Smithsonian InstitutionSmithsonian InstitutionSI_393190ad-2535-432c-bcaf-f480b3968d94The increase of knowledge (through research) and the diffusion ofknowledge (through exhibitions, educational activities, publications, publicprograms, access to collections and other means)._355b9c56-88a6-4863-91b7-affeea63c266Increased Public Engagement (Diffusion of Knowledge)Enlarge the Smithsonian’s audiences, expand its degree of engagement with thepublic in Washington and throughout the country, and improve the quality ofthe Smithsonian’s impact on its audiences._e6a57400-3b16-44f7-845f-5005697652b11The Institution has been spectacularly successful over the years in attractingaudiences. Four Smithsonian museums, located just a few blocks apart on theNational Mall, are among the most visited museums in the world: the NationalAir and Space Museum, the National Museum of Natural History, the NationalMuseum of American History, Kenneth E. Behring Center, and the newNational Museum of the American Indian. The challenge is to create extraordinaryexperiences for the millions of visitors who flock to these and otherSmithsonian attractions.Since the Smithsonian’s 2003 Strategic Plan, we have given the public new reasonsto visit the Institution, including two exciting new museums and severalmajor new exhibition halls:The National Air and Space Museum’s Steven F. Udvar-Hazy Center inChantilly, Virginia (opened December 2003) and the Center’s James S.McDonnell Space Hangar (opened November 2004).The National Museum of the American Indian on the National Mall,opened September 2004.Two remarkable permanent exhibition halls at the National Museum ofAmerican History, The Price of Freedom: Americans at War (opened November2004) and America on the Move (opened September 2003).The critically-acclaimed Kenneth E. Behring Family Hall of Mammals(opened September 2003) at the National Museum of Natural History.By the end of the fi rst decade of the 21st century we will have done even moreto expand and enhance our public off erings in Washington:In July 2006, we will reopen the dazzlingly renovated Patent Offi ceBuilding—now the Donald W. Reynolds Center for American Art andPortraiture—which houses the National Portrait Gallery and the SmithsonianAmerican Art Museum.The National Zoo’s Asia Trail project will upgrade nearly 25 percent ofthe developed area of the Zoo. Asia Trail I, scheduled to open in fall2006, will provide new homes for the giant pandas, sloth bears, fishingcats, red pandas, giant salamanders, small clawed ott ers, and cloudedleopards. Asia Trail II will renovate the historic elephant house and createan expanded outdoor environment for the elephants.The National Museum of American History will undergo a major architecturaltransformation, including a complete redesign of the museum’scentral core, a state-of-the-art gallery for the Star-Spangled Banner, and athorough renovation of the building’s infrastructure. The museum willclose to the public for construction in September 2006, and is scheduledto reopen by summer 2008.At the National Museum of Natural History, the Ocean Hall exhibitionwill open in 2008, renovation of the Dinosaur Hall will start in the sameyear, and the Human Origins exhibition will open in 2009.The Board of Regents has designated a site for our newest museum, theNational Museum of African American History and Culture, on the NationalMall.In the approaching years, we also intend to upgrade our exhibitions, ensuringthat all of themAre of the highest quality;Provide accurate, up-to-date information;Focus on topics that are relevant to the public;Are accessible to all of our diverse audiences and take into account differentlearning styles and visitor preferences; andTell compelling stories.The Smithsonian belongs to all Americans, not just those who are able to physicallyvisit our museums. For this reason, we are continually developing strategiesto make the Smithsonian an increasing presence across the United States.We are extending the Institution’s reach through partnerships with affi liatedmuseums, associations with communities, more traveling exhibitions, and astronger Internet presence. For example, the Smithsonian Affi liations Initiativenow boasts 145 affi liates in 39 states, the District of Columbia, Puerto Rico, andPanama. The recent partnership with CBS/Showtime to create Smithsonian onDemand, a digital cable television channel to show Smithonian-branded documentaries,will enable us to reach out to millions more visitors than we evercould before.Further, we seek to att ract younger and more ethnically diverse audiences byfi nding special ways to connect with them. We will strengthen our educationalprograms and integrate them more fully with other outreach activities. (Seethe Strategic Plan for Education in Appendix 3.) Our goal is not merely to attractgreater numbers of visitors—both physically and virtually— but to surpasstheir expectations, inspire them, and enhance their understanding of ourshared national heritage and identity.EducationEngage and inspire diverse audiences in a lifelongexploration and understanding of art, history, science, and culture._4b3add58-1d0c-44bc-a7fc-71bb510cf7721.1Short-term Education program goals:Continue to implement the Education Strategic Plan, with specific metricsto be included in individual performance plansImplement restructuring of National Programs and related units, resultingin recommendations for organizing Smithsonian non-museumeducation and outreach programsKey Performance Indicators for Education:Number of visitor sessions to Smithsonian educational websitesNumber of people participating in Smithsonian education programs.Other Public ProgramsProvide quality experiences andinformation to the public, both online and in Smithsonian museums_9351baf0-e751-445a-b7f4-42e49ddb40de1.2Short-term Other Public Programs goals:Begin a review of visitor services throughout the Institution, with thegoal of instituting best practices and creating a quality visitor servicesprogramIncrease the number of virtual visitsKey Performance Indicator for Other Public Programs:Number of website visitor sessionsExhibitionsOffer compelling, first-class exhibitions atSmithsonian museums and across the nation._df2fb25d-c21a-4ec2-be31-65fbf9d058962.1Short-term Exhibitions program goals:Plan and schedule the first exhibition of the Disney/Tishman African artcollectionOpen the Donald W. Reynolds Center for American Art and Portraiturein July 2006Implement exhibition standards, including measurement and evaluationof specific metrics in museum directors’ performance plansStart construction of the Butterfly exhibitionIncrease the number of physical visitsKey Performance Indicators for Exhibitions:Number of physical visits to Smithsonian museums and the NationalZooPercent of large exhibitions that meet exhibition standardsPercent of target audience rating their experience “superior” or“excellent”on a scale of poor-fair-good-excellent-superior for all largeexhibitions.Percent of large exhibitions that open on time and within budgetNumber of visitors, venues, and states/territories with Smithsonian travelingexhibitions organized by SITESCollectionsImprove the stewardship of the national collectionsfor present and future generations_057ae22a-4528-4961-bdd6-30ae26a4735d3.1Short-term Collections program goals:Show that plans are developed and progress is being made on rationalizingcollections storage space requirementsIssue Smithsonian Directive 600 Implementation Manual, which is beingrevised to reflect the approved recommendations of the collections managementstudyKey Performance Indicators for Collections:Number of collecting units with an up-to-date, approved collectionsmanagement policyNumber of collecting units with an up-to-date, approved collectionsplanNumber of collecting units with an up-to-date, approved cyclical inventoryplan appropriate to the unit’s collections and available resourcesNumber of collecting units with a current digitization planNumber of collection objects/specimens documented in units’ electroniccollections information systems (CIS)Number of collection objects/specimens available in electronic form tothe publicStrengthened Research (Increase of Knowledge)Pursue scientific advances, discovery, and scholarship in the natural andphysical sciences, arts, humanities, and social sciences by focusing resourcesin areas in which the Institution has recognized strengths due to staff , researchplatforms, and collections._7c0fdd58-6390-430a-9799-7af683b4bec22The great scientific tradition of the Smithsonian dates back to its very origins.We are immensely proud of our preeminent role in American science. With itsvast collections, the Smithsonian leads the world in collections-based research.Given the many critical sciencebasedissues facing the public today,the Smithsonian has a pressingobligation to pursue its dual missionof seeking to answer key scientificquestions and increasing the public’sunderstanding of the latest scientificdiscoveries.A recent survey by the NationalScience Foundation revealed that90 percent of Americans are moderatelyor very interested in learningabout new scientific discoveries.Unfortunately, of the 90 percent,fewer than 60 percent knew thatit takes 365 days for the Earth torevolve around the sun. As a nation,our level of scientific literacyremains abysmally low, especiallyin view of the momentous decisionswe will have to make, as individualsand as a nation, in the 21st century.The Smithsonian is uniquely qualified to educate the public about the scientificissues the nation faces. Not only do we have the collections, personnel, andfacilities to perform important scientific studies, but we enjoy the public’s trustand respect—not to mention 93 percent name recognition.It is sometimes said that one of Washington’s best-kept secrets is that theSmithsonian conducts scientific research that not only supports its museums,but goes far beyond. The Institution needs to raise public awareness aboutthe nature and extent of our contributions to knowledge. (For example, thebirths at the National Zoo of the panda cub Tai Shan and two litters of cheetahcubs—the first in the Zoo’s 116-year history—have heightened public appreciationof the Smithsonian’s advances in reproductive biology.) We therefore seekto rededicate ourselves to communicating our scientific achievements to thepublic in understandable terms, so more Americans can learn about the scienceunderpinning the issues of the day, and more young people may be encouragedto become involved in scientific endeavors themselves.The Smithsonian has developed a Strategic Plan for Science (see Appendix 2).It encompasses the following goals, to be achieved by the end of the decade:Modernize our approach to science and allocate our human, financial,and physical resources to four specific areas of inquiry: the origin andnature of the universe; the formation and evolution of the Earth andsimilar planets; the discovery and understanding of life’s diversity; andthe study of human diversity and cultural change.Reach further back into the history of the universe, and project itsfuture.Become more confi dent in answering the question of whether we arealone in the universe.Publish the fi rst edition of the Encyclopedia of Life.Bett er understand the origins of humankind.Deliver the results of our science to the public in inspiring, engaging,informative venues, using 21st-century technology.Increase recognition of Smithsonian science by the general public, theCongress, and the philanthropic community to a level comparable tothat enjoyed by our museums.Increase fi nancial support for Smithsonian science dramatically.Take the lead in educational strategies to help the American public makebett er use of scientifi c information in its exercise of democracy.The Institution’s reputation as a formidable scholarly body goes beyond scienceto include the highly respected collections-based art, history, and culturalstudies research being done by Smithsonian curators, historians, social scientists,and other experts. The Smithsonian will continue to ground its exhibitionsand other educational off erings in the fi nest scholarship and to providethe products of its research—such as exhibition catalogs, books, symposia, andgallery talks—to subject matt er experts and the general public alike.Science ResearchEngage in research and discovery focusedon understanding the origin and evolution of the universe, earth andplanets, biological diversity, and human culture. Use our unique, publicly-accessiblecollections, research facilities, and staff to inform, educate, and inspirediverse audiences._978890ca-769c-43ce-a7f4-be9f3eb24a6f4.1Short-term Science Research program goal:Implement processes to measure the impact of Smithsonian scienceKey Performance Indicators for Science Research:Total dollar amount of external grants and contract awardsNumber of applications for Smithsonian-funded science fellowshipsNumber of awards for Smithsonian-funded science fellowshipsNumber of science unit annual visiting committ ee reviewsNumber of publications in high-impact journals such as Science and NatureCitation rates per scientist for papers published in strategic plan themeareasNumber of published contribution seriesArt, History, and Cultural Studies ResearchEnsure the advancementof knowledge in the arts and humanities through original research(including research on the collections) that is reflected in publications, exhibitions/displays, and public programs._02ed7968-32a5-426f-97d8-c5f8a53bed1d4.2Short-term Art, History, and Cultural Studies Research program goal:Demonstrate an increase in the number of scholarly publications/otheroutputs by Smithsonian research staffKey Performance Indicator for Art, History, and Cultural Studies Research:Number of scholarly publications/other outputs of four types: (1) exhibitioncatalogs; (2) monographs; (3) books; and (4) lectures and symposiaEnhanced Management ExcellenceModernize Smithsonian management systems by bringing each of them to alevel of quality and sophistication appropriate to an organization of the sizeand complexity of the Institution._8dda47bd-4eab-4758-b8e5-dfad66d06f483To bring coherence, focus, and flexibility to the Institution’s twofold missionand to strengthen its performance management and accountability structure,we have grouped the Smithsonian into five divisions:Office of the SecretaryOffice of the Deputy Secretary and Chief Operating Offi cerOffice of the Under Secretary for ScienceOffice of the Under Secretary for ArtSmithsonian Business VenturesOur greatest management challenge is to arrest the deterioration of the Institution’sphysical plant. The cost of our facilities maintenance backlog is nowestimated at $2.3 billion for the nine-year period of fi scal years 2005-2013.This fi gure includes upgrading heating, plumbing, air conditioning, electricalsystems, fi re alarms, sprinklers, security systems, and other systems; repairingstructural damage; and addressing many more problems associated with agingbuildings that have been neglected for far too long. One glaring exampleof the consequences of past neglect was the closure in 2004 of the Arts andIndustries Building to the public because of safety concerns. We look to theFederal government to help solve our daunting facilities problems; without atleast $150 million annually for facilities revitalization, the Smithsonian cannotexpect to get ahead of these problems. Although such funding has doubledsince fiscal year 2000, it must grow another 50 percent to reach the levels recommendedby NAPA and GAO.In addition to the revitalization projects discussed above at the National Zoo,Donald W. Reynolds Center, National Museum of American History, and NationalMuseum of Natural History, and the beginning stages of the new AfricanAmerican museum, major facilities projects occurring during this strategictimeframe include:Mothballing the Arts and Industries Building and relocation of staff andprograms located there ($34 million);Completing the Pod 5 specialized storage facility at the Museum SupportCenter in Suitland, Maryland, which will eliminate a major safetyconcern by removing collections preserved in approximately 365,000 gallonsof alcohol from non-code-compliant facilities ($42.7 million);Installation of permanent physical security barriers at Smithsonian facilitiesboth on and off the National Mall ($55 million).Another management priority has been and continues to be the modernizationof the Institution's management systems—many of which are unwieldy andout of date—and its administrative and communications offices, to bring themall to a level of sophistication appropriate for an organization of the Smithsonian’ssize and complexity. Work on enhancing security, modernizing telephonesystems and computers, and upgrading financial control infrastructure continues,despite considerable staff shortfalls due to insufficient federal funding.The Institution’s collections management system faces similar challenges ascollections grow, standards in preservation rise, new technologies create newdemands, and demands for greater access mount.The Smithsonian is aggressively working to improve its performance in linewith the President’s Management Agenda. It has numerous initiatives underway to advance financial management, implement e-government, improvehuman capital planning and management, integrate budgeting with long-termperformance goals, and identify functions to study for possible competitivesourcing.Facilities Capital: Execute an aggressive, long-range revitalizationand construction program to ensure facilities are appropriate for themission, satisfy requirements, and are in excellent condition and support theSmithsonian mission._fbc2f630-e4ee-49e5-a319-de31f26fd92e5.1Short-term Facilities Capital goals:Complete design work and raise funds for construction of the NationalMuseum of American History’s central core revitalization and StarSpangled Banner exhibitionConstruct the National Museum of Natural History’s Ocean Hall onschedule and budgetOpen the National Zoological Park Asia Trail I on scheduleConstruct Pod 5 on schedule and on budgetComplete relocation of all staff from the Arts and Industries BuildingReduce 10 percent of revitalization backlog annually, subject to availablefunding (NAPA Report, July 2001, and Museums and Facilities: CriticalAssessment and Improvement Objectives, September 2001)Defend the requirement for $2.3 billion in additional funds for maintenance,and revitalization and launch an initiative to achieve dramaticallyincreased fundingKey Performance Indicators for Facilities Capital:Percent of available capital funds obligated compared to funds availableNumber of major capital projects meeting milestonesRevitalization of Reynolds CenterRevitalization of public space at National Museum of American HistoryConstruction of Asia Trail I, and design of Asia Trail II at National ZooRevitalization of National Museum of Natural History space forOcean Exhibit and ongoing building renovationRelocation of Arts and Industries Building staff and programs, andclosure of buildingDesign and construction of Pod 5Site evaluation for the National Museum of African American Historyand CulturePercent of revitalization projects designed to 35 percent prior to requestfor construction fundingProgress in reduction to $1.5 billion backlog of revitalization requirementsPercent of major projects completed within budget compared to initialgovernment estimate at construction startPercent of square footage in Smithsonian structures with an overall averagefacilities condition index (FCI) of 3 or higherNumber of major projects whose change from the 35 percent design costestimate to fi nal project completion cost is within ±15 percent toleranceper Construction Industry Institute (CII) standardsFacilities MaintenanceExecute an aggressive and professionalmaintenance program to reverse the impact of many years of underfunding, and to achieve world-class upkeep of Smithsonian cultural and scientific facilities._454035dc-9790-4026-94f6-ae4d747b6cc85.2Short-term Facilities Maintenance goal:Defend the requirement for $2.3 billion in additional funds for maintenanceand revitalization, and launch an initiative to achieve dramaticallyincreased fundingKey Performance Indicators for Facilities Maintenance:Planned maintenance cost as percent of total annual maintenance costsPercent of funding available for maintenance compared with currentreplacement value (CRV) of Smithsonian facilitiesNumber of systems meeting reliability targetsPercent of applicable building systems evaluated according to ReliabilityCentered Maintenance (RCM) compared with total systemsPercent reduction in growth of maintenance backlog compared to prioryearFacilities OperationsImprove the overall cleanliness andoperational efficiency of Smithsonian facilities._9633d6e6-189c-4cf4-b304-c23f3872b7055.3Short-term Facilities Operations goals:Begin relocation of staff from the Victor BuildingAchieve APPA: The Association of Higher Education Facilities Officersappearance level 3 (Casual Inattention) in Smithsonian facilitiesKey Performance Indicators for Facilities Operations:Progress towards improving level of cleanliness from Moderate Dinginess(level 4) to Orderly Tidiness (level 2) on APPA scalePercent of customer work orders completed within 120 daysSecurityProvide world-class protection for Smithsonianfacilities, collections, staff , visitors, and volunteers._c5b98834-229b-4db6-8914-badee7a0b87a6.1Short-term Security goal: Demonstrate further progress on improving the Institution’s security measures Key Performance Indicators for Security: Number of security system upgrade projects meeting milestones Crime rate (per million visitors) and intentional loss/damage to collectionsSafetyProvide a safe and healthy environment to supportSmithsonian programs._35a0932f-decd-4c94-b5c9-886edc2ec3036.2Short-term Safety goal:Demonstrate further progress on improving the Institution’s safety measuresKey Performance Indicators for Safety:Percent reduction in the number of new and repeat facilities safety deficienciesPercent reduction in the number of new and repeat programmatic safetydeficienciesPercent reduction in occupational injuries and illnessesPercent reduction in number of production days lost per 100 employeesInformation TechnologyModernize the Institution’s informationtechnology (IT) systems and Program._054be5d6-f5c7-4460-9097-2f10f0d5491f7.1Short-term Information Technology goals:Complete scheduled IT upgrades and install human resources automatedsystemsContinue the implementation and support of ERP system, includingan upgrade to the latest PeopleSoft release, completion of the accountsreceivable and billing modules, and the time and labor moduleReplace 1500 obsolete desktop work stationsKey Performance Indicators for Information Technology:Network availabilityTelephone call manager and voice mail availabilityCustomer satisfaction with quality and timeliness of IT servicesCost reduction for voice services through Voice over Internet Protocol(VoIP) telephonyPerformance ManagementStrengthen an Institutional culturethat is customer-centered and results-oriented._f049938c-4bcb-482b-a7b1-eb789bede0ac8.1Short-term Performance Management goals:Demonstrate further progress on the development and implementationof process management and performance indicators throughout the Institution,and ensure performance metrics are consistent and integratedinto individual performance plansComplete decision-making for Cooper-Hewitt real estate strategyConvene Smithsonian Arts External Review CommitteeKey Performance Indicators for Performance Management:Percent of Smithsonian executives, managers, and employees with performanceplans thatLink to Smithsonian mission, goals, and outcomesHold employees accountable for results appropriate to their level ofresponsibilityEffectively differentiate between various levels of performanceProvide consequences based on performanceHuman Resource Management and Diversity/Equal Employment Opportunity (EEO)Ensure that the Smithsonian workforce isefficient, collaborative, committed, innovative, and diverse. Demonstrate acommitment to diversity and equal employment opportunity during the hiringprocess and throughout employees’ careers._70fb792e-675a-4efb-93f3-291c53361c8b8.2Short-term Human Resource Management and Diversity/EEO goal:Show an improved percentage of women and minorities in the Smithsonianworkforce, with a focus on the top 200 positions. Show improvementsin percentages of minorities in grades 13 and above.Key Performance Indicators for Human Resource Management and Diversity/EEO:Number of workdays to complete recruitment action following Office ofPersonnel Management (OPM) modelPercent of employees who are satisfied with working at the Smithsonianon annual employee surveyPercent of minorities in the Smithsonian workforcePercent of minorities in the Smithsonian workforce in grades 13 to 15Percent of women and minorities in the Institution’s executive ranks (i.e.,top 200 positions) by salaryFinancial ManagementModernize the Institution’s financialmanagement and accounting operations._a43c28c6-d38a-421c-9c6f-8b3d32bcc6c38.3Short-term Financial Management goals:Fill director of investments positionEstablish a financial analysis branch and a new relationship with a bankingpartner(s)Strengthen internal controls and improve financial data made availableto unitsAchieve a modest surplus in the unrestricted Trust budgetKey Performance Indicators for Financial Management:Number of business days after month-end to close out monthly financialactivitiesNumber of business days to process unit service requestsPublic and Government AffairsEnhance the reputation ofthe Smithsonian by maintaining good relations with the news media and withfederal, state, and local governments._e15a2e32-1ee8-474d-9d67-a4c6f97230798.4Short-term Public and Government Affairs goal:Maintain mutually beneficial relations with the media and governmententitiesProcurement and ContractingModernize and streamlinethe Institution’s acquisitions management operations._6abd50c8-f6d7-4ed8-808f-06014e7fb3f28.5Short-term Procurement and Contracting goals:Show continued improvement in Smithsonian supplier diversityDemonstrate improvement in the timeliness of contract and procurementactions, with emphasis on supporting critical facilities capitalprojectsKey Performance Indicators for Procurement and Contracting:Percent of total prime contracts (entered into by a contractor with thegovernment) awarded to minority- and woman-owned businesses as setout in Smithsonian supplier diversity programGreater Financial StrengthProvide the financial support essential to achieving the Institution’s goals._6fc5de42-3175-40a5-9adf-7d990db5cd004Finally, to provide the financial support that is essential to implement thisplan, we will seek funding from diverse sources. This plan includes strategiesfor expanding private support, increasing competitively awarded grantsand contracts, and raising the profitability of our own business activities. Wewill also continue to manage the Institution’s endowment intelligently, andwill strengthen eff orts to work with the Congress and the President to increasefederal funding.DevelopmentSecure the grants, contracts, and private gift sneeded to carry out the Institution’s mission._43484290-9c06-446b-ba8c-ca35b26c78379.1Short-term Development goals:Raise annual targeted amounts in government grants and contracts andin non-government grants and contractsRaise annual targeted amounts in private sector philanthropic contributionsComplete fundraising for T-Rex expeditionKey Performance Indicators for Development:Total dollar amount of voluntary support (gift s) to SmithsonianTotal dollar amount of non-government grants and contractsTotal dollar amount of federal, state, local, and international governmentgrants and contractsSmithsonian Business Ventures and Unit Business ActivitiesIncrease the net income of Smithsonian businesses._0bad21dc-2391-4f65-b5df-d261f64c9dfe9.2Short-term SBV and Unit Business Activities goal:Achieve annual targeted amounts in SBV net gainKey Performance Indicator for SBV and Unit Business Activities:Total dollar amount of SBV net gainInvestment ManagementImprove the management of theInstitution’s Endowment._bf95ebb0-1267-4f5f-a53d-48d31cddc4ef9.3Short-term Investment Management goal:Demonstrate the Smithsonian’s Endowment was invested according tothe approved asset allocationKey Performance Indicator for Investment Management:Total dollar value of annual Endowment payoutTotal dollar value of Endowment portfolio2006-05-012011-09-302010-02-08http://www.si.edu/opanda/docs/SIStrategicPlan2006to2011.pdfArthurColman (www.drybridge.com)colman@drybridge.com