Reports of the Bureaus 

 and Offices of 

 the Smithsonian 

 Institution for Fiscal 

 Year 1998 



Office of Planning, Management, and 

 Budget 



L. Carole Wharton. Director 



Mission Statement 



The Office of Planning, Management, and Budget (OPMB) as- 

 sists the Secretary and Board of Regents in setting priorities, 

 determining the best allocation of tesources, and measuring 

 performance. OPMB gathers, analyzes, and presents resource 

 needs and information to the Office of Management and 

 Budget, Congress, and the Board of Regents to facilitate wise 

 and favorable evaluation. OPMB also provides services to 

 central and unit managers that foster the planning, allocation, 

 and management of Institutional resources. 



In addition, the Office also develops and disseminates In- 

 stitutional announcements and policy directives. 



Budget Management, Planning and Policy Systems 

 (BUMPPS) 



The BUMPPS team developed a new security foundation and 

 implemented it with the new release of BUMPPS in FY 1998. 

 The Unit Budget Allocation and Budget Transfer modules 

 were modified to include the enhancements submitted by the 

 users in 1997 survey. 



The Call for Plans and Call for Budgets were fully 

 automated in 1998. This included the mission statement, in- 

 itiatives, fund-raising priorities, fund-raising development 

 plans, risk assessments, items of increase, workyear resource 

 summary, resources by program category, and information 

 technology. 



BUMPPS released four new modules. The Salaries and 

 Projections Worksheet allows units to project their salaries 

 and benefits fot the current year. The Initial Budget Spending 

 Plan allows users to create and spread their initial budget 

 spending plans for nonallocated funds to the detailed account- 

 ing classification key. The Working Budget Spending Plan 

 module allows the user to increase, decrease, and create new 

 budget spending. The OMB Non-Allocated Resources 

 module allows the user to review and update current fiscal 

 year income and expenses projections and enter outyear in- 

 come and expenses projections fot nonallocated funds. 



Strategic and Performance Plans 



OPMB continued to work with seniot management and 

 various units across the Insrirution to update the annual per- 

 formance plan for inclusion in the FY 2000 budget request to 

 the Office of Management and Budget and Congress in the 

 fall of 1998. Additional targets and measures linked to the five- 

 year strategic plan and tied to the Institution's programs were 

 developed and included in the FY 2000 plan. OPMB also 

 worked with the Under Secretary and Provost to develop a 

 process for collecting information on the status of the various 

 goals and measures included in the FY 1999 performance plan. 

 This information will be used to prepare the first annual per- 

 formance report, in line with the Government Performance 

 and Results Act of 1993, which will be submitted to OMB 

 and the Congtess in March 2000. 



Team-Based Organization (TBO) 



Faced with the multiple challenges of office mergers, highly 

 specialized staff, and an increasingly complex set of needs on 

 the part of client's offices, OPMB has abandoned its formerly 

 hierarchical structure and has become a team-based office. A 

 steering committee was formed to define the structure of the 

 new team organization. The experience of the BUMPPS team 

 provided valuable expetience that formed part of the founda- 

 tion upon which OPMB began to plan and develop itself as a 

 team-based organization. In March 1998, the committee 

 presented the new concept to the rest of the staff, and by June 

 the structure was in place for the work of OPMB to be per- 

 formed by self-managing teams. 



Office of Membership and Development 



Robert V. Hanle. Executive Director {or Development 



Research is integral to everything we do at the Smithsonian. 

 It uncovers new knowledge, enriches our exhibitions, and 

 provides the foundation for our education programs. It keeps 

 the Smithsonian vital, and it inspires millions to return year 

 after year seeking fresh insights and stimulating challenges. 



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