content using the Museum’s extensive collection, thus expanding the 

157 
NPM’s reach and impact for all Americans. This position will work with all NPM 

departments, and especially closely with curatorial, collections, and education staff to 

curate online exhibitions, promote and share research and scholarship, and tell 

important stories about American history through the unique lens of the Museum’s 

collections. She/he will be a leader who will institute best practices in activating the 

NPM’s collection in digital engagement, thus helping the Smithsonian achieve its 

strategic goal of reaching one billion people. 

This essential member of the curatorial team will be responsible for developing 

robust digital initiatives to support the NPM’s vision of becoming the world’s greatest 

philatelic resource and housing the definitive collection of American postal history by 

prioritizing the increase and diffusion of knowledge through research, scholarship, 

exhibits, and education. By providing digital content to audiences on site and online, 

the Museum will grow new audiences who will use the NPG collections and those of 

other Smithsonian museums. 

NONAPPROPRIATED RESOURCES — The United States Postal Service provides 

the NPM with an annual grant, which supports more than 60 percent of the Museum’s 

core functions and operational costs. These costs include nonfederal salaries and 

benefits, facility maintenance, exhibitions, education, and collection management 

programs. Fundraising initiatives will continue to generate increased support from the 

private sector to develop and support new exhibitions, research opportunities, 

educational programs, and special events. 

158 
 

SMITHSONIAN AMERICAN ART MUSEUM 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 89 10,412 12 1,930 46 9,698 1 119 

FY 2021 

ENACTED 90 10,938 14 1,754 36 4,230 2 136 

FY 2022 

REQUEST 91 11,413 16 1,883 38 4,464 2 136 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in vital arts and humanities research 6 744 6 766 0 22

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 7 874 8 1,049 1 175

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 13 1,540 13 1,587 0 47

Exhibitions

Offer compelling, first-class exhibitions 25 2,936 25 3,026 0 90

Education

Engage and inspire diverse audiences 2 279 2 286 0 7

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 20 2,373 20 2,445 0 72

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 1 131 1 135 0 4

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 13 1,768 13 1,815 0 47

Information Technology

Improve the Institution's information technology 

systems and infrastructure 3 293 3 304 0 11

Total 90 10,938 91 11,413 1 475

FY 2021 FY 2022 Change

159 
 

 

BACKGROUND AND CONTEXT 

The Smithsonian American Art Museum (SAAM) is the nation’s Museum 

dedicated to the art and artists of the United States from colonial times to the present. It 

is the home of the largest and most inclusive collection of American art in the world, and 

its holdings of more than 44,000 works, spanning three centuries of the nation’s cultural 

development, tell the story of America through the visual arts. The Museum’s programs 

make the collection available to national audiences and beyond, as well as to those who 

visit its two historic landmark buildings in Washington, DC: the Donald W. Reynolds 

Center (DWRC) for American Art and Portraiture (shared by SAAM and the National 

Portrait Gallery) and the Renwick Gallery, dedicated to American crafts and decorative 

arts. 

To achieve the strategic goal of Enhanced Interdisciplinary Research, SAAM 

curators and research Fellows-in-residence use the collection and other resources to 

develop new insights into America’s cultural and artistic legacy as well as current 

themes and explorations. The resulting knowledge informs collections development and 

serves as the basis for exhibitions, associated award-winning catalogues and scholarly 

publications, and educational programs. The Fellowship program, which celebrated its 

50th anniversary in 2020, cultivates the next generation of professors and curators. 

SAAM has hosted more than 700 scholars who now work at academic and cultural 

institutions across the United States, Australia, Asia, the Caribbean, Europe, the Middle 

East, and South America. The Museum’s peer-reviewed journal, American Art, serves 

as a primary venue for groundbreaking scholarship in the field. The Museum also hosts 

international symposia and seminars on topics of relevance in the field of American art 

and encourages a deeper understanding of American art’s global connections. 

SAAM will Expand Digital Technologies by offering a constellation of activities to 

engage users both online and in the galleries. The Museum takes full advantage of the 

latest technologies, with a focus on mobile-optimized websites and applications, video 

production, and social media engagement. Three videoconference centers deliver the 

Museum’s education programs to classrooms around the world. The digitization of 

SAAM’s collections also continues, allowing the Museum to add new assets and media 

to support its vast online resources. 

The Museum will Understand and Impact 21st Century Audiences through 

exhibitions, education, and public programs. An ambitious schedule of exhibitions 

developed in-house and complemented by shows obtained from other organizations 

attracts new visitors and encourages repeat visits. At the DWRC, large exhibition 

spaces, shops, and a renovated restaurant greet visitors with a broad range of activities 

to maintain their interest. The Lunder Conservation Center provides a window on 

preservation of the national collections, and the Luce Foundation Center for American 

Art displays 3,500 collection objects in an inviting, visible storage center. The Renwick 

Gallery has additional space for exhibitions, public programs, and rotating displays of its 

permanent collection of American crafts. Multiple traveling exhibitions organized by the 

Museum are shared with other museums throughout the United States, enriching 

people’s lives by giving them direct access to their nation’s artistic and cultural heritage. 

160 
National education programs directly reach K–12 teachers and students. These 

programs use the latest technologies where they are most effective to incorporate art 

into social studies, history, and language arts. Resident teacher institutes are 

supplemented by online/on-demand courses for the K–12 community. The Museum 

regularly collaborates with private and public organizations to provide teachers with new 

tools and resources. In addition, students are brought into the Museum as often as 

possible to provide that direct experience with the transformative power of great art. The 

MacMillan Education Center, located in the galleries, serves students in classrooms 

across the nation and on U.S. military bases worldwide. 

Public programs complement Museum exhibitions and highlight permanent 

collections with lectures, tours, and gallery talks, as well as craft and sketching 

workshops. The McEvoy Auditorium hosts four of SAAM’s five lecture series and two 

of its five music series, with additional programming taking place at the Renwick 

Gallery or in the Kogod Courtyard. The latter space also hosts programs such as 

family days, heritage months, and art-themed movies. In FY 2020, SAAM hosted 

more than 100 virtual programs and events. 

The strategic goal of Preserving Our Natural and Cultural Heritage is achieved 

through multiple activities. Scholarship and research help set acquisition objectives. 

Gifts of art and private funds raised through advancement activities pay for additions to 

the national collection. Conservators research methods and tools to preserve the 

artwork. The Lunder Conservation Center is an important resource for conservation 

training and colloquia of interest to the conservation community and the public. 

Conservation Fellowships ensure that experience and knowledge are shared with the 

larger community of conservation practitioners. 

SAAM also has a robust safety program to ensure a safe and healthy 

environment for Museum staff and visitors. 

Cost-Effective and Responsive Administration encompasses many activities. 

Information Technology (IT) staff implement and maintain the information framework on 

which so many other efforts depend. This includes exhibition space screens and kiosks 

that provide access to information available anywhere, on any device. Managers 

carefully plan, promote, protect, and conserve the Museum’s resources. 

The FY 2022 budget request includes an increase of $475,000 that includes 

$325,000 for necessary pay and other related salary costs for existing staff funded 

under this line item, and a programmatic increase of 1 FTE and $150,000 for 

digitization and Web support coordination. 

MEANS AND STRATEGY 

Research on the collections and related American art topics by curatorial staff 

continues in support of exhibitions and the permanent collection, including three new 

exhibition catalogues scheduled for publication in FY 2022. Endowments and multiyear private support have allowed the Museum to hire a full slate of curators with 

specialties ranging from sculpture, photography, and contemporary crafts to media 

161 
 

arts. The Museum’s award-winning, peer-reviewed journal, American Art, will publish 

three issues of new scholarship. The Museum hosts approximately 20 research 

Fellows every year from throughout the country and internationally, thereby 

increasing the number of scholars using the collections. The resulting discoveries and 

interpretations by staff and Fellows help Americans understand and appreciate their 

rich and diverse cultural heritage as well as advance scholarship in American art. 

Research also feeds into educational programs and provides content for the 

Museum’s website and new media. 

The Museum embraces the Web by making as much of its artwork and 

related data as possible freely available online to the public. Ninety-nine percent of 

SAAM’s collection is now online. The Museum hosts dynamic websites for visitors, 

researchers, and educators, most notably through the popular website at 

AmericanArt.si.edu. SAAM participates in collaborative digital initiatives with other 

organizations, implementing powerful tools such as Linked Open Data (LOD). The 

publication of SAAM’s collections data as LOD has established the Museum as a 

leader in promoting semantic Web standards in the museum community. SAAM 

maintains an active social media presence across many platforms — including 

Facebook, Twitter, Instagram, and our blog, Eye Level — which focuses on 

engaging the public in conversations about art-related topics. The Museum produces 

dozens of educational videos and live streams each year, which are added to its 

non-profit YouTube channel. These assets are fully accessible and responsive, 

regardless of the type of device used. Custom-built interactive exhibition 

components, apps, and videos are used whenever appropriate to provide a richer 

and more varied learning experience for visitors. 

SAAM is planning six exhibitions for FY 2022. Major exhibitions include 

Subversive, Skilled, Sublime: Fiber Art by Women; Sargent, Whistler, and Venetian 

Glass: American Artists and the Magic of Murano; and Welcome Home: A Portrait of 

East Baltimore. The Renwick Gallery will host an event around its upcoming 

anniversary, taking over the whole building to showcase the exhibition celebrating 50 

Years of Craft at the Renwick. 

As part of its ongoing effort to make as much material as possible accessible 

to the public, the Museum regularly rotates artworks in the permanent collection 

galleries to show the many facets of American art and culture, as well as to 

encourage return visits. The Luce Foundation Center for American Art displays an 

additional 3,500 collection objects in glass cases. 

National outreach includes the touring exhibitions African American Art, Kara 

Walker, and William H. Johnson: Fighters for Freedom. Interactive exhibition 

components continue evolving to keep pace with proliferating information streams. In 

addition, whenever possible, SAAM honors requests by other museums for loans 

from the national collection. 

Education initiatives continue to expand as the Museum takes advantage of new 

online tools and assets. SAAM continues to develop its highly successful distancelearning program with staff and 22 volunteers who create content that reaches 

162 
classrooms worldwide. Three videoconference centers, including the MacMillan 

Education Center, enable the Museum to serve more students than ever before. 

Contracts and partnerships with Government agencies such as the Department of 

Defense, the American Battle Monuments Commission, the National Endowment for the 

Humanities, and the Washington, DC Public Schools expand the Museum’s reach to 

more diverse audiences. In addition, the Museum partnered with three other 

Smithsonian units to create two weeklong “Smithsonian Summer Sessions,” a virtual, 

interdisciplinary experience to model strategies for learning through art, history, and 

culture; 250 teachers from 36 states, Washington, DC, two U.S. territories (Puerto Rico 

and the U.S. Virgin Islands), and four foreign countries (Barbados, Bolivia, Canada, and 

Mexico) attended. SAAM also turned the “Summer Sessions” content into a self-paced, 

online course for teachers. 

The safe storage and display of collection objects remain a top priority. SAAM 

continues to develop public interest in and awareness of preservation issues through 

the Luce Foundation Center and the Lunder Conservation Center and their many 

public and professional programs. The acquisition of new tools and instrumentation 

allow for more complete monitoring of the collection and application of leading-edge 

conservation techniques to preserve the collection. Leased cool-storage space ensures 

that photographic material is preserved in ideal conditions. Artworks will be acquired to 

fill gaps in the collection identified through the Museum’s collections plan. Time-based 

media (that is, works exhibiting a changing observable state, such as film, videos, or 

lights) continue to receive special attention in our Time-based Media Lab. Galleries in 

the DWRC continue to be converted to light-emitting diode (LED) lighting, which is less 

damaging to the collection and more economical in reducing the costs of maintenance 

and utilities. 

Information technology and administrative procedures closely monitor 

resources and processes, resulting in Cost-Effective and Responsive Administration. 

Strong partnerships with Smithsonian central offices enable SAAM to provide an enduser perspective on policy changes. Use of the Museum’s intranet site keeps staff 

current on the ever-changing procedural and regulatory environment. Continual 

reviews of work processes and conditions result in safer techniques and materials for 

both staff and the environment as well as the national collections. 

EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of $475,000 that includes 

$325,000 for necessary pay and other related salary costs for existing staff, and a 

programmatic increase of 1 FTE and $150,000 for digitization and Web support. 

Digitization Lifecycle Coordinator (+$150,000, +1 FTE) 

This budget request includes an increase of $150,000 and 1 FTE to hire a 

digitization lifecycle coordinator who will assist with handling the increased workload 

and high demand for digital content. This essential position will coordinate and manage 

a pan-departmental Museum process to implement and track collections digitization, 

including planning and optimization of acquisition and documentation workflows; 

163 
metadata creation and enhancement; artwork cataloguing and artist biographic 

description; digital asset lifecycle management;, and harmonization of information and 

publishing across collections management and access systems, from website indexes 

to LOD. Improved digitization of museum collections means better public access to and 

online availability of SAAM’s collection for scholars, students, researchers, and 

audiences around the world. The position also allows for the resources needed to build 

a robust, long-term digitization and maintenance program integrated into all levels and 

core functions of the Museum’s departments. It will improve responsible stewardship of 

SAAM’s digital assets and ensure the Museum’s full participation in the Smithsonian 

open-access initiative. This hire is essential for SAAM to achieve its own mission, 

sustain core functions, and meet the digital expectations of the 21st century. 

NONAPPROPRIATED RESOURCES — Nearly all SAAM’s non-personnel costs, 

including those for exhibitions, educational and public programs, and purchases for 

the national collection, are paid with funds provided by individuals, foundations, and 

corporations. Donor/sponsor-designated funds support specific programs and 

projects. Additionally, trust funds support salaries and benefits for one-third of staff, as 

well as all fundraising activities and related costs. 

164 
SMITHSONIAN AMERICAN WOMEN’S HISTORY MUSEUM 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 0 0 0 0 0 0 0 0 

FY 2021 

ENACTED 0 500 0 0 0 0 0 0 

FY 2022 

REQUEST 13 2,500 0 0 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 0 0 3 467 3 467

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 0 0 1 206 1 206

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 0 0 1 206 1 206

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 500 8 1,621 8 1,121

Total 0 500 13 2,500 13 2,000

FY 2021 FY 2022 Change

BACKGROUND AND CONTEXT 

Public Law (P.L.) 116-260, signed by the President on December 27, 2020, 

established the Smithsonian American Women’s History Museum (SAWHM) within

the Smithsonian Institution. 

Currently, there is no national museum in the United States devoted to the 

documentation of women’s contributions throughout our nation’s history. On 

December 19, 2014, Congress created a congressional commission to study the 

potential for an American museum of women’s history. The bipartisan commission 

unanimously concluded that the country needs and deserves a national museum 

dedicated to showcasing the historical experiences and impact of women in the 

United States. A comprehensive women’s history museum would document the full 

165 
spectrum of the experiences of women in the United States, represent a diverse 

range of viewpoints, experiences, and backgrounds, more accurately depict the 

history of the United States, and add value to the Smithsonian Institution for the 

American people. 

For FY 2021, resources from the American Women’s History Initiatives Pool 

($1,000,000) were realigned to the new SAWHM line item ($500,000) and to the 

Administration line item ($500,000) for required staff to support the new Museum. 

In FY 2022, the estimate includes an initial program request of 13 FTEs and 

$2,000,000 to recruit and select initial personnel; form planning and coordination 

teams to develop exhibitions, public programs, education, research, collections 

acquisition, technology, and capital fund raising; implement a site-selection 

evaluation process; and develop the necessary capacity for administrative and 

financial management. 

MEANS AND STRATEGY 

Establishing this Museum provides the Smithsonian with a significant new 

vehicle for the collection, preservation, study, and exhibition of programs relating to 

women’s contributions in various fields and different periods of history which have 

influenced the direction of the United States; collaboration with other Smithsonian 

museums and facilities, outside museums, and educational institutions; and the 

creation of exhibitions and programs to recognize diverse perspectives on women’s 

history and contributions. 

As part of the Enhanced Interdisciplinary Research strategic goal to engage 

in vital arts and humanities research, the Museum will begin hiring the highest 

quality research staff and collaborate with leading institutions of learning and 

community-based scholars. The SAWHM staff will make research for film, video, 

audio, and photographic content developed for exhibitions available at the Museum 

and eventually to communities and public audiences through the Web, printed 

materials, and collaborative activities with other groups and organizations. 

To achieve the strategic goal of Understanding and Impacting 21st Century 

Audiences, initial activities will focus establishing a planning and coordination 

structure to develop an agenda and project schedule for defining exhibition 

emphasis, direction, and composition; plan a collections identification and acquisition 

strategy; coordinate collaborative efforts with other museums; and devise a strategic 

public relations plan for and publish initial materials about the new Museum. 

The SAWHM will Preserve Our Natural and Cultural Heritage by developing 

operating plans; purchasing needed equipment, supplies, and contractual support; 

and performing environmental impact and traffic analyses on potential building sites. 

The Museum will achieve the strategic goal to Enable Cost-Effective and 

Responsive Administration by developing annual operating budgets, preparing 

166 
personnel actions and vacancy announcements to hire new Museum staff; 

organizing a capital campaign office; and developing a fundraising strategy and 

implementation plan to identify philanthropic prospects and major gift sources. 

EXPLANATION OF CHANGE 

The FY 2022 budget estimate includes a net increase of $2,000,000 and 13 

FTEs. The increases are as follows: 

• (+$1,758,000, +11 FTEs) This increase will support the initial planning 

activities for the new Museum in the areas of exhibitions, public programs, 

collections, and outreach. Extensive programmatic planning, in 

conjunction with facilities planning, will be necessary so that the SAWHM 

programs and the eventual design of the Museum building are compatible 

and support the new Museum in achieving its intended mission. Planning 

will encompass the development of strategies for the identification, 

acquisition, and management of collections and archival materials for 

research; the physical and thematic design, composition, and direction of 

exhibitions; preparations for a full range of public programs for various 

audiences; and establishing an outreach program to involve 

constituencies including different ethnic groups, schools, families, and 

cultural and historical foundations. This initial planning work is essential to 

establish the foundation for the programs and activities the SAWHM offers 

in the future. 

Administrative staff will perform all necessary purchasing tasks to acquire 

supplies, equipment, and contractual services; develop budgetary 

estimates and budget justification materials; perform accounting functions; 

process personnel actions, including hiring and all other required staffing 

actions; and provide legal advice and opinions. This additional staffing will 

be vital to the smooth functioning of operations as the workforce and 

workload for the new Museum increase each year. 

• (+$242,000, +2 FTEs) This increase will help establish a 

fundraising/campaign office, including the recruitment and hiring of 

professional fundraising personnel who will develop a strategic fundraising 

plan and begin cultivating donor prospects. P.L. 116-260 establishes the 

Museum and also authorizes the SAWHM to use appropriated funds for 

fund raising. 

NONAPPROPRIATED RESOURCES — General trust funds support salary and 

benefit costs for the Museum director and other program-related costs. Donor/ 

sponsor-designated funds support salaries and benefits for development staff; costs 

associated with reaching the SAWHM’s fundraising goals; training of future 

conservators; conservation of objects for exhibits and community loans; publications 

and special events for exhibition openings; and costs related to specific programs 

and projects. 

167 
OUTREACH 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 64 9,333 39 7,143 14 4,679 1 435 

FY 2021 

ENACTED 64 9,717 27 5,417 26 6,154 5 1,034 

FY 2022 

REQUEST 66 10,224 33 6,585 18 4,817 4 693 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 3 1,396 3 1,406 0 10

Engage in vital arts and humanities research 1 850 1 853 0 3

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 3 365 3 375 0 10

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 2 215 2 221 0 6

Exhibitions

Offer compelling, first-class exhibitions 39 4,963 41 5,389 2 426

Education

Engage and inspire diverse audiences 11 1,474 11 1,510 0 36

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 5 454 5 470 0 16

Total 64 9,717 66 10,224 2 507

FY 2021 FY 2022 Change

BACKGROUND AND CONTEXT 

All of the Institution’s outreach activities link the Smithsonian’s national 

collections, research, and educational resources with Americans from coast to coast. 

168 
These programs aim to: 1) broaden the audiences who share in the nation’s rich cultural 

heritage; 2) enhance widespread research-based knowledge of science, history, and 

art; and 3) provide opportunities for educators and scholars to further increase and 

diffuse knowledge. 

Smithsonian outreach programs serve millions of Americans, thousands of 

communities, and hundreds of institutions in all 50 states, through loans of objects, 

traveling exhibitions, and sharing of educational resources via publications, lectures 

and presentations, training programs, and websites. Smithsonian outreach programs 

work closely with Smithsonian museums and cultural and research centers, as well 

as with more than 200 affiliated institutions and others across the nation. 

This line item includes the programs which provide the critical mass of 

Smithsonian Across America outreach activity: the Smithsonian Institution Traveling 

Exhibition Service and Smithsonian Affiliations (SITES | Affiliations); Educational 

Outcomes and Academic Programs and the Office of Educational Technology (OET, 

formerly the Smithsonian Center for Learning and Digital Access); Fellowships and 

Internships; and the Smithsonian Institution Scholarly Press (SISP). Smithsonian 

Associates and the Smithsonian Science Education Center (SSEC), which receive no 

direct federal funding, are also part of this national outreach effort. 

The FY 2022 budget request includes an increase of $507,000, including 

$207,000 for necessary pay and other related salary costs for existing staff funded 

under this line item, and $300,000 and 2 FTEs in exhibit support for SITES. 

MEANS AND STRATEGY 

Smithsonian Institution Traveling Exhibition Service and Smithsonian 

Affiliations (SITES | Affiliations) (43 FTEs and $5,772,000) became a single unit in 

2018. Our unified mission is to more effectively catalyze public engagement and 

spark curiosity and learning by connecting the knowledge, resources, and expertise 

of the Smithsonian with a vital network of cultural and educational organizations. 

SITES | Affiliations makes interdisciplinary connections in science and the arts, 

creating mutually beneficial, reciprocal relationships among and between the 

Smithsonian’s many units and museums and other organizations across the country 

and beyond. We expand the reach and impact of the Smithsonian and our network of 

collaborators, widely sharing knowledge, resources and expertise. We facilitate 

strong connections and relationships across the network so that our staff, partners, 

and collaborators can all learn from each other and extend our outreach to the public. 

SITES | Affiliation’s programs, exhibitions, and services — including the 

award-winning Museum on Main Street (M0MS) program — inspire national 

audiences of all ages to broaden their perspective, deepen their understanding of 

critical issues, and become more informed and curious learners. Our work 

underscores the importance of using local stories to better understand national 

169 
stories, contributes local perspectives on national and global issues, and stimulates 

lifelong learning. We enable people to see the relevance of the Smithsonian in their 

daily lives. 

SITES | Affiliations promotes innovation and best practices for museums and 

museum professionals. We collaborate with a robust network of museums and 

cultural and education organizations across the nation. The reputation of the 

Smithsonian helps them attract audiences, build internal capacity, and expand 

stakeholder support. Together, we increase our collective reach and capacity to 

foster conversations on relevant questions of interest to particular communities. 

SITES | Affiliations reaches all 50 states with exhibitions, programs targeted to 

adults, families, youth, and classrooms, professional development for museum 

professionals and classroom teachers, and loans from Smithsonian collections. In 

FY 2022, we will address such topics as the diversity of cultural heritage in America, 

arts, science, and history. This will be achieved through more than 30 exhibitions —

supported by related programs — such as The Negro Motorist Green Book, Narwhal: 

Revealing An Artic Legend, and ¡Pleibol! In the Barrios and the Big Leagues / En los 

barrios y las grandes ligas. The new exhibition Spark: Places of Innovation will be 

developed by the MoMS program to examine the relationship between place and 

creativity and tell the story of small towns where innovation flourishes. Crossroads: 

Change in Rural America, an exhibition looking at how small towns are reinventing 

themselves by focusing on history and new opportunities for growth and economic 

development, will continue to circulate with community-based programming. A lively 

series of digital programs offered by more than 200 Affiliates across the nation will 

focus on topics such as American women’s history and scientific exploration. 

Programs will bring teenagers together at Affiliate locations to learn how they can 

understand our world and change it for the better. Training for teachers will include 

classroom resources. Professional development for museum professionals at 

Affiliates will enhance the work of their respective organizations. In addition, we will 

help diversify future museum workers and supporters through robust internship 

programs for college students at Affiliates across the nation. 

These strategies have resulted in the display of more than 9,000 Smithsonian 

artifacts in Affiliate locations, including such historic and topical items as U.S. 

spacecraft, First Ladies’ gowns, Civil War arms and uniforms, outdoor sculptures, 

scientifically significant collections, and many more. Smithsonian scholars have 

participated in science literacy, American history, cultural diversity, and art education 

programs at Affiliate locations. Professional development workshops, internships, 

and visiting professional residencies have given Affiliate staff the opportunity to 

increase their knowledge and skills in areas such as collections management, 

exhibition planning, and museum administration. In addition, the Smithsonian 

Affiliations’ annual conference creates a forum for networking, information sharing, 

and future planning. Current Affiliate projects build on and amplify the core 

objectives outlined in the Smithsonian’s Strategic Plan.

170 
 

Educational Outcomes and Academic Programs (5 FTEs and $678,000) —

This outreach function will now exist organizationally within the Office of the Under 

Secretary for Education. Within the Institution, this function offers many services and 

technical support to other units, ranging from collaborations to create and disseminate 

content to outreach that broadens access to and engages audiences with the 

Smithsonian’s educational offerings. By placing this function within the Under 

Secretary’s office, the Smithsonian’s expertise in research will also support education 

and outreach initiatives across the Institution and more closely link the outreach 

measures with outcomes reported to that Under Secretary. 

Office of Educational Technology (OET) (8 FTEs and $946,000) — The 

Smithsonian is creating new digital platforms for scholars and educators to better access 

Smithsonian collections, research, and education resources. The Smithsonian Learning 

Lab is a digital platform for educators and students that enables everyone to find and 

customize resources for educational use and share them with others. Based on continual 

research and evaluation, the Lab evolves to provide valuable services to its global 

audiences. The OET also develops content and materials for classrooms and provides 

professional development to teachers. Within the Institution, the OET offers many 

services and technical support to other units. These range from collaborations to create 

and disseminate content, technical modifications to the Learning Lab in response to unit 

requests, and outreach to broaden access to and engage audiences with the 

Smithsonian’s educational offerings. The OET’s expertise in research also supports 

education and access initiatives across the Institution. 

Fellowships and Internships (6 FTEs and $2,001,000) — These programs 

provide the central management and administrative responsibility for the Institution’s 

research, Fellowships, and other scholarly appointments. One of the Institution’s

primary objectives is to facilitate the Smithsonian’s academic interactions with 

students and scholars at universities, museums, and other research institutions 

around the world. These programs administer Institution-wide research support and 

assist Smithsonian museums, research centers, and offices with diversifying and 

developing additional Fellowships and visiting appointments. This work will now 

occur in three separate organizations: Fellowships will be handled by the Under 

Secretary for Science and Research; internships will be handled by the Under 

Secretary for Education; and stipend payments will be managed by the Under 

Secretary for Administration’s organization. 

The Smithsonian Institution offers Fellowships to provide opportunities for 

graduate students, pre-doctoral students, and postdoctoral and senior investigators 

to conduct independent research with members of the Smithsonian professional 

research staff, and to more effectively use the resources of the Institution. 

To achieve the strategic goal of Enhanced Interdisciplinary Research and 

maintain the Smithsonian’s level of expertise in the research community, the

Institution must continue attracting the best scholars. The Smithsonian has 

increased Fellowship stipends to provide awards comparable to other prestigious 

171 
programs so the Institution can maintain a competitive edge. Since funding for 

stipends has remained flat, the Smithsonian has increased the value of each award, 

but has decreased the number of Fellowships awarded. The Smithsonian is trying to 

raise private funding for the Institution’s Fellowships and Scholarly Studies Program

to help today’s young scientists become the next generation’s top researchers. In

addition, the Smithsonian continues to provide current staff with the financial support 

needed to develop new research initiatives, collaborate with other scholars, and 

determine the scope and feasibility of proposed projects. 

Smithsonian Institution Scholarly Press (SISP) (4 FTEs and $827,000) —

Through the open-access Smithsonian Contributions Series program, continually 

published since 1875, and through open-access monographs, SISP publishes and 

disseminates the research results of Smithsonian staff and their collaborators. The 

federal funds support the production of first-class research in science, art, culture, 

history, and education, with widespread distribution to the public and to libraries, 

universities, and other education and research organizations. SISP publishes openaccess materials online in digital formats as well as in print, covering core subject 

areas of anthropology, art, botany, history, marine sciences, museum conservation, 

paleobiology, and zoology. In addition, SISP disseminates interdisciplinary research 

and conference proceedings. Federal resources also underwrite the publication of 

scholarly books closely related to the national collections. 

Furthermore, federal resources enable SISP to administer the Institution’s 

initiative to increase public access to articles and papers authored by Smithsonian 

staff. The performance objectives advanced by SISP’s scholarly publications and its 

program to increase public access to Smithsonian research results are Enhanced 

Interdisciplinary Research and support the strategic goal to Understand and Impact 

21st Century Audiences. 

EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of $507,000, including 

$207,000 for necessary pay and other related salary costs for existing staff funded 

under this line item, and $300,000 and 2 FTEs in exhibit support for SITES | 

Affiliations. 

Smithsonian Institution Traveling Exhibition Service and Affiliations 

(SITES | Affiliations) (+$300,000, +2 FTEs) 

This budget request includes an increase of $300,000 and 2 FTEs to support 

SITES’ landmark MoMS initiative. The MoMS program works with state humanities 

councils to bring traveling exhibitions, educational resources, and programming to 

small towns across America through local museums and other community venues. 

The MoMS program continues to enrich the underserved populations of rural 

America. The increased funding will support the broad array of educational resources 

each MoMS exhibition uses to reach local communities, engage and inspire more 

172 
 

people where they live, and create deep and impactful educational experiences for 

youth while catalyzing critical conversations on issues affecting them. 

NONAPPROPRIATED RESOURCES — General trust funds defray the costs of staff 

salaries and benefits, fund raising, exhibition design and production, publications, 

materials, outside specialists, and contractual services. Donor/sponsor-designated 

funds cover costs related to specific projects and programs. 

173 
COMMUNICATIONS 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 23 2,839 29 3,669 0 191 0 0 

FY 2021 

ENACTED 23 2,915 34 4,530 0 0 0 0 

FY 2022 

REQUEST 25 3,204 34 4,470 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 17 2,054 19 2,322 2 268

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 6 861 6 882 0 21

Total 23 2,915 25 3,204 2 289

FY 2021 FY 2022 Change

BACKGROUND AND CONTEXT 

The Office of Communications and External Affairs (OCEA) consists of 

four departments and a front office: the Office of Public Affairs (OPA); the Office 

of Government Relations (OGR); the Office of Visitor Services (OVS); and the 

Office of Special Events and Protocol (OSEP). In addition, the OCEA front office 

hosts the Assistant Secretary for Communications and External Affairs and her 

direct reports. 

The OCEA manages the Smithsonian’s brand strategy, coordinates brand 

marketing, and oversees internal communications. Office resources support the 

Strategic Plan by training staff about the Institution’s priorities and objectives, and 

informing them about important initiatives, thereby enabling the Institution to 

better execute its mission. Accordingly, the OCEA is responsible for 

implementing the Smithsonian brand strategy, both internally and externally, so 

that the Institution reaches and engages more people with its mission. By 

improving internal communications and more effectively and efficiently informing 

174 
staff of Institution-wide policies, initiatives, and events, the OCEA encourages 

cross-unit collaboration to help the Smithsonian better achieve its strategic goals 

and core mission. 

The OPA coordinates public relations and communications with museums, 

research centers, cultural resource centers, and offices to present a consistent 

and positive image of the Institution. The Office supports the Strategic Plan by 

advancing the Institution’s objectives, connecting people with Smithsonian 

experts, research, exhibitions, and public programs, and by working with a wide 

range of media outlets and social media platforms. The OPA connects to online 

audiences by overseeing content such as Visitor Information, Events, Exhibits, 

and Encyclopedia Smithsonian on the Institution’s central website. The Office 

also administers content on Newsdesk, the Smithsonian’s online newsroom, and 

on central Smithsonian social media accounts. In addition, the OPA works with 

units throughout the Institution to establish and maintain professional 

communications guidelines and standards. 

The OGR is the liaison between the Smithsonian Institution and the 

federal Government. This includes members and staff of the U.S. House of 

Representatives and the Senate, appropriations and oversight committees and 

congressional offices, the White House, the Office of Management and Budget, 

and various federal agencies. The Office supports the Institution’s overall 

Strategic Plan by explaining the accomplishments, relevance, and wealth of the 

Smithsonian’s offerings to the Congress and the Administration. The OGR also 

works with other Smithsonian offices, informing them of federal-sector activities, 

tracking legislation pertinent to them, showcasing their exhibits, programs and 

discoveries for interested congressional offices, and managing their requests for 

high-ranking Government officials to participate in official Institution events. 

The OVS is the main Office dedicated to designing, orchestrating, and 

improving visitors’ experiences with the Smithsonian. The Office enables the 

Smithsonian’s mission through its activities as the primary point of contact for 

Smithsonian visitors and volunteers. Office resources support the Strategic Plan 

by administering products and services that broaden visitor access to 

Smithsonian public programs and services. 

The OSEP participates in strategic decision making for advancing the 

Institution’s goals by identifying event opportunities which will help the 

Smithsonian achieve its objectives, and also helps plan special events to extend 

the reach of the Institution and energize its representation. The Office also 

serves as the principal coordinator of events for the Secretary and the leadership 

of the Institution. 

The FY 2022 budget request includes an increase of $289,000 that 

includes $67,000 for necessary pay and other related salary costs for existing 

175 
staff funded under this line item, and a programmatic increase of 2 FTEs and 

$222,000 for visitor engagement. 

MEANS AND STRATEGY 

The OPA allocates resources for national and international media publicity 

and to expand relationships through targeted media outlets. As the Smithsonian 

Office with primary responsibility for extending the Institution’s communications 

message to online audiences, the OPA manages content on the Institution’s 

central website, Newsdesk, and on the central Smithsonian social media 

accounts. The OPA works with units throughout the Institution to establish and 

maintain professional communications guidelines and standards. The OPA also 

produces Smithsonian Science, an online blog devoted to scientific research, as 

well as blogs about African American and American women’s history, National

Air and Space Museum stories, modern design, Smithsonian traveling 

exhibitions, and Smithsonian Folklife magazine, in addition to numerous 

podcasts such as the popular and well-received Sidedoor. 

In addition, the OPA initiates and responds to all media inquiries in a 

timely manner with accurate, concise information, and generates story ideas for 

the media, featuring Smithsonian experts, exhibitions, research, and programs. 

In terms of new initiatives, the OPA also has a leading role in coordinating the 

Institution’s One Smithsonian: Greater Reach, Greater Relevance, Profound 

Impact Strategic Plan and many other programs, as well as appeals for private 

support. 

The OVS designs and administers systems that visitors use regularly to 

plan and enjoy their visits, as well as systems that enable Smithsonian staff to 

better aid on-site visitors. The OVS administers the Smithsonian Information 

Center at the Castle Building, the outdoor visitor information kiosks adjacent to all 

museums and galleries, Web applications, and selected publications. In addition, 

the OVS oversees a comprehensive visitor feedback system that includes the 

general Smithsonian email address, a telephone call center, comment cards, and 

surveys. 

The OVS also works with relevant units to deliver products and services 

which help their staff understand and meet the needs of their specific audiences. 

The OVS systematically analyzes visitor behavior, trends and insights, and 

delivers pertinent findings to museum and research center teams whose projects 

will affect how visitors experience the Smithsonian and get the most out of their 

time in our facilities. The OVS recruits and trains highly qualified, motivated, and 

diverse volunteers to engage with visitors and help Smithsonian staff conduct 

research projects. The OVS also increases retention of volunteers by offering 

personal enrichment, award, and recognition opportunities. 

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EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of $289,000 that 

includes $67,000 for necessary pay and other related salary costs for existing 

staff funded under this line item, and a programmatic increase of 2 FTEs and 

$222,000 for visitor engagement. 

Visitor Engagement (+$222,000, +2 FTEs) 

The budget request includes an increase of $130,000 and 1 FTE to hire a 

research analyst who will help the understaffed OVS conduct visitor studies and 

surveys on a pan-institutional level. The position will allow the OVS to respond to 

requests by Smithsonian museum visitor services staff to design, plan, and 

conduct studies, surveys, and projects to analyze visitor experiences, determine 

visitor trends, and see how visitors use the various systems within the 

Smithsonian. A special emphasis will be on how to handle our growing number of 

elderly and disabled visitors. This hire is an essential first step in making OVS 

staffing levels commensurate with its mission to gather information to examine 

and improve the visitors’ experience at various Smithsonian museums.

The request also includes an increase of $92,000 and 1 FTE to hire a 

public inquiry assistant. The position will assist the OVS with providing timely and 

accurate information to the public via telephone and email inquiries. Specifically, 

this position will enable the OVS to more effectively and efficiently operate the 

Smithsonian’s Call Center and Public Inquiry Mail program by reducing the need 

to rely on volunteers to answer telephone calls and respond to email inquiries. 

This hire will function as an initial point of contact for visitor inquiries about all 

aspects of a Smithsonian visit, including programs, activities, facilities, operating 

hours, and more. 

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

benefits of personnel and other related costs. In addition, these funds support 

information dissemination, outreach, publications, and general operations. 

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INSTITUTION-WIDE PROGRAMS 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 0 23,284 0 0 0 0 0 0 

FY 2021 

ENACTED 0 23,284 0 0 0 0 0 0 

FY 2022 

REQUEST 0 32,634 0 0 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 0 1,300 0 6,300 0 5,000

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 0 966 0 5,316 0 4,350

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 0 10,600 0 10,600 0 0

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 0 8,197 0 8,197 0 0

Enable Cost-Effective and Responsive 

Administration

Information Technology

Improve the Institution's information technology 

systems and infrastructure 0 2,221 0 2,221 0 0

Total 0 23,284 0 32,634 0 9,350

FY 2021 FY 2022 Change

178 
 

 

 

BACKGROUND AND CONTEXT 

Beginning in 1993, Congress has approved the creation of the following Institutionwide funding programs: 

• Research Equipment Pool 

• Information Resources Management Pool 

• Latino Initiatives Pool 

• Collections Care and Preservation Fund 

• Asian Pacific American Initiatives Pool 

• American Women’s History Initiatives Pool 

In 1993, Congress approved the Smithsonian’s reallocation of funds to create two 

Institution-wide funding programs: the Research Equipment Pool (REP) to support the 

units’ needs for state-of-the-art research equipment, and the Information Resources 

Management (IRM) Pool to systematically address information technology needs 

throughout the Institution. The Institution first received funds in FY 1995 to support the 

development of a third Institution-wide program, this one for Latino initiatives, including 

research, exhibitions, and educational programming. In FY 1998, Congress approved a 

$960,000 increase to the IRM Pool specifically dedicated to collections information 

systems’ needs. The FY 2006 appropriation included an increase of $1 million to establish 

the Collections Care and Preservation Fund (CCPF). The CCPF provides resources for the 

highest priority collections management needs to improve the overall stewardship of the 

national collections. The FY 2016 appropriation included an increase of $400,000 to 

establish the Asian Pacific American Initiatives Pool (APAIP) to explore and share the 

contributions of Asian Pacific Americans to the American Experience. More recently, in 

FY 2018, Congress approved a $2,000,000 increase to Institution-wide programs in support 

of the new American Women’s History Initiatives (AWHI) Pool. Congress also approved 

increases to the Institution-wide programs in FY 2020, including $100,000 for the REP, 

$200,000 for the IRM Pool, $3,000,000 for the Latino Initiatives Pool (LIP), $200,000 for the 

APAIP, and $3,000,000 for the AWHI. In FY 2021, Congress approved increases of 

$1,000,000 each for the LIP and AWHI pools. 

In FY 2022, the Institution requests approval for the following funds: 

• Research Program Initiatives: $5,000,000 

• Digital Support Pool: $2,850,000 

• Education Initiatives Pool: $1,500,000 

TOTAL: $ 9,350,000 

MEANS AND STRATEGY — RESEARCH EQUIPMENT POOL ($1,300,000) 

The Smithsonian’s ambitious research agenda requires appropriate equipment to 

achieve its goal of Enhanced Interdisciplinary Research. This basic equipment 

infrastructure requires regular maintenance, upgrades, and routine replacement. With the 

current allocation, the Institution will continue striving to prioritize and address the many 

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research needs throughout the Smithsonian community. REP funds have enabled 

Smithsonian museums and research centers to undertake groundbreaking research in 

many areas. For example, genomics is offering new opportunities for exploring biodiversity. 

To be successful, biodiversity genomics requires a set of cutting-edge genetic technologies 

such as next-generation sequencing. Similarly, the Institution’s efforts in materials 

conservation have been greatly enhanced by using highly specialized equipment that has 

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

improve the preservation of fragile materials. Investing in equipment and maintenance 

contracts will allow the Smithsonian to better leverage its collections and expertise in these 

important areas of research. 

MEANS AND STRATEGY — INFORMATION RESOURCES MANAGEMENT POOL 

($3,187,000) 

The Information Resources Management Pool supports network operations and 

server administration, including the Institution’s Enterprise Resource Planning (ERP) 

financial system. Specifically, the requested funds are used for: 

• upgrades and enhancements to the Smithsonian’s information technology 

infrastructure; 

• contractor support in the Network Operations Center; 

• services of Active Directory and desktop migration technicians; 

• network hardware/software maintenance; and 

• delivery of Smithsonian digital assets to the public. 

MEANS AND STRATEGY — LATINO INITIATIVES POOL ($5,000,000) 

To achieve the strategic goals of Enhancing Interdisciplinary Research and 

Understanding and Impacting 21st Century Audiences, the Latino Initiatives Pool (LIP) 

provides funding for projects that support Latino programs and focus on U.S. Latino 

contributions to science, history, and culture. Pool funds have been used to support 

exhibition and collections development, public and educational programs, research and 

publications, digital content, and Fellowships and internships. 

Projects are selected on a competitive basis, as recommended by a peer-review 

panel, from proposals that demonstrate cost-effective deployment of pool funds, as well as 

coordination with other Smithsonian resources and external funding. Since its creation in 

1995, the LIP has provided more than $39.6 million in funding to more than 590 

Smithsonian programs and projects. 

In addition, the Latino Curatorial Initiative has supported 10 Latino curators and eight 

curatorial assistants at various Smithsonian units. The Initiative was designed to increase 

Latino representation and scholarship at the Smithsonian. Furthermore, the expanded 

funding of the LIP has broadened the Smithsonian’s outreach efforts nationwide. This 

includes an increased number of traveling exhibitions, public and educational programs, 

and institutional partnerships. These funds ensure that Smithsonian content is available to 

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more visitors throughout the country and the world, including audiences using digital 

platforms. 

The LIP funding will continue to go to Smithsonian leadership and professional 

development programs as well. An example of this is the Smithsonian Latino Center’s 

Latino Museum Studies Program (LMSP), which now boasts a national alumni network of 

more than 300 professionals and scholars, some of whom are employed at the 

Smithsonian. Programs such as the LMSP play an important role in creating an extensive 

pool of qualified museum professionals and cultural specialists at universities, museums, 

and cultural centers which also collaborate with the Smithsonian. 

The Smithsonian is also developing the first exhibition and public program space in 

the National Museum of American History (NMAH) dedicated to the U.S. Latino experience. 

With a major gift from the Molina family and other private donors, along with LIP funding, 

this 4,500-square-foot gallery is scheduled to open in the winter of 2022. The Molina Family 

Latino Gallery will present stories of discovery, identity, migration, innovation, 

entrepreneurship, and success to millions of diverse, intergenerational visitors. 

In FY 2021, the Institution redirected $1,000,000 from the LIP to the National 

Museum of American Latino line item to provide administrative support for the new 

Museum. 

MEANS AND STRATEGY — COLLECTIONS CARE AND PRESERVATION FUND 

($8,197,000) 

Collections stewardship is a key component and core priority of the Smithsonian’s 

Strategic Plan. Assembled throughout the Institution’s 175-year history, Smithsonian 

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

intellectual base for scholarship, exhibition, and education. 

Currently, Smithsonian collections total 155.5 million objects and specimens; 

145,700 cubic feet of archives; and 2.2 million library volumes that include 

irreplaceable national icons, examples of everyday life, and scientific material vital 

to the study of the world’s natural and cultural heritage, covering subjects from art to

zoology. The proper stewardship of the national collections is essential for 

America’s artistic, scientific, and education infrastructure, enabling researchers to 

address such significant challenges as the effects of climate change, the spread of 

invasive species, and the loss of biological and cultural diversity and its impact on 

global ecosystems and cultures. 

To achieve the strategic goal of Preserving Our Natural and Cultural Resources, the 

CCPF provides essential resources to make targeted improvements in the accountability, 

documentation, care, preservation, storage, and accessibility of the Smithsonian’s vast and 

diverse collections. With this funding, the Smithsonian continues to strategically address 

important Institution-wide collections care needs in a pragmatic and systematic manner, 

based on sound collections assessment data, innovative collections care methodologies, 

181 
economies of scale, and project-driven activities, including collections moves, re-housing, 

and digitization. Smithsonian senior leadership acknowledges that an effective strategy for 

addressing our shared collections challenges depends on a coordinated, Institution-wide 

approach. Holistic collections-level management has enabled comprehensive 

improvements which benefit the greatest number of collection items and collecting units in 

an efficient, practical, and cost-effective way. 

Collections Physical and Digitization Assessments 

Since FY 2012, the National Collections Program (NCP) and the Digitization 

Program Office (DPO) developed and implemented an Institution-wide assessment tool —

the Collections and Digitization Reporting System (CDRS) — to annually assess the state 

of the collections’ physical condition and their digitization, establish priorities, identify areas 

where improvements are needed, measure progress, and provide a practical framework for 

the allocation of resources. Based on assessment results, the NCP has used centralized 

CCPF resources to achieve targeted improvements in the preservation and accessibility of 

collections in the most efficient and cost-effective manner possible. These funds have 

enabled staff to correct specific collections management deficiencies identified in the 

Smithsonian’s Inspector General audit recommendations; facilitate collections moves from 

substandard facilities and conditions; replace obsolete, substandard storage equipment; 

support the management and preservation of the Smithsonian’s cryo-collections; improve 

the preservation and management of time-based media, digital art, and audiovisual 

collections across the Institution; and strengthen Institution-wide collections emergency 

management and professional development. By working closely with the DPO, the NCP 

has also provided essential resources to support the collections care activities required for 

the success, efficiency, and competition of numerous DPO-supported, unit-driven, massdigitization projects. 

Collections Space Planning 

In FY 2015, the Smithsonian completed a multi-year, Institution-wide collections 

space planning initiative, culminating in the Collections Space Framework Plan (CSFP). 

The CSFP includes recommendations and a 30-year implementation plan for addressing 

current and projected Institution-wide collections space requirements in a strategic, 

integrated, and collaborative manner. The plan is a road map that provides renovation and 

construction strategies to address unacceptable collections space conditions, allow for 

decompression of overcrowded collections to make them more physically accessible, 

anticipate future collections growth, and reduce reliance on leased space for collections 

storage. 

To address near-term space requirements, the implementation of the CSFP 

includes: (1) the decontamination of collections in Garber Buildings 15, 16, and 18, 

including processing, re-housing, and temporary storage in Building 37; (2) the construction 

of Pod 6 at the Museum Support Center to relocate at-risk collections from the Paul E. 

Garber Facility, and several Mall museums, as well as provide essential temporary swing 

and permanent collections space for the NMAH East Wing public renewal project; (3) the 

182 
construction of two new storage modules and a hangar adjacent to the Udvar-Hazy Center 

to support the continued move of the National Air and Space Museum (NASM) collections 

from substandard conditions at the Garber Facility and the immediate need for temporary 

collections swing space during the NASM Mall building renovation; and (4) the completion 

of the Suitland Collections Center master plan. That plan supports a phased development 

of the Suitland and NASM Udvar-Hazy campuses to address intermediate and long-term 

collections space needs. 

The Smithsonian has robust Institution-wide data on the national collections, their 

physical condition, state of digitization, and current collections space conditions. When 

combined, this information provides key tools and direction for improving the management, 

care, and accessibility of Smithsonian collections. In FY 2022, the Smithsonian will 

continue to build on collections initiatives and strategically address the preservation, 

digitization, and storage space needs of collections, based on the results of the Institutionwide physical and digitization collections assessments and collections space survey. 

MEANS AND STRATEGY — ASIAN PACIFIC AMERICAN INITIATIVES POOL 

($600,000) 

To achieve the strategic goals of Enhancing Interdisciplinary Research and 

Understanding and Impacting 21st Century Audiences, and documenting the full spectrum 

of the American Experience, the APAIP provides funding to support research, exhibitions, 

educational programs, collections, digital and media projects, and partnerships with local 

and regional cultural organizations. 

Projects are selected on a competitive basis from proposals that demonstrate 

effective deployment of the pool funds, coordination with other Smithsonian resources, and 

successful external fund raising from the private sector. Since its inception in FY 2016, the 

APAIP has provided funding to more than 50 Smithsonian programs and projects, and has 

increased the Asian Pacific American presence in the Smithsonian’s presentation of and 

research into the American Experience. In FY 2018, the APAIP supported its first curator 

dedicated to Asian Pacific American History at the NMAH. With the additional funding 

provided in FY 2020, the pool is now able to support more projects and employ two 

curatorial assistants — one in the NMAH and the other in the Center for Cultural Heritage. 

MEANS AND STRATEGY — AMERICAN WOMEN’S HISTORY INITIATIVES POOL 

($5,000,000) 

The AWHI, first funded by Congress in FY 2018, will heighten the public’s 

knowledge and appreciation of the transformational role women have played in 

constructing our national identity and culture. The Smithsonian Institution, through AWHI, 

will: (1) magnify the contributions of women through exhibitions, programs, and educational 

content; (2) increase the representation of women online by building on the Institution’s 

trusted resources; (3) hire curators committed to amplifying American women’s history; and 

(4) expand the national collection, both online and on site, to better portray how women 

have shaped this country. The Smithsonian Institution is partnering with public and private 

183 
entities to secure funding for its outreach and impact. In FY 2019, the Institution established 

a national advisory committee to play a key role in shaping the initiative and securing 

resources for representing the constituencies and stakeholders of the AWHI. The FY 2021 

appropriation included an additional $1 million to expand the AWHI and amplify women’s 

history for local, national, and international audiences. 

In October of FY 2020, the AWHI launched the exhibit Girlhood: It’s Complicated at 

the NMAH. The initiative continues to fund the development of the traveling exhibit, which 

will tour the nation. Also in FY 2020, AWHI funds supported the First Ladies of the United 

States exhibit at the National Portrait Gallery. The initiative presented its first public art 

installation, Maren Hassinger’s Monument, in Washington, DC’s Dupont Circle in October 

of 2020. The project — a partnership between the initiative and the Golden Triangle 

Business Improvement District — is the first public work to go on view in a series that will 

feature outdoor sculptures of women artists from around the country, including an 

installation by the artist Rania Hassan, among others. 

On social media, the AWHI celebrated the anniversary of the passage of the 19th 

amendment with two efforts. It launched a #BecauseOfHerStory series of eight animated 

videos which explored how women worked together to advocate for voting rights and 

emphasized the diversity of the suffrage movement and the everyday people who 

collaborated to create political and social change. Also, a collaboration between the 

Smithsonian, the National Archives, and the Library of Congress, #19SuffrageStories, used 

colorful graphics to tell 19 stories about the suffrage movement drawn from our collections, 

including tales about how groups and individuals who were Black, indigenous, and people 

of color (BIPOC) blazed the trail for equal voting rights. Inviting social media audiences to 

use the animated videos inspired by our collections sparked connections between the past 

and present. AWHI-funded curators worked across the Institution to make these projects 

happen. 

Launched in 2019, the Because of Her Story Cohort Internship Program is an 

eight-week long, paid summer internship experience geared toward undergraduate 

students. The 2019 internship alumni have gone on to pursue careers in teaching at the 

K–12 level, doing graduate work in women’s history, and more. The 2021 Because of

Her Story Virtual Cohort Internship Program will host 16 paid interns at various 

Smithsonian units across the country. Due to the COVID-19 pandemic, the AWHI 

redesigned the experience for a virtual setting to ensure the interns can participate 

regardless of outside conditions. 

In FY 2021, the Smithsonian continues to support and hire curators, promote 

research and education via online partnerships, due to COVID-19, and fund digital pool 

awards with federal allocations. The Institution is also establishing a baseline to guide the 

representation of American women and girls in the Smithsonian’s public digital collections. 

In addition, the AWHI launched an expanded digital pool fund to provide gender-inclusive 

descriptions of collections metadata, which will increase the discoverability of women and 

girls in Smithsonian collections online. 

184 
In FY 2022, the AWHI program will continue developing its private/federal 

partnership to make the most cost-effective use of these combined resources. With the 

blend of federal and nonfederal funds, the AWHI has hired a director as well as two data 

scientists to provide a more sophisticated analysis of our collections data on women’s 

history. 

In FY 2021, the Institution redirected $1,000,000 from the AWHI to the Smithsonian 

American Women’s History Museum line item to provide administrative support for the new 

Museum. 

EXPLANATION OF CHANGE 

In FY 2022, the Institution is requesting an increase of $9,350,000 to establish the 

following new pools: 

RESEARCH PROGRAM INITIATIVES ($5,000,000) 

The Smithsonian requests funding to support an innovative and emerging 

research pool of money to be managed by the Under Secretary for Science and 

Research. This pool will foster a research environment conducive to scientific innovation 

and provide the essential financial support necessary to execute world-class science. 

Priority will be given to high-risk, high reward activities which build technical capabilities 

within the Smithsonian’s established areas of research. This program will help recruit 

and retain the finest scientific talent, support postdoctoral researchers, and develop a 

diverse science, technology, engineering, and mathematics (STEM) workforce. 

The funding criteria will be flexible enough to respond to unique research 

opportunities that could change our understanding of Earth systems (such as extreme 

ground-level weather events and volcanic eruptions). In the interest of allocating 

resources in the most cost-effective manner possible, the Institution will distribute the 

funds by both competitive and more focused, targeted efforts. We expect to allocate the 

funding in several tracks; for example, internally competitive seed and innovation 

grants, start-up funds for new researchers, and targeted funding to address diversity 

and inclusion will also address the impact of COVID-19 telework on early career 

researchers, especially women. 

Examples of current relevant research include: 

• One Health/Interconnected Health — Better understanding and controlling the 

interactions between human, animal, plant, and ecosystem health will improve 

the sustainability of our planet and society, and how both of these are impacted 

by climate change. 

• Biodiversity genomics — Applying genomic tools to answer questions in ecology 

and evolution, including the exploration of microbial populations (that is, 

microbiota and microbiomes), which play a key role in soils, oceans, and 

185 
interactions in animals and plants, will help explain how these organisms are 

impacted by climate change. 

• Movement of Life — Tracking the movement of animals across landscapes and 

applying wide-ranging technologies (involving chemistry, telemetry, remote 

sensing, and tagging) to monitor the movement of animals over their life cycles 

will reveal how they are impacted by climate change. 

• Endangered species research — Studying the fundamental biology of species; 

reintroducing and/or sustaining species into nature; mitigating human-animal 

conflict; and understanding the factors responsible for extinction, including the 

impacts of climate change. 

• Invasive species research — What makes some species invasive and/or pests, 

while others become rare? How does climate change impact these things and 

affect our current understanding of pest management? 

• Astronomy — How will we find evidence of life on another planet? What physicalchemical processes lead to the great diversity among planets in our solar system 

and beyond? 

DIGITAL SUPPORT POOL ($2,850,000) 

A key pillar of the Secretary’s strategic framework has been the continued 

development of the “Virtual Smithsonian” that will leverage digital capabilities and 

platforms to reach expanded audiences in the United States and around the globe. 

As the leader of an influential scientific, cultural, and educational institution, it is 

essential for the Smithsonian to bring people together to share big ideas and conflicting 

perspectives, especially about important topics that touch all aspects of society, such as 

race relations, a deadly virus, or climate change. The Smithsonian has the unique ability 

and obligation to increase public understanding of our universe, our history, and our 

shared future, and to work for the common good. 

The Smithsonian is celebrating its 175th anniversary by pressing forward with 

comprehensive digital transformation and initiatives focused on key national and global 

challenges. To sustain the change that has begun, we have created a new position 

reporting to the Secretary and Deputy Secretary to lead the transformation. This central 

function will provide critical leadership and guidance to Smithsonian units as they reimagine their work by creating content and programming to reach our diverse audiences 

digitally. 

To support our expansion of digitization and open access, and increase the type 

and volume of content we manage and make available to the world, the Institution 

requests a Digital Support Pool (+$2,850,000) be established in the Institution-wide line 

item. 

186 
This funding will provide digital platform and software development, in addition to 

supporting the ramp-up of mass digitization, informatics, and expansion of 3D digitization 

infrastructure, with key developers and program managers. The funds will also support 

the central digital transformation function, digital platforms which support the sharing our 

collections, our successful open-access initiative, digitization program, and the 

Transcription Center, a pilot project that has blossomed into a highly publicized 

institutional program that draws thousands of digital volunteers worldwide. In addition, 

the funding will support data science by expanding the information management 

infrastructure, along with appropriate staffing to be embedded with key units. 

Furthermore, this funding will support the logistics and technology for how 

Smithsonian researchers do their work. An example is how the Data Science Lab uses 

artificial intelligence (AI) and machine learning (ML) to extract information from our 

digitized collections, perform research, and assist curators and researchers in looking at 

our objects and specimens in ways that are otherwise not possible given the massive 

scale of the national collections. Their work includes providing training on software 

development, specifically for researchers, developing methods to increase the efficiency 

of new neural networks, and evaluating and addressing bias in existing networks. 

EDUCATION INITIATIVES POOL ($1,500,000) 

The Institution also requests funding to support our educational outreach, 

including programs to address racial equity and sustainability issues. In response to the 

COVID-19 pandemic, the Smithsonian ramped up its commitment and access to a wide 

array of our virtual assets, educational tools, and digital platforms. We are helping people 

navigate distance learning, reintroducing our nation’s most revered treasures to a bigger 

audience, and inviting everyone to rediscover the wonder of history, culture, the arts, and 

the sciences. Our curators, scientists, and other experts continue to offer their 

knowledge, expertise, and insights. They have found new ways to engage with visitors 

and introduce them to exhibits and collections. We have collected a wide range of these 

resources on Smithsonian Cares, including numerous webcasts and online events. 

The Institution is requesting $1,500,000 to establish an Education Initiatives Pool, 

in the Institution-wide line item, to continue providing high-quality educational resources 

to the public, as detailed below: 

• Learning Lab 

The Smithsonian’s Learning Lab is a free online platform for educators and

learners of all ages to access the millions of digitized resources to support 

teaching and learning. Smithsonian educators and experts use this platform to 

co-create content with pre-K–12 teachers from around the country. Free tools like 

the Learning Lab help extend the reach of the Smithsonian to communities 

nationwide and make high-quality and relevant content accessible to all. The pool 

funds will support the integration of the Learning Lab with learning management 

systems used by schools (e.g., Canvas) and support Smithsonian educators as 

187 
 

they work with the nation’s pre-K–12 teachers to co-create content for use in 

classrooms. 

• Equity and Access 

The Smithsonian is committed to providing equal access to high-quality 

educational resources for everybody. Pool funds will be used to create 

educational materials and tools which make content available in a variety of lowtech and highly tactile formats. They will also support enhancing tools to make 

content accessible to communities with disabilities and individuals who need 

bilingual content. 

• Distance Learning 

The Smithsonian Institution serves as the nation’s knowledge partner and has 

been engaging in distance learning since well before the pandemic struck, serving 

learners beyond the walls of our museums and centers through virtual tours, 

webinars, distance-learning classes for students at America’s military bases 

around the world, recorded videos, podcasts, and more. These funds would be 

used to create new distance-learning resources and add content to existing 

Smithsonian platforms in support of the nation’s distance-learning needs in 

school, after school, and at home. We would also invest in technology and 

develop processes to help ensure that our online learning environments are ageappropriate safe spaces for young learners. 

188 
SMITHSONIAN EXHIBITS 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 28 3,169 18 465 0 0 0 0 

FY 2021 

ENACTED 28 3,266 17 276 0 0 0 0 

FY 2022 

REQUEST 29 3,498 16 200 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Understand and Impact 21st Century Audiences

Exhibitions

Offer compelling, first-class exhibitions 24 2,662 24 2,743 0 81

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 1 138 1 138

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 4 604 4 617 0 13

Total 28 3,266 29 3,498 1 232

FY 2021 FY 2022 Change

BACKGROUND AND CONTEXT 

The Smithsonian Exhibits (SIE) office is a full-service exhibit planning, design, 

and production shop supporting Smithsonian public exhibitions that connect the 

American people and international audiences with the richness of Smithsonian content 

and collections. SIE is the Smithsonian-wide exhibit resource available to all 

Smithsonian museums, research centers and Affiliates and, in partnership with 

colleagues throughout the Institution, delivers the highest quality exhibit design, 

interpretive writing, editing, project management, graphic production, fabrication, 

installation, and 3D services. 

To achieve the strategic goal to Understand and Impact 21st Century 

Audiences, the SIE will continue to focus on its core mission of planning, designing, 

and producing exhibitions for the Institution. Clients with full, limited, or no design or 

production capabilities can use the SIE for complete or partial exhibition services, 

including exhibit development, design, refurbishing, signage, acrylic casing, cabinetry, 

model making, crating, and artifact mounting. 

189 
 

The SIE fosters collaboration among units by providing expert consultation, 

especially in the early stages of exhibition planning. With a broad array of skills, the 

SIE exhibit specialists work across the Smithsonian, enabling the creation of more 

compelling exhibits that connect the American people to their history as well as their 

cultural and scientific heritages. 

For clients who seek specialized exhibition-related services, the SIE will 

continue to develop digital interactive and multi-media services and expand its 

expertise in computer-controlled production and automated modeling technologies 

such as 3D scanning and printing. In addition, the SIE will provide opportunities for 

Smithsonian colleagues to take advantage of its state-of-the-art facility, allowing 

trained staff to work with the specialized equipment. 

The SIE’s Object Storage Facility (OSF) offers secure, climate-controlled 

storage for artifacts during production. The SIE, in its work to advance the strategic 

goal to Understand and Impact 21st Century Audiences, and the Smithsonian’s 

expansive collections, will continue to support exhibitions in the S. Dillon Ripley Center 

concourse, as well as in the Commons, Schermer, and Great Hall galleries in the 

Smithsonian Castle, and throughout the Smithsonian’s many other facilities. 

The SIE also conducts forums for exhibit staff throughout the Smithsonian to 

inspire creativity, innovation, and collaborations which result in cutting-edge 

exhibitions and technological advances. The SIE is expanding its skills in exhibit 

creation, interpretive master planning, and exhibition development services to include 

prototyping and interactive development for diverse design projects. 

The FY 2022 budget request includes an increase of 1 FTE and $232,000. The 

increase includes $94,000 for necessary pay and other related salary costs for existing 

staff and a programmatic increase of 1 FTE and $138,000 for collections support. 

MEANS AND STRATEGY 

As the Institution’s most comprehensive producer of exhibits, the SIE provides 

its Smithsonian clients with first-class exhibition design, interpretive writing, editing, 

content development, production, and installation services. Each year, the SIE plans, 

designs, and produces approximately 100 projects, large and small, for almost every 

office and museum in the Smithsonian. 

In FY 2022, most SIE resources will stay focused on achieving strategic goals 

to Understand and Impact 21st Century Audiences and Enable Cost-Effective and 

Responsive Administration by: 

• serving as a learning center within the Smithsonian, which shares its expertise 

in exhibit planning, design, and production with community partners, exhibit 

colleagues at the Smithsonian, and at the national/international museum level; 

• cross-training staff within the SIE to share expertise and maximize efficiencies 

while also advancing environmental sustainability in exhibits; 

190 
• demonstrating new exhibition design technologies to Smithsonian units; 

• promoting exhibition excellence, unit sharing of resources, and advancement of 

exhibitions as an interpretive medium throughout the Smithsonian Institution; and 

• leveraging its expertise in work with electro-mechanical interactive components 

and tactile experiences to deepen audience engagement at all SI exhibits. 

The SIE will accomplish these objectives by focusing exclusively on exhibitrelated work, freeing up SIE staff with specialized experience to concentrate on the 

planning, design, and production of museum exhibits. By building on well-established, 

collaborative relationships with other Smithsonian design and production staff, the SIE 

will continue to play a strong role in sharing its expertise with other Smithsonian units. 

These initiatives will result in a more informed and expert staff that can do more to 

maintain the Smithsonian’s leadership in the field of exhibition design and production. 

EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of 1 FTE and $232,000. The 

increase includes $94,000 for necessary pay and other related salary costs for existing 

staff and a programmatic increase of 1 FTE and $138,000 for collections support. 

Collections Support (+$138,000, +1 FTE) 

The SIE is requesting a funding increase (+$138,000 and +1 FTE) to hire a GS12 exhibits specialist to provide collections management support. The position will 

support a full range of tasks necessary to preserve acquisitions, fabricate and install 

collection displays for both temporary and permanent exhibits, as well as monitor and 

safeguard all collections under the care of the SIE. 

The new person will also perform graphic labeling, fabrication, and installation 

of custom casework to meet conservation requirements for collections, and install 

structural mounts to secure collections artifacts for educational presentation in exhibit 

displays in the museums, galleries, and other venues. 

The exhibits specialist will also create three-dimensional exhibit components, 

replicating artifacts to reduce the handling of and potential damage to delicate 

collection objects. In addition, the position will provide consultation and support for 

museum conservation staff on collections care, including the crating of exhibit objects 

for traveling exhibitions and the proper climate-controlled storage of artifacts in the 

SIE’s Object Storage Facility. 

NONAPPROPRIATED RESOURCES — General trust funds support SIE salaries and 

benefits for project management, design, and exhibit specialists, as well as general 

operations, equipment services, and maintenance requirements. 

191 
MUSEUM SUPPORT CENTER 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 18 1,906 0 0 0 0 0 0 

FY 2021 

ENACTED 18 1,949 0 0 0 0 0 0 

FY 2022 

REQUEST 18 1,991 0 0 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 18 1,949 18 1,991 0 42

Total 18 1,949 18 1,991 0 42

FY 2021 FY 2022 Change

BACKGROUND AND CONTEXT 

The Museum Support Center (MSC) is the Smithsonian’s principal off-site 

collections preservation and research facility. Located in Suitland, Maryland, the 

facility houses more than 77 million objects, or 55 percent of the Institution’s 

irreplaceable national collections, primarily from the National Museum of Natural 

History (NMNH). Other Smithsonian museums using the facility include the 

National Museum of American History, the Hirshhorn Museum and Sculpture 

Garden, the Freer and Sackler Galleries, the National Museum of African Art, the 

National Postal Museum, the Smithsonian Environmental Research Center, and 

the National Zoological Park. External agencies storing collections at the MSC 

include the Walter Reed Biological Unit (WRBU) and the National Institutes of 

Health. 

The collections at MSC are used to support scientific and cultural research 

for essential Government functions such as food and transportation safety, 

border security, criminal investigations, forensics, national defense, the 

evaluation of environmental disasters, cancer research, and much more. 

The MSC accommodates collections with a variety of state-of-the-art 

equipment: collections in cabinets; mobile shelving for biological specimens 

preserved in alcohol; meteorites in a nitrogen atmosphere; tissues and film in 

mechanical and nitrogen-vapor freezers; high-bay storage for oversized objects 

192 
such as totem poles, boats, and large mounted mammals; and large mobile 

racks for storing art works. 

The facility consists of five buildings, including a greenhouse, laboratory 

and oversized storage area in addition to the main building. These facilities 

house laboratories for Smithsonian scientists and other federal agencies, such as 

the WRBU. These laboratories focus on molecular systematics, ancient DNA, 

conservation, and other specialized research. The MSC supports contracted 

maintenance services and required calibration for much of the specialty 

collections preservation, laboratory equipment, and safety systems, such as 

environmental chambers, freezers, nitrogen systems, reverse-osmosis water 

systems, and oxygen-detection systems. The MSC staff provides project 

planning and construction coordination, collections care, safety and emergency 

management, access and logistical support, as well as administrative and 

shipping services. 

The FY 2022 budget request includes an increase of $42,000 for 

necessary pay and other related salary costs for existing staff funded under this 

line item. 

MEANS AND STRATEGY 

In support of the Smithsonian’s strategic goal of Preserving Our Natural 

and Cultural Heritage, the MSC will work to improve the stewardship of the 

national collections. The FY 2022 funding will be used to improve pest 

management and storage of collection materials, as well as assist museum staff 

in adjusting to new ways of working while finishing delayed projects at the MSC. 

Additionally, with base funding the MSC will focus on logistical support of 

shipping and collections functions. Shipping has become more complex and 

dynamic with the fast expansion of e-commerce, international sanctions, customs 

and duties changes, and security threats to transportation systems. Irreplaceable 

objects are often received or sent out through loan programs but many 

shipments are being delayed due to the COVID-19 pandemic. Shipments of 

collections, materials, equipment, and supplies are expected to increase as onsite activities resume. 

In FY 2022, MSC staff will begin planning and preparing for the 

construction of Pod 6 and continue to support maintenance of the national 

collections. In addition, the MSC staff will support Smithsonian Facilities to 

replace aging heating, ventilation, and air-conditioning (HVAC) equipment and 

complete a comprehensive study of the electrical infrastructure. Both projects will 

improve collections storage and laboratory space. The Pod 6 construction project 

will bring new partnerships and an Institution-wide improvement to collections 

storage and care. MSC staff will assist with the preparations required for large 

movements of collections and plan to integrate new staff and activities into the 

Pod 6 building. 

193 
MUSEUM CONSERVATION INSTITUTE 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 22 3,359 0 14 3 673 0 0 

FY 2021 

ENACTED 22 3,459 0 19 3 567 0 0 

FY 2022 

REQUEST 22 3,562 0 21 3 696 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 7 1,190 8 1,346 1 156

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 1 126 1 138 0 12

Understand and Impact 21st Century Audiences

Public Programs

Provide relevant reference services and disseminate 

information to the public 1 162 1 166 0 4

Education

Engage and inspire diverse audiences 1 107 1 111 0 4

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 8 1,179 8 1,344 0 165

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 4 695 3 457 -1 -238

Total 22 3,459 22 3,562 0 103 

FY 2021 FY 2022 Change

194 
BACKGROUND AND CONTEXT 

The Smithsonian’s Museum Conservation Institute (MCI), located in Suitland, 

Maryland, is the center for specialized technical collections research and conservation 

for all Smithsonian museums and collections. The MCI combines knowledge of 

materials and the history of technology with state-of-the-art instrumentation and 

scientific techniques to provide technical research studies and interpretation of artistic, 

anthropological, biological, and historical objects. Through its Protecting Cultural 

Heritage and Preventive Conservation Programs, and by participating in the 

Smithsonian’s signature Preparedness and Response in Collections Emergencies 

(PRICE) program, the MCI responds to the threats facing cultural heritage in multiple 

and complex ways. This includes: analyzing and consulting on preservation 

environments; developing less invasive and damaging storage, display, and 

conservation techniques; and supporting U.S. agencies and the museum community in 

identifying illicitly trafficked cultural heritage artifacts and objects. For example, the MCI 

works with the U.S. Department of State on a highly successful training program at the 

Iraqi Institute for the Conservation of Antiquities and Heritage in Erbil, which supports 

the rescue and recovery of Iraqi and regional cultural heritage artifacts. 

The MCI, as the only Smithsonian resource for technical studies and scientific 

analyses for most of the Institution’s national collections, brings unique analytical 

capabilities to Smithsonian researchers, including a central mass-spectrometry 

instrument core and advanced technological capabilities for analyzing biomolecules. 

These services are available to Smithsonian units at no charge. In addition to 

responding to requests for consultations from within the Smithsonian, the MCI handles 

requests from affiliates and outside organizations, such as the White House, U.S. 

Congress, U.S. Department of Homeland Security — Homeland Security Investigations, 

U.S. Department of State, and many other federal, museum, and academic 

organizations. 

The FY 2022 budget request includes an increase of $103,000 for necessary pay 

and other related salary costs for existing staff funded under this line item. 

MEANS AND STRATEGY 

To achieve the strategic goal of Enhanced Interdisciplinary Research, the MCI 

will collaborate with the Smithsonian’s scientific researchers and research centers and 

provide increased technical and research assistance to Smithsonian arts and 

humanities researchers, collections, and museums. The MCI will initiate, facilitate, and 

support technology transfer for the Smithsonian’s collaborative research projects by 

using biomolecular mass-spectroscopy, including biological isotopes and proteomics 

(i.e., the large-scale study of proteins; particularly, their structures and functions). The 

MCI will also conduct fundamental research into mechanisms of degradation and 

biodeterioration, preserve cultural heritage, and harness new technologies. The MCI’s 

research programs will cross boundaries between Smithsonian units as well as support 

all of the Institution’s signature programs and Institution-wide stakeholders. The MCI will 

195 
also support the conservation and heritage science fields through publications, hosted 

symposia, presentations, invitation-only seminars, lectures, and its website, to 

disseminate the results of its research programs. 

In FY 2022, the MCI will continue to develop its biomolecular mass-spectrometry 

and proteomics capabilities as a part of the Smithsonian’s central research 

infrastructure. Proteomics is an area of rapid growth in biological and medical research 

that is being driven by advances in molecular separation and mass-spectrometry 

technology. Along with genomics, the field has the potential for rapid acquisition of data 

that speeds the discovery and identification of organisms, the linking of genotypes and 

phenotypes, and the development of novel biomolecular markers. Proteomics, in 

tandem with genomics, is expanding our understanding of biological and ecological 

functions. These capabilities will allow the MCI to gather more information from 

Smithsonian collections, cultural objects, and biological specimens, and to learn more 

about their materials, origins, and the causes of their deterioration. 

To achieve the strategic goal of Expanding Digital Technologies, the MCI will 

provide improved digitization support for making Smithsonian research and collections 

accessible in ways that broaden public access to collections, exhibitions, and outreach 

programs. The MCI will conduct advanced research and development into effective and 

economical digital imaging technologies that are appropriate for Facebook, Twitter, 

YouTube, Flickr, blogs, mobile applications, and virtual reality. The MCI will achieve the 

Smithsonian’s goal of reaching one billion people by revitalizing the MCI webpages to 

engage 21st-century audiences and to highlight the Institute’s large, visionary, 

interdisciplinary research and scholarly projects. The MCI will make its research 

products and records secure and accessible through The Museum System (TMS), and 

with repositories such as the Digital Asset Management System (DAMS), Smithsonian 

Research Online, and Figshare for Institutions, an open platform for publishing and 

sharing Smithsonian research data. 

To achieve the strategic goal of Understanding and Impacting 21st Century 

Audiences, the MCI will provide heritage literature references to professionals and the 

public. The MCI’s technical information office will continue serving the museum and 

cultural heritage management communities, museum studies students, and the public. 

The technical information office answers direct inquiries and distributes general 

guidelines in printed and electronic formats, handling more than 800 information 

requests annually. The MCI will continue enhancing its digital and social media to 

increase the impact of the Institute’s research and outreach programs. The MCI, in 

collaboration with Smithsonian museums and Affiliates, will offer public programs to 

present the results of MCI research, heighten awareness of the problems of preserving 

cultural heritage, and gain information about the nature and scope of problems that the 

Institute’s clients encounter. The MCI will also collaborate with Smithsonian museums

and Affiliates to offer media events, printed and online materials, presentations, 

workshops, and demonstrations to reach new audiences, especially those targeted by 

the Institution’s newest museums.

196 
In addition, to achieve the goal of education, the MCI will engage and inspire 

diverse audiences, focusing on training higher-education students and professionals. 

The MCI will continue to promote career development for Smithsonian conservators and 

other collections care providers through colloquia, symposia, and workshops, as well as 

distance-learning opportunities. The MCI will continue to offer internships and 

Fellowships for students pursuing careers in conservation and conservation science, as 

well as support diversity programs inside and outside of the Smithsonian, which are 

seeking to attract students from a wider variety of backgrounds to pursue conservation 

and conservation science careers. 

In particular, the MCI will participate in initiatives with Historically Black Colleges 

and Universities and other local and national partners to highlight cultural heritage and 

conservation as possible career paths. Through its partnership in Science and 

Engineering in Arts, Heritage, and Archaeology, housed at the University College, 

London, the University of Oxford, and the University of Brighton, the MCI is supporting 

advanced training for museum professionals who want to learn new methods of digital 

documentation for cultural heritage collections and obtain new tools for evaluating 

museum storage environments. 

In keeping with this goal, the MCI is providing in-kind support and leading a 

partnership with the Iraqi Institute for the Conservation of Antiquities and Heritage 

program to train local communities in the rescue and recovery of regional cultural 

heritage. The crisis caused by ISIS endangered irreplaceable world cultural heritage 

and the local citizenry requires consistent support to recover from the destruction and 

ensure that these treasures are safe and preserved. Currently, an interagency 

agreement with the Department of State and other grants are supporting salvage and 

recovery at the important archaeological site of Nimrud and other major cultural heritage 

sites in Iraq. The Smithsonian continues raising additional funds for operations and 

expanded programs at the Iraqi Institute. Given adequate support, the Institute can 

become a regional center to educate the local population in the preservation of their 

cultural heritage. 

To achieve the strategic goal to Preserve Our Natural and Cultural Heritage, the 

MCI will support Smithsonian museums and research centers in their efforts to improve 

stewardship and scholarship of the national collections and will disseminate collections 

information to the larger museum community and the public. To this end, the MCI is 

chairing the new Council of Conservators and Conservation Scientists that seeks to 

share best practices, current research, and laboratory facilities and equipment across 

the Institution. In addition, the MCI will pursue collaborative conservation treatment 

projects with other Smithsonian units to provide conservation guidance and analytical 

technical consultations to the art and history museums for their more challenging and 

unique objects. The Institute has a proven track record of establishing scientificallybased environmental standards for museum collections, detecting unsafe conditions 

and materials for museum exhibition and storage, and solving biodeterioration problems 

— including those that involve buildings and monuments. The MCI is expanding its 

research in preventive conservation by developing new tools and partnerships that aid 

197 
in avoiding deterioration caused by environmental factors. By co-chairing the 

Smithsonian Collections Space Committee’s new preservation environments 

subcommittee, supporting the PRICE team, and chairing the American Institute for 

Conservation Materials Selection and Specification Working Group, the MCI helps 

develop best practices in collections care across the Institution and the U.S. museum 

community. The MCI’s photograph and paper conservation lab will support conservation 

and research for the Smithsonian’s fragile and at-risk photographic collections and the 

Institute will continue to assess and remediate collection hazards. 

In addition, the MCI will focus on using less invasive and damaging materials and 

procedures for collections conservation, reflecting the importance of incorporating 

energy-efficient and “green” materials and practices into the Institute’s work. Through 

continuing communication and interaction with museum conservators, the MCI will 

identify special training needs and research projects, and will develop research and 

symposia to address the most urgent collections preservation needs, such as 

preventive conservation in museum environments (involving light, temperature, 

humidity, and pollutants), and museum hazards (such as pests and pesticides). 

To achieve the strategic goal of Enabling Cost-Effective and Responsive 

Administration, the MCI will support an efficient management infrastructure. The MCI 

will use the Smithsonian’s Strategic Plan and its own strategic plan to properly allocate 

its budgetary and human resources, and to secure additional financial resources for its 

high-priority programs. Resource allocations will be tracked against performance 

metrics in each of the strategic areas, and against the needs and goals of the 

Smithsonian’s museums and research centers. The MCI will encourage staff to 

participate in budget-performance integration, succession management, and leadership 

development programs. In addition, the MCI will continue to implement and 

communicate efficient, rational, and creative operational and administrative practices so 

staff can advance the Smithsonian mission in a transparent manner that reflects the 

Smithsonian’s status as a public trust.

Finally, the MCI will maintain an efficient, collaborative, committed, innovative, 

and accountable workforce through leadership development, evaluation, and support of 

staff, and the recruitment, selection, and development of diverse, highly skilled 

employees. The MCI will promote diversity in working with the Institution’s employees, 

Fellows, interns, volunteers, and vendors while also improving communications with 

internal and external stakeholders in both the public and private sectors. 

NONAPPROPRIATED RESOURCES — Annually, the MCI receives nonappropriated 

resources from gifts and endowments, grants and contracts, discretionary income, and 

business ventures. These sources provide funds for specific programs and projects in 

research, education, and outreach designated by the donor/sponsor, and for general 

activities at the discretion of the director of the MCI. The MCI director’s endowment, 

supported in part by an Andrew W. Mellon Foundation challenge grant, provides the 

salary, benefits, and travel and research funds for the MCI director, with remaining 

funds used to strengthen conservation science research. 

198 
SMITHSONIAN LIBRARIES AND ARCHIVES 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 115 14,458 14 1,929 5 1,166 0 0 

FY 2021 

ENACTED 115 15,106 14 1,767 6 1,548 0 0 

FY 2022 

REQUEST 117 16,056 15 1,804 6 1,625 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 20 3,425 20 3,498 0 73

Engage in vital arts and humanities research 26 3,400 26 3,495 0 95

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 18 2,255 19 2,421 1 166

Understand and Impact 21st Century Audiences

Exhibitions

Offer compelling, first-class exhibitions 1 115 1 119 0 4

Education

Engage and inspire diverse audiences 1 111 1 115 0 4

Public Programs

Provide relevant reference services and disseminate 

information to the public 5 451 5 469 0 18

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 33 3,636 34 3,886 1 250

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 11 1,713 11 2,053 0 340

Total 115 15,106 117 16,056 2 950

FY 2021 FY 2022 Change

199 
BACKGROUND AND CONTEXT 

The Smithsonian Libraries and Archives (SLA) was formally established 

with the approval of Congress in FY 2020 by integrating Smithsonian Libraries 

and Smithsonian Institution Archives. FY 2022 will provide the opportunity to 

complete the full integration of the two units under a unified budget and 

leadership operation. The creation of SLA is a timely opportunity to develop a 

new organization with redefined priorities to better help the Smithsonian meet 

existing and new challenges in a cost-effective manner. 

The SLA serves as the institutional memory of a unique cultural 

organization and is responsible for ensuring institutional accountability. The 

SLA's archival collections document the history of the Smithsonian, from its 

founding in 1846 to the present, and the SLA supports the Smithsonian 

community, its scholars, and the public by acquiring, evaluating, and preserving 

the records of the Institution and related documentary materials. Accordingly, the 

SLA manages the care, storage, and retrieval services for the Institution’s 

records in a wide variety of analog and digital formats. These permanent records 

are safeguarded and preserved in leased, specialized environments in facilities 

located in Washington, DC; Landover, Maryland; and Iron Mountain in Boyers, 

Pennsylvania. Additionally, other research library collections are part of the SLA 

network of libraries from the Republic of Panama to New York City. 

The research library collections play a dynamic role in advancing scientific 

and cultural understanding. Collections acquired and managed by the SLA on 

behalf of Smithsonian researchers provide them with the resources and 

infrastructure needed to participate in the cycle of scholarly communication. The 

SLA develops policies, provides guidance for managing and preserving the 

Institution’s vast archival collections, and offers a range of reference, research, 

and record-keeping services. The expert staff who manage and preserve these 

collections are a crucial resource for research and education communities at the 

Smithsonian, within the United States, and globally. 

The FY 2022 budget request includes an increase of $950,000. The increase 

includes $421,000 for necessary pay and other related salary costs for existing staff 

funded under this line item; $300,000 for Library subscription inflation, justified in the 

Fixed costs section of this budget submission; and a programmatic increase of 2 

FTEs and $229,000 for digitization and collections support. 

MEANS AND STRATEGY 

The core activity for FY 2022 will be to fully integrate the two existing units 

into the combined Smithsonian Libraries and Archives. Under the guidance of a 

new director of SLA, the integration strategy will incorporate the following areas: 

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• Finance and Administration. The combined SLA has leveraged and 

extended existing financial resources for maximum value to the 

Smithsonian by streamlining financial services and providing Smithsonian 

administrators with clear spending plans and resource needs. 

• Digital Infrastructure. In addition to re-factoring and envisioning a 

combined, sustainable digital infrastructure to support SLA collections and 

services, the SLA digital infrastructure will continue growing to support 

expanding modes of research, scholarly communication, and public 

outreach. Key areas include linking data systems and services to help 

connect Smithsonian museum collections with SLA collections, research 

data management programs, and digital preservation. The SLA will also 

participate in the Smithsonian’s Open Access Initiative. 

• Collections. The SLA collections have long been a core component of 

scholarly research and knowledge creation. The scholarly communications 

cycle remains firmly based in the SLA research collections even while 

those collections are increasingly moving to a digital and online 

environment. Legacy physical library and archives collections will remain 

an important component of the overall Smithsonian culture and means of 

conducting deeper research. The official records of the Institution under 

the stewardship of trained archivists provide depth to Smithsonian history 

and fulfill legal requirements. The SLA will continue to build on and 

establish new processes and support structures to ensure staff can select, 

acquire, preserve, and provide access to the full spectrum of research 

materials. 

• Education and Internships. The SLA will expand its current engagement 

across the Smithsonian’s broader K–12 educational initiatives and 

continue expanding service to the unit-level education departments as well 

as support central Smithsonian education programs. Existing SLA 

internship programs will benefit from central SLA management, and the 

SLA will expand the diversity of the intern community and try to fully fund 

all internship opportunities. 

• Internal Management and Relationship Building. The SLA will build 

upon the collaborative environment found at the Smithsonian to continue 

introducing staff across the Institution to relevant data sets and digital 

tools and services. The SLA will foster enhanced communications 

between the technology staff inside the SLA as well as Institution-wide. 

There will also be renewed efforts to streamline and develop more 

effective communications about the SLA services available for different 

stakeholders. 

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• External Collaborations. The SLA will build on existing national and 

global networks to promote Smithsonian resources for the public and the 

scholarly community. Robust involvement with organizations such as the 

Digital Public Library of America, the Society of American Archivists, the 

Biodiversity Heritage Library, the Coalition for Networked Information, 

Wiki-data information, and others promote not just SLA collections and 

services but provide a gateway for the Smithsonian to reach a broader 

professional community. The SLA will build on existing tools (e.g., 

Smithsonian Research Online and Smithsonian Profiles) as well as 

relationships with federal agency libraries around the country on topics of 

open science and public access to federally funded research and data. 

EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of $950,000. The increase 

includes $421,000 for necessary pay and other related salary costs for existing staff 

funded under this line item; an increase of $300,000 for Library subscription inflation, 

justified in the Fixed costs section of this budget submission; and a programmatic 

increase of 2 FTEs and $229,000 for digitization and collections support. 

Digitization (+$100,000, +1 FTE) 

The budget request includes an increase of $100,000 and 1 FTE to 

establish a Digital and Research Information Management Program. This 

program will have complementary foci: digital preservation services for all 

Smithsonian digital assets regardless of origin, and research information 

management. With the addition of digital preservation services, this new program 

will provide central support for long-term access to and sustainability of these 

and other Smithsonian-created content. The program also will complement 

existing subject expertise in the units and data science and technology 

infrastructure currently being built in the Office of the Chief Information Officer’s

Office of Research Computing. 

Collections Support (+$129,000, +1 FTE) 

The budget request includes an increase of $129,000 and 1 FTE to 

establish a Collections Management System/Library Services Platform 

Technology office. The purpose of this request is to address the Institution’s 

critical need for long-term management of digital collections and research data 

by building a Digital and Research Information Management Program within the 

SLA. Management of research information effectively documents and evaluates 

the research activities of Smithsonian staff and ensures their discoverability. 

202 
NONAPPROPRIATED RESOURCES — General trust funds help defray the 

costs of providing archival and information services to Smithsonian units, support 

outreach (including publications, social media, and public programs), and 

promote fund raising. Trust funds also help the SLA manage and preserve the 

collections of the Institution and provide professional conservation expertise 

throughout the Smithsonian and to other institutions and the public. In FY 2021 

and beyond, the SLA will continue to raise funds through its own advancement 

efforts, as well as look for opportunities to leverage the deeper cataloguing of 

collections and the compelling stories they provide for fundraising potential. The 

SLA continues to build upon its education program, with special emphasis on 

creating content for K–12 learners, and includes education among its established 

priorities of supporting acquisitions, conservation, digitization, internships, 

Fellowships, and exhibitions. 

203 
OFFICE OF THE CHIEF INFORMATION OFFICER 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 107 54,447 17 3,592 0 2,090 0 0 

FY 2021 

ENACTED 107 55,845 15 3,299 0 350 0 0 

FY 2022 

REQUEST 110 60,838 15 3,454 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

Engage in impactful scientific research and discovery 4 1,671 4 1,695 0 24

Expand Digital Technologies

Digitization and Web Support

Provide improved digitization and Web support 15 4,807 15 4,896 0 89

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 11 2,717 11 2,782 0 65

Facilities and Safety

Improve Smithsonian facilities operations and provide 

a safe and healthy environment 10 1,975 10 2,034 0 59

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 23 12,940 23 13,077 0 137

Information Technology

Improve the Institution's information technology 

systems and infrastructure 44 31,735 47 36,354 3 4,619

Total 107 55,845 110 60,838 3 4,993

FY 2021 FY 2022 Change

BACKGROUND AND CONTEXT 

The Office of the Chief Information Officer (OCIO) provides vision, leadership, policy, 

applications, services, and oversight associated with managing and operating leading-edge 

information technology (IT) solutions for the Institution’s strategic priorities, as well as for 

the Smithsonian’s many museums and research and cultural centers. 

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The FY 2022 budget request includes an increase of 3 FTEs and $4,993,000. The 

increase includes $635,000 for necessary pay and other salary-related costs for existing 

staff, and an increase of $2,858,000 to cover higher communication costs, which are both 

justified in the Fixed Costs section of this budget submission. In addition, an increase of 3 

FTEs and $1,500,000 is requested to support the Smithsonian’s IT Security program. 

MEANS AND STRATEGY 

The OCIO will use best practices in the implementation, management, and 

operations of information technology to enhance the “increase and diffusion of

knowledge” and achieve the Institution’s strategic goals, Greater Reach, Greater 

Relevance, and Profound Impact. The OCIO collaborates with industry partners, cultural 

organizations, academia, and the public to develop innovative solutions for research 

and digitization challenges, and to realize the vision of creating a Virtual Smithsonian. 

The following strategies are cross-cutting and central to the Smithsonian’s 

strategic plan and mission of connecting Americans to their history and heritage, as well 

as to promote innovation, research, and discovery in science: 

• Leverage commercially available and open-source technologies to provide digital 

platforms for the Institution to increase public access to digitized collections and 

research data; 

• Use state-of-the-art, secure information systems to modernize financial, human 

resources, facilities management, collections, education, and research 

processes; 

• Replace network equipment, servers, desktop computers, and scientific 

workstations on an industry best practice life cycle to increase reliability and 

improve the security of information systems and the data that they contain; 

• Maintain and enhance the Institution’s telecommunications infrastructure to

provide reliable, secure, and cost-effective voice and data communications 

systems in support of the Smithsonian mission; 

• Meet federal requirements for providing timely and accurate financial information; 

• Increase the use of data science and artificial intelligence to drive innovation in 

research and collections management in a cost-effective manner; 

• Invest strategically in creating a standard mass-digitization process that enables 

replicable, cost-effective, high throughput, and high-quality 2D digitization for all 

Smithsonian priority collections. Digitization efforts to implement this process 

have resulted in digital images for 3.8 million collection objects to date, thereby 

doubling the rate of digitization at the Smithsonian; 

• Develop automation processes to scale up our 3D digitization efforts while 

ensuring that our 3D data models remain durable over time; 

• Continue to improve and refine the Institution’s IT Security Program; and 

• Expand and refine offerings to support digital content production that addresses 

key Institution priorities such as racial equity and environmental sustainability. 

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EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of 3 FTEs and 4,993,000. The 

increase includes $635,000 for necessary pay and other related salary costs for existing 

staff funded under this line item; $2,858,000 for increased communication costs, which 

is further explained in the Fixed Costs section of this budget submission; and 3 FTEs 

and $1,500,000 for the Smithsonian’s IT Security program.

Smithsonian IT Security Program (+$1,500,000 and +3 FTEs) 

The FY 2022 budget request includes a programmatic increase of 3 FTEs and 

$1,500,000 for the Smithsonian’s IT Security program. These funds will support the endof-life cyber-security software and contractor support to help with the increased number 

of alerts and continual assessment of the need for additional systems to manage and 

mitigate security risks. These positions will also assist with monitoring and investigation 

of internal threats to the Smithsonian network and help provide additional training and 

awareness for staff, contractors, volunteers, research Fellows, and other affiliated 

personnel who are constantly entering and leaving Smithsonian service. 

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

benefits costs of personnel and other related costs of the OCIO. Donor/sponsordesignated funds cover costs related to 3D digitization projects and a portion of the 

biennial Digitization Fair first offered to the public in FY 2017. 

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ADMINISTRATION 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 193 36,132 202 36,646 11 10,193 1 454 

FY 2021 

ENACTED 196 38,391 211 32,695 18 7,016 2 675 

FY 2022 

REQUEST 203 40,700 205 33,982 17 7,806 2 380 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Enhanced Interdisciplinary Research 

Research

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

Exhibitions

Offer compelling, first-class exhibitions 1 147 2 353 1 206

Education

Engage and inspire diverse audiences 4 899 6 1,171 2 272

Preserve Our Natural and Cultural Heritage

Collections

Improve the stewardship of the national collections 3 506 4 693 1 187

Enable Cost-Effective and Responsive 

Administration

Management Operations

Enable efficient and responsive administrative 

infrastructure 188 36,839 191 38,483 3 1,644

Total 196 38,391 203 40,700 7 2,309

FY 2021 FY 2022 Change

BACKGROUND AND CONTEXT 

The Smithsonian Institution Administration program provides vision, 

leadership, policy, and oversight associated with managing and operating the 

Institution’s museums and research centers. Administration includes executive 

leadership provided by the offices of the Secretary and Board of Regents; the 

Deputy Secretary/Chief Operating Officer, the Under Secretary for Museums and 

Culture, the Under Secretary for Science and Research, the Under Secretary for 

Education, and the Under Secretary for Administration. Other central activities 

include human resources, diversity, financial and contract management, and legal 

services. 

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The FY 2022 budget request includes an increase of $2,309,000. The increase 

includes $1,096,000 for necessary pay and other related salary costs for existing staff 

funded under this line item, as well as $93,000 for the annual audit of the 

Smithsonian’s financial statements, as justified in the Fixed Costs section of this 

budget submission; and a programmatic increase of 7 FTEs and $1,120,000 for 

management operations. 

MEANS AND STRATEGY 

The Smithsonian will continue to use best practices in management to 

enhance its mission for the “increase and diffusion of knowledge” and to achieve 

the Institution’s goals while translating James Smithson’s 19th century vision into a 

modern 21st century reality. The following strategies are cross-cutting and central 

to performing the Smithsonian’s mission and also help promote innovation, 

research, and discovery: 

• Ensure the financial strength of the Smithsonian and provide the Institution with 

effective and efficient financial, contracting, and management support services, 

including reliable financial evaluation, auditing, and reporting. 

• Provide oversight of the Smithsonian budget process as it is developed and 

executed to support the operating and facilities capital programs of the 

Institution, establish and enforce budgetary policies and procedures, and ensure 

that sufficient resources enable the Institution to achieve its goals. 

• Conduct a comprehensive enterprise risk-management program to identify, 

monitor, and mitigate risk at all levels. 

• Provide leadership and guidance for Institution-wide collections initiatives, 

policies, and programs to ensure the proper stewardship of the national 

collections. 

• Support the Institution’s Board of Regents and its committees.

• Develop and implement necessary internal controls as recommended by the 

Board of Regents’ Governance Committee, which involves strengthening noncollections property management and meeting increased demands for 

acquisition of goods and services. 

• Provide legal counsel to the Board of Regents and the Institution on issues such 

as museum administration, intellectual and real property, collections 

management, contracts, privacy and cyber security, finance, employment, 

ethics, conflicts of interest, international agreements, and requests for 

information. 

• Manage human resources, foster diversity, hire a skilled workforce in a timely 

manner, and align human capital with the Institution’s goals and performance

objectives. Conduct ongoing workforce and performance gap analyses, 

strengthen training and leadership policies and programs, develop succession 

planning, and evaluate and improve assessment tools for human resources 

performance. 

208 
• Provide leadership and oversight for all policies, programs, and activities of the 

Institution’s museums and research centers by attracting, recruiting, and 

retaining leaders with superior talent. 

• Provide leadership, support, and resources to enable educators across the 

Smithsonian to share the depth and breadth of the Smithsonian’s collections 

and research; connect with diverse audiences; invite dialogue and exchanges; 

and build on and contribute to best practices in teaching and learning. 

• Increase the Latino Center’s public and educational outreach in collaboration 

with Smithsonian units and affiliated institutions by developing exhibitions and 

programs on Latino history, art, culture, and scientific achievement; support 

Latino research, collections, exhibitions, publications, online content, and related 

projects; promote professional development opportunities for Latino youth 

leaders, emerging scholars, and museum professionals; continue innovation in 

new media, including the Latino Virtual Museum, social media, mobile 

applications, and educational games; and continue developing a Smithsonian 

Latino Gallery at the Arts and Industries Building. 

• Support the Smithsonian’s commitment to teaching Americans about their rich 

heritage by increasing the capacity and resources of the Asian Pacific American 

Center (APAC) to produce exhibitions and programs on Asian Pacific American 

history, art, and culture; continue innovative online initiatives that provide 

educational, programmatic, and outreach materials nationwide; and form 

national partnerships with museums and research centers to enrich the 

Smithsonian’s collections, research, and activities relating to Asian Pacific 

Americans. 

• Establish and maintain partnerships with the various Administration agencies 

and initiatives related to under-represented groups, such as Asian Americans 

and Pacific Islanders, Hispanic Serving Institutions, Historically Black Colleges 

and Universities, the American Association of University Women, and Tribal 

Colleges and Universities, and perform the necessary public outreach to 

enhance the Smithsonian presence in these communities. 

• Coordinate efforts among the Secretary’s executive diversity committee, Office 

of Human Resources, and the Office of Equal Employment and Supplier 

Diversity to ensure compliance with federal Equal Employment Opportunity 

Commission mandates, promote the Smithsonian’s Equal Employment 

Opportunity (EEO) and workforce diversity policies, (in accordance with 

Smithsonian Directive [SD] 214, Equal Employment Opportunity Program), and 

advocate for the use of small, disadvantaged, woman- and veteran-owned 

businesses throughout Smithsonian procurement operations (in compliance with 

the revised SD 216, Supplier Diversity Program). 

209 
EXPLANATION OF CHANGE 

The FY 2022 budget request includes an increase of $2,309,000. The increase 

includes $1,096,000 for necessary pay and other related salary costs for existing staff 

funded under this line item, as well as $93,000 for the annual audit of the 

Smithsonian’s financial statements, as justified in the Fixed Costs section of this 

budget submission; and a programmatic increase of 7 FTEs and $1,120,000 for 

Institution-wide support. 

Office of Human Resources (OHR) (+300,000, +2 FTEs) –– This 

request provides for two human resources specialists to facilitate internal and 

external strategic change; adequately address hiring timeliness goals; provide 

quality, timely advice and service to Smithsonian units; minimize risks; and 

improve the response time for answering requests for guidance or information. 

OHR has seen a steady increase in the number of applications being received 

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

shrinking. The new specialists will enable the Institution to attract high-quality 

applicants, create a culture of diversity and excellence, and develop and retain a 

thriving workforce. 

Asian Pacific American Center (APAC) (+$200,000, +1 FTE) — The 

Smithsonian has a long tradition of raising private funds to design and install new 

exhibitions. For generations, these exhibitions have been the reason why millions of 

visitors have come to the National Mall. However, the Institution requires federal 

funding to manage these exhibits and leverage the private funding necessary to 

install and maintain these exhibitions. The APAC requires additional resources to 

continue to expand the Asian Pacific American presence in the Smithsonian’s 

presentation of and research into the American experience. Specifically, the funds 

requested are for a director of exhibitions and programs needed for APAC’s shortterm and long-term sustainability. With the expected timeline for a dedicated 

Smithsonian Asian Pacific American gallery set for delivery in 2026, a director of 

exhibitions and programs is required to lead the exhibition development work, in 

addition to providing much-needed support to the APAC director. This position is 

modeled after the Smithsonian Latino Center’s director of exhibitions and programs 

position. 

Office of the Under Secretary for Education (+$250,000, +2 FTEs) —

The Smithsonian has a long history of being a trusted educational resource. The 

Institution provides authentic and inspiring experiences for teachers and students 

by drawing on the scientific and engineering assets of the Federal Government, 

including scientists, laboratories, satellites, museums, and research centers. 

Accordingly, the Smithsonian plans to translate our nation’s treasures and stories 

through digital technology and cultivate the next generation learners by sharing 

high-quality education content that can be used as tools to understand and solve 

real-world problems. As we continue to make new discoveries, we must share 

them with future generations. The Institution is dedicated to ensuring we are a 

210 
national leader in K–12 education, bringing the research and collections of the 

Smithsonian into classrooms across the nation through comprehensive, 

standards-aligned programming and accessible resources. Educational materials 

based on our science and scholarship can profoundly affect how students and 

teachers engage in 21st-century learning. 

In addition, with the leveraging of private funds, the Institution will continue to 

develop and scale as a model for the future of education and museums, through 

a collaboration with the Washington, DC public school system. Sharing that work 

nationwide and abroad while drawing on best practices and lessons learned will 

expand our impact and help us make the most effective use of our resources. 

The additional resources will play an essential role for administering these 

programs and in serving schools and educators nationwide. 

Diversity Support (+$200,000, +1 FTE) — Diversity is one of the 

expressed values in the Smithsonian’s Strategic Plan. The ongoing success of 

the Supplier Diversity Program has Institution units, small businesses, and 

congressional representatives seeking more information and assistance on how 

the Smithsonian can continue to improve its supplier diversity status. Veteranowned and other firms in Historically Underutilized Business (HUB) zones have 

poor representation in our base of suppliers and these small businesses and 

Congress are interested in how the Smithsonian is doing in these business 

communities. All of these concerns require increased staff and accompanying 

resources. In support of this funding request, the Institution’s Office of Equal

Employment and Supplier Diversity issued its revised Smithsonian Directive (SD) 

216, Supplier Diversity Program, to better coordinate contracting and 

procurement operations between our central and branch units and small 

businesses. 

Collections Support (+$170,000, +1 FTE) — This budget request 

includes funds for a senior curator to support the Arts and Industries Building 

(AIB). In June of 2020, the AIB became an independent unit. Federal support is 

required to fulfill the base operations of the unit and support the Smithsonian's 

strategy for using the building by renovating and reopening the facility as part of 

the Historic Core Renovation. The Smithsonian needs a small group of core staff 

to execute a near- and long-term vision for the building that includes convening 

conferences and special events, installing temporary exhibits, and participating in 

Institution-wide planning for the Renovation of the Historic Core. 

NONAPPROPRIATED RESOURCES — General trust funds support salaries and 

benefits of personnel and other related costs. General trust funds are also used to 

support administrative activities, information dissemination, outreach, publications, 

and fund raising. Donor/sponsor-designated funds support costs related to 

programs and projects such as scientific research, family days, and leadership 

development. 

211 
 

 

OFFICE OF THE INSPECTOR GENERAL 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS 

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 27 4,077 0 0 0 0 0 0 

FY 2021 

ENACTED 27 4,184 0 0 0 0 0 0 

FY 2022 

REQUEST 27 4,295 0 0 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ FY 2021 FY 2022 Change 

Program Category FTE $000 FTE $000 FTE $000 

Enable Cost-Effective and Responsive 

Administration 

Management Operations 

Enable efficient and responsive administrative 

infrastructure 27 4,184 27 4,295 0 111 

Total 27 4,184 27 4,295 0 111 

BACKGROUND AND CONTEXT 

The Inspector General Act of 1978, as amended, requires the Office of the 

Inspector General (OIG) to conduct and supervise audits and investigations relating 

to programs and operations of the Smithsonian Institution (SI) that are, in the 

judgment of the Inspector General, necessary or desirable. Furthermore, the Act 

requires the Inspector General to transmit a budget submission specifying the 

aggregate amount of funds requested for the operations of the OIG, including the 

amount needed to satisfy training requirements, as well as any resources necessary 

to support the Council of the Inspectors General on Integrity and Efficiency (CIGIE). 

The FY 2022 budget request includes an increase of $111,000 for 

necessary pay and other related salary costs for existing staff funded under this 

line item. 

MEANS AND STRATEGY 

The resources requested will be used to fund salaries, benefits, and support 

costs for staff engaged in audits, investigations, and other activities necessary to 

accomplish the OIG’s mission. 

212 
The OIG’s base funding includes $60,000 for required training, and $15,500 

needed to support the CIGIE. 

The Office of Audits conducts audits of the Smithsonian’s existing and 

proposed programs and operations to help improve their efficiency and 

effectiveness. To align its oversight responsibility with available resources, the office 

develops an annual audit plan by conducting a comprehensive risk assessment of 

the Smithsonian’s programs and operations and seeking input from Smithsonian 

stakeholders and Congress. The audit plan also includes mandatory audits, such as 

the annual financial statement audits that the OIG oversees. 

The Office of Investigations pursues allegations of waste, fraud, abuse, gross 

mismanagement, employee and contractor misconduct, and criminal violations of 

law that impact the Smithsonian’s programs and operations. It refers matters to 

federal, state, and local prosecutors for action whenever the OIG has reasonable 

grounds to believe there has been a violation of criminal law. The Office of 

Investigations also presents any evidence of administrative misconduct to 

Smithsonian senior management for appropriate disciplinary action. 

NONAPPROPRIATED RESOURCES — The OIG does not receive any 

nonappropriated funds. 

213 
FACILITIES MAINTENANCE 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 492 114,545 0 0 0 0 0 0 

FY 2021 

ENACTED 492 115,261 0 0 0 0 0 0 

FY 2022 

REQUEST 492 116,917 0 0 0 0 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Preserve Our Natural and Cultural Heritage

Facilities and Safety

Deliver an aggressive and professional maintenance 

program 486 107,453 486 109,089 0 1,636 

Security

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors and volunteers 6 7,808 6 7,828 0 20 

Total 492 115,261 492 116,917 0 1,656 

FY 2021 FY 2022 Change

BACKGROUND AND CONTEXT 

The Facilities Maintenance program is responsible for the maintenance and 

repair of the infrastructure of just less than 14 million square feet of owned and 

leased buildings and structures, and 43,000 acres. This includes 19 museums, 

nine research centers, three cultural centers, and the National Zoological Park. 

The 680 buildings and structures range from historical, one-of-a-kind landmarks 

and well-known museums to essential state-of-the-art laboratories which support 

global efforts to save wildlife species from extinction and ensure the success of 

long-term and cutting-edge ecological research. The primary role of Facilities 

Maintenance is to identify and manage facility reliability risks that could adversely 

affect the Institution’s operations or the preservation and conservation of our 

national treasures. This broad role can be divided into three smaller, more 

manageable roles: system downtime elimination; risk management; and system 

(or asset) life-cycle management. The goal is to prevent failures, ensure the full 

functionality of critical systems and maximize the useful life cycle of equipment 

and facilities. 

The Facilities Maintenance program maintains all building systems 

(including heating, ventilation, and air-conditioning [HVAC], elevators/escalators, 

electrical and plumbing systems, roofing, interiors, exteriors, and the building 

214 
 

structure) as well as the grounds maintenance associated with the upkeep of 

Smithsonian sites. The program also maintains systems related to electronic 

security, screening equipment, radio systems, and perimeter barrier equipment. 

The mission of Smithsonian Facilities (SF) is to provide world-class services and 

stewardship by building, operating, maintaining, and ensuring a safe, secure, and 

healthy environment to enhance the Smithsonian experience for all visitors. 

Typically, the Smithsonian attracts about 25 million visits a year. 

As new and renovated museum and research center spaces open, 

maintenance requirements rise due to increased square footage, technological 

advances, and the growing number of infrastructure-supporting systems. These 

systems are made up of assets with added functionality, new technology, and a 

new, more complex level of maintenance requirements. 

SF benchmarks its maintenance staffing levels with other museums and 

professional organizations to ensure that resources are being effectively 

deployed. These include meeting standards set by the Leadership in Educational 

Facilities (referred to as APPA), the International Association of Museum Facility 

Administrators, and the International Facility Management Association. The 

Smithsonian is a past recipient of the prestigious Award of Excellence from the 

APPA in recognition of the Institution’s excellence in facilities management and 

its efforts to establish measurable maintenance performance standards and 

staffing levels. 

According to the National Research Council (NRC), “an appropriate 

budget allocation for routine maintenance and repair for a substantial inventory of 

facilities will typically be in the range of 2 to 4 percent of the aggregate current 

replacement value (CRV) of those facilities.” The CRV for the Smithsonian is 

currently at $9.45 billion. 

The FY 2022 budget request includes an increase of $1,656,000 for 

necessary pay and other related salary costs for existing staff funded under this 

line item. 

MEANS AND STRATEGY 

In support of the Institution’s strategic goal to Preserve Our Natural and 

Cultural Heritage, SF continues an aggressive, long-range facilities maintenance 

and repair program, using the reliability-centered maintenance (RCM) approach, 

which is a widely accepted industry philosophy that incorporates a cost-effective 

mix of predictive, proactive, preventive, and reactive maintenance practices. With 

existing resources, the Smithsonian will operate at the lower end of APPA’s 

maintenance Level 3 “Managed Care,” which provides a minimal level of 

preventive maintenance and building system reliability to ensure that proper 

environmental conditions are maintained for collections and public expectations 

are met. 

215 
The Smithsonian’s goal, which this request aims to further, is to reduce its 

maintenance backlog, currently estimated at $1.13 billion, through the 

coordinated efforts of its maintenance and Facilities Capital programs. Proper 

maintenance funding prevents the accelerated degradation of building systems 

and components that would increase the number and cost of major repairs. 

Through proper preventive maintenance and by addressing deficiencies in a 

timely manner, the Institution can realize the originally anticipated useful life of 

facilities systems and avoid the accelerated degradation of its infrastructure. 

Smithsonian Facilities will continue to identify efficiencies in managing 

existing resources to improve its current level of maintenance service in the most 

cost-effective manner possible. In addition, the Smithsonian will continue to 

improve electronic security systems and physical security measures which 

protect the Institution’s facilities, collections, staff, visitors, and volunteers. 

216 
FACILITIES OPERATIONS, SECURITY, AND SUPPORT 

APPLICATION OF OPERATING RESOURCES 

FEDERAL 

APPROPRIATIONS 

GENERAL 

TRUST 

DONOR/SPONSOR 

DESIGNATED 

GOV’T GRANTS

& CONTRACTS 

FTE $000 FTE $000 FTE $000 FTE $000 

FY 2020 

ENACTED 1,286 236,163 19 3,471 2 -2,005 0 0 

FY 2021 

ENACTED 1,286 240,900 21 2,825 2 280 0 0 

FY 2022 

REQUEST 1,305 254,537 20 2,630 2 280 0 0 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

 Program Category FTE $000 FTE $000 FTE $000

Understand and Impact 21st Century Audiences

Exhibitions

Offer compelling, first-class exhibitions 4 468 4 480 0 12

Preserve Our Natural and Cultural Heritage

Facilities and Safety

Improve Smithsonian facilities operations and provide a 

safe and healthy environment 601 154,536 611 162,159 10 7,623

Security

Provide world-class protection for Smithsonian 

facilities, collections, staff, visitors and volunteers 681 85,896 690 91,898 9 6,002

Total 1,286 240,900 1,305 254,537 19 13,637

FY 2021 FY 2022 Change

BACKGROUND AND CONTEXT 

The mission of Smithsonian Facilities (SF) is to provide world-class 

services and stewardship by building, operating, maintaining, and ensuring a 

safe, secure, and healthy environment to enhance the Smithsonian experience 

for all visitors. The Smithsonian typically receives more than 30 million visits a 

year. 

The Facilities Operations, Security, and Support (OSS) program operates, 

secures, and supports the Smithsonian’s physical infrastructure in partnership 

with Smithsonian program staff. It provides operational security and support 

services for approximately 13 million square feet of owned and leased facilities, 

including 19 museums, nine research centers, three cultural centers, and the 

National Zoological Park. 

Resources within OSS support facilities operations, including activities 

such as custodial work; fire protection; building system operations; grounds care 

217 
and landscaping; snow removal; pest control; refuse collection and disposal; 

motor vehicle fleet operations and maintenance; security services; and safety, 

environmental, and health services. Resources also support facilities planning, 

architectural and engineering design, as well as postage, utilities, and central 

rent costs. 

The FY 2022 budget request includes an increase of $13,637,000. The 

increase includes $3,801,000 for necessary pay and other related salary costs 

for existing staff funded under this line item, a programmatic increase of 19 FTEs 

and $8,000,000 for security, operations, and support requirements, as well as a 

net increase of $1,836,000 for utilities and other costs, which is justified in the 

Fixed Costs section of this budget submission. 

MEANS AND STRATEGY 

SF will pursue the Institution’s strategic goal to Understand and Impact 

21st Century Audiences by continuing to develop exhibits and public programs 

for horticulture, architectural history, and historic preservation. 

To support the Institution’s strategic goal to Preserve Our Natural and 

Cultural Heritage, OSS base resources will focus on meeting the growing 

operational requirements of the Institution’s facilities. SF will continue to 

effectively and efficiently use resources to operate and secure facilities and 

grounds, and to provide safe, attractive, and appealing spaces to meet program 

needs and public expectations. In addition, SF will continue benchmarking the 

Institution’s custodial staffing and service levels with other museums and 

professional organizations, including Leadership in Educational Facilities 

(referred to as APPA). SF is committed to measuring performance and staffing 

levels to ensure that the highest affordable levels of cleanliness, as well as 

efficient operations, are maintained. 

In addition to providing the highest level of facilities care, the Smithsonian 

is equally committed to maintaining the highest levels of security. In support of 

that goal, the Institution is continuing a strategic security staffing analysis to 

determine exactly how many security and law-enforcement staff are needed at 

each of the Smithsonian’s major facilities. The ongoing analyses include pay 

levels, training/skill requirements, armed versus unarmed coverage, and the 

appropriate mix of Smithsonian officers versus contract security guards. 

In addition, SF continues its commitment to ensure that Smithsonian 

employees have a safe and healthy workplace by creating a culture that 

embraces and promotes zero injuries; provides professional services promoting a 

culture of health and wellness; and ensures that all Smithsonian facilities comply 

with local building codes, environmental regulations, and management best 

practices. 

218 
EXPLANATION OF CHANGE 

The FY 2022 budget request includes programmatic increases of 

$8,000,000 and 19 FTEs. The request will support the Institution’s security and 

facilities operations requirements, as detailed below: 

• Security (+$4,000,000, +9 FTEs) — The Institution requests an increase 

to address essential security needs. To evaluate the effectiveness of 

existing security resources versus current requirements, the Smithsonian 

conducted a security staffing analysis for each of its major facilities. The 

facility analyses confirmed that the Smithsonian needs to provide a higher 

level of security around building perimeters and in interior public spaces 

such as galleries. 

Consequently, the Smithsonian requests $3,000,000 in funding to 

implement a new screening system that will minimize physical contact 

between visitors and Smithsonian guards. The new technology will help 

detect prohibited weapons/items, identify the location of any prohibited 

weapons/items, and decrease the transmission of germs/disease by 

reducing the acts of physically touching items during the screening 

process and making it possible to increase social distancing. The new 

screening system has already been successfully deployed at several highprofile venues throughout the country. 

This request also includes $800,000 and 8 FTEs to begin security 

coverage at the Arts and Industries Building for upcoming public use. This 

will include funding for both proprietary and contract security. 

Finally, the Institution requests $200,000 and 1 FTE for a physician to 

oversee the implementation of a medical standards program for security 

officers. These standards will ensure that security officers are medically 

capable of safely protecting visitors, staff, and collections and handling 

emergency situations. 

• Facilities Operations and Support (+$4,000,000, +10 FTEs) — The 

Institution requests additional funding to address high-priority operating 

and life-safety needs. Contracts for basic facility services, materials, and 

supplies have outpaced any budget growth the Smithsonian has seen. In 

addition, the Institution’s operations and physical footprint have grown, 

further increasing requirements. The needs of our employees have also 

changed to meet new technology standards and other mandated 

requirements. 

This increased funding will enable the Institution to effectively provide the 

proper cleaning and sanitizing services to approach APPA Level 2 

cleaning. The funds will support much-needed services to manage the 

219 
growth in our building footprint and begin to address increasing workforce 

requirements. 

Consequently, the Smithsonian requests $3,500,000 and 10 FTEs for 

building service workers, an interdisciplinary architect/engineer, a program 

analyst, a computer-aided dispatch operator, safety professionals, and 

resources to help cover contract, supply, and material inflationary cost 

increases. 

This request also includes $500,000 for cleaning and custodial services at 

the Arts and Industries Building so it can be reopened to the public. 

NONAPPROPRIATED RESOURCES — General trust funds support salaries 

and benefits, and other related costs. Donor/sponsor-designated funds cover 

costs related to Smithsonian programs, such as horticulture operations, 

architectural history, and historic preservation projects. 

220 
FACILITIES CAPITAL 

FY 2020 Enacted $253,700,000 

FY 2021 Enacted $214,530,000 

FY 2022 Request $230,000,000 

Federal Resource Summary by Performance Objective and Program Category 

Performance Objective/ 

Program Category 

FY 2020 FY 2021 FY 2022 

FTE $000 FTE $000 FTE $000 

Facilities and Safety 

Improve Smithsonian facilities 

operations and provide a safe 

and healthy environment 

48 245,200 48 209,130 53 222,900 

Security 

Provide world-class protection 

for Smithsonian facilities, 

collections, staff, visitors, and 

volunteers 

0 8,500 0 5,400 0 7,100 

Total 48 253,700 48 214,530 53 230,000 

BACKGROUND AND CONTEXT 

The Facilities Capital Program underpins the Smithsonian’s mission and 

represents an investment in the long-term interest of the nation. It is intended to help 

the Smithsonian provide modern facilities, often within our country’s national historic 

and culturally iconic buildings, which satisfy public programming needs, facilitate 

world-renowned research efforts, and house our priceless national collections. 

In the Facilities Capital Program, revitalization involves making major repairs 

or replacing declining or failed infrastructure to address the problems of advanced 

deterioration. Once completed, these projects will enable the Smithsonian to avoid 

the failures in building systems that can create hazardous conditions for visitors and 

staff, harm animals, damage collections, and cause the loss of precious scientific 

data. 

The Institution uses the National Research Council’s (NRC) Facility Condition 

Assessments to calculate a Facilities Condition Index (FCI) rating. The FCI is the 

industry standard for analyzing the condition of a facility or group of facilities that may 

vary in terms of age, design, construction methods, and materials. The FCI is 

calculated by dividing the sum of the deferred maintenance (based on the assessed 

221 
 

condition ratings) of eight building systems (roofs, electrical, plumbing, HVAC, 

conveyance — i.e., elevators and escalators — interior, exterior, and structure) by the 

Current Replacement Value (CRV) of the facilities. FCI values of less than 90 percent 

are considered “poor,” values above 90 percent, up to and including 95 percent are 

considered “fair,” and values above 95 percent are considered “good.” The 

Smithsonian’s FCI in FY 2020 was 88 percent. This percentage is based on an 

estimated overall CRV of $9.450 billion and the estimated $1.132 billion value of the 

Smithsonian’s backlog of deferred maintenance. 

Funding for facilities’ routine maintenance and minor repairs is included in the 

Institution’s Salaries and Expenses request. These resources are used to realize the 

intended design life and full economic value of Smithsonian facilities and to protect 

the Institution’s investment in revitalization of its physical infrastructure. 

EXPLANATION OF CHANGE 

The Smithsonian requests $230,000,000 and 53 FTEs for the Facilities Capital 

Program in FY 2022 to mitigate the FCI trend of many essential facilities, and to 

preserve and enhance our national treasures and cultural properties for generations 

to come. The requested funds will enable the Institution to continue the major 

renovation project at the National Air and Space Museum (NASM), begin construction 

of the Pod 6 Collections Storage Module developed under a special partnership 

between the Smithsonian and the National Gallery of Art, and start major renovation 

projects needed for the Smithsonian Institution Building (the “Castle”) and the 

Hirshhorn Museum and Sculpture Garden (HMSG). Revitalization of building systems 

and infrastructure will continue at the National Zoological Park (NZP), the National 

Museum of Natural History (NMNH), the Suitland Collections Center, and the 

Smithsonian Environmental Research Center (SERC) in Edgewater, Maryland. These 

funds will also continue to address safety and security hazards throughout the 

Institution. 

The following chart summarizes the Institution’s request for the highest priority

FY 2022 Facilities Capital projects. 

222 
Federal Trust* Federal Trust* Congress Trust*

Enacted Estimate Enacted Estimate Request Estimate

$Millions

REVITALIZATION 

Major Projects

Anacostia Community Museum 0.5

Arts and Industries Building 10.0

Cooper Hewitt, Smithsonian Design Museum 3.0 3.0

Donald W. Reynolds Center 3.5 1.7 3.5 0.5 3.5 0.5

Freer Gallery of Art 2.0 2.5 2.0

Hirshhorn Museum and Sculpture Garden 8.5 0.8 13.3 17.7 10.8

National Air and Space Museum 135.0 53.3 55.0 60.0 56.0 50.0

NASM Steven F. Udvar-Hazy Center 18.4 1.1

National Museum of American History 3.0 7.9 0.3 9.6

National Museum of the American Indian 2.0 4.5

National Museum of Natural History 1.5 6.0 0.1 14.3

National Zoological Park 25.0 7.8 25.0 3.7 18.2

Quadrangle 2.0 1.6 1.0

Smithsonian Astrophysical Observatory 0.8 3.4 4.1

Smithsonian Environmental Research Center 1.9 2.7 6.7 2.5

Smithsonian Institution Building (Castle) 1.0 5.0 24.8 25.0 9.0

Smithsonian Tropical Research Institute 1.7 1.0 1.6 0.9 0.7

Collections Space and Support Program 5.5 0.8 8.5 0.8 11.0

Fire-Alarm Panel Replacement and Transfer Switch 2.0 4.7 2.0

Multiple Site Projects and General Capital Support 14.0 16.9 2.1 21.3

PLANNING AND DESIGN 29.3 33.0 36.8

SUBTOTAL 253.2 70.4 214.5 106.1 222.4 63.8

MSC Pod 6 Collections Storage Module 7.6

SUBTOTAL 0.0 0.0 0.0 0.0 7.6 0.0

TOTAL PROGRAM 253.2 70.4 214.5 106.1 230.0 63.8

CATEGORY

SMITHSONIAN INSTITUTION

Federal Facilities Capital Program Summary

FYs 2020 − 2022

CONSTRUCTION

FY 2020 FY 2021 FY 2022

223 
 

 

 

 

 

SUMMARY TABLES 

REVITALIZATION 

Investment in revitalization projects provides for the replacement of failing or failed 

major building systems and equipment, and for major renovation projects to sustain existing 

buildings and sites. The Revitalization Program addresses critical deficiencies in the 

exterior envelope, heating, ventilation, and air-conditioning (HVAC), electrical, and other 

utility systems at the Smithsonian’s older buildings. Projects also ensure compliance with 

life-safety regulations, the Americans with Disabilities Act (ADA), and other codecompliance requirements. In addition, this program supports restoration, preservation, and 

repair of historic features, and modernization of the buildings to support current program 

needs and sustain the viability of the Institution’s physical plant. Items listed on the Multiple 

Locations line are projects that cover several facilities or where the total cost of the 

museum and/or research center projects is less than $1.0 million. These projects usually 

involve capital repair or replacement of individual systems or components. 

Facility Project $000 

National Air and Space Museum (NASM) Revitalize Building Envelope and Infrastructure 56,000 

NASM Steven F. Udvar-Hazy Center 

(NASM-UHC) 

Construct Site Utilities for Hazmat Storage 

Prefab Containers 

Construct Canopies at Exit Doors at Aviation 

Hangar 

Total 

500 

550 

1,050 

Smithsonian Institution Building (Castle) Revitalize Historic Core 9,000 

National Zoological Park (NZP) Renovate Cheetah Conservation Station 

Renovate General Services Building 

Replace Roof and Envelope Assemblies at 

Lion/Tiger House 

Upgrade Water Utility Systems 

Upgrade HVAC and Electrical Systems 

Upgrade Living Collection’s Life-Safety 

Infrastructure 

Total 

4,700 

3,300 

2,000 

2,500 

2,800 

2,900 

18,200 

National Museum of Natural History 

(NMNH) 

Upgrade Electrical Systems and Components 

Upgrade Fire-Alarm Panels and MassNotification Systems 

Replace North Tower Air-Handling Units (AHUs) 

Improve West Wing Basement Drainage 

Total 

4,600 

6,900 

2,000 

800 

14,300 

224 
 

 

 

 

 

 

Facility Project $000 

National Museum of American History 

(NMAH) 

Replace Fire-Alarm Panels 

Replace Fire-Stairwell Door Hardware 

Total 

8,900 

700 

9,600 

National Museum of the American Indian 

(NMAI) 

Replace Air-Handling Units (AHUs) 1–4 (NY) 4,500 

Hirshhorn Museum and Sculpture Garden 

(HMSG) 

Replace Roof and Exterior Wall Panels 

Modernize Elevators 

Revitalize Sculpture Garden/Tunnel 

Renovate Exhibit and Sign Shop Office Spaces 

Modernize Electronic Security 

Total 

5,900 

700 

9,000 

550 

1,500 

17,650 

Quadrangle Refurbish Elevators and Escalator 1,000 

Donald W. Reynolds Center (DWRC) Replace Gallery Lighting 3,500 

Smithsonian Tropical Research Institute 

(STRI) 

Replace and Reinforce Library Roof 700 

Smithsonian Astrophysical Observatory 

(SAO) 

Replace MMT Bldg. Control System Drives (AZ) 

Stabilize Road at FLW Observatory (AZ) 

Refurbish SMA Summit Building (HI) 

Install Roof Platform at SMA Control Bldg. (HI) 

Total 

1,000 

800 

2,000 

300 

4,100 

Smithsonian Environmental Research 

Center (SERC) 

Consolidate Maintenance Facilities 

Improve Site Infrastructure at Waterfront 

Complex 

Renovate Facilities and Infrastructure, GCREW 

Site 

Construct Turbidity Filter System 

Implement Stormwater Management Plan 

Total 

4,100 

1,200 

500 

500 

450 

6,750 

Suitland Collections Center (multiple 

facilities) 

Replace Museum Support Center (MSC) Lab 

Air-Handling Units (AHUs) 

Replace MSC Botany Greenhouse 

Upgrade Electrical Feeders 

Total 

4,500 

5,000 

1,500 

11,000 

225 
 

 

 

Facility Project $000 

Cooper Hewitt, Smithsonian Design 

Museum (CHSDM) 

Repair Miller-Fox Façade and Envelope 3,000 

Freer Gallery of Art Restore Exterior Stonework and Courtyard 

Doors and Windows 

2,000 

Multiple Facilities Replace Fire-Alarm Panels 2,000 

Multiple Locations Building projects less than $1,000,000 and 

Miscellaneous Repairs 

Construction Supervision and Administration 

Total 

11,800 

9,500 

21,300 

TOTAL, REVITALIZATION PROJECTS $185,650 

TOTAL, FACILITIES PLANNING AND DESIGN $36,750 

Construction 

Suitland-MSC Construct Pod 6 7,600 

TOTAL, CONSTRUCTION 7,600 

FY 2022 TOTAL REQUEST $230,000 

226 
 

 

 

REVITALIZATION PROJECTS 

PROJECT TITLE: Revitalize Building Envelope and Infrastructure 

INSTALLATION: National Air and Space Museum (NASM) — National Mall Building 

LOCATION: Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $56,000* 

PRIOR-YEAR FUNDING: $598,000* 

FUTURE-YEAR FUNDING: $23,500* 

Total $677,500* 

* Does not include funding in Facilities Planning and Design ($52 million) 

BUILDING BACKGROUND: 

NASM was built in 1976 to commemorate the national development of aviation 

and space flight. The 747,877-gross-square-foot building (including approximately 

161,145 square feet of exhibit galleries) preserves and displays artifacts, aeronautical 

and space flight equipment, significant historical data, and related technologies. The 

exhibit galleries hold the largest collection of historic air and spacecraft in the world. In 

recent years, the Museum has received an average of more than seven million visitors 

annually. 

PROJECT JUSTIFICATION: 

The exterior Tennessee Pink Marble façade of the NASM building is a feature of 

the original construction and forms the primary exterior weather seal for the envelope on 

all surfaces other than at the roofs, terraces, skylights, and window walls. The panels 

are porous, show signs of aging and, in some cases, damage in the form of visible 

warping and cracks. The current marble primary weather seal does not provide a vapor 

barrier across the entire façade and the insulation is not consistent with current 

sustainable best practices and energy conservation. There is no secondary weather 

seal on the marble walls. This has created additional condensation and energy

conservation problems.

NASM’s mechanical systems are original to the 1976 building and were designed 

to support only two million visitors annually. Within six months of opening, five million 

visitors were recorded. Today, it remains among the most visited museums in the 

United States, with millions of visitors annually. As a result, decades of strain on these 

systems have led to frequent breakdowns and failures, increasing costs to repair. The 

systems have exceeded their useful lifespans and the mechanical systems are further 

burdened by the deteriorated condition of the exterior façade, which allows moisture into 

the building. 

PROJECT DESCRIPTION: 

The Smithsonian requests $56.0 million in FY 2022 to fund construction 

activities, artifact de-installation and protection activities, and staff swing space. Since 

227 
construction started in September of 2018, unforeseen conditions have increased the 

price of the project. For example, deficiencies in both steel and concrete structural 

elements were discovered; de-installing and moving the large artifacts, which were 

installed more than 40 years ago, proved more complex than anticipated; switchgear 

equipment and transformers needed replacing; repairs to the plaza were required; and 

the COVID-19 pandemic has interrupted material supply chains and impaired labor 

productivity. Together, these factors require the NASM project to request additional 

funds. 

The multi-year, multi-phase building systems and envelope renovation project 

will replace the building’s marble façade, improve blast and earthquake resistance, 

upgrade the energy efficiency of the exterior envelope, replace the mechanical systems, 

and provide more secure access and egress. A primary goal for the planned heating, 

ventilation, and air-conditioning (HVAC) replacement portion of the project is to provide 

the collections area and all occupied spaces with appropriate temperature and humidity 

controls to better preserve artifacts and ensure the comfort of visitors and staff. 

PROGRESS TO DATE: 

Pre-construction services began in January of 2017 with award of the 

Construction Manager as Constructor (CMc) contract. Final construction documents 

were released in January of 2018, followed by the CMc submitting a Guaranteed 

Maximum Price (GMP) in May of 2018, which was revised in August of 2018 following a 

series of value-engineering proposals and scope clarifications. The construction 

contract was awarded to the CMc at the GMP on August 20, 2018 and a notice-toproceed (NTP) was issued on September 17, 2018. On-site mobilization activities 

started in the first quarter of FY 2019, and construction started in the second quarter of 

FY 2019. By the third quarter of FY 2020, artifacts had been moved out of the affected 

area (or protected in place) and construction was well under way in Zones 1 through 4-

South. The contract for the re-installation of artifacts in Zones 1 through 4-South has 

been awarded. Construction is planned to be completed in Zones 1 through 4-South by 

the second quarter of FY 2022. Construction in Zones 4 through 7-North will occur from 

the third quarter of FY 2022 through the third quarter of FY 2024. Currently, construction 

is approximately 36 percent complete. 

IMPACT OF DELAY: 

During phased construction, building systems in zones yet to be renovated will 

remain open to the public and therefore must stay operational until they are ultimately 

replaced. If federal funding is delayed, the pace of revitalization work begun in FY 2018 

will slow. The stone façade and building systems will continue to deteriorate, and the 

environmental conditions needed to safeguard the Museum’s collections and the visiting 

public will not be maintained. Building system breakdowns will become more frequent 

and unpredictable and will likely result in emergency building closures. 

The following diagram provides a high-level view of the incremental sequence 

approach the Smithsonian is taking throughout the renovation. The Smithsonian intends 

to keep approximately half of the Museum open during the project, while working on the 

exterior and interior projects in parallel by zone, as outlined below. 

228 
ational Air and Space Museum (NASM) 

Major Systems/ Exterior Envelope Revitalization Proj ect 

Building Zones and Incremental Work Sequence Approach 

Zonel 

> 

one 2- ~---~z.one 3 

N • 

l , 1t.mtn1 andlhi,rd Aoorinh'~vfewo,k prece~ 

revlt;:il1l,1tlon In publlt spitts 

Ellt,Mr •",...,. (StOne dkl._, window w.alls, skvllchu ,1nd 

root.lg) wot\ .and M.eworl c.omlflf!nctconcurr,nltfwlth 

ln1...-1y, •\11 l :i,ph•m) , .. p1.,.,,.,..,,ml 111 W""'> ~lfUl!l"I.I .... fu,,n 

w~1 toff'.t. lncremtnt•lwotl by tori• rtntqy. 

Zo.,a 1-l<Of'lt,iln the West•S,1Herlt$ (2 600.-s~ Mvseum Sto,e ind 

Pt,n,t<lrlum 

Zo,nes ~7 COl'lt,1ln ~e hS1 ~> ll floors), ,1n61he IMAX lheiter 

Zot1t 4 conb.ini the Milfflo~ of flisht GaHe,y, ~h .and south 

,nu #ICfl •nd vestib11les 

229 
 

 

PROJECT TITLE: Construct Site Utilities for Hazmat Storage Prefab Containers 

INSTALLATION: National Air and Space Museum (NASM) 

LOCATION: Steven F. Udvar-Hazy Center (UHC), Chantilly, Virginia 

FY 2022 COST ESTIMATE (Thousands of Dollars): $500 

Total $500 

BUILDING BACKGROUND: 

The Udvar-Hazy Center (UHC) in Chantilly, Virginia is the companion facility to 

the main Museum on the National Mall in Washington, DC. Opened in 2003, the 

760,000-square-foot building provides approximately 346,000 square feet of exhibit 

display space for thousands of aviation and space artifacts, including a Lockheed SR-71 

Blackbird, a Concorde supersonic jet, and the space shuttle Discovery. In addition, the 

UHC includes approximately 237,000 square feet of space dedicated to a restoration 

hanger and shop, collections storage, and archives. A special feature of the Restoration 

Hanger is that it allows the visiting public to observe the restoration of artifacts. The 

Restoration Hanger and shops are integral part of NASM’s stewardship of its artifacts. 

PROJECT JUSTIFICATION: 

NASM is required to haul away all chemical waste generated from the restoration 

of collections and artifacts and dispose of it at an off-site location. However, before the 

waste can be hauled away, it is temporarily stored on site. Consequently, to meet the 

need for additional on-site storage capacity for hazmat waste, NASM is required to 

purchase prefabricated hazmat storage containers. 

PROJECT DESCRIPTION: 

The Smithsonian requests $500,000 in FY 2022 to construct a concrete slab 

for the hazmat storage containers, as well as to install utilities, power, and water to 

use the hazmat storage containers safely. 

PROGRESS TO DATE: 

An on-site location has been identified in the mechanical yard behind the 

Restoration Hanger. The contract for design is planned to be awarded and the work 

completed in FY 2021. 

IMPACT OF DELAY: 

Delaying construction would put at risk NASM’s ongoing restoration of artifacts

identified for display in the Museum’s transformation of exhibits for the Museum on 

the National Mall in Washington, DC, which is currently undergoing a major 

revitalization effort. 

230 
 

PROJECT TITLE: Construct Canopies at Exit Doors at Aviation Hangar 

INSTALLATION: National Air and Space Museum (NASM) 

LOCATION: Steven F. Udvar-Hazy Center (UHC), Chantilly, Virginia 

FY 2022 COST ESTIMATE (Thousands of Dollars): $550 

Total $550 

BUILDING BACKGROUND: 

The Udvar-Hazy Center in Chantilly, Virginia is the companion facility to the 

Museum on the National Mall in Washington, DC. Opened in 2003, the 760,000-

square-foot facility contains two large hangers — the barrel-roof Boeing Aviation 

Hangar (measuring approximately 293,000 square feet) and the James S. McDonnell 

Space Hangar (at approximately 53,000 square feet), where thousands of aviation 

and space artifacts, including a Lockheed SR-71 Blackbird, a Concorde supersonic 

jet, and the space shuttle Discovery are displayed. The Museum hosts an average of 

more than one million visitors a year. 

PROJECT JUSTIFICATION: 

During snowstorms, large amounts of snow suddenly slide down the Boeing 

Aviation Hangar barrel roof, blocking the Aviation Hangar emergency exit doors, and 

causing a safety risk for the staff and visiting public. 

PROJECT DESCRIPTION: 

The Smithsonian requests $550,000 in FY 2022 to construct and install six 

engineered structural steel canopies to provide protection from sliding snow 

obstructing egress at the six pairs of exit doors from the Aviation Hangar. 

PROGRESS TO DATE: 

Design was completed in FY 2019. 

IMPACT OF DELAY: 

Inoperable and/or blocked emergency exit doors pose a significant danger to 

the staff and visiting public. 

231 
 

 

 

 

 

 

PROJECT TITLE: Revitalize Historic Core 

INSTALLATIONS: Smithsonian Institution Building and Arts and Industries Building (AIB) 

LOCATION: Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $9,000* 

PRIOR-YEAR FUNDING: $14,800* 

FUTURE-YEAR FUNDING: $583,200* 

Total $607,000* 

* Does not include funding in Facilities Planning and Design ($43 million) 

BUILDING BACKGROUND: 

The Smithsonian Institution Building, often referred to as the “Castle,” is the 

Institution’s first home and its symbolic heart. The Arts and Industries Building opened in 

1881 as the first home of the National Museum. Together, these two buildings make up the 

Smithsonian’s Historic Core. The Castle has historic architectural and institutional 

significance and is the public’s doorway to, and the symbol of, the Smithsonian Institution. 

Both buildings are listed by the Department of the Interior as National Historic Landmarks. 

PROJECT JUSTIFICATION: 

Both buildings need major revitalization work that will include new heating, airconditioning, ventilation, electrical, and plumbing systems, as well as telecommunications, 

security, and life-safety systems. A major goal of the revitalization will be to provide efficient 

and accessible space for visitors and staff. Public spaces will be restored after years of 

piecemeal remodeling that has diminished their original proportions and appearance. The 

last comprehensive refurbishment of the Castle occurred more than 50 years ago. Although 

the exterior shell of the AIB was revitalized seven years ago, the interior is unfinished. 

PROJECT DESCRIPTION: 

The Smithsonian requests $9.0 million in FY 2022 to begin moving collections and 

staff out of the Castle and awarding pre-construction services. Future funding of the 

project will include replacing or restoring all building elements and systems, including 

mechanical, electrical, plumbing, life-safety, security, telephone, and data systems. The 

Castle windows, roof, and exterior stonework will also be revitalized. Both buildings will be 

made compliant with modern construction and life-safety codes. Blast and seismic 

vulnerability issues will be addressed and resistance improved. A new, underground 

Central Utility Plant will provide mechanical and electrical infrastructure, and a newly 

expanded loading facility will improve the efficiency and safety of materials handling. 

PROGRESS TO DATE: 

Programming was completed in FYs 2019 and 2020. Design was initiated in 

FY 2020 and will continue in FY 2021. 

IMPACT OF DELAY: 

If this project does not move forward, the AIB will remain closed to the public and 

the Castle will remain at risk of catastrophic systems failure, which could require 

relocating all staff in the building and closing the facility to visitors. 

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PROJECT TITLE: Renovate the Cheetah Conservation Station 

INSTALLATION: National Zoological Park (NZP) 

LOCATION: Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $4,700* 

FUTURE-YEAR FUNDING: $5,000 

Total $9,700* 

* Does not include funding in Facilities Planning and Design 

BACKGROUND: 

The aging and soon-to-be obsolete Cheetah Conservation Station (CCS) is 

located at the 163-acre National Zoo’s Rock Creek Park campus. Besides cheetahs, the 

station includes several other species of threatened and endangered wildlife such as 

Grevy’s zebras, red river hogs, sitatunga and Abyssinian ground hornbills, lesser kudu 

and dama gazelles, as well as the scimitar-horned oryx, which is extinct in the wild. 

Several animals at the CCS share space in mixed-species exhibits, providing the 

animals an opportunity to interact just as they would in their native habitats and 

enhancing the visitor experience for public education. 

PROJECT JUSTIFICATION: 

Much of the CCS area has old and failing infrastructure. The mechanical, 

electrical, and plumbing systems can no longer be replaced, and their dilapidated 

condition is causing significant issues with plumbing backups and insufficient heating, 

cooling, and humidification. The current space also has no building automation system 

connectivity. In addition, the public and staff areas are deteriorating, causing unsafe 

working conditions. The animal habitats and housing are also inadequate, causing 

animal welfare and safety concerns and not allowing for appropriate behaviors and 

reproduction of the living collection. In many areas, erosion has caused tripping hazards 

and unsafe working conditions. These systems are vastly different from those required 

for non-living collections found elsewhere within our museum facilities. Consequently, it 

is a struggle to keep the facilities code-compliant with the constantly evolving animal 

care standards required to maintain accreditation by the Association of Zoos and 

Aquariums (AZA) and by the United States Department of Agriculture (USDA). 

PROJECT DESCRIPTION: 

The Smithsonian requests $4.7 million in FY 2022 to begin renovating the 

Cheetah Conservation Station at the NZP in Washington, DC. Mechanical, electrical, 

plumbing, storm, and sanitary systems will be replaced, as well as the sidewalks and 

shelters in the yards. Due to erosion caused by intense storm run-off, the structural 

foundations for the station must be replaced and raised up to prevent future 

deterioration. Additional stormwater management site work is required to address the 

intense downpours that are responsible for the foundation erosion. The current 

containment fence, visitor barriers, and security systems need to be replaced to meet 

important AZA code requirements, reduce the deferred maintenance backlog, and 

improve visitor views of the cheetahs. Some additional structural alterations are also 

233 
required to meet best practices in animal welfare and management of their habitats and 

housing. 

PROGRESS TO DATE: 

Pre-design services were awarded in March of 2021. The design will focus 

heavily on mechanical, electrical, and plumbing (MEP) system upgrades, along with 

related building infrastructure improvements, stormwater management and yard 

renovations, added containment fencing, and pedestrian surface repairs. 

IMPACT OF DELAY: 

A delay in renovating the Cheetah Conservation Station could threaten the 

National Zoo’s AZA accreditation and damage the Institution’s reputation and mission. 

System failures will result in unnecessary operational emergency responses which are 

costly, disruptive, and preventable. 

234 
 

 

 

PROJECT TITLE: Renovate the General Services Building (GSB) 

INSTALLATION: National Zoological Park (NZP) 

LOCATIONS: Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $3,300* 

Total $3,300* 

* Does not include funding in Facilities Planning and Design 

BACKGROUND: 

The General Services Building (GSB) at the National Zoo’s Rock Creek Park

facility is a partly underground concrete structure built into the hillside along the Zoo’s

North Road. It provides essential NZP functions, including the animal nutrition 

commissary, exhibit production shops, safety/maintenance offices, equipment storage, 

support, and loading dock functions, with Parking Lot C forming most of its roof. The 

building was designed and constructed from 1975–1977. Live loads were not 

accounted for in the original design, so the roof is at risk of sudden structural failure 

under dynamic loads from moving vehicles on Parking Lot C above. 

PROJECT JUSTIFICATION: 

The structural columns of the GSB can potentially “punch” through the Parking 

Lot C surface above, which would cause the catastrophic collapse of the parking deck 

and several stories of the GSB floors below, risking injury or death to the people there, 

as well as significant property damage. Structural reinforcement must be designed and 

installed to prevent this from occurring. 

PROJECT DESCRIPTION: 

The Smithsonian requests $3.3 million to address potential structural failure at 

the GSB’s Upper Parking Lot C. The work will require column capital and slab 

reinforcements to meet the dynamic vehicle-load situations present at the site. The 

structural repairs will be extensive, impacting the building roof envelope and disrupting 

working environments and core electrical distribution systems for essential functions in 

the office spaces, shops, the loading dock, and commissary. 

PROGRESS TO DATE: 

Construction procurement documents are complete and are ready for 

construction award once funding becomes available. 

IMPACT OF DELAY: 

Failure to reinforce the Parking Lot C structure over the GSB will continue 

putting the roof at risk of catastrophic collapse, potentially killing or severely injuring 

the staff housed below. 

235 
 

 

 

PROJECT TITLE: Replace Roof and Envelope Assemblies at Lion/Tiger House 

INSTALLATION: National Zoological Park and Smithsonian Conservation Biology 

Institute (NZP/SCBI) 

LOCATIONS: Washington, DC and Front Royal, Virginia 

FY 2022 COST ESTIMATE (Thousands of Dollars): $2,000* 

Total $2,000* 

* Does not include funding in Facilities Planning and Design 

BACKGROUND: 

Multiple buildings, at both the Rock Creek, Washington, DC and Front Royal, 

Virginia locations, have major capital systems renewal needs due to failed and failing 

infrastructure, including the building envelopes, roofs, skylights, window walls, exterior 

cladding, curtain and exterior walls, and regular and overhead doors. Many of these 

envelope systems, including those at the Lion/Tiger House, were constructed before 

the 1970s-era energy crisis, after which the more effective thermal, air, water, and 

vapor-barrier assemblies commonly in use today were invented. The Smithsonian 

needs to renew these old building roofs and exteriors, replace failed and failing 

associated systems, and stop active leaks from allowing stormwater to penetrate the 

interiors, causing water damage and resulting in other indoor air-quality and adverse 

health issues to both human and animal occupants. When this work is complete, the 

buildings will be provided with state-of-the-art roof and wall assemblies to conserve 

energy by reducing heat and cooling loads, air infiltration, and interior condensation 

and mold. This project will use current building technologies with energy-efficient and 

environmentally sustainable designs. 

PROJECT JUSTIFICATION: 

The Lion/Tiger House roof also serves as the circular visitor path for outdoor 

viewing of the Great Cats exhibit. The asphalt pavement roof assembly has completely 

failed and is an ongoing safety and tripping hazard, allowing stormwater to leak 

through and flow into the offices, archives, and animal-holding spaces below. The roof 

and pedestrian walkway must be completely replaced to properly address the safety 

and water-infiltration issues. The roof and related pavement assemblies must be 

completely replaced to properly address water-infiltration issues and maintain an 

effective animal care program. 

PROJECT DESCRIPTION: 

The Smithsonian requests $2.0 million in FY 2022 to replace the Lion/Tiger 

House roof and circular visitor path. The offices, animal-holding areas, and storage 

spaces in the building will be impacted by the roof replacement, and therefore must 

undergo renovations which are included in the project. 

PROGRESS TO DATE: 

Design is under way to fully replace the Lion/Tiger House roof assembly. 

236 
IMPACT OF DELAY: 

Failure to replace the roof assemblies at the Rock Creek Park Lion/Tiger 

House would result in further leaking and accelerated deterioration, worsening water 

infiltration into offices, archives, and animal-holding areas below, and lead to 

operational emergency responses that are costly, disruptive, and preventable, as 

well as increased costs associated with the infrastructure damage. Delaying such 

system replacements and upgrades could result in serious harm to visitors and staff, 

as well as to the animals in our care, along with the loss of precious scientific 

research that is essential to the survival of rare and endangered species. 

237 
 

 

PROJECT TITLE: Upgrade Water Utility Systems 

INSTALLATION: National Zoological Park and Smithsonian Conservation Biology 

Institute (NZP/SCBI) 

LOCATIONS: Washington, DC and Front Royal, Virginia 

FY 2022 COST ESTIMATE (Thousands of Dollars): $2,500* 

Total $2,500* * Does not include funding in Facilities Planning and Design 

BACKGROUND: 

Multiple facilities, at both the 163-acre National Zoo at Rock Creek Park in 

Washington, DC and the 3,200-acre research center in Front Royal, Virginia, have 

major capital systems renewal needs due to failed and failing living collections 

infrastructure required to run the NZP‘s endangered species program. The Smithsonian 

is required to operate and maintain site utilities at the NZP in Washington, DC and the 

SCBI in Front Royal, Virginia. These include a domestic potable water system; firesuppression water distribution; emergency fire-hydrant systems; waste/recirculation; 

water-treatment plants for our aquatic exhibits; sanitary and storm-management sewers; 

and associated site structures. At Front Royal, the SCBI has to maintain a natural 

spring/well-water distribution system, links to a separate Front Royal city water 

distribution system, and water treatment plants. 

PROJECT JUSTIFICATION: 

The Washington, DC Department of Energy and the Environment (DOEE) 

requested that the NZP develop a 20-year stormwater management master plan to 

mitigate periodic flooding episodes. This project will begin to implement this plan. At the 

Front Royal, Virginia campus, the World War I-era natural spring and well-water 

distribution system does not meet current health safety standards and must be 

upgraded to prevent cross-contamination of potable and domestic city water systems. 

Aging post area utility systems, including city water, sewer, stormwater management, 

and electric power, are obsolete and must be upgraded to avoid the risk of service 

interruptions, and modernized to meet current safety codes and standards. This work is 

part of the ongoing major capital renewal project to replace site utilities, including 

infrastructure and safety systems throughout both the Rock Creek and Front Royal 

campuses. 

PROJECT DESCRIPTION: 

The Smithsonian requests $2.5 million to upgrade water utility systems at both 

the Rock Creek Park and Front Royal Zoo locations. This includes $2.0 million to 

modernize the World War I-era sewer and city domestic water-distribution utilities at the 

Front Royal campus, as well as upgrading the buried electric power lines, site lighting, 

and fiber-optic/data communications cables that run along the distribution system. This 

project will also replace the natural spring and well-water distribution systems that are 

now more than 100 years old. In addition, the Smithsonian requests $500,000 in funding 

required for repairs to prevent stormwater flooding and upgrades to meet code 

compliance. 

238 
PROGRESS TO DATE: 

Implementation of the DOEE-requested Stormwater Management Master Plan 

started in FY 2019 to mitigate periodic flooding at vulnerable areas. In addition, work on 

site utilities completed to date at Rock Creek Park includes steam-line replacement of 

approximately 85 percent of buried piping, new electrical substations at Parking Lot A 

and at the Lower Zoo, new site utilities serving the new Conservation Pavilion and 

Police Station, and the data and fiber-optic backbone along Olmsted Walk. At Front 

Royal, Phase 1 of the site utilities project was completed as part of the 

Smithsonian/George Mason University School of Conservation work in 2013. Phase 2 

was completed in 2017, also serving the central post area of the campus, and Phase 3 

is currently about 60 percent complete. 

IMPACT OF DELAY: 

Failure to upgrade the NZP/SCBI site utilities, infrastructure, and safety systems 

could result in increased emergency repairs which are costly, disruptive, and 

preventable, and could lead to the loss of NZP/SCBI’s accreditation by the Association 

of Zoos and Aquariums. Delaying such system replacements and upgrades could result 

in serious harm to visitors, staff, and the animals in our care, along with the loss of 

scientific research essential to the survival of rare and endangered species. Failure to 

begin complying with the Environmental Protection Agency (EPA) requirements, as 

delegated to the DOEE, could result in hefty fines and penalties to the Smithsonian. 

Failure to make repairs and replacements, and to implement warning systems to 

account for the deteriorated interior and exterior faux rock, will continue to put animals, 

staff, and visitors at risk of serious injury. The failure to replace deteriorated pavement 

will make tripping hazards more likely, causing a safety hazard for visitors and staff. At 

the Front Royal, Virginia campus, failure to revitalize the obsolete spring and well-water 

system will continue contributing to a health and safety hazard, and failure to modernize 

utilities, including sewer, city water, electric power, site lighting, fiber-optic 

communication cable, and stormwater management facilities, will increase the risk of 

disrupted service to the public. 

239 
 

 

 

 

 

PROJECT TITLE: Upgrade HVAC and Electrical Systems 

INSTALLATION: National Zoological Park and Smithsonian Conservation Biology 

Institute (NZP/SCBI) 

LOCATIONS: Washington, DC and Front Royal, Virginia 

FY 2022 COST ESTIMATE (Thousands of Dollars): $2,800* 

Total $2,800* 

* Does not include funding in Facilities Planning and Design 

BACKGROUND: 

Multiple buildings, at both the Rock Creek Park, Washington, DC and Front 

Royal, Virginia locations, have major capital systems renewal needs due to failed and 

failing infrastructure in the buildings. These same facilities also do not meet current 

building and life-safety codes associated with obsolete electrical distribution systems 

which are undersized and do not comply with current building heating, ventilation, and 

air-conditioning (HVAC) system requirements. 

PROJECT JUSTIFICATION: 

At Front Royal, the current HVAC system is very poor and significantly exceeds 

the expected system life, resulting in the need for frequent repairs as well as 

interrupted operations which impact staff comfort and mission focus at the training 

center buildings 090 and 070. Working HVAC smoke-evacuation systems are required 

for safe operation. 

PROJECT DESCRIPTION: 

The Smithsonian requests $2.8 million to upgrade building systems and meet 

Association of Zoos and Aquariums (AZA) code-compliance. This request includes 

$1.5 million for HVAC and electrical upgrades for buildings 090 and 070, and $1.3 

million to address inadequate HVAC systems at many other buildings and residences, 

and to remove hazardous materials at the Front Royal, Virginia site. 

PROGRESS TO DATE: 

Multiple projects are in the planning and design stages for the current Five-Year 

Capital Plan to address HVAC deferred maintenance and AZA code-compliance 

needs. 

IMPACT OF DELAY: 

The continued failure to address the poor condition of the HVAC systems and 

to make progress on the deferred maintenance backlog impacts the SCBI training 

programs and significantly increases the research center’s annual maintenance

costs. 

240 
 

 

 

PROJECT TITLE: Upgrade Living Collection’s Life-Safety and Infrastructure 

INSTALLATION: National Zoological Park and Smithsonian Conservation Biology 

LOCATIONS: 

Institute (NZP/SCBI) 

Washington, DC and Front Royal, Virginia 

FY 2022 COST ESTIMATE (Thousands of Dollars): $2,900* 

* Does not include funding in Facilities Planning and Design 

Total $2,900* 

BACKGROUND: 

Multiple facilities, at both the 163-acre National Zoo at Rock Creek Park in 

Washington, DC and the 3,200-acre research center in Front Royal, Virginia, have 

major capital systems renewal needs due to failed and failing living collections 

infrastructure. Replacements for these systems are required to fulfill the mission of the 

National Zoological Park’s (NZP) endangered species program. These systems are 

vastly different from those required for non-living collections found elsewhere within 

other Smithsonian facilities. It is difficult to keep the facilities code-complaint with the 

constantly evolving animal care standards required to maintain accreditation by the 

Association of Zoos and Aquariums (AZA), and by the United States Department of 

Agriculture (USDA). Necessary work may include: improvements to animal habitats and 

yards; refurbishment of perimeter and interior separation/containment fences and 

barriers; human/animal safety separation barriers, which include shift gates, chutes, 

ladders, and dig barriers; predation and invasive species exclusion systems; highly 

pathogenic avian influenza (HPAI) mitigation; pools/water systems: and quality 

improvements and controls required for the humane and responsible stewardship of 

captive animals. 

PROJECT JUSTIFICATION: 

At most of the living collection locations, the faux rock has an unpainted rebar 

structure that forms the rock shape but has been rapidly deteriorating, causing 

delamination of the thin material used to resemble the rocks. This has increased the 

probability of structural failure and the exposed rebar has caused tripping hazards. Staff 

regularly climb these rock walls to manage the living collections, which creates the 

potential for severe injury or death to animals and staff from tripping or structural failure. 

This condition must be addressed with repairs or replacements, as well as warning 

signage and safety rails for humans and hot wires to deter animals from climbing on 

these structures. At the Rock Creek Park, Washington, DC site, Small Mammal House 

(SMH) maintenance staff must climb above animal cage enclosures to access electrical 

power receptacles and lighting and heat lamps positioned above the cages, risking falls 

into the animal exhibit cages below. Fall-protection methods must be developed and 

installed to allow maintenance staff safe access to service these devices. At the Front 

Royal, Virginia campus, there are buildings requiring removal of hazardous materials 

and demolition to mitigate unsafe conditions for both staff and animals. In addition, 

funds are needed to upgrade living-collections infrastructure at the Front Royal, Virginia 

site to meet animal health, safety, and welfare (HSW) requirements mandated by the 

AZA and the USDA. These requirements are enforced with five-year cycle inspections, 

which are next due in 2023. This infrastructure includes animal pools and containment 

241 
 

fences, including anti-predator measures to keep out local bears, coyotes, and foxes. 

Required improvements to the animal-containment facilities include taller fences, hot 

wires, and electrical infrastructure, dig barriers, animal-shift gates, human-access safety 

gates, and climbing structures for animal exercise. 

PROJECT DESCRIPTION: 

The Smithsonian requests $2.9 million in FY 2022 to upgrade living collections 

care, life-safety, and infrastructure, including $400,000 for various smaller critical living 

collections infrastructure needs, such as animal shelters and climbing structures; 

$200,000 for animal-containment projects at the Smithsonian Conservation Biology 

Institute at Front Royal, Virginia; $500,000 to comply with AZA and USDA requirement 

upgrades to ensure the HSW of captive animals under the stewardship of the 

Smithsonian; $1.0 million to repair/replace deteriorated interior and exterior faux-rock 

installations at Rock Creek Park; $500,000 to reduce fall hazard risks at the SMH; and 

$300,000 for abating hazardous materials and removing unsafe structures. 

PROGRESS TO DATE: 

Previously completed living collections infrastructure projects include numerous 

animal gates, fences, and stainless-steel exterior cable containment systems; digbarriers; hotwire and hot grass containment improvements; chutes; animal-holding 

areas with AZA code-required fire systems at Front Royal; cushioned concrete floor 

coatings in hoof stock stalls at the Veterinary Hospital in Front Royal; installation of 

thermal heating and cooling systems at the quarantine holding rooms at the Veterinary 

Hospital at Rock Creek Park; and predator prevention fencing at the Rivinus Barn 

complex at Front Royal. 

IMPACT OF DELAY: 

Delaying these improvements and repairs could threaten AZA accreditation and 

damage the Institution’s reputation, as well as cause harm to visitors, staff, and animals. 

Other negative effects of delaying the projects could be animal predation of extinct-inthe-wild and highly endangered species, as well as animal escapes. Failure to upgrade 

the living collections infrastructure could result in the need for emergency responses 

which are costly, disruptive, and preventable. 

242 
 

 

PROJECT TITLE: 

INSTALLATION: 

LOCATION: 

Upgrade Electrical Systems and Components 

National Museum of Natural History (NMNH) 

Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $4,600* 

PRIOR-YEAR FUNDING: $7,500* 

Total $12,100* 

* Does not include funding in Facilities Planning and Design 

BUILDING BACKGROUND: 

The NMNH building opened to the public in 1910. The East and West Wings 

were added in the early 1960s. Two infill buildings were constructed in the original 

building’s East and West courtyards in the late 1990s. In addition to its wide array of

public exhibits, the 1.5-million-square-foot-building houses more than 60 million 

specimen collections (used by both resident and visiting researchers), and 

educational, scientific, and administrative facilities serving approximately 1,200 

people. The NMNH is one of the most visited museums in the world and usually hosts 

between seven and eight million visitors annually. 

PROJECT JUSTIFICATION: 

Most of the building’s electrical systems were installed in the early 1960s and 

need major replacement. Breakdowns of the systems are frequent, repair parts are 

often difficult to find, and the systems are not code-compliant, presenting a safety 

hazard to visitors and collections. The reliability of the entire electrical system is 

compromised by the deteriorated condition of the antiquated switchboards, bus ducts, 

network protectors, generators, transfer switches, and distribution and branch circuit 

panel boards. 

PROJECT DESCRIPTION: 

The Smithsonian requests $4.6 million in FY 2022 to continue the ongoing 

renovation process, with a particular focus on upgrading the electrical systems. To 

accomplish this, specific electrical work includes correcting all inadequate shortcircuit rating equipment, replacing obsolete equipment, installing new dedicated lifesafety panels, and abating hazardous materials encountered during this upgrade. In 

addition, the project will improve many life-safety systems by upgrading the stairwell 

pressurization fans and tying vital systems, such as the building automation and 

information technology (IT) systems, to the uninterruptable power source. 

PROGRESS TO DATE: 

As part of ongoing renovations, an exhaustive survey and analysis of current 

electrical systems was completed to inform a feasibility study. In 2018 the scope was 

expanded to include relocation of life-safety circuits to new panels and coordinate 

changes with the Building Automated System. The contract documents were 

completed in March of 2020. For each discreet area of the building — the Main 

Building, wings, and courts — there is a plan for what needs to be replaced and 

243 
upgraded, including emergency device coordination. This well-defined infrastructure 

renovation plan is essential to maintain the NMNH’s continued service to the public. 

The invitation to bid on construction contracts was forwarded to small businesses in 

June of 2020. The low-bid acceptable contractor was selected in July of 2020, with 

the subsequent award issued in October of 2020. 

IMPACT OF DELAY: 

Electrical currents introduce large amounts of destructive energy into a facility 

in the form of heat and magnetic force. The reliability and safety of an electrical 

system depends on protective devices and electrical equipment being updated 

regularly and checked for code compliance. If a building is not properly protected, 

equipment will be damaged and maintenance personnel will be at risk of injury. An 

upgrade is required to protect the Museum’s collections, staff, and visiting public. 

Ultimately, a compromised electrical system would also impede the Museum’s ability 

to maintain regular operations and delay the exhibit re-installation program. 

244 
 

 

 

 

PROJECT TITLE: Upgrade Fire-Alarm Panels and Mass-Notification Systems 

INSTALLATION: National Museum of Natural History (NMNH) 

LOCATION: Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $6,900* 

PRIOR-YEAR FUNDING: $5,000* 

FUTURE-YEAR FUNDING: $7,500* 

Total $19,400* 

* Does not include funding in Facilities Planning and Design 

PROJECT JUSTIFICATION: 

The current NMNH fire-alarm panels are out of date and became obsolete 

when their production ended in September of 2018. Over time, parts will become 

difficult or impossible to find and eventually they will be incompatible with newer 

equipment. A simultaneous upgrade to the mass-notification system is well-timed 

because the two systems are integrated. Currently, the NMNH has no comprehensive 

way to notify the public and staff during emergencies. The speakers installed as part 

of the fire-alarm upgrade would provide that mass-notification capability. 

PROJECT DESCRIPTION: 

The Smithsonian requests $6.9 million in FY 2022 to continue upgrading the 

fire-alarm panels and installing the mass-notification system. The Museum’s existing

Siemens MXL panels must be upgraded to the new Siemens XLS panels, and a 

comprehensive mass-notification system needs to be designed and implemented as 

well. There is economy and efficiency in combining the fire-alarm panel replacement 

with the new speaker installation. The speaker layout for the mass-notification system 

will account for the Museum’s acoustic issues, which are significant due to the grand

and historic nature of the building with its many echoing high ceilings and large 

galleries. 

PROGRESS TO DATE: 

The final feasibility report, completed in March of 2019, provided the basis for 

the design contract scope, which was awarded in July of 2019, with expected 

completion in the spring of 2021. The construction contract award is planned for the 

fourth quarter of FY 2021. 

IMPACT OF DELAY: 

An aging and out-of-date system runs the risk of failure and the possibility of 

endangering collections, visitors, and staff. In the worst-case scenario, a malfunctioning 

fire-alarm system could shut down the building. In addition, mass-notification systems 

are rapidly becoming an essential feature in public buildings, because they are 

necessary to quickly broadcast life-saving information in the event of natural or 

manmade emergencies. 

245 
 

 

 

PROJECT TITLE: 

INSTALLATION: 

LOCATION: 

Replace North Tower Air-Handling Units (AHUs) 

National Museum of Natural History (NMNH) 

Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $2,000* 

FUTURE-YEAR FUNDING: $2,400* 

Total $4,400* 

* Does not include funding in Facilities Planning and Design 

PROJECT JUSTIFICATION: 

The air-handling units (AHUs) and their components, located in the mechanical 

rooms in the northeast and northwest air towers, were installed as part of the East and 

West Wing construction project in the early 1960s. The systems service the third floor 

of the Museum’s main building. These 60+-year-old systems are obsolete. 

Maintenance, repair, and piecemeal part replacement of the systems are frequent. 

Due to their obsolescence, the systems are unreliable, expensive to operate, and 

create a liability for NMNH in terms of potential loss of valuable collections and to the 

extent they present unhealthy conditions for Museum staff. Furthermore, the asbestoscontaining material that made up the insulation of the associated utility and 

condensate lines poses a health hazard for maintenance personnel. 

PROJECT DESCRIPTION: 

The Smithsonian requests $2.0 million in FY 2022 to begin replacing and 

modernizing of the MEC-3 and MWC-3 air-handling units. In addition to the AHU 

replacement, this project will replace corresponding return-air fans and the electrical 

panels and power components; repair the mechanical room infrastructure; and abate 

the asbestos insulation on hot and chilled water and condensate lines. In addition, the 

inefficient steam-heating system and the corresponding reheating coils will be 

replaced with a hot-water system and installation of variable air-volume fans for ease 

of control. As part of the project, air will be provided to maintain the optimal 

temperature and pressure for the safety and welfare of the staff and preservation of 

the Museum’s collections. 

PROGRESS TO DATE: 

Contract award for the initial schematic and design development is planned for 

the end of 2020. The complete design with construction documentation is planned for 

November of 2021, and the final construction award is planned for the third quarter of 

FY 2022. 

IMPACT OF DELAY: 

The normal life expectancy of an AHU is about 30 years. These 60+-year-old 

obsolete systems are at least 30 years beyond their useful life and their risk of failure 

is very real. Deferring the project will only exacerbate the deteriorating condition of 

these AHUs to the point of complete failure, endangering the Museum collections, 

negatively affecting the health of the Smithsonian staff, and potentially resulting in the 

246 
closure of the third floor of the main building. The presence of asbestos-containing 

insulation presents a health risk to maintenance personnel and requires frequent 

monitoring and air testing to ensure that asbestos remains encapsulated and nonfriable. In addition, these old systems use a lot of energy due to the outdated 

standards they were designed under and because of their current deteriorated 

condition. These inefficient systems will continue to consume excessive energy until 

they are replaced, so delaying this project would also result in deferring the cost 

savings that the NMNH would otherwise recognize by doing this work now. 

247 
 

 

 

PROJECT TITLE: 

INSTALLATION: 

LOCATION: 

Improve West Wing Basement Drainage 

National Museum of Natural History (NMNH) 

Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $800* 

Total $800* 

* Does not include funding in Facilities Planning and Design 

PROJECT JUSTIFICATION: 

The West Wing basement of the National Museum of Natural History houses 

the wing’s main electrical transformers/switchgear room, horticulture storage, small 

equipment parking, the Smithsonian Maintenance Central Shop offices and 

equipment, Office of Protection Services’ central lock and technical quarters, the 

mechanical/steam and fire-pump room, and housekeeping and supply storage. The 

West Wing basement and loading dock ramp have experienced extensive flooding in 

recent years. Serious flooding occurred in 2006 and additional flooding was reported 

between 2006 and 2020 and continues to be a major concern. The two most recent 

major floods occurred in July of 2019 and June of 2020 after heavy rainfall. 

PROJECT DESCRIPTION: 

The Smithsonian requests $800,000 in FY 2022 to implement corrective 

measures by redirecting the rainwater from the West Wing ramp and basement. The 

project will repair/replace a blocked, 18-inch buried drainage pipe immediately west of 

the facility, connecting the west-side drainage to the outfalls; repair and replace the 

associated backflow preventer to prevent flood water from flowing back into the 

facility; and tie the drainage system to the 80,000-gallon underground detention tank 

designed to capture excess water. 

PROGRESS TO DATE: 

A concept study to identify options for corrective action was completed in April 

of 2020. The survey and full design package were awarded in December of 2020, with 

the completion of design expected by July of 2021. The award of the construction 

project contract is planned for the first quarter of FY 2022. 

IMPACT OF DELAY: 

Flood water can destroy infrastructure and equipment. Flooding in the basement 

can cause extensive damage to the electrical transformer and switchgear equipment, and 

impair fire-pump operations, which provide the necessary water pressure for the 

Museum’s sprinkler system. Water damage could be extensive to expensive equipment 

stored in the basement of the Museum, as well as to maintenance operations, space for 

Smithsonian security forces, and Smithsonian Gardens. Infrastructure contaminated with 

flood water can produce mold and mildew which create environmental hazards for 

Smithsonian staff. Continued flooding in the basement will also weaken the basic 

structural integrity of the facility. 

248 
 

 

 

PROJECT TITLE: 

INSTALLATION: 

LOCATION: 

Replace Fire-Alarm Panels 

National Museum of American History (NMAH) 

Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $8,900* 

PRIOR-YEAR FUNDING: $4,900* 

* Does not include funding in Facilities Planning and Design 

Total $13,800* 

BUILDING BACKGROUND: 

The National Museum of American History (NMAH), Kenneth E. Behring Center, 

opened to the public in 1964 and is one of the Smithsonian’s most visited museums. 

This classic modern building (752,000 gross square feet) contains various exhibitions 

that explore America’s technological, scientific, cultural, and political history. A 2006 

master plan generated a series of public space renewal projects, clarifying circulation, 

modernizing building systems and finishes, and incorporating innovative black-box 

galleries for exhibit installations. To date, renewal of public floors one, two, and three, 

totaling approximately 240,000 square feet in the center core and West Wing of the 

Museum, is complete. The future East Wing public space renewal project will begin in 

FY 2026. An updated master plan, completed in 2018, contains recommendations for 

continued modernization of building systems, renovations of the spaces on the 

remaining floors of the building, primarily containing workspaces, collections storage 

and food service, and improvements to the extensive grounds surrounding the Museum, 

including flood protection. 

PROJECT JUSTIFICATION: 

This project is necessary to replace obsolete fire-alarm panels to improve public 

and staff safety. 

PROJECT DESCRIPTION: 

The Smithsonian requests $8.9 million in FY 2022 to replace the existing MXL 

and System 3 fire-alarm panels with new XLS fire-alarm panels that comply with current 

building and life-safety codes, including all associated initiation and notification devices. 

PROGRESS TO DATE: 

Design began in FY 2017 and was completed in FY 2020. The construction 

contract is expected to be awarded in FY 2021. 

IMPACT OF DELAY: 

Delaying this project will increase the risk of failure of these obsolete fire-alarm 

panels, for which replacement parts are no longer manufactured, thereby putting the 

safety of visitors, employees, and the collections at risk. 

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PROJECT TITLE: Replace Fire-Stairwell Door Hardware 

INSTALLATION: National Museum of American History (NMAH) 

LOCATION: Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $700* 

Total $700* 

* Does not include funding in Facilities Planning and Design 

BUILDING BACKGROUND: 

The National Museum of American History (NMAH), Kenneth E. Behring Center, 

opened to the public in 1964 and is one of the Smithsonian’s most visited museums. 

This classic modern building (752,000 gross square feet) contains various exhibitions 

that explore America’s technological, scientific, cultural, and political history. A 2006 

master plan generated a series of public space renewal projects, clarifying circulation, 

modernizing building systems and finishes, and incorporating innovative black-box 

galleries for exhibit installations. To date, renewal of public floors one, two, and three, 

totaling approximately 240,000 square feet in the center core and West Wing of the 

Museum, is complete. The future East Wing public space renewal project will begin in 

FY 2026. An updated master plan, completed in 2018, contains recommendations for 

continued modernization of building systems, renovations of the spaces on the 

remaining floors of the building, primarily containing workspaces, collections storage, 

and food service, and improvements to the extensive grounds surrounding the Museum, 

including flood protection. 

PROJECT JUSTIFICATION: 

The hardware for the fire-stairwell doors does not meet current life-safety and 

building codes and needs to be replaced. 

PROJECT DESCRIPTION: 

The Smithsonian requests $700,000 in FY 2022 to replace hardware on fire-stairwell 

doors and frames which do not comply with new safety code requirements. 

PROGRESS TO DATE: 

This project is at the stage of finalizing the 100 percent design documents. 

IMPACT OF DELAY: 

Delaying this project could endanger the life and safety of Museum staff and 

visitors. 

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PROJECT TITLE: Replace Air-Handling Units (AHUs) 1–4 

INSTALLATION: National Museum of the American Indian (NMAI-NY) 

LOCATION: New York City, New York 

FY 2022 COST ESTIMATE (Thousands of Dollars): $4,500* 

PRIOR-YEAR FUNDING: $5,500* 

* Does not include funding in Facilities Planning and Design 

Total $10,000* 

BUILDING BACKGROUND: 

The National Museum of the American Indian in New York (George Gustav Heye 

Center) opened on October 30, 1994 and occupies approximately 80,000 square feet of 

the Alexander Hamilton U.S. Custom House Building in lower Manhattan. The Museum 

occupies portions of the basement, first, and second floors. The Smithsonian NMAI-NY 

has its own chiller plant, heating plant, and air-handling systems dedicated to serving 

only the portions of the building occupied by the NMAI. The building is operated by the 

General Services Administration (GSA) and the Smithsonian holds a 99-year lease. The 

rest of the building is occupied by other U.S. Government tenants. 

The United States Custom House at 1 Bowling Green, New York, New York 

dates from 1907 and was designed by architect Cass Gilbert. It is a National Historic 

Landmark listed on the National Register of Historic Places. This beaux arts monument 

to sea trade, the United States Customs Service, and the City of New York, is as rich in 

historic associations as it is in architectural details and intelligent planning. Its site in an 

open and historic space, and unashamed exuberance, internationality, and pride make 

this very large building an important cultural artifact and easy to admire. 

PROJECT JUSTIFICATION: 

Air-handling units (AHUs) 1–4 were installed in the initial construction of the 

NMAI-NY in the 1990s and serve the galleries and support space in the basement, first, 

and second floors. They are at least 25 years old and are at or past most estimates of 

useful AHU service life. Reliability and increased maintenance due to age are issues 

with the operation of the AHUs. 

PROJECT DESCRIPTION: 

The Smithsonian requests $4.5 million in FY 2022 to continue replacing the four 

main AHUs. This project will also replace and enlarge the existing hot-water plant to 

support the conversion from steam to hot water for the new AHU preheat coils. 

Sequential implementation is proposed for FYs 2021–2022 and will be accomplished by 

first replacing AHUs 2 and 4 in the west mechanical room, followed by replacement of 

AHUs 1 and 3 in the east mechanical room. To maintain a continual flow of conditioned 

air to the Museum, a temporary air handler and connecting ductwork located outside the 

building will shift from the west side of the building to the east side in support of the 

work sequence. The new AHUs will efficiently deliver conditioned air and supplement 

the new chillers and cooling towers recently installed and activated through a 

predecessor project. The Museum should benefit from a significant improvement to its 

251 
energy use profile, and see reduced energy costs, after the total AHU system 

replacement is completed. 

PROGRESS TO DATE: 

A study was completed in April of 2017 to provide physical requirements and the 

basis of design for new AHUs to replace the existing ones, as well as the timing, 

sequence, and logistics of installing the replacements. Construction documents will be 

completed in the third quarter of FY 2021, and the project will be ready for procurement 

and contract award in the fourth quarter of FY 2021. 

IMPACT OF DELAY: 

Air-handling equipment will continue to degrade, and increased maintenance will 

be required if this work is not done soon. Collections in the exhibition spaces and visitor 

comfort will be at higher risk due to potential failures and emergency shutdowns. The 

energy efficiency anticipated from installing a fully renewed heating, ventilation, and airconditioning (HVAC) system will not be achieved. 

252 
 

 

 

PROJECT TITLE: Building Envelope — Replace Roof and Exterior Wall Panels 

INSTALLATION: Hirshhorn Museum and Sculpture Garden (HMSG) 

LOCATION: Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $5,900* 

PRIOR-YEAR FUNDING: $21,400* 

* Does not include funding in Facilities Planning and Design 

Total $27,300* 

BUILDING BACKGROUND: 

The Hirshhorn Museum and Sculpture Garden (HMSG), the Smithsonian Institution’s 

Museum of modern and contemporary art, was designed by architect Gordon Bunshaft, 

FAIA, of Skidmore, Owings, and Merrill, and opened to the public in 1974. The Museum is 

located at the northwest corner of 7th Street and Independence Avenue, SW, and the 

Sculpture Garden is north of the Museum across Jefferson Drive. The building is cylindrical 

in shape, 231 feet in diameter, and raised 14 feet above a paved plaza, on four concrete 

piers. The building is clad with precast concrete panels with crushed pink granite aggregate. 

The center of the drum is a circular courtyard with a large, shallow, bronze fountain. The 

Museum building has four above-ground stories and a lower level below the plaza that 

surrounds the building. 

PROJECT JUSTIFICATION: 

The building’s envelope components have reached the end of their useful life and 

need to be replaced. The roof is more than 25 years old, and the section located directly 

above collections storage on the fourth floor occasionally leaks and needs to be replaced. 

The galvanized steel attachments for the exterior concrete wall panels have deteriorated 

and are beginning to corrode. The exterior wall lacks insulation and a vapor barrier, which

causes problems with condensation and poor thermal performance. 

PROJECT DESCRIPTION: 

The Smithsonian requests $5.9 million in FY 2022 to replace the roof and exterior 

wall panels at the HMSG. This is a multi-year funded project that will begin in FY 2021. The 

project includes replacing the precast concrete panels and their attachment system, adding 

insulation and a vapor barrier at the exterior wall, and replacing the roof and balcony 

storefront system to ensure continuity of waterproofing. Future building envelope projects 

will include replacement of waterproofing at the plaza level and new glazing at the lobby and 

courtyard windows when the Museum closes for major revitalization of the building systems. 

PROGRESS TO DATE: 

A study of the building envelope was completed in FY 2017, followed by testing in FY 

2018 to obtain additional information. Construction drawings were completed in January of 

2020. 

IMPACT OF DELAY: 

Continued corrosion of the exterior panel attachment system puts the panels at risk of 

becoming detached and falling to the plaza below, causing a public safety hazard. Water 

damage to the collections on the fourth floor could result if the roof replacement is delayed 

any longer. 

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PROJECT TITLE: Modernize Elevators 

INSTALLATION: Hirshhorn Museum and Sculpture Garden (HMSG) 

LOCATION: Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $700* 

PRIOR-YEAR FUNDING: $3,400* 

Total $4,100* 

* Does not include funding in Facilities Planning and Design 

BUILDING BACKGROUND: 

The Hirshhorn Museum and Sculpture Garden (HMSG), located on the National 

Mall, is the Smithsonian’s Museum of modern and contemporary art and was designed 

by architect Gordon Bunshaft, FAIA, of Skidmore, Owings, and Merrill. The HMSG 

opened to the public in 1974. The building is cylindrical in shape, 231 feet in diameter, 

and raised 14 feet above a paved plaza, on four concrete piers. The building is clad with 

precast concrete panels with crushed pink granite aggregate. The center of the drum is 

a circular courtyard with a large, shallow, bronze fountain. The Museum building has 

four above-ground stories and a lower level below the plaza that surrounds the building. 

PROJECT JUSTIFICATION: 

The passenger and freight elevators at the Museum are more than 20 years past 

their life expectancy and frequently break down. Parts are becoming obsolete or difficult 

and expensive to obtain, which creates a delay in repairs. There is only one passenger 

elevator and one freight elevator, with no redundancy if an elevator breaks down. 

PROJECT DESCRIPTION: 

The Smithsonian requests $700,000 in FY 2022 to modernize the elevators at 

the HMSG. This is a multi-year funded project that begins in FY 2021. Major steel parts 

in the hoist-way will remain, but the controls, motors, and cabs will be replaced. The 

elevators and machine rooms will be brought up to current building safety codes, and 

the passenger elevator will comply with Americans with Disabilities Act standards. 

PROGRESS TO DATE: 

A Vertical Transportation Study was funded in FY 2018 and is now completed. 

This study was a comprehensive analysis of the deficiencies of the current elevators, 

the escalators, and the loading dock lifts. The design documents for the elevator 

replacement were completed in July of 2020. Escalator repair and replacement of the 

loading dock lifts will be separate projects. 

IMPACT OF DELAY: 

A continued delay in modernizing the elevators poses the risk of more frequent 

breakdowns with longer repair times. The passenger elevator is the only way that 

visitors with strollers and people with disabilities can reach the galleries on the lower 

level, second, and third floors. Also, a functional freight elevator is essential for moving 

art and for the daily operations of the Museum. 

254 
 

 

 

PROJECT TITLE: Revitalize Sculpture Garden and Tunnel 

INSTALLATION: Hirshhorn Museum and Sculpture Garden (HMSG) 

LOCATION: Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $9,000* 

FUTURE-YEAR FUNDING: $8,950* 

* Does not include funding in Facilities Planning and Design 

Total $17,950* 

BUILDING BACKGROUND: 

The Hirshhorn Museum and Sculpture Garden (HMSG), the Smithsonian 

Institution’s Museum of modern and contemporary art, was designed by architect 

Gordon Bunshaft, FAIA, of Skidmore, Owings, and Merrill, and opened to the public in 

1974. The Museum is located at the northwest corner of 7th Street and Independence 

Avenue, SW, and the Sculpture Garden is north of the Museum across Jefferson Drive. 

The building is cylindrical in shape, 231 feet in diameter, and raised 14 feet above a 

paved plaza, on four concrete piers. The building is clad with precast concrete panels 

with crushed pink granite aggregate. The center of the drum is a circular courtyard with 

a large, shallow, bronze fountain. The Museum building has four above-ground stories 

and a lower level below the plaza that surrounds the building. The Sculpture Garden 

occupies 1.56 acres on the north side of Jefferson Drive, and is connected to the 

Museum plaza by a tunnel below the street. Between 1977 and 1981, Lester Collins 

was charged with transforming Bunshaft’s original design for the Sculpture Garden into 

the current blended plan, which focused on improved functionality and accessibility. 

Around the same time, the tunnel below Jefferson Drive was closed to pedestrians, and 

fitted out to house the Museum’s art education center.

PROJECT JUSTIFICATION: 

The exposed aggregate walls of the Sculpture Garden are degrading due to 

“concrete disease” caused by additives commonly used in concrete during the period of 

construction. The garden floods after significant rain events due to a lack of adequate 

stormwater drainage. The tunnel below Jefferson Drive lacks adequate waterproofing 

and is prone to leaks. In addition, the current configuration of the garden does not suit 

the programmatic needs of the Museum for the display of large-scale artworks or for 

performance art. 

PROJECT DESCRIPTION: 

The Smithsonian requests $9.0 million in FY 2022 to revitalize the Sculpture 

Garden. This is part of a multi-year project that will continue until FY 2024. The concrete 

perimeter retaining walls will be reconstructed, and new walls will be built along the 

garden’s interior. Accessible entries to the garden will be provided from both the Mall and 

Jefferson Drive. The structure of the tunnel below Jefferson Drive will be properly 

waterproofed and reopened to pedestrian traffic between the Sculpture Garden and the 

Museum plaza. Improved stormwater management will alleviate the flooding problem. 

255 
 

The HMSG has commissioned the world-renowned artist Hiroshi Sugimoto as the 

“Design Architect” to reimagine the HMSG Sculpture Garden. The revitalized Sculpture 

Garden will incorporate design characteristics from both Gordon Bunshaft’s original 

design and Lester Collins’s revision. There will be more flexible and responsive 

exhibition spaces for contemporary art installations, site-specific installations, and live 

performances. An enlarged pool in the central space will incorporate a stage for 

performance art, and an enlarged gallery area in the west section of the garden will 

enable the Museum to display larger works of art for which space is not currently 

available. On the east side of the garden, the renovated walls will create intimate gallery 

areas more suitable for the display of the Museum’s significant collection of bronze

sculptures. 

PROGRESS TO DATE: 

The design for the garden was 35 percent complete in June of 2020, and the 

construction documents are expected to be completed in April of 2021. 

IMPACT OF DELAY: 

Delaying the revitalization of the Sculpture Garden will allow the concrete walls to 

continue to decay and leave the art in the garden at risk of repeated flooding. It would 

also leave the tunnel walls and roof prone to further damage from water infiltration. 

Longer term, the Hirshhorn Museum building is slated for revitalization, and postponing 

the garden revitalization project would put the start of that project in jeopardy because the 

limited size of the site prevents both projects from happening simultaneously. 

256 
 

 

PROJECT TITLE: Renovate Exhibit and Sign Shop Office Space 

INSTALLATION: Hirshhorn Museum and Sculpture Garden (HMSG) 

LOCATION: Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $550* 

* Does not include funding in Facilities Planning and Design 

BUILDING BACKGROUND: 

The Hirshhorn Museum and Sculpture Garden (HMSG), the Smithsonian 

Institution’s Museum of modern and contemporary art, was designed by architect 

Gordon Bunshaft, FAIA, of Skidmore, Owings, and Merrill, and opened to the public in 

1974. The Museum is located at the northwest corner of 7th Street and Independence 

Avenue, SW, and the Sculpture Garden is north of the Museum across Jefferson 

Drive. The building is cylindrical in shape, 231 feet in diameter, and raised 14 feet 

above a paved plaza, on four concrete piers. The building is clad with precast 

concrete panels with crushed pink granite aggregate. The center of the drum is a 

circular courtyard with a large, shallow, bronze fountain. The Museum building has 

four above-ground stories and a lower level below the plaza that surrounds the 

building. 

PROJECT JUSTIFICATION: 

The exhibit and facilities management office space is inadequate to 

accommodate the current staff needed to manage the Museum. The space needs to 

be expanded, asbestos removed, and proper ventilation installed for the safety of the 

staff. 

PROJECT DESCRIPTION: 

The Smithsonian requests $550,000 to renovate the exhibit and facilities 

management staff office to expand capacity. Work includes demolition, limited removal 

of asbestos-containing materials, and construction of the new office areas, along with 

the associated electrical and heating, ventilation, and air-conditioning (HVAC), and 

other engineering work. 

PROGRESS TO DATE: 

The design for the project is under way, and the construction documents will be 

completed in FY 2021. 

IMPACT OF DELAY: 

Delaying the project will leave both the exhibition and facilities management 

staff in less than adequate space. This is especially relevant given the current need for 

social distancing of employees because of COVID-19 safety restrictions, which the 

new workplan can better accommodate. 

257 
 

 

PROJECT TITLE: Modernize Electronic Security System 

INSTALLATION: Hirshhorn Museum and Sculpture Garden (HMSG) 

LOCATION: Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $1,500* 

* Does not include funding in Facilities Planning and Design 

BUILDING BACKGROUND: 

The Hirshhorn Museum and Sculpture Garden (HMSG), the Smithsonian 

Institution’s Museum of modern and contemporary art, was designed by architect 

Gordon Bunshaft, FAIA, of Skidmore, Owings, and Merrill, and opened to the public in 

1974. The Museum is located at the northwest corner of 7th Street and Independence 

Avenue, SW, and the Sculpture Garden is north of the Museum across Jefferson 

Drive. The building is cylindrical in shape, 231 feet in diameter, and raised 14 feet 

above a paved plaza, on four concrete piers. The building is clad with precast 

concrete panels with crushed pink granite aggregate. The center of the drum is a 

circular courtyard with a large, shallow, bronze fountain. The Museum building has 

four above-ground stories and a lower level below the plaza that surrounds the 

building. 

PROJECT JUSTIFICATION: 

The building’s electronic security systems are reaching the end of their useful 

life expectancy and need to be upgraded to meet current Smithsonian security 

standards. 

PROJECT DESCRIPTION: 

The Smithsonian requests $1.5 million to upgrade electronic security systems 

to meet current security standards. The Hirshhorn’s electronic security systems 

modernization project will include fiber-optic infrastructure, data-gathering panels, 

network video recorders (NVRs), access readers, cameras, intercoms, and intrusiondetection devices. 

PROGRESS TO DATE: 

Design work will be completed in FY 2021. 

IMPACT OF DELAY: 

Delaying the project will leave the Hirshhorn with security devices which are 

near the end of their useful life, making them more prone to failure. It will also leave 

the building out of compliance with current Smithsonian and industry best practice 

security standards. 

258 
 

 

 

 

 

 

PROJECT TITLE: Refurbish Elevators and Escalator 

INSTALLATION: Quadrangle 

LOCATION: Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $1,000 

PRIOR-YEAR FUNDING: $600 

Total $1,600 

BUILDING BACKGROUND: 

The Quadrangle Building, which includes the National Museum of African Art, the 

Arthur M. Sackler Gallery, and the Ripley Education Center, is a three-story, 

underground building that opened to the public in 1987. There are pavilion entrances to 

the three facilities located in the Haupt Garden, the structure's green roof. The 

389,000-square-foot building was designed by Shepley, Bullfinch, and Abbott, 

architects. 

PROJECT JUSTIFICATION: 

The building’s elevators and escalators are original to the building and more than 

30 years old. Although the elevators used by the visiting public have been upgraded, 

those in staff areas have not, nor has the public escalator. The escalator and the staff 

elevators break down with increasing frequency, inconveniencing both visitors and staff. 

PROJECT DESCRIPTION: 

The Smithsonian requests $1.0 million in FY 2022 to complete the refurbishment of 

the Quadrangle elevators and escalator. 

PROGRESS TO DATE: 

The escalator refurbishment will begin in FY 2021. 

IMPACT OF DELAY: 

If not funded, the required equipment upgrades will be further postponed, 

increasing the probability of catastrophic failure of these essential systems. 

259 
 

 

 

PROJECT TITLE: Replace Gallery Lighting 

INSTALLATION: Donald W. Reynolds Center (DWRC) 

LOCATION: Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $3,500 

PRIOR-YEAR FUNDING: $8,000 

Total $11,500 

BUILDING BACKGROUND: 

Originally constructed as the Patent Office Building in 1840, the Donald W. 

Reynolds Center is an excellent example of a Greek Revival public office building. The

South Wing is the original building and is distinguished by a monumental Greek Doricstyle portico. The East, West, and North Wings, added between 1852 and 1867, 

expanded the building to occupy two entire blocks between 7th and 9th Streets and

between F and G Streets NW, in Washington, DC. The total gross square footage is 

669,931 square feet. A major renovation of the building was completed in 2006 by 

Hartman Cox. In 2007, the center courtyard was enclosed by a glass canopy designed 

by Norman Foster. 

PROJECT JUSTIFICATION: 

The track lighting at the Reynolds Center overheats, causing a hazardous 

situation. Repairing the track requires replacement parts; however, the current type of 

track lighting used is no longer being manufactured and parts are no longer available for 

repairs. Track lighting throughout the building must be replaced. The new light-emitting 

diode (LED) fixtures will provide greater flexibility and improved energy efficiency. 

PROJECT DESCRIPTION: 

The Smithsonian requests $3.5 million in FY 2022 to continue replacing the 

existing track lighting in the galleries, and other locations at the Reynolds Center, with a 

new LED track lighting system. This is a multi-year funded project that began in FY 2019 

and will be completed in FY 2022. 

PROGRESS TO DATE: 

Design for the new lighting system was completed in March of 2019 and 

installation of the new LED fixtures began the same year. A detailed schedule was 

developed for the sequence of work in the galleries and has been coordinated with 

exhibit dates and museum programs. The project is on schedule and is expected to 

remain within the budget allocated. 

IMPACT OF DELAY: 

Without the funds requested, there could be damage to the collections and safety 

risks to staff and visitors, due to fire hazards. Sensors have been installed to provide a 

warning that the light track is overheating but the risk needs to be eliminated by replacing 

the track and fixtures. 

260 
 

 

PROJECT TITLE: Tupper, Replace and Reinforce Library Roof 

INSTALLATION: Smithsonian Tropical Research Institute (STRI) 

LOCATION: Panama 

FY 2022 COST ESTIMATE (Thousands of Dollars): $700* 

FUTURE-YEAR FUNDING: $300* 

Total $1,000* 

* Does not include funding in Facilities Planning and Design 

BUILDING BACKGROUND: 

The Tupper Center ́s Library Building was built in the 1980s as part of the 

Tupper Campus Complex. It has served for many years as one of the most 

complete and diverse libraries in the world for tropical biology publications, with 

enormous historical and scientific research value. The building is made up of two 

main wings: the library-reading and office area, and the storage-deposit area for 

books, other publications, and special collections. 

PROJECT JUSTIFICATION: 

Preservation of this facility and the publications within it is essential to 

STRI’s historical mission. Maintenance repairs have continued through the years 

to stop water from leaking into the reading space wing, but the roof material and 

its entire construction is reaching the end of its projected life. 

PROJECT DESCRIPTION: 

The Smithsonian requests $700,000 in FY 2022 to begin replacing and 

reinforcing the library roof. The project will also require a structural evaluation of 

the existing framing system, which will support the new roofing material. 

PROGRESS TO DATE: 

A scope of work for design services is being prepared. 

IMPACT OF DELAY: 

Delaying this project will increase the need for costly emergency and 

temporary repairs to keep the roof from leaking. Water leakages create safety 

hazards to STRI’s staff and visitors and could damage precious historical and 

research publications and books inside the building. 

261 
 

 

 

 

PROJECT TITLE: Replace MMT Building Control System Drives (AZ) 

INSTALLATION: Smithsonian Astrophysical Observatory (SAO) 

LOCATION: Amado, Arizona 

FY 2022 COST ESTIMATE (Thousands of Dollars): $1,000* 

* Does not include funding in Facilities Planning and Design 

PROJECT BACKGROUND: 

SAO’s Fred Lawrence Whipple Observatory in Arizona conducts worldrenowned astrophysical research from the MMT (Multiple Mirror Telescope) building 

on the summit of Mt. Hopkins. In order to track the celestial firmament, the MMT 

Observatory uses a 6.5m-diameter reflecting telescope located in a co-rotating 

enclosure. The telescope and building, or enclosure, are not mechanically coupled 

together, and each has its own dedicated motion control system. The building is 

estimated to weigh 600 tons and is supported by four bogies that roll on a circular 

steel track. The approximately 40-year-old wheel, drive, and braking system is no 

longer manufactured, and the current system is at the end of its service life. 

PROJECT DESCRIPTION: 

The Smithsonian requests $1.0 million in FY 2022 to refurbish the wheel-anddrive system. Most of the electronic components used on the existing building drive 

system are obsolete and no longer supported. While much effort has been made to 

maintain an adequate inventory of spare parts, the MMT is now in a situation where 

certain components, such as the original type of drive amplifiers, are no longer 

available. As a result, to maintain telescope operation for the next 25 years, the 

building drive system should be modernized. However, the modernization work 

should include replacing all of the servo-control electronics, direct-current (DC) 

rectifiers, and amplifiers located in the building drive control rack. The replacement is 

also expected to include the existing DC motors, tachometers, and brakes, but not 

necessarily gearboxes or drive wheels. A rigorous preventive maintenance program 

has been followed to extend the life of the system components, and the gearboxes 

and wheel assemblies are believed to be in good condition. However, the purchase 

of a spare gearbox is required to ensure overall system reliability. 

PROGRESS TO DATE: 

The design work will be completed in FY 2021. 

IMPACT OF DELAY: 

If the wheel-drive system fails, scientific operations at the MMT will come to a 

grinding halt, and valuable cutting-edge astrophysical research will cease. Telescope 

time is reserved years in advance so any shutdown would significantly delay the 

research of renowned scientific organizations around the world. 

262 
 

 

 

PROJECT TITLE: Stabilize Road at Fred L. Whipple Observatory (AZ) 

INSTALLATION: Smithsonian Astrophysical Observatory (SAO) 

LOCATION: Amado, Arizona 

FY 2022 COST ESTIMATE (Thousands of Dollars): $800* 

PRIOR-YEAR FUNDING: $2,500* 

FUTURE-YEAR FUNDING: $2,400* 

* Does not include funding in Facilities Planning and Design 

Total $5,700* 

PROJECT BACKGROUND: 

The Smithsonian Astrophysical Observatory (SAO) is located at the summit of 

Mt. Hopkins, at an elevation of 8,550 feet, reachable only by Mt. Hopkins Road, a 12-

mile-long, unimproved, single-lane access road. The Smithsonian built the road more 

than 50 years ago to accommodate traffic by SAO research faculty, staff, and students, 

as well as contractors and some members of the public. Telescopes are sited on the 

summit peaks. SAO activities on Mt. Hopkins require access to and from its facilities at 

the Base Camp (located at 4,500 feet) and the summit to conduct basic operations, 

research, and educational activities that form its core mission. 

PROJECT DESCRIPTION: 

The Smithsonian requests $800,000 in FY 2022 to continue stabilizing the road 

and replacing the metal culverts with concrete culverts to mitigate life-safety issues. 

The surface of the single-lane road is largely unpaved, outsloped to the canyons 1,300 

feet below, and is uneven with numerous switchbacks. Several sections are sloped at a 

24-percent grade, which is well beyond the anticipated capability of most drivers, 

standard vehicles, and pedestrians. Most crucially, in addition to ongoing repair and 

replacement/extension of guardrails, SAO has identified six sections of the road which 

have been stabilized against collapse by 60–70-year-old landing mats and steel 

cables. There has been significant movement and rupture of this system that must be 

corrected immediately. In addition, the road has numerous metal drainage culverts 

close to the 13-kilovolt (KV) power line that services the summit. These culverts require 

frequent clean-out operations, during which the power to the mountain is shut off 

because of their proximity to the power line. This is also why the metal culverts are 

being replaced with concrete ones. 

PROGRESS TO DATE: 

Project design is complete. Construction for the first four of the prioritized six 

sections was completed in FYs 2019–2020. The requested funds will continue to 

stabilize sections five and six as well as replace guardrails and culverts. 

IMPACT OF DELAY: 

Until funding is available to complete the necessary road work, SAO staff, 

visitors, and scientists will continue to face increased life-safety risks when driving to 

and from the Observatory. 

263 
 

 

PROJECT TITLE: SMA Summit Building Refurbishment (HI) 

INSTALLATION: Smithsonian Astrophysical Observatory (SAO) 

LOCATION: Mauna Kea, Hawaii 

FY 2022 COST ESTIMATE (Thousands of Dollars): $2,000* 

* Does not include funding in Facilities Planning and Design 

PROJECT BACKGROUND: 

The Submillimeter Array (SMA) is the world’s first imaging interferometric 

telescope to operate in the major atmospheric windows from 0.3 mm to 1.3 mm. 

Water vapor in the Earth’s atmosphere absorbs much of the light at the wavelengths 

observed by the SMA, which is why the Observatory is located at the summit of 

Mauna Kea, 13,368 feet above sea level. This location is usually above more than 

90 percent of the water vapor in the atmosphere. The array consists of eight 6-meter 

movable antennas which can be positioned in different locations to provide the 

highest angular resolution that is equivalent to a huge single antenna with a 

diameter of 0.5 km (0.3 miles) across. The SMA control building was constructed in 

1992 with a gross exterior area of 3,561 square feet of interior space. Adjacent to 

the control building is the SMA Antenna Maintenance Building, commonly referred to 

as the SMA Hanger. The gross exterior area of this facility is 3,022 square feet. 

Together, these structures support the science that investigates the mysteries of 

dying stars, star formation, the solar system, and the center of our own Milky Way 

galaxy. 

PROJECT DESCRIPTION: 

The Smithsonian requests $2.0 million in FY 2022 to refurbish the summit 

facility building envelope and interior. The facility is nearly 20 years old and many of 

the building skin fasteners are failing, and the exterior has also deteriorated. The 

ridge cap on the roof requires repair and the fall-protection anchors there will need to 

be upgraded to meet current safety code requirements. Interior refurbishment will 

include enclosing an office area under the hangar mezzanine for technicians, 

installing new carpet and flooring, repainting the interior, repairing cracks near the 

galley window, and replacing control room seals. 

PROGRESS TO DATE: 

Project design is scheduled to begin and be completed in FY 2021. 

IMPACT OF DELAY: 

If not funded, the delay will cause this state-of-the-science research center to 

deteriorate further, requiring more expensive repairs to be made later and putting 

important scientific research at risk. In addition, there is a life-safety issue for 

personnel who need to access the roof and ridge cap atop the building. 

264 
 

 

PROJECT TITLE: 

INSTALLATION: 

LOCATION: 

Install Roof Platform at SMA Control Building (HI) 

Smithsonian Astrophysical Observatory (SAO) 

Mauna Kea, Hawaii 

FY 2022 COST ESTIMATE (Thousands of Dollars): $300 

Total $300 

PROJECT BACKGROUND: 

The Submillimeter Array (SMA) is the world’s first imaging interferometric 

telescope to operate in the major atmospheric windows from 0.3 mm to 1.3 mm. 

Water vapor in the Earth’s atmosphere absorbs much of the light at the wavelengths 

observed by the SMA, which is why the Observatory is located at the summit of 

Mauna Kea, 13,368 feet above sea level. This location is usually above more than 

90 percent of the water vapor in the atmosphere. The array consists of eight 6-meter 

movable antennas which can be positioned in different locations to provide the 

highest angular resolution that is equivalent to a huge single antenna with a 

diameter of 0.5 km (0.3 miles) across. The SMA control building was constructed in 

1992 with a gross exterior area of 3,561 square feet of interior space. Adjacent to 

the control building is the SMA Antenna Maintenance Building, commonly referred to 

as the SMA Hanger. The gross exterior area of this facility is 3,022 square feet. 

Together, these structures support the science that investigates the mysteries of 

dying stars, star formation, the solar system, and the center of our own Milky Way 

galaxy. 

PROJECT DESCRIPTION: 

The Smithsonian requests $300,000 in FY 2022 to create a safe access 

walkway and platform on the roof, which will include railings and all associated codecompliant harness attachment points. Presently, there is no safe access to the 

equipment on the high-pitched roof of the SMA Control Building directly over the 

maintenance hangar. The SMA facility, located at 13,492 feet above sea level, is 

subject to very extreme and suddenly changing climate conditions which include 

gale-force winds and heavy ice. Personnel attempting to service this equipment are 

at a significant risk to their personal safety. 

PROGRESS TO DATE: 

Project design is scheduled to begin and be completed in FY 2021. 

IMPACT OF DELAY: 

A delay will impose life-safety risks to SAO/Smithsonian staff who maintain the 

equipment on the roof and the personnel who maintain the roof. 

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PROJECT TITLE: Consolidate Maintenance Facilities 

INSTALLATION: Smithsonian Environmental Research Center (SERC) 

LOCATION: Edgewater, Maryland 

FY 2022 COST ESTIMATE (Thousands of Dollars): $4,100* 

FUTURE-YEAR FUNDING: $5,500* 

Total $9,600* 

* Does not include funding in Facilities Planning and Design 

PROJECT BACKGROUND: 

Expansion of the SERC facilities during the last decade has increased the 

Center’s campus-wide maintenance needs and placed an increasing burden on the 

existing facilities maintenance resources. This need was identified by the 

Smithsonian’s Office of Facilities Management and Reliability (OFMR) in 2004 and 

validated again in the 2008 SERC Master Plan. This need must now be addressed

to support existing facilities as well as future mission-critical initiatives.

PROJECT DESCRIPTION: 

The Smithsonian requests $4.1 million in FY 2022 to begin construction of the 

facility, which will consolidate the grounds maintenance functions (previously at the 

Research Core) along the Dock Road location, allowing de-intensification of the 

Research Core, and to prepare the site by installing utilities, lighting, staging areas, 

communications, and stormwater management systems. The project will also 

renovate the auto-shops and hazmat functions. In addition to reducing utility and

maintenance costs, the project will improve maintenance response times, enhance 

physical safety, build future flexibility, increase the lifespan of equipment, support 

sustainable operations, streamline operations, and increase productivity.

PROGRESS TO DATE: 

Project design is complete. Construction documents were completed in April 

of 2021 and procurement is expected to begin in the first quarter of FY 2022. 

IMPACT OF DELAY: 

The impact of a delay will be continued loss of productivity, more deterioration 

of equipment and structures, longer response times to requests for service, and an 

increased cost of all maintenance activities at SERC. 

266 
 

 

PROJECT TITLE: Improve Site Infrastructure at Waterfront Complex 

INSTALLATION: Smithsonian Environmental Research Center (SERC) 

LOCATION: Edgewater, Maryland 

FY 2022 COST ESTIMATE (Thousands of Dollars): $1,200* 

FUTURE-YEAR FUNDING: $1,200* 

Total $2,400* 

* Does not include funding in Facilities Planning and Design 

PROJECT BACKGROUND: 

The SERC master plan, completed in 2008 and updated in 2019, outlines a 

broad strategy for development through a network of connected spaces or “nodes” 

across the site, and provides a development strategy for the campus spanning a 20-

year period between 2008 and 2028, including the Waterfront complex. 

PROJECT DESCRIPTION: 

The Smithsonian requests $1.2 million in FY 2022 to continue implementing the 

master plan as revised in 2019 for the Waterfront complex. The project includes plans 

to improve access to the Reed Center, as well as parking, landscape, and 

infrastructure enhancements, and an expansion of the existing boat ramp. 

PROGRESS TO DATE: 

The concept and design development are planned to begin in FY 2021. 

IMPACT OF DELAY: 

A delay of the project will impair accessibility to the Reed Center and limit 

access to the entire Waterfront complex. 

267 
 

 

PROJECT TITLE: Renovate Facilities and Infrastructure, GCREW Site 

INSTALLATION: Smithsonian Environmental Research Center (SERC) 

LOCATION: Edgewater, Maryland 

FY 2022 COST ESTIMATE (Thousands of Dollars): $500* 

Total $500* 

* Does not include funding in Facilities Planning and Design 

PROJECT BACKGROUND: 

Located south of the main SERC complex, the Global Change Research 

Wetland (GCREW) site’s ongoing mission is to unravel the complex ecological 

processes which help stabilize coastal marshes as they respond to global 

environmental change. This 70-hectare brackish marsh is home to several long-term 

collaborative experiments designed to predict what the future holds for coastal wetland 

ecosystems as they adapt to an accelerated rise in sea levels. The operations site is 

quite primitive, consisting of a double-wide building that only provides an office and a 

small space for research equipment storage. Access to the operations facility is 

difficult and the building does not have a bathroom due to the lack of a septic system. 

PROJECT DESCRIPTION: 

The Smithsonian requests $500,000 in FY 2022 to modify the operations 

building by increasing its office space and storage capacity for research equipment, as 

well as to install a septic system and a permanent bathroom for Smithsonian staff and 

visitors. 

PROGRESS TO DATE: 

The design for the project is planned for FY 2021. 

IMPACT OF DELAY: 

Due to limited storage space, research equipment items are stacked on top of 

one another or are stored outside in the weather where they are exposed to the salty 

marsh environment. Currently, the staff and visitors are using rented portable toilets. 

However, this situation has proven unsanitary for long-term use and is made worse by 

inconsistent support for sewer services from the rental contractor. Failure to fund this 

modest project will result in continued unsanitary working conditions for staff as well as 

visitors. 

268 
 

PROJECT TITLE: Construct Turbidity Filter System 

INSTALLATION: Smithsonian Environmental Research Center (SERC) 

LOCATION: Edgewater, Maryland 

FY 2022 COST ESTIMATE (Thousands of Dollars): $500* 

Total $500* 

* Does not include funding in Facilities Planning and Design 

PROJECT BACKGROUND: 

As part of its sustainable practices, SERC plans to use a water reclamation 

system to provide non-potable water to serve the campus. Reclaimed water would be 

processed through a treatment system located at the core campus. The intent is to be 

able to pump this reclaimed water to a 300,000-gallon water storage tower located on 

the northern hillside. This non-potable water will be used for fire protection and other 

purposes not requiring potable water. Construction of the SERC fire-protection waterdistribution system, which included the non-potable water tower, was competed in 2015 

and a turbidity filter was added to the treatment system in 2018. Since that time, the 

performance of the turbidity filter has been insufficient for the reclaimed water to be 

used as intended. Because of these problems, and SERC’s continued inability to use 

the system with the turbidity filter as currently installed, a study completed in October of 

2019 assessed the existing water reclamation system and recommended improvements 

to the turbidity filter as part of the overall system. 

PROJECT DESCRIPTION: 

The Smithsonian requests $500,000 in FY 2022 to construct a new cloth-disk 

filter facility adjacent to the existing ultraviolet (UV) disinfection building, and to install 

a new cloth-disk filtration system. 

PROGRESS TO DATE: 

A study to review the current water reclamation system and provide phasedapproach recommendations was completed in October of 2019. Design for the project 

is planned for FY 2021 and the construction contract award is expected by the second 

quarter of FY 2022. 

IMPACT OF DELAY: 

Existing infrastructure is in place for non-potable use of reclaimed water. 

Delaying the installation of the new filtration system will require SERC to continue 

using potable water unnecessarily while the existing reclamation system remains idle. 

269 
 

 

 

PROJECT TITLE: Implement Campus Plan for Stormwater Management 

INSTALLATION: Smithsonian Environmental Research Center (SERC) 

LOCATION: Edgewater, Maryland 

FY 2022 COST ESTIMATE (Thousands of Dollars): $450* 

PRIOR-YEAR FUNDING: $400* 

FUTURE-YEAR FUNDING: $2,350* 

Total $3,200* 

* Does not include funding in Facilities Planning and Design 

PROJECT BACKGROUND: 

As identified in the 2008 SERC Comprehensive Facilities Master Plan, and 

pursuant to current federal Clean Water Act regulations, SERC has prioritized 

environmentally responsible stormwater management responses which are now 

reflected in the current Stormwater Management Campus Plan. This plan identified 

the Reed Education Center site, at the foot of the waterfront’s Dock Road, as the 

highest priority. Continued flooding has entered the Reed Center, which is visited by 

5,000–7,000 schoolchildren a year, and mitigation has been necessary to prevent 

mold from forming on surfaces. 

PROJECT DESCRIPTION: 

The Smithsonian requests $450,000 in FY 2022 to continue implementing all of 

the required stormwater management mitigation measures necessary to protect the 

site and structures. This will involve relocating existing drainage patterns, constructing 

bioswales for erosion control, repaving to re-route stormwater away from the Reed 

Center, and repairing, removing, and replacing drains, culverts, and outfalls as 

necessary. 

PROGRESS TO DATE: 

The design for phase one is complete. The design for the follow-on project is 

expected to be complete by the winter of 2022. 

IMPACT OF DELAY: 

The impact of a delay will be continued deterioration of the Reed Education 

Center and risk to the visitors and staff using the structure, as well as continued noncompliance with current local government mandates. 

270 
 

 

 

 

 

 

PROJECT TITLE: Replace Museum Support Center (MSC) Lab Air-Handling Units 

INSTALLATION: Suitland Collections Center (SCC) 

LOCATION: Suitland, Maryland 

FY 2022 COST ESTIMATE (Thousands of Dollars): $4,500* 

FUTURE-YEAR FUNDING: $7,000* 

* Does not include funding in Facilities Planning and Design 

Total $11,500* 

BUILDING BACKGROUND: 

The Museum Support Center (MSC) at the Smithsonian Institution’s SCC is the 

Smithsonian’s largest collections storage facility. Opened in 1983, the three-story 

structure has five separate storage areas (Pods), as well as laboratories and office 

areas to support the care and analysis of the Institution’s valuable collections of objects 

and documents. The storage pods and labs/offices are separated by an access corridor 

(known as the “Street”) that allows movement of objects within the building. 

PROJECT JUSTIFICATION: 

Eleven of the air-handling units (AHUs) supporting the heating, ventilation, and 

air-conditioning (HVAC) system in Pods 1, 2, and 4, the “Street,” and the lab/office 

areas are original to the building and have exceeded their useful lives. They urgently 

require replacement. 

PROJECT DESCRIPTION: 

The Smithsonian requests $4.5 million in FY 2022 to begin replacing AHUs 1 and 

2 in the labs. The AHU replacements will occur in four sequenced projects. Each multiyear project will be funded over two years. This is the second of the four sequenced 

projects. The AHUs will be replaced one at a time to ensure that the controlled 

collections environment is maintained in the facility throughout the process. 

PROGRESS TO DATE: 

The design for the pod AHU replacement was completed in June of 2017 and 

designs for the lab/office and “Street” AHU replacements were completed in January of 

2020. The contract for construction of the first project (Replace Labs 3 and 4), funded in 

FYs 2020 and 2021, was awarded in September of 2020. The second project in the 

sequence (this project) replaces the AHUs in Labs 1 and 2 with construction funded in 

FYs 2022 and 2023. The third project will follow in FYs 2024 and 2025, with the fourth 

project funding requests planned for FYs 2026 and 2027. 

IMPACT OF DELAY: 

Failure to continue replacing the AHUs in a timely manner will put the facility’s

collections environment, and the priceless objects contained in the pods, at risk. 

271 
 

 

PROJECT TITLE: Replace Botany Greenhouse at Museum Support Center (MSC) 

INSTALLATION: Suitland Collections Center (SCC) 

LOCATION: Suitland, Maryland 

FY 2022 COST ESTIMATE (Thousands of Dollars): $5,000* 

PRIOR-YEAR FUNDING $2,000* 

* Does not include funding in Facilities Planning and Design 

Total $7,000* 

BUILDING BACKGROUND: 

The Museum Support Center (MSC) at the Smithsonian Institution’s Suitland 

Collections Center (SCC) is the Smithsonian’s largest collections storage facility. 

Opened in 1983, the three-story structure has five separate storage areas (Pods), as 

well as laboratories and office areas to support the care and analysis of the Institution’s 

valuable collections of objects and documents. 

PROJECT DESCRIPTION: 

The Smithsonian requests $5.0 million in FY 2022 to continue constructing the 

greenhouse complex on the Suitland Campus to accommodate the National Museum of 

Natural History’s (NMNH) greenhouse contents, which will be displaced by the 

upcoming MSC Pod 6 addition. 

PROGRESS TO DATE: 

The design for this project is at the concept phase and will be completed in 

FY 2021. 

IMPACT OF DELAY: 

Failure to construct a new botany greenhouse before the existing NMNH 

greenhouse is demolished will result in the need to lease greenhouse space to continue 

NMNH’s core mission of research into botany-related science, resulting in much higher 

collections storage costs. 

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PROJECT TITLE: Upgrade Electrical Feeders at Museum Support Center (MSC) 

INSTALLATION: Suitland Collections Center (SCC) 

LOCATION: Suitland, Maryland 

FY 2022 COST ESTIMATE (Thousands of Dollars): $1,500* 

* Does not include funding in Facilities Planning and Design 

BUILDING BACKGROUND: 

The Museum Support Center (MSC) at the Smithsonian Institution’s Suitland 

Collections Center (SCC) is the Smithsonian’s largest collections storage facility. 

Opened in 1983, the three-story structure has five separate storage areas (Pods), as 

well as laboratories and office areas to support the care and analysis of the Institution’s 

valuable collections of objects and documents. 

PROJECT DESCRIPTION: 

The Smithsonian requests $1.5 million in FY 2022 to provide redundant electrical 

feeders to the MSC. Power outages are frequent at the MSC, especially during summer 

months when electrical demand is at a peak, so it is essential to have backup systems 

in place to ensure that controlled environmental conditions can be maintained to 

preserve the priceless National Collections. 

PROGRESS TO DATE: 

The design work for this project will be completed in FY 2021. A study is now 

under way to assess electrical requirements at MSC, including a determination of the 

power and size requirements of the feeders. 

IMPACT OF DELAY: 

Failure to provide redundant feeder cables will leave the MSC poorly protected, 

with just a single point of failure for the supply of electricity, thereby putting the priceless 

objects and specimens at risk. 

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PROJECT TITLE: Repair Miller-Fox Façades and Envelope 

INSTALLATION: Cooper Hewitt, Smithsonian Design Museum (CHSDM) 

LOCATION: New York, New York 

FY 2022 COST ESTIMATE (Thousands of Dollars): $3,000* 

PRIOR-YEAR FUNDING: $3,000* 

FUTURE-YEAR FUNDING: $2,000* 

* Does not include funding in Facilities Planning and Design 

Total $ 8,000* 

BUILDING BACKGROUND: 

The 64-room Carnegie Mansion, designed by the architectural firm of Babb, 

Cook & Willard, was built between 1899 and 1902. It was the first private residence in 

the United States to have a structural steel frame and one of the first in New York City 

to have a residential Otis passenger elevator (now in the collection of the Smithsonian’s 

National Museum of American History). The Mansion was transferred to the 

Smithsonian in 1972 and the Museum opened there in 1976. In 1996, the adjacent 

Miller and Fox houses were acquired and a major renovation to link the houses to the 

Mansion was begun, creating the full campus that presently houses the Museum. 

PROJECT JUSTIFICATION: 

The façade elements of the Cooper Hewitt Miller and Fox houses have 

deteriorated and become a source of water leaks and structural concern. Stone coping 

and decorative elements require repair, and masonry mortar joints require repointing 

and, in some cases, rebuilding due to instability. Copper-clad bows and bays have aged 

and become a source of water and air leaks. Window frames have deteriorated from 

winter condensation and many if not all of them need to be repaired or replaced. 

Numerous water leaks have occurred in recent years, disrupting staff and putting 

collections at risk. 

PROJECT DESCRIPTION: 

The Smithsonian requests $3.0 million in FY 2022 to continue the Miller-Fox 

façade and envelope repairs. Areas of highest risk to the public, staff, and collections 

will be prioritized. Because scaffolding will be necessary to perform the work, 

sequencing may be planned to repair one façade at a time. This will include brick and 

stone masonry repairs, fixing copper bows and sheathing for the bays, and window 

repairs/replacements. 

PROGRESS TO DATE: 

Construction documents for the repair of the copper façade bows and bays were 

completed in 2017, but execution was delayed due to the absence of funding. The 

architect-engineering (A-E) design contract for the masonry and window repairs was 

awarded in the second quarter of FY 2020 and design is expected to be completed in 

the second quarter of FY 2021. The combined scope documentation for the repair of the 

274 
Miller-Fox façade and envelope is planned to be procured for construction by the fourth 

quarter of FY 2021. 

IMPACT OF DELAY: 

Delaying this project further will continue to risk damage to collections areas and 

interruptions to staff operations due to water intrusion and condensation from 

uninsulated window units. In addition, failure to repair deteriorated stone and masonry 

elements, which are adjacent to the 90th Street sidewalks, will pose potential harm to 

pedestrians and present a public safety risk. 

275 
 

 

 

 

PROJECT TITLE: Restore Exterior Stonework and Courtyard Doors and Windows 

INSTALLATION: Freer Gallery of Art 

LOCATION: Washington, DC 

FY 2022 COST ESTIMATE (Thousands of Dollars): $2,000 

Total $2,000 

BUILDING BACKGROUND: 

The 225,000-square-foot Freer Gallery of Art was constructed between 1916 and 

1923 on the National Mall to house the art collections of Charles Lang Freer. It was the 

first Smithsonian Museum devoted to the fine arts. 

PROJECT JUSTIFICATION: 

The building’s stone façade and the bronze and glass doors at the courtyard 

require refurbishment. The stonework is soiled, chipped, and in need of selective 

repointing. The courtyard doors and windows require repairs to the bronze frames, 

hardware, and ornaments. 

PROJECT DESCRIPTION: 

The Smithsonian requests $2.0 million in FY 2022 to begin refurbishing the stone 

façade and conserving the bronze doors and windows. 

PROGRESS TO DATE: 

The design specifications of the repairs will be completed in FY 2021. 

IMPACT OF DELAY: 

If not funded, the required repairs will be further postponed, resulting in the 

continued deterioration of these character-defining elements of the building, loss of 

original building masonry material, and potential water infiltration and interior damage. 

276 
 

 

 

PROJECT TITLE: Replace Fire-Alarm Panels 

INSTALLATION: Multiple Facilities 

LOCATION: Institution-wide 

FY 2022 COST ESTIMATE (Thousands of Dollars): $2,000 

PRIOR-YEAR FUNDING: $8,000 

Total $10,000 

PROJECT DESCRIPTION: 

The Smithsonian requests $2.0 million in FY 2022 to continue the phased 

replacement of MXL fire-alarm panels with XLS panels at the remaining buildings at the 

National Zoological Park’s (NZP) Rock Creek campus in Washington, DC, and at the 

Smithsonian Conservation Biology Institute (SCBI) in Front Royal, Virginia. 

Manufacture of the existing MXL fire-alarm panels has been discontinued and the parts 

will cease to be available once supplies run out. As many as 75 panels at various 

facilities throughout the Smithsonian were identified as requiring replacement. As the 

old MXL panels are replaced, they will be salvaged and used for spare parts until all 

panels are upgraded to the XLS models. The new fire-alarm panels can be linked to 

future mass-notification systems, which will permit the use of specific emergency 

notification messages about events such as active shooters, fires, and terrorist attacks 

in buildings throughout the Institution. With the funds received from FYs 2018 to 2020, 

panel replacements were completed at the Donald W. Reynolds Center (DWRC), have 

begun at the NZP Rock Creek Park campus and at the Garber facilities on the Suitland 

Collections Center campus in Maryland. In FY 2021, fire-alarm panel replacements will 

begin at the National Museum of the American Indian in New York (NMAI-NY). In future 

years, the program will continue replacing fire-alarm panels at the National Air and 

Space Museum’s Udvar-Hazy Center (NASM-UHC) in Chantilly, Virginia. 

277 
 

 

PROJECT TITLE: Building Projects Less than $1,000,000 and Miscellaneous Repairs 

INSTALLATION: Multiple Locations 

LOCATION: Institution-wide 

FY 2022 COST ESTIMATE (Thousands of Dollars): $11,800 

PROJECT DESCRIPTION: 

This request includes smaller individual projects of less than $1 million each, 

which usually involve replacement of individual systems or components and 

miscellaneous capital repairs needed for unplanned emergencies. In addition, this 

funding supports other Smithsonian operations, such as library support and security 

guard services, collections upgrades, electronic security system modernizations, and 

conservation and related studies. 

PROJECT TITLE: Construction Supervision and Administration 

INSTALLATION: Multiple Locations 

LOCATION: Institution-wide 

FY 2022 COST ESTIMATE (Thousands of Dollars): $9,500 

PRIOR-YEAR FUNDING: $7,000 

PROJECT DESCRIPTION: 

This request is for the direct and indirect support required to perform specialized 

work associated with Facilities Capital Program projects. A total of 53 FTEs will be funded 

from the $9.5 million. These positions will consist of permanent and temporary 

construction management and cost-engineering staff, program managers in branch offices, 

five contract specialists, a historic preservation specialist, term and temporary staff 

required to perform the specialized work associated with Facilities Capital Program 

projects, and additional staff necessary to begin creating the two newest museums 

mandated by Congress, the National Museum of the American Latino (NMAL) and the 

Smithsonian American Women’s History Museum (SAWHM), with planning, design, site 

selection, programming, cost estimating, and environmental assessments. 

Construction management staff supervise and administer construction contracts. 

They directly supervise construction contractors to ensure that quality work is performed 

safely, resolve issues that arise during construction, negotiate change orders, approve 

payments, and perform other administrative functions as contracting officers’ technical 

representatives (COTRs). A central construction management administration section 

coordinates all funding, contract changes, technical issues, and project physical and fiscal 

closeout. Cost engineers develop Independent Government Estimates for every stage of 

project development, as well as analyze consultant-prepared construction cost estimates 

and contractor cost proposals for construction contract awards and change orders. On-site 

program managers ensure adequate oversight of projects in branch offices by using 

scope, schedule, and budget controls to directly lead major construction projects, as well 

278 
as many smaller projects. Contract specialists support the procurement of contract 

services to obtain the essential expertise required to execute the Facilities Capital 

Program, thereby ensuring the timely award of planning, design, and construction 

contracts. The historic preservation specialist supports capital projects for five National 

Historic Landmarks, as well as all of the historic Smithsonian buildings on the National 

Mall, thus fulfilling the federal requirements of the National Historic Preservation Act of 

1966. This includes working with the Advisory Council on Historic Preservation; guiding the 

Section 106 federal program working with the Washington, DC Historic Preservation 

Officer; managing consultants who help prepare Historic Structures Reports and assist in 

the conservation of building materials; and providing general in-house architectural history 

research, technical reviews, and consultations. 

279 
FACILITIES PLANNING AND DESIGN 

Feasibility studies, needs assessments, and design for capital projects are 

required before site work can take place. This category includes all costs for contract 

facility master planning, preliminary and final design for all revitalization and 

construction projects, special studies, and a small amount for facility engineering, 

capital leveraging, and research activities, such as those functions performed at the 

Department of Defense and the National Aeronautics and Space Administration 

(NASA). The funding will enable development of project baselines, including costs, 

scope, and schedules, prior to receiving funds to perform the work. 

In order to plan and design ahead of Capital Program execution, funding of 

approximately 15 percent of the following year’s program is required each year. The 

funding requested for FY 2022 will complete designs for projects planned for FY 2023 

and will provide necessary planning and design to the 35 percent stage for most 

projects included in the planned FY 2024 program. This will move the Institution closer 

to meeting the National Academy of Public Administration’s (NAPA) recommendation 

that firm baselines be established before funding requests to provide more accurate 

cost estimates and to enable timely award of construction contracts upon receipt of 

future-year funding. 

The Institution requests a total of $36,750,000 for planning and design 

in FY 2022. These funds will be used for site evaluations, early planning and support for 

two new museums established by Congress in the Consolidated Appropriations Act of 

2021: the Smithsonian American Women’s History Museum and the National Museum 

of the American Latino ($2.5 million), as well as to complete design for the Revitalization 

of the Historic Core ($4.0 million). In addition, these funds will continue design for the 

Hirshhorn Museum and Sculpture Garden’s major revitalization ($3.3 million) and

complete design for the new Museum Support Center (MSC)-Suitland Pod 6 collections 

storage building ($3.0 million), which will be shared with the National Gallery of Art 

under a special partnership agreement. These funds will also be used for other major 

revitalization projects at the National Museum of Natural History (NMNH, at $2.0 

million); the National Zoological Park ($3.5 million); the National Museum of American 

History ($500,000); and the National Museum of the American Indian (NMAI, at 

$500,000); as well as to design the replacement of the Pod 5 roof at the MSC in 

Suitland, Maryland ($500,000). Planning and design funds for security-related projects 

will include electronic security system modernizations at the Garber collections storage 

facilities in Suitland ($1.0 million) and at the NMNH ($2.0 million), as well as glass blastmitigation projects at the Freer Gallery of Art ($500,000) and the NMNH ($500,000). In 

addition, this request includes funding for a preliminary design to expand collections 

storage spaces at the NMAI’s Cultural Resource Center in Suitland, Maryland ($1.0 

million), preparations to update the master plan for the NMNH ($1.0 million), and 

support for conducting an infrastructure and programmatic needs study for the National 

Postal Museum ($750,000). These funds will also be used to design many smaller 

revitalization projects and security upgrades, and for space utilization studies and 

smaller master planning initiatives ($10.2 million), which will help guide future facilities 

decisions and ensure more effective use of existing space. 

280 
 

CONSTRUCTION 

PROJECT TITLE: Construct Pod 6 

INSTALLATION: Suitland Collections Center (SCC) 

LOCATION: Suitland, Maryland 

(Dollars in $000s) 

Smithsonian 

Institution 

National Gallery 

of Art 

FY 2022 Cost Estimate Design $3,000 $0 

FY 2022 Cost Estimate Construction $7,600 $11,458 

Prior-Year Funding Design $6,850 $2,610 

Future-Year Funding Construction $74,290 $27,302 

TOTAL $91,740 $41,370 

BUILDING BACKGROUND: 

The Paul E. Garber Facility in Suitland, Maryland is one of the first off-site storage 

spaces for the Smithsonian Institution’s (SI) collections. The structures were originally 

constructed as 10–15-year temporary buildings in the 1950s but have been in use ever 

since and still serve as one of the primary off-site collections storage spaces for the 

Smithsonian. A recent evaluation of SI collections storage space identified the Garber 

collections storage site as containing almost 50 percent of the Smithsonian’s 

unacceptable collections space. Much of the more than 384,700 square feet of space at 

Garber does not meet current building code requirements for structural support, is 

compromised by hazardous materials, and does not provide the proper environmental 

conditions to adequately preserve the nation’s priceless artifacts stored there. 

Construction of Pod 6 is the last phase of the Museum Support Center (MSC) 

complex that began years ago at the Suitland Collections Center (SCC) campus and was 

one of the first projects identified in the SCC master plan. It is a three-story collections 

storage module to be built adjacent to the Pod 4 storage module and will be shared with 

the National Gallery of Art (NGA) under a special partnership agreement. Approximately 

two-thirds of the building will be occupied by the Smithsonian and one-third will be 

occupied by the NGA. Accordingly, the Smithsonian will fund two-thirds of the total 

design and construction costs and one-third of the costs will be funded by the NGA. 

The completion of Pod 6 will allow Phase 1 of the 40-year SCC master plan to 

begin and will enable the Smithsonian to move a significant number of its remaining 

collections out of the aging buildings of the Paul E. Garber Facility in Suitland, Maryland, 

while also providing permanent state-of-the-art collections storage facilities for both the 

Smithsonian and the National Gallery of Art. 

PROJECT JUSTIFICATION: 

The 2014 Collection Space Framework Plan (CSFP) identified increasing 

collections storage capacity as a primary goal for the Smithsonian Institution to address 

unacceptable conditions, allow decompression, anticipate future growth, and reduce 

281 
 

reliance on and the recurring costs of leased collections storage space. Concurrently, the 

NGA identified a similar need for a permanent, non-leased, climate-controlled facility to 

properly house, process, and conserve their priceless works of art. Their existing off-site 

storage, leased from a third party, is not adequate in terms of quality or quantity, and can 

no longer accommodate the NGA’s collections growth. Constructing the Pod 6 

collections storage module will be a cost-effective first step in meeting these goals for 

both institutions. 

PROJECT DESCRIPTION: 

The Smithsonian requests $7.6 million in FY 2022 to begin construction of Pod 6, 

the last phase of the MSC complex. A feasibility study completed in FY 2016 envisioned 

a 130,000-square-foot addition on the west side of the MSC. The module will include 

space for collections from the National Museum of American History, the National 

Museum of Natural History, the National Postal Museum, the Hirshhorn Museum and 

Sculpture Garden, and the NGA. This custom-designed module will give the Smithsonian 

Institution and the NGA a well-planned and executed structure that will provide 

conservation and preservation for some the most significant historical artifacts and 

prestigious works of art in the world. The module will maintain these national treasures 

under strict and efficient humidity and temperature controls, thus ensuring their 

preservation for generations to come. Pod 6 will provide the Smithsonian with its verified 

need of 130,000 square feet of storage space while also providing the NGA with 52,860 

square feet. Project design will be completed in November of 2021, with construction 

award expected in July of 2022. 

PROGRESS TO DATE: 

The schematic design phase is complete. A Project Definition Rating Index 

(PDRI) meeting was held in June of 2020, ensuring that the design is moving forward in 

accordance with the Construction Industry Institute (CII) standards. Thirty-five (35) 

percent design was submitted in September of 2020 and a Value Engineering (VE) 

study was completed in late 2020 to identify where cost savings and efficiencies can be 

realized. Sixty-five (65) percent design was received in April of 2021. In addition, a 

Memorandum of Understanding for the design, construction, and use of Pod 6 has been 

signed by the senior leaders of both the Smithsonian Institution and the National Gallery 

of Art. 

IMPACT OF DELAY: 

A delay of the Pod 6 project will require both the Smithsonian and the NGA to 

continue storing precious artifacts in areas with substandard conditions, such as the 

basements of the Mall museums which are often subject to flooding. In addition, without 

this new module, the NGA will need to continue leasing substandard collections storage 

space at a substantial cost. A delay will also set back other museum renovation projects 

because part of the intended use of Pod 6 is to provide swing space for collections which 

need to be stored during other essential construction projects. Finally, such a delay would 

impair the Smithsonian’s private-sector fund raising because benefactors and donors are 

more likely to endow museums when they know there will be permanent safekeeping of 

their gifts for the public good. 

282 
SMITHSONIAN INSTITUTION 

PROPOSED MARCH 2021 

Board of Regents

Secretary

Chief of Staff

General Counsel

Office of the Regents

Inspector General

Assistant Secretary

Communications and 

External Affairs

and

Chief Marketing Officer

Assistant Secretary

Advancement

Director, Equal Emp. 

& Supplier Diversity

Chief Financial Officer

Human Resources

Information Technology

Investments

Protection Services

Smithsonian Facilities

Smithsonian Organization Audience 

& Research

Deputy Secretary

and

Chief Operating Officer

Under Secretary

for

Administration

Anacostia Community Museum

Archives of American Art

Arts and Industries Building

Asian Pacific American Center

Center for Folklife and Cultural Heritage

Cooper Hewitt, Smithsonian Design Museum

Freer|Sackler Galleries of Art

Hirshhorn Museum and Sculpture Garden

National Air and Space Museum

National Museum of African American History and Culture

National Museum of African Art

National Museum of American History

National Museum of the American Indian

National Museum of the American Latino

National Portrait Gallery

National Postal Museum

Smithsonian American Art Museum

Smithsonian American Women’s History Museum

Smithsonian Exhibits

Smithsonian Latino Center

Museum Conservation Institute

National Museum of Natural History

National Zoological Park/Smithsonian 

Conservation Biology Institute

Smithsonian Astrophysical Observatory

Smithsonian Environmental Research 

Center

Smithsonian Libraries and Archives

Smithsonian Tropical Research Institute

Educational Technology

Smithsonian Traveling Exhibition 

Service and Smithsonian Affiliations

Smithsonian Associates

Smithsonian Science Education 

Center

Under Secretary 

for 

Education

Under Secretary 

for

Museums and Culture

Under Secretary

for

Science and Research

President

Smithsonian Enterprises

 

-

-

-

I 

I 

I 

I 

I I 

283
VISITS TO THE SMITHSONIAN 

FYs 2016–2020 

MUSEUM FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 

MALL 

SI Castle 1,094,311 1,131,280 1,082,016 955,949 298,325 

A&I Building1 56,427 64,343 18,329 27,514 1,599 

Natural History 6,942,276 6,103,289 5,177,357 4,228,940 1,465,253 

Air and Space 7,354,352 7,120,722 6,382,500 3,869,046 749,475 

American Indian 1,120,359 1,157,460 1,109,424 985,781 358,732 

Freer Gallery2 88,989 0 294,866 300,066 110,412 

Sackler Gallery 187,473 195,051 142,548 153,213 57,339 

African Art 209,239 165,343 144,175 130,414 51,270 

Ripley Center 155,548 164,853 127,850 150,663 60,799 

American History 3,849,115 3,914,493 4,026,325 3,061,396 741,281 

Hirshhorn 647,915 1,097,847 808,498 982,816 299,090 

African American 83,802 2,508,403 2,039,364 1,923,563 836,768 

History and Culture3 

OFF MALL 

DW Reynolds 1,224,282 1,242,707 2,118,434 1,819,355 706,155 

Center (AA/PG) 

Anacostia 28,458 31,775 37,562 11,038 10,064 

Cooper Hewitt 408,846 355,672 316,732 267,948 99,284 

American Indian4 472,124 439,325 417,829 357,554 147,234 

(Heye Center/CRC) 

Renwick 829,735 371,201 795,523 430,101 134,210 

National Zoo 2,593,559 2,025,148 1,664,579 1,885,116 816,703 

Postal 359,562 470,723 525,168 489,120 189,021 

Udvar-Hazy Center 1,592,416 1,570,706 1,546,780 1,317,082 589,120 

TOTAL5/6 29,298,788 30,130,341 28,775,859 23,346,675 7,722,134 

1 The Arts and Industries (A&I) Building closed to the public in January of 2004 and hosts special events only. 2 The Freer Gallery closed to the public in January of 2016 for renovation and reopened in October of 2017. 3 The National Museum of African American History and Culture opened in September of 2016. 4 Includes the George Gustav Heye Center in New York City and the Cultural Resources Center (CRC) in Suitland, 

Maryland. 5 The drop in visits in FY 2019 is due to the federal Government shutdown (in January of 2019), the partial closure of the 

National Air and Space Museum for a major renovation project, and a revised counting methodology. 6 The drop in visits in FY 2020 is due to the COVID-19 Pandemic closures in March of 2020. 

284 
TRUST FUNDS 

In addition to support provided by federal appropriations, the Smithsonian 

Institution receives and generates trust funds to expand and enrich its programs. 

Trust funds are used to leverage the Smithsonian’s research capacity through 

partnerships with federal agencies, universities, non-governmental organizations, 

industry, and other private organizations, both national and international. Trust 

funds are raised to renovate and modernize exhibits throughout the Institution. 

The following provides an overview of the current sources of trust funds. 

The Institution’s trust funds include general trust funds with limited or no 

restrictions on their use, funds restricted by the donor or sponsor, and 

government grants and contracts. Projections are subject to the uncertainty of 

the size of donations, grants, and contracts; to fluctuations in visitor attendance; 

and to the volatility of the economy, which together directly affect the return on 

the endowment, short-term interest income, and donor giving, as well as 

restaurant, magazine, catalogue, and museum shop revenues, memberships, 

and other business activities. The Institution’s gross operating revenue, less the 

expenses of the auxiliary activities, represents the net operating revenue 

available for programmatic and related purposes. The following table 

summarizes the sources of trust operating funds. 

(Dollars in Millions) 

FY 2020 

Actuals 

FY 2021 

Estimates 

General Trust 52.7 57.1 

Donor/Sponsor-Designated 270.1 235.8 

Government Grants and Contracts 106.4 112.0 

Total Available for Operations $429.2 $404.9 

SOURCE AND APPLICATION OF TRUST FUNDS — The following sections 

describe the sources of each category of trust funds as well as a general account 

of how they are used. 

General Trust Funds — The sources of general trust funds are 

investment income; payout from unrestricted endowments; net proceeds from the 

museum shops, catalogues, and food service concessions; sales of Smithsonian 

books, records, and other products based on designs and objects in the 

collections; theater/planetarium operations at the National Air and Space 

Museum; student travel programs; rental of exhibitions of the Smithsonian 

Institution Traveling Exhibition Service; membership programs (including 

subscriptions to Smithsonian and Air and Space magazines); the sale of posters, 

exhibition brochures, catalogues, and other publications; and admission fees. 

Projected sources of FY 2021 general trust funds total $57,100,000. These funds 

are used to support administrative programs such as central management, legal 

285 
counsel, accounting, personnel, contracting, and budget, as well as fund raising, 

education, research and public programs, scholarly studies, and exhibitions. 

Donor/Sponsor-Designated Funds — Designated trust funds include 

gifts, grants, and earnings on endowments from individuals, foundations, 

organizations, and corporations which specify the purpose of the funds. 

Designated funds in FY 2021 are projected to total $235,800,000. Generally, 

these funds support a particular exhibition or program, or are used to manage the 

Smithsonian collections and/or support research projects in accordance with the 

Institution’s mission. 

Government Grants and Contracts — Various government agencies 

and departments provide grants and contracts for specific projects that align with 

the Smithsonian’s expertise in a particular area of science, history, art, or 

education. For FY 2021, Government grants and contracts are projected to total 

$112,000,000. Of this amount, $92,707,300 is planned for astrophysical research 

and development programs conducted by the Smithsonian Astrophysical 

Observatory. 

286 
 

 

APPROPRIATION LANGUAGE AND CITATIONS 

The Act of August 10, 1846, codified within 20 U.S.C. §§ 41–70, established 

the Smithsonian Institution “for the increase and diffusion of knowledge,” and provided

the organizational structure for the Institution’s administration. The mission of the 

Smithsonian Institution has remained unchanged throughout its 175-year history, 

although additional authority for many of the Institution’s programs and operations has 

been enacted over the years. Selected provisions of those statutes, along with 

selected provisions of the Smithsonian charter and prior-year appropriations acts, are 

cited below as authority for the Smithsonian Institution’s FY 2021 appropriations 

language included in the Department of Interior, Environment and Related Agencies 

Appropriations Act, 2021, Division G of the Consolidated Appropriations Act, 2021 

(Public Law 116-260, approved December 27, 2020). 

Appropriation: Salaries and Expenses 

1. For necessary expenses of the Smithsonian Institution, as authorized by law, 

including research in the fields of art, science, and history; 

20 U.S.C. § 50 provides that “...all objects of art and of foreign and 

curious research, and all objects of natural history, plants, and geological 

and mineralogical specimens...shall be so arranged and classified...as 

best to facilitate the examination and study of them...” 

20 U.S.C. § 53a provides that “Appropriations are hereby authorized 

for...the making of solar observations at high altitudes...” 

20 U.S.C. § 69 provides that “The Secretary of the Smithsonian 

Institution is hereby authorized...to continue independently or in 

cooperation anthropological researches among the American Indians 

and the natives of lands under the jurisdiction or protection of the United 

States...” 

20 U.S.C. § 75b(b) provides that “The [National Portrait] Gallery shall 

function as a free public museum for the exhibition and study of 

portraiture and statuary depicting men and women who have made 

significant contributions to the history, development, and culture of the 

people of the United States and of the artists who created such 

portraiture and statuary.”

20 U.S.C. § 76bb(c) provides that “The Joseph H. Hirshhorn Museum 

and Sculpture Garden...shall be used for the storage, exhibition, and 

study of works of art...”

20 U.S.C. § 77a provides that “Said national air and space museum 

shall...provide educational material for the historical study of aviation and 

space flight.”

287 
20 U.S.C. § 78 provides that “The Secretary of the Smithsonian 

Institution is hereby authorized to cooperate with any State, educational 

institution, or scientific organization in the United States, for continuing 

paleontological investigations...” 

20 U.S.C. § 80m(a)(3) provides that “(a)...the Board [of Regents] may--

...(3) conduct programs of research and education [in the Museum of 

African Art]...”

20 U.S.C. §§ 80q-1(b)(1) & (3) provide that “(b)The purposes of the 

National Museum [of the American Indian] are to-- (1) advance the study 

of Native Americans, including the study of language, literature, history, 

art, anthropology, and life;...(3) provide for Native American research 

and study programs...”

20 U.S.C. § 80r-2(b)(1) provides that “(b) The purpose of the [National] 

Museum [of African American History and Culture] shall be to provide 

for-- (1) the collection, study and establishment of programs relating to 

African American life, art, history and culture that encompass [certain 

periods of the African American diaspora]...”

2. development, preservation, and documentation of the National Collections; 

20 U.S.C. § 50 provides that “...all objects of art and of foreign and 

curious research, and all objects of natural history, plants, and geological 

and mineralogical specimens...shall be delivered to such persons as 

may be authorized by the Board of Regents to receive them, and shall 

be so arranged and classified...as best to facilitate the examination and 

study of them...” 

20 U.S.C. § 50a provides that “The Smithsonian Institution is . . . 

authorized to include in its estimates of appropriations such sums as 

may be needful for the preservation and maintenance of the [John 

Gellatly art] collection.” 

20 U.S.C. § 59 provides that “All collections of rocks, minerals, soils, 

fossils, and objects of natural history, archaeology, and ethnology...when 

no longer needed for investigations in progress shall be deposited in the 

National Museum.”

20 U.S.C. § 69 provides that “The Secretary of the Smithsonian 

Institution is hereby authorized...to continue independently or in 

cooperation...the excavation and preservation of archaeological 

remains.”

288 
20 U.S.C. § 75e(1) provides that “...the Board [of Regents] may-- (1) 

purchase, accept, borrow, or otherwise acquire portraiture, statuary, and 

other items for preservation, exhibition, or study.”

20 U.S.C. § 76c(b) provides that “...the Regents are hereby 

authorized...to acquire (by purchase or otherwise) and sell contemporary 

works of art or copies thereof...”

20 U.S.C. § 76cc(a) provides that “There is established in the 

Smithsonian Institution a Board of Trustees...which shall have the sole 

authority (i) to purchase or otherwise acquire (whether by gift, exchange, 

or other means) works of art for the Joseph H. Hirshhorn Museum and 

Sculpture Garden...” 

20 U.S.C. § 77a provides that “Said national air and space museum 

shall...collect, preserve, and display aeronautical and space flight 

equipment of historical interest and significance...”

20 U.S.C. § 80a(a) provides that “...the Smithsonian Institution shall 

collect, preserve, and exhibit military objects of historical interest and 

significance.”

20 U.S.C. §§ 80m(a)(1) & (2) provide that “(a)...the Board [of Regents] 

may-- (1) purchase, accept, borrow or otherwise acquire additional 

works of art or any other real or personal property for the Museum [of 

African Art]; (2) preserve, maintain, restore...or otherwise hold any 

property of whatsoever nature acquired...”

20 U.S.C. § 80q-1(b)(2) provides that “(b) The purposes of the National 

Museum [of the American Indian] are to--...(2) collect, preserve, and 

exhibit Native American objects of artistic, historical, literary, 

anthropological, and scientific interest...”

20 U.S.C. § 80r-2(b)(3) provides that “(b) The purpose of the [National] 

Museum [of African American History and Culture] shall be to provide 

for-- ...(3) the collection and study of artifacts and documents relating to 

African American life, art, history, and culture...”

20 U.S.C. § 81 provides that “The National Zoological Park is placed 

under the direction of the Regents of the Smithsonian Institution, who 

are authorized to transfer to it any living specimens, whether of animals 

or plants, in their charge, to accept gifts for the park...[and] to make 

exchanges of specimens...” 

289 
 

3. presentation of public exhibits and performances; 

20 U.S.C. § 75b(b) provides that “The [National Portrait] Gallery shall 

function as a free public museum for the exhibition and study of 

portraiture and statuary...” 

20 U.S.C. § 76c(b) provides that “In order to encourage the development 

of contemporary art and to effect the widest distribution and cultivation in 

matters of such art, the Regents are hereby authorized to...conduct 

exhibitions...” 

20 U.S.C. § 76bb(c) provides that “The Joseph H. Hirshhorn Museum 

and Sculpture Garden...shall be used for the storage, exhibition, and 

study of works of art...”

20 U.S.C. § 77a provides that “Said national air and space museum 

shall...collect, preserve, and display aeronautical and space flight 

equipment of historical interest and significance...” 

20 U.S.C. § 80a(a) provides that “...the Smithsonian Institution shall 

collect, preserve, and exhibit military objects of historical interest and 

significance.”

20 U.S.C. § 80m(a)(2) provides that “(a)...the Board [of Regents] may--

...(2)...display...any property of whatsoever nature acquired [for the 

Museum of African Art]...” 

20 U.S.C. § 80q-1(b)(2) provides that “(b) The purposes of the National 

Museum [of the American Indian] are to--...(2) collect, preserve, and 

exhibit Native American objects of artistic, historical, literary, 

anthropological, and scientific interest...”

20 U.S.C. § 80r-2(b)(3) provides that “(b) The purpose of the [National] 

Museum [of African American History and Culture] shall be to provide 

for-- ...(3) the collection and study of artifacts and documents relating to 

African American life, art, history, and culture...”

4. collection, preparation, dissemination, and exchange of information and 

publications; 

20 U.S.C. § 53a provides that “Appropriations are hereby authorized 

for...preparation of manuscripts, drawings, and illustrations for 

publications.”

290 
5. conduct of education, training, and museum assistance programs; 

20 U.S.C. §§ 65a(a)(1),(3) & (4) provide that “(a)The Director of the 

National Museum under the direction of the Secretary of the Smithsonian 

Institution shall-- (1) cooperate with museums and their professional 

organizations in a continuing study of museum problems and 

opportunities, both in the United States and abroad;... (3) prepare and 

distribute significant museum publications; (4) perform research on, and 

otherwise contribute to, the [development of] museum techniques....”

20 U.S.C. § 77a provides that “Said national air and space museum 

shall...provide educational material for the historical study of aviation and 

space flight.”

20 U.S.C. § 79a provides that “The purpose of setting aside such an 

area [Barro Colorado Island] is to preserve and conserve its natural 

features...thus providing a place where duly qualified students can make 

observations and scientific investigations for increase of knowledge, 

under such conditions and regulations as may be prescribed by the 

[Smithsonian Institution].”

20 U.S.C. § 79e provides that “There are authorized to be appropriated 

annually...such sums as are necessary for the administration of [the 

Canal Zone Biological Area] ... and for the maintenance of laboratory or 

other facilities...”

20 U.S.C. § 80m(a)(3) provides that “(a)...the Board [of Regents] may--

...(3) conduct programs of research and education [in the Museum of 

African Art]....”

Section 2 of Public Law 114-151 (May 9, 2016), to protect and preserve 

international cultural property, provides that the Smithson Institution 

should be included in an interagency coordinating committee 

to...”consult with governmental and nongovernmental organizations, 

including... museums, educational institutions, and research institutions, 

and participants in the international art and cultural property market on 

efforts to protect and preserve international cultural property.”

6. maintenance, alteration, operation, lease agreements of no more than 30 

years, and protection of buildings, facilities, and approaches; 

20 U.S.C. § 53a provides that “Appropriations are hereby authorized for 

the maintenance of the Astrophysical Observatory and...for repairs and 

alterations of buildings and grounds occupied by the Smithsonian 

Institution in the District of Columbia and elsewhere...”

291 
 

20 U.S.C. § 76ee provides that “There is authorized to be 

appropriated...such additional sums as may be necessary for the 

maintenance and operation of such [Hirshhorn] museum and sculpture 

garden.” 

20 U.S.C. § 79b(c) provides that “The ...[Smithsonian Institution] 

shall...(c) be responsible for the construction and maintenance of 

laboratory and other facilities on the area provided for the use of 

students authorized to carry on studies within the confines of the area...”

20 U.S.C. § 80m(a)(2) provides that “(a)...the Board [of Regents] may--

...(2) preserve, maintain...any property of whatsoever nature acquired 

[for the Museum of African Art]...”

20 U.S.C. § 81 provides that “The National Zoological Park is placed 

under the direction of the Regents of the Smithsonian Institution, who 

are authorized...to administer and improve the said Zoological Park for 

the advancement of science and the instruction and recreation of the 

people.” Public Law 101-512 making appropriations for the Department 

of the Interior and Related Agencies for the fiscal year 1991 extended 

the maximum term for federal leases from ten years to thirty. 

7. not to exceed $ for services as authorized by 5 U.S.C. 3109; 

5 U.S.C. § 3109(b) provides that “When authorized by an appropriation 

or other statute, the head of an agency may procure by contract the 

temporary (not in excess of 1 year) or intermittent services of experts or 

consultants or an organization thereof, including stenographic reporting 

services.”

8. and purchase, rental, repair, and cleaning of uniforms for employees, 

5 U.S.C. § 5901(a) provides that “There is authorized to be appropriated 

annually to each agency of the Government of the United States...on a 

showing of necessity or desirability, such sums as may be necessary to 

carry out this subchapter. 

40 U.S.C. § 6306(c) provides that “The employees designated as special 

police under subsection (a) [covering the Smithsonian Institution] may be 

provided, without charge, with uniforms and other equipment as may be 

necessary for the proper performance of their duties...”

9. $_______, to remain available until September 30, 20__, except as otherwise 

provided herein; 

Wording added by the Congress in Public Law 111-88 making 

appropriations for the Department of the Interior and Related Agencies 

292 
 

for fiscal year 2010 to extend the availability for the Salaries and 

Expenses account from one year to two years unless otherwise provided 

herein; 

10. of which not to exceed $________ for the instrumentation program, collections 

acquisition, exhibition reinstallation, and the repatriation of skeletal remains 

program shall remain available until expended; 

Wording added by the Congress in Public Law 100-446 making 

appropriations for the Department of the Interior and Related Agencies 

for fiscal year 1989 to permit the Institution to establish no-year funding 

within the Salaries and Expenses account for the development of major 

scientific instrumentation. Public Law 101-512, making appropriations for 

the Department of the Interior and Related Agencies for fiscal year 1991, 

allowed no-year funding to be used for the instrumentation program as 

well as purchases for museum collections; reinstallation of museum 

exhibitions; and the repatriation of skeletal remains. 

31 U.S.C. § 1301(c)(2) provides that “(c) An appropriation in a regular, 

annual appropriation law may be construed to be permanent or available 

continuously only if the appropriation--... (2) expressly provides that it is 

available after the fiscal year covered by the law in which it appears.”

11. and including such funds as may be necessary to support American overseas 

research centers: 

Wording added by the Congress in Public Law 99-190 making 

appropriations for Other Related Agencies for fiscal year 1986. 

12. Provided, That funds appropriated herein are available for advance payments 

to independent contractors performing research services or participating in 

official Smithsonian presentations: 

31 U.S.C. § 3324(b)(1) provides that (b) “An advance of public money 

may be made only if it is authorized by-- (1) a specific appropriation or 

other law...”

13. Provided further, That the Smithsonian Institution may expend Federal 

appropriations designated in this Act for lease or rent payments, as rent 

payable to the Smithsonian Institution, and such rent payments may be 

deposited into the general trust funds of the Institution to be available as trust 

funds for expenses associated with the purchase of a portion of the building at 

600 Maryland Avenue, S.W., Washington D.C. to the extent that Federally 

supported activities will be housed there: Provided further, That the use of 

such amounts in the general trust funds of the Institution for such purpose shall 

not be construed as Federal debt service for, a Federal guarantee of, a transfer 

of risk to, or an obligation of the Federal Government: Provided further, That 

293 
no appropriated funds may be used directly to service debt which is incurred to 

finance the costs of acquiring a portion of the building at 600 Maryland Avenue, 

SW, Washington DC, or of planning, designing, and constructing improvements 

to such building: Provided further, That any agreement entered into by the 

Smithsonian Institution for the sale of its ownership interest, or any portion 

thereof, in such building so acquired may not take effect until the expiration of a 

30 day period which begins on the date on which the Secretary of the 

Smithsonian submits to the Committees on Appropriations of the House of 

Representatives and Senate, the Committees on House Administration and 

Transportation and Infrastructure of the House of Representatives, and the 

Committee on Rules and Administration of the Senate a report, as outlined in 

the explanatory statement described in section 4 of the Further Consolidated 

Appropriations Act, 2020 (Public Law 116-94; 133 Stat. 2536) on the intended 

sale. 

Wording added by the Congress in Department of Interior, Environment and 

Related Agencies Appropriations Act, 2020, as enacted by Division D of the 

Further Consolidated Appropriations Act, 2020 (Public Law 116-94, approved 

December 20, 2019). 

Appropriation: Facilities Capital 

1. For necessary expenses of repair, revitalization, and alteration of facilities 

owned or occupied by the Smithsonian Institution, by contract or otherwise, as 

authorized by section 2 of the Act of August 22, 1949 (63 Stat. 623), 

20 U.S.C. § 53a provides that “Appropriations are hereby authorized...for

repairs and alterations of buildings and grounds occupied by the 

Smithsonian Institution in the District of Columbia and elsewhere...”

20 U.S.C. § 81 provides that “The National Zoological Park is placed 

under the direction of the Regents of the Smithsonian Institution, who 

are authorized...to administer and improve the said Zoological Park for 

the advancement of science and the instruction and recreation of the 

people.”

Public Law 108-108, making appropriations for the Department of the 

Interior and Related Agencies for fiscal year 2004, established the 

Facilities Capital appropriation. The appropriation includes activities 

formerly financed through the Repair, Restoration and Alteration of 

Facilities appropriation and the Construction appropriation. 

2. and for construction, 

20 U.S.C. § 53a provides that “Appropriations are hereby authorized...for

repairs and alterations of buildings and grounds occupied by the 

Smithsonian Institution in the District of Columbia and elsewhere...” 

294 
 

3. including necessary personnel, 

Wording added by Congress for clarification in Public Law 108-7 making 

appropriations for the Department of Interior and Related Agencies for 

fiscal year 2003. 

4. $ _________ to remain available until expended, 

31 U.S.C. § 1301(c)(2) provides that “(c) An appropriation in a regular, 

annual appropriation law may be construed to be permanent or available 

continuously only if the appropriation--... (2) expressly provides that it is 

available after the fiscal year covered by the law in which it appears.”

5. of which not to exceed $ shall be for services as authorized by 5 U.S.C. 

3109. 

5 U.S.C. § 3109(b) provides that “When authorized by an appropriation 

or other statute, the head of an agency may procure by contract the temporary (not in excess of 1 year) or intermittent services of experts or 

consultants or an organization thereof, including stenographic reporting 

services.”

295 
 

 

 

 

Adjustments for FY 2021 

(Dollars in Thousands) 

Reorganizations FY 2021 FY 2021 and Revised Enacted Reprogrammings Estimate 

Unit $000s $000s $000s 

296 

MUSEUMS AND RESEARCH CENTERS 

Unlocking the Mysteries of the Universe 

National Air and Space Museum 20,945 0 20,94

Smithsonian Astrophysical Observatory 25,226 0 25,22

Major Scientific Instrumentation 4,118 0 4,11

Universe Consortium 184 0 18

Subtotal, Unlocking the Mysteries of the Universe 50,473 0 50,47

Understanding and Sustaining a Biodiverse Planet 

National Museum of Natural History 51,551 0 51,55

National Zoological Park 32,221 0 32,22

Smithsonian Environmental Research Center 4,616 0 4,61

Smithsonian Tropical Research Institute 15,266 0 15,26

Biodiversity Consortium 1,543 0 1,54

Subtotal, Understanding and Sustaining a Biodiverse Planet 105,197 0 105,19

Valuing World Cultures 

Arthur M. Sackler Gallery/Freer Gallery of Art 6,461 0 6,46

Center for Folklife and Cultural Heritage 3,565 0 3,56

Cooper Hewitt, Smithsonian Design Museum 5,190 0 5,19

Hirshhorn Museum and Sculpture Garden 5,007 0 5,00

National Museum of African Art 4,972 168 \1 5,14

World Cultures Consortium 792 0 79

Subtotal, Valuing World Cultures 25,987 168 26,15

Understanding the American Experience 

Anacostia Community Museum 2,698 0 2,69

Archives of American Art 1,987 0 1,98

National Museum of the American Latino 0 1,307 \2,3,4 1,30

Smithsonian American Women's History Museum 0 500 \5,6 50

National Museum of African American History & Culture 33,751 0 33,75

National Museum of American History, Behring Center 26,581 0 26,58

National Museum of the American Indian 34,654 237 \7 34,89

National Portrait Gallery 6,983 0 6,98

National Postal Museum 1,854 0 1,85

Smithsonian American Art Museum 10,938 0 10,93

American Experience Consortium 600 0 60

Subtotal, Understanding the American Experience 120,046 237 122,09

TOTAL, MUSEUMS AND RESEARCH CENTERS 301,703 2,212 303,91
 

 

Adjustments for FY 2021 

(Dollars in Thousands) 

Reorganizations FY 2021 FY 2021 and Revised Enacted Reprogrammings Estimate 

Unit $000s $000s $000s 

297 

MISSION ENABLING 

Program Support and Outreach 

Outreach 9,717 0 9,71

Communications 2,915 0 2,91

Institution-wide Programs 25,284 -2,000 \3,5 23,28

Smithsonian Exhibits 3,266 0 3,26

Museum Support Center 1,949 0 1,94

Museum Conservation Institute 3,459 0 3,45

Smithsonian Libraries and Archives 15,106 0 15,10

Subtotal, Program Support and Outreach 61,696 -2,000 59,69

Office of the Chief Information Officer 55,845 0 55,84

Administration 38,366 25 \1,2,4,6 38,39

Office of the Inspector General 4,184 0 4,18

Facilities Services 

Facilities Maintenance 115,261 0 115,26

Facilities Operations, Security, and Support 241,137 -237 \7 240,90

TOTAL, MISSION ENABLING 516,489 -2,212 514,27

GRAND TOTAL, SMITHSONIAN INSTITUTION 818,192 0 818,19

Footnotes for FY 2021 Estimate: 

\1 Transfer of $168,000 from Administration to the National Museum of African Art for operational support. 

\2 Transfer of $807,000 from Administration (Smithsonian Latino Center) to establish the National Museum of the American Lat

\3 Transfer of $1,000,000 from Institution-wide Programs to establish the National Museum of the American Latino. 

\4 Transfer of $500,000 from the National Museum of the American Latino to Administration to provide central administrative 

support for the new Museum. 

\5 Transfer of $1,000,000 from Institution-wide Programs to establish the Smithsonian American Women's History Museum. 

\6 Transfer of $500,000 from the Smithsonian American Women's History Museum to Administration to provide central adminis

support for the new Museum. 

\7 Transfer of $237,000 from Facilities Operations, Security, and Support to the National Museum of the American Indian for 

security requirements in New York City.