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THE GEOGRAPHICAL DISPERSION OF SMITHSONIAN OPERATIONS -- AN UPDATE

The Regents will recall that, at their May 6, 1991 meeting, a preliminary discussion was held on the hypothetical question, posed by the Secretary in his March 1991 "Horizons" column, of whether the Smithsonian should be considering ways in which its future operations should include geographically dispersed physical facilities. (See the Minutes, pp. 80-89.)

In the intervening months, staff has not been able to make significant progress toward planning a comprehensive approach to the many complex issues involved, but some thought has been given to immediate next steps. These will include:

(1) Preparation and refinement of a complete inventory and evaluation of current activities which address, at least in part, needs which are geographically dispersed.

(2) Development of an overview of the preponderance of the suggested variations for dispersion, including those of yesteryear as well as most recent suggestions.

(3) Hiring a consultant, or detailing of a staff member, to visit sites suggested in (1) and (2) and to draft a report on related management and fiscal issues. 

(4) Drafting a policy statement, for the Regents' consideration, which outlines ground rules for acquisition of other activities or institutions, as suggested at the May 6 Regents' meeting. 

It is likely that the first two measures will be completed this fall and will provide information for the n ext report to the Regents at their winter meeting. Similarly, the draft policy statement referred to in (4) should soon be ready for the Regents' consideration. As the third step suggests follow-up activities to (1) and (2), as well as the use of additional resources or the re-deployment of existing resources, it will need additional time.

SMITHSONIAN-WIDE ACCOUNTING AND MANAGEMENT INFORMATION SYSTEM

The Institution has called a temporary halt to the development of a new, modern financial management system. Recognizing that organizational and management problems were impeding progress on the project, the Assistant Secretary for Finance and Administration has taken steps to assure the ultimate success of the project in the shortest possible timeframe.

Although the May status report to the Regents indicated significant progress on the project, indications showed that improvements in the organizational and management structure were needed. A consultant, with previous experience in assisting the Smithsonian and this project, was hired to help work through current project issues. The consultant's report indicated