DEPARTMENT OF THE INTERIOR AND RELATEDAGENCIES APPROPRIATIONS FOR 1992HEARINGSBEFORE ASUBCOMMITTEE OF THECOMMITTEE ON APPROPRIATIONSHOUSE OF REPRESENTATIVESONE HUNDRED SECOND CONGRESSFIRST SESSIONSUBCOMMITTEE ON THE DEPARTMENT OF THE INTERIOR ANDRELATED AGENCIESSIDNEY R. YATES, Illinois, ChairmanJOHN P. MURTHA, Pennsylvania RALPH REGULA, OhioNORMAN D. DICKS, Washington JOSEPH M. McDADE, PennsylvaniaLES AuCOIN, Oregon BILL LOWERY, CaliforniaTOM BEVILL, Alabama JOE SKEEN, New MexicoCHESTER G. ATKINS, MassachusettsD. Neal Sigmon, Kathleen R. Johnson, Robert S. Kripowicz, and Loretta Beaumont,Staff AssistantsPART 9 PageOffice of Indian Education 1Pennsylvania Avenue Development Corporation 47United States Holocaust Memorial Council 141Smithsonian Institution 159Bureau of Indian Affairs 415Fish and Wildlife Service 639Office of the Solicitor 907Office of the Inspector General 947Institute of American Indian and Alaska Native Culture and ArtsDevelopment 969Institute of Museum Services..... 1029National Indian Gaming Commission 1057Office of Surface Mining 1073Minerals Management Service 1177Bureau of Mines 1339 Printed for the use of the Committee on Appropriations Thursday, March 21, 1991.SMITHSONIAN INSTITUTIONWITNESSESROBERT McC. ADAMS, SECRETARYCARMEN E. TURNER, UNDER SECRETARYALICE G. BURNETTE, ASSISTANT SECRETARY FOR INSTITUTIONAL INI-TIATIVESJAMES C. EARLY, ACTING ASSISTANT SECRETARY FOR PUBLIC SERVICETOM L. FREUDENHEIM, ASSISTANT SECRETARY FOR MUSEUMSROBERT S. HOFFMANN, ASSISTANT SECRETARY FOR RESEARCHTHOMAS E. LOVEJOY, ASSISTANT SECRETARY FOR EXTERNAL AFFAIRSNANCY D. SUTTENFIELD, ASSISTANT SECRETARY FOR FINANCE ANDADMINISTRATIONJOHN JAMESON, SENIOR ADVISOR TO THE SECRETARY -f RICK JOHNSON, ACTING TREASURER^MICHAEL H. ROBINSON, DIRECTOR, NATIONAL ZOOLOGICAL PARKAqpUARY J. RODRIGUEZ, ACTING DIRECTOR, OFFICE OF PLANNING ANDBUDGETRICHARD L. SIEGLE, DIRECTOR, OFFICE OF FACILITIES SERVICESMILO BEACH, FREER/SACKLER GALLERIESELIZABETH BROUN, NATIONAL MUSEUM OF AMERICAN ARTDAVID CORRELL, SMITHSONIAN ENVIRONMENTAL RESEARCH CENTERJAMES DEMETRION, HIRSHHORN MUSEUM AND SCULPTURE GARDENALAN FERN, NATIONAL PORTRAIT GALLERYMARTIN HARWIT, NATIONAL AIR AND SPACE MUSEUMROGER KENNEDY, NATIONAL MUSEUM OF AMERICAN HISTORYSTEVEN NEWSOME, ANACOSTIA MUSEUMDIANNE PILGRIM, COOPER-HEWITT MUSEUMIRA RUBINOFF, SMITHSONIAN TROPICAL RESEARCH INSTITUTEIRWIN SHAPIRO, SMITHSONIAN ASTROPHYSICAL OBSERVATORYFRANK TALBOT, NATIONAL MUSEUM OF NATURAL HISTORYRICHARD WATTENMAKER, ARCHIVES OF AMERICAN ARTRICHARD WEST, NATIONAL MUSEUM OF THE AMERICAN INDIANSYLVIA WILLIAMS, NATIONAL MUSEUM OF AFRICAN ARTANN BAY, OFFICE OF ELEMENTARY AND SECONDARY EDUCATIONROBERT BURKE, OFFICE OF PROTECTION SERVICESCLAUDINE BROWN, AFRICAN-AMERICAN PRESENCE PROJECTANNA COHN, SMITHSONIAN INSTITUTION TRAVELING EXHIBITION SERV-ICEMARGARET GAYNOR, OFFICE OF CONGRESSIONAL LIAISONALICIA M. GONZALES, OFFICE OF QUINCENTENARY PROGRAMSJAMES HOBBINS, EXECUTIVE ASSISTANT TO THE SECRETARYMADELEINE JACOBS, OFFICE OF PUBLIC AFFAIRSRICHARD KURIN, OFFICE OF FOLKLIFE PROGRAMSMARIE MATTSON, OFFICE OF DEVELOPMENTPETER G. POWERS, GENERAL COUNSEL(159) 43-202 O? 91- 160BARBARA J. SMITH, SMITHSONIAN INSTITUTION LIBRARIESGENERAL ACCOUNTING OFFICEJOHN BALDWIN, ASSISTANT DIRECTOR, GENERAL GOVERNMENT DIVI-SIONTOM BEALL, EVALUATOR, GENERAL GOVERNMENT DIVISIONIntroductionsMr. Yates. Miss Reporter, good morning and how are you?Ms. Reporter. Fine, thank you.Mr. Yates. Good, and you are ready?Ms. Reporter. Yes, I am.Mr. Yates. All right. This is the hearing on the budget for fiscalyear 1992 for the distinguished Smithsonian Institution. Appearingin support of the budget is its eminent Secretary, Mr. Adams. AndMs. Turner is here, his Under Secretary.Ms. Burnette, Alice, wherever you are. Assistant Secretary forInstitutional Initiatives.Mr. Early. Where are you? There you are, Mr. Early. Tom Freu-denheim. Hi, Tom.Robert Hoffman for research and natural history. Hi, Mr. Hoff-man.Mr. Lovejoy, up from Brazil.Ms. Suttenfield, Assistant Secretary.Then there is Mr. Jameson.Mr. Jameson. Yes, sir; good morning.Mr. Yates. Good morning, Mr. Jameson. Still working on thatadministrative thing?Mr. Jameson. Vigorously, sir.Mr. Yates. Vigorously. Well, I would think you have to.Mr. Johnson, the acting treasurer. Mr. Johnson.Mr. Robinson, the keeper of Noah's Ark. Hi, Mr. Robinson.Mr. Robinson. Good morning.Mr. Yates. I take it you have more than two of a species therenow, don't you?Mr. Robinson. We do, indeed.Mr. Yates. Ms. Rodriguez, planning and budget. Ms. Rodriguez.Richard Siegle, Director of the Office of Facilities Services.Mr. Siegle. Good morning.Mr. Yates. Hi, Mr. Siegle. Mr. Siegle, why do you have thecradle work surrounding the Renwick Gallery up one week anddown the next? Up the next week and down the next.Mr. Siegle. Repairing the roof and also repairing and caulkingthe facade.Mr. Yates. Isn't it expensive to put the framework up?Mr. Siegle. Yes, sir.Mr. Yates. Why don't you just leave it up in perpetuity? [Laugh-ter.]Mr. Adams. It was up almost in perpetuity.Mr. Yates. I will make introductions and then I will go vote.We have Mr. Milo Beach of the Freer/Sackler Galleries. Hi, Mr.Beach. 161We have Ms. Broun, Betsy Broun of American Art wherever youare, Ms. Broun. There you are.David Correll of the Environmental Research Center. Mr. Cor-rell.Mr. Demetrion of the Hirshhorn. You cannot get away withhiding, Mr. Demetrion.Alan Fern. Where are you, Alan?All right, Mr. Harwit is over there.And Mr. Kennedy is over yonder.Dianne Pilgrim, Cooper-Hewitt. Where are you? There she is.Did I miss Mr. Newsome? Anacostia. Where are you, Mr. New-some? Were you here at the last hearing?Mr. Newsome. I am new.Mr. Yates. That is what I thought.Then Irwin Shapiro, from Harvard no less. Hi, Irwin.Frank Talbot from Natural History from Australia.Oh, I missed Dr. Rubinoff with his famous violin.Mr. Wattenmaker. Hi, Mr. Wattenmaker.Mr. West. Hi, Mr. West.And Sylvia Williams from the African Art.Then we go to Ann Bay, the Office of Elementary and SecondaryEducation. I want to talk to you seriously. We are supposed to pro-vide money for education of children in the Endowments for theArts and the Humanities. How does their mandate differ from yourmandate? Does it?Ms. Bay. WellMr. Yates. Shall we explore that later after we are through withthe introductions? All right. Worry about that for a while. [Laugh-ter.]Mr. Burke. How are you, sir?And Claudine Brown.Ms. Brown. Good morning.Mr. Yates. Good morning, Claudine.Anna Cohn of SITES. Where are you, Anna? What are youhiding for?Margaret Gaynor, from whom we hear every two minutes.[Laughter.]Ms. Gonzales, Office of the Quincentenary Programs. Ms. Gon-zales. Didn't I introduce a Ms. Gonzales?Ms. Gonzales. Yes, I am here.Mr. Yates. And Ms. Rodriguez.James Hobbins, Executive Assistant to the secretary. You havesecret memos.And Madeleine Jacobs. Oh, boy, you get out in front of every-body.And Mr. Kurin of Folklife. What happened to Bess Holland? Isthat somebody else? Oh, that is NEA. Sorry about that.Ms. Mattson, the Office of Development.Ms. Mattson. Good morning.Mr. Yates. Good morning.Judge Peter Powers. I am always tempted to follow up, Peter,with a pack of pickled peppers, but I don't.Barbara Smith, Smithsonian Institution Libraries. Are you here?Ms. Smith. Yes, I am. 162Mr. Yates. How are your books? Are they in good condition orare they failing?Ms. Smith. Well, we have a number that need preservation.Mr. Yates. Are they receiving it?Ms. Smith. Yes.Mr. Yates. Are you part of the cabal that is gathered together tosave the books, with Pat Batton at Humanities?Ms. Smith. We are making a good faith effort. We have a nicestaff on board.Mr. Yates. I mean there is a real effort being done by Human-ities; you are aware of that?Ms. Smith. Yes.Mr. Yates. And you are part of that?Ms. Smith. Yes, we are. However, we are giving attention to thesciences also which have been somewhat neglected. There aremany materials in the sciences in all libraries that need to be pre-served.Mr. Yates. Right. Papers and stuff.All right. We have to vote before we start and we will be back.[Recess.] EMBRYO-TRANSPLANTED CATMr. Yates. Did you know I was saving the ocelot, Mr. Robinson?Mr. Robinson. No, but it sounds like a very admirable thing.Mr. Yates. It is. It is along the Rio Grande River. We are buyingland where the ocelot lives rather than permitting it to be devel-oped. I did not know where the ocelot would go. As we did this, Iam sure Mr. Robinson would approve.Mr. Robinson. Since it is your Spanish morning, they are calledmanigordo in Spanish.Mr. Yates. Manigordo, si. Oh, here is the picture which is thetiger. Where is the cat?Mr. Robinson. This is the lady that did it, Ann Donoghue. She isgoing to bring George out. George is the first ever embryo trans-planted cat. He is called George because he was implanted onPresident's Day.Mr. Yates. To me, he looks just like a very handsome alley cat.[Laughter.]Mr. Robinson. He is. But to develop this technology for implant-ing embryos, we have to use domestic cats first.Mr. Yates. And George will go down in history.Mr. Robinson. He will go down in history, yes. He led to the im-plantation of a tiger.Mr. Yates. George, you are going down in history. Thank youvery much.Now, who is that?Ms. Donoghue. That is Mary Alice.Mr. Yates. That is Mary Alice with what, a tiger?Ms. Donoghue. No. Mary Alice is the tiger. [Laughter.]Mr. Robinson. That is Gretchen Ellsworth.Mr. Yates. I was not sure when I looked at it.Thank you very much, Mr. Robinson, and ma'am. 163All right. Choosing the future. We are not choosing a future yet.We have Mr. Adams' statement which may go into the record atthis point to be followed by the biographies of Ms. Turner, Mr.Newsome, Mr. Wattenmaker, and Rick West. Oh, he has a longone.[The information follows:] 164 STATEMENT BYROBERT McC. ADAMSSECRETARYSMITHSONIAN INSTITUTIONBEFORE THESUBCOMMITTEE ON INTERIORCOMMITTEE ON APPROPRIATIONSU.S. HOUSE OF REPRESENTATIVESWASHINGTON, D.C.MARCH 21, 1991 165 Thank you, Mr. Chairman, and good morning.I am pleased to have this opportunity to appear today beforethe Subcommittee and to present the Institution's budget requestfor Fiscal Year 1992. In it we seek further funding for a multi-year program of reinvestment in our foundation in order to carryout in a planned and responsible manner the Smithsonian's dualmission for both the increase and the diffusion of knowledge.Basic to this inherent mission of service is the care andconservation of the huge and diverse national collections and thefacilities with which the Institution has been entrusted in orderto fulfill its obligations to the public for research andeducation.For Fiscal Year 1992 we are seeking for all accounts a totalof $357.1 million, $46.0 million more than the FY 1991 base.Resources required to maintain and reinforce our programmatic,operational, and facilities services total $35.9 million or 78% ofthe increase, while $10.1 million or 22% is for new programinitiatives.Before turning to the details of the pending FY 1992 request,however, I want to express my appreciation and that of mycolleagues for the thoughtfulness and sense of personal commitmentwith which you addressed our FY 1991 appropriation and for theprovision you made for additions that enable us to sustain andimprove important elements of our programming. Your support andinterest have given us the impetus and the abilityto provide an aspect of service most welcome by thepublic ? extended summer hours for our visitors. TheAmerican History, Natural History and Air and Spacemuseums will be open from 10:00 a.m. to 7:30 p.m. duringEaster Week, March 31st through April sixth. From June17 to Labor Day, they will be open from 9:30 a.m. to 7:30p.m.; to begin tackling one of science's most perplexingissues ? global change. These efforts involve all ofour science bureaus and unprecedented coordination withagencies throughout the Government, and integrate ourunique capabilities in the physical and the biologicalsciences;to encourage the participation of all fifty of thestates in a National Museum of American Art project ?Save Outdoor Sculpture ? in which reminders of ournational patrimony will be inventoried and assessed.Complementing the program is an educational campaign tostimulate community involvement in protecting theseunique and valuable objects from vandalism, neglect, andenvironmental pollution;to reflect our commitment to cultural diversity in 166 ways such as (1) the awards to be received next month inMiami by the Resident Associate Program from the NationalUniversity Continuing Education Association in fourcategories, one of which is the "Museum ProgramsExemplary Program Award for African-American Studies" and(2) our Quincentenary events which have included aninternational conference in August, 1990, at theSmithsonian's Tropical Research Institute attended by 55scholars from nine countries who considered matters suchas the natural environment at the time of Europeancontact, the processes and effects of human coloni-zation in the pre- and post-contact periods, andcultural continuities in the region. On March 15th weopened "The West As America" at the National Museum ofAmerican Art," and in early autumn will formallyinaugurate our Quincentennial observance with asymposium on cultural identity in this hemisphere; andto acknowledge that the diffusion of knowledge cantake many forms by sponsoring, as we have for the pastfifteen years, the National Conference on MuseumSecurity. This four-day meeting on the protection ofcultural property attracted 200 professionals, who areresponsible for the safety and security of museumcollections and visitors, from as far away as Australiaand Zambia. Two had attended all 15 years, claiming thatthey "always learn something new." Building on itssuccess when held in Chicago last year, we plan to holdthe conference in other parts of the country from time totime in order to serve those who cannot easily travel toWashington.While only a small sampling of the types of activities which theSubcommittee's support has enabled us to pursue, these are alsoindicative of the many and diverse ways in which our mandate forservice is fulfilled.Balancing and prioritizing a myriad of such efforts within ourprogram as a whole has formed the reguest before you today.Protecting the vitality of current activities and the maintenanceof existing structures, while undertaking meritorious new pursuitsin education, research, and public service, are the centraldecision-making tasks of Smithsonian management, particularly inthis time of restraint in the Federal budget and in the nationaleconomy.When I appeared before you last month, Mr. Chairman, I spokeof our planning process, how we set priorities for the Institution,and how those priorities are reflected in our budget reguests.Rather than taking more time today to elaborate further on theplanning process, I would draw your attention to Appendix A to thisstatement. It provides a description of both our planning and 167 budget processes in narrative form and in two charts which detailthe engagement of the entire executive staff of the Institution, aswell as many others, in these intensive, iterative undertakings.A key product of our planning is the guidance statement, Choosingthe Future . that articulates our areas of emphasis. The first ofthese is called "Stewardship of the Public Trust" which underscoresour commitment to correcting deficiencies in requirements forprograms and for structures, and is reflected in the request beforeyou in both our Salaries and Expenses and Facilities accounts.Just as the Nation, states, and municipalities must invest -and reinvest - in their infrastructure of highways, bridges, andwater systems, so, too, must the Institution invest and reinvest inthe basic facilities and systems that are integral to sustainingcurrent programs and services. Several years ago we initiated aplan to address the backlog of deferred maintenance and repair ofour buildings, recognizing that they must be serviceable if we areto pursue the activities that fulfill our mission. That plan andthe annual survey that updates it have become the backbone of ourRepair and Restoration of Buildings account.Less obvious in the Institutional context, but as essential tothe viability of our programs, is the concomitant reinvestment thatis required when a gradual erosion of resources over time preventsa program from functioning as it should or when program elementshave deteriorated. Such elements include, among others, the careand conservation of collections; reinstallation of outmoded exhibithalls; improvement of information systems; and replacement oflaboratory equipment.The essence of the Smithsonian's infrastructure concept isthat it is inefficient and wasteful to have renovated facilitieswithout the necessary personnel or equipment in them to fulfillplanned objectives. Thus, the goal of our reinvestment programmust encompass program requirements, as well as facilities needs.Appendix B outlines this concept more fully and highlights thepriority we place on it.SALARIES AND EXPENSES ACCOUNTThe Institution's Salaries and Expenses (S&E) request of$292.4 million represents an adjusted increase of $34.5 millionover the FY 1991 level. As I have indicated, the Smithsonian'svarious program and operating infrastructure requirements have beencentral to deliberations on this request. Slightly more than halfof the increase requested - $17.4 million - is for uncontrollableitems such as utilities, space rental, and the cost of legislatedpay raises. Elements of infrastructure, such as reinstallation ofexhibit halls, information systems, and major scientificinstrumentation, account for another $10 million. Our currentestimate of the remaining backlog of items of infrastructure is 168 more than $66 million.A portion of that backlog stems from the erosion of basefunding. This has occurred because the Institution has absorbedgeneral inflation since 1987 and because overall funding, while,indeed, generous, has not been sufficient to cover fully staffcosts such as FERS, health insurance, and salary levels needed toattract and retain qualified personnel. Thus, bureaus and officeshave had to leave positions vacant or forego necessary supplies andequipment to the detriment of programmatic objectives.We have now initiated an analytical process to quantify thecumulative effect of these costs, and would expect to include inour request for Fiscal Year 1993 funding to restore lost purchasingpower to the base of our Federal operating budget. Together witha more carefully refined estimate of our infrastructure backlog,this should allow us to set the Institution more solidly on coursetoward fulfilling its fundamental responsibilities for publicservice.For Fiscal Year 1992 we seek, in addition to funding foruncontrollable items and for elements of our infrastructurerequirements, $7.7 million for program initiatives related to otheractive areas of emphasis: Global Change Research and CulturalPluralism, each of which responds to clear national imperatives.These initiatives include $1.6 million for Global Change Researchand $6.1 million for Cultural Pluralism as reflected by theNational Museum of the American Indian (NMAI) . Stewardship of the Public TrustIn developing our Fiscal Year 1992 request, our highestpriority, as I have suggested, focused on the need to protect,sustain, and renew the core functions of the Institution. Therequirements necessary for doing so do not represent new orexpanded service levels, but instead reflect a backlog of resourcedeficiencies that have reached critical proportions.These deficiencies jeopardize our ability to manage thecollections we hold in trust for the Nation and to maintain theincrease and diffusion of knowledge that is this Institution'smandated responsibility. For the past two years, in developingpriorities and budget proposals, we have grouped those that aresimilar in nature and spread across various Smithsonian bureaus andoffices into several broad categories in order better tocommunicate their magnitude.We are requesting funding of $10 million for FY 1992 toovercome some of these deficiencies. The funding will accommodatereinstallation of permanent exhibit halls and needed exhibitionsupport at the National Museum of Natural History, National Air andSpace Museum, National Museum of American History, Hirshhorn Museum 169 and Sculpture Garden, and Freer Gallery ($1 million) ; the continueddevelopment of automated information systems, including that forour pan-Institutional library/archives system ($3.5 million); thecontinued improvement of the Office of Human Resources ($406,000);and the enhancement of management controls and elimination ofcritical audit deficiencies ($1.2 million).It also will, as well, assist in fulfilling our mandate forthe increase of knowledge with $3.9 million to support thecontinuing development of major scientific instrumentation for twoprojects at the Smithsonian Astrophysical Observatory: thesubmillimeter telescope array and the conversion of the MultipleMirror Telescope to one with a single mirror, 6.5 meters indiameter. Both projects are crucial to maintaining theSmithsonian's and the United States' leadership in the field ofastrophysics . Initiatives in Response to National ImperativesFor Fiscal Year 1992 we are reguesting increases totaling $1.6million to undertake an integrated program in global changeresearch to enhance understanding of world-wide environmentalchange. The reguest - part of a multi-year, multi-agency effort -will support initiatives at the Smithsonian in areas for which noother institution in the United States has comparable andspecialized expertise.It includes funds for the National Museum of Natural History,the Smithsonian Tropical Research Institute, the SmithsonianEnvironmental Research Center, the National Zoological Park, theNational Air and Space Museum, the Smithsonian AstrophysicalObservatory, and the International Environmental Science Program,all of which conduct long-term monitoring projects to generate datacritical to analyzing the functions of biological and physicalsystems. The information that results from the proposedinitiatives in global change research will build upon the uniguedata already in the Smithsonian's possession and will be broadlyavailable to policy-makers and the scientific community, and forpurposes of public education. The Institution's reguest in thisarea has been coordinated with the Interagency Committee on Earthand Environmental Sciences of the President's Federal CoordinatingCouncil on Science, Engineering and Technology (FCCSET) in which weare a participant.We also seek an increase of $6.1 million for operatingreguirements and project planning for the National Museum of theAmerican Indian. While not yet physically manifested inWashington, the Museum does, in fact, have a core staff here. InNew York the Museum exists more visibly and carries out a programof exhibition and related services at Audubon Terrace and at theResearch Branch in The Bronx. 170 Over the past year the staff has initiated an ambitious seriesof consultations with Indian people in all parts of the country toobtain their input into the programming and design processesassociated with development of the Mall museum. In addition,documentation of the collections in New York and planning for theirmove to Washington have moved forward. On March fourth theMuseum's Board of Trustees adopted a repatriation policy.Addressing the concerns of Indian people, it specifies thedeliberative processes that will be followed in consideringreguests for the return of funerary objects and sacred andceremonial materials in NMAI collections. It speaks also to thetreatment, care, and exhibition of those collections.I will outline the Museum's construction program in somedetail in addressing our FY 1992 reguest for construction.However, here I would note that within the amount reguested in theS&E account, we are seeking $1.7 million to furnish and equip theGeorge Gustav Heye Center, the Museum's exhibition and educationfacility that will be located in the old United States Custom Housein lower Manhattan.FACILITIES ACCOUNTSFor Fiscal Year 1992 our budget proposes a total of $64.7million for the repair, renovation, and construction of facilitiesin three appropriation accounts: Repair and Restoration ofBuildings, $31.6 million; Construction and Improvements, NationalZoological Park, $8 million; and Construction, $25.1 million. Thisrepresents a total increase of $11.5 million over the FY 1991levels for these accounts.Repair and Restoration of BuildingsOf the $31.6 million requested for the Repair and Restorationof Buildings (R&R) account, we expect to apply $12,480,000 to ourMajor Capital Renewal program and $19,120,000 to Repair,Restoration, and Code Compliance projects. Renewal of the AmericanHistory ($6,750,000) and Natural History ($5,730,000) buildingsconstitute the entirety of the first category. Within the secondwe seek $2,605,000 for General Repairs; $3,640,000 for Facade,Roof, and Terrace Repairs; $1,560,000 for Fire Detection andSuppression Projects; $4,225,000 for Access, Safety, and SecurityProjects; $4,950,000 for Utility Systems Repairs; and $2,140,000for Advanced Planning and Inspection.In setting priorities for the R&R program, emphasis has beengiven to (1) projects required to meet life safety or health codesor to mitigate hazardous conditions; (2) repairs reguired to keepbuilding systems and equipment in operation or to avoid majorreplacement; and (3) projects that will provide a financial returnin terms of efficiency of operations or cost savings. In 171 determining the relative priorities of projects, the effect on on-going programmatic activities is weighed against the potential riskassociated with deferral of the work. Major projects are phasedwherever possible to avoid disruption of public programs andresearch activities.Examples of life safety and code compliance projects includeasbestos abatement, modifications to improve accessibility forpersons with disabilities, and installation of fire protectionsystems. Repairs to building systems and equipment include roofrepairs, electrical and plumbing repairs, and replacement ofchillers and cooling towers, as well as the replacement of majorsystems, such as those at American History and Natural History.Projects that will provide cost savings include replacing single-paned windows with double-paned ones, installing automatedequipment monitoring systems, and replacing older utility eguipmentwith more energy-efficient models.Of the $31.2 million appropriated for R&R in Fiscal Year 1991,$6 million of projects in the Major Capital Renewal category areready for bid and another $6 million are in the design stage. Inthe Repair, Restoration, and Code Compliance category, projectsvalued at approximately $4 million are currently underway; $6million worth are ready for bid; and $9 million are being designed.The backlog of work required to assure long-term preservationof Smithsonian facilities and to bring our physical plant up to anacceptable level of repair and code compliance is up-dated eachyear by an inspection of facilities which is the basis fordevelopment of the R&R program. The long-range projection for theR&R program incorporates information from the backlog of essentialmaintenance and repair and future replacement requirements of majorbuilding equipment, systems, and components that have beengenerated by the preventive maintenance program.Our current estimate of the total backlog is more than $216million. We hope in Fiscal Year 1993 to build the R&R account toa level of at least $35 million, and to maintain that level infuture years, anticipating that such an amount will allow us toreduce the backlog of repairs to a manageable level over the nexteight to ten years and also take care of additional repairrequirements that will arise during that period.Construction and Improvements. National Zoological ParkFor Fiscal Year 1992 our request for the construction programat the National Zoo is $8 million. It is based on prioritiesrelated to master plans that have been developed for Rock CreekPark and the Conservation and Research Center at Front Royal.Of the total sought, $4.6 million is for construction at RockCreek where $1,650,000 will be used to complete the Amazonia 172 Gallery which will vividly illustrate the global implications ofenvironmental change and the growing international commitment topreservation of irreplaceable tropical biota. The remaining$2,975,000 will be used to modernize the existing Monkey House,extending and exploring knowledge of ourselves by incorporatinggreat apes and monkeys within a new Hall of Humankind. At FrontRoyal $600,000 will be used to up-grade its antiguated waterdistribution system which is critical to the operation of theentire complex.Repairs and Improvements at both facilities address prioritiesestablished through annual review for general up-keep andpreventive maintenance. For FY 1992 we seek $1,975 million forthese purposes at Rock Creek and $800,000 for comparable activitiesat Front Royal.ConstructionFor construction of other facilities in Fiscal Year 1992 weare seeking $25.1 million which is arrayed across three sub-accounts: for Major Construction we seek $19.1 million; forConstruction Planning, $1.0 million; and for Minor Construction,Alterations, and Modifications, $5.0 million.As discussed when I appeared before you in February, theInstitution's construction priorities arise through programmaticconsiderations; are assessed in terms of function; and are rankedby weighing factors such as impact, timing, and financing. Theymay change because of unanticipated opportunities, as well as thetiming of authorizing legislation.Sometimes projects are divided into discrete components withdifferent priorities, thus permitting delayed or interruptedfinancing, rather than a commitment of total project funding at theoutset. Currently, certain aspects of planning and constructionassociated with the National Museum of the American Indian have ourhighest priority in the Major Construction Sub-account, followed bythe East Court In-fill at the Natural History Building, and therenovation of the Old General Post Office, all of which areauthorized.NATIONAL MUSEUM OF THE AMERICAN INDIANAmerican Indian Museum construction has three components: theHeye Center at the old U.S. Custom House in New York; the Museum onthe Mall, and the Suitland, Maryland, building. Of the $2.4million that we seek for the Museum's construction program inFiscal Year 1992, $1.4 million will be used to complete renovationof the Heye Center, bringing the total Federal commitment there to$8 million and achieving the 1:2 match with funds being provided bythe City and State of New York for the $24 million project. 173 Design of the Heye Center is now complete, and we expect to goto bid on the construction contract as soon as the $16 million infunding are transferred from the City and State. Becausenegotiations to effect the transfer of funds have taken longer thananticipated, the opening of the Heye Center is expected to occurearly in 1993, rather than in November 1992 as initially planned.The staff of the Museum is developing, in consultation withNative American communities, program plans for the Mall museum andthe Suitland storage and research facility. In Fiscal Year 1992these consultations will be incorporated into specific facilityplans for those two buildings, and $1.0 million of the amountrequested will be used to begin design of the Mall structure.Funds previously appropriated will enable the Institution tocarry forward initial conceptual and technical studies and to begindesign of the Suitland facility which will house conservation,preservation, and collections-related research activities. Futureyear requests will include funds to complete design and toconstruct and equip the building.Prior to the appointment of the Museum's director, the openingof the Suitland facility had been estimated to occur in Fiscal Year1995 and that of the Mall museum in Fiscal Year 1998. Thedirector's analysis of the planning process, the importance ofbroad consultation with Native Americans in that process, and thestaff's review of program planning requirements and schedule nowsuggest that those events more realistically will occur in FiscalYear 1997 and Fiscal Year 2000 respectively.FAST COURT IN-FILL. NATIONAL MUSEUM OF NATURAL HISTORYP. L. 101-455 provides an authorization for appropriations of$30 million for the East Court project. For FY 1992 we are seeking$15 million of the $23.5 million estimated cost of construction.The balance of construction ($8.5 million) and equipment ($5million) funds will be sought in FY 1993 to complete the buildingand ensure that it will be fully operational.The National Museum of Natural History building houses morethan 1200 employees and is in need of extensive renovation. TheEast Court building will be used initially as swing space foremployees and collections during renovation of the Museum'sheating, cooling, and ventilation systems which will be funded inthe R&R account. Upon completion of the renovation, the EastCourt, which will inter-connect directly with the existingbuilding, will house various elements of the Museum's programs.OLD GENERAL POST OFFICE BUILDINGIn 1984 Congress authorized the transfer of the Old GeneralPost Office Building from the General Services Administration to 174 10the Smithsonian once the Institution obtained funding for itsrenovation. The Institution is concerned about the long-termpreservation of this historic landmark which is the fifth oldestFederal building in Washington and located on the block bounded by7th, 8th, E, and F Streets, N.W. The longer it remains in itspresent condition, the greater will be its deterioration, and themore costly it will be to restore.We are planning a comprehensive renovation program to make thebuilding usable for Smithsonian activities related to American artand portraiture. For Fiscal Year 1992 we seek $1.7 million forinitial design, the goal of which is to address preservation of thebuilding's existing envelope.During the past year we have undertaken intensive studies toexamine requirements to bring the building into code compliance andmake it suitable for the display, management, and study of museumcollections and related research purposes. We are exploringoptions for achieving that objective with the bureaus at GalleryPlace - the National Museum of American Art, the Archives ofAmerican Art, and the National Portrait Gallery.We expect that the studies will be complete by June, afterwhich we will be able to make the decisions that must of necessityprecede further planning and architectural design. The magnitudeof the costs for various renovation options and programmatic usesof the building will be considerations in our final decision. Wewill keep the Subcommittee fully informed as we approach thosedecisions.Other Construction Sub-accountsAs we are with the R&R account, we also are seeking to buildup to and maintain a base level of funding for ConstructionPlanning and for Minor Construction, Alterations, and Modifications(A&M) . For Construction Planning in FY 1992, the Institution seeks$1,000,000.For Minor Construction, Alterations, and Modifications we seek$5 million which will be used for new construction projects (under$1,000,000) to accommodate program growth and change reguired tomeet Institutional objectives in research, collections management,exhibition, and public service. Examples of projects in thiscategory include modifications to the Fox and McAlpin-Miller housesat the Cooper-Hewitt Museum ($300,000) to make them more functionalfor museum purposes and construction of a 3 , 000 sguare footgreenhouse at the Museum Support Center ($550,000) to house theliving plant collections used for research by the Department ofBotany and the Laboratory for Molecular Systematics of the NationalMuseum of Natural History.The distinction between the R&R and A&M accounts is that the 175nformer includes projects where repair or replacement of buildingequipment, systems, or components is needed to maintain facilityoperations, to ensure long-term preservation, or to correcthazardous conditions. The ASM sub-account includes projects drivenprimarily by the need to reconfigure space to provide anappropriate setting for program activities.Obviously, some projects will entail both kinds of needs;their placement within one account or another generally isdetermined by the preponderance of a particular need. Indeveloping the R&R and A&M programs, we seek to balance repairneeds of existing buildings with the alterations required to assureeffective program operation.Mr. Chairman, I would like to touch briefly on four areas ofactivity that have future budgetary implications. In reiteratingour requirement for an Administrative Service Center - a facilityto serve important infrastructure purposes of the Institution - Iwould reiterate as well our proposal to acquire it with a mortgagefrom a commercial source and resources within the Institution'sworking capital Trust fund account.Space in the Service Center would be available to Federal andTrust fund units of the Institution that currently meet their needswith Federal S&E and/or Trust funds budgeted to them for commercialleases. Those funds would be used for the lease of space in thenew building and paid to a discrete Institutional cost center thatwould record and account for all transactions. From the standpointof Smithsonian tenants, annual budgets would continue to containbase and incremental funds for the leasing of space, and paymentsto the cost center would be analogous to those to commerciallandlords. Depending on availability, space in the new facilityalso may be leased to non-Smithsonian tenants.As you directed in February, we have been in contact with thePublic Works committees of the House and Senate, as well as withthe Office of Management and Budget. The latter has approved theuse of Federal funds in this manner and has concluded that theproject need not be scored in a single fiscal year. While not yetfinal, indications are that the committees may adopt similar views.Obviously, we hope that it will be possible to proceed as wehave outlined. Smithsonian ownership and substantial cost savings,estimated at more than $50 million over the life of the mortgage incomparison to a conventional thirty-year lease, are the likelyresults of doing so. Further, when the mortgage is retired, leasefunds can be budgeted for other purposes.I also would like to up-date the Subcommittee on the status ofthe African-American Presence project, a year-long study by adistinguished and broadly representative group to determine how theheritage of African-American people might best be represented in 176 12the Smithsonian's museums on the Mall. A report, which will beforwarded to the Board of Regents for its May meeting, is virtuallycomplete. It is expected to recommend the establishment of anational museum of African-American history and culture. As astaff, we welcome the recommendation because it is consistent withand will help to advance our objectives for increasing thediversity of Institutional programs.If the Regents adopt the recommendation, we would need toorganize a museum development process to assess programmaticoptions, identify facilities needs, and, of course, estimate thetotal costs associated with a new museum. To initiate such aprocess - which would involve consultation with a wide range ofmuseum professionals, scholars, and those with more generalinterests in the concept - and to move forward on it in a timelymanner would, we believe, require $750,000. As you willunderstand, the timing of the report and our obligation to defer tothe guidance of the Smithsonian's Board of Regents, have precludedour requesting such funding in the budget now before you.With respect to the proposal for the extension of the NationalAir and Space Museum, we have been meeting with representatives ofthe General Accounting Office and working to address and resolvethe issues they have raised. In doing so, we have reviewed ouroasic assumptions, and continue to believe that the requirement forlocating the extension within an hour of the Mall will ensure ourability to provide appropriate care for our collections and acomprehensive program on the history and technology of ourachievements in air and space and their impact on culture andcommunication. The Dulles site meets that requirement, while alsobeing accessible to visitors and a recognizable gateway to theNation's capital, and having sufficient acreage to accommodatevarious design alternatives.We are examining alternatives in order to keep ourrequirements for funding within a manageable range and, at the sametime, address priorities within the project. Chief among these isthe need to put under suitable cover objects such as the Super-Constellation and the SR-71, which are now exposed to the elementsor inadequately sheltered, and to forestall the future burden ofmajor expenses for their restoration. When our deliberations arecomplete, we will, of course, share them with the Subcommittee.Finally, I want to outline for you some of the activitiesassociated with the Area of Emphasis, "Bringing Synergism toContemporary Education" that has been added this year to ourplanning document, Choosing the Future . Currently we areconducting an internal survey of all Smithsonian education programsto gain a comprehensive understanding of their range and reach andof which programs need bolstering in order to address the needs ofthe multiple education communities served by the Institution. 177 13In addition, we are working to establish closer relationshipsand more focused coordination with school systems and educationalassociations and networks. We are placing increased effort onassisting school systems in addressing the national crisis inscience and mathematics education. Areas receiving particularattention are curriculum materials for schools; leadership trainingfor educators; and programs to foster more positive attitudestowards science among women and minorities. A description of ourprograms is included in the Fiscal Year 1992 report of the FCCSETCommittee on Education and Human Resources.Science, mathematics, and cultural education are disciplinaryfields in which our museums, educational offices, and researchbureaus have specialized expertise. They are developing synergyamong themselves and with external education constituencies inorder to advance more significantly fundamental publicunderstanding in these areas.Mr. Chairman, I would again express my thanks for thisopportunity to present to you the Smithsonian's Fiscal Year 1992budget request and to review some of the planning and priority-setting processes from which it has been derived. I also want toassure you that we are fully sensitive to the prevailing economicclimate and the difficulties you face in allocating scarce Federalresources. Our request reflects those processes and acknowledgesthose difficulties.It includes provision for a modest level of support for newinitiatives in areas of science responsive to national goals andpriorities where the Institution has unique capabilities and forthe National Museum of the American Indian which celebrates thediversity of the American people. However, by far the largestproportion is dedicated to sustaining on-going services andoperations, as well as providing for the repair and restoration ofexisting buildings and the construction of additional facilitiesthat will ensure preservation of the treasures for which we areaccountable, not only to the Congress, but also to the Nation.Mr. Chairman, I would be glad to respond to your questions andthose of other Members of the Subcommittee on these matters or anyothers pertaining to the Smithsonian.Thank you. 178 APPENDIX ARevised 2/12/91PLANNING, PRIORITY SETTING AND BUDGET PROCESSES:WHAT ARE THEY, WHO PARTICIPATES, WHO DECIDES,HOW ARE THEY REFLECTED IN THE BUDGET REQUEST TO CONGRESS? Several years ago, as the Institution began to grapple withthe difficult issues of priority setting for a growing number ofincreasingly diverse needs and opportunities that could not becross ranked with one another, it became apparent that a much morerigorous and systematic process for analyzing our situation andmaking valid choices was needed. The Institution subseguentlyadopted planning and priority setting mechanisms that are notunfamiliar in either the corporate sector or in large, complexeducational and research institutions. The operating expense andcapital outlay budget requests that are presented to Congress arethe result of an intensive, iterative planning and budget processinvolving the entire executive staff of the Institution, as wellas a great many of the staff engaged in the programmatic activitiesand administrative operations of the Institution. Charts 1 and 2and the paragraphs below describe the elements of and participantsin this process. ,'PlanningThe first step toward establishing' -a rational context andcriteria for validating planning and budget choices was to amplifythe Institution's basic five-word purpose "to increase and diffuseknowledge" into a more contemporary statement of its mission andits primary goals. To allow the process of amplifying the missionand establishing goals to proceed with ample consideration of thedistinctive character of the many diverse institutions (bureaus)which comprise the Smithsonian, the process provided for broadparticipation by all sectors of the Institution.The left-most panel of Chart 1 portrays the situation analysisphase that initiates and underpins the Institution's planning andbudget process. Each bureau and major office undertakes acomprehensive analysis of both its external environment and itscurrent internal situation to determine how both sets of realitieswill impact its ability to fulfill its purpose and accomplish itsgoals in the years ahead. This analysis involves carefulconsideration of the impact of such external factors as recentCongressional action or interests, changing demographics, changingpublic values and attitudes, recent technological developments,advances being made in peer institutions, new laws, regulations andpolicies, and other similar catalysts emanating from the externaloperating environment. These factors are considered thoroughlybecause they circumscribe what the bureau can and cannot do. 179 Although such external factors are beyond management's control,they nevertheless impact programs, operations and perceptions abouthow well management is fulfilling its responsibilities.Each bureau and major office also examines its own strengthsand weaknesses by surveying such internal factors as its readinessto respond to the aforementioned outside world pressures, staffprofiles, emerging and longstanding areas of expertise ordeficiency, the condition of its collections, facilities and othercapital assets, and a range of other such considerations, all ofwhich are within its sphere of influence. These factors definewhat the bureau can and cannot do well.After completing these "inside-out" and "outside-in" reviewsof the environment, each bureau and office then confirms and, ifnecessary, modifies its traditional mission; formally acknowledgesits primary program audiences (whether currently being reached ornot) and those factors that give it a unique strength (itscomparative advantage) ; and sets long term goals. These statementsalso make explicit certain responsibilities, principles and values,such as the bureau's special obligation to provide care andconservation to its collections or its responsibility as a publicinstitution to serve all sectors of the population rather thanlimited segments. 'With the overarching considerations of mission, goals andvalues as a context, each bureau. and major office then develops along term program and facilities plan?desired outcomes for whichthere is generally broad staff consensus 'and for which executivemanagement support is sought?that will build upon its traditionalstrengths, overcome its particular shortcomings, and mitigate theeffects of threats thrust upon it by the outside world. The bureaudirector, together with his/her key staff, presents and discussesthe preliminary plan with the Assistant Secretary (ies) who hasoversight responsibility, and the Assistant Secretary then approvesthe plan, subject to modification as appropriate.Based upon a comprehensive review of the "bottom up" resultsof the situation analyses conducted Institution wide by allbureaus, executive management, with staff assistance by the Officeof Planning and Budget, then engages in the process of explicatingthe Institution's original mission, setting long term goals, anddetermining broad themes of emphasis for program and facilitiesplanning and for budget formulation. The Institution's goals haveas their foundation its several broad traditional functions whichencompass basic research, collections management, and exhibits andother public programs. The Institution's executive management hasestablished, and affirmed for the last three years, themes ofemphasis for the Institution's infrastructure (i.e., "Stewardshipof the Public Trust"), global change research (i.e., "Understandingthe Global Environment and Our Place in the Universe") , andcultural pluralism (i.e., "Exemplifying the Nation's Pluralism"). 180 During the past year, an additional theme, or "Area of Emphasis",was selected for education (i.e., "Bringing Synergism toContemporary Public Education") - While executive managementdevelops these various statements, the statements do circulate toall bureau directors for comment, concurrence and areas ofsubstantive disagreement prior to review by the Secretary.However, the final versions of the mission and goals statement("Statement of Purpose and Goals") and the "Areas of Emphasis"constitute those essential planning directions that the Secretaryhas deemed most appropriate and urgent. Once the Secretaryapproves these guiding principles, they serve as the cornerstonefor the Institution's five year plan, "Choosing the Future", andfor budget . formulation.BudgetingOnce there is closure on the "Areas of Emphasis", budgetingcan proceed. Each bureau and major office develops a budget thatwill support its plan and be responsive to the Secretary's "Areasof Emphasis". Chart 2, an extension of the planning flowchart,depicts the successive steps in budget formulation described below.In preparing their budgets, bureaus must prioritize eachrequested item of increase and classify each to the one "Area ofEmphasis" to which it is most responsive. Since there are closeto a dozen subcategories of infrastructure (e.g. , conservation ofcollections, exhibit reinstallation, lab/scientific equipment,etc.), there are multiple infrastructure classifications. Afterall budget requests have come from the bureaus, they are sorted,according to the various "Areas of Emphasis" and respectivesubcategories, to permit like requests to be reviewed and weighedrelative to each other.While the bureaus are preparing their budgets, the Secretaryand Assistant Secretaries decide upon the total funding level thatthe Institution should seek from the Office of Management andBudget (OMB) , taking into consideration past documented needs andopportunities. They also decide a preliminary allocation of thistotal among the "Areas of Emphasis". After covering the cost ofuncontrollable items of expense (e.g. , pay adjustments, utilities,rent, etc.), for FY 1992, the allocation placed 90 percent of theintended total request with the various infrastructure needs thatwould sustain current programs and devoted the remaining 10 percentto new or expanded programs relating to global change research,cultural pluralism, and education. This relative allocationquantified and made explicit the Institution's commitment topreserving core existing programs, while acknowledging a publicresponsibility to fill particular voids in environmental researchfor which it is uniquely qualified to proceed, to undertake effortsto broaden its audiences to reflect demographics, and toparticipate in initiatives that would strengthen informal and 181 formal public education.The Assistant Secretaries then form review teams to considerall competing requests within a particular grouping. These teamsmake preliminary allocations (from the "functional" allocationsestablished above) to individual bureau items of increase in apriority order that takes into account relative need and urgencyas well as bureau priority. Once the Assistant Secretaries see therange of requests that are competing for funding, they may alsodecide to alter particular functional allocations by cross rankingfunctions and making offsetting adjustments between two or more ofthese respective allocations. The final products of this revieware prioritized listings of the items of increase that can beaccommodated within each functional allocation, which are in turnbalanced to the earlier agreed upon total funding level that willbe sought from OMB.At this point, the bureaus receive notice of - preliminarybudget decisions and have the opportunity to appeal. Once appealsare reviewed and any further adjustments are made, the AssistantSecretaries send their final recommendations to the Secretary forhis approval. With the Secretary's approval, the budget then movesto the Regents for their approval and goes to OMB for review.While the budget request to OMB describes each new cost ineach line item, OMB's eventual allowances have for the last severalyears typically allocated funding to specific functional categoriesor specific line items (i.e., global change research, majorscientific instrumentation, NMAI, audit deficiencies) . For FY1992, excluding funding that must be earmarked for uncontrollablecosts, OMB's allowance was split 56 percent for infrastructureneeds to sustain current programs and 4 4 percent for global changeinitiatives and NMAI, as compared with SI management's emphasis of80 and 20 percent, respectively, for current versus new programs.When the budget reaches Congress, appropriations are made to lineitems and to specific costs (i.e., specific positions, specificpieces of equipment, etc.). 182 ? CO c *? Q. C E c ac ?o >5 -? c(0 >- iCQ& acCDt .9 ?> .? O x: C3< .cexE : d COc cEc ZOlc "a.E E ?- ?&gOl Qc o ooJZOa. TO.*? IIO CICC nD a m5 t-< o< OCOq P N o * si 183 tifiE o||f a | "fto "DZ5CDCO ? ? - ECD<0.0 ? Description 24 800 Staff to clean asbestos contaminated objects in the atticsof the Natural History Building and to perform otherwork preparatory to moving the collections to theMuseum Support Center6 479 Staffand materials to clean asbestos contaminated objectsstored at Silver Hill for the Museum of American History,and rental and equipping costs of 12,000 square feet ofspace to house cleaned objects during the removal ofasbestos from Building 17 and subsequent buildingrenovation2 200 Safety officers to implement and manage the onsite safetyprogram at the Natural History Building and funds forremoval of hazardous waste100 Safety coordinator to implement and manage the onsitesafety program at the American History Building andfunds for removal of hazardous waste 257Mr. Yates. Thank you, Roger.Mr. Kennedy. Thank you, sir.Mr. Yates. All right. We have to go vote. We have the secondbell now, and we will be back.[Recess.] ANACOSTIA MUSEUM NEEDSMr. Yates. Mr. Newsome.Mr. Newsome. I am here.Mr. Yates. Oh, Mr. Newsome. I think in the interest of time Iam not going to be able to give the remaining people as much timeas I have given the others, but I am going to try to be fair and fullwith respect to the hearing.How did you fare with the money that you needed?Mr. Newsome. Well, like everybody else, we wanted some educa-tion positions which OMB struck out. We need those positions be-cause education and outreach have been the hallmark of the Anacos-tia Museum. We are talking about approximately $11,000 for theeducation and outreach positions. Again, education has been thehallmark of the Anacostia Museum, particularly the work with theschool systems and with citizens in the community.Mr. Yates. Good for you.Mr. Newsome. In fact, I am going to give you a gift. Here is ateacher resource packet developed for our current exhibition,"Gathered Visions." It focuses on artists from the region. Thispacket is a fine example of what Anacostia does in terms of teach-ing about the historical and cultural resources from this region.Mr. Yates. All right. Thank you very much. I appreciate it.COOPER-HEWITT MUSEUM BASIC SUPPORT NEEDSMs. Pilgrim from New York. Hi, Ms. Pilgrim.Ms. Pilgrim. Hi. Things are badly designed over here.Mr. Yates. They are, indeed, and the comment was made byItzhak Perlman when he testified here.Ms. Pilgrim. I am not surprised.Mr. Yates. Tell me, how did you fare?Ms. Pilgrim. Well, Mr. Chairman, as you know only too well, oneof my main concerns since I became director of Cooper-Hewitt Na-tional Museum of Design two years ago was the issue of financialparity for Cooper-Hewitt with the other art museums within theSmithsonian.We have now been part of the Smithsonian for 24 years and westill get approximately only 50 percent of our budget from theSmithsonian, and approximately half of that 50 percent is Federal,the other half are trust funds.Every year annually we have to raise that 50 percent of our op-erating budget, and we do it by means of charging admission fees,having our own memberships, our own shop, our corporate mem-bership, fundraising events, and we are closed one day a week.Mr. Yates. Which day?Ms. Pilgrim. Monday. Pretty traditional in New York; people areused to that.Mr. Yates. All the galleries are closed on Monday, too. 258Ms. Pilgrim. I have to admit we are open Tuesday evenings,which, again, is the New York tradition.Mr. Yates. How much of a deficit do you run?Ms. Pilgrim. Well, we submitted a budget to the Smithsonian forfiscal year 1992 of 16 positions, $1.7 million. What went forward toOMB were nine positions and $852,000. It was all eliminated.I feel very strongly that none of these positions were new initia-tives. The money is all for basic professional museum support. Ican just give you an ideaMr. Yates. Put it in the record.Ms. Pilgrim. All right.Mr. Yates. Put a couple of paragraphs in the record which wewill read and go over.Ms. Pilgrim. Thank you.Mr. Yates. Thank you. How is the Fox Building coming along?Ms. Pilgrim. It is going great. In fact, this fall we will be puttingour master's program?we are the only agency that has a degreemaster's program, and we will put the program in the Fox Housethis fall. It is great.Mr. Yates. Thank you, Dianne.[The Cooper-Hewitt Museum FY 1992 budget needs follow:] 259 Cooper-Hewitt MuseumFY 1992 Budget NeedsCooper-Hewitt, National Museum of Design is the only American museumdevoted exclusively to the study of design. Cooper-Hewitt exploresthe influence objects have on our lives ? how they shape and areshaped by our culture. The Museum examines the common tradition anddiversity in design history, as well as implications for the future.Design has no geographic, historical, cultural or socio-economicboundaries. As the National Museum of Design, Cooper-Hewitt has animportant part to play in educating the public about the significanceof design. The Museum pursues this goal through diverse programswhich include provisions for making the collections available forstudy, research and display; educational programs; exhibitions;publications; and conferences keyed to significant design issues.For Cooper-Hewitt, the issue of achieving institutional parity amongits fellow Smithsonian art museums has been a major concern over thelast two years. In the past Cooper-Hewitt has not benefitted fullyas a Smithsonian bureau and has received very little federalfunding. This disparity has made the Museum an anomaly amongst itssister museums.It can no longer be said, however, that Cooper-Hewitt is the onlymuseum in the United States that does not receive any federal fundingfor education, exhibitions, publications, or acquisitions. The Museumis grateful to have received its first programmatic federalallocation for the establishment of an Education department in FY91.While these funds have allowed the Museum to professionally executethis most basic educational mission, only half of the requested funds($150,000) and one work year (out of three requested) were allotted.Cooper-Hewitt must raise approximately 50% of its operating budgetannually . These funds are raised through admissions, shop profits,membership fees, corporate memberships, fundraising events,unrestricted gifts and grants, and they are used for generaloperating expenses as well as funding approximately 12-15 staffsalaries. There are still no Federal appropriations to Cooper-Hewittfor exhibitions, acquisitions or publications. The Museum is closedto the public one day per week.For FY92, Cooper-Hewitt requested sixteen positions and $1,706,000,nine positions and $852,000 went forward to 0MB, and 0MB allowed noprogrammatic increases. The positions and subsequent funds requestedare for basic professional museum support. They were not for any newinitiatives. Cooper-Hewitt has the largest art collection (nearly250,000 objects) of all Smithsonian art museums, and yet we receiveno federal funds to support the curatorial activities that consituteour mandate: staff research, publications, exhibitions, acquisitions,travel, and require clerical assistance.. Furthermore, it isimportant to remember that due to our location there are many centralservices that we cannot utilize ? yet we are not given additionalfunds to cover these expenses. Federal support should also be givenfor Development and Fundraising activities. Our limited Developmentstaff (2) cannot be expected to successfully raise 50% of ouroperating budget every year. 260 It is essential to recognize that Cooper-Hewitt is still seriouslyunderfunded and that only with continued infusions of permanentfunding can the Museum begin to innovate rather than to maintainstatus quo . Clearly the Smithsonian, by virtue of its 1992 submissionto OMB, understands the unique position Cooper-Hewitt is in regard tothe other Smithsonian museums. Now Congress needs to recognize thislongstanding problem and address the issue. 261SMITHSONIAN TROPICAL RESEARCH INSTITUTEMr. Yates. All right, Mr. Rubinoff. You have not been shot yet?Mr. Rubinoff. No.Mr. Yates. Were you there during the war?Mr. Rubinoff. Yes, I was; it was very exciting.Mr. Yates. I bet it was. Which side were you on? [Laughter.]Mr. Rubinoff. I was down on the floor, sir.I would like to apologize for not wearing a brighter tie this after-noon.Mr. Yates. Well, Mr. Skeen is not here.Mr. Rubinoff. In keeping with the theme of education, I thinkthat our research programs are part of education and education isresearch.Mr. Yates. How much money did you ask for that you did notget?Mr. Rubinoff. Oh, quite a lot. We were very ambitious. Weasked for about $4 million.Mr. Yates. Wow. Is this for your research vessel?Mr. Rubinoff. No, the research vessel is taken care of with theexception of the crew. They were not included, and they will benecessary the last quarter of 1992. The boat may be, in fact, readyand we will not have enough crew to do the sea trials and things ofthat sort.Mr. Yates. It is fun going out on trials.Mr. Rubinoff. I think I would rather read the reports than bethere myself when things do not work the way they were designed.Mr. Yates. How does it look?Mr. Rubinoff. It should look good. We just awarded the designcontract. Construction has not started yet.Mr. Yates. Oh, I see. How long will it take to build?Mr. Rubinoff. It should take about nine months to build andabout maybe six months to design and about three months to con-tract it out for construction.Mr. Yates. WTho is installing your weapons?Mr. Rubinoff. The question of the war had an interesting effect.Mr. Yates. Did you look for any Navy boats?Mr. Rubinoff. We did. The Committee gave us funds for a study.The study indicated that there were no existing vessels that wouldserve the purposes that we needed.Mr. Yates. Now, tell us the $4 million?you can tell us more inthe record.Mr. Rubinoff. I can do that.Mr. Yates. Is there any otherMr. Rubinoff. I think the issue of democracy in Panama hasbeen a very important one for us, but it has produced some unan-ticipated benefits. It is very nice to have a free press and humanrights respected, but it has also created a great demand for thetransfer of technology, both by the government of Panama and theprivate sector as the economy picks up. People want to know abouthow to reforest. People want to know about what eco-tourismpolicy should be. 262We are caught a little short in terms of having personnel to pro-vide that information where we have it. So that does turn into edu-cation in a sense, but not one that we anticipated.Mr. Yates. Okay. Give us some work for the record. Thank youvery much for coming in.[The Smithsonian Tropical Research Institute FY 1992 budgetneeds follow:! 263Smithsonian Tropical Research InstituteFY 1992 Budget NeedsIn addition we would like the subcommittee to consider the requestsoutlined below as part of the Smithsonian Tropical ResearchInstitute's FY 1992 budget. Each represents a program of vitalimportance to tropical research and education. 1. Crew for the new research vessel: 1.25 FTE's and $90,000We anticipate the vessel to be completed in the last quarter ofFY 1992. Consequently, we need to hire the Marine Engineer, whoappropriately should be present for the last phase of constructionand sea trials, for half of the year ( 0.5 FTE's and $24,000). Theother crew members needed would have to be available for sea trialsand for bringing the vessel to Panama. They could be hired for thelast quarter of FY 1992. These other three crew members are aFirst Mate (0.25 FTE's and $10,000), an Oiler/Deck Hand (0.25 FTE'sand $7,000), and an Electronics Technician (0.25 FTE's and $9,000),for a total of 1.25 FTE's and $50,000 in personnel costs. inaddition the vessel will require additional operating expenseswhich we calculate to be $40,000 for FY 1992. If we receive theadditional funding, the monies will have to be annualized in FY1993.2. Canopy Biology: 4 FTE's and $1,134,000The upper canopy of the tropical forest is one of the lastfrontiers for ecological research. We know less about this regionthan about the ocean floor, yet the upper canopy plays a vital rolein global climatic change and maintenance of biological diversity.STRI is initiating a research program in Canopy Biology in order tobetter understand the flora and fauna of the upper canopy, and tomeasure the exchange of heat, water vapor, carbon dioxide andoxygen between the canopy and the atmosphere. We have successfullytested an innovative technique ? use of construction tower cranesinstalled in the middle of a tropical forest ? to gain safe, rapidaccess to the canopy.in order to build on this major new advance in canopy accesswe propose the purchase of a large tower crane ($650,000), and itsshipment and installation on Barro Colorado Island ($170,000). Thecrane will provide access to over 4 acres of tropical forestcanopy, and will dramatically expand our knowledge of the BarroColorado Island forest canopy. We will hire a scientistspecializing in canopy biology, and a research assistant for thescientist in order to develop a vigorous research program (2 FTE'sand $137,000). In addition, specialized research instrumentationwill be required to undertake this program. To run the crane wewill hire two crane operators (2 FTE's and $77,000). 264 3. Safety Officer: 1 FTE and $40,000The Institution approved STRl's FY 1992 request for a SafetyOfficer but our request was disapproved by OMB. We still considerthis to be an essential position, one that we need to hire as soonas possible. Last week we had a major fire at the Tupper Center.Luckily it occurred at night and resulted in only a minor injury tothe security guard who tried to put it out but in several thousandsof dollars in property damage. STRI needs a person in charge ofsafety to review all of our procedures and develop a comprehensivesafety program.4. Marine Sciences Education Program: 1 FTE and $49,000The STRI has started and outdoor living exhibit at the NaosMarine Laboratory. Plans are underway to reach school groups at theelementary and secondary levels. A full-time Marine sciencesEducation Specialist is required to be able to carry out thisprogram. This person will develop bilingual educational materialswhich can be adapted to other science programs and curricula. Thework will draw upon STRl's unique expertise in the field andinvolve coordination with Panama's Ministry of Education,scientists at the University of Panama and the Major's Office ofPanama City. No other marine sciences education program currentlyexists in Panama. Consequently, we request 1 FTE and $29,000 forpersonnel and $20,000 for materials and supplies, for a total of$49,000 for the program.5. Development Office: 2 FTE's and $106,000The STRI has established a Development office at the Mall toincrease external funding for our many research and educationprojects in order to relieve some of the existing financialconstraints. The purpose of locating this office at the Mall is togain efficiencies in accessing major donor organizations. Thecosts to staff and operate this office is $106,000 and 2 FTE's. 265SMITHSONIAN ASTROPHYSICAL OBSERVATORYMr. Yates. All right. Irwin Shapiro. Hi, Irwin, wherever you are.Mr. Shapiro. Right here.Mr. Yates. Okay. And you want some more computers.Mr. Shapiro. How did you guess?Mr. Yates. I assumed you did not get enough of them the lasttime, and computers keep changing. You know you are full dressed,too. What are you bringing us? Beware of Greeks bringing gifts.Mr. Shapiro. I am not a Greek, not a drop of Greek blood in myancestry as far as I know. I just wanted to comment about theoverall situation at SAO which was eloquently phrased about acentury and a half ago at the time the SI was founded. Of course,the phrasing was nothing like Roger's. I mean, no one can competewith Roger.But still, people are familiar with it, and I will just paraphraseit: It is the best of times and it is the worst of times. It is theseason of light and it is the season of darkness. No one knows whatis after the first. Everybody knows it is the best of times, it is theworst of times; but no one knows what comes next. It is the springof hope; it is the winter of despair. Everything is before us andnothing is before us.Mr. Yates. I am glad you brought Dickens to the table.Mr. Shapiro. Thank you. The question is, how does this fit SAO?Well, it fits it very well. In the best of times issue, we have twomajor projects, major scientific instrumentation projects. The sub-millimeter array and the MMT conversion which will set the stagefor the future into the next century for SAO and enable us to be atthe forefront.I brought a couple of things that we are producing along theway, so to say, towards realizing these two instruments. The sub-millimeter array takes these waves which are between optical andradio and has to detect them and manipulate them. What I havehere and can show you is a polarizer. You are familiar with Polar-oid.Mr. Yates. It looks like a filter on a camera.Mr. Shapiro. You are familiar with Polaroid plastic which filtersthe?which separates out the proper polarization from visible light.This device does it with submillimeter waves by using one-thou-sandth of an inch Tungsten wire coated with gold, gold-platedTungsten wire, and separated by three-thousandths of an incheach. This is covered with those wires.This is an extremely difficult device to make and no one knewhow to do it well in the world. A graduate student in our lab whohappens to bear the name of Shapiro, although I cannot claim anyrelation?he is from the Philadelphia branch of the family?he fig-ured out a way to use an ordinary lathe to wrap around this wireand produce this extremely regular grid.Someone from Cal Tech was visiting our lab two weeks ago andhe was very impressed that we did it at all, let alone we did it sosimply and beautifully.Mr. Yates. It is beautiful. I am impressed. What do you use thegloves for? 266Mr. Shapiro. I borrowed those from Roger just to make somejokes. [Laughter.]In the interest of time I thought I would just leave them here.About this other thing: there are well developed techniques fordealing with short optical waves and for dealing with long radiowaves. We are just developing the techniques to deal with thesewaves of intermediate length, these submillimeter waves. Here is adevice where we have combined optical and radio techniques, andyou can see this is an optical lens which focuses the submillimeterwaves down on a little antenna. You can see those two spiralsdown at the center.Mr. Yates. Yes.Mr. Shapiro. That is the antenna that picks the waves up. Insidethat is something that you cannot see that is only about a mil-lionth of a meter in size. It is a superconducting-insulator-supercon-ducting junction that enables the waves to be detected with highefficiency. We are developing this for the various receivers we needfor the submillimeter array.Mr. Yates. How are you on compact disks?Mr. Shapiro. Oh, that was the one thing I proposed to show youthat was ruled out of order by other people from the Smithsonian.Ms. Turner. I take the blame. I take the blame for that.Mr. Shapiro. I actually have it here. [Laughter.]What we have done, and it was the first time it was done in as-tronomy, we have compacted all the data, all the pictures taken bythe so-called Einstein x-ray satellite which was designed and builtat SAO. We put all the data on compact disks.Now, a couple of things I would like to say about it. First of all,this is Einstein in the patent office on the cover. We distribute thisfor nothing because it is so cheap to produce. The point is that theprevious medium for storing these data were 30 big magnetic tapes,reels of tape about 15" in diameter.So we have made a compaction in the storage requirements fromthe data of a factor of 400. So as opposed to ordinary collections inSmithsonian museums, where the more you get, the more spaceyou need, the more museum support centers you need, and soforth, we are going the opposite way and we still have a long wayto go in compressing everything.Mr. Yates. It sounds so reasonable, but why were you turneddown?Mr. Shapiro. I beg your pardon?Mr. Yates. It sounds so reasonable; why were you turned down?Ms. Turner. I need to answer that question.Mr. Yates. Oh, okay.Ms. Turner. We were trying to keep the number of articles tosomething that was reasonable because we knew there was a timefactor. So we thought thatMr. Yates. But I thought his explanation was reasonable.Ms. Turner. I am sorry.Mr. Yates. Did you strike out the funding for it?Ms. Turner. No, no. Only bringing the objects.Mr. Yates. Oh, no; that is wonderful, no. We like the show andtell. 267Mr. Shapiro. The other thing about it, previously you wouldhave to load a tape and then search the tape for what you werelooking for. If it was at the end of the tape, it would take a longtime. It could take up to hours to find what you wanted.Here, in 10 seconds you can find anything because you haverandom access to the disk and you can go anyplace you want.Mr. Yates. Who uses the CDs?Mr. Shapiro. The whole group of astronomers in the world whoare interested and utilize x-ray data. We have given out?we havehad requests for and given out 400 of these.Mr. Yates. How much did that cost?Mr. Shapiro. This cost less than $200?sorry, less than $2.Mr. Yates. Isn't that amazing. Which orchestra do you have onthat?Mr. Shapiro. The Chicago Symphony Orchestra. [Laughter.]There is something else I brought in. First of all, some pictures.As you know, the MMT conversion involves building and casting agiant 22-foot diameter mirror and polishing it. I have here somepictures of the furnace which is being enlarged for the castingwhich is scheduled for later this year, if they keep to the schedule.I do not know if you can see that, but this is all electronicsaround the base of the furnace which you can see over here at thetop. It is a fisheye lens, so the picture looks very distorted. Hereyou can see the furnace itself.Mr. Yates. What are you baking in there?Mr. Shapiro. We are baking glass. We are baking tons of glass.Mr. Yates. Who does the polishing?Mr. Shapiro. The polishing will be done in this lab. This is themirror lab at the University of Arizona.Mr. Yates. What are you going to do with the squirrels?Mr. Shapiro. The squirrels are going rather nicely I am told, andmany of them?in fact, most of them seem to live at a lower alti-tude on Mount Graham than where this other observatory mightbe put.Anyway, we put these tons of glass in here, and what we do ishave all the glass melt around the ceramic cores which enables usto have a very light weight. You might think "tons" is rather a lot;but, in fact, it is relatively lightweight because we have most of thespace empty. To keep it empty, you have to have ceramics whichwithstand the heat that will melt the glass in the furnace.This device here which some people thought was really a replicaof R2D2, others thought it was a Mayan temple; but, in fact, it isjust one of these ceramic cores.Mr. Yates. Careful.Mr. Shapiro. Oh, I am very practiced at this. Anyway, this stuffwhich looks like ordinary styrofoam is actually very refractory ma-terial; that is, it does not melt at temperatures up to more than1,400 degrees centigrade, even hotter than it is in the room here.Mr. Regula. What is the chemical composition of this?Mr. Shapiro. I do not know the chemical composition. It is a veryrefractory ceramic material. But the exact proportions of the differ-ent atoms, I do not know. If you are interested, I could find out.Mr. Regula. It is a unique material. 268Mr. Shapiro. Forming them?you have hundreds of these youhave to form and put in place, and it is a big, big operation.Mr. Yates. How much money do you want from us?Mr. Shapiro. For this, nothing.Mr. Yates. Okay.Mr. Shapiro. Or, how shall I put it, what is in the budget is fine.Mr. Yates. Really? First one.Mr. Shapiro. I am not quite finished. Remember, I am now talk-ing about the best of times. There was another part.Anyway, this picture is of the polishing lap. This is a new tech-nique being developed for polishing giant mirrors. This is almosttwo meters in diameter. It flexes depending on which part of themirror you want to get the glass from, and it is very efficient. TheUniversity was able to do in 24 hours of polishing what used totake a year.[Committee note.?The Smithsonian later informed the commit-tee that "a year" should be changed to "nearly two weeks".]Mr. Yates. Wow.Mr. Shapiro. So it is an enormous advance in the speed of whichpolishing of large mirrors can be done.Mr. Yates. We just have to go and vote. All right. What did theyknock out for you other thanMr. Shapiro. What I want to do is just say, what is the worst oftimes?why we are in the worst of times.Mr. Yates. You have a question? We are going to have to vote.You better just stay here, Irwin, because Mr. Atkins has a questionand I hate to inhibit him.[Recess.] submillimeter array and mmt conversionMr. Yates. Irwin, oh, he is not here.Mr. Shapiro. Yes, I am.Mr. Yates. I don't mean you. Oh, there he is. Mr. Atkins has aquestion. I have a pre-conference at 3:00 which I can come to alittle late. But ask your question.Mr. Atkins. Mr. Shapiro, let me just say first that I commendyou on the educational program you are running. Mr. Chairman,they run what I believe is probably the most creative, innovative,with no public money education program that has had an enor-mous effect on teaching math in the Boston area schools.What I am interested in is the question of foreign financial par-ticipation in your two big projects; the submillimeter array and theMMT, the multiple mirror telescope. Most of the major astrophysi-cal instrumentation projects that are funded by NSF, they now re-quire them to get participation from at least the Japanese andsome people from the European community. Are you doing thesame thing with these two projects?Mr. Shapiro. As with most questions, a simple yes or no does notquite work. For the submillimeter array project, if we site thearray in Mauna Kea in Hawaii, there is another single telescopethat works at submillimeter wavelengths built by the British, theDutch, and the Canadians. They have done a study as to how muchmore effective theirs and ours would be if they were to join our 269 array, and they have proposed to their board of directors that theydo so. If we site the array on Mauna Kea, as we will recommend todo, then we will join them in an international cooperation in thatsense, and it will really increase the effectiveness of both theirsingle telescope and our array to work jointly together.It will not be a monetary exchange. It will be that they will dotheir part and we will do our part, and the combined instrumentwill be better for science.As for the MMT conversion, this is a joint project with the Uni-versity of Arizona. A much smaller one such as the size of thisproject, the NSF does not do any international sharing on either.This is below the level where an international consortium makessense.For example, the recent international arrangements to whichyou refer concern a $176 million project to put two 8-meter tele-scopes, one in Chile and one in Hawaii, with the United Statespaying half and the other half being split equally between GreatBritain and Canada. Just about an order of magnitude, that is afactor of 10, bigger project than the one we are talking about.Mr. Atkins. Are you satisfied that you have done everythingthat you ought to be doing to get foreign support for these two in-strumentation projects?Mr. Shapiro. Yes, I think that is fair to say. Certainly for thesubmillimeter array. We have, for example, on our scientific andtechnical advisory group, we have the best people in the world inthat field and that includes members from England, from Sweden,from Germany, and from Japan.Mr. Atkins. These people will be users?Mr. Shapiro. Well, the facility will be open, as most facilities arenow in the world, based on competition. That is, there will be pro-posals submitted and time will be allocated depending on whichproposals offer the best prospects for scientific progress.Mr. Atkins. Shouldn't we be looking on that basis to some par-ticipation from the Japanese?Mr. Shapiro. Well, for example, we use their telescope. Theyhave a millimeter, not a submillimeter, array in Nobeyama, Japan,and a certain amount of their time is available to people from allover the world based on competitive proposals. That is sort of thetrend internationally, and we would expect to do the same thing.Mr. Atkins, How would you feel about a prohibition in yourbeing involved in any activities or construction on Mount Graham?Mr. Shapiro. Well, the two sites we were considering, one was onMount Graham and the other on Mauna Kea in Hawaii, and ourscientific and technical advisory group came?and there is a repre-sentative from both the University of Arizona and the Universityof Hawaii on our group that I previously alluded to. They met inJanuary. We presented all the evidence, all the relevant factorsand asked for their recommendation. They unanimously recom-mended that we should begin negotiations with the University ofHawaii to site the array there. We intend, and are, in fact, in theprocess, of preparing a summary of this recommendation to send tothe Smithsonian. If Secretary Adams approves, then it will be pre-sented to the Regents for their concurrence.Mr. Atkins. So that kind of prohibition would not trouble you? 270Mr. Shapiro. That is correct.Mr. Adams. I think we should add that the recommendation isnot based in any way on the issue of the squirrels; it is based onthe science.Mr. Shapiro. It is based on the science and also on geography.One of the most interesting parts of the universe to look at in sub-millimeter waves is the center of our galaxy, and that is overheadfar south of us. Hawaii has an advantage over Mount Graham thatis quite considerable in its latitude being much further south thanthat of Mount Graham.ADMINISTRATIVE SERVICE CENTERMr. Yates. I am going to have to leave. I am going to leave therest of the meeting to you. Before I go, I wanted to ask Mr. Jame-son some questions if I may.Mr. Jameson, what is the status of your administrative center? Ihave sent Mr. Adams a copy of a letter from your landlord inwhich he protested what you were doing, saying that nobody gavehim a chance to make things better for you. I suspect that yougave him a chance over several years, and he thought perhaps thatyou had no choice.Mr. Jameson. Not only that, Mr. Chairman, but prior to the ex-piration date for the solicitation process which was June of 1990,we actively encouraged them to come in with a proposal becausethe building that we are currently in on North Capitol Street issusceptible to being expanded. There is a large parking lot andthey own adjacent property. So they were encouraged to give us atimely proposal, but did not respond to us until December of 1990.Mr. Yates. Question: Suppose he now is willing to listen to you?I do not know this gentleman. I just see his letter saying that hehopes you will listen to him. Is it too late to listen to him?Mr. Jameson. It is too late, Mr. Chairman, to come in with a pro-posal for an expanded facility. We followed the Federal procure-ment regulations very carefully.Mr. Yates. I know you have. The question is whether you wouldsave money by not going out on a RFP or with a mortgage.Mr. Jameson. I do not know a way that we could extricate our-selves from the process that we have engaged in.Mr. Yates. Are you committed somewhere along the line?Mr. Jameson. Well, committed in the sense that we advertisedfor competitive proposals and have been in the process since lastsummer of gradually whittling those down to a final selectionwhich we have not made yet. But we are down now to three final-ists out of the eleven who started. I do not see how we could walkaway or turn our back on that particular process and begin to dobusiness with the owners of North Capitol Street.Mr. Yates. All right. Who is Shaw, Pittman, Potts and Trow-bridge? Is this your law firm?Mr. Jameson. No, Mr. Chairman. It is a firm that the owners ortheir representatives turned to for a legal opinion on whether ornot we were obliged to follow the Federal acquisition regulationsand other procurement regulations. 271Mr. Yates. I have their letter which may go into the record.They address the letter to Mr. Ritchey, who is senior vice presidentof Boston Properties.Dear Mr. Ritchie: The purpose of this letter is to confirm our view that theSmithsonian Institution has the authority under relevant Federal procurementstandards to execute a sole-source contract for the lease of its total . . . space re-quirements with the Stern & Moran/Boston Properties joint venture, rather thanproceeding to award under solicitation No. SI-90-018-FN for the new requirementsonly.Okay, which is on your side, isn't it? The Smithsonian's not cov-ered. I would have thought that you have to go out with an RFP,do you not, if you're going to get Federal money?Mr. Jameson. Historically, and consistently it has been our posi-tion that where we spend Federally appropriated money, either forthe hiring of people or for the buying of goods and services, wefollow the regulations.Mr. Yates. Well, it looks like this was written for you, doesn't it?Have you seen this letter?Mr. Jameson. Yes, we've seen it.Mr. Yates. Does this sustain your position?Mr. Jameson. No, we responded to that. You have a letter fromus, Mr. Chairman dated the 18th but I think it did not get up thereuntil yesterday. The next to last paragraph on page 2 speaks tothat point.Mr. Yates. Well, that takes care of Mr. Moran, right?Mr. Jameson. One never knows, Mr. Chairman.Mr. Yates. Well, we'll wait and see.Mr. Jameson. Would you agree to put our response into therecord?Mr. Yates. I have your response. This is your response datedMarch 18th, addressed to me, signed by Carmen E. Turner, UnderSecretary. All right. It's Ms. Turner, then, who is going to go intothe field of battle, rather than you.Mr. Jameson. We will be by her side to help her out. [Laughter]Mr. Yates. Oh, you'll be behind her catching. All right, this maygo into the record.[The information follows:][The letter from the firm of Shaw, Pittman, Potts & Trowbridgeand the Smithsonian's response follow:] 272 Shaw. Pittman. Potts & TrowbridgeESSIOMAL CO?*sO*?ATtO??S fTOJI ??0 7BOC(703) 821 2397 2300 M STREET. N. W'ASHINOTON. O. C. 20037(202) 663-aoOO -l?C?TV 5TBCCT. S.W.?U?G. VIRGINIA 22073(703J 777-OOOAH<'*o?7A|tei January 17, 1991CARLETON S. JONES. PC<202) 6636087Mr. Raymond A. RitcheySenior Vice PresidentBoston Properties500 E Street, S.W.Washington, D.C. 20024Dear Mr. Ritchey:The purpose of this letter is to confirm our view that theSmithsonian Institution has the authority under relevant federalprocurement standards to execute a sole-source contract for thelease of its total (i.e., both current and new) space require-ments with the Stern & Moran/Boston Properties joint venture,rather than proceeding to award under solicitationNo. SI-90-018-FN for the new requirements only.The Smithsonian is not subject to the common federal con-tracting statutes and regulations, including the Federal Propertyand Administrative Services Act of 1949, as amended by the Compe-tition in Contracting Act of 1984, 41 U.S.C. Sections 251-260,and the Federal Acquisition Regulation ("FAR"), 48 C.F.R. Chap-ters 1-53. These laws apply only to executive agencies. See 40U.S.C. S 472(a); 41 U.S.C. 405(a). The Smithsonian is not anexecutive agency because it is not part of the executive branch.See 20 U.S.C. S 41. Therefore, the Smithsonian is not covered bythese laws, but by the provisions otherwise applicable to thegovernment, at 41 U.S.C. Sections 5 and 8.Although the Smithsonian is not required to do so, we under-stand that it seeks, as a matter of policy, to comply with thecommon federal contracting statutes and regulations to the maxi-mum extent practicable. Notwithstanding the many differencesbetween the two sets of procurement laws, they do share the com-mon requirement that, broadly stated, contracts be publiclyadvertised/competitively awarded unless one of several statutoryexceptions is applicable. One of the exceptions that enables theSmithsonian to negotiate a sole-source contract with the jointventure is the fact that there is only one responsible sourcecapable of satisfying all of the Smithsonian's requirements. See41 U.S.C. S 253(c)(1); 48 C.F.R. S 6.302-1; 41 U.S.C. S 5. Fur-thermore, urgent and compelling circumstances warranting award tothe joint venture also permit negotiation of a sole-source 273 Shaw. Pittman, Potts & Trowbridge Mr. Ray RitcheyJanuary 17, 1991Page 2 contract. See 41 U.S.C. S 253(c)(2); 48 C.F.R. ? 6.302-1; 41U.S.C. S 5.We understand that the joint venture has proposed agreatly-needed two-year extension of the current lease as part ofa sole-source contract, and that the joint venture is thereforein a unique position to accommodate both the Smithsonian'sshort-term and long-term space requirements. Accordingly, thejoint venture's ability to provide space for the Smithsonian'snew requirements at the current lease site renders the joint ven-ture uniquely capable of offering to the Smithsonian the effi-ciency and other benefits flowing from extension of the currentlease beyond its scheduled expiration date, avoidance of unneces-sary moving costs and consolidation of all space requirements ata single site.These unique capabilities render the joint venture the onlysource capable of satisfying all of the Smithsonian's require-ments and are sufficiently compelling to merit termination of theSFO and award of a sole-source contract to the joint venture.These unique capabilities therefore permit the Smithsonian tocancel the SFO and to award a contract for its space requirementsto the joint venture.Should the Smithsonian elect not to proceed with thesole-source contract with the joint venture, and instead elect toproceed with the SFO, any refusal by the Smithsonian to permitthe joint venture to compete would open the ultimate award tosubstantial legal challenge. The SFO requires delivery of thefully completed premises not later than October 1992. We under-stand that compliance with this mandatory requirement isextremely unlikely, and the Smithsonian therefore has approachedits current landlord for a lease extension. Should theSmithsonian proceed with the current SFO without amending the SFOto revise the completion date and concurrently affording bothcurrently competing and other offerors a new opportunity for sub-mission of offers, award clearly would be subject to legal chal-lenge. The Smithsonian may not proceed to contract award on thebasis of an SFO stating, and offerors promising, unattainablemandatory requirements. 274 Shaw, Pittman. Potts & Trowbridge Mr. Ray RitcheyJanuary 17, 1991Page 3 Please let us know if we can be of further assistance inthis matter. S incerely. Carleton S. Jones B:0MSKB6860.91 275 SMITHSONIAN INSTITUTIONVfijJunyton.D.C205C0USA. March 18, 1991Honorable Sidney R. YatesChairman, Subcommittee on Interiorand Related AgenciesCommittee on AppropriationsUnited States House of RepresentativesWashington, D.C. 20S1SDear Mr. Chairman:Thank you for your letter of March 14, 1991, enclosing a letter ofMarch 7, 1991 from Vernon E. Knarr of the Vector Realty Group, Inc., regardingthe proposed Administrative Service Center. I am pleased to provide commentsfor your use. Mr. Knarr raises several issues to be addressed: advantages ofthe North Capitol Street site, encouragement of the late proposal, deliverydate for beneficial use of the new building, and applicability of Federalprocurement and contracting laws and regulations. Each of these matters willbe discussed in turn. Enclosed is the file of relevant correspondence on thismatter.There is no question that the North Capitol Street leased building hasprovided useful service to the Institution, although its relatively small sizeand general condition do not meet our current and future needs. For thesereasons and because the building might be expanded, the present owners. Sternand Moran Properties, Inc., were encouraged by us to submit a proposal by theJune 1990 deadline. We recognized that should such a solution be possiblethere would be advantages to us, including a buffer against construction delayand simplification and savings in relocation costs. As Mr. Knarracknowledges, however, the owners did not submit a proposal by the deadline.Indeed the 1111 North Capitol Limited Partnership/Boston Properties proposalwas not submitted until December 1990. It should be noted that eleven offershad been received by the June 1990 deadline.The December 1990 proposal received from the Limited Partnership/BostonProperties was neither solicited nor encouraged by us. Its arrival stemmedfrom prior discussions with the owners about the possibility of a leaseextension. As you will note in the December 20, 1990 letter from the LimitedPartnership and Boston Properties their consideration of a lease extension waspredicated on- favorable consideration of the proposal for the expansion of thebuilding. Since we were well along in our evaluation of the eleven offers wehad received, we could not consider that proposal as a matter of propriety orin fairness to those developers who had been timely in their responses. Thesetimely offers have been evaluated and further discussions are being conductedwith those firms in the competitive range. 276 Concerning delivery date, offerors have provided construction schedulesand assurances that beneficial occupancy will be provided prior to October1991. We are advised that because of the straight forward and relativelysimple construction of the warehouse space that this schedule is aggressive,but doable. In the unlikely event that a revised delivery date is necessary,this change would be issued as an amendment to the Solicitation for Offer. Inour opinion this amendment would, at most, require offerors in the competitiverange to submit a revised "best and final" offer.With regard to the applicability of Federal procurement and contractinglaws and regulations, it has been our consistent policy that whenever Federalfunds are involved, appropriate Federal procedures will be followed. Theprocess for obtaining and reviewing proposals for a replacement AdministrativeService Center has been diligent in that regard. To turn our backs on thatprocess in our opinion would "constitute a major breach of procurementprocedures" to quote from Robert H. Moran's letter of February 14, 1991. Itis regrettable that the owners chose not to participate at the beginning ofthis procurement, but having made that decision it is not possible at thisextremely late juncture to open this process to them without doing fundamentalinjustice to those offerors who have fully complied with all the steps of thisprocurement.We believe that these comments are responsive to your interests butwould be pleased to provide further information should that be useful . Sincerely, Carmen E. TurnerUnder Secretary Enclosures 277Mr. Yates. Mr. Jameson, at our last hearing, I suggested that itmight be wise for the Smithsonian to ask the authorizing commit-tee, the legislative committee, whether it was necessary to obtaintheir approval, legally, through a statute, for you to proceed in themanner in which you now propose to proceed. Have you been talk-ing to them?Mr. Jameson. Yes, sir. Immediately, after the hearing on the 5th,we raised the question with the appropriate committees in theHouse and the Senate. They're both still looking at it, thinkingabout the question but we're not expected to hear from either ofthem before close to the end of April.Mr. Yates. So, would you let us know then?Mr. Jameson. Absolutely.NATIONAL ZOOLOGICAL PARKMr. Yates. I have time for Mr. Robinson. Mr. Robinson, I wouldlike to see you. Are you coming back?Mr. Robinson. I'll be very brief, sir. We lost seven positions and$333,000Mr. Yates. You lost seven positions?Mr. Robinson. In our request to OMB, they were eliminated.Mr. Yates. Had they been approved by Mr.Mr. Robinson. Yes, indeed, and thoseMr. Yates. I notice the big smile you've got, Ms. Turner. [Laugh-ter].Mr. Robinson. She would get a big smile anyway even if she cutthem out.Very essential, key positions and the safety and care of the ani-mals are involved. I'll give you something for the record on that.[The information follows:]National Zoological Parkinfrastructure support for current programsThe Zoo lost 7 workyears and $333,000.00 in OMB cuts. This included 2 essentialkeeper positions to provide for maintenance of labor intensive new exhibits andeven more significant safety coverage. Also eliminated were 2 positions for the tropi-cal gardeners necessary to support increasingly luxuriant botanical elements in ex-hibits including the Amazonia rainforest. The huge water circulation systems in theZoo's Amazonia, beaver, seal and sea lion exhibits were to be supported by 2 waterquality technicians ($68,000) and 1 utility system repairperson ($34,000) these posi-tions were also cut by OMB. We also lost two positions in our crucial Endocrine Re-search Laboratory. Hormone monitoring for both zoo and wild animals is of out-standing value in breeding endangered species and utilizing in vitro fertilizationand embryo transplantation. NZP is at the forefront in this research and these posi-tions would have consolidated our leadership.AMAZON EXHIBITMr. Robinson. I wanted to tell you something exciting. We are inthe middle of construction of our Amazon Exhibit which youfunded, all parts of it, and construction is going extremely well.We'll open in time for the Quincentennial and it will be an appro-priate contribution to that because, of course, the Columbus voyageexposed that marvelous flora and fauna to science.I brought a diagram along to emphasize the importance of theAmazon. There's the Amazon watershed superimposed on the 278United States. I think that's a really striking example of the hugeexpanse of that river. It puts eleven times more water into the At-lantic than the Missippi and Missouri combined. The Amazon hastwo thousand species of fishes and we'll show a lot of them in theunderwater exhibition.In my office, at the moment, is one of them being grown up andtrained to leap out of the water. It will do that several times a day.Mr. Yates. Are you talking about a pirhana?Mr. Robinson. Beautiful, ancient fish called an Arawana, one ofthe osteoglossidae. There are only three of them in the entire worldand it catches its food from the roots and the trunks of trees.Mr. Yates. What do you do while it's in the zoo? Do you throwthis to them and they snap it up?Mr. Robinson. I have a special jumping platform at one end ofthe aquarium.Mr. Yates. Is there any way we can move that river to this coun-try? [Laughter.]Mr. Robinson. We are, actually, getting the nearest thing tothat. I think that's a must.Mr. Yates. I wish we had our California representative here.Mr. Robinson. I think it's going to be a marvelous educationalfacility to teach people about the glory of life on earth. We're verypleased that it's going so well.GIFT FROM MUSEUM OF AFRICAN ARTMr. Yates. Are you through? Oh, thank you. What is that pic-ture I see against the wall?Mr. Robinson. It's African art.Mr. Yates. I know. Is that from you, Sylvia?Ms. Williams. That's for you to keep.Mr. Yates. Really?Ms. Williams. Well, Mr. Chairman, it seems that we are a littleweighted on American and French, so I thought that you couldhave this for this, or another room. So that's from the museum, it'sone of our most famous pieces.Mr. Yates. Does it pass the Helms test?[Laughter.]Okay. Thank you, Sylvia.Mr. Atkins [presiding]. Mr. Yates assures me that when I'mthrough chairing, I'll have the same response.[Laughter.]Is that accurate, Mr. Secretary?Mr. Adams. Yes.NATIONAL MUSEUM OF NATURAL HISTORYMr. Atkins. Mr. Talbot.Mr. Talbot. Mr. Chairman, I just have a few things and in theinterest of time, I'll keep it very short. One of the problems?if Imay start this time the other way around?that Natural History isfacing is the problem that was stated so eloquently by Roger Ken-nedy that, though we've been given some additions, at the sametime base support has been eroding. The result is that we've had tocut over the past three years twenty-nine and a half percent from 279the budgets of all our departments. We've had also, to try and keepwithin our budget?which we have managed to do, to virtually stopall recruitment.So, we're hurting and this has hit us in a number of ways. We'rereally not doing what we should be doing. We've had to limit accessto collections which is something we hate to do. We're short ofbasic supplies and equipment and we haven't upgraded or replacedcomputers over the past three years. It's reached a state this yearthat we can't publish the results of our research work. We don'thave enough funds to do that.We have some other real problems. We have collections under anasbestos roof where the asbestos dust has rained down, and we'retrying to get those cleaned. Those specimens are anthropological ? some thousands of them?and must be cleaned to move them out tothe Museum Support Center (MSC) where new cases are ready forthem. We can't do that at present.This is further compounded by the fact that the space with itsasbestos in the ceiling, has to be used when the whole HVAC?therenovation of the air conditioning and heating system?goesthrough. So, we may be forced to hold up the HVAC because wecan't get this anthropological and other material out without clean-ing. Although the funds are available to remove the asbestos fromthe ceiling, Mr. Siegle and his men can't get in to do that with thecollections still there. So, this is a serious one for us and we've putup a request for funding under the MSC section in the budget of$1.5 million and that was put forward to OMB but was cut out en-tirely.Mr. Atkins. Your original request to OMB was $41 million?theSmithsonian went forward with $35.Mr. Talbot. The specimen cleaning and moving is in the MSCbudget, rather than in our budget.Mr. Atkins. I'm talking about in your own budget. It seems tome as though your budget was one of the most drastically reducedones by the Smithsonian, itself, in their submission to OMB.Mr. Talbot. Yes, we had asked for $8.8 million and that was putforward as $2.6 million by the Smithsonian and we got $1.13 mil-lion. Three items were supported and necessary payMr. Atkins. I ask the Secretary why does the National Museumof Natural History appear to have been treated more severely by asubstantial factor than any of the other parts of the institution?Mr. Adams. I think I'll defer that to Tom Freudenheim, the As-sistant Secretary for Museums.Mr. Freudenheim. I don't think it's a reflection of the extensiveneeds of the museum. A lot of the way in which we move forwardthe figures, in fact, reflects our ability to deal with the amount ofmoney that we can go to OMB with. In fact, the reason that thedifferential is so great is because the Museum of Natural Historyhas immense problems that need to be solved. So the requestthey're putting in is, in fact, a fair reflection of the needs of themuseum. They've had severe erosion of their base over the yearswhich is really in crisis proportions now. Mr. Talbot can talk aboutit much more eloquently than I but it is a really major problem.We need to renovate halls, exhibition halls, and to deal withother physical issues that are really very severe. But our ability to 280move forward all the numbers that go into the central pot is limit-ed, as well. So, it's not a reflection of our sense that this isn't im-portant.Mr. Atkins. So, in essence, they've been triaged and you've madethe decision that they are in so much trouble that they'rebeyondMr. Freudenheim. Not triaged in that sense but triaged in thesense that we're dealing with a lot of priorities and they're gettingonly some of what we feel we can move forward.Mr. Atkins. So, we're moving forward with a huge, new Air andSpace Museum at immense cost and, at the same time, we have aMuseum of Natural History that's badly out of date, with an enor-mous backlog of collections and with a severe and imminent threatto the conservation of the 119 million specimens that are in theircare. We've made the choice to proceed with the new museumrather than to take care of the severe needs that we have in exist-ing and core mission of the Smithsonian.Mr. Adams. Mr. Chairman, I think that's not an accurate expres-sion of what the new Air and Space Museum extension would be asit was presented here. We face a problem of conserving that collec-tion, too. The focus of the Air and Space Museum extension is onplacing some sort of cover over objects that otherwise will be dete-riorating even more rapidly because they're on the tarmack atDulles with nothing over them.So, we were faced with, indeed, a situation of difficulty in anydirection we tried to turn. But this is not as if it was a new venturethat would be created at Dulles out of the whole cloth, so to speak.That, too, is a measure of conservation directed toward our collec-tions.Mr. Freudenheim. Mr. Kennedy's comments, in effect, comeback right now. That is, these numbers are an example of the pricewe're paying for a long period of not having put enough resourcesinto a lot of these needs. So the numbers just keep growing as welook at huge backlogs of work that needs to be done. Which is es-sentially what Mr. Kennedy said.MAJOR SCIENTIFIC INSTRUMENTATION FUNDINGMr. Atkins. It would occur to me as one looks through yourbudget submission that the mission for the Smithsonian is so broadthat it could include virtually anything. What we have, for in-stance, in the astrophysical facility in Cambridge, which is reallyan excellent facility, but we have an enormous expenditure for newinstrumentation there. That's obviously a choice that's been made,to move ahead with that instrumentation for that research and tonot deal with the severe problems that we face in the Museum ofNatural History.The astrophysical facility happens to be adjacent to my district.Mr. Adams. I think this is a wonderful issue in which to speakabout how difficult these priority questions are but I don't thinkit's quite the way you're presently perceiving it.In the first place, I should point out that we do anticipate verylarge expenses in the Natural History Museum which are going for 281the so-called East Court fill-in project which is an essential part ofthe wholesale renovation of that building.Mr. Atkins. The construction project.Mr. Adams. Yes. There is, in fact, a major effort to move aheadwith a big piece of what will need to be done in Natural History.One can't do everything, but it isn't as if we turned our back onthis museum. There's a major effort underway here.With regard to the new instrumentation, the point I would makeis one that I'm sure that Irwin Shapiro would make more eloquent-ly, but essentially it's the following: You can't have eminent staffof that extraordinary quality in that field, in any field of science,without having the materials on hand when they're ready to workon them. The sense of keeping a first-class staff in place in a fieldlike astrophysics and astronomy requires that the instruments beon hand when they get to the point where they need to have them.Unless you have a phased program introducing instrumentation,the staff will disappear. They'll go where the instruments are. Thisis a step we have to take in order to remain on the cutting edge inthat field.Mr. Atkins. I appreciate that, but what that's saying is thatyou're making a set of priorities. You may have made the correctpriorities but let's at least understand that by doing one we are notdoing the other.Mr. Adams. Absolutely.Mr. Atkins. Could you tell me why we don't have NASA fundingor NSF funding for those instruments at Cambridge?Mr. Adams. Well, there is a very heavy NASA funding for thework that gets carried on.Mr. Atkins. I appreciate that, but I'm talking about the instru-mentation itself for NSF funding.Mr. Shapiro. May I address that? There are two components tothe answer. First of all, NASA does not support the ground-basedwork and second of all, the National Science Foundation does notentertain proposals from the Smithsonian Institution in its astrono-my section.Mr. Atkins. Let me ask you, should they? Should the law orpolicy be changed to allow that?Mr. Shapiro. That's a tricky question in the sense that theSmithsonian Astrophysical Observatory is much larger than anyuniversity department and the university departments have noother recourse but to the National Science Foundation. The Smith-sonian Institution is a Federally funded institution already and sothe logic is that the National Science Foundation should be re-served mostly for the universities.Mr. Adams. There's still another factor to be mentioned, Mr.Chairman. There is no money in the current budget that you'relooking at for the National Air and Space Museum extension.There is no direct competition between the anticipated develop-ment of such a museum and the needs that the Museum of NaturalHistory currently has.Mr. Atkins. Since we're not going to fund the needs of theMuseum of Natural History, the competition is going to occur, it'sjust not going to occur in this fiscal year.Mr. Adams. There will, indeed 282Mr. Sharipo. We should also, perhaps, put the construction inproper perspective. The construction that is going to the NationalMuseum of Natural History is quite substantial, on the order of $100million. It's not that the National Museum of Natural History isbeing totally ignored. It's a question of which is, perhaps, theirgreater needs?new construction or other items.Mr. Adams. We are making very difficult priority decisions.Mr. Atkins. I appreciate that. I'm struck by the contrast be-tween the National Air and Space Museum where they came inand Mr. Harwit indicated to us that they had some massive fund-ing that was provided for them. They're doing work that is actuallybuilding components for one of their observatories and they'redoing it in a laboratory that was built with?you made the distinc-tion of trust fund money versus appropriated money, so I'm afraidthat I view those as one pot of money and I think that it's viewedby you as one pot of money in setting priorities?that they're in aposition at the National Air and Space Museum to really be in anentirely new business which they've had an enormous amount ofsuccess in, but we're left with a National Museum of Natural His-tory where we don't have the funds to preserve collections thathave been left in our care. Is thatNATIONAL SCIENCE FOUNDATION SUPPORTMr. Talbot. I think that's beginning to be the case. Yes, Mr.Chairman. The problem, as ever, is complicated.One of the things we have asked and the Smithsonian hasstrongly supported is for infrastructure funds in the past few yearsand I think it's reasonable to say that OMB has not been very sup-portive. We've put forward infrastructure requests and they havebeen knocked back.The problem that's now occurring is this reduction in base andthose scientists who are now having difficulty in effectively doingtheir programs and some of them are brilliant, outstanding scien-tists. The question was raised whether we should not be eligible forNSF funding. I think, in the past, it's been clear that we had ourown way of getting adequate funding. That's no longer true and itmay well be that that could be relooked at. Our own scientists cer-tainly feel so.Mr. Atkins. Thank you.Mr. Adams. Apparently, there was a time in the past when itwas possible for the Smithsonian to go to the NSF. I've been toldthat this was long before I came to Washington. There was achange in policy somewhere in the late 1960's that led to the with-drawing of NSF support, or the possibility of NSF support. We stilldo receive a little National Science Foundation money in thosecases where we provide a unique scientific service, or a project ofsuch quality that it is the very best that mightMr. Atkins. Have you ever looked at that issue?Mr. Adams. I raised it passionately with Eric Bloch, the previousdirector of NSF. There's a new director, Walter Massey, who's justcome on board and, I can assure you, we intend to raise the matteragain. 283Mr. Atkins. I'd appreciate it for the record if you would submityour position on that issue.[The information follows:]Establishing the Ability for the Smithsonian To Secure Funds From the NSFIn response to questions raised at our appropriations hearing on March 21, 1991,we submit the following on the issue of the Smithsonian's ability to secure moneyfrom the National Science Foundation (NSF).This has been a topic of much discussion for the last several years. As an exampleof the Institutional importance of the issue, we excerpt from the minutes of our Feb-ruary, 1991 Board of Requests meeting:"The discussion focused most specifically on the longstanding policy of the Nation-al Science Foundation to consider individual Smithsonian scientists as generally in-eligible to receive grants from the Foundation. The implications for the Smithsonianwere explored in terms of the overall funding levels for Smithsonian research[ . . . ] and the relatively sparse grant resources available through the competitiveprograms supported within the Institution by- unrestricted non-appropriated trustfunds."Presently, only Smithsonian Research Associates (non-salaried) are allowed tosubmit research proposals to NSF. Salaried Smithsonian scientists may be collabora-tors on NSF research proposals submitted by scientists in other institutions, butmay not receive direct support from NSF, except from certain NSF programs, suchas International Programs or in education and training areas.The Institution is interested in initiating a dialogue with NSF to explore whetheror not it might be feasible to relax some of the present restrictions on eligibility ofSmithsonian scientists for NSF support.NATIONAL MUSEUM OF NATURAL HISTORYMr. Talbot. Mr. Chairman, to try and get by, we might havesome suggestions, if you would entertain them, for the comingyear.Mr. Atkins. I would be happy to. Let me suggest if you could putthose in the record that would be most helpful. We had the Tale ofTwo Cities earlier, we can have Bleak House. [Laughter.][The information follows:] 284 National Museum of Natural HistoryFY 1992 Budget NeedsAmazonian Biological Diversity Programs ($250 . 000) -Tropicalforests are being destroyed by human alteration throughout theworld. The loss of tropical rain forests and concomitantbiodiversity is a threat to all humankind, particularly as itrelates to hastening global warming and other environmentalchanges. Addressing these urgent and ultimate problems demands abetter understanding of the composition/distribution of tropicalflora and fauna. The NMNH Amazonian Biodiversity Programs consistof the Biological Dynamics of Forest Fragments Project (BDFF) , theBiological Diversity of the Guianas Project (BDG) , the BiologicalDiversity of Latin America Project (BIOLAT) , and the NeotropicalLowland Research Project.Under BDFF, scientists study the changes that occur in theAmazonian rainforest ecosystem of Brazil as human developmentencroaches upon it. Researchers inventory the flora and fauna ina series of isolated forest reserves near Manaus and measure thephysical changes in the understory microclimate and soil moisture.Biotic and physical changes are then related to the size of theforest reserve under study. Resulting analyses will provideguidelines for the necessary size of reserves and the integrationof conservation and economic development.The BDG project inventories the flora and fauna of one of themost poorly known regions of South America. In addition toconducting workshops and training local biologists in documentingbiodiversity, the project forms part of a multinational effort thatwill produce a complete flora of the Guianas.BIOLAT currently supports research into all aspects ofbiological diversity, including inventory and monitoring of theflora and fauna in multidisciplinary ways, utilizing permanentfield stations in Bolivia (Beni Reserve) and Peru (Pakitza - ManuNational Park) . The program also conducts workshops to establishstandards for inventorying biological diversity.The Neotropical Lowland Research Program focusses onunderstanding the relationships, distributions, diversity, andecology of selected exemplary groups throughout the Neotropicallowlands. Currently, NMNH scientists associated with the programare studying spiders, beetles, plants, reptiles, amphibians,fishes, and archeology in Amazonia and in the Atlantic Forestsystem of coastal Brazil.The World Wildlife Fund provided $250,000 per year for threeyears to allow for a transition to federal funding for a largerpercentage of the programs. This support will end in FY92, andspurred our original request for increased funding totaling$297,000. A $250,000 add-on will allow the programs to continuefunctioning at the current level, and matching private funds willcontinue to be sought for future years. 285 Safety Management (2 workvears and $200.000) - The NationalMuseum of Natural History is an active partner with the centralSmithsonian Facilities Services units in meeting the physical plantsafety needs of the Institution. A portion of the Natural HistoryBuilding is over 80 years old. Its age necessitates ever-increasing attention, especially in the current environment inwhich both the staff and public are far more safety conscious.Federal and local safety laws and regulations require that thebuilding meet new, more stringent requirements. As these changesare mandated, if funds are not forthcoming, we shall have to cutfurther into base funds to comply.The Museum houses 231 federal researchers, researchassociates, curators emeritus and scientists from other agenciesand has 26 open exhibit galleries that serve more than 6 millionvisitors each year. The types of research conducted in theMuseum require the use of many different chemicals. The Museummust purchase supplies and equipment, such as respirators andhazardous chemical storage cabinets, to meet the current safetylaws. While the Institution requests Repair and Restorationfunding to make major repairs, the Museum must bear the cost ofminor repairs to the Natural History Building to meet safetylaws. The requirement for formal reporting on safety issues hasgrown exponentially in recent years. The reporting requirementalone is a time-consuming task.Safety responsibilities have become complex and requirestaff with technical knowledge and specialized training. ASafety Officer and a Hazardous Waste Officer (two workyears and$105,000) will perform this function. Other funding of $95,000include travel ($5,000), contractual services and training($35,000), and supplies and equipment ($55,000). Travel fundswill support staff participation in Occupational Safety andHealth Administration safety training held in Des Plains,Illinois, several times each year. Contractual services includethe costs of hazardous waste removal.These resources will help the Museum achieve betterenvironmental protection, occupational health, hazardcommunication, and safety training that will assist in ensuringthe safety of staff, visitors, collections, and other property.MSC Move (24 Workyears and MSC Move $800.000 ) - The MuseumSupport Center, which opened in FY 1983, has been plagued withcontractural difficulties in its attempt to acquire collectionsstorage equipment. Now that the equipment contractural problemshave been resolved, and more than 7,000 cabinets are installedand waiting for collections to be moved into them, adequatefunding for the Move to occur in a timely way has not beenprovided. The following summarizes the description of the Movefunding need as described in the Budget Request on page 152: 286 The MSC Move base funds of $298,000 do not containsufficient resources to relocate collections from the mall to MSCin any significant numbers. Although retaining the $107,000associated with the program to evaluate the effectiveness ofcleaning techniques (to be completed in FY 1991) in the Move baseis critical to achieving progress on the Move in FY 1992, basefunding will not be sufficient to move enough collections out ofthe Natural History Building (NHB) . With the current base($405,000), and no funding for within-grade increases orinflation, it would take over 12 years to accomplish the Move.Many collections at NHB scheduled to move to MSC arecurrently stored in overcrowded, asbestos-contaminated conditionsand as a result are not accessible for research or exhibit. Forthe sake of the long-term preservation of the objects, it iscrucial that they be moved to MSC as quickly as possible.In addition, the Natural History Building is scheduled tobegin in FY 1991 a Major Capital Renewal Project that will take10 years to replace its 30-year-old mechanical system. For thisProject to proceed on schedule, the Smithsonian must move, bymid-FY 1994 those collections presently stored in the Museum'sthree attics. Only with adequate Move funding fromFY 1992 through FY 1994, can the designated collections berelocated to MSC. The contractor can then remove the asbestosfrom the three attics and use them as "swing spaces" fortemporary relocation of staff and/or collections and proceed withnecessary mechanical renovations throughout the rest of thebuilding. Any delay in moving those collections scheduled forrelocation to MSC will delay the mechanical renovation Projectsignificantly.The Smithsonian requested the Office of Management andBudget (0MB) to provide an increase of $}.5 million and 45workyears in FY 1992 for the Move. 0MB did not approve theincrease. To maintain the Major Capital Renewal Projectschedule, a minimum of an additional $800,000 of Move funding and24 workyears would be required in FY 1992. 287Mr. Talbot. If I can say so, it's not all bleak. The scientists aredoing an outstanding job in all sorts of areas and have producedduring the year something like 20 books and over 350 scientificpapers. Natural History is a powerhouse of work. I just broughtone piece along to show you that there's a real result that comesout ofMr. Atkins. Are those books sold?Mr. Talbot. That's a book on the flora of Hawaii, both the intro-duced flora and the original flora and it's done by Doctor WarrenWagner, one of our staff, with some other colleagues.Mr. Atkins. What's the price of these books?Mr. Talbot. You can have them for free.Mr. Atkins. No, my interest in botany does not extend beyond3,000 pages. But you do sellMr. Talbot. Oh, absolutely. This is published and is for sale.The other area that we've been working very hard on is in look-ing at that wonderful Amazonian rain forest. One of the four majorpieces of environmental work is one that was initiated many, manyyears ago by Tom Lovejoy and the Smithsonian took over two yearsago. That we have funded entirely on private funds. It's called theBDFF, the Biological Dynamics of Forest Fragments and that onewe put forward and, again, I'm afraid it was refused and we stillare trying to find $600,000 from private sources this year and anyhelp there would be gratefully received.Mr. Atkins. Let me ask you. Dr. Lovejoy's work is known prettymuch around the world and it's my understanding that that's thecutting edge work in that area. Is that fair to say? [Laughter.]Mr. Talbot. Dr. Lovejoy started something which has not beencopied in any major way anywhere else. It's a massive program. Itinvolves the government of Brazil and relationships with the localfarming community. It has resulted in isolated areas, from smallsize to large size?one hectare to a thousand-hectare set aside. Wehave been monitoring those. We've appointed a new director to doso. We look upon Tom as our patron saint who started it off buthe's now handed it over to us. He keeps a very close watch on it.That program is different from any other found anywhere else andit's extremely important. At this time, it's done entirely on privatefunds and it's a very tough task for us to achieve.NATIONAL ZOOLOGICAL PARKMr. Atkins. Let me ask, just to get to the issue of priorities forthe National Zoological Park as part of your participation in theQuincentenary. We're talking about the establishment of two herit-age gardens that are supposed to deal with the issues of the rainforest. I guess I'm a little confused, because here you have a pro-gram in the Museum of Natural History providing no appropriatedfunds for what is on the cutting edge of preservation of the rainforest. For people to ask, what are the three most promising initia-tives there, certainly Dr. Lovejoy's work is on most concensus listsfor that. Yet, we can't find money to fund that work but we findmoney to start a new initiative in a heritage garden which seems,at best, from my understanding the concept, to be something that's 43-202 O? 91 10 288 not clear why it's there other than there was a Quincentenary andyou wanted to put the National Zoological Park as part of it.Mr. Robinson. There's some confusion here.[Committee note.?Mr. Robinson later provided the Committeewith the following information:]There are two small heritage gardens planned that deal with medicinal plants ofNorth America. One is about the plants used by Native Americans and the otherdeals with herbs used by the Afro-Americans who found replacements here for theplants that they used in their African home. Both these gardens are being plantedby our staff and volunteers and no capital expenditure is involved. These have noth-ing to do with tropical forests. The latter, of course, is dealt with by our Amazoniaexhibit.Mr. Robinson. I told you earlier about the fact that we're build-ing an Amazon exhibition?the National Zoological Park?which isa major center then of education about the plight of the rain forestwhich will bring millions of people to realize how menaced it is andwhat's at stake. I think the educational message is as important asthe research because being sited in the nation's capital, we havehere the governmental center of the country, the banking center ofthe entire globe, and people who are making decisions about rainforests will be able to see what's at stake by going to our exhibit.Mr. Atkins. Aren't there similar exhibits around the country?Mr. Robinson. I wouldn't want to knock my colleagues at otherzoos but no, this will be absolutely unique and one of a kind in thedepth of its biological complexity and its educational perspective.It's already under construction and funded.Mr. Lovejoy. That's true and I would also say there's a limitednumber of people that I can actually take to the rain forest in theAmazon and make the case with the real McCoy, as it were. Tohave the ability to be able to make it much more accessible is veryimportant.Mr. Atkins. Thank you very much.ARCHIVES OF AMERICAN ARTMr. Atkins. Mr. Wattenmaker, Archives of American Art.Mr. Wattenmaker. Well, knowing that time is short, the Ar-chives of American Art might say two words about the kind ofwork we do and why our work is important.As you know, we collect documents on the history of Americanart and we preserve them and we make them available for re-searchers at all levels. We currently have approximately 11 millionof these documents.What we are keen about doing and where we need funding is: a.for an archivist in our New York office, which is our busiest officeand which has approximately 2,000 researchers a year using our fa-cilities and b. for additional support to complete an automated cat-aloging project which will enable anyone who is a member, or whobecomes a member, of the Research Libraries Information Networkanywhere across the country?any libraries, primarily, but also in-dustries and other kinds of educational organizations?can justpunch in and immediately get a cross-section of the kinds of docu-ments that we have in the area that they're researching. 289Our bureau is very quiet but it is really at the heart of whereresearchers go to get original research material to support museumexhibitions, books, master degrees, dissertations, and so forth.Mr. Atkins. I appreciate that and I particularly appreciate yourwork this year in acquiring the papers of Edmond Tarbell who isone of the only Boston impressionists. Boston still is coming togrips with the impressionists, in accepting them. [Laughter.]Mr. Wattenmaker. And we make them available through ourBoston office, as well. So, we do need some additional support.We're not first among equals but we are one of the really key,indeed unique, educative resources that the Smithsonian providesto scholars.Mr. Atkins. Thank you very much.[The Archives of American Art FY 1992 budget needs follow:]Archives of American Art FY 1992 Budget NeedsAlthough the Office of Management and Budget disallowed the program increasesrequested by the Archives of American Art and approved by the Smithsonian's Ad-ministration, so central to responsible management of and public access to the col-lections were the requests that the Archives respectfully submits the following:1. Archivist for the New York Regional Center (1 workyear and $45,000). So criti-cal is the need for the New York Archivist that the Archives has made the requestfor three years in a row and has had the position in its five-year plans for nearly sixyears. The New York Regional Center is the most active of the offices. It accommo-dates more researchers (in excess of 2000 annually) in its facilities than any otheroffice and acquires more than half of the new collections (estimated 200 cubic feet or200,000 items annually) accessioned by the Archives every year.2. Equally urgent is the technical support for research services (2 workyears and$84,000). Funding would provide for the automated cataloguing operation and assurethe availability of information on Archives collections anywhere in the countrythrough the Research Libraries Information Network (RLIN). What it means isaccess to Archives material for students, scholars, and others interested in Ameri-can art and culture in their own libraries, colleges, and universities. The investmentwould not only have the effect of broadening the Archives user base, but would alsohave an enormous impact in reducing overall administrative costs to the Archivesand to the Smithsonian Institution.NATIONAL MUSEUM OF THE AMERICAN INDIANMr. Atkins. Mr. West, National Museum of the AmericanIndian.Mr. West. Good afternoon, Mr. Chairman. I would like to begin, Iguess, by returning the compliment that the Secretary accorded mein his remarks by quoting him when he at one time said, or hassaid several times, that the National Museum of the AmericanIndian is, indeed, the museum different. And I think what thatmeans from the standpoint of this museum is that it is a museumreally that is about not just beautiful objects of which we have over1 million, unquestionably the most stunning collection of objectsfrom this entire hemisphere in the world of native peoples.But it is really about a living culture and a living people and ittries to place those objects in that context by talking about boththe people and the culture out of which they came. That drivesmany of things that we do. I guess I would say in contrast, hopeful-ly, to the statement made by my esteemed colleague, Roger Kenne-dy, I don't think that anything that we are doing is boring, nor do Ithink that anything that we are asking for is boring in terms ofour requests for fiscal year 1992. We think that it presents a 290number of exciting prospects for this newest addition to the Smith-sonian.I would just like to briefly point out the ways in which I thinkthis difference in this museum spins itself out as this institutionbegins to develop. In that we are trying to just talk about a livingculture and a living people, that has a definite impact on the direc-tion of program for the National Museum of the American Indian.For example, in connection with the opening of the CustomHouse which involves the development of our opening exhibition inlate 1992 or early 1993. The exhibits which people will see there, Ithink, reflect this spirit of the National Museum of the AmericanIndian. One of the things we've done and what will probably be thelinch pin of that opening is an exhibit called Points of View thatdeparts from the normal curation process which basically has ourstaff curators selecting objects, selecting themes, and putting theexhibit together. Instead, we are compiling a list of probably 150 to250 individuals, most of them natives from all parts of this hemi-sphere who will actually be selecting the objects themselves andcommenting upon those objects. The obvious intent to give a broad-er, more fullsome and, hopefully, more accurate picture of exactlywhat living Indian culture is in this hemisphere.There are other parts of the exhibit which try to do preciselythat, also. One of the other shows has been conceptually titledCelebrations and it will involve asking approximately six to tenIndian artists and by that I don't mean only graphic artists. I meanpoets, writers, film-makers, video-makers, people who deal in anumber of different artistic media to come to the museum, selectcertain objects from our collection and spend some time togetherand with those objects to try to figure out exactly how they re-spond to them. The obvious effort there being to try to pull the his-torical through the present and push it into the future to see exact-ly what is going to happen with the evolution, the continuing evo-lution of contemporary Indian culture.Another aspect in which I think this particular center of themuseum, and what it is at its core, will spin out is in the area ofeducation which has received a great deal of comment today. Myfeeling has always been that if the National Museum of the Ameri-can Indian turns out to be nothing more, even though that wouldbe a very significant achievement, than a handsome building onthe Mall, then we will have failed and probably failed quite miser-ably. Because in the end, this museum is not just about objects,bricks, and mortar. It is about ideas, it is about information, and itis about communicating that information throughout the country.Having this institution, this part of the Smithsonian Institution, gofar beyond the walls of the edifices that we may create here on thenation's Mall. We are already working in many ways to try to seethat there is a connectedness between the tremendous human andmaterial resources that we have on the Mall in our museum andcommunities located far beyond the boundaries of Washington,D.C. It is that kind of connectedness that we will strive for, too. 291NMAI DEVELOPMENT CAMPAIGNI would also like to mention briefly, if I could, that I do believehonestly that these ideas are finding great receptivity across thecountry, as we find, from beginning to embark on our national de-velopment campaign. As you may be well aware in connection withthe construction of our facility on the Mall and at the Mallmuseum, we have to raise a third of our funds privately and we arealready embarking publicly on our development campaign. Andthat announcement, which I just have a copy of here, went intofour national newspapers in January and, contrary to every rulethat goes along with such newspaper advertisements, we are to thisvery day, and I mean literally today, still receiving donations in re-sponse to that particular advertisement.Mr. Atkins. If you could submit for the record your progressreport on your national campaign and whether and when you feelyou'll be able to meet the requirement for one-third, if you couldalso submit for the record a progress report and anything you haveabout the adequacy of funding for your regional training sites andyour Native American staff development, your activities which willinvolve Native Americans in the development of the exhibits.Mr. West. I would be happy to do that and let me also close bygiving you, for distribution to the Committee, copies of the pam-phlet which is going into our first direct mail test package which isbeing mailed, quite literally, today. There will be 202,000 pieces ofthat which go out as we test the market to see if we can build intoour development program a membership program. Thank you.[The information follows:] 292 National Museum of the American Indian National CampaignStatus Report Although just beginning, the NMAI National Campaign isattracting a great deal of interest on the part of the Americanpeople and private funding organizations. The campaign, as ofMarch 27, 1991 reports a total of $442,074.66 received from allsources and for all purposes.The NMAI National Campaign is currently testing a membershipprogram and will decide in the near future if the market isconducive to implementing a full scale program. In addition, theNational Campaign staff is actively pursuing a broad range ofpublic relations, special events, and fund raising activities, allof which will be directly focused toward securing the initial majorgifts and volunteer leadership which the campaign requires.Given our current fund raising plan, the current estimatedcost of construction, the timetable for initiating construction ofthe Mall facility of the Museum, and the availability of adequateoperating support, we anticipate a successful completion of theCampaign during Fiscal Year 1996. 293 Regional Training Sites FundingThe current budget of $100,000 for regional training providesfunding for three training programs, which occured over the pastyear at Neah Bay, Washington; Stroud, Oklahoma; and in Washington,D.C. An additional $50,000 is requested to increase the number oftraining sites in FY 1992. In future fiscal years the Office ofMuseum Programs plans to continue to extend these training programsfrom three to eight sites; consequently, additional funds will berequired and will be requested.Activities Involving Native Americans inExhibition DevelopmentNative Americans are involved in several activities relatingto exhibition development. Several are currently working to reviseexhibits at the museum's existing facility at 155th Street in NewYork. A Native American staff member has been hired recently asexhibitions coordinator for the Custom House, and a number ofNative Americans on the NMAI staff are working on new exhibitionsfor its opening.In response to concerns expressed by traditional and triballeaders, NMAI has begun to remove certain objects from view at theexisting museum, particularly where the visibility of the objectsto a general public has offended tribal members. Tribal leaders andreligious Indian leaders are being contacted about the properdisposition of objects of a sensitive nature.For the Custom House opening, scheduled for early 1993, NMAIhas selected three exhibitions: SHARED VISIONS, CELEBRATIONS, andPOINTS OF VIEW. These exhibitions are being approached in asomewhat unique way, in that each will be developed incollaboration with Indian people and Indian communities.SHARED VISIONS is a traveling exhibition of 20th centuryIndian paintings and sculpture curated at the Heard Museum inPhoenix by Native people who are art historians.CELEBRATIONS is an exhibit of will be an original art work.Produced jointly by a selected group of Native people, all of whomare noted contemporary artists, the objects, installation, anddocumentation of the exhibition will be in the hands of the groupthemselves with the NMAI providing support and financialassistance.The third exhibition, POINTS OF VIEW, will be based on thecollections of the a Heye Foundation. Thirty prominent Indianpeople from this hemisphere will serve as individual curators.Each will select and discuss objects of their choosing. Theselectors will be from many different areas of expertise and frommany different tribes, and will represent many different points ofview. 294 The NMAI Exhibition Selection Committee has met for the firsttime. Unlike the usual selection process, which includes onlyinternal staff, this committee includes four outside peer reviewersfrom the Indian community. We have found this format so successfulthat we intend to institutionalize this process for futureselection. 295NATIONAL MUSEUM OF AFRICAN ARTMr. Atkins. Sylvia Williams. Did you have anything?you madethe presentation earlier?did you have anything for the record.Ms. Williams. No sir, I have no difficulty, Mr. Chairman, I ampleased to report. I will say only two things.First, that dealing with Africa, both her earlier visual traditionsand her contemporary visual traditions does mean that the staff ofthe museum needs to get into Africa from time to time. That wasthe request this year. We were supported by the Castle and nowOMB struck the request. We understand that but the fact remainsthat the area of the world in which we do concentrate and if weare to stay abreast of what is going on in terms of contemporaryart in Africa and teaching that in this country, that travel increaseis not without merit.The second thing I will say is that I was heartened by the discus-sion on education today and?we are busy analyzing what we aredoing at this point, with a view to strengthening those programsfor the future. COLUMBUS QUINCENTENARY ACTIVITIESMr. Atkins. Thank you very much. That completes our list ofwitnesses. Mr. Secretary, if I could, ask you to submit for therecord your program for the Columbus Quincentenary and specifi-cally your view of how the Smithsonian activities will coordinatewith other activities of the Government.[The information follows:] 296 Smithsonian Quincentenary ProgramsandCoordination with Other Government Agencies Following is a calendar listing of programs and activitiesproduced by the Smithsonian Institution for the commemoration ofthe Columbus Quincentenary.The Office of Quincentenary Programs maintains a continuingliaison and information exchange with all local groups, includingGovernment agencies, planning Quincentenary programs. Inaddition plans for collaborative programming are underway withthe Department of the Interior, National Park Service, and withthe Library of Congress.The National Park Service has designated 37 parks throughoutthe country as "Quincentenary Parks." It is proposed that theOffice of Quincentenary Programs and the National Park Servicework together on mutually beneficial projects, e.g.: travelingexhibit development and display; symposia; exchange ofinformation beneficial to their respective programs;identifiction, distribution, and use of interpretive andeducational information through the Quincentenary parks; andprojects that could enhance the focus on community events andeducation.The Library of Congress plans to produce film series whichwill be complimentary to Smithsonian programs, such as thesymposium, "Images: Women in the Americas." 297 CALENDARSMITHSONIAN QUINCENTENARYJanuary 10, 1991 -? Symposium Spring 1991 Publication. March 1991 Publication. March 15, 1991 Exhibition. June 28-July 1, Living Exhibition .July 4-7, 1991September 4-6,1991 Symposium . September 7, 1991 Inaugural Event, Fall 1991 Educational Materials .October 1991 ? Educational Materials . October 12, 1991 Exhibition .October 18-20, 1991 Symposium . ACTIVITIES "Future Technologies",National Air and SpaceMuseum "Seeds of Change,"Smithsonian InstitutionPress "Historical Archaeology inGlobal Perspective,"Smithsonian InstitutionPress "The West as America, 1820-1920: ReinterpretingImages of the Frontier"National Museum of AmericanArt "Festival of AmericanFolklife," Office ofFolklife Programs "Symposium of theAmericas," Office ofQuincentenary ProgramsSpecial event to inaugurateSI wide QuincentenaryprogramsTo accompany BuriedMirror television seriesTo accompany the exhibitionSeeds of Change, NationalMuseum of Natural History "Seeds of Change," NationalMuseum of Natural History "Good as Gold" Foods theAmericas Gave the World,National Museum of AmericanHistory 298 November 7-9, 1991 Symposium . October 31-November 1,1991Symposium , November 1991?thru Nov. 1994 -Traveling RxhJbi^^V 1992- ?Television Program. 1992- 1992- -Symposium . -Exhibition. 1992 Educational Guide , 1992 Recording Series . 1992 Publication.1992 Puhlin Pr-ngr-^g , "Images: Women in theAmericas," Office ofQuincentenary Programs "Race, Discourse and theOrigin of the Americas: ANew World View of 1492,"The University of the WestIndies/SmithsonianInstitution "Capturing the Spirit: thruPortraits of ContemporaryMexican Artists,"Smithsonian InstitutionTraveling ExhibitionService "Music at the Time ofColumbus," Univ. ofOklahoma, Office ofTelecommunications "Cultural Transplantation,"Office of Elementary andSecondary Education "Science in the Age ofColumbus," Dibner Library,National Museum of AmericanHistory "Multi-cultural curriculumKit," Office of Elementaryand Secondary EducationMusical Repercussions ofthe Encounter, Office ofFolklife Programs "The Buried Mirror,"Houghton-Mifflin Co.Exchanges between Africaand the Americas coveringlanguage, literature,religion, music andpolitical history,Anacostia Museum 299 1992 Exhibition,1992 Exhibition. 1992 Exhibition.1992 Educational Materials. 1992 Publication. 1992 Publication. 1992 Publication. 1992 Traveling Exhibition. 1992 Traveling Exhibition. January 1992 Radio Series. January 1992 Traveling Exhibitions. "Amazonia," NationalZoological Park "Algonquin HeritageGarden," NationalZoological Park "African Heritage Garden,"National Zoological ParkTo accompany the exhibitsAmazonia and HeritageGardens , NationalZoological Park "Where Next, Columbus?,"Smithsonian InstitutionPress "Maps: Ways to Read theWorld," SmithsonianInstitution Press "American Encounters , " Smithsonian InstitutionPress "Borderlands," SmithsonianInstitution TravelingExhibition Service "Fred E. Miller:Photographer of the Crows,"Smithsonian InstitutionTraveling ExhibitionService "Spirits of the Present:The Legacy from NativeAmerica," Office ofTelecommunications "Seeds of Change,"Smithsonian InstitutionTraveling ExhibitionService/American LibraryAssociation 300 Spring 1992- -Publication. "Violence and Resistance inthe Americas," SmithsonianInstitution PressSpring 1992- -publication, "The Musical Repercussionsof 1492," SmithsonianInstitution PressSpring 1992- -publication . "Demography in theAmericas: Changing PatternsBefore and After 1492,"Smithsonian InstitutionPressSpring 1992- -Publication, Spring 1992- -Exhjbjtion , Spring 1992- -Educational Materials. Spring 1992- -Exhibition, May 1992 Educational Materials. May 1992 Zssfcixftl, May 7, 1992 Kyhih^on "Artifacts of the SpanishColonies," Vol. II, byKathleen Deagan,Smithsonian InstitutionPress "Where Next, Columbus?,"National Air and SpaceMuseumTo accompany theexhibition, "Where Next,Columbus?," NationalAir and Space Museum "Where Next, Columbus?,"supplemental exhibitionopening in Spainaccompanied by IMAX filmand a SmithsonianInstitution Museum ShopTo accompany the exhibition"Chicano Art: Resistanceand Affirmation," NationalMuseum of American Art "Festival of the Horse,"National Museum of NaturalHistory "Chicano Art: Resistanceand Affirmation," NationalMuseum of American Art 301 May 1992 Exhibition. "Golden Threads: A tapestryof Creativity," Sepharad?92/World SephardicFederation, SmithsonianInstitutionJune 1992 Living Exhibition. July 1992? Exhibition. Fall 1992 Exhibition. Fall 1992 Publication. "Festival of AmericanFolJclife," Office ofFolklife Programs "American Encounters,"National Museum of AmericanHistory "Maps: Ways to Read theWorld," Cooper-HewittMuseum of Decorative Artsand Design "Seeds of the Past," 3Volumes, SmithsonianInstitution PressFall 1992 Educational Materials. Fall 1992?public prograwp, September 7, 1992?Exhibition. October 1992 Publication. To accompany theexhibition, "Maps: Ways toRead the World," Cooper-Hewitt Museum of DecorativeArts and DesignFull range of educationalprograms related to theexhibition, "Maps: Ways toRead the World," Cooper-Hewitt Museum "Latin American Pioneers ofModernism," HirshhornMuseum and SculptureGardenAtlas of the World throughsatellite imagery,"Satellite View of aDynamic Earth" togetherwith a "User's Guide."October 1992 Educational Materials. To accompany thepublication Satellite Atlasof the World, National Air 302 October 1992 Education Kit. October 1992 Public Prpg??? r Winter 1992 Television Program. April 1993- -Exhifrition, and Space MuseumIn conjunction with theexhibition," AmericanEncounters," NationalMuseum of American HistorySympos ia , workshops , demonstrations , performances and films inconjunction with theexhibition "AmericanEncounters , " Nationa 1 Museum of American History "The Buried Mirror:Reflections on Spain andthe New World by CarlosFuentes," Office ofQuincentenary Programs "American Painting andSculpture at the World'sColumbian Exposition,1893 , " National Museum ofAmerican Art/ NationalPortrait Gallery 303 ACTIVITIES PRIOR TO 19911987- -Publication. "Artifacts of the SpanishColonies," Vol. I, byKathleen Deagan,Smithsonian InstitutionPress1987- -Svmposium. 1987- -Exhibition. September 1987- -Svmposium . 1988- -Publication. 1988- -Publication. "After Columbus:Encounters in NorthAmerica , " National Museumof Natural History "A Chinese Puzzle inCalifornia: Foreign Tradeand Native Americans Before1600," National Museum ofAmerican History "Americans Before Columbus:Ice Age Origins," Office ofQuincentenary Programs "Americans Before Columbus:Ice Age Origin," Dept. ofAnthropology, University ofPittsburgh "Seeds of the Past,"Smithsonian InstitutionPress1988- -Symposj.um, 1988- -Exhibition, 1988 thru 1992- -Public Program. "After Columbus:Encounters in NorthAmerica," National Museumof American History "Commerce and Conflict:The English in Virginia,"National Museum of AmericanHistoryPerformances, classes,films , readings , workshops , courses and other programson a variety of subjects,Resident Associate Program 304 March 10-13, 1988 Symposium . September 23-24, 1988 Symposium . 1989 Publication.1989 SymPQSJUB, 1989 Exhibition, Spring 1989 Publication. Spring 1989 Publication. March 23-26, 1989 Symposium . May 4-6, 1989 Symposium. June 1989 Living Exhibition. Fall 1989 Publication, "Musical Repercussions of1492," Office ofQuincentenary Programs "Seeds of the Past," Officeof Folklife Programs/Cornell University "Seeds of Commerce," Smith-sonian Institution Press "After Columbus:Encounters in NorthAmerica," National Museumof American History "Kiva, Cross, and Crown atPecos Pueblo," NationalMuseum of American History "Monte Verde," by TomDillehay, SmithsonianInstitution Press "Columbian Consequences,"Vol.1, Coordinated by DavidHurst Thomas, SmithsonianInstitution Press "Seeds of Commerce," Officeof Folklife Programs/Casadel Caribe, Santiago deCuba "Violence and Resistance inthe Americas: The Legacyof Conquest," Office ofQuincentenary Programs "Festival of AmericanFolklife," Office ofFolklife Programs "Tropical Renaissance," byKatherine Manthorne,Smithsonian InstitutionPress October 1989- 1990- 1990- 305 -Traveling Exhibition. -Publication. 1990- -Publication. 1990- -Svmposium. 1990 thru 1992- -PublJC Pr-ocp-aiiiB , 1990 thru 1992 Public Program^ , 1990 thru 1992 Publication .Spring 1990 Publication. "Tiralo a la Calle/Takingto the Streets," Office ofFolklife Programs andInstitute for ContemporaryCulture "Seeds of Industry,"Smithsonian InstitutionPress "VSJ?Varrio San Jose:Scenes from an UrbanChicano Experience,"National Museum of AmericanHistoryExhibition catalogue:"VSJ?Varrio San Jose:Scenes from an UrbanChicano Experience,"National Museum of AmericanHistory "Power and Purpose inDocumentary Photography,"National Museum of AmericanHistoryPerformances, lectures,courses, seminars, films,study tours, studio arts andAfro-American studies,Resident Associate ProgramLectures, workshops andperformances in host citiesin U.S., and InternationalEvents Program "The New World," Office ofQuincentenary Programs "Columbian Consequences,"Vol.11, Coordinated byDavid Hurst Thomas,Smithsonian InstitutionPress 306 January 1990 ? thru Feb. 1944 -Traveling Exhibition . April 1990- -Publication. May 1990- -publication, May 1990- ?Publication. July 1990- -Publication. August 27-31, 1990 Symposium . September 6-8, 1990 Symposium .September 1990 Publication. "Paintbrush Diplomacy:Children's Art from theAmericas," SmithsonianInstitution TravelingExhibition Service "Puerto Rico Mio," by JackMay Delano, SmithsonianInstitution Press "The Juan PardoExpeditions: Explorationsof the Carolinas andTennessee, 1566-1568," byCharles Hudson, SmithsonianInstitution Press "Columbian Consequences,"Vol. Ill, Coordinated byDavid Hurst Thomas,Smithsonian InstitutionPress "The MississippianEmergence," edited by BruceSmith, SmithsonianInstitution Press "Non-Imperial Polities inthe Lands Visited byChristopher ColumbusDuring His Four Voyagesto the New World,"Smithsonian TropicalResearch Institute co-sponsored with theInstituto de Investi-gaciones Cientificas "Seeds of Industry" Officeof Folklife Programs "After Columbus: TheIndians of North AmericaSince the Europeans Came,"Smithsonian Books 307 September 15, 1990 ? Traveling Exhibition . "Contrasts/Contrastes : thru Aug. 1993 Forty Years of Change andContinuity in Puerto Rico,"Smithsonian InstitutionTraveling ExhibitionService October 1-2, 1990 Symposium . "Potatoes: FeedingTomorrow's Global Village,"National Museum of NaturalHistoryNovember 2-3, 1990 ? Symposium. "Disease and Demographics,"National Museum of NaturalHistory 308Mr. Atkins. At this point, it appears as though the Smithsonianis the primary center and I am particularly concerned that, whilethere has been an effort made to have geographic dispersal of someof your programs, immediate programs that by and large there isnow an expectation that the Smithsonian is doing the Quincenten-ary and that people outside of metropolitan Washington may dis-cover that there isn't much of a Quincentenary during the Quin-centenary. Now you may disagree on that, if you could for therecord submit your plans and your thoughts about that.[The information follows:]SMITHSONIAN PLANS FOR WIDER DISSEMINATION OF QUINCENTENARY PROGRAMSAlthough metropolitan areas such as the Washington area are probably moreaware of Quincentenary activities, I believe the public at large is informed. TheBuried Mirror television series will be a primary source of information for thepublic concerning the Quincentenary commemoration. The Smithsonian InstitutionTraveling Exhibition Service will circulate traveling exhibitions to museumsthroughout the US. Several publications will be produced by the Smithsonian Insti-tution Press which will have wide circulation; and papers and proceedings of sympo-sia and seminars will be published for circulation. Educational materials will be de-veloped which will be available for schools; and teacher workshops will be held toassist teachers in adapting materials for classrooms. The office of QuincentenaryPrograms newsletter, The New World, is circulated to about 10,000 throughout thehemisphere.In addition to these activities, many of the bureaus, specifically the NationalMuseum of Natural History, have maintained a close collaborative role with "Na-tional History Day" which will involve schools around the country in the theme,"Discovery and Exchange." Extensive work has been done with the American Li-brary Association, the National Endowment for the Humanities, State and LocalHumanities Councils and the National Social Science Association.Mr. Adams. If I could really say that, in response to that, we areas chagrined by this development as you are. We really had thefeeling that there should have been the development of activity allacross the country. As you know, the Jublilee Commission that wasset up by the United States Government came on hard times, andhas not offered much leadership in this area. For a variety of rea-sons we have felt since the beginning that this was a program thatwas tremendously important and have worked very hard on it. Ihope that it doesn't work to our disadvantage that we have re-tained our sense of its importance, because I think it is of reallygreat importance to the country that this go forward.Mr. Atkins. I appreciate that. Let me thank everybody here fortheir forebearance. I appreciate it.[Questions and answers for the record follow:] 309 ADDITIONAL COMMITTEE QUESTIONSInfrastructureQuestion 1: The budget again this year includes a list ofresources requested for infrastructure backlog needs, which arealso identified as requirements for stewardship of the publictrust. Out of an unfunded requirements backlog of $66.2 million,the budget includes about $10 million in FY 1992. Is the list ofthese requirements in priority order, i.e., is conservation ofcollections your highest priority since it is first on the list,and security your lowest since it is last?Answer: The list of infrastructure bundles is not in priorityorder. However, the requested increases for reinstallation ofpermanent exhibit halls, information systems, human resourcemanagement, and major scientific instrumentation represent thehighest priority categories of the various bundles listed;management controls/audit deficiencies (and related space) are, ina sense, imposed requirements that, of necessity, must assumepriority.Question 2: If the list is not in priority order, how arepriorities among these needs determined?Answer: In the initial stages of the Institution's budgetformulation process, preliminary allocations (target fundinglevels) are established for each infrastructure category based onunfunded needs from the previous budget cycle. In reviewing bureaurequests within each infrastructure category, the AssistantSecretaries consider and weigh relative needs, urgency, and bureaupriorities. After evaluating the full array of requests for eachcategory, the Assistant Secretaries prioritize the individualbureau requests. In addition, they adjust the preliminaryallocations by cross ranking categories and making offsettingadjustments between two or more of these allocations. TheInstitution presents requests for all infrastructure categories tothe Office of Management and Budget without ranking the categories.Within the funding provided in the OMB passback, the Institution'smanagement established funding priorities, as noted above, forexhibits, information systems, human resource management and majorscientific instrumentation.Question 3: Why has the unfunded requirements backlog grownsignificantly since last year for the category of auditdeficiencies (from $418,000 to $1.4 million)?Answer: The audit deficiencies category has been broadenedin FY 1992 to include various management controls and reflects theresults of an on-going audit program. 310Question 4: Is the backlog shown for reinstallation ofpermanent exhibit halls ($4 million, down from $5.2 million in1991) an annual requirement or the total backlog? If it is annual,what is the total estimated backlog for this item?Answer: The drop from the FY 1991 backlog level forreinstallation is attributable to the Institution beingappropriated more than requested for reinstallation in FY 1991 andalso the FY 1992 request for reinstallation. The backlog amountfor exhibit reinstallation reflects the annual supplement requiredto current operating funds to reinstall outdated permanent exhibitsover the next several years and on a cycle that prevents them fromagain becoming obsolete to the present extent. New InitiativesQuestion 5: The summary also discusses the funding includedfor two continuing initiatives, global change research ($1.6million) and cultural pluralism ($6.1 million for the AmericanIndian museum) . How were the priorities between these initiativesand the unfunded requirements items determined?Answer: The Smithsonian has placed greater emphasis on themaintenance of current activities and existing structures than onnew initiatives. The request to OMB was allocated 80 percent tothe various infrastructure bundles and 20 percent to new orexpanded programs relating to global change research, culturalpluralism and education. OMB's passback declined most of thefunding for infrastructure but covered all of the global changeresearch and NMAI requests. As a result, the request to Congressis split with 56 percent for infrastructure and 44 percent for newinitiatives.Question 6: If given a choice, would you shift any funds fromthese initiatives in order to fund more of the requirementsbacklog?Answer: The requests for the National Museum of the AmericanIndian and global change research represent initiatives that theInstitution and the Nation are committed to undertaking. TheSmithsonian must maintain the momentum generated thus far in makingthe National Museum of the American Indian a reality. Globalchange is one of science's most urgent and potentially damagingissues, and the Institution possesses unique capabilities in thephysical and biological sciences that will allow it to makesignificant contributions to the solution of this potential crisis.The Institution supports the requests for these importantinitiatives and would not elect to shift funds from theseinitiatives to fund more of the infrastructure backlog. Toreiterate answers to Questions 1 and 2, the Institution hasdetermined that the requests for exhibits, information systems, 311 human resource management and major scientific instrumentation aremost critical to us in FY 1992 and have the highest priority amongour unfunded needs. Personnel Payroll SystemQuestion 7: P. 18. The request for salaries and expenses is$292,450,000, an increase of $34,488,000 over 1991. Included inthis amount is $17,439,000 for uncontrollable costs. Why are thecosts for processing the personnel payroll system expected toincrease by 20% in 1992, compared to an increase of 14% last year?Answer: The USDA/NFC advises us to project a 10 percentincrease in costs for the regular processing service. Specialservices provided by USDA/NFC represent additional costs incurredthat are billed to agencies. Such services have been requested andreceived in the past. The Institution has two major projectsunderway that will require special services from USDA/NFC inFY 1992. The new financial accounting system and payroll costprojection system contain source data from USDA/NFC. As these newsystems develop and are refined, the data output from NFC will inall likelihood require some computer programming modifications.The cost of modifications is projected to be $60,000. This amountand the regular processing cost bring the increase to 20 percent. UtilitiesQuestion 8: What accounts for the increase in utilityreimbursements to $900,000, from $600,000 last year?Answer: The increase in utility reimbursements of $300,000resulted from additional funds received from the food servicevendor for utility costs associated with the operation of therestaurant in the Air and Space Museum ($200,000) and higher thanprojected reimbursements for telephone installations received fromall organizational units within the Smithsonian ($100,000). Theseincreased reimbursements are reflected in higher costs reportedunder each appropriate utility heading.Question 9: Under electricity and gas, what is the status ofthe expected rate increases that have been filed?Answer: The expected rate increase of 2.3 percent forelectricity has gone into effect. The expected gas rate increaseof 5 percent was approved at 2.3 percent by the Public ServiceCommission. The Smithsonian has also received notification thatPEPCO has since filed for a 9.6 percent rate increase forelectricity for the period covered by calendar years 1991-1992.The Washington Gas Company has indicated that they do not plan to 312 file for additional rate increases in the near future unless theircurrent cost to purchase gas escalates more than 2 percent.Question 10: Under communications, when will the increasedcosts for the FTS 2000 system and the data communications linkbetween STRI and Washington and the new voice communication systemat the Freer occur?Answer: The additional costs for FTS 2000 are reflected inthe FY 1992 costs and are based on the increased use of the systemduring late FY 1990 and FY 1991. The STRI-Washington data link wasrecently completed and is fully operational. The new system forthe Freer Gallery of Art is planned for installation in mid-summerof 1991.Question 11: Is the entire increase for postage due to theFebruary, 1991 rate increase? Show how the amount of increase wasdetermined.Answer: The requested $335,000 increase for postage isdirectly related to the February 1991 rate increase. The amountof the increase was determined by multiplying the actual FY 1990volume of mailings in each class, both domestic and foreign, by thenew rate for each class. This calculation resulted in a projectedcost increase of $361,000 to process the same volume of mail inFY 1992. Although the Institution expects a slight increase inmailing volume by FY 1992, we also anticipate the resultingincrease in cost to be offset by the recent establishment of a newcontract service to handle foreign mail. This new service wasinitiated in FY 1991 and is already reducing the cost of foreignmailings from previous historical levels. Administrative SpaceQuestion 12: On p. 26, the budget discusses the request of$1,000,000 for start up costs associated with the acquisition ofa replacement facility for the current warehouse on N. Capitol St.Why will you need the $1,000,000 requested in FY 1992? If youproceed with a new facility, what will be the time schedule forconstruction of the new space, and how exactly will the $1,000,000be used?Answer: Based on developer proposals, construction will becompleted early in FY 1993. The $1,000,000 will be used forequipment and relocation expenses in anticipation of occupancy ofthe new building. Specifically the funds would be used to purchaseshelving and space furnishings ($625,000), a security system($200,000) and packing and moving ($175,000). 313Question 13: When does the existing lease expire?Answer: The existing lease expires on September 30, 1992.Question 14: If the new space is not available by that time,what will you do in the interim?Answer: We expect to have beneficial occupancy of at leastpart of the new building prior to September 30, 1992. Should thatnot be adequate to meet our needs, it would be necessary tonegotiate a short lease extension at our present building.Question 15: What exactly is your current proposal for useof this $1,000,000 in FY 1993 and beyond?Answer: If appropriated to the Institution and allowed toremain in our base, the funds would be applied to the lease ofspace in the new building. Disaster PreparednessQuestion 16: There is a request of $200,000 to implement adisaster preparedness program. Explain what the emergency responsetrailer is, and how it will be used?Answer: We are currently in the process of implementing alimited disaster preparedness program which was initiated usingtrust resources because of immediate need. The trailer is anintegral part of this program. Initially, the trailer willaccommodate critical materials and supplies that would be neededto respond to an emergency or disaster that may occur tometropolitan Washington facilities, particularly museums. In timeof need, the trailer will be taken to the particular site where itis needed. The trailer would then be used as a command and controlcenter, and its contents will be used to reduce potential damageto collections and other physical assets after an event such asfire, water damage, etc. Some facilities have minimum suppliesand materials on hand because of space problems. In case of anemergency or disaster, there will be immediate need for certainsupplies and materials for cleanup and for immediate conservationof collections and equipment. If these supplies and materials werestored in a permanent facility, and the facility impacted by thedisaster, they could very well be destroyed. Space limitations infacilities and the potential redundancy of purchasing materials andsupplies in all facilities dictate that a central source forsupplies is prudent.Generic facility disaster preparedness programs have beendeveloped and are currently being implemented in facilities. Theavailability of the trailer and its stock will be taken into 314 consideration when identifying facility resource needs in case ofemergency or disaster.Question 17: Do you expect there to be additional costs forthis effort?Answer: One purpose of the trailer will be to stock suppliesand equipment that would be used by any Washington area facilityin case of emergency or disaster. The trailer will be stocked withemergency conservation materials and supplies, such as blottingpaper, cloth, plastic sheeting, collapsible milk crates, fans,heaters, etc. Equipment such as wet/dry vacuums, lights, portablegenerators, extension cables, and communication equipment will alsobe included. Equipment such as hard hats, dust masks, aprons, andrespirators will also be stocked. As these supplies and materialsare consumed, there would be a need to replace them.The Institution foresees the need for one full-time positionto assist in the development of a more comprehensive disasterpreparedness program and anticipates requesting that position inFY 1993. Inflation in Acquisition of JournalsQuestion 18: There is also an increase of $250,000 forinflation in the costs of journals. How many such subscriptionshave been dropped in the last several years, by year?Answer: Listed below are the number of journal subscriptionsdropped from FY 1988 through FY 1991.FY 1988 264 titlesFY 1989 95 titlesFY 1990 65 titlesFY 1991 443 titlesQuestion 19 : What kind of system do you have for reviewingthe usage and necessity for individual journals?Answer: Each year, the Acquisitions Services Departmentgenerates a list, organized by branch, of all journals purchased.Under the direction of the Assistant Director, CollectionsManagement, branch librarians are requested to consult with theirlibrary committees, departmental liaisons, and individualresearchers to determine if journals should be cancelled or newones added. Because of budget pressures in the last several years,branch librarians have either been asked to assign priorities (1-3) for retention or have been given dollar targets and asked toreduce their journal lists by that amount. In FY 1988 and FY 1991,the years of the largest inflationary increases, a moratorium wasplaced on adding new subscriptions. In FY 1989 and FY 1990, new 315 subscriptions were only added if others of equal or greater valuewere cancelled.Question 20: Hill any of this increase be used for additionalsubscriptions, or only for existing ones? Explain how the amountwas determined.Answer: The increase will be used only for existingsubscriptions. By FY 1987, SIL had established a base of $400,000for serial subscriptions. In that year, the first of theextraordinary inflationary jumps took place. By the close ofFY 1987, prices had increased by 15 percent, and since that timethey have risen steadily, jumping another 20 percent between 1990and 1991. SIL has attempted to control this inflation bycancelling subscriptions, but in the last round of cancellationswas forced to cut journals that are basic to many areas of researchin the Institution. Despite these reductions, by FY 1991 the costto renew the remaining subscriptions had reached $600,000 andanother 12-15 percent increase is predicted for FY 1992, which mayraise the cost to nearly $690,000. The $250,000 increase will helpSIL partially catch up to the 1992 estimated cost of the serials,but will still not cover the entire serials list. SIL anticipatesrequesting another increase as an uncontrollable cost in theFY 1993 budget. Museum Support Center SettlementQuestion 21: An amount of $1,007,000 is included, to pay avendor judgment related to the purchase of equipment for the MuseumSupport Center, out of a total award to the contractor of$3,022,000. When and under what circumstances was this award made?Answer: This award is the result of a settlement of a lawsuitbrought against the United States (the General ServicesAdministration (GSA) and the Smithsonian) by the Davis Company inthe U. S. Claims Court. On June 19, 1990, judgment was entered bythe Court pursuant to the settlement by the parties.Question 22: What was the basis for the award? What is thelegal requirement for paying it?Answer: The Davis Company sued the United States, allegingthat the GSA had improperly terminated Davis for default of itscontract to equip and install storage equipment at theSmithsonian's Museum Support Center. As a result of itsinvestigation, the Department of Justice recommended to the GSA andthe Institution that a settlement be negotiated. The GSA and theInstitution agreed. A settlement was concluded among the parties.Thereupon, the U.S. Claims Court rendered judgment in favor of the 316 Davis Company pursuant to that settlement agreement. Payment isrequired as a result of the Court's order.Question 23: Did the judgment allow for payment over a three-year period?Answer: Neither the settlement agreement nor the Court ordermakes any reference to three annual payments. In fact, the fullamount was paid within sixty (60) days by the Department of theTreasury from the "Judgment Fund." This is a fund that theTreasury used to pay awards of this sort. The Treasury Departmentthen requires reimbursement to the Fund. In this instance, therepayment schedule was negotiated with the Treasury Department,which has agreed to accept payment in three annual installments. Assistant Secretary for ResearchQuestion 24: P. 31. The request for the Assistant Secretaryfor Research is $1,756,000, an increase of $80,000. Why has thebase amount for the Office of the Assistant Secretary decreasedfrom $879,000 last year to $845,000 this year?Answer: The base amount decreased by $34,000 as a result ofthe FY 1991 legislated reduction ($9,000) and a permanent transferfrom the base of the Office of the Assistant Secretary for Researchto the Smithsonian Tropical Research Institute to support theirmolecular biology program ($25,000).Question 25: Where did the base funding of $37,000 for thescientific diving program come from?Answer: The Scientific Diving Program and $37,000 wastransferred from the Smithsonian Office of Environmental Managementand Safety.Question 26: How exactly will this be used?Answer: The $37,000 will be used to cover partial salary andbenefits for the Diving Officer ($30,000); travel to variousSmithsonian research sites to review diving operations, certifydivers, and to conduct diver training courses ($5,000); andregulators, air fills for scuba tanks, and parts to maintain divingequipment ($2,000).Question 27: Were all 195 certifications in 1990 work-related? 317 Answer: Yes, the Smithsonian Institution supports ascientific, non-recreational, diving program. Mitchell CaseQuestion 28: There have recently been reports on theinvestigation of Dr. Richard Mitchell and his collecting activitiesin China while on assignment with the Smithsonian. What is thecurrent amount of funds paid for Dr. Mitchell's legal fees?Answer: $284,000.Question 29: Has any decision been made on whether tocontinue paying such fees?Answer: No.Question 30: Has any response from GAO to Under SecretaryTurner's letter of January 9 on this subject been received?Answer: A response from GAO to Under Secretary Turner has notyet been received.Question 31: Have any changes been made in Smithsonian policyregarding activities of Smithsonian employees or detailees withregarding to collecting specimens or items for the Institution?Answer: The following policy statement was distributed inFebruary 1991 in order to provide greater definition of presentSmithsonian practices in field collecting:Hunting and Specimen Collecting PoliciesApplying to Smithsonian Staff and Research CollaboratorsThe collecting of biological specimens, artifacts and otheritems of scholarly and educational interests is essential tomaintaining a strong National Collection for research andeducational purposes. Within the natural sciences disciplines, theSmithsonian Institution is a leader in the fields of systematics,taxonomy and conservation biology. Along with their research andexhibition responsibilities, Smithsonian scientists play a key rolein providing data for establishing and maintaining lists ofendangered species, and are engaged in world-wide research topromote the survival of the world's fauna and flora.Smithsonian employees conducting field research as part oftheir official duties may obtain biological specimens of scientificvalue to add to the National Collections, which are used byscientists throughout the international scholarly community. 318 However, Smithsonian employees on official research trips for theInstitution do not engage in sport hunting. Although theSmithsonian does use marksmen on occasion to assist in legallyauthorized collection of biological specimens, it is the policy ofthe Institution that under no circumstances does it commissionhunters seeking trophies to collect the specimens, nor does theInstitution lend its name to justify personal permit applicationsby trophy hunters.When Smithsonian scientists conduct ecological or conservationresearch on endangered species, they obtain permits from allappropriate authorities. Under these circumstances, applicationsfor permits are required to be published in the Federal Register ,along with scientific justifications, in order for the decidingauthorities to have the benefit of public comment beforedetermining whether to grant the permit applications.Scholars from the international scientific community whocollect specimens, artifacts and other items of scholarly interestand importance may ultimately offer to donate them to theSmithsonian's National Collections for research and educationalpurposes. Private individuals who come into possession of suchspecimens or artifacts also may offer to donate them to theNational Collections for these purposes. These donations areaccepted by the Smithsonian only if they are needed for theCollections and scholarly research, and only if they have beenlegally obtained. Smithsonian Astrophysical ObservatoryQuestion 32: The request for the Smithsonian AstrophysicalObservatory is $13,649,000, an increase of $1,609,000. Included is$50,000 for the global change program, for a theorist in solarvariability. Do your existing staff currently include anyexpertise in this area?Answer: The present SAO Federal staff has limited theoreticalexpertise in solar variability in general and no expertise in thecritical area of magnetic solar phenomena. Additional resourcesare needed to help SAO establish a balanced observational andtheoretical program in solar variability.Question 33: If not, what will be the impact if this positionis not added?Answer: SAO has a strong program in the acquisition andanalysis of observations of solar variability. If an associatedtheoretical effort is not undertaken, the present imbalance betweentheoretical and observational expertise at SAO will continue witha concurrent loss of the mutual strengthening provided by jointtheoretical and observational efforts. 319Submillimeter Telescope ArrayQuestion 34: P. 67. There is also included for SAO theamount of $8,119,000 for major scientific instrumentation, anincrease of $3,237,000, and $703,000 and 11 FTE's related to thesubmillimeter array.In FY 1991, $2.6 million was provided for design andconstruction of the first two antennas for the array. What is thestatus of this effort?Answer: SAO expects to enter into commercial contracts forthe antennas later this year.Question 35: How many antennas will there be in total?Answer: The basic array is expected to consist of sixantennas.Question 36: What is the basis of the estimate of $3.1million for purchase of the next three antennas? Is it necessarythat all three be acquired in 1992?Answer: Our estimates for the antenna costs indicate thateach additional one will cost about $1.0 million. The antennas arethe pacing item in the construction of the array. We would havepreferred to fund all of the remaining antennas in FY 1991, sincewe might then have obtained a slightly less expensive contract andbetter delivery dates, but with the funds expected to be available,this option is not feasible, given the overall requirements for thearray . Question 37: In FY 1991, approximately $400,000 was providedfor new positions, compared to a request of $782,000, for 12positions. In 1992, the request is $$703,000 for 11 positions andrelated costs. How is the $400,000 available in 1991 being used?Answer: The $4 00,000 is being used to fill six new positionsfor the most needed personnel.Question 38: What is the status of hiring new positions?Answer: In addition to the six positions approved in theFY 1991 budget, we had one remaining unfilled position from FY 1990that had been placed on hold during the Institution's hiringfreeze. The status on those seven positions is as follows: 43-202 0?91- Imaging SpecialistReceiver TechnicianSite ManagerElectrical Engineer 320Offer accepted, candidate due on boardMay 6Candidate chosen, offer pendingCandidate selected, offer letter inpreparationCandidate selected, offer letter inpreparationLead Electrical Engineer Leading candidates being interviewedSoftware Engineer Still actively seeking candidatesMechanical Engineer Vacancy advertisement in preparationQuestion 39: For 1992, why are these 11 positions requiredin 1992? What is the impact if they are not all funded this year?Answer: The reassignment of six new positions from FY 1991to FY 1992 has already put great pressure on the remaining staffto hold schedule. If we are unable to get the new positions inFY 1992, we will be unable to carry out all of the work needed tofinish construction of the array in FY 1996.Question 40: There is a table on p. 72 showing the totalprojected funding for the project of $35.1 million (compared to theprevious estimate of $32.4 million in 1989 dollars). Is theincrease in total costs due solely to inflation, or are there otherreasons?Answer: Yes, the increase is due solely to our applying anestimated 4.1% inflation rate for two years.Question 41: Have the dollars been inflated through 1996?Answer: No. We have not attempted to predict the future rateof inflation.Question 42:so, how much? Were any costs incurred in 1987 and 1988? IfAnswer: No costs were incurred for the submillimeter arrayproject in either FY 1987 or FY 1988; however, in FY 1988, we didspend $0.4 million on developing the SAO submillimeter receiverlaboratory, which is a separate but closely aligned effort. 321Question 43: What are the actual obligations by year sincethe start of the project, and the carryover available as of startof FY 1991? What carryover do you estimate will be available asof the start of 1992?Answer : Year SAO Base (Salaries . Major InstrumentationBenefits. & Expenses ) ( no-year money ) CarryoverFY 1989 $0.13 million $0.8 million $0.55millionFY 1990 0.34 1.26 0.66FY 1991 0.74 2.95 0.3* *This carryover as of the start of FY 1992 is an estimate; theactual value will depend primarily on the costs for the antennas,to be determined in the formal procurement.Question 44: Explain how the amount shown for 1992 ($7million) relates to the request of $5.6 million, plus $0.7 millionfor staffing?Answer: The $0.7 million in staffing refers to the 11 newpositions for FY 1992. These funds would be added to the existing12 positions in the SAO base to make a total of 2 3 positions anda total of about $1.4 million in salary-related expenses. Therequest for funding under the Major Scientific Instrumentationline-item for the array is $5.6 million, yielding a total requestedFY 1992 funding for the submillimeter array project of about $7.0million. Multiple Mirror TelescopeQuestion 45: There is also a request of $560,000 to continueconversion of the Multiple Mirror Telescope. When exactly will the6.5 meter mirror be cast?Answer: The current schedule calls for the casting processto begin on 15 December 1991. Preparations for this casting arebreaking new ground technologically and involve many uniqueaspects; it is therefore not possible to predict the date of thecasting with exactitude.Question 46: Why is such a long lead-time needed fordevelopment of a dual, multi-object spectrograph for the convertedmirror?Answer: Four years is required for the development andconstruction of the dual, multi-object spectrograph. Theconceptual design of the instrument would be carried out during the 322first year; the best solutions to the major technical challengeswould be selected by the end of that period. During the second andthird years, the detailed design would be completed and theinstrument built. The fourth year would be spent on the instrumentcontrol software and on debugging the instrument's functions, andcalibrating its characteristics. No single component in thespectrograph will require a lead-time in excess of 12 to 18 monthsor the development of new technology. This instrument needs to beready to install as soon as possible after the telescope conversionis completed. A main use for the converted telescope is to carryout the wide-field-of-view studies to determine the largest scalestructures in the universe; this spectrograph is indispensable forthat study.Question 47: What will this development involve?Answer: The outline of the development is given in the answerto the previous question. We note that the two main technicalchallenges in the spectrograph are: 1) the development of arobotic device to position optical fibers at the focus of theconverted telescope, and 2) the design of an efficient opticalsystem to analyze the light from many optical fiberssimultaneously. Our consultations with industry and academicexperts in these fields have convinced us that our goals can be metwith existing technology.Question 48: What is the total cost of this effort?Answer: The estimated total cost is $3.6 million (1991).Through inadvertence, the descriptions of the complete developmentof this instrument and its total cost were omitted from the budgetsubmission.Question 49: Will there be other such costs which have notbeen included in the total conversion budget of $10.8 million? Ifso, what are they expected to be, and when will they be required?Answer: There will be no other such costs. However, as withany world-class facility, one should always maintain state-of-the-art instrumentation to pursue the most fundamental scientificproblems, by taking advantage of new developments in instrumenttechnology. Thus, from time to time SAO will propose to update itsinstrumentation to take advantage of new technology and thereby toremain at the forefront of astronomical research. 323Smithsonian Tropical Research InstituteQuestion 50: The request for the Smithsonian TropicalResearch Institute is $7,053,000, an increase of $662,000.Included is $248,000 and 2 workyears for global change research.Why is a research technician needed to support this program? Howmany such technicians are there currently on board?Answer: STRI anticipates hiring a paleoecologist as the staffscientist. Such a scientist typically collects several hundredsamples per year in various field trips. These samples must beanalyzed in a laboratory; each sample analysis may need to bereplicated. The data must be entered into computer data sets andstatistical analysis performed. Field work in remote areas cannotbe carried out efficiently and safely without assistance. Thesupport of a research technician is essential to maximize researchefforts of the scientist. Otherwise, the highly paid researchermust perform many mundane, routine technical tasks, leaving lesstime for the creative analysis and evaluation necessary to advancescientific knowledge.Currently there are 2 6 scientists at STRI and they aresupported by 9 technicians.Question 51: What is the ratio of technicians to scientists?How does this compare to other scientific institutions?Answer: There is one research assistant per three staffscientists at STRI, or a ratio of 1:3. A typical research programat a major marine laboratory in the Caribbean requires at leasttwo technicians per research scientist. The requested technicalsupport position for the scientist begins to address a long-identified support deficiency at STRI.Question 52: What is the breakdown of the $140,000 requestedfor support of the global change program, including equipment,travel and research support?Answer: To establish and maintain the laboratory and researchprogram for the paleoecologist, we are requesting $100,000 in basicequipment. The yearly cost of supplies and materials for theprogram is $35,000 and travel for the scientist is $5,000.Question 53: There is also a request of $40,000 and 1workyear for an inventory management program. What efficienciesare expected to result if this request is agreed to?Answer: STRI manages and controls nonexpendable property withan acquisition value of over $3.5 million. The property iscontrolled by six accountable officers at separate and physicallydistant facilities. STRI currently has separate autonomous 324 reporting responsibility to the central Institutional inventorymanagement program in Washington. By having a local manager of allthe Institute's equipment, STRI could more effectively administerand share the existing eguipment among the various researchprograms and facilities. We expect this person to establish moreeffective maintenance programs for existing equipment, therebyreducing the need for replacing as often. An Institutional auditperformed in 1989 recommended the addition of this position toimprove the overall coordination of nonexpendable property at STRI.Question 54 : Have there been any problems with loss ofequipment?Answer: The loss of equipment due to accidents or theft hasbeen negligible. However, the reduction of useful life and damageto equipment could be substantially improved by exercising morecontrol of maintenance programs to be established by the propertymanager. Smithsonian Environmental Research CenterQuestion 55: P. 47. The request for the SmithsonianEnvironmental Research Center is $2,979,000, an increase of$836,000. Included is $709,000 and 4 workyears for the globalchange research program. What is the status of the funds providedin 1991 for this program?Answer: The $130,000 provided in FY 1991 will be used to hirea Data Manager/Modeler and to begin to upgrade SERC computerfacilities. The Modeler position has been advertised nationallywith a closing date of April 15, 1991. Plans for the initial phaseof the upgrade of SERC computer facilities are near completion; andSERC will purchase about $100,000 worth of computer equipmentduring FY 1991.Question 56: What is the Long-Term Ecosystem ResearchNetwork, which has selected SERC as one of 25 sites for intensiveglobal change research?Answer: The Long-Term Ecological Research Network (LTER) isan NSF-supported network of research sites with an administrativeheadquarters at the University of Washington in Seattle. InNovember 1989 they sponsored a workshop on Global Change ResearchPlanning in Denver. In addition to 17 LTER sites (funded by NSF) , 4 DOE Environmental Research Parks, one NOAA research site, oneNational Park site, the Cary Arboretum in New York state and theSmithsonian SERC site on Chesapeake Bay were invited to attend andto provide extensive "white papers" on site research history andplans. A report was subsequently published, "1990' s Global ChangeAction Plan." These 25 sites have long research histories on 325global change related issues and are the most efficient sites atwhich to concentrate future ecological global change research.Question 57 : Will the 4 workyears requested provide the totalstaff anticipated for the global change program?Answer: Yes, the four workyears provide the total staff forthe photobiology and environmental chemistry research. However,a number of other SERC global change initiatives are scheduled forinitiation in future years.Question 58: Why are all 4 positions required in 1992?Answer: The four positions are reguired in order to conductthe proposed research on solar radiation ecological effects andlandscape ecology in the Chesapeake Bay region. Without personnelthe research cannot proceed. The data management technician willsupport a quantitative ecologist staff scientist authorized inFY 1991. The photobiologist staff scientist is urgently needed tostudy the effects of solar radiation, especially ultravioletradiation, on both terrestrial and estuarine communities. Theenvironmental chemist staff scientist and physical sciencetechnician are needed in order to fully meet the needs of theChesapeake Bay region for watershed research on the landscapelevel . Question 59: What is included in the $45,000 reguested forsupport for the program?Answer: The $45,000 reguested will support travel to globalchange meetings and regional field travel ($4,000); equipmentmaintenance ($1,000); field and laboratory supplies ($10,000); andanalytical chemistry equipment ($30,000).Question 60: Provide a breakdown of the four positions bysalary and benefits.Answer: Salary Benefits TotalPhotobiologist GS-12 $ 37,000Environmenta 1 Chemist GS-12 37,000Physical ScienceTechnician GS-09 26,000Data ManagementTechnician GS-09 26.000$126,000 $38,000 $164,000 $11,,000 $ 48,,000 11,,000 48,,000 8,,000 34,,000 8,,000 34,,000 326Question 61: Included in the request is $500,000 in no-yearfunds to purchase watershed land at SERC on a cost-sharing basiswith private funds. The total cost of the properties involved is$8-12 million (development cost is $35 million) . What is the totalacreage involved?Answer: The total watershed area to be protected is about6,300 acres. Of this, about 4,100 acres have now been protectedleaving 2,200 that need protection.Question 62: How much of this property is currently availablefor purchase?Answer: Seventy-two acres are for sale at this time.Question 63: Have you identified specific parcels which willbe purchased in 1992 with the funds requested? If so, identifythem for the record, including acreage, cost, and basis for thecost. Answer: We have identified three parcels that we would liketo purchase; the three parcels identified are Smith (37 acres) , Fibich (18 acres) and Lee (17 acres) . Costs would be approximately$ll,000/acre or $792,000. The costs are based upon appraisals.Question 64: Have the properties involved been appraised?If not, will they be prior to purchase?Answer: Yes. If conditions of purchase change they will bereappraised.Question 65: Do you plan to use any Smithsonian non-Federalfunds for this purpose?Answer: Yes, we plan to cost-share with trust funds.Question 66: What are the private funds that you expect tobe available for this purpose, and how much is involved?Answer: A trust fund account designated for property purchasehas been established. The fund presently contains approximately$550,000.Question 67: What is the role of the Trust for Public Landsin this effort?Answer: The Trust for Public Lands prepared under contract,a watershed protection strategy report. At present it is not under 327 contract, but its services may be used in the future to helppurchase or protect parcels of land. National Zoological ParkQuestion 68: P. 51. The request for the National ZoologicalPark is $16,825,000, an increase of $1,013,000, all for necessarypay costs. What is the reason for the decrease in your estimatesof restricted funds made available in 1990 and 1991?Answer: The figures in the "Application of Funds" chartrepresent estimated expenditures. The reductions reflect only achange in timing of a construction project. In our previoussubmission, we included planned expenditures for design and startup costs related to the Zoo's Parking Facility. The constructiondate for this facility has been moved to FY 1995 and the associatedexpenditures have been adjusted accordingly.Question 69: Why have the estimates for government grantsbeen increased for both these years?Answer: The figures represent increased levels ofexpenditures based on the Zoo's receipt of a number of newgovernment grants. In one case NZP received a $520,000 grant toestablish a Reptile Science Center. This project will take thesuccessful features of the HERPlab, the Invertebrate Exhibit, andthe reptile lab exhibit, "The Other Side," at the Dallas Zoo andincorporate them into the Reptile House exhibit at NZP. Theproject will be used as a model which could be applied to otherexhibits and animal groups there and at other zoos.Question 70: Last year, funds were added for the neotropicalmigratory bird research program. How are these funds being usedin 1991? Provide a breakdown for the record.Answer: A temporary program manager has been hired. Allpositions have been advertised with a closing date of April 15,1991. Funds have been allocated as follows:PersonnelAvian Ecologist (12 months)Avian Ecologist (6 months)Avian Ecologist (6 months)2 Biological Techs (6 months)Administrative Assistant (6 months) GS-07Total Personnel Costs Salary EenefitsGS-13 $ 46,000 $14,000GS-13 23,000 7,000GS-12 20,000 6,000GS-09 27,000 8,00011.000 4.000$127,000 $39,000 328Program SupportFunding available in FY 1991 for program support will coverfield travel for research and travel to conferences ($25,000);student support, printing, graphics ($40,000) ; field and laboratorysupplies ($30,000); and computers, peripherals, field equipment($55,000). This $150,000 includes initial setup costs for the newprogram.Question 71: What are the plans for these funds in 1992?Answer: We anticipate that all positions will be filled andthe remaining funds will be used to support the program.Personnel Salary Benefits2 Avian Ecologists GS-13 $ 92,000 $28,0001 Avian Ecologist GS-12 40,000 12,0002 Biological Techs GS-09 54,000 16,0001 AdministrativeAssistant GS-07 22.000 8.000Total Personnel Costs $208,000 $64,000Program SupportSupport funds in FY 1992 will cover travel to conferences andfield travel for research ($25,000), student support, printing andgraphics ($30,000), laboratory, office, and field supplies($20,000) , data management equipment and field equipment ($19,000) . Support items total $94,000. Smithsonian Institution LibrariesQuestion 72: P. 58. The request for the SmithsonianInstitution Libraries is $6,099,000, an increase of $525,000. Whatis the status of the effort on preservation of brittle books?Answer: In FY 1990 and FY 1991, funds were appropriated bythe Congress to establish a brittle book preservation program. Thefunds provided 5 positions for a new Brittle Books unit to beginthe labor-intensive task of identification, selection, andprocessing of individual books and journals. Since the funds werereceived, SIL has taken the following steps in its Brittle BooksProgram : 329Staffing . The receipt of the Brittle Books fundsoccurred just after the resignation of SIL's PreservationOfficer. Because there is a high demand and a shortsupply nationally for qualified preservation officers,the search for a suitable candidate took over one year.The new officer reported in February 1991; two of thepreservation technician slots were filled at the sametime. Recruitment for the remaining technicians is underway.Planning . A Preservation Replacement Task Force has beenestablished. The Task Force is in the process ofdeveloping guidelines for the identification of volumesin need of preservation. A pilot project of 500 brittlebooks will be drawn from the collection by June 1991.This initial group will be used to test new internalprocedures for processing and allow SIL to test theability of several commercial vendors to produce high-quality preservation microfilm and photocopy.Housing . Offices to house the new preservation unit at1111 North Capitol Street were made available foroccupancy in December 1990.Microfilming . In October 1990, Research Publications,Inc., concluded the filming of 2,000 books, journals,pamphlets, photograph albums, catalogs, and other itemscontained in SIL's collection of materials relating toworld's fairs and international expositions held between1834 and 1916.Question 73: How much funding will be devoted to this effortin 1991 and 1992?Answer: Including salaries, equipment, and contracts, SILwill spend approximately $306,000 in 1991 and again in 1992.Question 74: At this level of funding, how long will it taketo complete this effort?Answer: This amount of funding will allow SIL to review andprocess approximately 2,000 volumes a year. SIL currentlyestimates that an eventual 100,000 volumes will need preservation.At the rate of 2,000 a year, it will take 50 years to complete100,000 volumes. 330International Environmental Science ProgramQuestion 75: P. 62. The request for the InternationalEnvironmental Science Program is $1,097,000, an increase of$269,000. Why is the amount included for necessary pay for thisprogram almost a 15% increase, compared to about 8% for otherprograms?Answer: The necessary pay includes an amount of $28,000 toannualize the salary and benefits for the new positions approvedby Congress in FY 1991 for the program. The necessary pay forother programs does not include annual ization of pay unlessCongress approved new positions in FY 1991 for those programs.Question 76: The request includes $158,000 and 3 workyearsfor global change research at SERC. How does this request relateto the SERC request for the program?Answer: The International Environmental Science Programfunding at the Smithsonian Environmental Research Center is usedto support the collection of long-term ecological data bySmithsonian scientists. This program was initiated at SERC inFY 1970 and has resulted in some data sets of very high value tothe present global change program. The data sets are achieved ina central data bank and are used by SERC as well as otherscientists conducting global change research. The requestedincrease in funding for this program will allow the collection ofmore comprehensive data sets.Question 77: Why is it preferable to have the programfragmented between the two line items?Answer: The International Environmental Science Programencourages interbureau cooperation and programmatic flexibility.No permanent commitments are made to a given scientist. Proposalsare solicited to meet program needs.Question 78: What is included in the estimate of supportfunding ($57,000) for this effort?Answer: The total request is 3 workyears and $158,000. Ofthis amount the support requested is $75,000. Support funding of$75,000 includes field travel and travel to conferences ($2,000),equipment maintenance ($8,000), field and laboratory supplies($20,000), and environmental monitoring equipment ($45,000).Question 79: How will the effort on forest fragmentation andmigratory birds be coordinated with the Zoo program in this area? 331 Answer: The Zoo program on migratory birds is an interbureaucooperative program. Its administrative location was recentlytransferred to SERC. The $57,000 effort on forest fragmentationand migratory birds will solicit competitive proposals from thestaff scientists involved in the overall migratory birds program.Proposal review will assure that the work is coordinated.Question 80: What exactly will the SERC program in this areabe involved with?Answer: The forest fragmentation aspects will be concernedwith monitoring breeding woodland bird nesting territories overtime in a series of forest fragments in the Chesapeake Bay region.The selected forest fragments would differ in size and shape, somecorresponding to forest islands and some to forest corridors. East African Savannah Ecosystem StudiesQuestion 81: There is also a request of $50,000 and 1workyear for East African Savannah Ecosystem Studies. This is thefirst request for the Mpala Research Station which was establishedin cooperation with Princeton University and the government ofKenya in 1990. What is the rationale for the Smithsonian takingon this responsibility?Answer: Although this is the first request for Mpala, thisresearch station will become part of the already-establishednetwork of sites for global monitoring and research onenvironmental problems. The process of desertification andovergrazing which characterize much of Africa may have as great aneffect on global climatic change and loss of biodiversity as doesdeforestation, which characterizes Latin America and Asia. TheMpala Research center provides an ideal site for rigorous, long-term research on arid zone degradation, and for the training oflocal students who must in the long term solve these criticalproblems. The monitoring of global change in East Africa willprovide fundamental contrasts to the more intensively studiedregions of Latin America and Southeast Asia.Question 82: What exactly is the commitment of each of theparticipants in this arrangement?Answer: The Smithsonian and Princeton University have agreedto take on the responsibility of raising funds for the constructionof the Mpala Research Center, and for fellowship funds for Kenyanstudents. The National Museums of Kenya and the Kenya WildlifeServices have agreed to provide in-country logistical andscientific support. They have also agreed to facilitate theissuance of research permits and duty-free import of researchequipment and supplies. All parties will share in the running ofthe Center and in carrying out research. 332Question 83: Who actually owns the property?Answer: Ultimately the entire property will be owned by theMpala Wildlife Foundation, incorporated in Maryland and in Kenya.At present a 4,000 acre portion of the property is owned by theFoundation, and the rest (40,000 acres) is held by George Small,a citizen of Baltimore. The entire property will be managed by aTrust composed of the Smithsonian, Princeton University, the MpalaWildlife Foundation, the National Museums of Kenya and the KenyaWildlife Services. The Trust Document is now being circulated toall parties for minor revisions and signature. Upon signature, theTrust will take on full responsibility for the management of allresearch and training activities on the entire property, includingthat portion still owned by George Small.Question 84: Is $25,000 the full cost for the director ofresearch?Answer: This amount will cover salary for a post-doctorallevel research director. Additional funds have been set aside,from the total of $50,000, to cover travel expenses for thedirector, should he or she come from outside Kenya.Question 85: Describe what is included in providing supportfor Kenyan collaborators and students?Answer: The Smithsonian will provide funding to cover traveland living expenses of Kenyan students and senior researchers whowish to carry out research at the Mpala Research Center. Fundswill also be used to provide research eguipment and supplies forsuch research. Students will, in many cases, work closely withsenior researchers in order to learn research technigues. Theexact amount allocated per researcher will vary depending on lengthand nature of the project.Question 86: Will non-Federal Smithsonian funds also be usedfor this effort? How much is planned?Answer: Non-Federal Smithsonian funds will be allocated toresearch efforts at the Mpala Research Center in the form ofcompetitive grants from established trust-funded programs. Onesuch proposal has been approved, and at least one more is currentlyundergoing outside peer review. The total amount of such fundingdepends on both the number and the guality of Mpala-relatedproposals submitted, and cannot be accurately predicted.Question 87: What level of funding do you envision for thestation in future years, from Federal and from other sources? Whatlevel of program will this provide? 333Answer: We are currently planning a fund-raising program incollaboration with Princeton University in order to raise fundsfor the construction and operating expenses for the Mpala ResearchCenter. Our goal for this fund raising is $300,000. In additionwe are planning an inter-bureau Mpala Research Center fundinginitiative for submission to Congress for FY 1993 as part of theCommittee on Earth and Environmental Sciences inter-agency budgetcrosscut. The purpose of this initiative is to provide funding forlong term Global Change research at Mpala by the SmithsonianTropical Research Institute, National Zoological Park, the NationalMuseum of Natural History and the National Air and Space Museum.The tentative annual budget for this initiative is $600,000.These funds will permit the establishment of a major centerfor research with a capacity for 10 to 15 long-term visitingresearchers, and capacity for 15 to 20 Kenyan and non Kenyanstudents taking part in training courses. A Center of this sizewill make a major contribution to the understanding of arid zoneecosystems and to the training of future researchers and resourcemanagers in the region. African-American Institutional Study ProgramQuestion 88: P. 77. The request for the Assistant Secretaryfor Museums is $1,940,000, an increase of $209,000. How are youplanning to use the funds provided in 1990 and 1991 for theAfrican-American Institutional Study program in 1992?Answer: During the balance of FY 1991 and for most ofFY 1992, with the approval of the Smithsonian Board of Regentsexpected on May 7, 1991, six small committees will be convened towork out the details of issues proposed by the initial AdvisoryBoard. Subcommittee members will be discipline-based specialistsfrom within and outside the Institution.The six committees are as follows:o Education and Curriculum Development - to set goals andestablish educational priorities based upon the scope ofthe collections and the focus of the researcho Training in Museum Professions - to identifyopportunities for collaboration which will help toincrease the number of African American museumprofessionals in the field and support and enhance theskills of those already in the professiono Collections Identification - to identify existingcollections which are available for loan, acquisitionand/or research. To establish a strategy for locatingcollections and building a permanent collection 334 o Collections Care and Preservation - to analyze thepossibilities and the mechanics of collections-sharing;and to identify types of objects that might be collectedand the systems, structures and staff needed to supportsuch a collectiono Exhibition Development and Design - to develop a designstrategy based upon the collections, the educationalgoals, the information to be conveyed and knowledge ofthe target audienceso Museum Collaborations - to further refine how a NationalAfrican American Museum can work with and support thelarger African American Museum communityEach committee will have no more than five members; meetingswill be convened as needed. The end-product of the committee'sdeliberations should inform the facilities planning process forwhich we will be requesting funds in 1993.The Study will also begin to respond to requests for publiceducation. During the summer of 1991, three interns will developthe research around three key topics related to the newinstitution. They are, Museum Careers, African American Museums:Their History and Legacy, and Preserving African American Culture.These presentations will be offered upon request to community andschool audiences seeking information about the purpose, context andneeds of a National African American Museum.By mid-1992 we should be prepared to begin the search for aDirector of a National African American Museum. Accessibility for the DisabledQuestion 89: The request includes 2 workyears and $100,000for accessibility for the disabled. What staff used to handle thiseffort in the Office of Equal Opportunity? Why was there notransfer of staff or funding from this office?Answer: Accessibility has been handled on a part-time basisby an OEO staff member who also coordinated the Upward Mobility,Outreach and General Equivalency Degree programs for theInstitution. About 10 percent of the staff member's time was spenton accessibility concerns.Responsibility for accessibility concerns was absorbed withoutthe benefit of a new position or funding and no new funding hasbeen forthcoming in subsequent years. Consequently, there was noposition or money to transfer to establish two full-time positions. 335Question 90: What exactly are the deficiencies that thiseffort is designed to address?Answer: In March, 1990, the Smithsonian Institution ActingInspector General issued a "Report on Audit of the SmithsonianInstitution Accessibility Program" which reported that theSmithsonian has not made adequate progress in making its programsaccessible to all visitors. Although many accessibilityimprovements have been made in recent years, the report identifiedseveral needs, among which are: * An accessibility specialist devoted full-time to coordinating andadministering Smithsonian efforts to improve accessibility to itsprograms (exhibits, lectures, seminars and workshops, performances,demonstrations, tours, publications, etc.). * Accessibility training of and continuing education forSmithsonian staff who share the responsibility for planning andimplementing Smithsonian programming. * Guidelines for developing annual accessibility plans and improvedmonitoring of progress; as well as development of an annualSmithsonian accessibility plan. * Improved guidelines for designing exhibits and publications. * Improved reviews of designs for construction, R&R, and exhibitprojects to ensure compliance with mandatory accessibilitystandards . National Museum of Natural HistoryQuestion 91: P. 81. The request for the National Museum ofNatural History is $33,844,000, an increase of $3,060,000. Whatis the reason for the major increases estimated in restricted fundsfor 1991 and 1992?Answer: The increases reflect optimistic projections forprivate fund-raising efforts during the period, including twoQuincentenary programs (the major exhibit, "Seeds of Change," andthe Horse Festival) ; the design and architectural and engineeringcosts for the major renovation of the Geology, Gems and Mineralscomplex; and ecological exhibitions. Renovation of the Insect Zoowas also projected for this period, but has been deferred toFY 1993.Question 92: How many positions are unfilled as a result ofbase erosion? What are the causes of this erosion?Answer: Approximately 50 positions have been held vacantsince the beginning of FY 1990. There are several factors that 336have had the cumulative effect of causing the Museum's FY 1991salary and benefit support to be $2,000,000 short of the fundsnecessary to fill authorized workyears. They are: * Cost of the new Federal Employees' Retirement System (FERS) . Half of the Museum's staff are now covered under the new system,and the Museum has not received sufficient funds to cover theconversion. The Museum's average benefit rate for staff under theold Civil Service Retirement System (CSRS) was 11.2%, while theaverage rate for those under FERS is 28.8%. While FERS wasimplemented in FY 1987, only two appropriations to cover theadditional cost of FERS have been made available to date. No FERSsupport is included in the FY 1992 request for Necessary Pay,however every new employee filling a vacancy created by a CSRSemployee will cost up to an additional 20% in benefits. Inaddition, we have no control over the total FERS costs, due to theoptions employees are provided under the Thrift Savings Plan andassociated matching funds paid by the employer. * Grade Target Reduction. This OMB program, aimed at reducingthe number of staff in grades 13-15, resulted in permanent cuts tothe Museum of Natural History's base of $303,700. While thereduction seems to have been aimed at reducing the number ofmanagement positions, the majority of the Museum's staff in thesegrades are scientists in non-management positions. We cannotbackfill scientific positions at lower grades; thus, the impact hasbeen that we have had to keep a number of scientific vacanciesunfilled. >' - - \f L * Cost of Within-Grade Increases. Until FY 1989, the Museumreceived Necessary Pay to cover the cost of Within-Grade Increases.These have not been funded since FY 1988, and the Museum has hadto absorb these costs, which exceed $1,000,000 for the three-yearperiod. * Pay Cap. The cost of lifting the pay cap in January amountsto over $112,000, to be absorbed. * Full or partial absorption of annual Cost-of-LivingAdjustments. Since 1987 we have had to absorb full or partialCOLAs. While these are only one-time "costs" to the Museum, withrestoration of the full annualized costs in the following year,the impact in the current year has the effect of reducing fundsavailable to support a full complement of staff. Thus, each yearwe start "behind." While Congress was generous in FY 1991 inproviding full support for a 3.5% COLA, the actual COLA approvedfor January was 4.1%. The shortfall for NMNH then amounts to$50,000 for FY 1991.While the Necessary Pay request pending before Congress forFY 1992 totals $1.9 million, it still does not include support forFERS or Within-Grade Increases. 337Other elements of base erosion impact on our non-salarysupport . These include : * Permanent base reductions, beginning in FY 1985, totalling$1,070,000 (Gramm-Rudman-Hollings or other across-the-boardreductions) . * Inflation. No increases to cover general inflation havebeen provided since 1987. Thus, we have been forced to reducebasic operating support to cover increased cost of essentialsupplies, contracts, and field travel. The Museum's pest controlcontract alone has increased 300% in one year; most maintenancecontracts increase 5-15% per year. We are unable to purchasesufficient supplies to properly maintain the collections coming ineach year at a rate of up to 1 million per year. Air farescontinue to rise. Most Museum travel is not administrative, and,therefore, is not easily eliminated. Rather, it is for scientificfield work essential to our research and for participation inscientific meetings, important for ensuring that staff aredisseminating the results of their work and keeping current withtheir fields. * Regulatory requirements. In FY 1988, the Museum was givenresponsibility for hazardous waste removal. FY 1991 costs areestimated to total a minimum of $26,400, for which we have receivedno funding (funds were included in the FY 1992 request to 0MB, butnot approved) . The Museum must hire two staff (a Safety Officerand a Hazardous Waste Officer) to begin to respond to safetyrequirements throughout the building, which houses over 1000 staff(including SI Libraries and Office of Plant Services) . MandatoryOSHA training for these staff will amount to several thousands ofdollars per year. We have received no funds to support thesepositions, and must reprogram funds and positions to proceed withhiring them now. Fumigants formerly used by museums at large arenow being found unacceptable based on new safety standards. Thus,studies must be performed to find alternative methods of protectingour collections from pest infestation. One study this year hascost the Museum $23,000 that had to be reprogrammed from an alreadyseverely reduced operating budget. * New costs. Until the mid-8 0s, only a few staff hadcomputers. Now almost everyone on the staff uses a computer indaily operations. Funds are required for supplies, maintenance,and communications lines for which no funding has been provided.Beginning in FY 1989, a new custodial training program wasdeveloped by the Institution, but costs are distributed to thebureaus. Ranging from $6-8,000 per year, this is a valuableprogram, but one for which we have had no bureau funds designated.The departments and units at NMNH have $2 million less inoperating support, compared to FY 1988. This does not include afactor for inflation. All increases provided to the Museum since1987, other than Necessary Pay, have been for specific projects orprograms, and have not provided for increases in general operating 338 support. The total base deficiency for NMNH, in salary, travel andother objects totals c. $4 million.Base erosion is a major problem in all units across theSmithsonian. The details of the causes of base erosion statedabove apply across the Institution.Question 93: What is the current status of your efforts underthe repatriation plan developed in response to the NMAI Act?Answer: Office space?Department of Anthropology's Africancollection occupying about 3000 square feet of floor space in NMNHE525 has been moved to new storage at the Museum Support Center inSuitland, Maryland to provide office space for repatriation programstaff. Contract for architectural planning for space has beensubmitted and office systems furniture for space should be orderedby June 1991.Staffing? 14 of 18 positions approved and funded are now inthe recruitment process. The first documentation archeologist hasbeen selected. Six technical staff positions have been advertised.The program manager position is to be advertised in April. Threemore positions will be submitted for processing by the end ofApril . Processing of repatriation requests?Larsen Bay TribalCouncil, Kodiak Island, Alaska. The documentation information hasbeen prepared and reviewed, and an Institutional decision on returnis expected in the next few days.Hawaii?Approximately one-third of the remains in the NMNHcollections have been returned. The remaining material is from theisland of Kauai and we are awaiting notification from Kauairepresentatives that they are ready to receive the material . Thedelay in returning this material is to permit the creation of anappropriate burial site on the island.Highest priority for repatriation documentation research willbe given to remains in the NMNH collections transferred from theArmy Medical Museum and to specific requests from tribal councils.Information on the Army Medical Museum skeletons is being collectedand organized for review by the documentation archaeologists assoon as they arrive for the start of their duties.Question 94: The request includes $335,000 and 3 workyearsfor human ecological history. Is there no laboratory wherearcheological plant and animal remains can be analyzed?Answer: At the present time, NMNH does not have a laboratorycapable of undertaking the technically specialized researchrequired for analyzing plant and animal remains recovered fromarchaeological sites. 339The necessary painstaking analysis and curation of suchfragmentary and often poorly preserved faunal and floral materialsrequires the establishment of a laboratory having specializedequipment, access to NMNH's large collections of comparative plantand animal specimens, and a small staff of highly trained researchscientists and technicians.This archaeobiological laboratory represents the essentialresearch core of a larger program of training and scholarlyeducation and outreach regarding the long history of humaninteraction with, and impact on, the earth's ecosystems.Question 95: What are your plans for collaborative researchin countries such as China, India, and in Africa and South America?Answer: The plan for collaborative research in China, India,and Africa (Kenya, Ethiopia, and Tanzania) includes two aspects. 1. The first is to develop parallel field projects aimed atrecovering fossils and other information about prehistorichumans, archaeological evidence of their activities, andevidence of their ecological settings. The development ofparallel projects will ensure collection of comparable datanecessary to reconstruct the ecological history of humans overthe past 2 million years. Smithsonian fieldwork in Kenyaserves as a model approach, which these other countries haveexpressed a desire to emulate on a cooperative basis.2 . The second aspect is to develop an internationalconsortium of researchers devoted to collating and comparinginformation on the long-term ecological history of earlyhumans in Africa, Asia, and Europe. This consortium willinclude field and laboratory scientists in the countries namedabove, and numerous researchers in the U.S. and Europe. Fundsrequested will enable international travel and symposia forthe purpose of these scientific exchanges that are the basisfor the long-term human origins component of this researchinitiative.Question 96: Why are you including fellowships in theprogram, instead of from the central fellowships funding?Answer: The fellowships included in this program can bedifferentiated, in a number of important respects, from theguidelines and the fellowships of the central program.Each year the central fellowships program of the Office ofFellowships and Grants faces an increasing pool of qualifiedapplicants (only 1 in 7 of those qualified was funded this year) , and equitably distributes one year awards across a broad range ofscholarly fields. 340In contrast, the complexity of this research requires that thefellowships of this program will be two to three years in duration.This will ensure a critical mass of young pre- and post-doctoralresearchers to bring fresh ideas, data, and projects to thisprogram. Many of the collaborative projects are expected torequire two, possibly three, years of fellowship support becauseof the lengthy nature of the research. This will entail, forinstance, extensive synthesis of field and laboratory informationregarding early human sites, or extensive collation of data frommany sources spread internationally. This profile of multi-year,interdisciplinary fellowships will encompass promising youngscholars from third-world countries.For these reasons, fellowships for the human ecologicalhistory program are distinct from the general fellowship programof the Institution. They are an essential component of thisintegrated program of research, training, and education. It isimportant that we be able to advertise and award fellowships inHuman Ecological History on a predictable and assured basis. Thisapproach has the support of the Office of Fellowships and Grants,and is similar to special fellowship programs already establishedelsewhere in the Institution.Question 97: Describe what is included in supplies andservices, for which $40,000 is included?Answer: These funds support three endeavors.1. The first is to contract the services of local excavationLedms in Kenya, China, and Iiidia. These teams are composedof people already skilled at recovery of fragilearchaeological bone and artifact materials, or who we trainto make this essential contribution to the scientific work.2. The second is to contract for specialized geological andchemical analyses of sediments and other materials in orderto reconstruct ancient environments. These contracts areusually to university laboratories in the U.S.3. Third, funds are needed to purchase maps, notebooks, andother field supplies in the countries where research isconducted, and laboratory supplies in the U.S. to support theanalyses that will take place at the Smithsonian.Question 98: What kind of equipment will be acquired for thiseffort?Answer: Equipment for both laboratory analysis and fieldresearch is needed.1. Laboratory equipment. The curation and analysis of plantand animal remains recovered from archaeological contexts 341 requires the acquisition of a wide range of equipment, fromstorage cases for specimens to laboratory equipment such astop-loading balances, digital calipers, thin sectioningmachines, cameras, etc. Equipment acquisition will alsoinclude computers and microscopes, as well as image transferalsystems, both digital and video, to facilitate the computerenhanced analysis of microscopic images.2. Field Equipment. Field equipment will include itemsnecessary to conduct research in rugged terrains whereimportant early human sites occur. This equipment includesrecurrent items such as tents and tables, and less-recurrentitems such as surveying instruments and field vehicles. Therequested funds do not support purchase of all such items atone time, since it will be necessary to acquire this equipmentover a period of years as new field projects are developed.Question 99: There is also a request of $400,000 and 7workyears for the collections information system. What kind ofsystem does the Museum currently have for collections management?Why is it necessary to develop a completely new system?Answer: The Museum has two incompatible and outdated systems.One half of the collections management system resides on theInstitution's antiquated and ailing Honeywell mainframe in a batch-processing mode that was developed in the late 1960's. TheInstitution selected a new mainframe (IBM 4381) and software(INQUIRE) in the early 1980' s, and began moving the Museum'scollections management applications to this newer environment asresources permitted. Approximately one half of the Museum's systemnow resides on the IBM 4381. Regrettably, the Museum has foundextremely serious deficiencies in the newer computing environment.System response time problems have seriously degraded ourproductivity and software breakdowns have left us with dataintegrity problems. In addition to these two automated systems,the Museum still carries out much of its registration activitiesmanually. Staff cannot keep pace with increasing registrationactivities without automated support. In addition, to ensureaccountability and to enhance the ability to audit compliance withprocedures and policies of the Institution, automation is required.The Museum contracted with the MITRE Corporation, a systemsengineering firm, to perform a cost/benefit analysis of systemarchitecture alternatives for the Museum's new system. Results sofar have shown that the standards-based distributed LANs (localarea networks) approach will be most cost-effective for the Museumand Institution. It will ensure adequate performance, enableintegration of new technologies, and support networking with otherresearch and educational organizations.Question 100: What is the basis of the cost estimate for thisdevelopment ($181,000)? 342Answer: Our original request for development support was$400,000, which subsequently was cut through the budget process.The figure of $400,000 included contractor support and stafftraining ($250,000) and equipment and supplies ($150,000).Contractor cost estimates were based on our experience indevelopment of the INQUIRE system, with one full-time contractorestimated at $120,000 per year. Training in the new databasemanagement software, operating system software, and LAN softwarefor two staff members was estimated at $10,000, based on pasttechnical training costs. Equipment and supplies were estimatedat $150,000 (file server, disk storage, peripherals, and software)based on GSA schedule prices. At this level of funding, combinedwith a small additional amount from base resources, the prototypecore collections transaction management system can be developed.Additional resources will be required to tailor and install thecore system in the Museum and to develop a prototype and installthe several scientific applications to be linked with thetransaction management system.Question 101: What positions are included in the 6 workyearsfor data management support?Answer: Museum Technician positions at the GS-7 levelrepresent the 6 workyears requested for data management. Positionsare targeted for the scientific departments.Question 102: How large is the backlog of collection data inmanual form? How many positions do you have currently to work onthis backlog?Answer: The Museum currently estimates a backlog of 9 to 10million manual records of collection data. Our current automateddata base is approximately 4 million records.Museum base erosion (see Question 92) has devastated theMuseum's data management program. While there are about 60workyears devoted fully to collections data management, 40% of theprogram's workyear base has been eroded. Twenty-five positions arecurrently frozen, leaving only 35 inventory program staff toperform data management functions for a collection of approximately120 million items (13 to 14 million records) . As a comparison, theLibrary of Congress has a collection of about 88 million items anda staff of 690 devoted to data management activities, an immenselylarger base for data management support than that of the Museum.Question 103: With the additional positions, how long do youexpect this effort to take?Answer: With restoration of the base and the addition of 6workyears, we estimate it will take 30 years to eliminate thebacklog of manual data. Many factors can affect this estimate, 343however, including rate of new acquisitions, rate ofdeaccessioning, collaborative data management efforts with othermuseums (as the libraries have done) , and employment of newtechnologies for rapid data entry.Question 104: A request of $400,000 is included for permanentexhibit hall renovations. What is the current status of the newNative American Hall?Answer: The Planning Stage will be completed by December,1991, including: * completion of the revised "visionstatement" ; * completion of detailed storyline; * selection and hiring of core exhibitionteam including curators, project manager,researchers, designers; and * completion of detailed presentationmaterials, including scale models,renderings, and comprehensive writtenmaterials.Question 105: What additional accomplishments are expectedwith this additional funding? What will be the impact if it is notfunded?Answer: Additional funding requested in FY 1992 will be usedto match corporate contributions and enable the new Insect Zoo tobe designed, constructed, and installed by fall of 1993. Inaddition, these funds will accelerate the upgrading of existinghalls, including Human Origins, Africa, and Western Civilization.The current halls, installed over thirty years ago, do not meetcurrent scientific or educational standards. Many are offensiveto visitors and do not reflect current standards for racial andgender equity. The museum must correct these serious errors ofboth fact and prejudice or close the halls rather than allow themto misinform the public. It is unreasonable, if not irresponsible,to delay these corrections, and the loss of these funds wouldnecessitate such delays.Question 106: Since no additional workyears are included,what kinds of costs will be included in this funding?Answer: Funds will be used to purchase supplies, materials andcontracts for exhibit design and production services. 344National Air and Space MuseumQuestion 107: P. 88. The request for the National Air andSpace Museum is $11,650,000, an increase of $817,000, whichincludes $200,000 and 2 workyears for exhibitions and staff. Howmany staff scientists are now on board?Answer: The Museum currently has six staff scientists inresearch positions, four in the Center for Earth and PlanetaryStudies and two in the Laboratory for Astrophysics. The Museum'sDirector and Special Assistant to the Director are also scientists,but work in the area of management and administration.Question 108: Will the "Principles of Flight" exhibitionreplace other current exhibitions?Answer: Yes, the "Principles of Flight" exhibition will beinstalled in gallery 109, replacing "Flight Testing", which coversthe history of flight research including research aircraft, andflight and ground testing. Wiley Post's historic aircraft the"Winnie Mae" will be moved into the Milestones of Flight gallerywhen "Principles of Flight" is installed.Question 109: What is included in the $98,000 requested forinstallation of the exhibit?Answer: The $98,000 will be used to install a supersonic windtunnel ($65,000) and four subsonic wind tunnels ($33,000). Thesewind tunnels will be used as part of the daily, live demonstrationsplanned for the exhibition to explain the principles of flight.They will be used throughout the life of the exhibit to demonstratea variety of principles. National Museum of American HistoryQuestion 110: P. 93. The request for the National Museum ofAmerican History is $17,790,000, an increase of $1,070,000. Whatwas the reason for the increase in restricted funds in 1990 aboveyour estimate ($4.3 million compared to $1.8 million)?Answer: $2.9 million of the actual expenditures in 1990restricted funds were spent on the exhibition, "The InformationAge." At the time the 1990 estimates were prepared, the giftincome and expenses for this exhibition were unconfirmed.Question 111: The request includes $100,000 and 3 workyearsfor exhibition reinstallation. What is the total in the base forthis purpose? What is the total staff? 345Answer: The current base for exhibits work is $300,000 forpersonnel, and $80,000 for goods and services. Approximately$470,000 once devoted to exhibits reinstallation has been lostbecause of 'base erosion' due to underfunded benefits increasesand mandated cuts.Question 112: Will the level of funding, including theaddition, provide the total needed to continue this effort onschedule?Answer: No. The Museum has consistently asked for 1 milliondollars in order to successfully accomplish the exhibitreinstallation program. In order to continue the effort onschedule, the $470,000 lost to erosion needs to be restored, andanother $150,000 needs to be provided, bringing the total up tothe $1 million needed. National Museum of the American IndianQuestion 113: P. 98. The request for the National Museum ofthe American Indian is $13,962,000, an increase of $6,820,000. Whyis the amount included for necessary pay a 22% increase over thebase level for compensation and benefits?Answer: The necessary pay request for the National Museum ofthe American Indian includes $341,000 to annualize the newpositions approved by Congress in FY 1991. The necessary pay forother programs does not include annualization of pay unlessCongress approved new positions in FY 1991 for those programs.Question 114: Provide a breakdown of the program showingfunding through 1991, and staffing levels, including how manypositions have been filled, and how many remain to be filled.Answer: As of FY 1991, base S & E funds provided for the NMAItotal $10,168,000 and 172 FTEs. The breakdown is as follows:Permanent Reorganizations: FTE $000Central AdministrationOffice of Design & ConstructionOffice of Public AffairsOffice of Protection ServicesNational Museum of NaturalHistory (Repatriation) 73 3,026 13 6781 4 2221 4833 1,03422 1.044 346National Museum of the American Indian:National CampaignBoard of TrusteesProject PlanningCare & Custody of CollectionsNative American Staff Devpt.Custom HouseNew York StaffNew York Library* 13 6245012 1,29815 18,81512 5343 88340 1,7676 171101* 7,142Grand Total 174 $10,168 * Transfer of the Library has not yet occurred.** NMAI's total FY 1991 FTE ' s are incorrectly reflected as 91 onpages 16 and 98 of the FY 1992 Justification to Congress due toa database error.Of the 101 positions allocated for the NMAI, 57 have been filledand 44 are not yet filled.Question 115: How much was included for regional trainingsites in 1991? Where was this funding included?Answer: An amount of $100,000 was included in the FY 1990base funding for regional training. This funding was included inthe NMAI line-item and subsequently reprogrammed to the Office ofMuseum Programs. The Office of Museum Programs is the centralmuseum training office of the Smithsonian. No additional fundswere requested in FY 1991.Question 116: Where will the regional training take place in1991, and where is it planned for 1992?Answer: In FY 1991 regional training programs took place atthe Makah Cultural and Research Center, Makah Indian Nation, NeahBay Washington; Sac and Fox National Public Library, Sac and FoxNation, Stroud, Oklahoma; and the Smithsonian Institution,Washington, D.C. These programs will be revised and repeated atthese sites in FY 1992. Additional sites will be chosen forFY 1992 for courses in material culture research and collecting,collections management, public education, exhibition development,facilities planning. Sites are selected to represent a broadgeographic distribution and to serve as models of museum practicein the training session. 347Question 117: When do you expect the three pilot travelingexhibitions to be completed?Answer: SITES expects to complete the exhibitions on thefollowing dates:Fred E. Miller: Photographer of the Crow by Spring 1992Plains Indian Art: Continuity and Change by Fall 1992Saynday Was Coming Along... Silverhorn's Drawings of the KiowaTrickster by Spring 1993Question 118: Why is it necessary to add 3 new positions tothe SITES staff to carry out this effort?Answer: It is necessary to add three new positions to SITESstaff to carry out its American Indian pilot program in order toplan a series of projects that will build relationships with theAmerican Indian community and the audiences we develop with eachsuccessive effort. The three new positions will forge allianceswith NMAI curators and become familiar with NMAI collections andresearch. A specialized team gives us the opportunity to searchfor new staff members with specific interest, first-hand knowledge,and expertise in the subject matter. In the past, SITES hasbrought in contractors to work on specific projects. Those adjunctstaff need close supervision and training: therefore we concludethat the optimum utilization of personnel to develop an ongoing andlong term program is to integrate new staff into our existingprogram.Question 119: A request of $200,000 is included for NativeAmerican staff development and training. How is the trainingcomponent of this program (particularly the community-basedportion) distinguished from the regional training program?Answer: The National Museum of the American Indian (NMAI) hasinitiated two training programs which are reflected in the budgetrequest . NMAI seeks $200,000 to build on the Native American staffdevelopment and training component begun in FY 1991. This focuseson hiring Indian staff and upgrading their skills so they canassume greater authority within the Museum itself and in itsrelationships with the Indian community. New employees will alsobe selected for their growth potential and job descriptions willbe written so that advancement within the workplace is bothpossible and expected. Associated staff development willsupplement the work they do as members of the NMAI staff.The regional training component is operated through theSmithsonian's Office of Museum Programs. In cooperation with 348Indian controlled museums, the Office of Museum Programs providescourses in museum practices on site in tribal communities acrossthe country. NMAI, Indian museum leaders, other Smithsonian staffand nationally recognized museum professionals serve as faculty.The aim of this program is to help local cultural and educationalorganizations in tribal communities establish facilities,strengthen management and curatorial skills, and broaden programopportunities. Funding provides for Native American participantscholarships, faculty training and travel, and instructionalmaterials. Three regional workshops are scheduled annually withthe development of curriculum material to provide permanent ongoingfollow-up opportunities.Question 120: How will the Native American faculty be used?Will they be brought to the Smithsonian?Answer: The request would make it possible for Native-American faculty from tribally controlled colleges and otherinstitutions to apply for on-site residencies to work directly withNMAI collections. Indian members of the leadership/cultural centerof their community will also be invited to apply for suchresidencies.Question 121: Provide a breakdown of the request into theelements listed on p. 102.Answer: A breakdown of the request of $200,000 for NativeAmerican staff development and traininq follows:Salaries and benefits forthree Native American staff $120,000Travel for Native American staff,faculty and community basedmuseum professionals 10,000Stipends for fellows and internships,Native American faculty andcommunity based museum professionals 50,000Supplies and materials to supporttraininq proqrams both on and off site 10,000Office and automation equipment forthree Native American staff positions 10,000$200,000 349National Museum of the American Indian - Campaign Ofc.Question 122: A request of $448,000 is included for thenational campaign office. What are the results to date of thefundraising campaign?Answer: Although just beginning, the NMAI Campaign isattracting a great deal of interest on the part of the Americanpeople and private funding organizations. The Campaign, as ofMarch 27, 1991, reports a total of $442,074.66 received from allsources and for all purposes.Question 123: What is the number of staff now on board? Howmany positions remain to be filled?Answer: As of March 27, 1991, there are three full-time staffin the NMAI Campaign Office. The National Campaign Director cameon board in January 1991, and began to build the staff.There are four active recruits underway as of March 27, 1991.Included in this number is the Assistant Director for PublicRelations and Special Events position which is in the finalinterview stage. Also included in the active recruits is theAssistant Director for Corporate and Foundation Relations; anexternal panel, after reviewing a large number of applications andinterviewing three candidates, recommended that the search for thisposition be broadened and reopened. This has been done through theSmithsonian Office of Human Resources, with a new closing date ofMay 10, 1991. Position descriptions are being developed for theremaining positions, for the full complement of 13 Federalpositions.With the expectation that the test for the membership programof the Museum, which was initiated on March 21, 1991, will besuccessful, we must hire a Membership Director and a SupportSecretary soon after the beginning of the Fiscal Year; support forthese two additional positions is being sought in the FY 1992budget request.Question 124: In addition to the donated office space, whatother non-Federal funds (amounts and sources) are being used tofund this effort?Answer: There are three sources of non-Federal funds whichare being applied toward the NMAI Campaign:(1) Institutional Trust funds requested by the Secretary andapproved by the Board of Regents for the FY 1991 budget. Thesefunds in FY 1991 total $1,063,660.(2) Restricted grants totalling $290,666 have been raised tohelp meet some of the Campaign's costs. 350(3) A percentage of the operating cost (salary and support)of the Office of the Assistant Secretary for InstitutionalInitiatives can be applied as an Institutional contribution to helpfund the NMAI Campaign. In FY 1991, the Office's total operatingbudget is $371,000. NMAI - New York Facilities MaintenanceQuestion 125: There is a reguest of $710,000 for New Yorkfacilities maintenance. When in FY 1992 is the Custom Houseexpected to open?Answer: The current schedule anticipates a public opening ofthe Custom House facility in the Spring of 1993. Based upon thisschedule, the Smithsonian expects to begin beneficial occupancy ofthe facility in the Summer of 1992. At that time, the Institutionwill become responsible for the operation and maintenance of themechanical eguipment dedicated to the NMAI portion of the building.The resources reguested for the New York facilities maintenancewill also supplement staff at the existing museum building atAudubon Terrace, as well as the research facility and its additionin the Bronx.Question 126: What is the status of constructing the additionto the Research Branch in the Bronx?Answer: The contract for construction of the addition to theResearch Branch in the Bronx was awarded at the end of September1990. The Institution is currently reviewing and approving shopdrawings, a step necessary prior to issuance of the notice toproceed for actual construction. The notice to proceed will beissued in early April, and construction is expected to be completeby August 1, 1991.Question 127: Why are five air conditioning eguipmentmechanics needed for the Custom House space? How many suchmechanics do you have for comparable spaces elsewhere in theSmithsonian?Answer: In order to provide the constant temperature andhumidity levels to preserve and protect the collections which willbe stored and displayed in the building it is necessary to operateand maintain the heating, ventilating and air conditioningeguipment twenty- four hours a day, seven days a week. The fivemechanics will ensure that at least one mechanic is available inthe facility at all times. All Smithsonian facilities ofcomparable size reguiring continuous coverage are staffed in egualnumbers . 351Question 128: What portion of the year do the estimatedutility costs represent? How were these amounts determined?Answer: At the time of the budget submission, the Smithsonianwas expecting to take beneficial occupancy of the Custom Housespace early in the first quarter of FY 1992 , and occupy theaddition to the Research Branch by October 1, 1991. Based uponthis schedule, all utility costs were estimated on an annual basis.These estimates were determined using historical cost figures fromthe Cooper-Hewitt operation to arrive at a cost per gross squarefoot figure for electricity, steam and water/sewer costs, thenmultiplying the cost by the gross square feet assigned to the NMAIoperation at the Custom House and the Research Branch addition.Similarly, cost experience at the Cooper-Hewitt for telephone usagewas used to determine the estimated costs of this item at the twonew facilities. NMAI - Facilities Project ManagementQuestion 129: A request of $143,000 and 2 workyears isincluded for facilities project management. What is the status ofhiring the positions funded in 1990 and 1991?Answer: Of the four positions received in 1990 and 1991, twohave been permanently filled, and the other functions are beingperformed temporarily by other staff of the Office of Design andConstruction. The remaining two positions have been advertised,and are expected to be filled within three months.Question 130: With the two additional positions, will thiscomplete the staffing for this element?Answer: No, two positions will be requested in FY 1993. Weanticipate that the eight positions will provide adequate projectmanagement staff to ensure successful construction of essentialNMAI facilities.Question 131: When are the A&E design efforts for the Mallmuseum and the Suitland building scheduled to begin?Answer: The current schedule calls for completion of theconsultations with the Native American communities and developmentof the museum program by the end of FY 1991, and completion of thefacilities planning phase for the two buildings during the thirdquarter of FY 1992. If these phases are completed as planned, theInstitution will begin conceptual, or schematic, design of both theSuitland and the Mall Museum buildings in mid- to late-FY 1992. 43-202 O? 91- 352NMAI SecurityQuestion 132: There is a request of $477,000 and 15 workyearsfor security for New York facilities. Explain why you plan to hire5 temporary guards, as well as 5 permanent guards in April 1992,and an additional 5 temporary guards in mid-1992.Answer: The Office of Protection Services (OPS) expects thatthere will be a transition period during 1992 when guards will beneeded for the Audubon Terrace location as well as for the CustomHouse, as both buildings will be in operation and will containvaluable collections items. The Smithsonian is committed tomaintaining some public exhibition space at the Audubon Terracelocation until the Custom House is fully open. Guards will beneeded at the Custom House for several months prior to the officialpublic opening to ensure adequate security for artifacts beingmoved to that site for the preparation of exhibitions.Specifically, security coverage will be needed for our innerperimeter, to enforce access control at perimeters (includingshared space such as the loading dock) , and to provide escort forcontractors during exhibit installation and related activities.The OPS plan is to hire 5 permanent guards for the Custom House andto move 5 permanent guards already on board to the Custom House andback-fill them with 5 temporary guards who will be needed onlyduring the transition period for Audubon Terrace. An additional5 temporary guards will be needed to supplement the permanent staffat the Custom House during the early period when the Custom Houseopens to the public.Question 133: What is included in the $123,000 requested forcontract services to support the guard force?Answer: The amount of $123,000 is to provide contract guardsto supplement the proprietary guards at NMAI. The plan is to usethe same model as that used at the Cooper-Hewitt Museum in New YorkCity, i.e., to use proprietary guards on all night posts, atperimeter posts, and any high security posts, while using contractguards in the public exhibition galleries.Question 134: Provide a breakdown of the $230,000 and the 12workyears as related to this request.Answer: The amount of $2 3 0,000 was projected based on hiringfive permanent guards in March 1992 ($70,000); hiring fivetemporary guards also in March 1992 ($70,000) ; and hiring five moretemporary guards in May 1992 ($50,000). In addition, support costswere included for training, supplies, equipment, uniforms, drycleaning, laundry, etc., for the 15 new guards ($40,000).For FY 1992, we estimated that 6.25 workyears would actuallybe needed for the hiring of guards as described above. However,we anticipated that the need for the temporary positions would 353extend for most of the next fiscal year, and thus requested 12workyears . Custom House ProgramQuestion 135: A request of $1,480,000 and 13 workyears isincluded for the Custom House program. What is the breakdown ofthe $1,070,000 included for completing the opening exhibition andother costs?Answer: The breakdown is as follows:Exhibition fabrication and installation $ 625,000Media equipment 75,000Film and video production 75,000Printed material including education materials 100,000Lectures and demonstrations 50,000Costs associated with planning future exhibits 145,000$1,070,000Question 136: Explain why these costs are all needed inFY 1992.Answer: In order to open to the public in early 1993, allproduction must begin in FY 1992. Thus contracts must be issuedand funds obligated in FY 1992.Question 137: Are there any one-time costs included?Answer: The cost of the media equipment is an initial capitalexpense but maintenance, upgrade and replacement of equipment willbe an ongoing budget item. Custom House Furnishings and EquipmentQuestion 138: There is also a request of $1,700,000 forCustom House furnishings and equipment. Why shouldn't these costsbe considered as part of the total cost of renovating the CustomHouse, and therefore be cost-shared with the City and State of NewYork, as the other renovation costs were?Answer: In the case of the Custom House project, the totalamount available for construction is $24 million, as theauthorizing legislation requires that the Federal portion bematched 1:2 with non-Federal sources and the maximum pledged by NewYork City and the State of New York is $8 million each. Verypreliminary estimates of the cost of renovating the Custom Housespace for museum use indicated that some funds might be available 354to cover the cost of furnishing and equipping the space. Aftercompletion of the facilities planning phase in early FY 1991,however, it became evident that the full $24 million would beneeded for actual construction costs.It is in fact customary to include the costs for furnishingand equipping a new building in the budget for construction.However, in several projects such as the Whipple Observatory BaseCamp, the Museum Support Center and the Tupper Laboratory, theInstitution requested furnishing and equipment funds in theSalaries and Expenses budgets, as these costs can also beconsidered part of the initial operation of the building. Thespecific component costs, as described in the next question, arefrequently included as operating costs for Smithsonian programs.Question 139: Provide a breakdown of the cost estimates, andthe basis for the amounts.Answer: The breakdown of furnishing and equipment costs forthe Custom House is as follows:Amount Description$530,000 Furnishings, including office furniture for newstaff, furniture in public and exhibit areas,information desks, coat room storage units and guardstations620,000 Equipment, including paint spray booth, fume hoods,woodworking equipment, exhibit preparationequipment, vacuum tube system200,000 Signage, including public orientation and non-publicroom designations350. 000 Security equipment, wiring, devices, and controlsystems$1,700,000 NMAI Planning and CoordinationQuestion 140: A request of $1,149,000 and 19 workyears isincluded for planning and coordination for all locations.Summarize the current staffing and activities in this area.Answer: Of the 12 positions authorized for Project Planningand Coordination Staff in the Washington Office of NMAI, 8 havebeen filled and 4 are presently under recruitment. The activitiesof the Planning and Coordination staff have been primarily focussedon the following: 355o Planning and development of the George Gustav Heye Center atthe U.S. Custom House in New York City including participationin negotiations with New York City and State and GSA; anddevelopment of the opening exhibitions and related publicprogramming ; o Planning for facilities and programs for Suitland Mallfacilities;o Consultations with Indian Communitieso Development of repatriation policy;o Management of the existing museum at Audubon Terrace;o Recruitment of permanent staff for all locations;o Native American staff development;o Development of a series of case studies leading towardprograms that foster collaboration and cooperation between theMuseum and the indigenous communities in the Westernhemisphere which are represented in the collection;o Development of technology requirements for all programs andfacilities.Question 141: Provide a breakdown of the staffing and fundingrequested in 1992.Answer : Staffing: AmountCoordinator of International Programs $ 68 , 000Manager, Technology Program 79,000Secretary 27,000Project Manager, Mall Exhibitions (2) 96,000Curator (3) 144,000Research Assistants (6) 204,000Exhibit Designer 48,000Education Coordinator 68,000Administrative Technician 27,000Clerical/typing (2) 50.000Salaries & Benefits $811,000Travel 50,000Contract Services 125,000Rent 110,000Supplies/materials 20,000Equipment 33.000Other Expenses $338,000Total $1,149,000 356Question 142: How much is included for rent, and where willthe rented space be located?Answer: An amount of $110,000 is included for rent. We arepresently looking into the availability of office space in thevicinity of the Institution. Special Review Committee on Native American MaterialsQuestion 143: In 1991, funds were provided for the SpecialReview Committee on Native American materials. What have been theactivities to date of the Committee?Answer: The repatriation review committee has not yet met.This is due, in part, to the fact that information for their reviewhas not been available and also because there was, as yet, no casespecifically needing their review. It is important to have anorganizational meeting to establish procedures and policies andthis will be scheduled in the next few weeks depending on theschedules of the committee members. Additional meetings will bescheduled to further refine policies and review cases as they aredeveloped by documentation archaeologists.Question 144: What activities are planned in 1992?Answer: In 1992, it seems highly likely that, asdocumentation staff are hired and begin to work, some cases willreach the stage in the review process where advice from therepatriation committee will be needed. By that time the committeewill need to have developed appropriate procedures and policies forthe review process. In the interim, meetings, between the committeeand appropriate Native American representatives may also beimportant in clarifying issues and policies. National Museum of American ArtSave the Outdoor Sculpture ProgramQuestion 145: P. 107. The request for the National Museumof American Art is $7,212,000, an increase of $329,000. In 1991,$1,000,000 was added for the Save Outdoor Sculpture program. Whatspecifically is being done with these funds in 1991?Answer: In FY 1991, twenty-five state sculpture surveys willbe funded at an average cost of $40,000 per state. These surveyswill be performed by volunteers who will be recruited and trainedby a non-profit organization in each state to inventory and conductan on-site assessment of each sculpture. Coordinatingorganizations will be selected from among museums, historicpreservation offices, state arts councils and similar agencies. 357The average of $40,000 per state will defray costs ofparticipation by coordinating organizations enabling each to hirea principal staff coordinator for this volunteer effort. Mostcoordinating organizations will want to raise additional funds fromlocal foundations and businesses to match the Federal contribution,creating public-private partnerships at the state and local levels.Question 146: How exactly will the funds be used in 1992?Answer: In FY 1991 and FY 1992, all federal dollars will beused to conduct the state surveys and reimburse participatingorganizations. In 1992, using the same average of $40,000 perstate, sculpture surveys will be funded in the remainingtwenty-five states.Private grant awards to the Museum and the National Institutefor the Conservation of Cultural Property, co-sponsor of SaveOutdoor Sculpture, fund ongoing program costs of data entry,administration, and publicity. To date, $1.6 million has beenraised in support of Save Outdoor Sculpture from the Pew CharitableTrusts, the Getty Grant Program, the Henry Luce Foundation, andother donors.Question 147: What happens after 1992?Answer: In future years, the Museum anticipates requestingretention of the addition to the Museum's base to create theAmerican Art Study Center. The Study Center will bring togethera range of research resources ? archival and photographiccollections, art research databases, bibliographic materials, aswell as the collections of the Museum ? to create the mostcomprehensive information resource on American art in the world.This information center is designed to serve the highly specializedneeds of the visiting scholar as well as general public inquiriesabout the nation's artistic and cultural heritage.The Museum already has well-established programs ? FellowsProgram, the Inventory of American Paintings, and the Peter A.Juley Collection of photographic images ? that will form thenucleus of the Study Center. Save Outdoor Sculpture is anotherexample of a comprehensive research program that will be part ofthe Center. In planning for a Study Center, the Museum willexamine the relationships between scholars and the resourcesrequired for research to consider how the current Museum programscan be strengthened and extended by new programs and throughintegrated access to the paintings, sculptures, and graphicmaterials in the collections. The Luce Center at the MetropolitanMuseum of Art provides a partial model for the concept although itfocuses only on the Metropolitan Museum's own collections andrelated information. The Luce. Center was developed at the cost of$7-8 million dollars; similar funding will be needed to develop acomprehensive American Art Study Center. The federal contribution 358will provide leverage to raise much of this sum from privatefoundations. Hirshhorn Museum and Sculpture GardenQuestion 148: P. 116. The request for the Hirshhorn Museumis $3,941,000, an increase of $307,000, including an increase of$100,000 for exhibition costs. What is the current amountavailable in the base for exhibition costs?Answer: The Hirshhorn Museum has approximately $600,000available for exhibition costs. This has to cover, among otherthings - shipping, insurance, catalogue costs, installationmaterials, travel by couriers, and staff salaries and benefits. Inrecent years the Museum has not received any additional Federalfunding to support exhibition costs. Due to base erosion and inorder to live within budget the Museum has had to reduce the annualnumber of major exhibitions from four to three. Base erosion hasbeen exacerbated due to the higher costs of transportation andinsurance premiums which have risen as the result of the highervaluation of the works of art and the increased demand by lendersthat couriers accompany works of art from one location to another.Question 149: What is the average cost per loan exhibitionin the last several years?Answer: The cost of loan exhibitions varies widelydepending on the size of the exhibition, expenses for transportingand insuring the art work, and other considerations. Some loanexhibitions are created by the Hirshhorn Museum (e.g. "FrancisBacon") while others are borrowed from other museums (e.g. "BayArea Figurative Art, 1950-1965"). The total cost of Francis Baconwas over $692,000, of which $150,000 was Federal funds allocatedto the Hirshhorn over several fiscal years. The exhibition touredto two other museums who helped finance the cost of shipping andinsurance. In addition, the Hirshhorn received a grant of $92,000from the competitive Smithsonian Special Exhibition Fund to helpfinance the exhibition catalogue and some other expenses. Incontrast, "Bay Area Figurative Art, 1950-1965" cost the HirshhornMuseum $47,357. Arthur M. Sackler Gallery/Freer Gallery of ArtQuestion 150: P. 120. The request for the SacklerGallery/Freer Gallery of Art is $5,605,000, an increase of$381,000, which includes 9 workyears and $200,000 for the reopeningof the Freer. What is the breakdown, including staffing, of howthe funds added in 1991 ($750,000) for the reopening are beingused? 359Answer: The sum of $750,000 will be used according to thefollowing breakdown:1 senior exhibit designer1 intermediate wood crafter1 intermediate lighting designer1 intermediate graphic designer$ 71,000 - estimated salaries (FY 1991)18,000 - equipment14,000 - supplies, mock-ups, testing547,000 - casework80,000 - natural lighting control/lighting equipment20 . 000 - contingencies$750,000 - totalQuestion 151: How much of these funds are one-time onlyfunds?Answer: The sum of $1.5 million was requested over a two-yearperiod which is for one-time only and no-year funding. The sum of$750,000, allocated in FY 1991, is one-half of this amountincluding the $71,000 in salary costs for temporary positions toreinstall the exhibition galleries. The same amount in the FY 1992budget will fulfill the $1.5 million one-time only and no-yearfunding request.Question 152: When exactly will the Freer be reopened?Answer: Several factors are now guiding the final decisionregarding the reopening date of the Freer Gallery of Art. The 9positions requested in the FY 1992 budget and the second half ofthe $1.5 million of no-year funding to support the reinstallationmust be allocated in FY 1992 to assure the planned reopening inFY 1992 (Question #150 discusses the use of the first of two$750,000 one-time only, no-year funds). Secondly, Congressionally-funded repairs on the building have revealed that the skylightshave deteriorated more than was previously expected. (A requestis currently in the FY 1992 Smithsonian R&R budget for replacement.Assuming these funds are forthcoming, replacement should stillallow the Freer to reopen in FY 1992.) Thirdly, since the FreerGallery opened to the public in May 1923, there is strong supportto reopen in May of 1993, the 70th anniversary and when theskylight replacement is completed.Question 153: For each of the types of positions requestedin 1992, how many such positions are currently funded, through1991? What is the justification for the additional positions?Answer: Renovation of the Freer Gallery tripled the spaceavailable for art conservation and technical study and increased 360the collection storage facilities by 70 percent. Additional staffare required to clean and maintain the new space, to reinstall theexhibitions and design and install an expanded exhibition programsubsequent to the reopening, and to accommodate the increasedactivity in the new collection storage spaces. For the latter, thenew collection storage areas were designed to serve as educationalfacilities for individuals and groups to study the collections.In the area of building management, only four positions arecurrently funded; the new requirement for the building calls for12 positions to properly clean and maintain the building; a requestfor 4 is part of the fiscal year 1992 budget. In the area ofexhibitions, one lighting designer, one exhibit designer and threewood crafters currently work full-time on Sackler exhibitions. Noadditional exhibit staff are available to work on Freerexhibitions. Lastly, in the area of collections management, oneart handling specialist is assigned to the Freer Gallery. Twoadditional positions are required to work in the expandedcollection storage areas to assist with the reinstallation of thecollections and to support the educational facilities available inthe collection storage areas. Cooper-Hewitt MuseumQuestion 154: P. 129. The request for the Cooper-HewittMuseum is $1,993,000, an increase of $177,000. Why is the amountincluded for necessary pay an increase of 18% over the 1991 basefor compensation and benefits?Answer: The 18 percent increase includes normal "necessary"pay increases such as cost-of-living and health insurance costs,but also includes the 8 percent geographic (locality) pay increase($80,000) approved in FY 1991 for all New York City employees.Question 155: How is the additional funding provided in 1991for the education department and base deficiencies being used?Answer: The $200,000 appropriation has been internally dividedbetween the Education (1 workyear and $150,000) and FacilitiesDepartments ($50,000) . The funds allocated for the Education Department have allowedthe Cooper-Hewitt to publish a brochure on the permanent collectionwhich will be distributed free of charge to the general public,schools, tour groups, etc. for the next 18 months. The EducationDepartment is also developing an outreach program on the historyof the Cooper-Hewitt and the Carnegie Mansion to introduce theMuseum and its facilities to new audiences. This program willconsist of an audio visual presentation to schools, grades Kthrough 12. Free programs in conjunction with changing exhibitionsare also being offered to school groups (K-12) using qualifiedmuseum educators as interpreters. This summer, a series of free 361lectures and concerts is scheduled to be presented in the garden.The series, "Ritual and Celebration: African Cultures in the NewWorld," consists of four lectures and four concerts which willexplore the transformation of the Yoruba and Bakonga civilizationsin the Americas as a consequence of the African slave trade. Theseries will focus on the performance and material objectsassociated with the rituals and celebrations of these cultures.The funding has also provided for a School Programs Coordinator tobe responsible for all educational activities for student (Kthrough college) and in-ser"ice programs for teachers andeducators . The additional $50,000 for facilities maintenance helpsprovide a funding base for escalating costs associated with doingbusiness in New York City (i.e. trash removal, materials andsupplies, etc.) and operating three historic buildings, aconservatory and garden. Anacostia MuseumQuestion 156: P. 137. The request for the Anacostia Museumis $1,217,000, an increase of $58,000. What is the status of theplan for the Museum's expansion?Answer: The recently appointed Director, Steven Newsome, hasset into motion an analysis of the feasibility of facilityexpansion. The use of two sites will be explored. The first isthe often mentioned Poplar Point site. This location calls for theconstruction or a new facility. The second option calls for theacquisition and rehabilitation of the Nicholas Avenue School andthe Museum's former location, the Carver Theater. Mr. Newsome isalso interested in acquiring two nearby parcels of land for parkingand the development of a festival park to be named in honor of theMuseum's Founding Director, John Kinard.A full analysis of these sites is expected by late 1991 orearly 1992. Announcements of future plans will be tied to theMuseum's 2 5th anniversary, September 1992.Question 157: Has the shuttle service for which funds wereprovided in 1991 been initiated?Answer: The staff is currently reviewing the types ofvehicles available. It is hoped that upon analysis and review ofassociated risk-management factors and the hiring of a driver, theservice will be operable by the end of this fiscal year (FY 1991) . 362Smithsonian Institution Traveling Exhibition ServiceQuestion 158: P. 148. The request for SITES is $2,482,000,an increase of $119,000. How much of the $1,400,000 added in 1991will be used to convert 24 Trust positions to Federal positions?How will the balance be used?Answer: Of the $1,400,000 added to support SITES' operatingbase, $788,200 will be used to convert 21 Trust positions to theFederal side. These positions include project team supervisors,exhibition coordinators, scheduling coordinators, registrars, andSITES' publications officer, editors and publications assistant.The balance of $622,800 is being used to fund new positions,as well as selected operating expenses detailed in SITES' originalbudget justification. The new positions include exhibitioncoordinators ($187,200), shipping clerks ($42,600), a budgetanalyst ($32,900), and an exhibition proposal writer ($21,900).The operating expenses include travel costs for SITEStechnicians who provide on-site advice on climate control,security, and storage of exhibitions, to museums which lack theexpertise or resources necessary to mount exhibitions independently($40,000); shipping subsidies for institutions that cannot affordrapidly escalating exhibit transportation costs ($80,100) ; printingand reproduction costs for educational brochures for small,economically fragile institutions ($40,000); office and exhibitconstruction supplies ($98,000); office equipment ($15,000); andproduction costs for packing, crating and framing exhibitions($54,100) . Question 159: How will this conversion result in a reductionin participation fees?Answer: Salaries and benefits are the largest indirect costburden on SITES' exhibition rental fees. Until SITES received$1,400,000 in Federal funds for its operating base, its fee-supported salaries ($777,200) were among the costs that SITESneeded to recover from borrowers of exhibits. Thus, by convertingits fee-supported employees to the Federal payroll, SITES removesthe most prohibitive cost burden in its rental fee calculations.Question 160: What will be the amount of the reduction?Answer: Every SITES exhibition (125 in all) requires adifferent budget and therefore has a different rental fee.Irrespective of the specific project, however, the rental cost ofeach SITES exhibition will be reduced dramatically as a result ofFederal support. Two examples that follow illustrate the extentto which fees already have been reduced because SITES no longerneeds to recover indirect operating costs from museums in thefield. 363 "Capturing the Spirit," a new exhibition about Mexico's visualand literary art traditions, was scheduled to tour small culturalarts centers for a fee of $3,000. Despite repeated promotionalefforts, reservations for the exhibition did not materialize. WhenSITES contacted potential host museums, it learned that theoriginal $3,000 fee, when coupled with shipping and installationcosts, exceeded what those museums could afford. Later, afterreceiving Federal operating support, SITES was able to reduce therental fee to $1,200. "Capturing the Spirit" now is fully bookedin cultural centers across the country for a two-year period.A similar example can be seen in SITES' traveling version ofa National Zoo exhibition about human attitudes toward animals.Originally this exhibition carried a rental fee of $14,800, anamount far too steep for the zoos and nature parks interested inhosting the show. Federal support enabled SITES to reduce therental fee to $7,500, and the exhibition's three-year itinerary nowis fully booked.Question 161: When will the conversion take place?Answer: The conversion of SITES' fee-supported Trust staff ispresently taking place. The process is complicated because itinvolves changes in staff benefit packages and affects asignificant number of employees approaching retirement. TheSmithsonian's Office of the Assistant Secretary for Museums andOffice of Human Resources now are working with SITES personnel toimplement staff conversions in accordance with federal personnelregulations, and to ensure that recruitments proceed apace for thenew positions that SITES also must fill with its new Federalsupport. SITES expects that staff conversions and new hires willbe in place within the current fiscal year. Museum Support CenterQuestion 162: P. 152. The request for the Museum SupportCenter is $5,403,000, an increase of $1,097,000. What has beendone to date on the "high bay" collections storage equipment, andthe balance of the "wet" storage equipment?Answer: Since the Institution's highest priority inpurchasing MSC collections storage equipment has been thecompletion of the reprocurement of the storage cabinets for Pods1, 2 and 4, there has been little progress to date on theprocurement of the "high bay" and the balance of the "wet" storageequipment. With the completion of the last increment of fundingfor the reprocurement (with a portion of the FY 1991appropriation) , the Institution will be able to now turn itsattention to addressing the "high bay" equipment need in thebalance of FY 1991 and FY 1992. 364As of March 1991, work has begun to initiate the design of the"high bay" collections storage equipment, with constructionplanned for FY 1992. As yet the schedule of the design andconstruction of the "wet" collections storage equipment has notbeen determined. Because of the complexity of the "wet" storageequipment and the need to minimize the disruption to collectionsalready stored in Pod 3, the balance of the "wet" storage systemmust be installed all at one time, with design work conducted atleast one year in advance of the construction work. Thepreliminary cost estimate for completing the "wet" storage systemis from $6.9 to $9 million. This amount exceeds the annual fundingbase for MSC equipment. Completion of the wet storage equipmentwill be accomplished when the Smithsonian is able to obtain asignificant increase in funding or when it is able to accumulatesufficient no-year funds over a period of several years.Question 163: What are the current estimated costs ofcompleting the Support Center with all equipment as originallyplanned? How does this compare to the original estimate?Answer: The current estimate of the additional funding neededto complete the collections storage equipment at the Museum SupportCenter is projected to be from $26.9 to $35.3 million. This totalincludes (1) $2.0 to $2.3 million to design, procure and constructthe "high bay" collections storage equipment of cantilever rackson which to store such large objects as totem poles and whalebones, (2) $6.9 million to $9 million to design and construct thebalance of the "wet" collections storage system in Pod 3, and (3)$18 million to $24 million to purchase and install storagecabinets and drawers in the growth areas of Pods 1, 2, and 4, andto replace the older wood-frame cabinets transferred to the MSCfrom the National Museum of Natural History.Together with the $31.4 million already spent, these additionsresult in a total of $58.3 million to $66.7 million to equip theMuseum Support Center.The original preliminary cost estimate for the design,purchase and installation of the MSC collections storage equipmentwas $18,543 million in 1980 dollars. Naturally, escalationaccounts for a major part of the cost increase. Additionally,because of the major problems incurred through the years (thedecision to change from the pioneering "three-tier" design to moreconventional storage cabinets on concrete decks, the terminationof the original storage equipment contract for default by GSA, andthe re-award of the contracts for construction of the decks,utilities and storage equipment) , direct comparisons between theoriginal cost estimate and the current cost estimates cannot bemade . Question 164: What is the current estimate of move costs, andhow does this compare to the original estimates? 365Answer: From the beginning of planning for the relocation ofmuseum collections to the Museum Support Center, the Smithsonianhas divided the move into two phases: (1) the "Initial Move"phase, during which two-thirds of the storage space will be filledat the time of the initial occupancy period; and (2) the "GrowthMove" phase, during which the remaining one-third of the storagespace will be filled as these collections grow. The currentestimate of the additional funding needed to complete the InitialMove of collections to the Museum Support Center is projected tobe approximately $6 million over a five-year period of increasedmove activity. Together with the $3,646 million already spent andallocated from FY 1983 through FY 1991 for the "Initial Move"activities, including the program to evaluate the effectiveness ofasbestos decontamination techniques, this results in a grand totalof $9,646 million to accomplish the "Initial Move" of collectionsto the Museum Support Center. No estimate has been made as yet ofthe additional funding required for the "Growth Move" activities.The original preliminary cost estimate of the initial move ofcollections to the Museum Support Center (developed in 1983) wasestimated to be $2.6 million, excluding escalation and salaryincreases.Five major factors have contributed to the increased cost ofthe Initial Move: (1) the refinement of the original preliminaryInitial Move cost estimates using the application of the principlesand techniques of the "Critical Path" method of scheduling,including consultation with the departments scheduled to movecollections; (2) the delay in the procurement of collectionsstorage equipment that has stretched what had been conceived as ashort-term, high-activity process into a very long-term, low-levelactivity process; (3) the additional costs related to the nowhigher standards required for the preparation and cleaning ofasbestos-contaminated objects and related costs for disposal ofhazardous waste that had not been reflected in the original costprojections; (4) the additional benefit costs and within gradeincreases to keep qualified staff on board for a longer thanoriginally estimated move, by placing them on term appointments forup to four years and; (5) the increase in legislated payrequirements for employee salaries and benefits and for inflation.Question 165: Explain exactly how the base costs availablein 1991 and 1992, not including the settlement costs, will be used,including a breakdown for types of equipment, move costs, etc.Answer: For FY 1991, the base funding for MSC is $4,306,000,including $2,834,000 for MSC Collections Storage Equipment,$405,000 for the preparation and move of the collections to theMSC, and' $1,067,000 for the MSC administrative and maintenanceoperations. The FY 1992 request for MSC, excluding the settlement,is $4,396,000, which includes $2,834,000 for Collections StorageEquipment, $425,000 for the preparation and move of the collectionsto the MSC, and $1,137,000 for the MSC administrative andmaintenance operations . 366MSC Collections Storage Equipment : For the collectionsstorage equipment, the FY 1991 funds will be used to purchase theremaining reprocurement storage equipment and to design the "highbay" collection storage equipment. Some FY 1991 funds will bereserved for the procurement of the "high bay" equipment so it canbe installed at the earliest possible date in 1992. FY 1992 fundswill provide any balance of funds necessary to procure and installthe "high bay" storage equipment. In both FY 1991 and FY 1992 aportion of the collections storage equipment funds will be used toprocure and install "growth" cabinets, shelves, and drawers to takeadvantage of the window of opportunity that is open to purchasethese storage equipment items under a current contract for a setprice. The Smithsonian must order these storage equipment itemsby FY 1994 or pay higher prices for them.MSC Move ; For the Move and the Evaluation of AsbestosDecontamination Techniques Study, the base funds available inFY 1991 are being used primarily to support a skeleton staff ofpersonnel ($355,000) to coordinate and conduct the testingtechniques and the Move. The balance of the funding (approximately$50,000) is being spent on the non-personnel costs of the Move,including equipment and supplies needed to work with asbestos,asbestos trash removal (e.g., used safety suits contaminated withasbestos), and packing supplies. In FY 1992, the base costs of theMove will be used for the same general purposes they are being usedfor in FY 1991. However, because more work will be done in FY 1992in asbestos contaminated storage areas, more of the funds will bespent on asbestos trash removal . The current base of funding for the MSC Move is inadequate tosupport the expanded Move activity required during the peak periodof the Initial Move. With the current level of base funds, evenincluding the redirection in FY 1992 of the funding that hassupported the three-year study of the evaluation of asbestoscleaning techniques (to be completed in FY 1991) , it would takemore than 12 years to accomplish the Move, without taking futurelegislated pay requirements or inflation into account. In fact,the Institution has identified an unfunded need of 24 workyears and$800,000 for MSC Move funding in FY 1992, in addition to therequested funding, as indicated in supplemental material submittedfor the record to the Subcommittee as part of the FY 1992Appropriations hearings. In order to keep pace with the NHB MajorCapital Renewal renovation schedule, this funding is necessary forthe Move to increase its rate of relocation of collections from theNatural History Building (NHB) to MSC in FY 1992. These fundswould be used primarily for salaries, safety related equipment andsupplies, and packing and storage supplies.MSC Operations : The primary function of the operationalbudget is to fund the building management and computer operations.The FY 1991 funding includes $860,000 for personnel costs and$207,000 for the non-personnel costs for administration andmaintenance, including custodial, collection management andcomputer supplies; trash removal services; and computer 367 maintenance. For FY 1992, personnel costs are estimated at$930,000 and non-personnel support costs at $207,000. Office of Folklife ProgramsQuestion 166: P. 168. The request for the Office of FolklifePrograms is $$977,000, a decrease of $267,000. What level offunding is included for the Columbus Quincentenary program at the1992 Folklife Festival?Answer: The Office of Folklife Programs (OFP) has $210,000in its FY 1992 base to fund the planned Columbus Quincentenaryprograms. The Columbus Quincentenary programs at the 1992 Festivalof American Folklife will consist of two living exhibition programson the National Mall: (1) "New Mexico Folklife" and (2) "Culturesof the Americas" which examines the new and distinctive forms ofculture arising from the encounter of America's diverse peoples,and the necessity of conserving them as distinctive and usefuladaptions to the new world.Question 167: Will this fully fund this effort?Answer: The total cost of the New Mexico program isestimated at $1,100,000. The State of New Mexico will fund$800,000 through the state legislature, its department of tourismand private sources. The Office of Folklife Programs (OFP) willuse $300,000 of its base resources for the Festival to support theNew Mexico program. The "Cultures of the Americas" program willcost $900,000. OFP will use $125,000 of its Federal base and the$210,000 Quincentenary base for this program. In addition, OFPwill use $100,000 in Trust funds and expects to raise about$165,000 in grants and in-kind support from foundations, foreigngovernments and private sources. This leaves a $300,000 shortfall. International CenterQuestion 168: P. 179. The request for the InternationalCenter is $1,044,000, an increase of $63,000. What funds were usedto establish the Office of Environmental Awareness in 1990?Answer: The Office of Environmental Awareness was organizedin response to the growing importance of global environmentaldegradation, and in recognition of the vital role the SmithsonianInstitution can play in gathering and disseminating accurateinformation. The Office was established by reprogramming one trustfund position, and with grant funds from the Pew Charitable Trusts.The trust funded Director position was created by reprogramming theSpecial Assistant for Biological Diversity in the Office of theAssistant Secretary for Research. The grant of $50,000 from Pew 368Charitable Trusts supports a Program Assistant position, internsand office operating costs. The Smithsonian International Center,in which the Office is located, provides basic services such as acomputer network, supplies, communications and photocopying.Question 169: What is the staffing and funding level of theOffice?Answer: Presently the Office of Environmental Awareness hastwo full-time employees, the Director on an indefinite trust fundappointment and the Program Assistant on a temporary grant fundedappointment. In addition, a temporary trust Research Assistant,whose salary is paid by the Office of the Assistant Secretary forExternal Affairs, works part time for both units. Five internshave also worked in the Office of Environmental Awareness since itsinception.Operating funds for the Office are being raised from grants,gifts, and contracts from private organizations, until permanentfederal base support becomes available. The current level offunding provides permanent salary for the Director and grant fundsprovide salary through the end of calendar year 1991 for a ProgramAssistant. For a fully effective operation, the Office ofEnvironmental Awareness needs 4 FTEs and $307,000 for salaries($136,000), operating expenses ($67,000), and base support forenvironmental awareness programs ($104,000). Partial funding hasbeen raised to support the National Forum on Ocean Conservation,scheduled for November 19-21, 1991, and planning for a book andmajor traveling exhibition on the same topic. Although the Officewill continue to raise private funds to support public educationand awareness projects, a base of federal support ($307,000) isneeded to provide crucial matching funds to private grant requestsfor planning workshops, conferences, publications, exhibitions andother programs. AdministrationQuestion 170: P. 185. The request for administration is$29,835,000, which includes a program increase of $4,358,000. Whywere actual FTE's in 1990 310, compared to the estimate a year agoof 349?Answer: Two major items contributed to the approximately 10percent FTE lapse in Administration. First, the Institutiondelayed filling many positions in FY 1990 in an effort to createfunding lapse that could be applied towards the unfunded D.C. waterand sewer charges. Second, the Smithsonian instituted a hiringfreeze during the later part of FY 1990 to prepare for the possible32 percent Gramm-Rudman-Hol lings reduction in FY 1991. 369Question 171: When do you expect to complete the WestVirginia feasibility study?Answer: The five basic components of the West Virginiafeasibility study are as follows:1. A pan-institutional inventory of all Smithsonian businessfulfillment requirements to determine what activities canbe consolidated in a single warehouse location.2. A ten-year projection of SI mail-order operations, withspecial attention to future savings and benefits thatmight be realized in a modern new location.3. A detailed relocation study to develop and prioritize thecomplex criteria required of a fulfillment warehouse toserve customers throughout the U.S. and in foreigncountries . 4. A cost-benefit analysis comparing facility costs in WestVirginia and the Washington, D. C. area. The study willalso look at the costs and benefits associated with newconstruction and ownership.5. A final step is to secure the services of anarchitectural firm to design such a center and estimatecosts . By mid-April, we expect to have a contract in place for thecompletion of the first two components with an estimated completiondate of mid-June. Following this, we estimate that a secondcontract to complete the next two components could be let by July1 and completed by August 15. The final component would becompleted by a third contract entered into by September 1 andcompleted by December 1.Question 172: Provide for the record a summary of the mostrecent results of your EEO efforts. Are you satisfied with thepace and results of this effort? What additional efforts areneeded?Answer: Recent efforts have involved a concerted search forthe recruitment of women and minorities for senior level positions.As a result, since September 1990, an African American female wasappointed as Under Secretary, a non-minority female as AssistantSecretary for Finance and Administration, and a non-minority femaleas Director of Human Resources. While recent results are positiveand encouraging, additional outreach efforts are necessary. Thefollowing recruitment efforts and programs are underway:o With one of the additional positions requested forFY 1992, a recruiter will be made a permanent part ofthe Office of Human Resources to identify minority 370 resources and candidates for Smithsonian positions,primarily at the senior level.A "quick hire" program has been established to identifyqualified minorities for immediate hire into temporarypositions, with the intent of converting them topermanent positions.Under the Step Up 90 Program, funding has been allocatedto provide upward mobility opportunities in professionaland administrative career fields for ten internalemployees. Under the program, "Affirmative CulturalTransition" (ACT) , four Smithsonian bureaus showing acultural imbalance have been provided one professionalposition each to recruit and hire minorities.Also, a tracking system for monitoring the applicant pooland selection process is being planned. In this way, wecan determine if minorities and women are applying forposition vacancies, the number applying, and the rate ofselection. Inspector GeneralQuestion 173: There is a request for 3 workyears and $327,000for the Office of the Inspector General, including $131,000 for twoauditors with ADP audit experience. Why are two auditors neededfor this effort?Answer: The Smithsonian Institution has devoted substantialresources to its automated data processing (ADP) program. TheInstitution has both a centralized ADP office as well asdecentralized information management operations designed to supportthe needs of bureaus and offices. ADP systems exist in all majorsegments of the Institution and provide support for mostoperations. These systems represent vulnerabilities to fraud,waste, abuse, and mismanagement. The skills, training, andbackground needed to successfully audit vulnerabilities in thisarea are not sufficiently available within the Office of InspectorGeneral. Currently, the Office of Inspector General only has theresources to provide technical support to internal auditors,contract auditors, and investigators, not the technical auditswarranted in this area. Consequently, the Institution isrequesting 2 positions as the minimum to begin planning andconducting audits of the Smithsonian's ADP operations.Question 174: Where will the additional office space belocated? What is the basis of the amount of $150,000 requestedfor this purpose? 371Answer: The Smithsonian Institution plans to acquire theadditional space in the L' Enfant Plaza building currently housingthe Office of Inspector General. The estimate is based on theneeded square footage (3,800) times the per square foot estimatedlease cost ($29.00) and an additional $40,000 for spacemodifications . Human ResourcesQuestion 175: For the Office of Human Resources, there is arequest for 7 workyears and $406,000. Provide a breakdown of therequest by position and related support costs.Answer: The Institution's executive management as well as itsbureau directors acknowledges an urgent need to bolster its humanresource management programs. Additional staff, computers andtraining for the Office of Human Resource Management are among theInstitution's top priorities. The request for $406,000 will beused in the following manner: 372 Positions Title Salaries& BenefitsOnly1 Personnel Staffing $48,000Specialist/Recruiter 2 Policy/ProgramSpecialists 90,000 DescriptionFull-time recruiter willtarget minority sources foraffirmative outreach efforts,develop methods for identifyingand attracting qualified jobcandidates and maintain ausable, up-to-date applicantsupply file.Policy/program specialist willdevelop and implement humanresource management programs toaddress a variety of theSmithsonian's most criticalcontemporary needs such as paypolicies, performanceappraisals, and implementationof Federal Employee PayComparability Act (FEPCA) . 4 Personnel Management 167,000Specialists Personnel management specialistswill join the current operationsstaff to ensure that day-to-daypersonnel processing andtechnical assistance needs donot go unmet. 75,000 7 positions Personal ComputerPurchase/Replacement26.000 Staff Training$406,000Question 176: What is involved in the human resourcemanagement programs, for which you are requesting two specialiststo develop and implement?Answer: Of immediate importance for reasons of statute andregulation, as well as Institutional need, is the formulation ofnew pay systems and policies. The Federal Employees PayComparability Act of 1990 will require the Office of HumanResources to develop new Institution-wide guidelines governing payfor rank and file employees during 1991-92. There is also acritical need for the Institution to examine its policies governingpay for top managers to ensure that the Smithsonian Senior Pay 373System is both externally competitive and internally equitable.Also, the Institution's Performance Appraisal System needs to bere-examined, streamlined, and simplified through the use of genericperformance standards. Further, procedures need to be developedand applied on an Institution-wide basis to enhance pay andperformance.Question 177: On what basis have you determined that you needfour personnel service specialists for day-to-day needs?Answer: The need for additional staff is supported based onthe following:o The total number of Smithsonian employees serviced by theOffice of Human Resources has increased over the pastseveral years. This increase in staff results from newactivities being established throughout the Institution.o The ratio of personnel specialists to the number ofemployees served is the second highest of any Federalentity?1:100 with the Veterans Administration being thehighest at 1:107.o The number of vacant positions announced by the Officeof Human Resources has steadily increased. In 1990alone, approximately 1000 vacancies were published withapproximately 100,000 applications received (bothsolicited and unsolicited) . In addition there has beena shift of workload from the U.S. Office of PersonnelManagement (OPM) . The Office of Human Resources expectsto receive delegated authority from OPM for a number ofoccupations, among these being Custodial Workers. Thisoccupation carries a high rate of turnover whichnaturally leads to a high rate of vacancies. Thisoccupation coupled with the security force, which alsohas a high turnover rate and for which we currently haveauthority, will increase workload in the DelegatedExamining Unit (DEU) by approximately 50 percent. Inorder to reduce the delays in filling vacant positions,Smithsonian management has requested that delegatedauthority be requested for a number of other occupations.To accommodate these authorities, staff will beessential. Currently, the DEU is composed of three staffmembers. From January to December of 1990, the DEUissued 165 certificates of referral for Smithsonianpositions and rated over 1,500 applications. Given thecurrent workload of the DEU, additional staff would benecessary if the Smithsonian accepted examiningresponsibility for these new occupations.Question 178: How much is in the base for computer equipmentand software purchase/replacement, and for traininq? 374Answer: The present base for computer equipment and trainingis $59,000. An additional $75,000 has been requested for thesupport of computer equipment and programs in the Office of HumanResources (OHR) . This request would be used in the followingmanner:o the phased replacement of aging first generation personalcomputers (approximately 8-10 PC's per year; approximatecost $25,000) ; o the expansion of the Local Area Network (LAN) to 20 or24 workstations (approximate cost $30,000); ando the procurement of a computer maintenance contract forrepair and annual maintenance of approximately 90personal computers in OHR (approximate cost $20,000). Office of Information Resource ManagementQuestion 179: A request of $3,572,000 and 5 workyears isincluded for the Office of Information Resource Management (OIRM) . What is the central mainframe computer you wish to replace, and howold is it?Answer: The Institution plans to acquire a new mainframe toaccommodate research, collections, and administrative applicationsnow resident on its central IBM 4381 mainframe computer and torededicate the old IBM mainframe to the Smithsonian InstitutionBibliographic Information System (SIBIS) . SIBIS was installed in 1983 and operates on GEAC, aproprietary hardware and software system. This non-standard systemwill have surpassed its useful life by FY 1992. Moreover, sincethe present system is both proprietary and non-standard, SIBIS nowlocks the Institution into one mainframe technology therebyrestricting future integration of other user-specific applicationsand communication with other organizations' library and archivalsystems. The original budget request from the SmithsonianInstitution Libraries to SI management for SIBIS hardware/softwarereplacement was $2,500,000.The central IBM 4381 mainframe was purchased in 1985. Twoindependent requirement studies, completed in 1988 and 1990,confirmed that the Institution's projected research, collectionsand administrative computer workload would exceed its availablecapacity by 1992. The initial request from the Office ofInformation Resource Management to SI management for a largermainframe to accommodate projected workload was $2,4 00,000.When these two separate automation needs surfaced, theInstitution concluded that replacing the GEAC computer on whichSIBIS is resident with the IBM 4 381 would realize a savings of over 375$1,000,000. This integrated plan would reduce fundingrequirements for an additional CPU (central processing unit) tosupport SIBIS, afford a standard operating environment for SIBIS,and also provide a backup site for the new central mainframe (anemergency service the Institution does not currently have) . Protecting the integrity of present automated applications isamong the Institution's highest funding priorities for FY 1992.Question 180: What studies have you done to determine whatyour needs are in this area? Have you completed a cost/benefitanalysis? Provide all such studies, or summaries of them, for therecord . Answer: In 1988 Price Waterhouse completed a study of thecomputer capacity needs of the Institution to meet the projectedcomputer processing workloads. A similar analysis was completedby OIRM technical personnel in cooperation with the SystemEngineering Service Division of IBM in March 1990. Both studiesverify the need for additional computer capacity by FY 1992.(Studies provided for Committee files.)By addressing future mainframe computing requirementsholistically, the Institution is pursuing cost beneficial solutionsto two increasingly time-urgent automation needs. As discussed inthe previous question, the plan to reutilize the current centralmainframe computer for the replacement library and archival systemreduces potential costs by over $1,000,000. In addition, a studyby Price Waterhouse, comparing the cost of operations for the newfinancial accounting system to be implemented and operated bySmithsonian staff versus one contracted with a service bureau,substantiates the long-term benefits of investing in a new centralcomputer which can support financial applications and other diverseresearch and collections management Smithsonian requirements.Question 181: Do you plan to issue a request for proposalsunder a competitive procurement for the new system?Answer: The Smithsonian will comply with all applicableprocurement regulations.Question 182: What is the total estimated cost of thisreplacement effort? What is the basis of this estimate, and ofthe amount requested for 1992?Answer: The cost estimate for replacing the central mainframecomputer with a newer generation model and 23 million instructionsper second (MIP) capacity was based on the 1990 commercial priceof leasing a machine adjusted for potential changes estimatedbetween 1990 and 1992. In addition, the request includes salariesfor necessary staff, communications requirements, peripheralequipment needs, maintenance, software and general supplies. 376The Institution projects the continuing need of $3,350,000requested for FY 1992 to support SIBIS, regular central computerhardware upgrades, and related software, maintenance, andperipherals for the expected 5 year life cycle of these systems.Question 183: Why are additional computer specialists neededfor the replacement library and archival system? How manyspecialists are now on staff?Answer: The Smithsonian plans to procure a commerciallyavailable software package for library and archival information toreplace the GEAC system. However, a survey of available systemshas shown that no current software package meets the full range ofSmithsonian requirements. Therefore, the Institution must acquirea system that satisfactorily performs core support functions andhire two computer specialists to develop and maintain Smithsonian-specific applications for library functions. This approach is morecost effective than the development of a fully custom desiqnedsystem.Two computer programmer/analysts from the Office ofInformation Resource Management are currently designated for SIBISsystem support, specifically maintenance, reporting, and migratinginformation from the collections information systems, but not forsoftware development. The positions requested in FY 1992 willsupplement existinq staff and will provide technical support toSmithsonian libraries staff. With on-staff expertise, theInstitution will achieve better service and support for a criticalInstitution-wide information system. (Survey provided forCommittee files.)Question 184: What weaknesses have you identified that youwant to remedy by addinq a position in computer security?Answer: Due to other on-qoinq priority automation efforts,the Smithsonian is unable to redeploy a position to the criticalarea of computer security includinq continqency planninq and hasbeen unable to implement the provisions of the Computer SecurityAct of 1987. Therefore, the Institution is vulnerable to risksassociated with inadequate security control and the lack ofprotection of our automated systems from either inadvertent damaqeby employees or deliberate damaqe and spread of viruses fromexternal sources. In addition, the absence of continqency plansfor alternate processinq makes our computer systems vulnerable todisasters such as flood or fire.In 1989, the Institution's auditors recommended that a formalcontinqency plan be established for all of the Institution's majorsystems. The Institution recbqnizes the acute need to establishsecurity procedures for computer systems and is prepared to recruitand fill the position of security specialist as soon as a positionand fundinq are allocated for the purpose. 377If the position and funding are allocated in fiscal year 1992,and the position is filled promptly, a formal contingency planstill could not be implemented until fiscal year 1994. It isestimated that the time required to develop a contingency planexceeds one and one-half man years. The implication of taking along time to implement a formal contingency plan is that theInstitution will remain at risk until the plan is developed,tested, and implemented. It is important to note that as theInstitution becomes increasingly reliant upon computers forcritical operational functions, the relative impact of a disasterincreases proportionally. Office of Procurement and Property ManagementQuestion 185: There is a request of $53,000 for the Officeof Procurement and Property Management. What is the basis of thisamount?Answer: The electronic creation, perpetuation and trans-mission of standardized forms requires new software technology andservices and specialized development and implementing skills.Moreover, in an area so governed by regulation and legalrequirements, as is contracting, maintaining the integrity ofdocuments processed electronically is paramount and, thus, must beassured by specialized and expert attention. Finally, an effectiveand comprehensive electronic forms transmission process requiresall major users of the system to have compatible sending andreceiving capacities.The figure of $53,000, an initial amount for a pilot effort,breaks down as follows: $15,000 estimated for professionalservices related to programming, data entry, consultation, andinstallation of wiring; $4,000 for various computer supplies andmaterials; and $34,000. for the purchase of necessary computerequipment . Question 186: What is the status of the planning for theelectronic forms transfer system? When will it be completed?Answer: The status of the planning for the electronic formstransfer system is currently in the analysis stage. We are in theprocess of reviewing the concept of electronic forms with thecooperation of selected program offices and the Office ofAccounting and Financial Services to determine both needs andcurrent capacities. We must identify all issues that requireresolution, such as security, requisition procedures,standardization of information and forms. Once done, a pilotprogram will be developed with one of the major museums prior touniversal implementation. After the pilot effort is operationalwe can better estimate the timeframe to implement a completesystem. 378Office of Protection ServicesQuestion 187: The request for the Office of ProtectionServices is $28,103,000, an increase of $1,913,000. Why were theactual costs and FTE's in 1990 less than estimated by about$800,000 and over 100 FTE's?Answer: The budget estimate for FY 1990 included in lastyear's Congressional budget document was $23,339,000. Actualexpenditures for FY 1990 were $23,044,000 or $295,000 less thanestimated. This was due to the fact that the Institution had toreduce the FY 1990 budget allocation for the Office of ProtectionServices (OPS) by almost $250,000, which represented the OPSprorated share of unfunded District of Columbia water and sewercosts which had been absorbed by the Institution in FY 1990.The shortfall between the estimated FTE and the actual numberresulted from the requirement of OPS to maintain 96 guard vacanciesdue to the absence of adequate funds to cover authorized positions,plus additional slippage due to staff losses and the ensuing lagtime in refilling such vacancies.Question 188: What is the status of hiring new guards withthe funds added in 1991?Answer: The $600,000 added to the OPS budget for FY 1991 wasto cover previously authorized positions for which funds were notavailable. At the time the appropriated funds were made available,there were 90 guard positions being held vacant due to lack ofadequate funding. (A vacancy level of 96 had been held throughoutmost of fiscal year 1990 because of lack of funds.) After thebeginning of the new calendar year, OPS was able to resume activerecruiting. As of April 1, 1991, the vacancies had been reducedto 47, with an average weekly increase in guard strength of justover 3. When selections and commitments are added, the 90vacancies will be reduced to 33 by April 8 and to 27 by the firstweek in June. It should be noted, however, that if recent turnoverexperience is repeated over the next several months, approximately2 guards can be expected to leave the Institution in an averageweek. Thus, by the first week in June we can expect the number ofvacancies to have risen to approximately 43. OPS has taken stepsto accelerate even further the rate of hiring and has brought onboard, effective April 1, 1991, an experienced recruiter to workfull time in locating qualified applicants for continuing guardvacancies.It should be noted that the $600,000 amount added in FY 1991was only a portion of the total amount needed. Because theappropriation was not received until well into the fiscal year,OPS is able to fill more positions than if they had been filledall year. When the full year impact of positions being filled isconsidered, additional personnel funds will be needed to cover suchcosts. In the absence of those additional funds, after the 379beginning of FY 1992 it will be necessary to place a freeze on therefilling of new guard vacancies in order to cover the total salaryand benefit costs.Question 189: What is the estimated amount of remainingshortages of guards and funding?Answer: The Office of Protection Services surveys on aquarterly basis the number of guard posts which need to be staffedand translates that number into the number of guard positionsneeded to provide adequate coverage. OPS has been asking for smallincremental increases over the past several years to close the gapbetween what is required and what has been authorized. For themost part, the additional guard positions have not beenforthcoming. The current shortfall (as of April 1, 1991) has beenidentified as 137 guard positions needed to cover 88 guard posts.Although the exact size of the shortfall varies from quarter toquarter according to activities in Smithsonian facilities, thenumber of posts has consistently gone up from one year to the next.As new facilities come on line, or as new galleries are constructedand opened to the public in areas formerly not open to the public,then the number will rise again.The total estimated salary and benefits cost for the 137positions is $3,220,000. In addition, there are one-time start upcosts (for uniforms, equipment, etc.) totalling $205,500.There is no reason to believe at this point that any specia 1conditions or guard/security configurations will arise or be piin place in the foreseeable future which would reduce thidentified guard position shortfall (137) by any appreciablinumber . / Construction and Improvements, National Zoological ParkQuestion 190: P. 209. The request for construction andimprovements at the Zoo is $8,000,000, an increase of $1,364,000.Included is $1,650,000 to complete the Amazonia Gallery- Does thisinclude all furnishings and equipment for the Gallery? If not,what additional costs are anticipated?Answer: The request for $1,650,000 does include the fundingfor the furnishings and equipment for the Gallery. There areassociated costs related to the staffing of the facility that werenot covered in this section of the request. In order to adequatelystaff the facility the Zoo will need $128,000 to support twoExhibit Specialists (GS-9) , one Police Officer (ZP-7) , and oneMaintenance Worker (WG-10) . 380Question 191: There is also an estimate of $2,975,000 forthe Hall of Humankind. Will this amount complete the construction?Answer: This amount will complete construction of the Hallof Humankind.Question 192: Will there be additional expenses connectedwith this hall? If so, what are they, and when will they beneeded?Answer: The Hall will require additional educational staffsince it is a combination learning center and animal exhibit. Theexisting keeper staff will be adequate, but we require $67,000 fortwo biology educators (GS-9) to design face-to-face interactiveeducation programs, and to train and supervise volunteers who willstaff the program. Skilled, informed and sensitive guides will berequired to treat human biology themes.Question 193: There is a request of $600,000 for watersystems at the Conservation and Research Center. Is this the lastphase of this effort? If not, what remains to be done?Answer: The renovation and upgrading of the Center's centralwater distribution system was deliberately scheduled for twophases. The $600,000 requested for FY 1992 will complete thesecond and final phase of this renovation. The project includesthe installation of new distribution lines, valves, and firehydrants throughout the Center's central facility complex.Question 194: $1,975,000 is included for renovation andrepairs at Rock Creek. What is involved in the renovation of theresearch animal colony building?Answer: The present research animal colony building was builtin 1972, antedating current animal welfare regulations andawareness of the precise environmental controls needed for currentresearch in reproductive physiology, molecular genetics, nutritionand energetics. The building's utility system would be completelyreplaced to provide adequate ventilation, lighting, temperaturecontrol and electrical supply. There would be interior separationand zoning for support of birds, mammals and other animals withvastly different environmental needs. Changes to meet life safetyand handicapped access would be made. . The specialized facilitiesof the new Animal Hospital and renovated Zoological Research Center(both adjacent to the colony building) would not be duplicated.There would be minimal exterior alterations (it has recently beenre-roofed) . 381Question 195: Provide a breakdown of the projects includedin this request, as well as under the Conservation and ResearchCenter, including estimated costs.Answer: The next major building at Rock Creek scheduled forre-roofing is the Bird House, estimated at $200,000. Interiorpainting and safety and handicap upgrade are scheduled for theReptile House, which will be re-roofed in 1991 ($100,000).Preventive maintenance for HVAC systems is most effectively doneby competitive contract, estimated to cost $400,000 in 1992.Interpretive signage in the Great Ape House, Australian Pavilionand newly renovated Outdoor Flight Cage and Cheetah exhibits isscheduled for replacement, at a cost of $100,000. The quarantinefacility, built in 1977, needs utility upgrades to meet new animalwelfare regulations, changes in cage design to better meetbehavioral needs of animals under the stress of quarantine, as wellas special facilities for large carnivores and ungulates. Newknowledge of viral transmission also dictates a quarantine areawith separate ventilation/air circulation systems. The cost ofthese changes is estimated at $500,000. The cost of the renovationof the animal colony building described above is expected to be$500,000. The balance of $175,000 will be used for routine andemergency repairs.At Front Royal we will renovate the Center's fire station ata cost of $50,000. Other scheduled projects include therenovation/conversion of the carpenter shop and the old supplybuilding into research laboratories ($200,000); renovation of theplumbing, paint, and mechanical shop into research offices and labfacilities ($240,000); construction of a new warehouse to be usedfor storage of small equipment ($95,000); and renovation ofBuilding 159 for use as an avian holding and research facility($115,000) . The balance of $100,000 will be used for miscellaneouspreventative maintenance projects, fencing, and in-houserenovation/repair projects.Question 196: Under the Conservation Center, for which$800,000 is requested, where will the carpenter shop and supplybuilding be relocated when those spaces are converted tolaboratories?Answer: The Center's supply operation was moved in FY 1990from Building 130 to Building 13 in order to secure additionalspace and to facilitate delivery of supplies and materials. Thecarpenter shop (Building 67) will be similarly relocated, to anexisting building, in order to enable renovation as called for inthe Center's Development Plan. 382American History BuildingMajor Capital RenewalQuestion 197: P. 213. The request for repair and restorationof buildings is $31,600,000, an increase of $409,000. Under majorcapital renewal, there is a request of $6,750,000 for the AmericanHistory building. Why has the cost for each quadrangle increasedsignificantly, from $1.6 million for the first to $6.2 million forthe most recent?Answer: The cost per phase of the project has increased fortwo main reasons. First, construction costs have escalated sincethe early phases of the project due to normal inflation. Secondly,successive phases of the project have encompassed larger areas andthus cost more to perform the work. The phase lb quadrant was thesmallest, limited primarily to exhibit areas, and did not include4th floor offices as did phases II and III. Phases IVa (fundedin FY 1991) and IVb (funding sought in FY 1992) involve stilllarger areas than the previous phases. In addition, phase IVbinvolves mostly offices with a greater amount of asbestos,demolition, and mechanical equipment to modify.Question 198: When in 1991 will phase III construction becompleted? When will phase IVa construction beqin, and when is itexpected to be completed?Answer: The current schedule calls for completion of phaseIII construction in December 1991. Phase IVa construction isscheduled to begin in September 1991 with completion anticipatedby March 1993.Question 199: What is included in the construction projecton the fourth and fifth floors? When will design actually begin,and be completed? Why do you think you will be ready to initiateconstruction on this phase in 1992?Answer: The fourth and fifth floor construction (phase IVb)includes replacing mechanical equipment servinq fourth floor northoffices and collection areas, and fifth floor offices. Additionalwork in these areas involves install inq fire protection systems,removal of asbestos, and installinq conduit and cablinq to supportthe security and communications networks.Desiqn of phase IVb will begin in September 1991 and becomplete by July 1992. This will allow award of the constructioncontract by the end of the fiscal year.Question 200: Why wasn't the HVAC work in the basementincluded in the original scope of the project? 383Answer: The basement HVAC was not included in the originalscope of the project because it is on a separate mechanical systemand would not effectively tie-in to the vertical quadrant approachthat was established for the upper floors. Also there was a needto coordinate the museum's exhibit installation program with theMaster Plan Implementation on floors one through three. Similarly,the basement HVAC work will be coordinated with other modificationsof the space to accommodate the Museum's changing use of thebasement . Question 2 01: What are your preliminary estimates as to thecost of this effort?Answer: The preliminary cost estimate for the basement HVACwork is $6,590,000. Natural History Building - Major Capital RenewalQuestion 202: A request of $5,730,000 is included for theNatural History building. In 1991, $10.1 million was appropriated,and was for construction of the penthouses. Why is the 1992request also for the construction of the penthouses?Answer: The Institution originally planned to use the fundsappropriated in FY 1991 for construction and equipping of thepenthouses. However, since formulation of the FY 1991 request, amore comprehensive cost estimate (based on completed design) forthe chiller plant relocation indicated that some additional amountfrom the FY 1991 funds will be necessary in order to complete thatportion of the project. The remaining FY 1991 funds will not besufficient to proceed with construction of the penthouses, nor isdesign of this work complete as yet. The sequence of the work wastherefore changed, and the Institution will now use the FY 1991funds to design and replace the windows in the wings, and removeasbestos in the tunnels and wing mechanical rooms. In addition,FY 1991 funds will be used for the design of the penthouses and theroof replacement in the wings, and as needed to replace failedequipment . In addition to construction and partial equipping of thepenthouses, the funds requested for FY 1992 will be used forreplacement and reinsulation of the roof system over the wings,and design of future phases, such as renovation of the mainbuilding windows. As needed, funds will be used to replacemechanical and electrical equipment or components that fail beforethe scheduled replacement period. If funds are not needed forinterim equipment replacement, the Institution will begin work onrestoration or replacement of the windows in the central part ofthe building. Relocation funds will be used to continue theMuseum's project staff and to provide protection for staff andcollections while the wing windows are replaced. Although funded 43-202 0?91 13 384in FY 1991, most of the actual window replacement will take placein FY 1992.It should be noted that because of the magnitude andcomplexity of the Major Capital Renewal project at the NaturalHistory Building, the Institution may need to adjust, on acontinuing basis, the sequencing of work to match funding availableor other logistical considerations. For example, the schedule maychange significantly if the collections now stored in the atticspaces are not moved as planned. The project schedule currentlycalls for starting work in these areas in FY 1994, so that they maybe used as "swing" space to house temporarily staff and collectionsdisplaced by renovation work elsewhere in the building. The MuseumSupport Center move needs additional funding for staff to speed upthe cleaning, packing and move of asbestos-contaminated collectionsin the attics to the Museum Support Center.Question 203: What is the breakdown of the original estimatesof how the $10.1 million was to be used, and any current changesto those estimates? Explain the reasons for the differences.Answer: The detail of the original $10.1 million estimate isgiven below, along with the breakdown of current costs and fundingyears that reflects the current schedule. The reasons for thechange are described in the previous answer.Original Scheduleand Estimate ($000s)FY 1991 ($10.140)penthouse construction ($8,500)interim equipment repairs ($650)design ($540)relocation ($450) Current Scheduleand Estimate f$000s) chiller plant construction($3,500 of $12 million totalfrom FY 1991 funds)window replacement ($4,000)interim equipment repairs ($500)design of penthouses, wing roofand windows ($440)asbestos removal ($1,700)relocation costs to be fundedfrom FY 90FY 1992 ($5.730)window replacement ($3,000)wing roof/ insulationreplacement ($330)asbestos removal ($500)interim equipment repairs ($500)design ($900)relocation ($500) penthouse construction &partial equipping ($3,500)wing roof/insulationreplacement ($330)begin central building windowsand/or interim repairs ($500)design ($900)relocation ($500) 385Question 2 04: Provide a breakdown of the $4,3 3 0,000 portionof the 1992 request.Answer: As itemized in the answer to the previous question,the $4,330,000 will be used as follows: construction and partialequipping of the east and west penthouses ($3.5 million);replacement and reinsulation of the roof systems over the wings($330,000) ; and beginning restoration or replacement of the windowsin the central part of the building ($500,000). If needed, thefunds allocated to the central building windows would be used tosupplement funds previously appropriated to replace equipment thatfails early in the project.Question 2 05: Have there been any electrical and HVACequipment failures to date, requiring immediate replacement? Howmuch have you set aside for this purpose in 1991, and how much isincluded in 1992?Answer: To date we have spent $580,000 to repair or replacefailed equipment or components in the building. The mostsignificant of these was the replacement of leaking chill andreheat coils in air handling units. The cost to complete this workwas relatively minor (approximately $30,000) but the presence ofasbestos increased the total cost significantly.In FY 1991, $500,000 has been set aside for interim correctivemeasures. A like amount will be earmarked from the FY 1992appropriation. If not needed that year to make interim repairs,we will use the funds to begin replacement of the windows in thecentral building.Question 206: Why do you need $900,000 to design the nextphase of the project ($540,000 was provided in 1991)?Answer: We plan to accelerate the design of the completerenovation project to provide more accurate cost estimates offuture phases and to enable us better to coordinate projectmanagement, including realistic advance planning for necessarystaff and collections relocations. The design information willallow the Museum to interphase smoothly other construction projectssuch as new exhibits with the mechanical renovation project. Theaccelerated design will also make it possible for the Institutionto contract for construction of each phase as soon as funds becomeavailable.Question 207: What is being spent in 1991 for preparationand relocation of staff and collections? How much is planned forthis purpose in 1992?Answer: The Institution estimates that approximately $80,000for staff, supplies and equipment will be spent in FY 1991 as the 386Museum begins to establish project management (including planningfor the preparation and relocation of staff and collections) forthe mechanical renovation program. The balance of the fundsappropriated for relocations in prior years will be applied towardfuture relocation requirements which will increase significantlyonce construction in the building actually begins in FY 1992.Question 208: Why will more funds be needed for this purposein 1992?Answer: The Museum's project management function will be on-going for the duration of the mechanical renovation. In FY 1992overall coordination and planning of future relocations willcontinue. In addition, the Institution will use the funds toprovide interior protective barriers and make other temporary spacemodifications during installation of the new wing windows, to allowactivities in these rooms to continue.Question 209: Why do you include funding for correctingexhaust and ventilation problems in the Natural History buildingin the repairs and code compliance category, rather than as partof the major capital renewal project? How much is involved?Answer: The exhaust and ventilation problems in theVertebrate Paleontology Laboratory are a health and safety matterrequiring immediate correction. However, the design for thebuilding's new overall exhaust system has not yet begun and workin this area is not expected until late in the mechanicalrenovation program. The Institution will therefore initiate designof this project this year with construction to be accomplished inFY 1992. Repairs, Restoration and Code ComplianceQuestion 210: The request for repairs, restoration and codecompliance is $19,120,000. Have you completed designs for all ofthese projects, or will they be completed by the end of 1991?Answer: Designs for some of the FY 1992 projects arecurrently underway, and we are developing a schedule for designingthe remainder of the projects. Advance planning & design funds inthe FY 1991 budget were not sufficient to start designing all theprojects anticipated for FY 1992. This year, we are requestingmore advanced planning and design money so that we can get a betterstart on FY 1993 projects. During the coming fiscal year we arecommitted to designing a greater percentage of funded projects thanever before. Ultimately, our goal is to design all funded projectsprior to or during the year that funding is approved. This willserve to improve our cost estimates, and will also save onescalation costs by allowing us to contract for the constructionwork as soon as project funding is received. 387Question 211: What was the unobligated carryover at thebeginning of FY 1991? What do you estimate it will be at thebeginning of FY 1992?Answer: The unobligated carryover at the beginning of FY 1991was about $25,000,000. We estimate a carryover into FY 1992 ofabout $21,000,000.Question 212: What has caused the deteriorated caulking inthe joints of the Museum Support Center?Answer: The deterioration of the caulking is due to age. Bythe time funding is received the building will be nearly 10 yearsold, and this is the average life of the elastomeric caulking usedon the building. Failure to replace the caulking could result inleaks into the building interior.Question 213: What is involved in replacing the transformersupervisory system for the museums on the mall?Answer: The transformer supervisory system provides the maincontrols to open, close, and monitor the functions of all highvoltage equipment such as switchgear and transformers. The systemsconsist of control wiring and conduit, relays, relay cabinets, anddirect current power supplies. These systems were installed morethan 27 years ago and serve seven of our museums. The systems areobsolete and parts are no longer available. The project willreplace these system components in order to ensure continuouselectrical service to the museums, and to prevent equipment damagewhich can result from fault currents or electrical overloads.Question 214: What is included in the general repairs at theresearch branch of the American Indian Museum?Answer: The FY 1992 general repairs project at the ResearchBranch of the National Museum of the American Indian includesreplacement of the oil tank, plumbing repairs inside the buildingincluding shut-off valves and deteriorated piping, interim sidewalkrepairs along with temporary lot parking repairs. Illuminated exitsigns will also be installed to meet life safety codes.Question 215: How long will this building continue to be inuse? Answer: It is anticipated that this building will remain astaging and research area for the Heye Center after the collectionhas been moved to Suitland and as such will become a permanentSmithsonian facility. The space might also be used to supportother Smithsonian activities in the New York City area. 388Question 216: What is involved in implementing the energystudy in the Carnegie Mansion, Cooper-Hewitt?Answer: Implementation of the energy study will providecentral heating/cooling with increased capacity and new electricalservice for the mansion while supplying chilled water for coolingto the McAlpin-Miller and Fox Houses. The project will alsoreplace all accessible ductwork that is internally lined to correctair quality problems.Question 217: Provide a breakdown of what is included in theestimates for the gallery level renovation, and skylightreplacement at the Freer Gallery?Answer: The $675,000 requested in FY 1992 for gallery levelrenovation will be used for continuation of on-going gallery work.The project includes the following:1. Lay-in glass panel replacement2 . Lighting system and smoke detectors3. New wall system4. Storage rooms ? finishing, ventilating, & lighting5. Limestone wall restoration & marble floor repairsincluding HVAC grillesThe $1,500,000 requested in FY 1992 for skylight replacement willbe used for the following:1. Replacement of existing skylights and skylight supportsystem2. Repairs to existing roof3. Miscellaneous attic repairsQuestion 218: Is the $750,000 included for roof replacementat the Hirshhorn the total cost for this project?Answer: Yes, all aspects of the roof replacement are withinthe requested funds.Question 219: What is involved in the $600,000 included forthe miscellaneous HVAC projects at the Hirshhorn?Answer: Included in the projects are the replacement of thecooling tower and installation of waterside economizers.Question 220: Why are you including $200,000 for chillerplant modifications at the Natural History building, when you willbe constructing a new chiller plant this year? 389Answer: This project involves the installation of a newemergency generator power system, to provide power for emergencylighting, fire alarms and security systems in the Natural HistoryBuilding in the case of a major power outage. The optimum locationfor such a generator is near the normal incoming power supply andaway from more populated portions of the building. The new chillerplant was selected as the logical location for this life safetydevice. Since the generator is not actually a part of the chillerplant, however, it was not included in the original scope of workfor the new plant, and thus was added as a separate project inFY 1992.Question 221: What is included in the $700,000 included forenergy study implementation at the Renwick Gallery?Answer: Implementing the energy study will involve thereplacement of the chillers, pumps, damper actuators, and willinclude asbestos removal of affected piping.Question 222: Describe what is included in the $525,000included for road repairs and improvements at SAO?Answer: The request for $525,000 in FY 1992 is part of a roadrepair and improvement program that began in FY 1988. This phaseof the project will pave a single lane section approximately 1.5miles long, extending from the new Base Camp to a location knownas the Vista on the way to the summit. The work will also widena section through the mouth of Montosa Canyon to two lanes andinstall a swale or a box culvert at the Montosa Wash.Question 223: What is the basis for the amount of $1,000,000included for asbestos abatement?Answer: The amount of $1,000,000 will allow the Institutionto address only a small portion of the areas currently known tocontain asbestos. This amount is requested because it is amanageable amount of money that can be promptly applied tomitigation of some of our most serious problems. Early studiesclearly demonstrated that we have a great quantity of asbestoscontaining material in the public, staff, and storage areas of mostSI facilities constructed prior to 1970. The asbestos survey nowunderway, to be completed in the early part of 1992, will identifythose areas and systems where existing asbestos containingmaterials must be removed. When we have a fuller knowledge of theareas and priorities, we will be better able to project thecomplete scope and schedule of this activity, and the relatedcosts.Question 224: Why do you need $1,890,000 for advancedplanning and design, when 1991 included $500,000 for this purpose? 390 Answer: The Institution currently has an estimated backlogof repair projects that totals $216 million. In developing budgetrequests to correct these problems, the staff has been hampered inthe past with inadequate funds with which to develop projectrequirements in sufficient detail to allow preparation of detailedcost estimates for the work in advance of the budget request. Thishas resulted in under-funding of many projects, which in turn hascaused delays in completing the work while additional funds arelocated or the scope of work is reduced. Lack of enough resourcesto complete design before receipt of project funding has alsocaused delays in making repairs and in many cases has increased theoverall cost because of inflation.The Institution would like to be in a position to correctthis, by completing project planning and partial design before theactual request for funding is made, and by completing full designof most projects before project funding is received. This willrequire steadily increasing amounts in the advanced planning anddesign account over the next several years. The advantages ofadditional advance planning and design capability are three-fold:the Institution will be able to provide more accurate costestimates to Congress as part of our budget request for the R&Rprogram; the bureaus will have essential information on which toassess and plan for the impact of the work on their activities;and the Institution stands to reduce project costs by allowingaward of construction contracts as soon as project funding isreceived.Question 225: What is the status of the combined master plan,for which $250,000 was provided in 1991 and $250,000 is requestedin 1992? What is the total expected cost of this effort, and whenwill it be completed?Answer: The first phase of the combined master plan is nearlycomplete. The Smithsonian-wide inventory of existing owned andleased space is in final review. The evaluation of software forstoring the information and generating reports is complete, andnegotiations with the recommended vendor are underway. The testof the software remains to be done. This will also generate asummary of existing master plans, including needs statements basedon the inventory. The total cost of this effort will be at leastthe $500,000 requested, but additional funds will be needed toallow us to update the information periodically and conduct sitesurveys to increase accuracy of data. Old General Post Office Building RenovationQuestion 226: P. 227. The request for construction is$25,100,000, an increase of $9,693,000. Why will it cost$1,700,000 just to develop a detailed cost estimate for renovationof the old General Post Office building? What is the basis forthis estimate? 391Answer: The funds requested in FY 1992 are to begin actualdesign of the building renovation. In particular, this first phaseof design will focus on developing detailed specifications for theexterior rehabilitation work (facade, windows, water intrusionproblems, restoration of exterior architectural finishes, etc.).As part of this phase, the designer will also begin developingconceptual design of the interior spaces of the building toincorporate programming decisions being made by the Institutionabout the use of the building. Part of the scope of the designer'swork will be to prepare more detailed cost estimates for actualrenovation of the building. The previous estimate of $40 millionwas prepared in 1984, and was based on very incomplete informationabout current conditions in the building and only generalassumptions about building use. Planning for the NMAI Mall FacilityQuestion 227: There is an increase of $2,400,000 for theNational Museum of the American Indian. Has the planning for theMall museum begun yet? If not, when is it expected to begin?Answer: The Museum has begun preliminary planning, in theform of meetings, or "consultations", with Native Americancommunities in order to define the programs and activities thatwill be housed in both the Suitland and Mall facilities. Theplanning for the buildings themselves will begin in early FY 1992,once this preliminary work is complete.Question 228: Why have the dates for completing the Mallmuseum and its opening been moved back by two years?Answer: The completion and opening of the Mall building hasbeen delayed two years in order to allow broad participation byNative American groups in defining the programs, activities andservices to be included in the new museum. The Institutionconsiders this step essential to the ultimate success of thismonument to the hemisphere's Native Americans. However, the timerequired for gathering and assimilating the diverse views and ideasand incorporating them into the planning and design of the buildingwill add two years to the originally projected completion date.Question 229: What is the total estimated cost of theconceptual design? How long will it take?Answer: The cost of concept design is a function of theprogram, the size of the facility and the usage. While thesefactors are presently being formulated and are unknown at thistime, preliminary estimates allow approximately $8.4 million forplanning and design. Concept design, which is part of thepreliminary design stage, was budgeted for $1.0 million in FY 1992. 392This stage will; incorporate the museum programming and facilitiesplanning information into rough outlines of the building, generalfloor plans identifying functional areas and theirinterrelationships, and establish criteria for full design. Thetime required for this effort is on the order of 18 months. Custom House FacilityQuestion 230: $1,400,000 is included to complete the CustomHouse. On what basis do you believe this amount will be needed tocomplete construction?Answer: Construction estimates based on the completed designof the Custom House have been prepared which project a cost of$21,000,000. Including estimated construction management andactual design costs, the total project cost is $24,000,000. The$1.4 million is required to make up this amount, as $6.6 millionwas appropriated in prior years and $8 million each is expectedfrom the State of New York and New York City.Question 231: When do you expect the renovation to begin?Answer: Drawings and specifications for the project arecomplete. When funding is made available from New York City andthe State of New York the project will be ready for bid. We expectconstruction could begin as early as 60 to 90 days after that date.Question 232: What would be the impact of holding the totalprovided for this project to $24 million, including furnishingsand equipment?Answer: The project is presently designed for furnishingsand equipment to be above and beyond the $24 million budgeted fordesign and construction. If the furnishings and equipment were tobe accommodated within the $24 million, the project would have tobe redesigned. This would delay the project by up to a year andwould require a significant reduction to the currently envisionedprogram. NMAI Suitland FacilityQuestion 233: What is the status of the preliminary planningfor the Suitland storage building?Answer: Phase I of the initial planning/programming processhas been awarded. Several meetings are scheduled with NativeAmerican groups over the next few months to gain information vitalto the planning process. Specific facilities planning will followthis phase, beginning in early FY 1992. 393Question 234: When will design begin, and when is it expectedto be completed? What is the total estimated cost?Answer: The Smithsonian currently plans to begin design inFY 1993, and it will take about one year to complete. Based onthe preliminary estimate of $44 million for the entire project,the total design cost is estimated to be approximately $2 million. NMNH East Court BuildingQuestion 235: There is a reguest of $15 million for the EastCourt building at Natural History. What is the status of thedesign?Answer: The concept design has been approved by the Museum.A solicitation has been made for the award of the full design toan architectural and engineering firm. The selection board willinterview several firms in May, and award of the design contractis expected by the end of June.Question 236: Is it possible the design might not becompleted as planned in mid-1992? Might it slip into earlyFY 1993?Answer: As noted above, the Institution expects to award thedesign contract in June 1991. The design will take approximatelyone year to comDlete, which will allow the Smithsonian to beginsolicitation of bids for construction in the summer of 1992. Inaddition, while design of the East Court Building is in progressthe Institution will use a portion of the FY 1992 funding torelocate the functions now occupying the East Court space.Construction or modifications will be reguired at the new locationsto accommodate these activities, which include the greenhouse,osteology preparation laboratory, and some of the building tradeshops. This work must be complete during FY 1992 to allow theclearing of the East Court space before construction of the newbuilding can begin.Question 237: When do you plan to go out for bids for theconstruction? How long a process is this?Answer: The Institution plans to begin bidding forconstruction as soon as the design is complete, in June 1992. Thisprocess normally takes several months, but contract award isexpected before the end of FY 1992.It should be noted that regardless of whether the contract isawarded in FY 1992, the bidding process cannot begin as plannedunless the reguested funding is available in that year. Any delayin funding the construction of the East Court Building would have 394 a serious impact on the progress of the Major Capital Renewalprogram in the Natural History Building, as the East Court Buildingwill provide essential "swing" space for the mechanical renovationproject.Question 2 38: Although $30 million is authorized for thisproject, is it possible that a less costly building could bedesigned?Answer: A less costly building would require a change inscope and a reduction in the floor area to be completed. Theestimate is based on complete infilling of the court with onebasement level and seven additional floors. This would allowmaximum use of the available space without changing the sight linesof the main building. If the budget were reduced, space urgentlyneeded to house adequately current activities in the Museum ofNatural History could not be constructed. In addition, the Museumwould need to use space now devoted to exhibitions as "swing" spaceduring the mechanical renovation of the building. The East CourtBuilding, as currently planned, will provide nearly 80,000 squarefeet of the 120,000 square feet needed to allow temporaryrelocation of staff and collections out of the way of themechanical work. In fact, without the full amount of space nowplanned, the Museum will never be able to return to public useformer exhibit space now used to house offices and collections.Quadrangle Construction FundingQuestion 239: The March newsletter to the Regents addressesthe use of $1.9 million in excess funds (accrued interest) in theunrestricted Quadrangle construction account. Are these funds allfrom the non-Federal side of the Quadrangle construction account?Answer: Yes, the interest was accrued on the Institution'sunrestricted trust funds earmarked for the Quadrangle project.Question 240: Are there any balances left in the FederalQuadrangle account? If so, how much is involved, and how do youplan to use these funds?Answer: Approximately $430,000 in Federal funds remains inthe Quadrangle account. The Institution is using this balance tocorrect a number of design and construction deficiency problems,including improving accessibility for people with disabilities atthe Pavilion entrances and modifying the heating, ventilating andair conditioning to improve air quality and circulation. 395Minor Construction, Alterations, and ModificationsQuestion 241: Under minor construction, alterations, andmodifications, $390,000 is included to construct a mezzanine andimprove attic storage space in the American Art and PortraitGallery building. What is involved in improving the attic storagespace? How is this related to the funding provided in 1991 forstorage racks?Answer: The funds requested will be used to design andconstruct a mezzanine in room 334 and modify adjacent attic space.The attic work in particular will include improving electrical andHVAC service, closing openings in the floor, and providing liftingmechanisms between levels for both artifacts and handicappedpersonnel. This project is not related to the storage rackproject funded in FY 1991, which is in a different section of thebuilding. The FY 1991 funding will complete renovation of atticspace for storage of sculpture and small painting collections. Thefunds requested for FY 1992 will provide suitable storage for largepaintings.Question 242: Since you are requesting funding to begin therenovation of the General Post Office building, why do you need toproceed with this project now?Answer: Proper storage space for large paintings is at apremium in the American Art and Portrait Gallery Building (AA/PG) . Renovating the General Post Office Building (GPOB) will noteliminate the need for such storage in the AA/PG. Preliminaryinvestigations indicate the GPOB does not show much potential forlarge painting storage. This project will provide an extension ofgood quality large painting storage. The result will be anincrease of proper art storage space and much better use of theexisting space. Therefore, the Institution considers this animportant project regardless of GPOB renovation.Question 243: Is this the total cost of the project?Answer: Based upon the information available at this time,the total estimate for the project is $390,000.Question 244: There is a request of $300,000 for the Cooper-Hewitt Museum. When will you know how many floors in the Fox Housewill be vacated by tenants and available for renovation in 1992?Answer: It is expected that all but one tenant will vacatethe premises in FY 1992.Question 245: What is the basis of the amount of $200,000requested for this purpose? 396 Answer: The amount of $200,000 is specifically related tointerior work required to convert two floors of the Fox House intooffice space for the Cooper-Hewitt Museum. In addition to designcosts, the funds will be used to demolish existing kitchen andbathroom fixtures, move walls, install new lighting, repair plasterand woodwork, repaint the walls and recarpet the floors. Inaddition, architectural modifications to the corridors andstairwells will create fire protection zones and improve egressroutes . Question 246: Why should you proceed with the renovation now,before you have an overall plan for renovation of the entirebuilding?Answer: In November of 1990 the firm of Cole and Dennycompleted the Miller/Fox House Master Coordination Plan. This planprovides the basis for all work starting in FY 1992 and continuingthrough FY 1993. The study not only outlines necessary correctivemeasures to ensure life safety code compliance and HVAC andelectrical repairs and improvements, but also sequencing,scheduling and partial occupancy constraints which lead to a wellthought out renovation plan. It is the basis of all work presentlybeing designed at the Miller/Fox Houses.Question 247: A request of $910,000 is included for the FreerGallery building. Provide a breakdown of the $360,000 included forsite work and landscaping modifications.Answer: The $360,000 estimate was provided by anarchitectural and engineering firm based on very preliminaryinformation about the project. The Institution has selected anarchitectural and engineering firm to design the project. Whenthe design is complete, in the Fall of 1991, a more detailedbreakdown of costs will be available.Question 248: Why is it necessary to renovate the auditoriumat this time? How old are the furnishings, i.e., the carpeting andseats? Why is new lighting necessary?Answer: Auditorium renovation is necessary at this timebecause no major upgrading has been done to the space since theopening of the Gallery in 1923. With the facility closed to thepublic for other renovations, it is an opportune time to enhanceand upgrade the performance characteristics of the auditorium tomodern standards.The present auditorium furnishings are generally dated andvery worn. The carpeting dates back to the 1930s and the seatswere installed in 1961. 397New lighting is needed in order to upgrade performancerequirements of the auditorium (i.e., dimmer capability,programmable lighting) . Also, plans call for replacing existingfixtures with ones which complement the original architecturaldetail of the auditorium.The Institution recently received a donation of over $1million to supplement the funds requested for the renovation, andto install state-of-the-art systems, such as audio visualequipment, to support the Gallery's performance and educationalprograms. The donated funds will also support development ofpublic programming for the Freer and Sackler Galleries.Question 249: There is a request of $900,000 for the SilverHill facility, to construct a storage building. What is the basisof the cost estimate for this building?Answer: In January, 1990, an architect-engineer firm washired to develop a detailed Statement of Work. As part of thattask an estimate of probable construction costs was done. It wasbroken down into various subheadings such as: footings and piers;floor slabs; pre-engineered metal building; mechanical andelectrical equipment; plumbing; fire protection, and others. Theestimate also included a construction contingency allowance of 10%,and an escalation factor of 7% to the midpoint of construction,which was then forecast as December 1991. Subsequently, thisproject was deferred from FY 1991 to FY 1992. The estimated costof construction as stated by the architect-engineer was $875,000(in FY 1991 dollars) . When escalated to early FY 1992 thisestimate is very close to $900,000.Question 250: How does this building fit into your overallplans for the Silver Hill site?Answer: The Institution's current plan with regard todevelopment of future storage capability in Silver Hill will focusinitially on construction of new buildings on the property occupiedby the Museum Support Center (MSC) . These new buildings willreplace the older buildings on the adjacent Paul E. Garber Facilitysite, but they are not expected to be completed until late in thedecade. Once collections now housed at the Garber site aretransferred to new buildings on the MSC site, the Garber buildingswill be demolished to make room for very long range development,that is not likely to take place until well into the next century.The building for which funds are requested in FY 1992 will beconstructed on the Paul E. Garber Facility site, and will thus notblock initial plans for Silver Hill development. The proposedbuilding will satisfy two urgent needs for immediate collectionsstorage. First, the National Air & Space Museum has continued toacquire artifacts over the last 15 years. During this time nomajor storage expansion has been provided. This has left NASM 398desperately short of storage space. Secondly, this building, whichwill be shared by the National Museum of American History, willalso provide much needed temporary storage space as some of theother much older buildings housing that Museum's collections arerehabilitated and decontaminated from asbestos. The buildingproposed for FY 1992 will continue to be used for interim storageneeds of the Institution even after new facilities are built on theMuseum Support Center site.Question 251: How long will a pre-engineered building suchas that proposed be usable?Answer: The useful life of any pre-engineered metal buildingis no different than any other type of building. The limitingfactor is maintenance. As an example, some of the existing metalbuildings at the Silver Hill facility have had a low to mediumlevel of maintenance. They have lasted for 30 to 40 years. TheInstitution expects that this building, if given a reasonable levelof maintenance, should be usable for a minimum of 4 to 50 years.Question 252: A reguest of $600,000 is included forconversion of the building that houses the Multiple MirrorTelescope. Why is this construction needed in 1992?Answer: The construction is needed in FY 1992 so thatmodifications to the building and to the existing structure of theMMT instrument within the building can be seguenced with thecompletion of the new optics, to minimize the time that theinstrument is inoperable.Question 253: Is this the total cost?Answer: Yes, preliminary estimates indicate that the $600,000will be sufficient to cover the conversion of the MMT building.Question 254: A reguest of $50,000 is included for theSmithsonian Institution building. Can you be more specific abouthow these funds will be used, and how they relate to the $100,000provided in 1991?Answer: The $50,000 reguested in FY 1992 for miscellaneousoffice modifications will be used to continue the work begun withthe $100,000 provided in FY 1991. This work includes moving walls,modifying doorway openings, installing computer cabling, modifyingheating, ventilating and air conditioning systems, and purchase ofmodular furniture to utilize existing spaces more efficiently. 399Question 255: There is a request of $300,000 for dock siteimprovements at Gamboa, STRI. Has any of the $300,000 provided in1989 been spent to date?Answer: To date we have spent approximately $14,500 for theinstallation of a chain link fence to secure the site of the dockand the adjacent maintenance/staging area. The balance of theFY 1989 funds will be used to construct the new docking facility.The funds requested for FY 1992 will allow STRI to make sitemodifications to accommodate the new facility. When the fundingfor the Gamboa dock was originally requested, in FY 1989, the sitefor the dock had not been firmly established. Once the site wasacquired, planners identified the need for dredging to reach theshore line and for a breakwater to protect the docked vessels fromtransiting Panama Canal vessels. We also identified the need formore extensive utilities inasmuch as STRI now plans to move smallvessel repairs and major fuel storage from Barro Colorado Islandto the Gamboa site on the mainland.Question 256: What will happen to the Barro Colorado Islandfacilities that the expanded facilities at Gamboa will replace?Answer: A portion of the docking facilities at Barro Coloradowill be renovated to accommodate research activities. The existingmaintenance facilities at the Island dock will be demolished.Question 257: $525,000 is requested for planning and design,compared to $104,000 in 1991. Why is such a large increasenecessary?Answer: The Institution has currently identified minorconstruction, alteration and modification projects that total over$40 million. In developing budget requests to meet these needs,the staff has been hampered in the past with inadequate funds withwhich to develop project requirements in sufficient detail to allowpreparation of detailed cost estimates for the work in advance ofbudget requests. This has resulted in under-funding of manyprojects, which in turn has caused delays in completing the workwhile additional funds are located or the scope of work is reduced.Lack of enough resources to complete design before receipt ofproject funding has further delayed the work and has also increasedthe overall cost of a number of projects because of inflation.We would like to be in a position to correct this, bycompleting project planning and partial design before the actualrequest for funding is made, and by completing full design of mostprojects before project funding is received. This will requiresteadily increasing amounts in the advanced planning and designaccount over the next several years. The advantages of additionaladvance planning and design capability are three-fold: we will be 400 able to provide more accurate cost estimates to Congress as partof our budget request for the ASM program; the bureaus will haveessential information on which to assess and plan for the impactof the work on their activities; and the Institution stands toreduce project costs by allowing award of construction contractsas soon as project funding is received. 401QUESTIONS SUBMITTED BY REPRESENTATIVE RALPH REGULANational Portrait GalleryQuestion 258: How much money is budgeted for the NationalPortrait Gallery's office of education?Answer: The FY 1991 budget from appropriated funds for theeducation department of the National Portrait Gallery is: $208,000for staff salaries; $2,000 for travel; and $40,000 for otherobjects of expense. In addition to these amounts from the federalappropriation, funds for specific programs in connection withspecial programs and exhibitions have been solicited and receivedfrom trust funds and private donors; this regularly-conductedactivity is ongoing, so no total amount can now be given forFY 1991.Question 259: Who determines how the education funds aredispersed in the National Portrait Gallery?Answer: The internal budget process for each department ? including the Education Department?within the National PortraitGallery is as follows: Each year department heads submit a requestto the director for funds to administer the programs which aretheir direct responsibility. This request is reviewed by theDirector, the Deputy Director and the Executive Officer. Thebudget is considered in terms of other department requests, fundsavailable, and the priorities of this department as they reflectthe goals of the Smithsonian Institution and the museum. A budgetis returned to the head of the department with allocationssuggested for programmatic and administrative needs, and eachdepartment head is responsible for assigning the funds accordingto these agreed allocations. It should be noted that the totalamount of appropriated funds available for all departmental programand administrative activities is determined by first deducting fromthe Congressional appropriation the sum required for salaries andbenefits (including estimated mandatory increases, etc.); theremainder constitutes the pool available for other activities.Question 260: I understand that volunteer docents are usedto offer the educational program both in the schools and at thegallery. Could you describe how the Gallery uses volunteers?Answer: The National Portrait Gallery uses volunteers in manyways ? at the information desk, as staff support for specialcuratorial and historical projects, and as docents. The docents(about 50) comprise the largest group of volunteers in the museumand they are formally recognized as members of the NationalPortrait Gallery, Department of Education. Docents are speciallytrained, and receive ongoing training to present tours and programsto school groups (both in the Gallery and through visits to 402 classrooms) , families, individuals, adults and children. Thesetours and programs are vital to the museum's mission because theyhelp visitors better understand the museum's collections andexhibits. Without the dedication, commitment, and services ofthese volunteers, it would not be possible to offer this outreachto the public.In the classroom and in the museum, Gallery docents helpstudents and visitors become actively involved in creating andinterpreting portraits at the same time that they learn aboutthemes in American history and about the art of portraiture.Presentations are directed to certain age groups, encouraging theparticipants to think about the art and the history represented bythe portrait.Often, volunteers visit classrooms in advance of the classvisit to the museum. Special kits of material are taken to theclassrooms to prepare the students for what they will see, thehistorical context of the sitters, etc. At the museum, studentsare shown the original portraits of the people discussed earlierin the classroom and are asked questions to draw them into thehistory of the period.Question 261: What is the Gallery's policy with respect toincluding volunteers in openings and receptions at the Gallery?How does this policy compare with the policy at other SmithsonianMuseums?Answer: All gallery openings and receptions at the NationalPortrait Gallery are supported by private funds. The size of theguest list at openings is determined by the funds available forthe opening or reception. Fire regulations and space limitationsare such that a maximum number of people which can be accommodatedat a "stand-up" reception is 400. A seated dinner in the greathall is limited to approximately 200. Opening receptions forexhibitions in the smaller rooms on the first and second floors arelimited to a maximum of 250 for space reasons.Both staff and docents are invited to events to the extentthat resources allow. There are about 4 5 docents; if each were toattend an event with a spouse or guest, the docent attendance ata given opening would number about 90? in other words, between 20%and 40% of those in attendance, a greater percentage than thelenders to the exhibition, special guests from the cultural andgovernment communities, Smithsonian Regents and GalleryCommissioners, or staff who worked directly on the exhibition. Welimit the number of staff and docents at these events in order tohave room for individuals in the greater Washington community whowould have a special interest in the exhibition. For a photographyexhibition, we might include photographers, photography dealers,those who teach the history of photography, etc. For theexhibition on Andrew Jackson, we included chairmen and professorsof history at the various universities in the region. For the Rosa 403Parks unveiling we invited major leaders in the African-Americancommunity, both in Washington and elsewhere. At each of ouropenings we seek a slightly different audience, in order to reachout to new people and introduce them to the rich diversity of theprograms at the National Portrait Gallery.We do want docents to be present at our openings, and to joinin special Gallery events, but as the number of docents hasincreased we have had to develop a system of inviting only aportion of this group to any given event?just as we do withsalaried staff, interns and volunteers.The Education Department staff, based on docent suggestions,devised a system intended to rotate the invitations through thedocent corps and to invite the maximum possible number of docentsto any given reception. Names were picked blindly from a box forMonday, Tuesday, Wednesday and Friday docents to form this list.Thursday docents wanted to be invited as a group, all or none. Sotheir names are grouped together on the list. For the firstrotation the Thursday docents were all invited together. For allsubsequent events they are invited as their names come up in therotation. All invitations are for a docent and one guest. Docentshave indicated to the Assistant Curator of Education the way theywould like to have formal invitations addressed to them.Every docent is invited to an opening before any docent isinvited a second time. Docents emeriti will be invited to openingsonly when it is possible to invite all active docents and docentemeriti. New docents will be added to the bottom of the list afterthey complete their provisional year.The policies of other Smithsonian museums vary, in partbecause of different fiscal and space resources at each museum.At the National Museum of American Art, the museum which shares thebuilding with the National Portrait Gallery and has similar spatialand fiscal restraints, docents are invited to openings at thediscretion of the director. Those who are invited and accept areexpected to work a 30 minute shift greeting guests, on behalf ofthe NMAA, as they enter.Question 262: If a volunteer files a complaint with theInspector General, how is that complaint followed-up?Answer: When a complaint is filed with the Inspector General,an investigation is conducted and a report, with recommendedaction, is issued. If the report recommends that action be takenby the Director of the National Portrait Gallery, then the Directoris required to respond and report what action is or is not taken,to the Inspector General. If the Inspector General does notreceive a satisfactory written response within a given period oftime, the Assistant Secretary for Museums is notified and isrequired to resolve the situation. 404Question 263: Who makes the decision of who may or may notbe a volunteer docent at the National Portrait Gallery?Answer: The Assistant Curator of Education determines whenthere is a need for additional docents, and makes the ultimatejudgment about the effectiveness of docents' performance.Recruitment of docents is from the entire metropolitan area throughpublic service announcements. Prospective docents submit anapplication. Virtually all recent applicants to the NPG docentprogram have been accepted into the training program, and virtuallyall recent trainees have become active NPG docents. In the past18 years, several people have not been accepted into the docentprogram at the end of their training because they proved unable topresent accurate information about the portraits in a tour, eventhough each of the trainees was given extra training and help andseveral opportunities to complete the reguirements. This systemis comparable to that used in the other Smithsonian museums.Question 264: Given the complaints I have heard abouttreatment of volunteers at the Portrait Gallery I am concerned asto how this can be reconciled with the President's mandate toencourage volunteerism. Could you comment on this?Answer: Without knowing the specific nature of the complaintsyou have heard about the treatment of volunteers, it is difficultto respond meaningfully to this guestion. The director of theNational Portrait Gallery is aware of only one volunteer who hasregistered serious complaints with him; inguiries he has made ofother docents and volunteers in other departments have not broughtforth any implication of general dissatisfaction. Nonetheless, theadministrative staff of the Gallery remains alert to the needs ofthe docents and other volunteers, who are crucial to its outreachto the public. The Gallery?like the rest of the Smithsonian? iscommitted to encouraging volunteer participation in its programs,and endeavors to make the volunteer experience as rewarding to thevolunteer as it is essential to the museum. Participation in thisprogram provides an unparalled opportunity for people to developtheir knowledge about the personalities who shaped American historyand culture, and the artists who portrayed them. The docents aregiven special training on works in the collection, lectures by thecurator in charge of each special exhibition, and special generallectures by outside speakers. Each year the Gallery arrangesevents specially for docents, including a trip to another museumin the region and a docent appreciation night (with a specialspeaker or event) . The Assistant Curator of Education at theNational Portrait Gallery acts as the liaison and spokesperson toand from the paid professional staff, and endeavors in numerousways, large and small, to let the docents know that their serviceis appreciated.Question 265: I have also heard some complaints aboutQuestionable portraits being purchased for the Gallery such as 405those of Gertrude Stein and her homosexual lover Alice B. Toklas,John Reed (charged with sedition and buried in the Kremlin and hiscommunist wife Louise Bryant) . How are these acquisition decisionsmade? Are these portraits now hanging in the Gallery?Answer: Gertrude Stein is represented in the Gallery bynumerous portraits, including a magnificent terracotta sculptureby Jo Davidson, acquired in 1978. Recently the Gallery purchaseda small painting of her which also included the image of Alice B.Toklas. The Gallery made these acquisitions because Stein is knownas an American writer who had a profound impact on twentiethcentury literature, and the issue of her sexual preference wasirrelevant to the decision on the part of the Commissioners of theGallery that she be included in the permanent collection- TheCommission, pursuant to its By-Laws, selects individuals foraddition to the permanent collection by considering the impact ofthe person on his or her field of endeavor or his or her influenceon shaping America's history and culture.The Commissioners were well aware that John Reed and LouiseBryant were communists, when their portraits were approved forinclusion. Both played a prominent role in reporting on theRussian revolution in the American press and in books; John Reedwas recently the subject of a Hollywood feature film dealing withthis aspect of the 20th century. The collections of the NationalPortrait Gallery include individuals of a wide variety of politicalaffiliations?Whig, Tory, Democrat, Republican, Federalist, andSecessionist, to name just a few?and the inclusion of any of thesepeople has nothing to do with the approval or disapproval of theirpolitical positions, only the fact that this individual had somesignificant national impact in his or her period of history.Question 2 66: Who interprets the National Portrait Gallerymandate for the permanent collection?Answer: The National Portrait Gallery Commission isestablished by Public Law 87-443 (Sec. 4), and has been delegatedby the Regents (pursuant to PL 87-443, Sec 5) the selection ofportraits for the permanent collection of the Gallery. The ex-officio members of the Commission are the Chief Justice of theUnited States (the Chancellor of the Smithsonian Regents) , theSecretary of the Smithsonian Institution, and the Director of theNational Gallery of Art; in addition, there may be up to twelve(presently there are eleven) appointive members from the public.The staff of the National Portrait Gallery recommends to theCommissioners of the National Portrait Gallery portraits that havebeen located of individuals whom they believe merit inclusion inthe permanent collection. The Commission meets twice each year toconsider these proposals, and after debate makes a formal decision.As noted above, the final decision regarding the inclusion of anindividual in the collection of the National Portrait Gallerylegally rests with the Regents of the Smithsonian Institution,which has delegated this to the Commission. 406Question 267: Under the mandate of the National PortraitGallery, the gallery is supposed to be a non-partisan historymuseum. Why does the director allow partisan political statementsboth verbally and in print by employees under his direction suchas those contained in the Oliphant show catalogue?Answer: The National Portrait Gallery is, indeed, a non-partisan museum, and the making of partisan political statementsby any staff member in the course of official duties is clearlyinappropriate. In the case of the Oliphant exhibition, a temporaryexhibition held in 1990 of the work of this Pulitzer prize-winningartist, the statements about the six presidents (from Lyndon B.Johnson to George Bush) depicted in Oliphant's political cartoonswere intended to reflect the artist's position, not the Gallery'sor the author ' s . Question 268: Publications from the National Portrait Galleryare sold in the Smithsonian museum shops. Catalogues sold throughthe Smithsonian often accompany a particular show. Who isresponsible for editing statements made by federal employees withinthe context of the catalogues funded by the taxpayers?Answer: All texts written by NPG staff members are reviewedby the Director, the Deputy Director, the Curator for Exhibitions,and the Editor or Assistant Editor. 407QUESTIONS SUBMITTED BY REPRESENTATIVE DAVID SKAGGSNational Air and Space Museum ExtensionQuestion 269: Do you plan to use any general planning moneyin FY 1992 to begin work on the "scaled-down" Air and Spacefacility?Answer: No, the remainder of the funding for the master planwas appropriated in FY 1991 and we will be requesting funding fordetailed planning and design in FY 1993.Question 270: Will you seek authorization from Congressbefore proceeding with planning activities for the extension?Answer: The Institution plans to continue the master planupon the release of the FY 1991 funds and to seek authorizationthis calendar year for FY 1993 planning and design funds.Question 271: Now that you have announced your plans for anew facility, what is the next step? Please provide a detailedtimeline of all of the steps necessary to begin construction on anew facility?Answer: The next step is to complete the master plan and theenvironmental impact statement. This will take 10 months oncefunding is released and we are able to proceed.Timeline for all remaining steps is as follows:Site Design: November 1992 - December 1993Site Bidding: January 1994 - April 1994Site Construction: May 1994 - May 1995 (The site bidding processand site construction costs are the responsibility of theCommonwealth of Virginia. Site construction can begin beforebuilding design is completed)Building Design: January 1993 - July 1994Building Bidding: August 1994 - November 1994Building Construction: December 1994 - December 1996Question 272: Please explain what the technical andprogrammatic differences are between splitting the collection ofthe Museum of the American Indian and splitting the collection ofthe National Air and Space Museum?Answer: The programmatic objective is to keep bothcollections together insofar as possible. The collection of theNational Museum of the American Indian in its entirety will cometo the Washington, D.C. area as soon as storage space is available.Using this area as a base of operations, objects will be returnedto New York City for a program of changing exhibitions in the Heye 408Center at the Custom House. Once temporary exhibitions areconcluded, objects will return to Washington, D.C. Similarly, itis intended that objects will be loaned to other museums forresearch and exhibition purposes.Because of the scope, size, and nature of the collections ofthe National Air and Space Museum they must be housed separately,but still maintained in the Washington area and managed as a whole.The more recent and larger artifacts would be housed at theExtension. As the Institution has stressed, this is acceptablebecause the Mall Museum and the Extension are within an hour'sdrive of each other. Such proximity facilitates staff and visitoraccess and holds down the costs of administration and supervision.Question 273: Do you have projections about the percentageof visitors to the NASM that would make the hour trip to Dulles tosee that extension?Answer: The National Air and Space Museum has gone toconsiderable lengths to assess the number of visitors who would goto an extension at Dulles or at BWI. Estimates were developed bythe consulting firm, Harrison Price, which has done projectionsfor other museums and for amusement centers all over the country.The Harrison Price figures were then checked by the SmithsonianInstitution's own demographer, to assure their reliability.The figures indicate that, with present transportation inplace, BWI could attract 25% more visitors than Dulles. Withimproved transportation at both sites, BWI's advantage might shrinkto 10%. The Institution did not make any visitor estimates forDenver, but the Denver proposal estimated that visitor attendancecould be comparable to attendance at Dulles. Those figures rangefrom roughly 2 million annually, as is, to 2.3 million withimproved public transportation. Early in the next century thosefigures are projected to increase to about 3.5 million.Figures in this general range are considered credible, givenan attendance of 1.5 million annually at the Air Force Museum inDayton, more remote from major metropolitan centers than a Dullessite. While the Museum did not make any direct projectionsconcerning the number of visitors from the Museum on the Mall whowould make the trip to Dulles to see the extension, it may beassumed that a visitor to the city interested in going to theextension at Dulles, would also wish to see the Air and SpaceMuseum on the Mall. Given an annual attendance of approximately8 million visitors on the Mall, 4.3% of which come from WashingtonDC, and another 19.6% from Maryland or Virginia, we know that about6 million of our visitors come from beyond the immediate region,could be considered to be visitors to the city who do not comefrequently, have a considerable distance to travel, and would mostlikely have to stay overnight. This suggests that one-third of 409those six million visitors to the Museum on the Mall would be amongthe 2 million going to Dulles.Question 274: Please provide statistics on the demographicbreakdown of visitors to the NASM. Specifically, I'm interestedin the percentage of visitors by state as compared with thepopulations of those states. In addition, I'm interested in thepercentage of visitors from west of the Mississippi River ascompared with the percentage of the U.S. population that residewest of the Mississippi.Answer : Regional Origin of Visitors from Across the United StatesRegion Nat'l. Air and SpaceMuseum Visitors Denver Tourism United StatesPopulationNew England 5.,3Middle Atlantic 18..5South Atlantic 41,.1East S. Central 2..6West S. Central 5..6East N. Central 11..4West N. Central 4,.5Mountain 2..6Pacific 8..5 6.07.56.84.69.59.418.126.911.4 5.7%17.415.85.211.19.7.4.13.Notes: o The National Air and Space Museum visitor count wastaken in 1988. Except for the South Atlantic Regionsurrounding Washington, DC, which predominates over theU.S. national population distribution figure by a factorof 2.6, no region of the country was over or underrepresented by more than a factor of 2.o The Denver tourism figures were supplied with theDenver proposal to the Smithsonian. The surroundingMountain states predominate by a factor of 6.3 over andabove the national averages, and the Middle Atlantic andSouth Atlantic states are under represented by a factorof 2.3, while the West North Central states are overrepresented by that same amount.o 20 % of the National Air and Space Museum's visitsrepresent visitors from abroad.Question 275: Is it possible that the scaled-down NASMextension will be expanded in future years to the size and scopeof the original project?Answer: Yes, there is a possibility for future growth. 410Question 276: You have described your revised plans for theextension as essentially a replacement for Garber. What are yourminimum structural requirements for a facility to replace Garberand protect the collection. Please provide a cost estimate for a"bare-bones" facility.Answer: The revised plans for the extension, to replace theGarber facility include a restoration hangar, collections storage(both study collections and archival collections) , exhibitionhangars (essentially storage space for fully-assembled artifactswith minimal exhibitry and circulation space) and one exhibitiongallery. This will enable the Museum to properly house allartifacts presently either outdoors or in substandard conditions.The revised plan also includes minimal space for educationalactivities, a theater, museum shop, and food service. These areasare essential in order for the Museum to receive support from localcommunities in building the extension. Without a public componentlocal communities are not willing to provide either in-kind ordirect financial assistance. The total cost of this facility is$162 million.Question 277: Can you provide details about all of the"museum-like" aspects of the scaled-down facility? (visitorservices, educational components, etc.) Please provide costestimates for these components?Answer: The following are "museum-like" components of thescaled-down facility: Area CostExhibition Gallery 47,500 sq ft $ 9,389,000Visitor Service Areas 21,400 sq ft* 4,931,000Theater 17,100 sq ft** ? 3,523,000Restoration Hangar 156,200 sq ft*** 33,628,000Related Circulation 10.900 sq ft 1.291.000Total 253,100 sq ft $52,762,000 * Approximately 85 percent of Visitor Service Areas is for FoodService and Museum Shops, both revenue producing operations;15 percent is for Education. ** The theater is revenue producing. *** The Restoration Hangar includes restoration facilities, aconservation laboratory, an exhibit production shop, andconservation management space. The primary function of therestoration facilities (approximately 60 percent of the 156,200square feet of Restoration Hangar space) is for the preservationof the collections. However, the restoration facilities will beopen for public viewing and therefore serve a second function, as"museum-like space". 411Question 278: Can you provide a comparison of the differentfinancial aid commitments by Virginia, Maryland, and Colorado?Answer:Virginia - provide all site improvements$3 million interest free loanbonding authority up to $100 million$6 million in general funds$6 million in local government or private sectordonations.Maryland - provide all site improvementsdesign/build/securitized lease arrangement throughMEDCO$10 million in state fundsColorado - raising construction funds of up to $65 millionthrough the following means:local foundation support (commitments of $8 million asof 1/91)bonding capacity potentially utilizing one or more ofthe following revenue streams to retire the bonds:concession revenuesparking feesexcess city revenues from convention center bond issuestate unclaimed property fundstate tourism taxstate historic fundbusiness improvement districtslow-interest short-term loans up to $500K 412Question 279: Please provide for the record a comparison ofyour estimated operating costs at Dulles, BWI, and Stapleton.Answer:Increased NASM Staffing Comparison betweenDulles Extension and Denver Museum(Estimated in thousands 1991 $'s)MALLStaff DULLES/BWIStaff $ DENVERStaffDirector's Ofc 6 385Administration 4 150Lab Astrophysicsand CEPS 16 715Research Scientists/Engineers/Technicians -Interpretive Programs 12080 613* 385497 353(Education) 22 773 7 239 7 239Archives 16 484 4 126 4 126Library 6 207 - 3 123Art 2 86 - 2 86Exhibits 48 2 ,004 12 479 26 1,051Communications 8 311 2 76 3 136Building Mgmt** 85 2 ,238 9 271 19 590Collec. Mgmt 28 1 ,158 14 527 25 1,032Garber Fac.Mgmt 9 274 included in overall facility costsMuseum Oper. 3 148 2 80 3 153Photo Services 2 69 1 38 1 38Development &Special Events 8 317 2 77 5 220Computer Svcs. 5 187 2 84 3 123Space History 19 752 2 57 -Aeronautics 25 960 3 95 -Aerospace Historians/Curators 312 i: - 64 2 16144 657Subtotal L,218 ,349 5,809Theater*** 150 973 144 800 144 800 32 1,157 65 2,300222 4081,248 1,312170 610107 2,613 112 2,832100 100103 172 6 337142 5,682 183 7,909 413Facilities Services:Physical Plant OperationsOPlantS PersonnelOPlantS SupportUtility CostsPostage/TelephoneSecurity Operations:Security PersonnelSecurity SupportEnvironmental Management Support10 Design and Construction Staffand SupportSubtotal * Administration costs include duplication of centralInstitutional services such as: personnel, accounting, payroll,travel and procurement.** The majority of building cleaning services at the extensionwould be contracted out at an estimated cost of $1,067 forDulles and $1,660 for Denver.*** Self-generating income.Increased Operational Costs Comparison betweenDulles Extension and Denver Museum(Estimated in thousands 1991 $'s)DENVER$70*100140375**1501,254245***250****145 DULLES/BWI$Administration 25Education 25Archives & Library 35Exhibits 250Public Affairs/ 35Development/SpecialEventsBuilding Mgmt. 850Collec. Mgmt. 125Museum Operations/ 180Office AutomationCuratorial/ 10ResearchTotals 1 ,535Total All Costs 59.,566 2,729$16.447The following additional one-time start-up costs are not includedin the above figures: * $ 25 for administration computer** $300 for new exhibit shop equipment*** $500 for new restoration shop equipment**** $ 20 for color processinq equipment 414The Museum has looked into the comparable lifetime operatingcosts comparing Dulles to a remote site over a period of 30 years.The analysis follows.Comparison of Dulles/BWI and a Remote Site, in 1000s of dollarsThis table compares the 30-year run-out costs of Dulles and aremote facility assuming operating expenses escalated only throughinflation (four percent per year) at both sites, but with realisticstaff sizes at each. It assumes no cost for construction at theremote site and is figured in real year dollars. The initial costat Dulles includes relocation expenses from Garber. DullesInitial cost 166,200Year 1 9,566Year 2 9,949Year 3 10,347Year 4 10,760Year 5 11,191Year 6 14,378Year 7 14,934Year 8 15,552Year 9 16,174Year 10 16,821Year 11 17,493Year 12 18,193Year 13 18,921Year 14 19,678Year 15 20,465Year 16 24,352Year 17 25,326Year 18 26,339Year 19 27,393Year 20 28,488Year 21 29,628Year 22 30,813Year 23 32,046Year 24 33,327Year 25 34,660Year 26 36,047Year 27 37,489Year 28 38,988Year 29 40,548Year 30 42,170 Remote \ 16,44717,10517,78918,50119,24123,28324,24125 18326,19027,23828,32729,46030,63931,86433,13937,88339,39840.97442,61344,31846,09047,93449,85151,84653,91956,07658,31960,65263,07765,601 AccumulatedDifference$166,200159,319152,163144,721136,980128,930120,025110,718103,08791,07080,65469,82059,55346,83534,64921,9798,444 -5,628 -20,263 -35,483 -51,313 -67,775 -84,896 -102,701 -121,220 -140,479 -160,508 -181,338 -203,002 -225,531 -248,962 SMITHSONIAN INSTITUTION LIBRARIES 3 9088 01645 4407