Suitland Collections Center Master Plan

Executive Summary
2 Suitland Collections Center Master Plan
Executive Summary 3

During this time of change, the Smithsonian remains steadfast and committed to its mission to increase 

and diffuse knowledge. We have an opportunity to look to both our past and our future, thinking about 

the best ways to work together to enable audiences across the globe to experience our world-renowned 

scholarship, research, and collections in new and exciting ways. Collections assembled throughout the 

Smithsonian’s history and collected today are being used to document and address challenges facing 

society, including the effects of the deadly COVID virus, systemic racism, and the climate crisis. 

As we celebrate our 175th anniversary, we must build on our legacy of collections stewardship, scholarship, 

and education. The Smithsonian has always planned for the future – which includes addressing our 

current and long-term collections space needs to preserve and provide access to our collections for 

generations to come.

The Suitland Collections Center Master Plan builds on the Collections Space Framework Plan and is a 

critical component of our future. The Master Plan serves as a 40-year roadmap for developing a more 

sustainable, resilient, cohesive, and integrated campus at Suitland with shared operations, staffing, and 

spaces. Both plans support concurrent development of the Suitland and Dulles campuses to address 

our near and long-term collections space requirements. This plan summarizes a multi-year, highly 

collaborative, and interdisciplinary planning effort conducted by collections and facilities staff from 

across the Smithsonian. The Master Plan and the planning process serve as a model of One Smithsonian 

collaboration and the value of teamwork. 

The findings, strategies, and recommendations which follow sound an urgent call to action. To continue 

fulfilling our mission to acquire new collections and to safeguard collections already entrusted in our 

care, the Smithsonian needs more space and must leverage opportunities to realize more efficient and 

effective operations through shared facilities and resources. Implementation of the Suitland Collections 

Center Master Plan will require decisive action and steadfast commitment to collections stewardship in 

the coming decades – which is fundamental to carrying out the Smithsonian’s mission. 

I want to acknowledge all who have contributed to the success of this important master planning effort.

Lonnie G. Bunch III

Secretary
4 Suitland Collections Center Master Plan

The Suitland Collections Center is a 110-acre 

campus in Prince George’s County, Maryland, 

approximately seven miles from the National Mall 

in Washington, DC. It serves as the Smithsonian 

Institution’s principal off-site storage and 

conservation facility the Smithsonian maintains 

on behalf of the nation, the world, and future 

generations. 

The Smithsonian’s collections – 155 million 

objects and specimens, 163,400 cubic feet of 

archival material, and 2.2 million library volumes 

– are maintained in 2.3 million square feet in 35 

locations. The Suitland site currently comprises 

40 percent of the Smithsonian’s total collections 

space and houses 60 percent of its collection 

holdings. The campus is divided into four separate 

sectors, each developed independently over time: 

the Museum Support Center (MSC), the National 

Museum of the American Indian’s Cultural 

Resources Center (NMAI CRC), the Smithsonian 

Gardens’ Greenhouse, and the Paul E. Garber 

Facility (Garber). 

The Suitland Collections Center Master 

Plan (SCC Master Plan) serves as a 40-year 

roadmap for development that will enhance 

stewardship of the collections. The Master Plan 

culminates a multi-year, highly collaborative 

and interdisciplinary process organized to 

create a cohesive, integrated campus. Fostering 

pan-Institutional partnership, communication, and 

sharing of resources, the SCC Master Plan builds 

on the Collections Space Framework Plan (CSFP) 

of 2014 as a pragmatic and integrated strategy for 

improving and expanding collections storage. 

Collections stewardship is the basis of a public 

trust that began with the Smithsonian’s founding 

in 1846. Storage spaces must be purpose-built, 

secure, and carefully controlled environments if 

they are to protect and safeguard irreplaceable 

collection items. The CSFP confirmed that 

providing appropriate collections space is critical to 

carrying out the Smithsonian’s mission, strategic 

plan, and programmatic goals.

As part of the CSFP planning initiative, the 

Smithsonian completed a first-of-its-kind survey 

of existing collections space, both owned and 

leased. The survey provided a snapshot of current 

facilities and identified the quality of construction, 

storage equipment, environmental conditions, 

security and fire protection. It revealed some 

locations require complete replacement, such 

as the Garber Facility, which houses collections 

in substandard conditions, or basement storage 

areas at risk of water damage.

Introduction
Executive Summary 5

Figure 1: Suitland Collections Center Aerial View

The Suitland Collections Center Master Plan (SCC Master 

Plan) serves as a 40-year roadmap for development that will 

enhance stewardship of the collections.
6 Suitland Collections Center Master Plan

The CSFP findings and recommendations 

sounded an urgent call to action that advanced 

programming and helped to secure funding 

for critical improvements at Garber, the MSC, 

the Dulles Collections Center (DCC) at Chantilly, 

Virginia, and on the National Mall. Projects include:

• Decontamination and removal of hazardous 

material at Garber Buildings 15, 16, and 18, and 

the construction of Building 37 to serve as 

temporary swing space. 

• Construction of a new storage module 

adjacent to the Steven F. Udvar-Hazy Center 

at the DCC to support the continued move of 

the National Air and Space Museum’s (NASM) 

collections from substandard conditions at 

Garber and the immediate need for temporary 

swing space during the NASM Mall Building 

revitalization.

• Renovation of the National Museum of 

American History’s (NMAH) Objects Processing 

Facility at the NMAH Mall Building that 

improves space utilization, design and 

functionality.

• Design and planned construction of Pod 6 at 

the MSC for at-risk collections currently at 

Garber, several Mall museums and the National 

Gallery of Art. Pod 6 will also provide critical 

temporary and permanent collections space 

for NMAH’s East Wing Public Space Renewal 

Project.

• Design and planned relocation of the National 

Museum of Natural History’s (NMNH) Botany 

Greenhouse on the Suitland campus to enable 

the construction of Pod 6.

• Integration of collections space planning in 

master plans for Smithsonian units, including 

NASM, NMAH, NMAI and the Anacostia 

Community Museum. 

• Existing conditions are now documented in a 

collections space database which is routinely 

updated and analyzed to identity future 

projects and provide continuing metrics on 

progress in improving conditions and building 

additional space. 

Introduction
Executive Summary 7
8 Suitland Collections Center Master Plan

The SCC Master Plan outlines a strategy to 

improve the preservation and accessibility of 

collections by increasing the capacity and quality 

of the SCC campus. Over the next 40 years, 

the campus can accommodate approximately 

40 percent of the Smithsonian’s projected 

requirement for collections space. An additional 

location will be necessary to support the remaining 

60 percent. The DCC appears to be the best-suited 

location to address this significant need.

The SCC Master Plan includes a:

• Program for collections spaces and 

non-collections support spaces 

• Identification of the units and functions to 

be located at the SCC, including those that 

already have significant facilities on campus, 

and those best located at Dulles

• Site Development plan, including internal 

circulation and adjacencies

• Landscape plan, Sustainability plan, Design 

Guidance, and a 40-year Implementation plan 

with planning-level budget cost estimates

• Concepts to confirm the capacity of the DCC to 

accommodate additional collections as well as 

those of NASM

The CSFP and the SCC Master Plan support 

concurrent development of the Suitland and Dulles 

campuses in order to address the Smithsonian’s 

intermediate and long-term collections space 

needs. A DCC Master Plan is a logical next step. 

The SCC Master Plan is composed of Volume 

1 - Existing Conditions Analysis, Volume 2 - Master 

Plan Development Report, and Volume 3 - 

Appendices.

The SCC Master Plan outlines 

a strategy to improve the 

preservation and accessibility 

of collections by increasing 

the capacity and quality of 

the SCC campus. 

Introduction
Executive Summary 9
10 Suitland Collections Center Master Plan

In September 2015, the Smithsonian 

commissioned the Master Plan Design Team, a 

panel of consultants led by Bjarke Ingels Group 

(BIG), to help develop a plan to improve the SCC. 

Management was provided by an interdisciplinary 

project administration group (PAG) representing 

collecting units, the National Collections Program 

(NCP), and Smithsonian Facilities (SF).

On June 6th, 2016, Smithsonian and unit leader 

stakeholders from across the Institution came 

together in a facilitated workshop to articulate 

their vision for the reimagined campus, as reported 

in the Suitland Campus Visioning Report, June 

2016. This guided the design team to develop 

the two-campus program and site development 

scenarios, which were reviewed by an expanded 

PAG. In October 2017 and 2018, two additional 

workshops with senior and unit leadership were 

conducted at the preliminary and final stages of 

the plan to confirm direction.

The Master Plan Design Team updated the 

collections space analysis from the CSFP, and 

projected collections growth over 40 years based 

on findings from the collections space database, 

the NCP, and interviews with representatives of 

Smithsonian collecting units. In addition, the team 

conducted a thorough review of existing physical 

and operational conditions and requirements 

for the Suitland site through review of SF 

project archives, site visits, and interviews with 

collections, SF, and other Smithsonian staff. These 

are reported in Volume 1 – Existing Conditions 

Analysis.

Based on the themes identified in the 

Visioning Report and analysis of needs and 

existing conditions, the Master Plan Design 

Team developed a robust space program for 

collections and non-collections support, imagined 

site development alternatives, and led the 

Smithsonian to identify a preferred alternative 

for the SCC campus. The plan includes an 

implementation strategy with planning-level 

project cost estimates. A materials management 

study and a transportation management plan 

contributed to an informed solution. The team 

also developed a concept-level program and site 

development strategies for the DCC campus. 

These are all included in Volume 2 - Master Plan 

Development Report with additional detail in 

Volume 3 - Appendices.

Process
Executive Summary 11

EXTERNAL OUTREACH AND REVIEW

Because the SCC is located within the National 

Capital Region, the Master Plan was reviewed by 

the National Capital Planning Commission (NCPC). 

NCPC’s review of plans and projects focuses largely 

on compliance with Federal Elements of the 

Comprehensive Plan for the National Capital. The 

most relevant plan elements are those outlining 

goals and policies for transportation, federal 

workplace, and urban design. 

Smithsonian staff worked closely with NCPC, 

the Maryland-National Capital Park and Planning 

Commission, the Maryland Department of 

Transportation State Highway Administration, and 

the Maryland Department of the Environment, and 

coordinated with the National Park Service. 

The Plan received favorable comments when 

presented to the Prince George’s County Planning 

Board. At its meeting on June 4th, 2020, NCPC 

adopted a recommendation supporting the SCC 

Master Plan with specific steps and milestones to 

reduce the ratio of parking spaces to employees 

to 1:3 and transportation demand management 

measures over the next 20 years, as well as 

environmentally sensitive security improvements 

and replacement of removed trees. 

While the long-term effects of the current 

COVID-19 pandemic are unknown, they surely will 

impact interim commuting and transportation. 

In FY 2021, the Smithsonian will conduct a survey 

to better identify commuting patterns and the 

number of staff and visitors using Smithsonian 

facilities. 

Over the next 10 years, parking will be reduced with 

pre-Master Plan projects. NCPC will continue to 

review individual projects as they are implemented 

and will continue to monitor attainment of 

transportation management goals and parking 

ratios.
12 Suitland Collections Center Master Plan

Existing Coll. Space to Remain

1,260,000 nsf

Potential New Collections Space 

2,835,000 nsf

AHB

Quad

UHC + DCC Decompression Growth

Garber

MSC

NHB

CRC

Leased spaces

Existing Collections Space

1,870,000 nsf

Existing Coll. Space to Remain

1,260,000 nsf

Potential New Collections Space 

2,835,000 nsf

AHB

Quad

UHC + DCC

MSC

NHB

CRC

Suitland 

Collections Center

Dulles

Collections Center

40% 60%

Figure 2: Collections Space Needs

COLLECTIONS-CENTERED PROGRAMMATIC 

FOCUS

The Smithsonian will create a state-of-the-art 

campus at Suitland for storing, preserving, and 

researching collections. 

Over the next 40 years, the Smithsonian will 

require more than 2.8 million net square feet 

of collections space to meet current needs, to 

accommodate collections growth, to meet existing 

decompression requirements, and to consolidate 

storage into Smithsonian-owned facilities. 

The SCC can meet 40 percent of this projected 

space requirement. Responsible stewardship 

mandates that a second site, ideally the DCC, be 

developed that can accommodate the remaining 

total need. This choice to coordinate collections 

strategies between SCC and another Smithsonian 

site is an efficient use of capacity to meet shared 

programmatic goals.

In 2016, Smithsonian and unit leadership met to 

discuss ways to increase programmatic diversity 

and collections accessibility at the SCC. These 

major themes emerged from the visioning session: 

• COLLECTIONS-CENTERED PROGRAMMATIC 

FOCUS

• ENABLING SHARED OPERATIONS, STAFFING, 

AND SPACES

• IMPROVING INFRASTRUCTURE

The Master Plan Design Team developed strategies 

with these themes as guideposts.

Strategies
Executive Summary 13

Figure 3: Program Allocation per Unit Group

SCC by Unit Groups in 40 years

1.8 million nsf (2.4 million gsf)

SCIENCE

804,115 nsf

44%

PAN-INST.

342,237 nsf

19%

ART

215,710 nsf

12%

A&L

300,989 nsf

17%

OTHER

144,961 nsf

8%

Science

Pan-Institutional

Archives & Libraries

Other

Art

Total development area

TOTAL SCC

DEVELOPMENT

2,440,816 gsf

The Smithsonian will 

create a state-of-the-art 

campus at Suitland for 

storing, preserving, and 

researching collections. 

In a pan-Institutional workshop, stakeholders 

identified collecting units to be located at 

the SCC and DCC based on existing locations, 

commonalities, site capacity for program growth, 

object type and access. 

Art, Archives & Libraries, Science, and other 

units, including those with a substantial existing 

presence, would be located at SCC where growth 

could be accommodated. 

History & Culture units, including Air & Space 

which is already represented at the Udvar-Hazy 

Center and adjacent storage module, would best 

be located at the DCC where there is already a 

context for large, transportation-related objects 

and public access. Approximately 900,000 gross 

square feet (gsf) of buildings will remain at SCC, 

and 1.5 million gsf must be built to vacate obsolete 

facilities at Garber and accommodate the growth 

of Art, Archives & Libraries, Science, and other 

collecting units.
14 Suitland Collections Center Master Plan

Art

Arthur M. Sackler Gallery (AMSG), Hirshhorn Museum 

and Sculpture Garden (HMSG), National Museum of 

African Art (NMAfA), National Portrait Gallery (NPG), 

Smithsonian American Art Museum (SAAM)

Archives & Libraries

Archives of American Art (AAA), Center for Folklife 

and Cultural Heritage (CFCH), Smithsonian Institution 

Archives (SIA), Smithsonian Libraries (SIL)

Science

National Museum of Natural History (NMNH), 

Smithsonian Gardens (SG)*

*SG collections are considered “Science” for the 

purpose of this study

Other

Anacostia Community Museum (ACM), Architectural 

History and Historic Preservation (AHHP), National 

Museum of the American Indian (NMAI)

Pan-Institutional

Museum Conservation Institute (MCI), Smithsonian 

Exhibits (SIE), Smithsonian Facilities (SF), Office of 

Protection Services (OPS), Non-collections program, 

Shared collections program

Air & Space

National Air and Space Museum (NASM)

History & Culture

National Museum of African American History and 

Culture (NMAAHC), National Museum of American 

History (NMAH), National Postal Museum (NPM)

Pan-Institutional

Smithsonian Facilities (SF), Office of Protection 

Services (OPS), Non-collections program, Shared 

collections program

Art + Archives & Libraries + Science Air & Space + History & Culture

Figure 4: SCC/DCC units

Suitland Collections Center Dulles Collections Center

Art, Archives & Libraries, 

Science, and other units, 

including those with 

a substantial existing 

presence, would be located 

at SCC where growth could be 

accommodated. 

Strategies
Executive Summary 15

EXISTING + NEW DEV.

400 FULL TIME EMPLOYEES

150 VISITING RRESEARCHERS

EX

550 

360 

EXISTING

300 FULL TIME EMPLOYEES

50 VISITING RESEARCHERS

EXISTING + NEW DEV.

400 FULL TIME EMPLOYEES

150 VISITING RRESEARCHERS

EXISTING + NEW 

550 FULL TIME EMPL

360 VISITING RRESEA

EXISTING

300 FULL TIME EMPLOYEES

50 VISITING RESEARCHERS

EXISTING + NEW DEV.

400 FULL TIME EMPLOYEES

150 VISITING RRESEARCHERS

EXISTING + NEW DEV.

550 FULL TIME EMPLOYEES

360 VISITING RRESEARCHERS

EXISTING

300 FULL TIME EMPLOYEES

50 VISITING RESEARCHERS

Given the planned space increase and the 

concentration of Smithsonian collections and 

supporting-unit capacities at Suitland, the 

number of full-time staff is estimated to grow to 

approximately 550 people. Staffing will change 

based on Institutional and unit directives, funding, 

and new ways of working. Additionally, the number 

of rotating employees, visiting scholars and 

researchers, and support personnel will increase as 

the SCC campus accommodates more collections 

management, research, and collaboration 

activities. Therefore, an additional 350 users are 

estimated, bringing the total campus population 

to approximately 900 people. 

SCC Campus Population Growth in 40 Years

350

Full-time: 300

+

Rotating staff & 

Visiting researchers: 50

550

Full-time: 400

+

Rotating staff & 

Visiting researchers: 150

910

Full-time: 550

+

Rotating staff & 

Visiting researchers: 360

EXISTING + NEW DEV.

550 FULL TIME EMPLOYEES

360 VISITING RRESEARCHERS

400 EVENT ATTENDEES

EXISTING

FULL TIME EMPLOYEES

ISITING RESEARCHERS

Rotating staff and visiting researchers

Full-time employees assigned to SCC

Existing In 20 Years In 40 Years

Figure 5: 40-Year Population Growth Projection

Approximately 900,000 gross 

square feet (gsf) of buildings 

will remain at SCC, and 1.5 

million gsf must be built to 

vacate obsolete facilities at 

Garber and accommodate 

the growth of Art, Archives & 

Libraries, Science, and other 

collecting units.
16 Suitland Collections Center Master Plan

Historically independent, 

collecting units will benefit 

from shared amenities, 

services, and staff at the 

redeveloped site. 

ENABLING SHARED OPERATIONS, 

STAFFING, AND SPACES 

Sharing resources among units will improve 

efficiency, reduce redundancy, and increase the 

range of available knowledge and amenities. 

Historically independent, collecting units will 

benefit from shared amenities, services, and staff 

at the redeveloped site. 

Pan-Institutional collaboration will be divided into 

two categories: collections spaces and campus 

operations. Collections spaces include processing, 

storage, and laboratories. Campus operations 

include security, access, transportation, amenities 

and support functions. 

Collections spaces can share physical and staff 

resources as well as reinforce unit accountability, 

minimizing risks to the collections.

Effective campus-wide management will be 

critical. SCC operations should be transparent to 

units, widely coordinated, and well understood. 

Shared spaces and resources must be managed in 

a way that works for all units and provides for the 

ongoing maintenance and capital improvement of 

shared campus site and building infrastructure. 

Building on recent successful efforts to share 

pan-Institutional storage capacity, the SCC 

presents the challenge and opportunity to expand 

capacity through efficient use of resources 

and centralized management. Much of this 

management is outside the scope of this Master 

Plan and will require a separate Smithsonian 

effort to create a system that allocates resources 

appropriately. 

Strategies
Executive Summary 17

Sharing resources among 

units will improve efficiency, 

reduce redundancy, and 

increase the range of 

available knowledge and 

amenities. 
18 Suitland Collections Center Master Plan

IMPROVING INFRASTRUCTURE

Improving the SCC site will enhance working 

conditions and environmental stewardship.

The SCC has developed haphazardly over time and 

must be brought up to date with current codes, 

standards, technologies, and best practices. The 

future campus will have physical infrastructure 

that is designed to be sustainable, resilient, and 

flexible to meet the needs of an unknown future. 

Building design must incorporate energy-efficient 

strategies and the campus should utilize 

renewable energy to the greatest possible extent. 

Stormwater management must meet or exceed 

federal and state requirements.

The SCC will operate independently from the 

National Mall, but must remain connected to it. 

This will require enhanced transportation options 

for moving collections, supplies and people, as 

well as improved technological solutions for 

remote meetings and knowledge-sharing. Working 

between locations will benefit from more frequent 

and reliable shuttles and safe connections to 

public transit. 

The site design encourages walking and other 

environmentally friendly transportation such as 

bicycles or electric carts, while limiting vehicular 

traffic. The campus is designed to be safe, 

attractive, and comfortable for staff. The Master 

Plan takes advantage of the wooded site for 

walking paths and nature views. 

Security will address exterior campus threats, 

be supportable with the expected resources, 

and allow the necessary collections and support 

activities to occur safely. The SCC will continue to 

be a secure facility, but certain areas may operate 

on a spectrum of restricted access and the number 

of entry points will be limited.

Improving the SCC site will 

enhance working conditions 

and environmental 

stewardship.

Strategies
Executive Summary 19

RECLAIMED

WATER

TER COLLECTION CYCLE DIAGRAM

SOLAR 

POWER

COLLECTIONS 

STORAGE BUILDING

AMENITIES

BUILDING

SOLAR PANELS

PRECIPITATION

LEGEN

SEWAGE

BIOSWALES

WATER

TREATMENT

PUMP

WATER

TREATMENT

PUMP

GROUND

COUPLED

CHILLERS

COOLING

TOWER

EXCESS

ELECTRICITY

BACK TO 

GRID

BATTERY 

BACKUP

HEAT REJECTION

TO THE GROUND

RECLAIMED

WATER

STORAGE

RECLAIMED

WATER

STORAGE

PRECIPITATION

EVAPORTATION

RECLAIMED

WATER

SEWAGE

WATER

TREATMENT

PUMP

WATER

TREATMENT

PUMP

GROUND

COUPLED

CHILLERS

COOLINGTOWER

HEAT REJECTION

TO THE GROUND

RECLAIMED

WATER

STORAGE

RECLAIMED

WATER

STORAGE

AMENITIES

BUILDING

PRECIPITATION

LEGEND

EVAPORATION

CAPTURED WATER

RECLAIMED WATER

SEWAGE WATER

SOLAR POWER

AMENITIES

BUILDING

PRECIPITATION

LEGEND

EVAPORATION

CAPTURED WATER

RECLAIMED WATER

SEWAGE WATER

SOLAR POWER

AMENITIES

BUILDING

PRECIPITATION

LEGEND

EVAPORATION

CAPTURED WATER

RECLAIMED WATER

SEWAGE WATER

SOLAR POWER

AMENITIES

BUILDING

PRECIPITATION

LEGEND

EVAPORATION

CAPTURED WATER

RECLAIMED WATER

SEWAGE WATER

SOLAR POWER

AMENITIES

BUILDING

PRECIPITATION

LEGEND

EVAPORATION

CAPTURED WATER

RECLAIMED WATER

SEWAGE WATER

SOLAR POWER

AMENITIES

BUILDING

PRECIPITATION

LEGEND

EVAPORATION

CAPTURED WATER

RECLAIMED WATER

SEWAGE WATER

SOLAR POWER

Evaporation

Sewage Water

Captured Water

Solar Power

Precipitation / Reclaimed Water

Heated Water

Reclaimed Water

Figure 6: Sustainability Strategy Concept Diagram
20 Suitland Collections Center Master Plan

COMPONENTS OF THE MASTER PLAN

The Master Plan shows how the collections, 

people, and infrastructure requirements can 

work on the SCC site to meet the needs of 

the Institution now and for the next 40 years. 

Addressing geography, existing conditions, 

requirements, and project phasing, the Plan is 

programmable, flexible, and scalable. It meets 

the Smithsonian’s stewardship mandates by 

significantly expanding the capacity and quality 

of the SCC’s storage facilities. In supporting 

access, environmental, and programmatic needs 

of the Art, Archives & Libraries, and Science 

units the Plan provides a direct path to efficient 

preservation and growth. Shared collections 

support resources will mitigate costs and enhance 

accountability. 

The Plan connects the new buildings to the 

existing MSC via an interior corridor. The strategy 

encourages walking, easy collaboration with 

other departments, and simplified transport 

of collections. The ring design of the buildings 

leads passenger vehicles to lots and delivery 

vehicles to shared loading docks on the perimeter, 

thereby creating a pedestrian-friendly campus. A 

communal area outdoors and landscaped paths 

connect all buildings on the site. The strategy 

creates comfortable environments inside and 

out, through access to natural light; flexible, open 

spaces for congregating; and shared, accessible 

amenities. 

Campus-wide site improvements will turn an 

under-realized site into an environmentally 

balanced landscape. Comprehensive stormwater 

management solutions consist of green roofs on 

non-collections buildings; bioswales and retention 

ponds to retain and treat runoff; paths paved 

with pervious materials; and rainwater harvested 

for irrigation, flushing, and boiler make-up. The

addition of geothermal and photovoltaic energy 

generation will reduce reliance on the existing 

power grid and provide more flexibility to manage 

power during times of peak demand or outages.

The strategy creates 

comfortable environments 

inside and out, through access 

to natural light; flexible, open 

spaces for congregating; and 

shared, accessible amenities. 

Recommendations
Executive Summary 21

Figure 7: Aerial view from southwest

Addressing geography, existing conditions, 

requirements, and project phasing, the Plan 

is programmable, flexible, and scalable.
22 Suitland Collections Center Master Plan

Collecting Unit - NMAI-CRC

Pan-Institutional Facilities

OPS / OFMR / AHHP

Main Campus Entrance

Collecting Units - Science

Pedestrian & Emergency Vehicle Campus Entrance

Collecting Units - Archives & Libraries

Collecting Units - Art

Figure 8: Axonometric View of Proposed Site Organization

NMAI - CRC NMAI - CRC

ADDITION

OSTEO PREP /

NMNH - WHALE BONE 

COLLECTIONS

POD 6 MSC VISITOR 

CENTER

FLEET

MANAGEMENT / 

MOTORPOOL SERVICE AREA

OPS/OFMR/AHHP OPERATIONS 

AND 

NON-COLLECTIONS STORAGE

NEW COMPLEX SG 

GREENHOUSE

BOTANY 

GREENHOUSE QUAD

SG ADDITION

Recommendations
Executive Summary 23

The Smithsonian’s architectural and engineering 

design guidelines for collections spaces, prototype 

designs from the Collections Space Framework 

Plan, building the collections module at the DCC, 

and the design for the Pod 6 addition to MSC 

informed the SCC development. 

The Master Plan implements strategies for 

sustainable construction and operation of the 

campus. Recommendations include energy 

efficient construction and systems, like 

high-performance, well-insulated buildings, 

photovoltaics on roofs, geothermal energy 

generation, enhanced resiliency to weather 

outages, and adaptability to climate change.

Recommendations

B

A

Shipping/ Receiving

Low Bay Low Bay Oce

Street

Street

Low Bay Workroom

Low Bay Laboratory

High Bay

Low Bay

Low Bay

Low Bay

Low Bay

Low Bay

Low Bay

Cool/ Cold

Cool/ Cold

Cool/ Cold

Oce

Recreation

Figure 9: Diagrammatic Building Section A-A

COLLECTIONS STORAGE WORKSPACES CAMPUS QUAD

3 STORIES 

48’ TALL

LOADING

By creating a central spine with radiating storage 

modules in a ring that can be built over time and 

tailored to the requirements of specific collections 

types, the Master Plan allows for flexibility based 

on Institutional needs and financial realities. The 

Plan allows modules to operate independently and 

accept iterative development that will eventually 

connect spaces. Supporting infrastructure can 

evolve to meet the needs of gradually increasing 

collections and staff on the campus until the 

projected space needs are satisfied.
24 Suitland Collections Center Master Plan

By the 20-year mark of the 40-year Plan, large 

areas of landscape and site infrastructure 

improvements will have occurred, and several of 

the structures proposed in the Master Plan will be 

constructed. Those initial projects should be a new 

campus entrance, perimeter security and path, 

stormwater management, and site infrastructure 

such as geothermal wells, water harvesting and 

parking lot reconfiguration. These projects lay the 

groundwork for the rest of the site development. 

Early projects also include new locations for 

SF and Smithsonian Gardens equipment and 

grounds storage and the NMNH Osteo Prep Lab 

and marine mammals collection. Development of 

new SCC facilities will start at the north and move 

southward toward the new main entrance.

Recommendations include 

energy efficient construction 

and systems, like high-performance, well-insulated 

buildings, photovoltaics on 

roofs, geothermal energy 

generation, enhanced 

resiliency to weather outages, 

and adaptability to climate 

change.

Recommendations
Executive Summary 25

Figure 10: Axonometric View of SCC Campus in 20 years

Main Campus Entrance

Pedestrian & Emergency Vehicle Campus Entrance

Existing Buildings

New Development

NMAI - CRC NMAI - CRC

ADDITION

OSTEO PREP /

NMNH - WHALE BONE 

COLLECTIONS

POD 6 MSC VISITOR 

CENTER

FLEET

MANAGEMENT / 

MOTORPOOL SERVICE AREA

OPS/OFMR/AHHP OPERATIONS 

AND 

NON-COLLECTIONS STORAGE

NEW COLLECTIONS 

STORAGE

SG 

GREENHOUSE

BOTANY 

GREENHOUSE QUAD

SG ADDITION
26 Suitland Collections Center Master Plan

Figure 11: Rendered View of Internal “Street” of New Development
Executive Summary 27

 PRE-MP YEAR 1-10 YEAR 11-20 YEAR 21-30 YEAR 31-40

Step 1 - Vacate Garber Step 2 - Build for current needs 

& Vacate leased spaces

Pre-MP Step 3 - Build for expansion

Projects

0 5 10 15 20 25 30 35 40

PHASING

Because the site must be clear before new 

construction can commence, phasing is an important 

aspect of the Master Plan. Before the existing Garber 

buildings can be demolished, new facilities must be 

built at another site to safely store the collections. 

The phasing diagram illustrates the sequencing of 

the two-campus development.

BUILD FOR 

CURRENT 

NEEDS 

(POD 6, CRC

OSTEO-PREP,

WHALE 

BONES)

BUILD SPACES FOR HISTORY 

UNITS

DEMOLISH GARBER BUILDINGS

BUILD SPACES FOR ART, ARCHIVES & 

LIBRARIES, AND SCIENCE UNITS 

DEMOLISH GARBER BUILDINGS

BUILD SPACES FOR CONSERVATION, EXHIBITS 

& PAN-INSTITUTIONAL PROGRAMS

EXPAND SPACES FOR SCIENCE UNITS & 

PAN-INSTITUTIONAL PROGRAMS

EXPAND SPACES FOR ART, 

ARCHIVES & LIBRARIES, AND 

SCIENCE UNITS

EXPAND SPACES FOR PAN-INSTITUTIONAL 

PROGRAMS

EXPAND SPACES FOR HISTORY & CULTURE, 

AND AIR & SPACE UNITS

EXPAND SPACES FOR HISTORY 

& CULTURE, AND AIR & SPACE 

UNITS

BUILD SPACES FOR AIR & SPACE UNIT

RELOCATION OF AIR & SPACE COLLECTIONS

DEVELOPMENT AT SCC

DEVELOPMENT AT DCC

Critical Path

Timeline Window

Figure 12: Master Plan Steps
28 Suitland Collections Center Master Plan

Building on the findings of the Collections Space 

Framework Plan, the SCC Master Plan validated 

the critical need for concurrent development at 

two locations. Assessment of available options 

identified the DCC as the best-suited location. 

The 218-acre DCC is located approximately thirty 

miles from the National Mall and is under a 

long-term ground lease between the Smithsonian 

and the Metropolitan Washington Airport 

Authority. The Udvar-Hazy Center occupies 

approximately half the site; the remainder is 

largely undeveloped. 

Development at this location will allow the NASM 

Master Plan to be fulfilled, establish a larger, public 

presence for History & Culture collecting units, 

consolidate several collections to one site, and 

provide permanent, state-of-the-art facilities for 

NASM and the other History & Culture units. 

The History & Culture units will include the 

National Museum of African American History and 

Culture (NMAAHC), National Museum of American 

History (NMAH), and the National Postal Museum 

(NPM ), which have similar high-bay storage needs 

for large, heavy objects. Foundational elements 

of the campus will include common facilities 

supporting the museums, shared spaces to 

maximize efficiencies, and outdoor plazas.

DCC Program

Preliminary programming for the DCC was 

developed using the existing Udvar-Hazy Center 

program as a model and the typologies from the 

AIR & SPACE

2,682,203 nsf

49%

Total DCC Campus by Unit Groups in 40 years

4 million gsf

Other History & Culture

Air & Space

TOTAL DCC

DEVELOPMENT

4,023,303 gsf

Figure 13: Program by Unit Group Breakdown

SCC program. Collections storage, including public 

collections space, is expected to comprise the bulk 

of the space. 

Approximately 4 million gsf are needed to address 

the current and projected collections space for 

NASM and the other History & Culture units. 

COMMON

221,000 nsf

8%

NMAAHC

123,664 nsf

5%

NMAH

1,000,025 nsf

37%

NPM

28,085 nsf

1%

NASM will account for about one half of the total 

program, with the relocation of collections to the 

DCC from the Garber Facility. NMAAHC, NMAH, 

and NPM collections will be relocated from Garber, 

MSC, Pennsy Drive, and several other leased 

facilities. 

Dulles Collections Center
Executive Summary 29

Figure 14: Aerial View of Existing DCC

Development at this location will allow the NASM Master 

Plan to be fulfilled, establish a larger, public presence for 

History & Culture collecting units, consolidate several 

collections to one site, and provide permanent, state-ofthe-art facilities for NASM and the other History & Culture 

units. 
30 Suitland Collections Center Master Plan

Roughly twice the area of the SCC, the DCC has the 

total capacity for 4 million gsf. Development at 

the DCC does not require the demolition of existing 

buildings in order to construct new ones. 

Like the SCC, the DCC is situated at a higher 

elevation than the National Mall, avoiding 100-year 

floodplain risks. The site also has a relatively 

flat topography, which simplifies construction. 

Portions of the undeveloped southern half of the 

site contain wetlands protected by Chesapeake 

Bay Resource Protection Area (RPA) buffer zones. 

As a more public facility, the DCC will require new 

public amenities, as well as new private spaces for 

management, research, and storage of collections. 

The public spaces must be accessible and the 

private spaces secure. 

Four key issues were identified to be explored by a 

future DCC master plan:

• Program requirements for public spaces & 

amenities 

• Extent and character of publicly accessible 

collections storage

• Avoidance and mitigation of construction in 

wetlands

• Improved transit access and appropriate 

parking capacity for employees and visitors

DCC Campus Site Strategies

PRIVATE PUBLIC

PRIVATE PUBLIC

PRIVATE PUBLIC

PRIVATE PUBLIC

Figure 15: Site Strategy Concept Diagram

The DCC has the total 

capacity for 4 million gsf. 

Development at the DCC does 

not require the demolition of 

existing buildings in order to 

construct new ones.

The Master Plan’s site capacity study tested 

different approaches to and percentages of 

audience-facing space. On the public side is the 

Udvar-Hazy Center that hosts many visitors and 

events. It includes a large parking lot with access 

from Route 28. The private side has the restricted 

access road from Route 50, collections storage 

spaces, and staff workspaces. 

Dulles Collections Center
Executive Summary 31

Smithsonian leadership and stakeholders reviewed 

the advantages and challenges of several site 

plan alternatives for the DCC. The strong desire 

for increased publicly accessible space and the 

ability to develop outside of the RPA buffer area, 

combined with the thematic grouping of units, 

minimizing redundancy, and the efficiency of 

phased development groupings guided their 

choice. 

The Enhanced Public Program alternative emerged 

as the preferred planning concept. It creates 

separate private and public building clusters, each 

organized around an outdoor plaza. It provides a 

greater number and variety of public spaces, with 

options for large object displays, utilizes more 

easily developable land, and avoids disturbance of 

the RPA buffer area. 

DCC Recommendation

The limited study of DCC during the SCC Master 

Plan should be followed up with a more robust 

analysis. The DCC has the capacity to meet the 

Smithsonian’s collections space needs at a second 

development site, but only in conjunction with the 

SCC development. Phasing of DCC construction 

is recommended ahead of SCC, to avoid multiple 

moves, redundant facilities, and the need for 

leased space. Development at both sites is also 

integral to NASM’s and NMAH’s revitalization as 

outlined in their master plans.

Figure 16: Rendering of Enhancing Public Program Alternative

Phasing of DCC construction is recommended ahead of SCC, 

to avoid multiple moves, redundant facilities, and the need 

for leased space. Development at both sites is also integral to 

NASM’s and NMAH’s revitalization as outlined in their master 

plans.
32 Suitland Collections Center Master Plan

Improving the Smithsonian’s collection 

stewardship depends upon strategic partnerships, 

interdisciplinary collaboration, and an 

Institution-wide shared vision. The SCC master 

planning process itself fostered a collaborative 

spirit among leaders and staff from across the 

Smithsonian to envision solutions to shared 

collections challenges.

The Smithsonian acknowledges that providing 

sufficient purpose-built, secure space with proper 

environmental conditions and fire protection is 

the first line of action to ensure the long-term 

preservation and accessibility of our irreplaceable 

collections.

This Master Plan will serve as a roadmap for future 

capital and collections projects, inform projected 

annual operations and planning costs, and 

promote efficiencies and cost-effectiveness that 

will benefit all Smithsonian units. 

All Smithsonian staff members have a role in 

building this future, constructing, and maintaining 

existing and new facilities using all the expertise 

the Smithsonian can bring to bear. 

The Plan will also impact everyone who interacts 

with or benefits from the Smithsonian’s collections 

through research, exhibitions, educational 

programming, and online platforms. Therefore, the 

successful implementation of the SCC Master Plan 

will require steadfast leadership and commitment 

to collections stewardship, collections space, and 

resource planning in the coming decades.

There is no time to waste. The Smithsonian’s 

mission to increase and diffuse knowledge has 

never been more critical for the nation and the 

world. As invaluable collections grow and the 

environment changes, the Smithsonian must 

stand as a responsible steward of the cultural and 

natural heritage entrusted in our care. 

Conclusion
Executive Summary 33

There is no time to waste. The Smithsonian’s mission 

to increase and diffuse knowledge has never been more 

critical for the nation and the world. As invaluable 

collections grow and the environment changes, the 

Smithsonian must stand as a responsible steward of the 

cultural and natural heritage entrusted in our care.
34 Suitland Collections Center Master Plan

Three conservators clean a large textile laid out on a table at the National Museum of the American 

Indian Cultural Resources Center.

Smithsonian Gardens staff member working with the orchid collections in a Suitland greenhouse.

Young students draw inspiration from the installation of Freedom’s Sisters, a Smithsonian 

Institution Traveling Exhibition Service exhibit.

National Postal Museum staff retrieve collections from compact storage cabinets.

Two staff conduct genetic research in the National Museum of Natural History Laboratories of 

Analytical Biology.

A group of Smithsonian leaders collaborate around a table during the Master Plan Visioning 

Workshop.

Local and federal agency staff and the Master Plan team review 3-D Suitland campus models.

Two people retrieving Smithsonian Libraries volumes in the main Natural History library.

Two Hirshhorn Museum and Sculpture Garden staff access a large, framed painting in Pod 3 art 

storage at the Museum Support Center.

A Museum Conservation Institute conservator using a digital microscope to examine a photographic 

quilt.

P.4:

P.6: 

P.7:

P.8: 

P.9:

P10: 

P.11: 

P.16: 

P.17: 

P.32: 

All photos are credit of Smithsonian Institution

Photograph Descriptions
Executive Summary 35

National Collections Program

600 Maryland Avenue, SW, Suite 7001

PO Box 37012 MRC 519

Washington, DC 20013-7012

Office of Planning, Design and Construction

600 Maryland Avenue, SW, Suite 5001

PO Box 37012 MRC 511

Washington, DC 20013-7012
36 Suitland Collections Center Master Plan

Suitland Collections Center Master Plan

Executive Summary