MINUTES OF THE JUNE 27, 2011, MEETING

OF THE BOARD OF REGENTS

ATTENDANCE

This scheduled meeting of the Board of Regents was held on Monday, June 27, 2011, in the

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

executive sessions.  Board Chair Patricia Q. Stonesifer called the meeting to order at 8:30 a.m.  Also

present were:  

The Chief Justice 1

Xavier Becerra

Stephen M. Case

Thad Cochran   

France Córdova

Shirley Ann Jackson

Robert P. Kogod

Steven LaTourette   

Patrick J. Leahy  

John W. McCarter Jr.  

Jack Reed  

David M. Rubenstein  

Roger W. Sant

Alan G. Spoon   

Paul Neely, Smithsonian National Board Chair

David Silfen, Investment Committee Chair

Vice President Joseph R. Biden Jr. and Representative Sam Johnson were unable to attend the

meeting.  Representative Doris Matsui, a former Regent, attended lunch at the invitation of the

Board.  

Also present were:  

G. Wayne Clough, Secretary  

Patricia L. Bartlett, Chief of Staff to the Secretary  

Claudine K. Brown, Assistant Secretary for  

Education and Access

Amy Chen, Chief Investment Officer

Virginia B. Clark, Director of Advancement and  

Philanthropic Giving

Bruce Dauer, Acting Chief Financial Officer

Richard Kurin, Under Secretary for History, Art,  

and Culture  

John K. Lapiana, Chief of Staff to the Regents  

Judith Leonard, General Counsel  

Evelyn S. Lieberman, Director of  

Communications and External Affairs  

Alison McNally, Under Secretary for Finance  

and Administration  

Tom Ott, President of Smithsonian Enterprises

Nell Payne, Director of Government Relations  

Eva J. Pell, Under Secretary for Science  

A. Sprightley Ryan, Inspector General

Jeffrey P. Minear, Counselor to the Chief Justice  

Evan Ryan, Assistant to Vice President Biden

T. A. Hawks, Assistant to Senator Cochran

Kevin McDonald, Assistant to Senator Leahy  

Moira Lenehan‐Razzuri, Assistant to Senator Reed

Melody Gonzales, Assistant to Congressman

Becerra

David Heil, Assistant to Congressman Johnson  

Hilary Fulp, Assistant to Congressman  

LaTourette

Michelle Delaney, Consortia Director and Senior  

Program Officer for the Office of the Under  

Secretary for History, Art, and Culture 2

  

John Kress, Consortia Director and National  

Museum of Natural History Curator of Botany  

and Research Scientist 2

  

Robert Leopold, Consortia Director and Senior  

Program Officer for the Office of the Under  

Secretary for History, Art, and Culture 2

  

Bill Moggridge, Director of Cooper‐Hewitt, National  

Design Museum2

__________________________________________________

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

2 Ms. Delaney, Drs. Kress and Leopold, and Mr. Moggridge were present for the update on the Smithsonian’s strategic plan.  Mr.

Moggridge also was the keynote speaker during the Regents’ luncheon.
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MORNING SESSION

REPORT OF THE BOARD AND EXECUTIVE COMMITTEE CHAIR

Introductory Remarks Executive Committee and Board Chair Patricia Stonesifer welcomed the attendees

and commented on the full meeting agenda.  She said that the agenda had changed

and several committee reports would be presented before lunch.  The congressional

Regents were thanked for their support for legislation that resulted in the

reappointments of Regents Shirley Ann Jackson and Robert Kogod.  Director of

Government Relations Nell Payne and her staff also were thanked for their efforts.  

Ms. Stonesifer welcomed new Regent Steve Case to his first meeting of the full Board,

noting that Mr. Case’s demonstrated leadership, entrepreneurship, and experience

with branding initiatives will be valuable assets to the Board.  Mr. Case had

participated in the April 2011 telephonic meeting of the Executive Committee.  

Ms. Stonesifer directed the Regents’ attention to the paper “Citizen Science at the

Smithsonian” and praised the efforts of Smithsonian Archives Supervisory Historian

Pamela Henson, who authors the informative series of “historical bite” papers.  The

paper reviews the tradition of citizen scientists and their contributions to the

Smithsonian.  She said that such collaborations are especially important to the

Smithsonian strategic plan and will help the Smithsonian unleash its energy, especially

with the advent of social media.

Actions Taken on  

Behalf of the Board

The Regents were advised of several actions that were taken by the Executive

Committee on behalf of the Board.  Because of a possible shutdown of the Federal

government, the April 11, 2011, Board meeting was cancelled and an Executive

Committee meeting was held; all Regents were invited to participate by

teleconference.  The majority of the Executive Committee’s between‐meeting actions

were conducted during that meeting.  Additional motions approved by the committee

included the recognition of Les Silverman for his outstanding contributions to the SI

Redesign initiative and the authorization of further negotiations with the government

of Panama to purchase housing in Gamboa.

Minutes of the April 11,

2011, Executive Committee

Meeting

Dr. Jackson suggested a factual correction to the minutes of the April 11 Executive

Committee meeting.  Ms. Stonesifer requested, and the Executive Committee agreed,

that the minutes be amended.   

Leadership Retreat Ms. Stonesifer and the Secretary recently hosted the third annual advisory board

retreat.  Seventeen of 23 advisory boards were represented.  Participants discussed

the national campaign, the Federal budget outlook, the branding initiative, and the

strengthening of the Smithsonian’s advisory boards.  Ms. Stonesifer commented on

the boards’ demonstrated commitment to creating and supporting initiatives to help

the Smithsonian achieve its goals.  She also thanked Mr. Sant for launching the

successful retreat program during his tenure as Board chair.

Response to the Regents’

Exhibition Review Panel

The Board was updated on actions taken in response to the recommendations of the

Regents’ Exhibition Policy Review Panel’s report on the Hide/Seek exhibition
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controversy.  Mr. McCarter, the panel’s chair, noted the contributions of panel

members David Gergen and Rusty Powell.  The Regents’ meeting materials included

the Secretary’s response to the report.   

Mr. McCarter reported that actions being taken by Smithsonian leadership are

consistent with the spirit of the report.  An arts advisor was appointed, Smithsonian

Directive (SD) 603 was reaffirmed, Under Secretary Kurin met with Smithsonian

administrators and curators to discuss the exhibition review process, and a three‐year

calendar of planned exhibitions was created to support advance review by

management and the Strategic Planning and Programs Committee.  The Secretary

added that the Smithsonian National Board conducted a mock exhibition review

exercise.

The calendar has already supported the review of planned exhibitions.  The recent

meeting of the Strategic Planning and Programs Committee included a discussion of

several planned exhibitions, two of which were the subject of in‐depth reviews

because of the possibility of eliciting controversy.

Mr. McCarter stated that the Hide/Seek controversy provides opportunities for

increased engagement with key stakeholders in the arts communities and the

Congress.  He said that two recommendations of the panel would benefit from

additional action, and suggested that the Secretary convene groups of art museum

directors and invite them to “share the footprint” of the Smithsonian’s national

leadership in the arts.  He also noted that broad but focused outreach to members of

Congress would enhance understanding of and support for the Smithsonian’s efforts

to represent the diversity of American culture and resources, as well as its

commitment to engaging broad audiences.

The Regents discussed lessons learned from the controversy.  Dr. Jackson noted that

all aspects of an exhibition should go through the review process and that late

additions to an exhibition must be carefully monitored.  Mr. McCarter agreed that

exhibitions should be reviewed in their entirety and that the Smithsonian’s control

over exhibition content must be made clear to guest curators.

Dr. Córdova said that the exhibition review issue would be discussed in the report of

the Strategic Planning and Programs Committee.  Although SD 603 was reaffirmed

and not changed, there is now increased internal clarity about the different roles and

responsibilities of curators, directors, and the Board of Regents.   

Ms. Stonesifer asked if external clarity has improved regarding the Smithsonian’s

process for dealing with potentially controversial exhibitions.  The Secretary noted

that a successful public discussion of the controversy was held and that his response

to the panel’s report had been released.  He noted that an external communications

strategy is under development.

Mr. Sant asked about the application of the new review process for exhibitions

currently under development, including the Sackler Gallery of Art’s planned exhibition

Shipwrecked—Tang Treasures and Monsoon Winds.  The Secretary said the review of
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the exhibition was a collaborative process led by Under Secretaries Kurin and Pell,

who held a forum with internal and external experts, such as the head of the

American Association of Museums.  After extensive deliberations, Freer and Sackler

galleries’ Director Julian Raby met with the galleries’ advisory board, which decided

not to mount the exhibition as currently organized but to develop a program that will

launch in 2013.   

REPORT OF THE SECRETARY

Secretary Clough thanked the Regents for attending the previous night’s dinner at the

Udvar‐Hazy Center.  He said that the Smithsonian is facing challenging times that

demand increased flexibility and greater reliance on the Board of Regents, especially

with regard to supporting efforts to stay on track and work towards meeting the

Smithsonian’s goals for fiscal year 2015.  

Visitation and Outreach The Smithsonian continues to experience strong visitation.  Current records are on par

with visitation numbers in 2010, which were the highest since 2001.  Outreach efforts

include the establishment of over 400 social media accounts.  There are

approximately 420,000 Twitter fans and the Smithsonian’s YouTube offerings have

recorded over 1 million visits.  Smithsonian Channel has 70 mission‐critical programs

that reach 12 million viewers; viewership is anticipated to reach 30 million in 2012.  

The Secretary congratulated Smithsonian Enterprises President Tom Ott for his

successful efforts to increase the Smithsonian’s ownership of the channel and said

that the Smithsonian’s deal with Comcast is a “real winner.”

Major Construction Updates Major construction projects are on track.  Udvar‐Hazy Phase II was completed with a

minimal amount of Federal funding.  Some 12 other major construction projects are

or soon will be under way at a total cost of about $400 million, approximately half of

which is from private sources.  Projects include the Arts and Industries Building; the

Mathias Science Laboratory at the Smithsonian Environmental Research Center; the

renovation of Cooper‐Hewitt, National Design Museum; and the new seal and sea lion

exhibit at the National Zoological Park.  The Secretary reported that groundbreaking

would soon begin for facilities for the Smithsonian Conservation Biology Institute’s

educational partnership with George Mason University.  The Secretary also noted that

the National Museum of Natural History’s (NMNH) Naturalist Center in Virginia will

close.  The temporary site opened in 1995 to accommodate the museum during

renovations.

Recent Discoveries Researchers from the Smithsonian and the University of Florida recently announced

the discovery in Florida of an approximately 13,000‐year‐old bone fragment with an

incised image of a mammoth or mastodon.  The engraving is the oldest and only

known example of Ice Age art to depict a proboscidean (the order of animals with

trunks) in the Americas and provides documentation of other early routes of entry

into North America.  Also, a team of scientists led by the Smithsonian discovered the

fossilized dinosaur skull and neck vertebrae of a Daemonosaurus chauliodus.  

Discovered at Ghost Ranch, New Mexico, the fossil reveals a new species that

provides an evolutionary link between two groups of dinosaurs.  
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Events and Exhibitions A naturalization ceremony was held at the National Museum of American History on

June 15, and the annual Folklife Festival will open on June 30.  Plans have been

developed to commemorate the 10th anniversary of the terrorist attacks on

September 11, 2001.  The Secretary commented on several outstanding exhibitions at

Smithsonian museums: the Sackler Gallery’s Echoes of the Past: The Buddhist Cave

Temples of Xiangtangshan; the National Portrait Gallery’s One Life: Ronald Reagan;

and the National Museum of African American History and Culture’s For All the World

to See: Visual Culture and the Struggle for Civil Rights, which is in the museum’s

gallery in the National Museum of American History.  

Outreach and Access SI Mobile, a new mobile app, will soon launch.  The Secretary reported that the

museums are especially excited about the app, which will encourage visitor feedback.  

The White House and the Department of State helped the Smithsonian host recent

visits by the president of Panama (and the entire Panamanian cabinet) and the First

Lady of Gabon.  Both countries are important Smithsonian partners.  Congressman

Johnson hosted a successful Affiliates program that demonstrated the Smithsonian’s

leadership and talent, and cultivated support.  Recovery and restoration efforts in

Haiti are ongoing.  The Smithsonian’s support has provided for the cleaning,

stabilization, and digitization of approximately 26,000 works of art and cultural

artifacts, as well as conservation training for 85 Haitians.   

Federal Budget Update The Secretary reported that the fiscal year 2011 Federal budget came out fairly well.  

Although the Smithsonian’s funding was reduced, many other Federal agencies

suffered deeper cuts.  Although the Secretary had a good hearing on Capitol Hill,

there is tremendous uncertainty about the fiscal year 2012 Federal budget.  

Smithsonian leadership is preparing for multiple outcomes, such as a 7 percent cut in

Federal funding (about $55 million), and considering responses that would allow the

Smithsonian to maintain focus on achieving the strategic plan’s goals for 2015.  The

fiscal year 2013 Federal budget will be developed over the summer.

Philanthropic Giving The Secretary reported that the Smithsonian has achieved approximately 70 percent,

or $122 million, of its annual fundraising goal of $175 million.  Many good proposals

are in the works that could dramatically change the final fundraising outcome for

fiscal year 2011.  There are promising signs that the closing of the National Zoo’s Kids’

Farm might be avoided.

Grants and Contracts Grant and contract activities will be a critical driver for the strategic plan and its ability

to achieve its goals.  In comparison to the previous record‐setting grants and

contracts activities, a 17 percent increase in proposals was achieved this year, with 10

percent more dollar value awards this year.

The Endowment The Secretary noted the outstanding performance of the Endowment and the efforts

of Chief Investment Officer Amy Chen and the Investment Committee.  The

Endowment achieved a year‐to‐date gain of 19.5 percent and in April 2011 surpassed

its 2007 peak of $1,092.6 million.  Performance slipped somewhat in May and June

2011.

Smithsonian Enterprises The Secretary reported that Smithsonian Enterprises (SE) is challenged by depressed

retail sales.  Efforts to improve product quality are ongoing, and a retail store with
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primarily American‐made products was launched.  Unfortunately, that store has

experienced the least satisfactory sales records of all SE stores.

Personnel Update The search for the new Under Secretary for Finance and Administration and Chief

Financial Officer is almost complete.  Many qualified candidates applied.  Two finalists

were interviewed, both of whom were characterized as outstanding candidates, and

references are being checked.

Awards and Recognition National Museum of African American History and Culture Director Lonnie Bunch

received the BET Honor for Education.  NMNH curators Kay Behrensmeyer (vertebrate

paleontology) and Bruce Smith (North American archaeology) were elected to the

American Academy of Arts and Sciences.  The design for the Hirshhorn’s seasonable

inflatable structure won a 2011 Progressive Architecture Award from the American

Institution of Architects.  The Smithsonian’s new and refreshed website was awarded

the 2011 People’s Voice Webby Award for the best cultural institution website.

Discussion Dr. Córdova asked if the Smithsonian, like universities, recognizes the revenue

opportunities found in increased research activities.  She said that universities

typically raise funds for research infrastructure and asked how the Smithsonian

secures funding for its research infrastructure.  Secretary Clough responded that the

Smithsonian’s research infrastructure is not as robust as it should be and that the

presentation on financing the strategic plan would address this issue.  He added that

the increased revenue from government grants and contracts is a fairly new

occurrence, that investing in the Smithsonian’s facilities is an important part of

advancing its infrastructure, and that more partnerships need to be developed.

Mr. Rubenstein asked if there was any residual impact from the Congress with regard

to the Hide/Seek controversy.  The Secretary reported that the Smithsonian’s efforts

to strengthen its relations with Congress have been successful.  He said that Congress

appreciates the Smithsonian’s efforts and initiatives, particularly with regard to

outreach and education.  Senator Reed confirmed that the Secretary’s last hearing

went very well, that there didn’t appear to be any residual issues from the

controversy, and that the budget mark‐up process was not influenced by the issue.  

Congressman Becerra added that many new House members have had previous—and

positive—experiences with the Smithsonian.  Ms. Stonesifer noted that the Hide/Seek

report has resulted in the development of new communication strategies with the Hill

and thanked the Congressional Regents for their support.

Mr. Sant inquired why the fiscal year 2011 goals do not directly include the SI

Redesign initiative.  The Secretary said the initiative is being emphasized every day

and that it was a conscious decision not to identify it as a singular goal because it is

central to many other goals.  Mr. Case noted that, as a new member of the Board,

there appear to be too many goals and subgoals, and suggested that the number of

goals be reduced to three driving issues.  The Secretary responded that the fiscal year

2011 goals in fact focus on five strategic areas: Broadening Access, Crossing

Boundaries, Revitalizing Education, Strengthening Collections, and Enabling Mission

through Organizational Excellence.
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SMITHSONIAN INSTITUTION’S STRATEGIC PLAN

Progress Overview Secretary Clough introduced the progress report on the strategic plan and noted that

Under Secretaries Richard Kurin, Alison McNally, and Eva Pell; Assistant Under

Secretary Claudine Brown; and Director of Communications and External Affairs

Evelyn Lieberman would each provide presentations about turning the strategic plan’s

vision into reality, revitalizing education and broadening access, resourcing the plan,

and positioning the Smithsonian through branding.  

The Smithsonian strategic plan for fiscal years 2010–2015 was endorsed by the

Regents in the fall of 2009.  The plan supports a strengthened mission (the increase

and diffusion of knowledge) based on four Grand Challenges; interdisciplinary,

collaborative, and research‐based activities; entrepreneurial initiatives; flexibility; and

a commitment to excellence and accountability.  The plan focuses on previously noted

five strategic areas and is dedicated to shaping the world’s future by preserving its

heritage, discovering new knowledge, and sharing the Smithsonian’s resources with

the world.

Secretary Clough said the four Grand Challenges provide “umbrellas” that capture

most of the Smithsonian’s energy, and cited examples of progress in each of the four

areas.  The collaborative Solar Winds Project exemplifies the Grand Challenge

“Unlocking the Mysteries of the Universe” and the Global Tiger Initiative, a joint

initiative between the Smithsonian and the World Bank, demonstrates progress in the

Grand Challenge “Understanding and Sustaining a Biodiverse Planet.”  The

Smithsonian Institution–Haiti Cultural Recovery Project reflects efforts in support of

the Grand Challenge “Valuing World Cultures,” and pan‐institutional initiatives in

recognition of the anniversary of the Civil War demonstrate the Grand Challenge

“Understanding the American Experience.”  

The internal and external collaborations supported by the strategic plan advance the

Smithsonian’s ability to achieve large‐scale projects.  The Secretary cited a number of

collaborations with outside partners, including the National Institutes of Health, the

United States Navy Bureau, and the National Academies.  The plan recognizes the

challenges facing the world, the inherent potential of collaborations with other

Federal agencies, and the contributions the Smithsonian can offer to each; it also

recognizes that the Smithsonian cannot address every problem facing the nation.  Mr.

Spoon asked if the Smithsonian is aware of possible redundancies in Federal agencies’

efforts.  The Secretary said the Smithsonian is both mindful of possible redundancies

and aware of its unique abilities.  To illustrate the Secretary’s response, Under

Secretary Pell cited the Smithsonian’s recognized contributions to the research,

regulation, and control of global warming.  She noted that, unlike the research arms

of universities, the Smithsonian occupies a unique niche because of the long‐term

nature of its research.  As such, the Smithsonian is both a chronicler of history and an

engine of change.

Turning Vision into Reality:

The Four Grand Challenges

and the Four Consortia

Under Secretaries Kurin and Pell provided a progress report on the four Grand

Challenges.  Dr. Kurin noted the “compelling resonance” of each Grand Challenge and

said that the four provide a mechanism to help define the Smithsonian’s areas of  
8

knowledge, recognize its resources, and support the work of the four Grand Challenge

Consortia.  The Smithsonian is organized as a collective of museums and research

centers.  The Grand Challenges form the umbrellas that define the scholarship of

these units and the Consortia offer an organizing strategy to stimulate creativity and

cross boundaries.  The Regents reviewed pie charts that illustrate how each

Smithsonian unit contributes to all four Grand Challenges.   

Dr. Pell cited many of the advances made in two of the Grand Challenges, “Unlocking

the Mysteries of the Universe” and “Understanding and Sustaining a Biodiverse

Planet,” through research, collections, exhibition, and education initiatives; these

efforts reflect effort both within and amongst units.  The “Unlocking the Mysteries of

the Universe” initiatives she highlighted were the Chandra X‐ray Observatory

(Smithsonian Astrophysical Observatory, or SAO), the outstanding collection of

meteorites at NMNH, the National Air and Space Museum’s (NASM) exhibition

Beyond: Visions of Our Solar System, and the installation of an SAO telescope at

NASM’s facility on the National Mall, which led to collaboration with an Australian

public observatory.  The “Understanding and Sustaining a Biodiverse Planet”

initiatives include the work of SIGEO, or the Smithsonian Institution Global Earth

Observatories (Smithsonian Tropical Research Institute, or STRI; Smithsonian

Environmental Research Center, or SERC; National Zoological Park, or NZP; and

NMNH), the collaborative Cryopreservation Initiative (STRI, SERC, NZP, and NMNH),

the NMNH exhibition of The Hyperbolic Crochet Coral Reef Project, and the

collaborative SHOUT project that encourages student “citizen scientists” to contribute

to the understanding of global issues, such as climate change.  

Dr. Kurin then highlighted several initiatives that have support the Grand Challenges

“Valuing World Cultures” and “Understanding the American Experience.”  The

“Valuing World Cultures” initiatives include the National Museum of the American

Indian’s collaborative research on the Inka road; the acquisition of UNESCO’s music of

the world collection; the Cooper‐Hewitt, National Design Museum exhibition Design

for the Other 90%; and the development of the International Museum Professional

Training program.  The “Understanding the American Experience” initiatives include

the Asian Pacific American Program’s research on the Indian American experience,

NASM’s acquisition of the space shuttle Discovery, the development of the National

Museum of African American History and Culture, the National Postal Museum’s

construction of the William H. Gross Stamp Gallery, and the Smithsonian American Art

Museum’s global American art education program for students on American military

bases.

Dr. Pell discussed the development of the Grand Challenge Consortia, which was

made possible with the generous support of the Bill & Melinda Gates Foundation.  

Each Grand Challenge Consortia director holds a half‐time position.  He or she reports

to the respective Under Secretary but works with a content committee of scholars

and an executive committee of unit directors from across the Smithsonian to ensure

that the direction taken is supportive of unit goals.  The Consortia have held idea fairs

and conducted an annual competition for grant funding in support of collaborative

and cross‐disciplinary initiatives.  The grants are awarded at two levels: Level One

grants of up to $20,000 support the development of preliminary ideas and Level Two

grants of up to $100,000 fund the further exploration of ideas.  Both levels support
9

new research, funding opportunities, and enhanced exhibitions and education

programs, as well as drive the Smithsonian community forward in efforts to be

collaborative and to secure outside funding.   

Three Consortia directors were then introduced: Under Secretary for History, Art, and

Culture (USHAC) Senior Program Officer and former National Museum of American

History Curator of Photography Michelle Delaney (“Understanding the American

Experience”); National Museum of Natural History Curator of Botany and Research

Scientist John Kress (“Understanding and Sustaining a Biodiverse Planet”); and USHAC

Senior Program Officer and former NMNH National Anthropological Archives Director

Robert Leopold (“Valuing World Cultures”).  Smithsonian Astrophysical Observatory

Senior Astrophysicist Christine Jones Forman (“Unlocking the Mysteries of the

Universe”) was unable to be present.

Mr. Spoon asked what will be unique about the Smithsonian’s role in next‐generation

sequencing.  Dr. Pell responded that most gene‐sequencing work is directed to

health‐related research.  The Smithsonian, however, will focus on next‐generation

sequencing of species important to biodiversity efforts globally.  Given that the

Smithsonian offers the world’s largest collections to support such research, next‐

generation sequencing can be used to advance the world’s understanding of

systematics and evolution.   

Dr. Kurin highlighted several of the cross‐disciplinary initiatives funded through

Consortia grants.  Included were “Earth Matters” (“Understanding the American

Experience”), a collaboration of six diverse Smithsonian units, and “The Age of

Plastics” (“Understanding World Cultures”), which represents the contributions of the

Museum Conservation Institute, Cooper‐Hewitt, and NASM.

With regard to future plans for the Grand Challenges and the four Consortia, Dr. Pell

said that the Smithsonian’s proposal to the Gates Foundation included a commitment

to developing at least one signature project for each Grand Challenge area.  These

projects will be pan‐institutional and/or interdisciplinary and externally funded.  The

visibility resulting from the research and scholarship will identify the Smithsonian as a

globally recognized “go‐to” place for the defined area of work.  Examples of potential

signature projects were offered for each Grand Challenge, including “Habitable

Planets and the Origin of Life” (“Unlocking the Mysteries of the Universe”);

“MarineGEO” or marine global earth observatory (“Understanding and Sustaining a

Biodiverse Planet”); “Recovering Voices” (“Valuing World Cultures”); and

“Immigration and Migration” (“Understanding the American Experience”).  Dr.

Córdova said that understanding the genomics of the species on Earth, including

extremophiles, will align with research on the understanding of how life can be

supported on other planets.  

A progress report on the Grand Challenges and the Consortia was submitted to the

Gates Foundation in early 2011.  Dr. Kurin noted many of the milestones that have

already been achieved.  Unit directors and staff are aligning many Grand Challenges

projects with both the national campaign and the development of the Smithsonian’s

Federal budget request.  The Consortia directors are encouraging the development of

current and new proposals, and recruiting a grant writer who will help secure
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sustainable project funding.  The “Recovering Voices” initiative already has secured

funding for a $4 million endowment.  A call for proposals for a second round of

internal Smithsonian grants has gone out; proposals are due by October 14, 2011.

Dr. Kurin outlined the issues the Smithsonian must address if it is to realize the goals

of the Grand Challenges.  Success will rest on securing funding for major initiatives, as

well as identifying strategic partners both within and outside of the Smithsonian.  The

Smithsonian must design and implement delivery systems that will increase the

impact of the initiatives, and it must develop metrics that can track their progress.  

Indicators of success include increases in high‐quality publications; research; public‐ 

and privately funded grants; partnerships with Federal agencies, foundations, and

universities; philanthropic support through the national campaign; acquisitions of

significant collections; strong exhibitions, educational materials, and programs; highly

qualified fellows; and recognition through honors and awards.

Discussion Mr. Case said that the ability of the Smithsonian to minimize its “silos” of resources

will determine the success of the strategic plan.  He asked about efforts to develop

internal and external partners to sustain the initiative.  Dr. Pell responded that many

external organizations express interest in partnering with the Smithsonian.  With

regard to internal partnerships, Smithsonian staff are successfully collaborating on

numerous initiatives, in part because individual units—not the central Smithsonian—

will be credited with their success.  

Senator Leahy asked if, given the impact of the economy on university funding, it was

realistic to assume that universities will be able provide a sustainable source for

grants and partnerships.  Dr. Pell said her experience in higher education has been

that research will always continue and that the Smithsonian’s resources and

infrastructure will continue to be an invaluable asset to potential partners.

Mr. Sant stated that he could not reconcile the financial snapshot wherein the Grand

Challenges, which seemingly encompass nearly all of the Smithsonian, are supported

by only 20 percent of the Smithsonian’s budget.  He added that each Grand Challenge

is not equally funded.  Secretary Clough responded that the entire budget in fact fits

under the rubric of the four Grand Challenges.  Mr. Sant commented that

approximately 55 percent of the Smithsonian’s budget provides for overhead

expenses.  Dr. Pell noted that, whereas the investment in equipment might be

significantly greater for one Grand Challenge, another might require more resources

for human capital.  Mr. Dauer added that the majority of the overhead costs are

directed towards the Smithsonian’s facilities.  Mr. Sant said the numbers must

indicate clear support for the strategic mission of the Smithsonian.  Ms. Stonesifer

asked that future budgets and financial reports employ the four Grand Challenges as

an overarching framework.

Mr. Rubenstein asked if the review of grant proposals is influenced by whether or not

a project has previously demonstrated a capacity for attracting funding.  Dr. Pell said

the grant review process considers a project’s ability to advance the Smithsonian’s

strategic goals and that the long‐term success of a project is dependent upon securing

additional funding.  Mr. Rubenstein characterized the initial internal review process as

“a market test” of a project’s viability.   
11

Mr. Spoon said it will be essential that staff understand that conventional frameworks

will prevent the Smithsonian from achieving the goals of the strategic plan.  Mr.

McCarter commented on the importance of rapidly converting the plans into broad‐

based education and congressional interests.  He also spoke of the recent audit by the

Office of the Inspector General of Smithsonian collections.  Noting that the report was

critical of the care of the collections and that a second report will be released soon,

he said that the budget must reflect the ongoing costs associated with collections

care.

Mr. Silfen commented on the Smithsonian’s operational synergy with regard to

advances in the Smithsonian’s programmatic initiatives.  He suggested that the

operational efficiencies achieved through best practices could likewise be applied to

programmatic initiatives to achieve cost savings and strengthen congressional

support.  Mr. Case said that the Smithsonian’s budget must demonstrate that the

Smithsonian’s priorities are clearly reflected in its allocation of resources, both human

and capital.  Dr. Pell closed the discussion by noting that units are no longer working

in “silos.”  She said that, although educational initiatives were not discussed at length

during this discussion of the Grand Challenges, the inclusion of education in new

programs, such as SIGEO, reflects the energy and collaborative spirit of the

Smithsonian.  Ms. Stonesifer thanked the Secretary, the Under Secretaries, and the

Consortia directors for their contributions to the Grand Challenges and crossing

boundaries.

Revitalizing Education and

Broadening Access

The Secretary introduced Assistant Secretary for Education and Access Claudine

Brown, who assumed her position less than one year ago.   

Ms. Brown explained that her office coordinates the efforts of the Smithsonian

Institution Traveling Exhibitions Service (SITES), Smithsonian Affiliates, The

Smithsonian Associates, the National Science Resources Center (NSRC), and the

Smithsonian Center for Education and Museum Studies (SCEMS).  The Smithsonian

Associates and NSRC operate without Federal or Trust funding.  More than 200

Smithsonian educators and 100 public program staff directly report to the office.  In

addition, approximately 50 IT staff directly support education initiatives, as well as

numerous undergraduate and graduate interns, volunteers, and collaborators at 23

Smithsonian units.  Ms. Brown said that she met with each unit to assess whether or

not the educational goals of their educators aligned with the missions of the unit

directors.  She reported the results were mixed.

Staff regard the strategic plan as a consensus‐building document, and the Grand

Challenges have been reviewed with regard to addressing the needs of learners.  The

core values and goals of each Challenge align with the curriculum standards that the

nation’s educators are required to teach.  In addition, the Smithsonian is a trusted

brand because of the valuable and reliable data offered by its scholars and

researchers.  

The Smithsonian works with external partners—funders, vendors, and other

government agencies—to reach learners across the globe.  Some of the many

partners who support Smithsonian educational initiatives include the Bill & Melinda  
12

Gates Foundation, The John D. and Catherine T. MacArthur Foundation, Microsoft

Partners in Learning, and ePals Global Community.

The Smithsonian annually records about 30 million on‐site visits, of which 7.9 million

participate in education programs.  Not included are the many self‐guided school

groups that visit Smithsonian museums, but do not actively participate in the

Smithsonian education programs.  Some 52 travelling exhibitions are on view in 697

venues across all 50 states.  Smithsonian virtual conferences, launched in 2009, have

included more than 20,000 participants.  Smithsonian educators also reach learners

through 160 affiliate museums; The Smithsonian Associates offer more than 750

programs that target lifelong learners.  SmithsonianEducation.org alone has received

over 3 million visits; museum websites record even more visits.

Ms. Brown discussed methods of learning and the ability of the Smithsonian to

complement and enhance classroom learning.  Inquiry‐based learning and active

learning acknowledge that no two people learn the same way, and that “doing” helps

learners retain information.  She cited the Smithsonian science museums and Cooper‐

Hewitt programs as especially successful in their ability to encourage active,

multisensory learning.  A “citizen science” program supported by Microsoft Partners

in Learning encourages inquiry‐based learning by engaging students across the globe

in efforts to measure, collect, and share data on tree growth.   

Design‐thinking skills and 21st‐century learning skills that can be applied to all

occupations also are important components of contemporary education.  Cooper‐

Hewitt was cited for its success in advancing design‐thinking education.  Ms. Brown

noted the recent National Youth Summit, a partnership between the Smithsonian and

the National Endowment for the Humanities, which allowed students from across the

country to participate in live discussions with Civil Rights Freedom Riders.   

Teachers need products that offer individualized instruction, support learning within

and outside of the classroom, and help student connect school with careers.  To meet

these needs, the Smithsonian must provide experiential learning opportunities,

content‐rich websites and interactive online experiences, reliable and accessible

information, and opportunities to directly engage with Smithsonian specialists.  Ms.

Brown cited “Vanished,” an online mystery game about global warming, as a

successful example of the Smithsonian’s ability to apply new technology to

educational, collaborative programs.  A partnership between the Smithsonian and

MIT, “Vanished” offers students the opportunity to collaborate in a role‐playing

exercise in which clues are found in affiliate museums across the nation.  In addition,

real‐time interviews with scientists and “oops” videos allow students to understand

that making mistakes is part of—and in fact enhances—the learning process.

Expanding access to Smithsonian education includes providing more online education

and teacher training.  SITES now offers digital exhibitions that allow more groups to

host SITES exhibitions.  The exhibitions are fabricated on site by host museums, which

also achieves  cost savings for the Smithsonian.  New technology also offers

opportunities for Smithsonian audiences to learn at any time, in any place, and

encourages student collaboration and civic participation.  However, uneven global  
13

access to broadband is a serious issue that limits online learning opportunities.  Ms.

Brown reported that a joint conference with the Department of Education during the

summer of 2010 considered these issues and that another conference scheduled for

November 2011 will further explore the potential of online education in rural

communities.

Ms. Brown outlined the planned phases for expanding education at the Smithsonian.  

Phase I, the assessment phase, is well under way.  Phase II, goal setting, is being

shaped by the Grand Challenges.  Phase III, broadening access, is moving forward with

the support of the Gates Foundation’s funding of youth access grants.  Phase IV, going

to scale, will follow.  To expand the reach of the Smithsonian’s educational offerings,

and in light of cuts in Federal appropriations, the Smithsonian must repurpose and

disseminate new and existing content; rethink models and skill sets; identify suitable

partners and social networks; and create more participatory learning experiences for

actual and virtual learners.   

Discussion Mr. McCarter noted his support for digital learning opportunities and the potential

they offer to provide global access to the Smithsonian’s resources.  Senator Leahy

noted the importance of controlling the security of the Smithsonian’s websites,

especially those targeted for young learners.

Mr. Silfen asked Ms. Brown to characterize the range of successful education

initiatives across the 23 participating Smithsonian units, and to comment on ways to

improve those programs.  Ms. Brown noted that the larger museums have stronger

education programs but base erosion has affected all of the units.  She said that pan‐

institutional efforts should not compete with or diminish efforts by the units and

highlighted the recent STEAM (science, technology, engineering, art, and math)

conference as a successful program that allowed staff to learn about work by other

colleagues, as well as to collaborate on new initiatives and joint grant applications.

Mr. Case spoke of the work that lies ahead and the need to partner the Smithsonian

brand with larger companies to make education fun.  He said that tens of millions of

people play some online games—more than the combined annual visitorship to

Smithsonian museums and research centers—and commented that the Smithsonian

must unleash its creativity and better connect its assets to reach more people.   

Ms. Stonesifer noted that the Smithsonian is unable to address all educational needs

and asked if the signature projects being developed for the four Grand Challenges

could provide an education template that better focuses the Smithsonian’s

educational assets.  The Secretary said that, although the Smithsonian’s education

programs may not yet reach millions of people, they are tailored for different‐sized

audiences.  Staff must be trained to develop programming that is based on the four

Grand Challenges, is widely accessible, and can be targeted for special audiences.

Ms. Stonesifer asked if the Regents will be presented with a more developed

education plan at the September 2011 Board meeting.  Both the Secretary and Ms.

Brown said that some areas of the plan are further along than others.  Because many

education initiatives will be based on the four Grand Challenges and the progress of

the four Consortia, the Education and Access “Big Idea” process started more than
14

one year after the Consortia process began.  Whereas the Consortia are in their

second year of grantmaking activities, the Office of Education is in the middle of its

first year of grantmaking.  A “Big Idea” education fair was held in September 2010

that introduced Smithsonian educators to the collaborative process they’ll use to

integrate the Grand Challenges into their outreach activities.  Ms. Brown noted two

issues must be addressed to support the entrepreneurial efforts of education staff:

education staff must learn how to secure funding for their projects and an education

technology specialist must be hired to help determine which projects are both

meaningful and viable.  That staff member also will help the central Office of

Education determine whether a project is marketable and can generate support for

future education initiatives, or should be distributed free of charge.  

Dr. Córdova noted her enthusiasm for the Smithsonian’s potential to push the

frontiers of knowledge.  She asked about the communication vehicles that will engage

donors in supporting and launching the Smithsonian’s education initiatives.  The

Secretary said that the branding initiative will help support the momentum of the

Smithsonian’s education plans.  He cautioned that the Smithsonian has never been in

the business of conducting large‐scale education and is determining both how far it

can reasonably reach and how it will get there.  Ms. Stonesifer said that a small

committee of interested Regents could discuss this issue further with Ms. Brown, and

several Regents volunteered.

Mr. Rubenstein said the traditional education model disseminates information and

then tests to assess what has been retained.  He suggested that the Smithsonian

develop programs that engage students in learning activities and then assess their

knowledge through game‐like tests.  Participants could become “Smithsonian

scholars” and, with outside funding from interested donors, become eligible for

scholarships.

Mr. Kogod commented that the Smithsonian is reaching in many directions and asked

if there is consensus on what it wants to accomplish in education.  He noted the

importance of supporting the Smithsonian’s ability to become more relevant, and

asked how the Arts and Industries building will fit into those plans.  He inquired about

benchmarks that will be able to assess the progress of the education plans.  He also

commented on the changing demographics of American families, and the need for

youth mentoring services.  Ms. Brown reported that the Smithsonian has identified

two key groups of learners who can especially benefit from the Smithsonian’s assets:

early learners and middle school students.   

Ms. Stonesifer said that priority audiences must be determined and their needs must

be compared against the Smithsonian’s assets and abilities.  She asked if the

September 2011 education presentation will identify the primary audiences and their

needs, clarify the Smithsonian’s educational assets, provide an overarching view of

the education plans, and suggest ways to resource those initiatives.  The Secretary

responded that some of those issues will be discussed during the meeting but that

others areas need further development.

Mr. Case said that the Smithsonian’s education programs should focus less on what

the Smithsonian does and more on enabling discovery and learning; it should unleash
15

the potential of learners to figure things out.  The power of the Smithsonian lies in its

brand and ideas, and Smithsonian educators should be facilitators who support and

excite the potential of students to explore, inquire, and create.  Mr. Spoon added that

the Smithsonian should focus on supporting unfocused and surprising outcomes, and

that it needed the structural ability to do so.

The Secretary thanked Ms. Brown for her presentation and for her efforts to help the

Smithsonian achieve its potential as an international educational resource.

Resourcing the Plan:

Successes and Challenges

Under Secretary Alison McNally discussed how the strategic plan will be resourced.  

She reminded the Board that it had reviewed a resourcing framework when the

strategic plan was initially developed.  The plan is based on four integrated and

flexible pillars, not all of which are interchangeable.  All four are necessary for the

success of the strategic plan.

She discussed the revenue assumptions underlying the original plan, the changed

plan, and the end‐state plan for 2015.  The original plan assumed more support from

Federal appropriations.  Estimated funding sources for the national campaign have

been revised and adjustments have been made to the phasing of the seven‐year

campaign.   

Changes to identified funding sources were explained from the current base to the

fiscal year 2015 current end‐state snapshot.  Anticipated support from philanthropy

increased 5 percent, new revenue goals increased 1 percent, government grants and

contracts increased 5 percent, and “other” decreased 2 percent.  The main drivers in

the revised sourcing plan are increased funding from philanthropy and grant and

contract activities.  Historically, the Smithsonian has under‐realized funding from

grant and contract activities; it is anticipated that those activities will exceed revised

assumptions.  It is assumed that Federal funding will remain flat for the duration of

the strategic plan, and revised assumptions reflect a 9 percent decrease from the

original plan to the current fiscal year 2015 snapshot.  Phasing has been revised for

the receipt of Federal funding for the National Museum of African American History

and Culture.

Ms. McNally said the Smithsonian is working toward becoming less dependent on

Federal funding and more reliant on non‐Federal funding pillars.  Of course it will

continue to depend on Federal funding to sustain the Smithsonian’s physical and

intellectual infrastructure.  She noted that the flat pay raise is demoralizing for staff

but benefits the Smithsonian’s budget.  Savings have and will continue to be realized

through efficiencies and realigning base resources.

Ms. McNally reviewed major facility projects and their alignment with the strategic

plan.  Successfully completing selected facility projects by 2015 will be transformative

for the Smithsonian.  Projected costs have been adjusted for inflation.   

She also said that a chart will be developed that shows how resources will be used in

2015.  The uses will be broken out by Grand Challenges, education, broadening

access, and other mission‐enabling activities.
16

Mr. Spoon said that the resourcing plan does not look as conservative as it might.  He

commented on the possibility that some members of Congress might respond that

the Smithsonian should do more by increasing efficiencies and realigning resources at

its base.  The Secretary noted that that concern is addressed through the SI Redesign

initiative.

FINANCIAL SNAPSHOT AND BUDGET OUTLOOK

Under Secretary McNally provided the financial snapshot through March 31, 2011.  

With regard to the Smithsonian’s revenues, the report reflects the Smithsonian’s

receipt of its fiscal year 2011 Federal appropriation, which was 0.2 percent below the

fiscal year 2010 level.  Despite the anticipated drop in Federal support, the

Smithsonian anticipates a fairly strong fiscal year‐end financial forecast as the

requirement no longer includes Federally mandated pay raises and the Smithsonian

has controlled its expenses through utility and rent savings.

Revenues from fundraising initiatives, including the national campaign, and

government grants and contracts are running ahead of plan.  Ms. McNally reported

that both revenue categories are being monitored as each has slowed slightly since

March 2011.  Fiscal year‐end forecasts, however, remain strong.  New revenue from

Smithsonian Enterprises (SE) is down approximately $6 million, primarily in the retail

area.  Nevertheless, overall SE net gain is forecast to meet budget at fiscal year‐end

because of the continued expense‐management efforts led by SE President Tom Ott.

Expenses are on track.  It is anticipated that the Smithsonian will end the fiscal year in

fairly good shape.

Adding to Mr. Sant’s earlier comments about the budget snapshot, Senator Reed

asked that the September 2011 Board meeting include discussion of specific budget

numbers and that the numbers be categorized differently, such as by unit.  He

suggested that the Board also discuss the Inspector General’s report on collections

care at that time.  Ms. Stonesifer agreed that the September meeting include a “deep

dive” discussion of the Smithsonian’s budget, including the fiscal year 2012 Federal

budget.  

REPORT OF THE INVESTMENT COMMITTEE

Investment Committee Chair David Silfen reported that the Smithsonian’s

Endowment was very active in the second quarter.  The Endowment recovered from

its February 28, 2009, low of $775.5 million, surpassed its October 31, 2007, peak of

$1,092.6 million, and reached $1,094.9 million in April 2011.   

The performance of the Endowment against policy benchmarks has been strong on a

one‐year trailing basis (13.2 percent versus 12.4 percent).  It has outperformed its

peer universe for one‐year (13.2 percent versus 12.9 percent), three‐year (3.0 percent

versus 2.6 percent), and five‐year (5.1 percent versus 4.3 percent) periods, and ranks
17

in the second quartile for the same periods.  The outperformance is primarily driven

by manager selection.

Asset allocations have changed dramatically since 2005 and now have attained long‐

term policy targets or are comfortably within allowable ranges.  The Endowment’s

liquidity continues to be good with 68 percent available annually.  The portfolio is

projected to be in line with policy at year’s end.

The annual strategic review resulted in recommendations to include two new sub‐

strategies to the Fixed Income and Hedge Fund strategies.  The Committee also

revised its Investment Guidelines to implement UPMIFA (Uniform Prudent

Management of Institutional Funds Act) guidance, better define the roles and

responsibilities of the committee and Office of Investments staff, and improve the

overall effectiveness of the guidelines.

Mr. Silfen said that the Office of Investments now has three senior officers.  He also

reported that he and Director of Advancement and Philanthropic Giving Virginia Clark

are preparing presentations to constituents in support of the national campaign.

REPORT OF THE ADVANCEMENT COMMITTEE

Overview Advancement Committee Chair Alan Spoon reported that committee members

continue to be very engaged in the development of the national campaign.  The

committee has reviewed the structure of the campaign steering committee,

dashboards that support managerial insight and oversight, and the branding initiative.  

The committee also has discussed the structure of campaign committees and the

relationships between a small steering committee of campaign cochairs (currently

comprised of Regents Rubenstein and Spoon), the Secretary, and a larger steering

committee that represents unit and regional interests.  An honorary campaign

committee will be created to support the campaign.

Over $300 million has been raised for the national campaign and about 20 percent of

the gifts needed for each level of the donor pyramid.  Sixty‐seven new positions are

being created to support the campaign and 17 have been hired to date.  Two are

endowed.

Fifteen units now have advancement committees, five have full boards operating in

advancement committees, and two are in the process of creating boards.  Two areas

of focus in the strategic plan (Revitalizing Education and Broadening Access) and four

units (the Museum Conservation Institute, the National Museum of African American

History and Culture, the National Postal Museum, and the Smithsonian American Art

Museum) have secured commitments for 25 percent of their campaign goals.  Nine

proposals for gifts of $5 million or more are in development.  Fifty‐five similar gifts

must be secured to achieve the goals of the campaign.

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

branding initiative.  National campaign messages, which are being finalized, have five

major themes: tell America’s whole story, inspire lifelong journeys, energize learning,
18

reach people everywhere, and empower research that transcends disciplines.  

Individual unit cases for the campaign will be completed over the next year, and the

case for the overall Smithsonian campaign will be completed by the spring of 2012.  

The identity and name of the campaign will be presented to the Board in the fall of

2011.  Director of Advancement and Planned Giving Clark added that the

Smithsonian’s advisory boards and prospective donors are engaged in shaping the

campaign’s messages and priorities.

Notable Gifts and Grants

and Gift Actions

Ms. Clark reported on recent notable gifts and grants that have contributed to the

Smithsonian’s ability to raise almost $122 million of the Smithsonian’s fiscal year 2011

fundraising goal of $175 million.  She highlighted several of the new leadership gifts,

including the Terra Foundation’s gift in support of the Archives of American Art’s

digitization initiative and the Caterpillar Foundation’s gift in support of the new

National Museum of African American History and Culture.  Six gift actions were

presented for the Board’s approval.  The proposed motions were approved en bloc.

See attached Resolutions 2011.06.01–2011.06.06 (Minutes of the Board of Regents,

Appendix A).

Ms. Stonesifer adjourned the morning session at 12:40 p.m.  The Regents were joined

for lunch by former Regent Congresswoman Doris Matsui, who was thanked for her

many contributions to the Board and to the Smithsonian.  Cooper‐Hewitt, National

Design Museum Director Bill Moggridge provided a presentation on the museum’s

history, collections, programs, and plans.
19

AFTERNOON SESSION

The Chancellor called the afternoon session to order at 1:30 p.m.   

SMITHSONIAN INSTITUTION’S STRATEGIC PLAN:

THE SMITHSONIAN BRAND STRATEGY

Introduction Secretary Clough introduced the last section of the strategic plan update: the

Smithsonian brand strategy.  The brand strategy will help the public and stakeholders

understand what the Smithsonian is becoming by demonstrating its forward

momentum, reaching out in new ways, and accessing new and larger audiences.  

Secretary Clough expressed his appreciation for the efforts of the internal teams of

unit directors, including Mr. Moggridge, and external focus groups.  He also expressed

his appreciation for Target Corporation for its contributions of expertise and financial

support for the development of the brand strategy.  He then asked Director of

Communications and External Affairs Evelyn Lieberman to present the proposed

Smithsonian brand strategy.

Positioning the

Smithsonian:  

The Brand Strategy

Mrs. Lieberman said that every great institution has a great brand and that the

Smithsonian deserves no less.  Although the Smithsonian has one of the world’s best‐

respected and best‐loved brands, much of what people know about it is rooted in the

past.  The success of the Smithsonian’s branding initiative will depend upon the ability

of the Smithsonian to leverage its vast body of knowledge, drive change, encourage

collaboration, seek new possibilities, and make an impact as never before done.  She

stated that the Smithsonian brand will be its “recipe for success” and noted the

interrelationship between the strategic plan (“what we want to do”), the national

campaign (“what makes it possible”), SI Redesign (“how we can do it better”), and the

Smithsonian brand (“why we do it”).  Stakeholders’ understanding of the Smithsonian

must change from a dated perception of “the nation’s attic” to a vibrant and

meaningful everyday resource.  It must represent both the overall Smithsonian and

individual units.

More emphasis must be placed on what the Smithsonian does, not just what it has.  

The Smithsonian brand must be more relevant in order to reach more people and to

attract more donors, partners, and visitors, both physical and online.  Internally, the

brand must reflect what is best about the Smithsonian; externally, it must engage

people in taking a fresh look at us.

The strategic planning process allowed the Smithsonian to identify what it does best,

but the research for the branding initiative gave us an opportunity to learn what the

world wants from organizations like the Smithsonian.  The intersection of the two is

the basis of the brand strategy.  Mrs. Lieberman explained that the brand strategy is

based on solid research on the strengths of the Smithsonian and the ways to best

leverage its resources.  It will help meet the objectives of the strategic plan, enable  
20

staff to understand the benefits of its collaborative objectives, and inform the

national campaign by describing the Smithsonian’s vision and inspiring new donors.

he research revealed two key findings: that people learn best when knowledge is

combined with something they both find relevant and can experience, and that the

Smithsonian needs to be more audience‐focused.  Addressing these findings will

ensure the Smithsonian’s global relevance and inspire audiences on a personal level.

A successful brand strategy will balance what is achievable with what is aspirational.  

It will allow the Smithsonian to retain its iconic status while engaging people in

personally meaningful ways.  It will redefine the Smithsonian’s role by inviting people

to join the Smithsonian in the learning process and experience the Smithsonian as an

everyday, 21st‐century resource for ideas and experiences.   

The brand strategy will be rolled out in two phases, internal and external.  Mrs.

Lieberman explained the internal brand purpose statement “Exciting the Learning in

Everyone” and the many messages it captures.  “Exciting the Learning in Everyone” is

at the heart of what we all do at the Smithsonian.  This phrase is our internal call to

action: it is the Smithsonian’s responsibility to provide learning experiences to people

of all ages and backgrounds.  It signals to staff that the Smithsonian is changing and

that everyone plays a role in creating collaborative learning experiences for our

audiences.   

The brand strategy should influence everything at the Smithsonian, including the

attributes we encourage and reward in our people, the skills and expertise we

develop, the experiences and products we offer to our audiences, and the way in

which we talk about the Smithsonian, inside and outside.  

Externally, the brand strategy will enable the Smithsonian to show that we are more

than people think we are.  Mrs. Lieberman offered key talking points that express the

exciting breadth of what the Smithsonian offers.  She explained three key messages

that express the Smithsonian’s unique abilities: “We are a universal lens for learning”;

“We reflect the American spirit”; and “We spark learning in everyone.”  The first two,

she said, are achievable mission‐driven goals that will help the Smithsonian achieve its

aspirational goal of “sparking learning in everyone.”

She then presented the brand tagline—“Seriously Amazing.”  Mrs. Lieberman said

that the tagline reflects the best of what the Smithsonian is and will be.  It expresses

both the gravitas and the “wow” moments that the Smithsonian can deliver.   

The tagline could be used on a universal toolbar, appearing on all of the Smithsonian’s

websites or on mobile tools.  “Seriously Amazing” and the three messages will inform

both written and verbal communications and appear on print materials designed to

engage current and potential stakeholders, partners, and donors.

Mrs. Lieberman said that the tagline will be successful for a number of reasons.  

When used judiciously and in context, it will make audiences think about the  
21

Smithsonian in new ways and allow people to discover what is “Seriously Amazing” to

them.  The brand was shaped by senior leadership and informed by external research,

including that on learning preferences.  Focus group testing validated both the

strategy and the tagline.   

A detailed implementation plan will bring the brand to life.  The plan focuses on

telling and then showing the brand, first to internal and then to external audiences.  

Internal implementation will take at least a year, during which staff workshops will

highlight what is already aligned with the brand and demonstrate how to use the

brand’s tools.  Brand ownership will be cultivated across the Smithsonian and strong

brand advocates (such as the Board of Regents) will be identified.

Internal launch vehicles will include online strategies, internal videos, and a launch

event.  External launch vehicles will likely include print, online, television, and outdoor

advertising.  Mrs. Lieberman noted the strong support of Target in the development

of the brand strategy and said that the company is interested in supporting a national

brand advertising campaign.   

Monitoring, measuring, and managing the brand strategy will be critical to its success.  

Tools and metrics will be developed to measure the brand’s ability to shape internal

and external audiences’ behavior and expectations.  Mrs. Lieberman added that

resources will be needed to support the tracking of external audiences.  She closed

her presentation by saying that she is confident that the brand strategy will help the

Smithsonian move to where it wants to be and make the impact it wants to make on

the world.

Discussion The Chancellor said that the Board would be asked to vote on the approval of the

brand strategy and asked the Board for comment.  Mr. Case expressed his support for

the brand strategy presentation and said we must ensure that our accomplishments

and activities (what we do) live up to the brand message (what we say).  He also

expressed concern that the Smithsonian might be off‐strategy by launching the brand

without first engaging people.  Mrs. Lieberman said that the Smithsonian internal

implementation plan is detailed for a number of reasons.  Contributors to the brand

strategy and implementation plan are aware of these concerns and agree that the

external launch cannot occur until the internal implementation demonstrates that

staff solidly embrace the brand and its strategy.  

Mr. Rubenstein asked if the Smithsonian logo might be redesigned so that it better

reflects the brand.  Mrs. Lieberman said a logo redesign initiative would not be

possible at this time, although many staff, including Mr. Moggridge, would support

that action.  She said that the brand strategy would encourage dropping the use of

“Institution” when referring to the Smithsonian.  She added that this presentation

was designed to gain feedback and then approval to move forward with initial

implementation of the brand strategy.  Mr. Moggridge said that the design of the

brand logo will help build the brand by giving expression to the ideas it conveys.  He

added that Cooper‐Hewitt would welcome the opportunity to contribute to the

design and implementation of the brand’s visual representation.
22

Ms. Stonesifer said that the implementation of the brand strategy will clearly occur in

two phases, and that the second phase requires further development.  She asked if

the Board agreed with the suggestion that the motion be amended to approve the

implementation of the first phase of the brand strategy.  The Secretary agreed that

the information gained in the coming months will inform and better support the

second phase of the brand’s implementation.

Representative Becerra asked about other brand strategies and taglines that were

considered, as well as the process that led to the selection of “Seriously Amazing” and

its talking points.  Several alternative taglines were shared, none of which were

satisfactory.  The Secretary noted the innate challenge of capturing the many

different parts of the Smithsonian.   

The application of “Seriously Amazing” to the national campaign was discussed.  Mrs.

Lieberman explained that the brand will inform the national campaign but that staff

have not yet determined if the brand tagline also will be that used for the campaign.  

She assured the Board that the brand tagline will not confuse campaign messaging.

Mr. McCarter noted that the goals of the strategic plan include reaching larger and

more diverse audiences, and asked if the brand tagline can be effectively translated

into other languages.  Mrs. Lieberman said that the rollout of the brand strategy will

be in English and that the development of the brand strategy has not yet advanced to

its use in other languages.

Dr. Córdova commented on the shift from using the phrase “the nation’s attic” to the

tagline “Seriously Amazing.”  She said that the tagline notes the Smithsonian’s

attributes but doesn’t state what the Smithsonian is.  Mrs. Lieberman explained that

the talking points—“We are a universal lens for learning,” “We reflect the American

spirit,” and “We spark learning in everyone”—reflect the vast resources of the

Smithsonian.  They also express that the Smithsonian is both a microscope and a

kaleidoscope in its ability to generate understanding, provide access, and inspire.

The Board asked that Mrs. Lieberman later report on the development of the second

phase of the brand strategy.  With Senator Leahy passing, the revised motion was

then approved.

See attached Resolution 2011.06.07 (Minutes of the Board of Regents, Appendix A).

REPORT OF THE STRATEGIC PLANNING AND PROGRAMS COMMITTEE

Strategic Planning and Programs Committee Chair France Córdova reported on several

issues that were discussed during the committee’s May 2, 2011, meeting.  In response

to the Regents’ Exhibition Policy Review Panel’s report and with the support of a

newly created pan‐institutional exhibition review calendar, the committee reviewed

two potentially controversial planned exhibitions.

Exhibition Reviews The Sackler Gallery of Art’s proposed exhibition Shipwrecked—Tang Treasures and  
23

Monsoon Winds, which had been noted during the report of the Secretary, was

reviewed by the committee during its meeting.  Because the historically significant

artifacts in the planned exhibition had been recovered through possibly unscientific

and unethical excavations, concern was raised that their exhibition might give

credibility to the method of their recovery.  Dr. Kurin said that the Smithsonian‐

sponsored forum of internal and external experts supported excellent dialogues, and

that UNESCO and the National Geographic Society will sponsor a conference in fall

2011 to address the issue of underwater heritage.  He said that the Sacker Gallery will

revamp the exhibition into a more complex presentation that will share the history of

the ninth‐century Chinese artifacts and address the complicated issues raised by their

recovery.

Dr. Córdova reported that the committee also reviewed plans for an exhibition case

installation at NMAH to mark the 30th anniversary of the HIV/AIDS outbreak.  The

exhibition opened in June 2011 without controversy.

Potential Collection

Acquisition

Dr. Córdova next updated the Board on the potential acquisition of a 5,000‐object

collection that would significantly strengthen the collections of the Smithsonian

American Art Museum.  She reminded the Regents that the Smithsonian had been

contacted by the current owner of the collection about the financial difficulties that

preclude current public access to the objects and the wish to maintain the integrity of

the collection.  The Secretary said that the Smithsonian is investigating several options

that could allow the Smithsonian to acquire the collection, including the option of

maintaining the collection in its current location.

Other Negotiations Dr. Córdova reported that the Smithsonian is awaiting a response from the Abu Dhabi

cultural authority, which had been provided with a proposed term sheet in September

2010 for a Smithsonian‐affiliated museum professional education program in Abu

Dhabi.

REPORT OF THE GOVERNANCE AND NOMINATING COMMITTEE

Advisory Board

Appointments

Governance and Nominating Committee Chair Shirley Ann Jackson reminded the

Board that it had approved the establishment of an advisory board for the

Smithsonian Tropical Research Institute (STRI) in January 2011.  She reported that the

Secretary had requested that the committee review the proposed appointment of the

first two members to the STRI Advisory Board.  Via mail ballot, the Committee agreed

to recommend that the Regents approve a motion to appoint the new members.  The

motion was approved.

See attached Resolution 2011.06.08 (Minutes of the Board of Regents, Appendix A).

REPORT OF THE SMITHSONIAN NATIONAL BOARD

Smithsonian National Board (SNB) Chair Paul Neely directed the Board’s attention to

SNB’s report and commented on the impressive list of contributions made by past and
24

present SNB members.  He noted that many of the gifts of time and money have

supported the initiatives and outreach efforts made by the Secretary on behalf of the

Smithsonian.   

REPORT OF THE OFFICE OF GOVERNMENT RELATIONS: LEGISLATIVE

ACTIVITIES AND ISSUES

Director of Government Relations Nell Payne stated there were no updates to the

report provided in the Regents’ meeting materials.

ADJOURNMENT

The afternoon session was adjourned at 2:40 p.m., after which the Board held two

executive sessions.  The meeting of the Board of Regents was adjourned at 3:15 p.m.

Respectfully submitted,

G. Wayne Clough

Secretary
APPENDIX A: APPROVED RESOLUTIONS OF THE

JUNE 27, 2011, MEETING OF THE BOARD OF REGENTS

VOTED that the Board of Regents recognizes the generosity of Anne R. and G. Wayne Clough to

the Smithsonian and creates and names the Anne R. and G. Wayne Clough Endowment, an

endowment to encourage and support undergraduate students who wish to intern at the

Smithsonian.  [2011.06.03]

VOTED that the Board of Regents recognizes the generosity of the Terra Foundation for

American Art to the Archives of American Art and names the Terra Foundation Project Manager

For Online Scholarly and Educational Initiatives, for five years; and names the section of the

Archives of American Art’s website into which are grouped the collection materials digitized

using this grant the Terra Foundation Center for Digital Collections, for 15 years.  [2011.06.04]

VOTED that the Board of Regents recognizes the generosity of the Parnassus Foundation and its

principals, Raphael and Jane Bernstein, to the Freer Gallery of Art and the Arthur M. Sackler

Gallery, and creates and names the Jane and Raphael Bernstein/Parnassus Endowment to

support Japanese art and culture at the Galleries.  [2011.06.05]

VOTED that the Board of Regents recognizes and commends the generosity of the National Air

and Space Museum Board to that museum and creates the National Air and Space Museum

Director’s Endowment to support museum priorities as determined by the director.  

[2011.06.06]

VOTED that the Board of Regents recognizes the generosity of Lloyd Herman to the

Smithsonian American Art Museum and its Renwick Gallery and names the Lloyd Herman

Curator of Craft position in perpetuity.  [2011.06.07]

VOTED that the Board of Regents recognizes the generosity of the donors to the Smithsonian

Institution Libraries and creates and names the Ronald J. and Deborah A. Monark Endowment

for the benefit of the Smithsonian Institution Libraries in support of its Director’s Fund.  

[2011.06.08]

VOTED that the Board of Regents approves Phase I of the Smithsonian Branding Strategy as

presented by the Secretary.  [2011.06.09]

VOTED that the Board of Regents appoints Frank Levinson and Steven Hoch to the Smithsonian

Institution Tropical Research Institute Advisory Board for four‐year terms effective immediately.  

[2011.06.10]