levels of communication to staff. Information on employee 

 rights and sources of support to staff were provided to all staff. 

 Dissemination of summaries of senior staff meetings to all 

 staff were expanded upon and reinforced. Timeliness of perfor- 

 mance plans and evaluations were improved including report- 

 ing to staff on overall status. Other action steps were 

 completed and others will be implemented in fiscal year 1997. 



Several major financial initiatives were undertaken during 

 this fiscal year. Major projects included the development and 

 implementation of a new general ledger system which in- 

 cluded a new accounting classification and coding structure. 

 The system was up and running in September to receive fiscal 

 year 1997 requisitions. Once fully implemented the system 

 will provide more timely and useful financial information. At 

 the same time the accounts payable/ purchase order system, 

 contracting system and other feeder systems were converted to 

 the new coding structure. This year also saw a major effort to 

 convert to new accounting standards (SFAS 116, 117 and 114). 

 Other office activities included the following: coordinated 

 Finance activities with other Operations Directorate units 

 through participation in the Operation Directorate Steering 

 Committee; prepared the financial report for the Smithsonian 

 Year ip<?£ streamlined accounting for reimbursement (2R) funds; 

 expanded finance leadership team to broaden and diversify leader- 

 ship base; provided financial guidance to the National Postal 

 Museum through participation in their Oxirdinating Commit- 

 tee; established financial reporting and management structure for 

 Smithsonian 150th anniversary activities; provided leadership and 

 training in support of total quality management, organizational 

 development, skill development, etc. for the Operations Direc- 

 torate units; provided financial advice and direction on ma]or 

 financial initiatives such as the Discovery Center Project at the 

 National Museum of Natural History, the National Air and 

 Space Museum extension at Dulles Airport, the America's Smith- 

 sonian traveling exhibition. 



More detailed information on the above items as well as 

 other financial initiatives and activities can be found under 

 the entries for the Finance units listed above. 



the Smithsonian's appropriated Federal and Institutional trust 

 funds. The Business Contracting Division manages and has 

 oversight for contracting for income generating and special 

 relationship business contracts. The Travel Services Division 

 manages all of the Smithsonian's travel bookings and arrange- 

 ments for worldwide activities. The Property and Inventory 

 Management Branch has responsibility for the Institution's ac- 

 countable property control system. 



During Fiscal Year 1996, the office provided regular and on- 

 going support to the Institution's numerous exhibits, projects, 

 and programs, and negotiated contracts for the opening, opera- 

 tion, and closing of each convention center site for the 

 America's Smithsonian Exhibition (Los Angeles, CA; Kansas 

 City, MO; New York, NY; Providence, R.I). The office was 

 also integral in the design and fabrication of the America's 

 Smithsonian Exhibition, negotiating and contracting for all 

 necessary components and logistical requirements for each ex- 

 hibition site (exhibit design and fabrication; installation and 

 de-installation at each site; security; special event planning; 

 audiovisual tours and productions; event fund raising; conces- 

 sion and museum shop operators; and all travel of personnel, 

 museum objects, exhibits, and equipment.) In addition, the 

 office negotiated and contracted for significant elements of 

 the Smithsonian's 150th Anniversary Birthday Party on the 

 Mall, which included entertainers, fireworks, staging, sound 

 and lighting systems, video services, giant screen television 

 systems, and arrangements for the new Smithsonian bell. Fur- 

 ther, the office was instrumental in assisting the Office of 

 Folklife Programs and Cultural Studies in establishing the 

 Southern Crossroads Program at Centennial Olympic Park 

 during the 1996 Summer Olympic Games in Atlanta, GA. 



Office of Human Resources 



Carolyn E. Jones, Director 



Off zee of Contracting and 

 Property Management 



John W. Cobert. Director 



The Office of Contracting and Property Management con- 

 tinued to provide central contracting, procurement, and ad- 

 visory services for all Smithsonian museums, research 

 institutes, and offices. The office is responsible directly, 

 through its staff, and indirectly, through the issuance and 

 oversight of delegations of contracting authority to various of- 

 fices, for the negotiation, contract formation, and continuing 

 contract administration involving the expenditure of most of 



The Office of Human Resources has launched a comprehen- 

 sive personnel reform initiative designed to develop a series of 

 recommendations that will have a significant impact on 

 human resources management at the Institution. 



The Office of Human Resources worked closely with the 

 Smithsonian Astrophysical Observatory (SAO) in a pilot 

 ptoiect designed to delegate certain classification authorities 

 to SAO line managers. If successful, the project will be ex- 

 panded to include broader authorities and additional 

 managers. 



The Office of Human Resources Training Unit conducted 

 an Institution-wide training needs assessment. The survey 

 went to all SI executives, managers, and supervisors and gave 

 each of them the opportunity to assess the training courses of- 

 fered by OHR and make suggestions for additional courses. 

 The survey results were extremely positive. 



92 



