Our Five-Year Plan Charts a Bold Future for the Smithsonian
Throughout the drafting process for “Smithsonian 2027: Our Shared Future,” we never stopped asking: what can the Smithsonian become? How can we build on tradition without being held captive by it?
On Tuesday, Dec.13, Board of Regents Chair Steve Case and I discussed our five-year strategic plan Smithsonian 2027: Our Shared Future at the Smithsonian Board of Regents Public Forum. I hope many of you were able to tune in, but regardless of whether you caught the live conversation, I wanted to highlight some aspects of our vision for the Smithsonian’s future that resonated most with me.
I would also like to pull back the curtain on some of the thinking that informed the drafting process. First and foremost, I want to be transparent: all too often, “strategic plans” get stuck in the strategy and never move to implementation. That will not be the case for the Smithsonian. At every step of the drafting process, we discussed the practical implementation just as much as the theoretical underpinnings.
We were also determined not to lose sight of the bigger picture. I insisted that throughout the creation and implementation of Our Shared Future, we never stop asking: how can we build on tradition without being held captive by it?
The question is a big one for an institution nearly two centuries old. The rich history of the Smithsonian is integral to the institution; it must be protected and revered, but not blindly. Some of the public’s trust in us is derived from our long history as a prominent fixture on the National Mall and in the American story, and we must harness that. But if we rely too heavily on the reputation of the Smithsonian as a historical institution, we risk becoming a relic of the past.
It is our responsibility to serve as a reservoir of knowledge that the public can dip into; and to be a trusted resource for people looking to navigate an increasingly complicated public discourse or simply to better understand our past and present. Today’s political climate makes that a weighty responsibility, but I would always rather our museums be places that take risks to make the country better than places where history and science are relegated to academic exercises.
It is my hope that in the years to come, each of you will partake in and bear witness to an evolving Smithsonian that becomes increasingly digital and nimble, builds public trust, helps illuminate the scientific world, and expands its reach into every classroom in the country. Every pillar of our strategic initiative is about building a Smithsonian that stands the test of time.
The Smithsonian’s Climate Action Plan does so in the literal sense: a core tenet of our vision is to solidify our position as a leader in sustainability, scientific research, and climate education, so that our institution can continue to serve the country and the world for generations to come. That mission includes a focus on environmental justice. I firmly believe that climate change is a civil rights issue; that ethos is reflected in our strategic plan.
We are also focusing on race and racism in a separate initiative called Our Shared Future: Reckoning with our Racial Past. It is my hope that the Smithsonian can holistically examine its own past and present, including the ways we have portrayed and sometimes misconstrued our history. In doing so, I know we can strengthen our resolve to tell the broadest and most truthful version of the American story. We will invite people of every race, religion, and political affiliation into a larger conversation on what it means to be American.
We held our first national conversation on race earlier this month at the National Museum of African American History and Culture, and there’s much more in store in the years ahead. I am cognizant, however, that these conversations can sometimes happen in an echo chamber. That is why we are also building a program to promote dialogue with rural audiences: our exhibitions, educational programming, and digital content will bring the Smithsonian far beyond the District, in a more equitable fashion than ever before.
While these initiatives will broaden the scope of our existing collection of museums and research centers, I am particularly excited about the two brand new museums joining our institution. The Smithsonian American Women’s History Museum and the National Museum of the American Latino are waiting on congressional approval for our recommended sites on the National Mall; the next five years will bring about major progress for both museums.
Even before the building sites are finalized, these new museums are making connections with institutions, communities, and citizens; they will be created by the Smithsonian but owned by everyone. And I do mean everyone—they do not tell the story of a particular community in isolation, but rather the story of how a community shaped a nation.
These museums—especially in concert with our full strategic plan—will bring us closer to a Smithsonian that serves and represents the full American populace. As this year draws to a close, I am excited for all that is to come and grateful for what we have accomplished so far. I could not be prouder of the team that will make this vision a reality.
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Posted: 17 December 2022
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