This book made available by the Internet Archive.

National Museum of the American Indian Collections Information

System National Air and Space Museum Collections Information System National Postal Museum Collections Information System National Museum of Natural History Research & Collections Information

System (RCIS) Smithsonian Institution Research & Information System (SIRIS) Facilities Management System Photo Collections Information System Geographic Information System

Other Exhibits

Exhibit 33: Motor Vehicles 63

Exhibit 52: Financial Management 65

Exhibit 53: Information Technology 66

Exhibit 54: Rental Payments 68

Outyear and Outlay Estimates by Account 69

Trust Summary 70

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VISITS TO THE SMITHSONIAN FY 1998-FY 2002

TOTAL

31,640,238 31,071,830 33,511,401 33,663,190 25,007,252

Closed to the public January 2000 through present.

2

Closed to the public December 1996 through January 1998, September 1998, and December 1999

through February, 2002. includes the George Gustav Heye Center, which opened in 1994, and the Cultural Resources Center, which opened in April 2000.

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SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

B. PROJECT BASELINE

Initial Baseline Date: July 1998

Date of Baseline Change: June 2000

Indicate Here if Preliminary:

1. Project Scope (specific description of work effort, including square footage involved, historical significance of existing building, project phases if applicable, highlight changes from original baseline):

The 165 year-old Patent Office Building (POB), the third oldest public building in the Nation's Capitol, sits on the block bounded by G, F, 7 th and 9 th Streets, NW, Washington, DC. Built between 1836 and 1867, the marble, granite and sandstone neoclassical structure was also the site of President Abraham Lincoln's Inaugural Ball. Originally designed to exhibit models of inventions patented in the United States, in 1964 the building was converted to museum space and now houses the Smithsonian American Art Museum and the National Portrait Gallery. The Smithsonian American Art Museum houses paintings, sculpture, graphic art, photography and folk art dedicated to the arts and artists of the United States from colonial times to the present. The National Portrait Gallery exhibits portraits of major figures in American history and culture. The building's four stories and basement cover approximately 30,900 square meters (332,000 square feet) and enclose a central courtyard. The POB is listed on the National Register of Historic Places and is a National Historic Landmark. Average annual visitation for both museums prior to closure was 430,000. Projected annual visitation is two million.

Phase I: The project will create a main accessible entrance and improve accessibility throughout the building. It will replace mechanical and electrical equipment, including boilers, pipes, air-handling units, chillers, pumps, electrical transformers, and substations, and the fire pumps with new energy-efficient equipment. It will install a new air-distribution and control system, supply and return air grilles, and temperature and humidity controls by zone. Replacement of the cooling tower will occur and will change the location of the mounting configuration to eliminate leaks. It will repair exterior masonry, replace windows, restore elevators, and improve functionality and access by providing accessible restrooms adjacent to each lobby and in event spaces. It will abate hazardous materials such as CFCs and asbestos, and convert administrative space to public space. In 2000, a decision was made to also relocate some mechanical and electrical equipment to new space beneath the courtyard so that the adjacent space can be used for public programming. Finally, the restoration of interior finishes will occur after installation of new systems and other construction.

Phase II: The Institution plans to construct a glass enclosure over the building's courtyard, a catering kitchen for foodservice, a visible art conservation laboratory and a museum store. This work will occur concurrently, but will be funded from private sources.

2. Detail of Overall Project Schedule

Month & Year (total project)

Planning/Design Start Date: Alt Associated Projects

1994

Design Completion Date:

Roof: 03/97 Demo: 03/00 Stone & Window: 01/01

Ph I: Sept 2002; Ph II: Aug 2004

Construction Start Date:

Roof: 11/97 Demo: 04/01 Stone & Window: 11/01

May 2003

Construction Completion Date: Roof: 05/00 Demo: 09/02 Stone & Window: 04/03

March 2006

Building Occupancy Date:

May 2006

Public Opening Date (if applicable):

July 2006

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page lof4

Project: Patent Office Building Revitalization Version: 11 Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 2 of 4

Project: Patent Office Building Revitalization Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 3 of 4

Project: Patent Office Building Revitalization Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

PART II: JUSTIFICATION AND OTHER INFORMATION

A Justification (describe why the project is needed, including specific dates required, programs supported, and alternatives analysis):

The building's mechanical and electrical systems are more than 30 years old and break down frequently. The inefficient two-pipe heating ventilation and air conditioning system cannot meet the current heating and cooling loads of the building. Air circulation is inefficient, humidity control is limited, and condensation is a major problem. The cooling tower leaks and the chiller plant contains chlorofluorocarbons (CFCs), which must be phased out to meet environmental laws.

The electrical distribution system is overloaded, inadequate, and unsafe. Clearances around transformers do not meet current code requirements. Switchgear, panel boards, and distribution networks are deteriorated and obsolete. Replacement parts are no longer available.

Other utility systems that are seriously deteriorated include fire protection, plumbing, steam distribution, and communication systems. Some of the fire alarm wiring is original to the building and contributes to system malfunctions. The building's elevators broke down frequently, thereby reducing public access. The building's facade has been damaged by acid rain and air pollution, the window frames are deteriorated and failing, and several interior surfaces have been severely damaged by leaks and condensation. The building's main entrances and most restrooms are not accessible to persons with disabilities and do not meet current codes and standards. Asbestos and lead paint are present throughout the building, and must be abated before repairs can be accomplished.

B. Project/Program Management (indicate key staff/organization responsible for this project):

Project Executive (if applicable):

Sheryl Kolasinski, Director, Office of Project Management, OFEO

Project Manager:

Anna Franz, Office of Project Management, OFEO

Design Manager:

Harminder Jolly & Joy Jordan, Office of Engineering, Design & Construction, OFEO

Construction Manager (Res. Engineer):

Sarah Drumming, Office of Engineering, Design & Construction, OFEO

Program Manager/Liaison & Unit

Marc Pachter, Director, NPG; Elizabeth Broun, Director, SAAM

Other Management Plans (Executive/Steering Committees, etc.) Meeting quarterly, the POB Oversight Committee includes senior SI, SAAM, NPG, Office of Contracting (OCon), Office of General Counsel (OGC), Office of the Chief Financial Officer (OCFO), Office of Public Affairs, and OFEO management, and others as necessary. The purpose is to provide overall review of project progress and to make policy and financial decisions.

Preceding the Oversight Committee meetings, monthly Executive Committee meetings are held, and include project staff as well as working level staff from the museums, OFEO, OCon, Office of Architectural History and Historic Preservation (AHHP), and others as needed, to review construction progress, resolve problems, and plan for building occupation upon completion of construction.

C. Acquisition Plan (describe proposed contracting methodology):

Bids for the main construction package, to revitalize the interior of the building, were solicited via a Request for Proposal (RFP) in Commerce Business Daily. Competition was based upon price as well as on the technical ability of offerors. The contract was awarded on a firm fixed price basis for a base construction package, with distinct packages outlined as options for subsequent phases based upon available funding to complete construction.

PART III: CURRENT STATUS (describe performance against milestones)

The Gross Demolition Project, which includes the complete removal of mechanical, electrical and plumbing systems, floor tile removal, and abatement of hazardous material was completed on November 15, 2002. The total cost was $9.3 million.

The Exterior Stone and Window Renovation Project is approximately 84% complete. The contract cost is $9.2 million. The contractor currently is three months behind schedule and is scheduled to complete construction by August 15, 2003.

The main construction package, to revitalize the interior of the building, was awarded on April 10, 2003, and the original Notice to Proceed (NTP) was issued on April 17, 2003. Following a May 7, 2003, stop work notice, the NTP was issued May 30, 2003. Final completion of construction is anticipated in March 2006, following a 34-month construction process. The opening of the Museum is planned for July 4, 2006. Historic Preservation processes are on-going, with SI as lead agency, NCPC a cooperating agency. SI followed the intent of the National Environmental Policy Act process and, following the August 2002 public and governmental agency review, the completed Environmental Assessment and Finding of No Significant Impact was approved on February 18, 2003.

Smithsonian Institution Exhibit 300 Capital Asset Plan Project: Patent Office Building Revitalization

FY2005 Budget Submission to OMB Version: II Date: September 2003

Page 4 of 4

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Project: NASM Hazy Center Version: II Date: September 2003

Page I of 4

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 2 of 4

Project: NASM Hazy Center Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 3 of 4

Project: NASM Haz)' Center Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

PART II: JUSTIFICATION AND OTHER INFORMATION

A. Justification (describe why the project is needed, including specific dates required, programs supported, and alternatives analysis):

The National Air and Space Museum shall commemorate the national development ot aviation and space flight and will educate and

inspire the nation by:

• Preserving and displaying aeronautical and space flight equipment and data of historical interest and significance to progress of aviation and space flight.

• Developing educational materials and conducting programs to increase the public's understanding of, and involvement in, the development of aviation and space flight.

• Conducting and disseminating new research in the study of aviation and space flight and their related technologies.

The public opening in December 2003 will celebrate the centennial anniversary of the Wright brothers' famous flight at Kitty Hawk. To achieve the Institution's goal of Public Impact, NASM is focusing its new resources on installing the first exhibits, preliminary educational programs and visitor support services for the new Steven F. Udvar-Hazy Center. The Center will house the Museum's collections and restoration facilities, enabling the Museum to exhibit over 2,600 artifacts, including its largest aircraft and spacecraft. Resources will also be dedicated to providing building management and security for the new facility, to meet the goal of Management Excellence. To meet this challenge NASM is outsourcing these functions, a first on this scale within the Smithsonian Institution.

B. Project/Program Management (indicate key staff/organization responsible for this project):

Project Executive (if applicable):

Sheryl Kolasinski, Director, Office of Project Management, OFEO (Acting)

Project Manager:

Donald W. Dormstetter, Office of Project Management, OFEO

Design Manager:

Melinda Humphry-Becker, Office of Engineering, Design and Construction, OFEO Vince Cogliano, Office of Engineering, Design and Construction, OFEO

Construction Manager (Res. Engineer):

Project Coordinator (NASM)

Lin Ezell, NASM

Other Management Plans (Executive/Steering Committees, etc.) Oversight Committee includes senior SI, NASM, OFEO and Office of Contracting (OCon) staff. It meets as needed to provide overall review of project progress and make financial and policy decisions.

Executive Construction Project Committee includes project staff as well as working level staff from the Museum, OFEO, OCon, and others as needed. It meets monthly to review construction progress, resolve problems, and plan for building occupation and operation upon completion of construction.

C. Acquisition Plan (describe proposed contracting methodology):

Bids were solicited via a request for proposal in Commerce Business Daily. Competition was based on price as well as technical ability of offerers. The contract was awarded on a firm fixed price basis for a base construction package with alternates for subsequent phases to complete construction.

PART III: CURRENT STATUS (describe performance against milestones) The project construction is over 86% complete. The Main Hangar is complete and only punch list items remain. The Central Utility Plant is complete with chillers, boilers, switch-gear and fire suppression equipment in place. Piping and wiring for these systems are also complete. Equipment testing has begun. The exterior panels on the theater are complete, glass and Kal-wall are installed on the fuselage. Exterior tile installation is also complete. Parking lot and site access roads are progressing on schedule and the Route 28 interchange construction is scheduled to be complete by October 2003.

NASM has met all construction milestones and is progressing toward beneficial occupancy in the winter of 2003. Over 70 artifacts have arrived and are being installed. The exhibit kiosk, railing and barriers contract was issued in August 2002. The facilities' management outsourcing contract has been signed and staff are on site daily. The security outsourcing contract has been awarded.

Smithsonian Institution Exhibit 300 Capital Asset Plan Project: NASM Hazy Center

FY2005 Budget Submission to OMB Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page I of 4

Project: NMAI Mall Museum Version: III Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 2 of 4

Project: NMAI Mall Museum Version: III Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 3 of 4

Project: NMAI Mall Museum Version: III Dale: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction FY2005 Budget Submission

PART II: JUSTIFICATION AND OTHER INFORMATION

A. Justification (describe why the project is needed, including specific dates required, programs supported, and alternatives analysis): Public Law 101-185 established the National Museum of the American Indian (NMAI) in 1989 as a museum within the Smithsonian Institution. The legislation provided for the transfer from New York City of the extensive and extraordinary collection of the Heye Foundation's Museum of the American Indian. It also authorized the construction of three facilities which would together form the NMAI: an exhibition facility at the Alexander Hamilton US Custom House in New York City (the NMAI George Gustav Heye Center); a public exhibition facility on the National Mall in Washington, DC; and a storage and resource facility (the NMAI Cultural Resources Center) at the Smithsonian's Suitland Collections Center in Maryland. As the NMAI's third and final facility, this building will be a centerpiece for public programs—that is, the primary venue for exhibitions, performance, conferences, and other programs serving the general public. The planning and design of the NMAI facilities were and continue to be conceived of and executed with the direct involvement of Native Americans representing a wide cross section of Native peoples of the Western Hemisphere.

B. Project/Program Management (indicate key staff/organization responsible for this project):

Project Executive (if applicable):

Debra Nauta-Rodriguez, Office of Project Management, OFEO

Project Manager:

Debra Nauta-Rodriguez, Office of Project Management, OFEO

Design Managers:

Shelley Harlan, Nelson Kim, Office of Engineering, Design and Construction, OFEO

Construction Manager (Res. Engineer):

Paul Brown, Office of Engineering, Design and Construction, OFEO

Program Manager/Liaison & Unit

Richard West, Director, NMAI

Other Management Plans (Executive/Steering Committees, etc.) Oversight Committee includes senior SI, NMAI, OFEO, and Office of Contracting (OCon) management. It meets as needed to provide overall review of project progress and make financial and policy decisions.

Executive Construction Project Committee includes project staff as well as working level staff from the Museum, OFEO, OCon, and others as needed. It meets monthly to review construction progress, resolve problems, and plan for building occupation and operation upon completion of construction.

C. Acquisition Plan (describe proposed contracting methodology):

Bids were solicited via a request for proposal in Commerce Business Daily. Competition was based on price as well as technical ability of offerers. The contract was awarded on a firm fixed price basis for a base construction package with three options for subsequent phases to complete construction.

PART III: CURRENT STATUS (describe performance against milestones}

Excavation, sheeting, shoring, and dewatering were completed under the Site Preparation Contract in January 2001. The building package was divided into a base bid with several options, devised to follow a critical path construction schedule and anticipated funding stream. The base bid is a foundations and structure package; Option A is the core and shell; Options B and Option C comprise the interior fit-out, furnishings and equipment, and the completion of the landscaping and site work. A construction contract was awarded to Clark/TMR, A Joint Venture, on June 20, 2001. The base bid and the stone portions of Options A & B were exercised in the initial contract phase, and the balance of Options A and B were awarded in February 2002. Option C was split and awarded in November 2002 and April 2003 to complete build-out of the interiors. The construction contract is now fully funded and fundraising for construction is complete. Construction is essentially on schedule with completion projected for July 2004. Beneficial Occupancy is phased to allow exhibit installation to proceed ahead of final construction completion. The National Museum of the American Indian will open in the fall of 2004.

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 4 of 4

Project: NMAI Mall Museum Version: III Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 1 of 4

Project:NZP, Asia Trail I Version: I Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 2 of 4

Project:NZP, Asia Trail I Version: I Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Version: I

Page 3 of 4

Project:NZP, Asia Trail I Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

PART II: JUSTIFICATION AND OTHER INFORMATION

A. Justification (describe why the project is needed, including specific dates required, programs supported, and alternatives analysis):

The Zoo is more than 110 years old and its age and popularity have taken a visible toll. The Zoo's physical environment is deteriorating. Many of our largest creatures—lions, tigers, bears, elephants, giraffes, hippos, rhinos—are housed in our oldest areas. Yet families come to the Zoo primarily to see these species, often called "charismatic mega-vertebrates." The current sloth bear exhibit, for example, was built in the late 1890s and is slated to be replaced in Asia Trail I. The Elephant House, to be renovated and expanded in Asia Trial II, was originally constructed in the 1930s. In addition, Asia Trail will address significant failing areas of the Zoo by developing the Zoo's master planning and renewal objectives of providing complete ADA access, enhanced visitor experiences and the replacement of obsolete and inadequate infrastructure systems with code-compliant mechanical, electrical, plumbing and drainage systems.

B. Project/Program Management (indicate key staff/organization responsible for this project):

Project Executive (if applicable):

Thomas Myers, Acting, Office of Project Management OFEO

Project Manager:

Steven Groh, Office of Project Management OFEO

Design Manager:

Eric Mucklow, Office of Engineering & Construction, OFEO

Construction Manager (Res. Engineer):

Marc Muller, Office of Engineering & Construction, OFEO

Program Manager/Liaison & Unit

Lynn Dolnick, Assoc. Dir., Exhibits and Outreach, NZP; Bill Xanten, General Curator, NZP

Other Management Plans (Executive/Steering Committees, etc.)

Project committee includes NZP senior staff from Animal Programs, Facilities Management and Construction, Exhibits and Outreach, Friends of the National Zoo, and Office of the Director,

C. Acquisition Plan (describe proposed contracting methodology):

Design will be negotiated with A/E firm already pre-qualified by Smithsonian Institution task order process. Construction will be a firm fixed price contract with selection panel.

PART III: CURRENT STATUS (describe performance against milestones) Construction Documents are 95% complete. Discussions are ongoing with Office of Contracting to determine best method to provide the complex and unique requirements to complete design and construction.

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Version: I

Page 4 of 4

Project.NZP, Asia Trail I Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 1 of 4

Project: NZP, Asia Trail II: Elephants Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 2 of 4

Project: NZP, Asia Trail II: Elephants Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capita] Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 3 of 4

Project: NZP, Asia Trail ll: Elephants Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

PART II: JUSTIFICATION AND OTHER INFORMATION

A Justification (describe why the project is needed, including specific dates required, programs supported, and alternatives analysis):

The Zoo is more than 110 years old and its age and popularity have taken a visible toll. The Zoo's physical environment is deteriorating. Many of the largest creatures—lions, tigers, bears, elephants, giraffes, hippopotamus, and rhinoceros —are housed in the oldest areas. Yet families come to the Zoo primarily to see these species, sometimes called "charismatic mega-vertebrates." The sloth bear exhibit was built in the late 1890s, for example, and the Elephant House in the 1930s.

With the birth of the male elephant in November 2001, NZP is moving towards its goal of housing and exhibiting elephants as recommended by current zoological standards. With the introduction of a male elephant into the collection, housing requirements have changed dramatically. More space, stronger housing and the ability to separate the keeper and the elephant at all times is now required. The current building and yards do not meet any of these requirements. Additionally, the building's mechanical and electrical systems are more than 50 years old and break down frequently. It is not possible to maintain acceptable water quality due the limitations of the pools and plumbing systems. The roof and skylights leak causing deterioration and in turn unsafe conditions for the public, staff and the animals.

The National Zoo has an opportunity to become a leader in elephant management and reproductive studies, both in situ and ex situ, but that requires a large space to have the animal numbers needed to create a multi-generational herd. Space is a major health and welfare issue for elephants. As ethical concerns are raised about how elephants are maintained in captivity, NZP must lead by example, providing a top-notch facility that shows how much it cares about elephants - enough to build a facility to ensure their well being. Lack of exercise is believed to be a health issue and a cause for the high stillbirth and dystocia ('difficult birthing') rates seen in ex situ elephant populations worldwide. Elephants in zoos also are prone to developing arthritis and have foot problems that are due, in large part, to a lack of space for proper exercise. The planned new elephant facility will provide space to ensure that the elephants get adequate exercise.

B. Project/Program Management (indicate key staff/organization responsible for this project):

Project Executive (if applicable):

Tom Myers, Acting, Office of Project Management, OFEO

Project Manager:

Steven Groh, Office of Project Management, OFEO

Design Manager:

Richard Hider, Office of Engineering & Construction, OFEO

Construction Manager (Res. Engineer):

Marc Muller, Office of Engineering & Construction, OFEO

Program Manager/Liaison & Unit

Lynn Dolnick, Assoc. Dir., Exhibits and Outreach, NZP; Bill Xanten, General Curator, NZP

Other Management Plans (Executive/Steering Committees, etc.)

Project team includes NZP senior staff from Animal Programs; Office of Facilities, Engineering, and Operations; Exhibits and Outreach; Friends of the National Zoo; Conservation Biology; and the Office of the Director.

C. Acquisition Plan (describe proposed contracting methodology):

CD design will be negotiated with A/E firm already pre-qualified by Smithsonian Institution task order process. Construction will be a firm fixed price contract with selection panel.

PART III: CURRENT STATUS (describe performance against milestones)

Conceptual design approximately 10% complete. Negotiating design fee with A/E to complete design documents. Preparing scope for separate Environmental Assessment to be conducted concurrently.

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 4 of 4

Project: NZP, Asia Trail II: Elephants Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page I of 4

Project: Revitalize NMAH-BC Public Space Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 2 of 4

Project: Revitalize NMAH-BC Public Space Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 3 of 4

Project: Revitalize NMAH-BC Public Space Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

PART II: JUSTIFICATION AND OTHER INFORMATION

A Justification (describe why the project is needed, including specific dates required, programs supported, and alternatives analysis)!

The fire detection and alarm system is outdated and requires excessive maintenance. The public restrooms are outdated, do not meet code in fixture quantity, and are not fully accessible. Public circulation areas, amenities, lobbies, seating, telephones and secure coat check facilities are worn and in disrepair. The elevators are not fully accessible and are not all on emergency power. The escalators are reaching the end of their useful life. Paths of emergency egress are not clearly defined creating life safety hazards for the public, staff and their families. Fire separation doors are a life safety hazard and require excessive maintenance. Areas of rescue assistance for the disabled are needed. The deficiencies in the mechanical system have caused extreme variations in the building humidity. Steam condensate piping and pressure reducing valve stations are in poor condition, and transformer vaults are not air conditioned, threatening power failures due to heat. Leaks from the mechanical system requires constant maintenance and threaten irreparable moisture damage to the Museum collections. Site landscaping, hardscape and special features, such as the west reflecting pool, are in disrepair, are safety hazards and need renewal. In addition, the Museum lacks of a security perimeter barrier against terrorist threats as well as a good screening system for visitors and vehicles as part of the new Smithsonian Institution security initiative.

B. Project/Program Management (indicate key staff/organization responsible for this project):

Project Executive (if applicable):

Pedro I. Colon, Office of Project Management, OFEO

Project Manager:

TBD

Design Manager:

Santiago Caballero, Office of Engineering, Design & Construction, OFEO

Construction Manager (Res. Engineer):

Curtis Heckelman, Office of Engineering, Design & Construction, OFEO

Program Manager/Liaison & Unit

Randall Inouye, National Museum of American History

Other Management Plans (Executive/Steering Committees, etc.) To be determined.

C. Acquisition Plan (describe proposed contracting methodology):

The A-E, Skidmore Owings & Merrill is teamed with a construction contractor, Turner Construction, for a design / build delivery system. Details of contract structure to be determined.

PART III: CURRENT STATUS (describe performance against milestones)

Survey / review of existing conditions, Schematic Design and Design Development Phase (35%) for Package I only has been awarded to A-E, Skidmore Owings & Merrill. The 35% Design Development Phase is scheduled for completion in December 2003.

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 4 of 4

Project: Revitalize NMAH-BC Public Space Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page I of 4

Project: MSC, Construct Pod 5 Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 2 of 4

Project: MSC, Construct Pod 5 Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 3 of 4

Project: MSC, Construct Pod 5 Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

PART II: JUSTIFICATION AND OTHER INFORMATION

A. Justification (describe why the project is needed, including specific dates required, programs supported, and alternatives analysis):

The design and construction of Pod 5 is the Smithsonian's highest priority safety and security project. The Smithsonian has the wortd's largest collection of animal and botanical specimens preserved in alcohol. This irreplaceable collection is at risk of total loss because it is stored in space at the NMNH building on the Mall that does not meet the National Fire Codes. In addition, the events of September 11, 2001 have put a higher level of emphasis and increased necessity on proceeding with this project.

Renovating the existing space in the Mall Museum to become code compliant can only be achieved through extraordinarily disruptive and costly means. The resultant space would only house a fraction of the collections now located on the Mall due to the 500 square foot maximum for each storage room called for in the National Fire Codes. The safest solution is the construction of a fifth pod at the Museum Support Center in Suitland, where security inside the perimeter fencing provides the lowest risk. The fifth pod would effectively isolate the alcohol collections from vulnerable, less volatile collections in nearby existing pods.

B. Project/Program Management (indicate key staff/organization responsible for this project):

Project Executive (if applicable):

Project Manager:

L. D. Heacock, Office of Project Management, OFEO

Design Manager:

Diane Crisen, Office of Engineering, Design and Construction, OFEO

Construction Manager (Res. Engineer):

To Be Determined

Program Manager/Liaison & Unit

Jerome Conlon, Asst. Dir. For Facilities Operations, NMNH

Other Management Plans (Executive/Steering Committees, etc.)

The NMNH has formed a Pod 5 Executive Committee consisting of Jerome Conlon, Elizabeth Dietrich (Move Coordination Office) and senior representatives of from the Fishes, Invertebrate Zoology and Vertebrate Zoology departments.

C. Acquisition Plan (describe proposed contracting methodology):

Bids for construction will be solicited via a request for proposal in the Commerce Business Daily. Competition will be based on best value, technical ability of offerers and price. A multi-year contract will be awarded on a firm fixed price for the base construction with options for alternates. Alternates will be determined during the development of the construction documents.

PART III: CURRENT STATUS (describe performance against milestones)

The facility planning phase PDRI was used in the development of the A/E Consultant's Scope of Work. The Smithsonian has negotiated the design contract with Ewing Cole Cherry Brott for a total price of $2,286,653. Congress approved the Institution's request to reprogram current RR&A funds on June 1, 2003, and the AE contract has been awarded. The programming charrette will be completed in September 2003 and all designs and construction documents will be completed by June 2004, a period of nine months. The construction contract award milestone is scheduled for August or September 2004 and complete building construction by March 2006. Equipment installation will take an additional six months with some of the installation being concurrent with the collections early move.

Smithsonian Institution Exhibit 300 Capital Asset Plan Project: MSC, Construct Pod 5

FY2005 Budget Submission to OMB Version: II Date: September 2003

Paee 4 of 4

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capita! Asset Plan FY2005 Budget Submission to OMB

Page I of 4

Project: Ongoitig Revitalization, NMNH Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 2 of 4

Project: Ongoing Revitalization, NMNH Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 3 of 4

Project: Ongoing Revitalization, NMNH Version: 11 Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

PART II: JUSTIFICATION AND OTHER INFORMATION

A. Justification (describe why the project is needed, including specific dates required, programs supported, and alternatives analysis): The windows in the main building are original and are so badly deteriorated they no longer provide a proper seal; they are also covered with layers of lead-based paint. The roof system above the rotunda and the major halls was installed in 1909, with portions replaced in the 1950s. The roof over the original building is now being replaced. The 40-year-old HVAC, control, fire protection and suppression, and laboratory exhaust systems are all 15 years past their projected normal useful life and break down frequently. The automatic temperature control system is obsolete and does not operate satisfactorily to maintain stable temperature and humidity necessary for long-term preservation of the collections. Ninety percent of the electrical lighting and power panels in the building are more than 30 years old. The emergency power system is inadequate to operate the more than 30 elevators, 3 fire pumps, and emergency lighting in the building in the event of a major power outage. Restrooms for the public, and some for staff, have been modified to make them accessible, but 22 staff restrooms in the building still do not meet ADA requirements. Asbestos has been abated in all major equipment rooms and in the attics, but it remains in duct wrap, mastic, pipe insulation, and most of the vinyl floor tile. Lead in old paint is present throughout the building, and must be abated or encapsulated. To meet pressing space needs, mezzanines have been added over the years in a haphazard fashion; none have sufficient fire separation from adjacent spaces, they are inaccessible to persons with disabilities, and many are overcrowded to the point of structural stress. None of these mezzanines can be renovated to meet code requirements. They must be removed or replaced. The Museum continues to outgrow its quarters, diminishing the space available for public use. When the building opened in 1910, 220,000 square feet of exhibit space was provided. Today, visitation has increased a thousand fold from the earliest days of the Museum, yet exhibits currently occupy 25 percent less space. Escalators installed in the 1970s are poorly placed and do not serve visitor needs. The museum's main public entrance from the National Mall, used by 80% of the museum's visitors, is not accessible to persons with disabilities. Presently, the only accessible entrance to the museum is at Constitution Avenue, a three-block journey for those arriving at the Mall entrance.

B. Project/Program Management (indicate key staff/organization responsible for this project):

Project Executive (if applicable):

Acting Project Exec: Sheryl Kolasinski, Director, Office of Project Management, OFEO

Project Manager:

Walter Ennaco, Office of Project Management, OFEO

Design Manager:

Various

Construction Manager (Res. Engineer):

Various

Program Manager/Liaison & Unit

Jerome Conlon Asst. Director Facilities Operations, NMNH

Other Management Plans (Executive/Steering Committees, etc.)

C. Acquisition Plan (describe proposed contracting methodology):

Bids for each phase are solicited via a request for proposal in the Commerce Business Daily. Competition is based on best value, technical ability of offerers and price. Contracts are awarded on a firm fixed price basis.

PART III: CURRENT STATUS (describe performance against milestones) Construction completed on the NMNH renewal includes the central cooling plant and emergency generator, asbestos abatement in all mechanical spaces and attics, replacement of all windows in the east and west wings, HVAC equipment replacement, and the renovation of three floors in the east wing and a portion of the third floor of the main building.

In FY 2003, the replacement of the roof, repair of the farpade and skylights, installation of mechanical/electrical systems for the East and West wings, and renovation of the East Wing 4 ,h and 5 th floors (36,000 square feet) has been substantially completed. The Renovations to Halls 13-16 (25,600 square feet) is 85% complete and will be ready for the opening of the new Mammals Exhibit in early FY04. The HVAC, Phase VI, renovations to the Attic spaces and emergency power modifications are about 60% complete. The renovations to the complete building systems of Exhibit Halls 11 and 30 (15,600 square feet) were contracted and will be complete in 1 st Qtr, FY04. Both halls will be restored and reverted to gallery space for temporary and permanent exhibits. Restoration and renewal will include complete replacement and upgrade of the HVAC system, electrical distribution system, fire protection and detection, plumbing systems, lighting, architectural restoration, and asbestos and lead abatement. The HVAC, Phase IIC, renovations for the 6 th Floor West Wing and 3^ Floor Main Building is to be awarded in late 2003 and will be constructed in FY04.

A major design is underway for the FY 2004-2007 renovation of Halls 7, 8, 9, 10 (22,000 square feet) for the future Ocean Exhibit and 23, 24, 25 (14,600 square feet) for permanent and temporary exhibits. For FY04, demolition of the halls will begin after object removal. Also in FY04, the Executive Conference Room will be relocated, the Main Building Fire Pump with be replaced and designs will start for Renovations of the Basements in both the East and West Wings. In FY05, the first major renovation phase of the Halls 7-10 project will begin.

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 4 of 4

Project: Ongoing Revitalization, NMNH Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Project:MB, Close Building and Relocate Staff & Collections Version: I Date: September 2003

Page 1 of 4

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

C. SUMMARY OF FUNDING FOR PROJECT STAGES

$ Millions (1 decimal place)

Prior FY 04

FY 05 FY 06 FY 07 FY 08 , FY 09

Outyears Total

INITIAL PROJECT BASELINE:

FY:2005

Request to OMB

Date: Sept 2003

FEDERAL Capital Costs

26.4

TRUST Capital Costs

TOTAL CAPITAL COSTS

26.4

"Above the line" request

7.4

TOTAL PROJECT FUNDS:

33.8

PRIOR BUDGET REQUEST

FY:

Request to OMB

Date:

FEDERAL Capital Costs

TRUST Capital Costs

TOTAL CAPITAL COSTS

Non-Capital Costs

TOTAL PROJECT FUNDS

CURRENT BUDGET REQUEST

FY: 2005

Request to OMB

Date: Sept 2003

FEDERAL Capital Costs

26.4

TRUST Capital Costs

TOTAL CAPITAL COSTS

26.4

Non-Capital Costs

7.4

TOTAL PROJECT FUNDS

33.8

CHANGES (Prior Requesttp.^ ,-, --- I

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TOTAL PROJECTiEyNDS.

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Explanation of Baseline Change (de-This is a new project for FY 2005;.;

ffected

.changedrscor^^^^utearKt/occosts): —-' "^fc^SSSlSlllr

Smithsonian Institution Exhibit 300 Capital Asset Plan Project:AlB, Close Building and Relocate Staff & Collections

FY2005 Budget Submission to OMB Version: I Date: September 2003

Page 2 of 4

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Project.AIB, Close Building and Relocate Staff & Collections Version: I Date: September 2003

Page 3 of 4

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

PART III: CURRENT STATUS (describe performance against milestones) The proposals for relocation scenarios have been presented to Smithsonian management. Decisions regarding locations and space acquisition strategies are planned for early fall 2003 in order to maintain the design, construction, and move-out schedule.

Smithsonian Institution Exhibit 300 Capital Asset Plan Project:AIB, Close Building and Relocate Staff & Collections

FY2005 Budget Submission to OMB Version: I Date: September 2003

Page 4 of 4

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

B. PROJECT BASELINE

nitial Baseline Date: January 2002

Date of Baseline Change: April 2003

Indicate Here if Preliminary: XXXX

1. Project Scope (specific description of work effort, including square footage involved, historical significance of existing building, project phases if applicable, highlight changes from original baseline):

The anti-terrorism major renewal program consists of multiple projects to reduce the Institution's vulnerability, including Mall-wide site adaptations, modifications to building perimeters and additions and modifications to building systems. The program will be implemented over multiple fiscal years with emphasis on the highest priority projects to reduce Smithsonian vulnerability to attack. The full program includes the following elements:

• Construct Permanent Physical Security Barriers : Install hardened perimeter barriers, pop-up barriers & guard booths (meeting established Government criteria) to provide a reasonable standoff distance from Smithsonian facilities thus ensuring vehicles (trucks) carrying explosives cannot drive immediately adjacent to our building exteriors. Current estimate for total project is $30.5 million.

• Mitigate Window Glass Hazards : Modify windows, including film application with frame restraints or interior retro-fits to prevent glass from shattering into deadly shards. Work to complete the Smithsonian facilities will occur at the NMNH, Renwick, Quadrangle, Freer, Smithsonian Institution Building, Victor Building, Udvar-Hazy Dulles Center, Arts & Industries Building, Cooper-Hewitt, NMAI/ Heye Center, and Patent Office Building. Current estimate is $14.7 million.

• Install Perimeter Camera Systems : Provide exterior surveillance cameras and monitoring in the security control rooms. Fulltime recording by these cameras will provide invaluable investigative information in the event of a potential security or terrorist related event. Current estimate is $0.6 million.

• Provide Electronic Access Control: Install Electronic Access Control (card readers) at all public/staff separation points throughout SI facilities to restrict the public's ability to gain access to sensitive and critical areas. Current estimate is $0.7 million.

• Modify Air Intakes for Chemical, Biological and Radiological Mitigation - Modify and protect facility air intakes and HVAC systems at all Smithsonian facilities to prevent or reduce the impact of a potential chemical/biological/radiological attack against major metropolitan areas or the Smithsonian. Current estimate is $1.8 million.

• Provide Permanent Public Visitor Screening at NMNH and NMAH: Install adequate numbers of magnetometers and x-ray equipment at each entrance of these two museums. This will improve security and speed the visitors' entry process into these popular museums. Funding for NMNH is planned for FY 2006 ($11 million in NMNH major revitalization project) and for NMAH ($5 million as part of the NMAH public space major renewal project).

• Design : Total design costs are estimated at $3.1 million.

FY 2005 REQUEST (Thousands of Dollars):

Construct Phase II permanent perimeter barriers $4,600

(Phase I installation to be obligated in FY 2004 with $7.5 million in FY 2003 S&E no-year anti-terrorism funds) Modify Air Intakes for C/ B/ R Mitigation, Phase I 300

Total $4,900

2. Detail of Overall Project Schedule

Month & Year

Planning/Design Start Date:

2002

Design Completion Date:

Multiple sites and Projects

Construction Start Date:

Multiple starts

Construction Completion Date:

FY 2012

Building Occupancy Date:

NA

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 1 of 4

Project: Construction/Install Anti-Terrorism Protection Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan Project: Construction/Install Anti-Terrorism Protection

FY2005 Budget Submission to OMB Version: II Date: September 2003

Page 2 of 4

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 3 of 4

Project: Construction/Install Anti-Terrorism Protection Version: II Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

PART II: JUSTIFICATION AND OTHER INFORMATION

A. Justification (describe why the project is needed, including specific dates required, programs supported, and alternatives analysis):

Since the terrorist attacks on New York and Washington, DC on September 11, 2001 the Smithsonian Institution has developed a comprehensive plan for reducing the risk of a terrorist attack occurring at a Smithsonian museum. The plan results in minimizing the potential damage to people, collections, and buildings should a terrorist attack take place. With the help of outside experts, SI staff performed risk assessments, reviewed security and disaster preparedness plans, and commissioned blast assessments for Smithsonian public buildings. This resulted in the following recommendations to mitigate against vulnerabilities: installation of physical barriers separating the buildings from the street, installation of anti-shatter window film (or interior retro-fits) to mitigate the effects of glass window walls and doors shattering during a blast event, increased building perimeter camera surveillance, improved building emergency voice systems, secured non-public building areas with electronic access control, electronic screening of mail and visitors for the most heavily visited museums, protection against chemical, biological & radiological attack, and mitigation against the effects of blast and progressive collapse.

The popular recognition of the Smithsonian name, the American icons contained in its facilities, and the high level of public access and visitation distinguish the Smithsonian facilities from other government office buildings. If funding is not provided, there is an increased likelihood of damage to people, collections and buildings in the event of a terrorist attack.

B. Project/Program Management (indicate key staff/organization responsible for this project):

Project Executive (if applicable):

NA

Project Manager:

Judson Mclntire, Office of Project Management, OFEO

Design Manager:

Multiple

Construction Manager (Res. Engineer):

Multiple

Program Manager/Liaison & Unit

Douglas Hall, Office of Protection Services, OFEO

Other Management Plans (Executive/Steering Committees, etc.)

The SI Anti-Terrorism Security Improvement Program/Project is sponsored and overseen by Office of Protection Services (OPS) senior staff. The project management of the program, including planning, design, and construction will be accomplished through a partnership of OFEO Offices; Office of Protection Services, Office of Project Management, Facility Master Planning, and Office of Engineering, Design & Construction.

C. Acquisition Plan (describe proposed contracting methodology):

Acquisition of the perimeter security barriers may be through a design/ build contract; however, complexities of the public domain require a more traditional design/ bid/ build scenario. Acquisition of smaller projects requiring new design and construction services will be accomplished through existing relationships such as GSA (Blanket Purchase Agreements) and SI Indefinite Delivery Indefinite Quantity (IDIQ) contracts. Some other elements will be accomplished through modifications to existing design and construction projects.

PART III: CURRENT STATUS (describe performance against milestones)

OPS has completed risk assessments of all major SI facilities; completed blast assessments of NMNH, NMAH, NASM, AIB, POB and HMSG; installed temporary barriers around NASM, NMNH and NMAH and partial barriers at HMSG; implemented full electronic screening of all visitors at NASM and temporary screening at NMNH and NMAH; awarded installation of select CCTV, Emergency Voice (or P/A) Systems and Glass Mitigation projects; and initiated design of Mall-wide permanent perimeter barriers. Additionally, other perimeter CCTV and Emergency Voice systems are in design. Mall-wide design for concept & schematic phases of permanent barriers is underway with $1.2 million FY 2002 funds; Phase one installation will be funded by $7.5 million FY2003 S&E no-year antiterrorism funds. Glass mitigation at some Mall facilities is ongoing with $1.4 million FY 2003 funds.

Smithsonian Institution Exhibit 300 Capital Asset Plan Project: Construction/Install Anti-Terrorism Protection

FY2005 Budget Submission to OMB Version: II Date: September 2003

Page 4 of 4

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page I of 4

Project: VERITAS Control Building Version: I Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 2 of 4

Project: VERITAS Control Building Version: I Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 3 of 4

Project: VERITAS Control Building Version: I Date: September 2003

SMITHSONIAN INSTITUTION

Capital Asset Plan (Exhibit 300) for Revitalization and Construction

FY2005 Budget Submission

PART II: JUSTIFICATION AND OTHER INFORMATION

A. Justification (describe why the project is needed, including specific dates required, programs supported, and alternatives analysis):

SAO astronomers have been pioneers in ground-based gamma ray observation technology. Discoveries made at the SAO F. L. Whipple Observatory in Arizona form the basis for the development of the Very Energetic Radiation Imaging Telescope Array System (VERITAS). Funding support for the telescope array is provided by a consortium including SAO, the US Department of Energy, the National Science Foundation and ten other research institutions in the US and abroad. The Institution's share of the cost of facilities necessary to support and operate the telescope array involves designing and constructing the central control building. Funding to construct the site improvements and other elements of the array will be included in DOE and NSF budget requests.

B. Project/Program Management (indicate key staff/organization responsible for this project):

Project Executive (if applicable):

Project Manager:

Tom Myers, Office of Project Management, OFEO

Design Manager

Tom Myers, Office of Project Management, OFEO

Construction Manager (Res. Engineer):

Stephen J. Criswell, Smithsonian Astrophysical Observatory

Program Manager/Liaison & Unit

Stephen J. Criswell, Smithsonian Astrophysical Observatory

Other Management Plans (Executive/Steering Committees, etc.) To be determined.

C. Acquisition Plan (describe proposed contracting methodology):

Bids for construction will be solicited via a request for proposal in the Commerce Business Daily. Competition will be based on best value, technical ability of offerors and price. The contract will be awarded on a firm fixed price for the base construction with options for alternates. Alternates will be determined during the development of the construction documents.

PART III: CURRENT STATUS (describe performance against milestones)

During FY 2003-FY2004, the Smithsonian will complete concept planning and preparing designs for the control building and its location on the site. Design of remaining facilities to support the array will be completed in summer 2004, and construction is scheduled to begin in November 2004 and to be completed in April 2005.

Smithsonian Institution Exhibit 300 Capital Asset Plan FY2005 Budget Submission to OMB

Page 4 of 4

Project: VERITAS Control Building Version: I Date: September 2003

Exhibit 33

Smithsonian Institution Motor Vehicle Fleet

There have been no significant changes in the size/cost of the Smithsonian motor vehicle fleet. The Institution does not anticipate any significant changes in this year or future years.

Vehicles are assigned to organizations based upon their mission and functional responsibilities. Approximately 70-75 percent of the vehicle fleet directly supports maintenance related or pan-institutional activities (i.e. Shuttle/Cargo, Audio Visual Services, Research, Construction, Safety, and Mail). The remainder of the fleet supports various administrative functions that require staff to travel to various SI locations primarily in the DC Metro area.

The recommended replacement cycle for motor vehicles by GSA is 5 years or 60,000 miles. The age of approximately 50 percent of the Smithsonian vehicle fleet is currently 17 years or older. It is the Smithsonian's goal, as funds become available, to replace our fleet over a six to seven year period, and to maintain a replacement program in line with the GSA-recommended standard.

Exhibit 33

MOTOR VEHICLE FLEET REPORT

(in millions of dollars)

Exhibit 52

Agency Bureau

Line No.

Description

PY

CY

BY

Report on Resources for Financial Management Activities Accounting and Reporting

2001 No. ofFTE

2002 Obligations/Budgetary Resources Contractor Accounting and Reporting

2102 Obligations/Budgetary Resources Audits of Financial Statements

3001 No. ofFTE

3002 Obligations/Budgetary Resources Financial Management Systems

4001 No. ofFTE

4002 Obligations/Budgetary Resources Subtotal

5001 No. ofFTE

5002 Obligations/Budgetary Resources Adjustments

6001 No. ofFTE

6002 Obligations/Budgetary Resources Total, net

7001 No. ofFTE

7002 Obligations/Budgetary Resources

265 20.0

0.5

265 21.0

0.6

260 21.0

0.7

Audits of Financial Statements

Component Contracts Audit Costs

8102 Obligations/Budgetary Resources Component In-house Costs

8201 No. ofFTE

8202 Obligations/Budgetary Resources

0.0

0 0.0

0.0

0 0.0

0.0

0 0.0

Org-wide Financial Statements: Contract Audit Costs

9102 Obligations/Budgetary Resources In-House Audit Costs

9201 No. ofFTE

9202 Obligations/Budgetary Resources

Total, all reporting entries:

9401 No. ofFTE

9402 Obligations/Budgetary Resources

9998 Agency Contact

9999 Telephone Number

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0.5

0.6

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