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of nationwide events organized by members of the National Board of the Smithsonian Associates, and in renewed efforts to attract bequests and other forms of donation to the endowment.

Reiterating points raised by her colleagues, Mrs. Burnette stressed that all such development activity will be undergirded by the Institution's strategic planning. Fundraisers, she pointed out, need the kind of guidance which the priorities of the Institution would provide.

In discussion, it was noted that the efforts to cultivate a greater number of donors among the Smithsonian Associates can only be undertaken after the nature of that membership and its interests are known, and to that end the work of the Office of Institutional Studies will be of immense help (see the list of studies to date under Status Reports, below; copies of significant reports were made available to the Regents at this meeting).

Mrs. Wray added that these efforts will require coordination among a great number of people, including the members of the National Board of Smithsonian Associates who have responded positively to the challenges which are beginning to be spelled out.

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The Office of External Affairs has spent the past six months proposing and spearheading the implementation of strategies to enhance the current level of private sector support of the Institution and to identify the prerequisites that could be used to plan a pan-Institutional development campaign.

In pursuing these objectives, an understanding has emerged which recognizes that increased private support of the Smithsonian will require the advancement objectives of the Institution to incorporate and expand upon traditional fund raising, public relations, technology utilization, marketing, promotion, budgeting, and planning methodologies and activities, [[underlined]] and [[/underlined]] must be solidly grounded in and reflective of the planned growth of the Smithsonian.

As indicated in earlier reports to the Board of Regents, the Office of Membership and Development (OMD) has initiated an [[underlined]] Operating Plan [[/underlined]] for the inclusive period 1989-1992. The expectation is that full implementation of this [[underlined]] Operating Plan [[/underlined]] will result in a well-structured, efficient and productive development office.