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The OMD [[underlined]] Operating Plan [[/underlined]] seeks to identify, understand and expand the Institution's constituencies, to promote expanded and unique opportunities for support of the Institution and its programs, and to increase the level of annual giving to the Smithsonian. One overriding expectation is that implementation of this [[underlined]] Operating Plan [[/underlined]] will result in increased unrestricted gifts [[underlined]] as well as [[/underlined]] increased restricted support of activities which are currently underwritten by Trust funds, thereby freeing those Trust funds for other activities. For instance, endowments restricted for curatorial positions and directorships would have an immediate positive impact on the Institution's budget.

Some of the highlights of the OMD [[underlined]] Operating Plan [[/underlined]] are to :

1. expand the Smithson Society membership, create new levels for giving, and establish a core constituency for a broadly-based development effort
2. identify new donors within the current membership pool
3. develop a case statement for private support
4. initiate regional cultivation and fund raising events
5. initiate a corporate associates program
6. expand the planned giving program
7. enhance computer-based systems in OMD
8. develop recognition programs for donors who make gifts to the various bureaus outside of the membership structure

The design and implementation of a comprehensive and integrated pan-Institutional list management system will support and enhance all aspects of the OMD [[underlined]] Operating Plan [[/underlined]].

Central to the success of these initiatives will be an increased reliance on the volunteer efforts of the National Board of Smithsonian Associates through their personal and professional networks.

These enhancements of the Office of Membership and Development are deemed crucial and necessary whether there is a pan-Institutional development campaign or not. In order for the Smithsonian to compete successfully in the world of private philanthropy, it must have a first-rate fund-raising apparatus.

Furthermore, staff training and expansion in the areas of public affairs, special events, institutional studies and marketing/promotion will all be required to assure success in the fund-raising arena. It is also envisioned that expansion will be necessary in the Office of Congressional Relations, including a broadening of its mandate to become an Office of Governmental Relations.

Even as these strengthening investments are being made in the Institution's fund-raising and related offices, management has recognized the necessity to begin serious considerations toward planning a major fund-raising initiative. Central to these considerations has been acknowledgement of the need to continue and to expand strategic planning to sharpen the definition of the Institution's planned growth.