![Transcription Center logo](/themes/custom/tc_theme/assets/image/logo.png)
This transcription has been completed. Contact us with corrections.
-31- 1. appointment of a Board of Regents' Committee on Planning and Advancement to provide management with the benefit of Regents' participation and guidance as a strategy continues to unfold. 2. close monitoring of the results of the OMD [[underlined]] Operating Plan [[/underlined]] in the areas of expanded constituency development, growth in the number of contributors, and increases in the levels of funding obtained. Because the central Office of Membership and Development and the development offices in the Institution's various bureaus are confronted with a long list of currently-unmet needs, the results listed above must be obtained to get "even," whether a pan-Institutional development campaign is launched or not. 3. close monitoring of the level of sponsored research support to evaluate the effectiveness of the broadened mandate of the Office of Sponsored Projects (formerly, the Office of Grants and Contracts). 4. outcomes of the strategic planning initiative to focus on and allow for controlled growth in the Institution's programs and budget. 5. the performance of the endowment in relation to growth in the Institution's budget, recognizing that the inflationary factors which will drive the budget up should also increase, to a similar extent, the income derived from the endowment. 6. close monitoring of the revenue generated by the Institution's business activities. 7. the extent to which success is achieved in securing funding estimated at approximately $38 Million in support of pan-Institutional Quincentenary-related projects. 8. the extent to which the Institution is successful in designing opportunities to secure public and private support of the program and capital requirements of the National Museum of the American Indian, including the identification and recruitment of volunteer leadership, the acquisition of major gifts for construction and endowment, the commitment of a Federal challenge grant, and all other associated advancement activities which would support the new Museum. In summary, it should be pointed out that the worth of a pan-Institutional capital campaign would not derive from seeking a greater degree of independence from the Federal appropriation. Rather, such an effort would provide the Institution with the freedom, flexibility and confidence that it can pursue any and all activities which are consonant with its mission, goals and objectives, which are inappropriate for Congressional support, and/or which provide for the stability that the Smithsonian needs and deserves. A pan-Institutional capital campaign, in the context of an inclusive strategic planning process, would help management and the Board of Regents make choices between competing priorities and would greatly assist in the timing of our budgetary allocations and program commitments. These priorities cover the full gamut of the Institution, from the deferred maintenance of our facilities, to upgrading and expanding our library holdings, to fellowships