The event should include reports from members of the SLDP team and also remarks from others at the Smithsonian whom the team has identified as agents of change to advance Smithsonian collaborations. Pherabe Kolb Senior Program Officer, Office of the Under Secretary for Finance and Administration Salim Mawani Financial Policies and Procedures Division Chief, Office of the Comptroller. Dianne Niedner Senior Program Officer, Office of the Under Secretary for History, Art and Culture Mary Augusta Deputy Director, Smithsonian Institution Libraries.
The goal was to enhance the Smithsonian's ability to form strategic collaborations by making it easier to initiate, develop, structure, monitor and evaluate them. SLDP members believe that the effective use of partnerships with external organizations will play a key role in the future success of the Smithsonioan. The Smithsonian Libraries is one of the institutions' units that has been most successful in collaboration, both internally and externally.
For cooperation to increase, participants must look to the greater good of the project rather than their own individual desire for control over the results. Another organization within the Smithsonian that has been an effective collaborator in recent years has been the Office of the Chief Information Officer.
Recommendation 5: The Smithsonian should recognize that fostering better collaboration requires
Ann Speyer, who heads the office, says "everything we do requires collaboration." In an interview, she made it clear that to be successful in collaboration, you must be ready to adapt. Carole Neves, head of the Office of Policy and Analysis, stated in an interview that in her many studies she has been surprised to find the degree to which Smithsonian employees tend to resist change. The Smithsonian should strive to be the very model of a learning organization: it should be open to new approaches that enable it to carry out its mission more effectively and efficiently.
The Smithsonian is an institution that gives its professional staff a lot of freedom. Because most employees are already fully involved, they are likely to be open to collaboration only if they believe a new project will benefit them personally. What begins as a project that benefits the Smithsonian can, over time, evolve into an ongoing effort that becomes a net liability.
While collaboration can help the Smithsonian leverage its resources, it can also be a drain on resources if the purpose of the collaboration diverts staff and money from other projects more central to the mission. Do you know someone at the Smithsonian or another organization who has already worked with these partners?
Recommendation 6: Before a major collaboration is undertaken, the Smithsonian should do a rigorous cost‐
What resources are needed to maintain the collaboration, and will it require more resources than lifting the project alone. Are they equipped to fulfill their obligations under the agreement and will they commit sufficient resources to it to ensure its success. It also requires assessments of what went well and what went badly in the collaborative efforts.
If the Smithsonian truly wants to become a learning organization more committed to the difficult work of working together, it must commit to making periodic assessments of its collective efforts to determine whether they should be expanded, eliminated, or combined. After the collaboration is complete, the Smithsonian should conduct a retrospective analysis of both its strengths and weaknesses in an effort to learn from the experience. This evaluation should not be evaluated as a way to learn from the experience and improve future efforts.
Part II: Tools for Collaboration
Recommendation 10: The Smithsonian should implement an effective tracking mechanism and create a database that can collect the primary data on all of the collaborative arrangements in existence at the
Our research found that individuals seeking to initiate collaborations too often fail to communicate with all the offices that need to be involved, including their own internal chain of command. One of our team's goals during this project has been to provide a comprehensive list of offices that should be consulted, as we have listed in the checklist below. The Office of Public Affairs and the Office of External Affairs can help them create a communications plan, including a public announcement that describes each organization's role and the mutual benefits of the event.
Recommendation 11: Staff who are establishing collaborations should ensure that they communicate
Are there any entities at the Smithsonian that you can collaborate with to achieve this goal? Are there any existing collaborations where the Smithsonian is a partner that complements or conflicts with your new proposed collaboration? In what way does the purpose of the collaboration advance the goals of the Smithsonian Strategic Plan or Unit Strategic Plan(s).
What are the resources (funding, staff, equipment, space, collections and data) that each party will be required to commit to the collaboration. How the products (research, programs, revenues, collections, inventions, relationships) of the collaboration will be shared and how they will be shared when the collaboration ends. Using our templates or developing your own, outline the key aspects of the partnership and outline the partners' roles and responsibilities.
This document will enable you to get better advice from the units in the checklist below. When using the cards, we suggest that you read them carefully and decide which of the items are relevant to your particular situation. Key: OGC=Office of General Counsel; OCON=Office of Contracting; OCFO=Office of the Chief Financial Officer; OFEO=Office of Facilities, Engineering and Operations; OGR=Office of Government Relations; OPA=Office of Public Affairs; OSP=Office of Sponsored Projects; OCIO=Office of the Chief Information Officer; OIR=Office of International Relations; SE=Smithsonian Enterprises; OEA‐OD=Office of Foreign Affairs and Office of Development.
What is the duration of the collaboration and how often is the collaboration assessed to determine whether this is the case. How are the costs for initiating and maintaining this collaboration allocated to the SI and the partner organization(s). Once the preliminary questions have been answered and the competent authorities have been consulted, the drafting of the agreement can begin.
The OGC is most likely to be the main office involved in cooperative agreements; however, other Smithsonian units may play an important role in the process, depending on the type of agreement. You may find it helpful to compile a list of tasks to be performed in the preparation, review, approval and implementation of a cooperation agreement. Draft agreements may require several iterations to gather Smithsonian input and partner organization input.
Appendices (Electronic Version Only)
Queensland would also seek the advice of the Smithsonian in erecting a landmark public building in Brisbane. 2 THEREFORE the Smithsonian and Queensland wish to continue the exploration of these projects and therefore agree to the terms of the Memorandum of Understanding as set out. If an agreement for the feasibility studies is not reached, or if, after completion of the studies, a written implementation agreement is not reached within one year from the date thereof.
For a period of one year from the date of signing this MoD, the Smithsonian Institution will not engage in discussions relating to similar matters to the projects set out herein with any other entity in any state or territory in Australia, except the Queensland Government. Final selection and lending of specific objects will be at the discretion of the Smithsonian. The Submillimeter Receiver Laboratory of the Snlitllsollian Astrophysical Observatory is engaged in the development of modern 11etherodyne receivers at submillimeter wavelengths.
The Department of Astronomy of the University of Chile has made a strong commitment to the development of astronomical observatories in northern Chile through its involvement in the future ALMA, CBI and many other international collaborations. Joint measurements of atmospheric transparency will be carried out in the Cerro Sairecabur area and other areas in Region II of Chile as part of site experiments prior to the development of the terahertz telescope. The Smithsonian will lead all fundraising efforts for Project IDEA and act as fiscal agent for all gifts and grants awarded in support of Project IDEA.
This event is made possible through the cooperation of the Smithsonian Institution and the Senator John Heinz History Center, and with the generous support of .... funders to be named if funds are secured]. The Heinz Center is aware that the Smithsonian is an entity of the United States within the scope of the Federal Torts Claims Act, 28 U.S.C. 2671, and that in some cases it may be an exclusive remedy for claims against it. This MOU constitutes the full and complete understanding of the parties and may not be amended, modified or altered in any way except in a writing signed by both parties.
IN WITNESS WHEREOF, the parties have caused these presents to be executed in duplicate as of the day and year first above written. Participants understand that some of the above collaborative activities can be grouped into phases, based on the availability of funds and other factors: The World Bank is expected to provide staff input and direct financial support to NZP in the development and delivery of the training programs during the pilot phase, in addition to NZP's in-kind contribution of staff and facilities.
The officers with overall responsibility for overseeing and coordinating activities under this MOU are listed below. However, publications resulting from such collaborative activities and projects may acknowledge the cooperation of the Participants, provided that the text has been formulated jointly by the Participants.
