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SmithsonianInstitution|TheBoardofRegents

REPORTOFTHEREGENTSADVISORYPANELINTRODUCTION

FollowingtherecenteventsregardingtheexhibitionHide/Seek:DifferenceandDesireinAmericanPortraitureattheNationalPortraitGallery(NPG),theBoardofRegentsaskeditsExecutiveCommitteeandtheChairofitsGovernanceandNominatingCommitteeto

conveneapanelofindividualstoreviewthefutureofSmithsonianexhibitionplanning

policiesandpracticesandassisttheRegentsinthinkingthroughissuesraisedintheroleof

theSmithsonianasanationalculturalinstitution.

ThepanelconvenedbytheBoardofRegentsconsistedofRegentJohnMcCarterasChair,

Earl(Rusty)

A.

Powell

III,

Director

of

the

National

Gallery

of

Art,

and

David

Gergen,

Harvardprofessor,CNNanalyst,andWhiteHouseAdvisortofourPresidents.

PanelChargeTheBoardrequestedthatthepanelconductaforwardlookingreviewoftheSmithsonians

existingexhibitionpoliciesandpracticesastheyrelatetopotentiallysensitiveand

controversialthemesandcontent. Indoingso,theBoardaskedthatthepanelgivespecial

considerationtofactorssuchasthenewstrategicplan,newmodesandincreasedspeedof

communicationinadigitalworld,thedevelopmentofdigitalassets,andincreased

pressureson

public

funding.

As

asecond

charge,

the

Board

requested

that

the

panel

identifyanyissuesforfurtherreviewandprovideguidance,asappropriate,toassistthe

BoardandtheSecretaryindeterminingnextsteps. TheBoardaskedthatthepanelgive

specificconsiderationtorecommendingbestpracticesforcommunicatingwithinternal

andexternalstakeholdersaboutexhibitionsastheyareplannedandimplemented,

especiallyduringtheinevitabletimeswhenparticularexhibitionselicitpassionateviews

andcontroversy. TheBoardrequestedthatMr.McCarterreportonthepanelsworkatthe

January31,2011,meetingoftheBoardofRegents.

PanelPreparationandMeetingTheChairbeganbyreviewingtheexhibitioncatalogueandsubsequentlyvisitedthe

exhibitionwithNPGDirectorMartinSullivan. TheChairthenmetforafulldaywith

Smithsonianstaff,includingthedirectorswhohadconductedaninformalpeerreviewof

Hide/SeekfortheSecretary.

Inpreparationforitsmeeting,thepanelreviewedthecurrentSmithsonianpolicyon

exhibitionplanning(SmithsonianDirective603);EPluribusUnum:ThisDivineParadox,ReportoftheCommissionontheFutureoftheSmithsonianInstitution(1995);articleson

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therecentcontroversyconcerningtheHide/Seekexhibition;andasummaryofhistorical

museumcontroversiesbothattheSmithsonianandelsewhere.

ThepanelconvenedonJanuary17,2011,andmetwiththeSecretary;theUnderSecretary

forHistory,ArtandCulture;currentandformerdirectorsofSmithsonianmuseums;the

directorsoftheSmithsonianOfficesofCommunicationandExternalAffairsand

GovernmentalRelations;

and

Regents

staff.

FRAMINGTHEDELIBERATIONSThepanelusedfourquestionstoframeitsdeliberations,observations,andrecommendations:

1. Whatistheroleofanationalmuseuminstimulatingdialogueonpotentiallysensitiveandcontroversialculturaltopics?

2. Whatbestpracticesareapplicableforcommunicatingwithinternalandexternalstakeholdersaboutpotentiallysensitiveandcontroversialexhibitionsbothduringtheplanningstageandafteropeninginthecaseofcontroversy?

3. WhatisthespecificroleoftheRegentsasboththeresponsiblegoverningbodyandasaresourceforSmithsonianmanagementwithregardtotheplanningandexecutionofpotentiallysensitiveandcontroversialexhibitions?

4. WhatcoreprinciplesandpracticesshouldtheRegentsandmanagementoperateunderwhentheinevitablecontroversiesarisethreateningsomecrucialaspectofthepublictrust?

OBSERVATIONSANDRECOMMENDATIONSA. PERSPECTIVEObservation

Hide/Seekisnotthefirstexhibitiontogeneratecontroversy. OthermuseumcontroversiesinrecentmemoryattheSmithsonianandelsewhereinclude:theEnolaGay(SmithsonianNational

Air

and

Space

Museum);

RobertMapplethorpe:ThePerfectMoment(Corcoran

GalleryofArtandContemporaryArtsCenterofCincinnati);Sensation:YoungBritishArtistsfromtheSaatchiCollection(BrooklynMuseumofArt);BackoftheBigHouse:TheCulturalLandscapeofthePlantation(LibraryofCongress);satiricalpaintingofthelateChicagoMayorHaroldWashington(SchooloftheArtInstitute);andthestatutoryamendment

requiringNationalEndowmentfortheArtstoconsidergeneralstandardsofdecencyasa

factorforfundinganddenialofgrantstofourartistsonthatbasis. Controversieshave

extendedtoexhibitionsinthefieldsofart,history,culture,andscience.

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Recommendation

TheSmithsonianshouldassumethatcontroversieswillariseinthefutureandhavethe

potentialtobeamplifiedandacceleratedduetothenewmodesofcommunicationvia

socialmedia,Internet,anda24hournewscycleandsomustplanaprocesstoanticipate,

prepare,and

manage

reactions

with

all

of

its

stakeholders.

B. THENATIONSMUSEUMObservation

TheSmithsonianisAmericaslargestpublicculturalspace. Itisacomplexinstitutionof

greatinternationalimportanceand,asarepresentativeoftheAmericanpeople,hasbroad

constituenciesthepublic,thegovernment,thephilanthropiccommunity,andthe

Smithsonianstaff. ItisownedbytheAmericanpeople.

Asthenationalmuseum,theSmithsonianmustleadandencouragecivildialogueon

importantandtransitionalissuesfacingthenation. Todothat,theSmithsonianis

obligatedtoproducethoughtfulexhibitionsandprogrammingwiththemesorcontentthat

mayattimesbeconsideredcontroversialorsensitive. TheSmithsoniansroleistoelevate

andleaddiscoursebycontributingobjectivescholarshipandamultidisciplinaryperspective

onpotentiallyflashpointissues.

Thereisinherenttensionbetweenthecultureoffreeexpressioninthescholarlyand

artisticcommunitiesandalargelygovernmentfundedinstitution. Failuretorecognizethe

realityofthistensionanditseffectsonthevariousconstituencies,audiences,andnatural

alliancescanresultinserious,negativelongtermconsequencesfortheleadershiproleof

theInstitution. Ontheotherhand,avoidingtherisksnecessarytoilluminatetheimportant

issuesfacingsocietyandtheAmericanpublicwoulddiminishtheroleofthenations

culturalorganization.

Recommendations

1. TheSmithsonianshouldcelebrateournationalheritagewithparticularattentiontovisitsfromfamiliesandschoolswhicharelongstandingAmericantraditions. Itshouldtake

advantageofthenewdigitalworldandtheaccesstoschoolsandhomesthatgreatly

enhancethe

institutions

educational

role.

2. Atthesametime,theSmithsonianmustencourageandprovideaforumfordialogueontheimportantissuesoftheday. Thismandatecarriestheobligationtoproduceexhibitions

thatmaybecontroversial. Topicssuchasimmigration,raceandethnicity,religion,climate

change,andsexualidentityarewithinthescopeofthecurriculumandshouldleadto

informedcivicdiscourse.

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3. TheSmithsonianmustcommunicateeffectivelywiththeCongresswithparticularattentiontonewmodesofmessagingandbroadcongressionalinterestintheSmithsonian.

4. TheInstitutionmustexplaintheimportanceofitsFederalfundingtothepublic,andtotheacademicandmuseumcommunities.

C. CURATOR,DIRECTOR,SECRETARYObservation

Curatorialfreedomofexpression,expertise,andauthorityarecriticaltoaflourishing

museum.

Museumdirectors,whilenotexpertineverycuratorialfieldintheirinstitution,shouldhave

competenceingeneralsubjectmatterandconfidenceintheirjudgmentandintheir

leadershipoftheexperienceintheirmuseums.

Astheleaderofalargeandcomplexinstitution,theSecretaryisnotinvolvedincuratorial

decisions. However,theSecretaryissometimesfacedwithmanagerialissuesthataffect

exhibitionsandshouldseektimelyinputfromarangeofappropriateadvisorstoassistin

decisions.

Recommendations

1. SmithsonianDirective603isanexcellenttemplateandshouldbestudiedandfollowed.Newtechnologies,includingfilmandtheInternet,shouldberecognized. Standardsand

processesforreactingtotheeruptionofpubliccontroversiesshouldbeclarified,including

timing,involvementofadvisoryboardsandreview.

2. TheSmithsonianappropriatelyreliesonguestcuratorsfromthescholarlycommunitytobringworldclassscholarshiptoitsmuseums. Primaryresponsibilityforplanningand

implementingexhibitionsshouldresidewithSmithsoniancuratorsandscholars. When

usingcontentprovidedorproducedbynonSmithsonianscholarsorusingscholarshipfrom

theoutside,theSmithsonianshoulddesignate,asisprovidedinexistingpolicy,a

Smithsonianscholarwithappropriateexpertiseandauthoritytoreviewthecontentand

provideinstitutionalaccountability. Ultimatedecisionmakingforallexhibitionsrests

firmlywithintheSmithsonian. Adequatetimeforexhibitiondevelopmentshouldbe

providedand

authority

over

outside

expert

curators

should

be

established

at

the

outset

andexercised.

3. Inanticipationofpossiblycontroversialexhibitions,theSmithsonianshouldprovideanopportunityforpublicinputorreactionatpredecisionalexhibitplanningphases.

Culturallysensitiveexhibitionsshouldbepreviewedfromadiversesetofperspectives. It

wouldseemappropriatefortheSmithsoniantobefullyinformedaboutredflagsbefore

exhibitionsgopublic. Thus,weurgethattherebeadiversityofperspectivesbroughtto

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bearinadvance. DiversityinallitsaspectsishighlightedintheInstitutionsstrategicplan

andshouldbeembraced.

4. TheSmithsonianshouldusetheInternetduringexhibitionstofacilitatediscussionofconflicts,debates,disagreements,andotherviewsasawayoflisteningtoSmithsonian

audiencesandinforminginstitutionalresponses. Socialnetworksareimpactful,newways

ofcommunicating.

5. Intheabsenceofactualerror,changestoexhibitionsshouldnotbemadeonceanexhibitionopenswithoutmeaningfulconsultationwiththecurator,director,Secretary,and

theleadershipoftheBoardofRegents.

6. Fourinitiativesshouldbeconsidered:a. WeapplaudtheformationoftheSecretarysDirectorsAdvisoryGroup,whichcan

providethetimelyinputneededbytheSecretary.b. Further,theartmuseumdirectorsshouldbeassembledandchargedtobringin

colleaguesfromthebroadmuseumcommunitytofamiliarizethemwiththeSmithsonian,establishbridgesofunderstanding,andbuildnaturalalliances.Professionalassociationsofothermuseumdirectorsarealsoaresource.

c. Theconceptofanombudsman,PublicEditor,orothertechniquesshouldbeexploredtoensurethatabroadrangeofopinionisavailabletotheSecretary.

d. TheSmithsonianshouldconsiderinitiatingasummerexecutiveeducationinstituteforcuratorsanddirectorstodiscusscasestudiesapplicabletoSmithsonianexhibitionplanningandimplementation. Theprogramwouldemphasizeproblemsandstrategiesandbestpracticesforcrisismanagementintheuniquecontextofanationalmuseum.Anexecutiveeducationprogramshortinduration,builtaroundcasestudieswouldallowcuratorsandotherstocometogetherinmutualdeliberationonquestionsabouttheroleoftheSmithsonianinitsmanyexhibitionsandhowtohandlecontroversiesaftertheybreakout.

7. ContinuouscommunicationwithmembersoftheHouseandSenate,includingleadership,relevantcommitteemembers,andindividualmembersandspousesisessential. Further,

theSmithsonianshoulddevelopdeepworkingrelationshipswithmanymembers,including

butnot

limited

to

the

leaders

of

its

oversight

committees.

Outreach

should

include

museumvisits,directorandcuratorialexpertise,orientationsessions,andcelebrationsof

interesttomembers.

8. Useofanimmediatepublicforumforthecommunitytoexpressviewsisimportantaroundcontroversies.

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D. MUSEUMBOARDSANDREGENTSObservation

MuseumboardsandtheSmithsonianNationalBoardaresourcesofenthusiasm,outreach,

andfinancialsupport. Theyprovideguidanceandinmanycasestheysetpolicy. Theyare

essentialparticipants

in

the

Smithsonian

community.

UltimateresponsibilityfortheSmithsonianrestswiththeBoardofRegents. That

responsibilityincludesensuringthattheSmithsoniansprogramsareconsistentwithits

missionandnatureasapublictrust. Thestrategicplanandmuseumcalendarsprovide

insightintopendingissuesthatmightimpactthattrust. Atthesametime,individual

Regentsrepresentandreflectthediverseperspectivesofthenationanditsgovernment.

TheRegentsshouldbereliedupontoprovidecandidobservationsandadviceon

potentiallycontroversialexhibitions. TheRegentsStrategicPlanningandPrograms

Committee,forexample,canhelpidentifypotentiallysensitiveexhibitionsthatmight

requirefurther

Regent

engagement

and

provide

guidance

on

anticipating

and

responding

tocontroversies. Opencommunicationandearlyconsultationbetweenadeeplyinformed

SecretaryanddeeplyinformedRegentsiscritical.

Recommendations

1. Themuseumboardsshouldbeactivelyinvolvedinmuseumsandmadeawareofissuesandconsultedonmajorchallenges.

2. TheRegents,throughitsStrategicPlanningandProgramsCommittee,shouldreviewthethreeyearmuseumexhibitioncalendartoassessthecurriculumagainsttheGrand

Challenges,thenationsagenda,andpotentialcontroversies.

3. PresentationstotheRegentsshouldbefocusedonmajorissuesthatimpactstrategy,budget,resources,andreputation.

4. CongressionalRegentsshouldleadtheoutreachtotheHouseandSenate.CONCLUSION

Weraiseallofthesequestionsinthespiritofrecognizingandcelebratingthewonderful

workthat

the

Smithsonian

does,

even

as

we

try

to

surface

issues

that

deserve

further

exploration.

January31,2011

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