Smithsonian Institution FY 2023 Budget Summary, Schemes and Mind Maps of History

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Smithsonian

Fiscal Year 2023

Submitted to the Committees on Appropriations Congress of the United States

Smithsonian Institution

Fiscal Year 20 23

Budget Justification to Congress

Revised

April 2022

SMITHSONIAN INSTITUTION (SI) Fiscal Year 20 23 Budget Request to Congress TABLE OF CONTENTS INTRODUCTION Overview .................................................................................................... 1 FY 20 23 Budget Request Summary........................................................... 7 SALARIES AND EXPENSES Summary of FY 20 23 Changes and Unit Detail........................................ 11 Fixed Costs Salary and Related Costs ................................................................... 15 Utilities, Rent, Communications, and Other ........................................ 17 Summary of Program Changes................................................................ 20 No-Year Funding...................................................................................... 34 Object-Class Breakout ............................................................................. 34 Federal Resource Summary by Performance/Program Category ............ 35 MUSEUMS AND RESEARCH CENTERS Enhanced Interdisciplinary Research ................................................ 37 National Air and Space Museum ........................................................ 43 Smithsonian Astrophysical Observatory ............................................ 51 Major Scientific Instrumentation.......................................................... 56 National Museum of Natural History ................................................... 61 National Zoological Park ..................................................................... 67 Smithsonian Environmental Research Center .................................... 72 Smithsonian Tropical Research Institute............................................. 75 Arthur M. Sackler Gallery/Freer Gallery of Art .................................... 79 Center for Folklife and Cultural Heritage............................................. 83 Cooper Hewitt, Smithsonian Design Museum..................................... 88 Hirshhorn Museum and Sculpture Garden.......................................... 91 National Museum of African Art .......................................................... 96 Anacostia Community Museum ........................................................ 100 Archives of American Art .................................................................. 103 National Museum of African American History and Culture .............. 107 National Museum of American History, Behring Center ................... 113 National Museum of the American Indian ......................................... 120 National Museum of the American Latino ......................................... 124 National Portrait Gallery.................................................................... 129 National Postal Museum ................................................................... 136 Smithsonian American Art Museum.................................................. 140 Smithsonian American Women’s History Museum ........................... 145 MISSION ENABLING Outreach ........................................................................................... 150

• The SI Traveling Exhibition Service and Affiliations; Educational Outcomes and Academic Programs ; the Office of Educational Technology ; the Office of Academic Appointments and Internships ; and the SI Scholarly Press Communications ............................................................................... 155 Institution-wide Programs ................................................................. 159

• The offices of the Secretary; Deputy Secretary, Under Secretary for

Museums and Culture; Under Secretary for Science and Research;

For years, we have digitized our objects, specimens, archival materials, and library books to make them more accessible to the public. Our museums and libraries have created digital images for more than five million objects, specimens, and books, and electronic records for more than 3 4 million artifacts and items in the national collections. Our Digitization Program Office has created 3D digital images for collection objects people can access, explore, and even print, such as the Apollo 11 command module, Columbia. And in February of 2020, we launched Smithsonian Open Access, an initiative that makes nearly four million digital objects in our collections freely available for anyone to download, share, and reuse for any purpose. To date, people have viewed this content more than 125 million times and downloaded it nearly 8 million times, using our digital assets to explore, discover and create for themselves. Since the beginning of the pandemic, we have also seen a massive increase in the number of digital volunteers signing up to work at the Smithsonian Transcription Center. We now boast more than 56,000 active digital volunteers who transcribed 264,000 pages of archival material in FY 2021 alone. Even with our building reopened to the public, the Smithsonian will continue to maximize our digital potential. We have created a new, Institution-wide Digital Steering Group that is developing concrete plans to make us a more virtual Smithsonian. In support of that goal, we hired a Head of Digital Transformation, the Smithsonian’s first leadership role exclusively devoted to developing a pan-institutional digital strategy, to execute this plan. With her guidance, we will conceptualize, integrate and prioritize ongoing digital initiatives; consider and act on new and innovative ideas; and implement the cultural and structural reforms needed to support a “One Smithsonian” digital approach. By prioritizing innovative and ongoing digital initiatives, we will have a more expansive, integrated digital portfolio to reach audiences across the nation and around the world. It will allow people to experience our world-renowned scholarship, research, and collections in new and exciting ways. This initiative will be organized around themes such as democracy, race, innovation, sustainability, and identity. By seeking out more innovative partnerships to leverage state-of- the-art resources, we can scale up our use of groundbreaking technology and reach new audiences worldwide. Expanding our reach also means looking beyond America’s borders. As the world’s largest museum, education, and research complex, we can engage audiences and populations across the globe. Today, the Smithsonian works in more than 100 countries and on every continent. We have active research and training facilities in Panama, Belize, and Kenya, where the next generation of global science and cultural scholarship intersects with and informs our own research programs at home. Through strong international collaborations and partnerships, the Smithsonian is helping to tackle some of the world’s most pressing challenges: the climate crisis, global health, cultural conservation, and more. And in 2021, we launched our first-ever International Strategic Framework, setting a new course for international engagement to support the Smithsonian’s global efforts. Greater Relevance One of the Institution’s strengths that we want to leverage during this national reckoning on race and identity, and in the years ahead, is our ability to engage people in meaningful dialogue where they live. Accordingly, we have launched several initiatives to help the public grapple with the nation’s continuing racial divide. For example, Our Shared 2

Future: Reckoning with Our Racial Past , the first coordinated Smithsonian effort to explicitly address racism and racial equity, explores how Americans confront race, its impact on communities, and the way it shapes our nation’s future. Since our first forum in August of 2021, the initiative has brought people together to talk, share, and learn from one another. In addition, the Smithsonian is continuing to help audiences explore how America’s past informs its present, through exhibitions like Make Good on the Promises: Reconstruction and Its Legacies at the National Museum of African American History and Culture (NMAAHC) and Food for the People: Eating and Activism in Greater Washington at the Anacostia Community Museum (ACM). The Smithsonian is also collecting contemporary items which deal with the COVID- 19 pandemic and systemic racism so that future visitors and scholars can understand the impact of the coronavirus and the social justice movement at this turning point in the life of our nation. The NMAAHC and the National Museum of American History (NMAH) are documenting the coronavirus pandemic for posterity and exploring how best to exhibit those collections. Those museums and the ACM are also collaborating to collect and preserve oral histories, homemade masks, and signs from Black Lives Matter protests in Lafayette Square Park, next to the White House, following George Floyd’s tragic death at the hands of a police officer. As an institution that represents all Americans, we also take seriously the need to encompass diversity, equity, accessibility, and inclusion (DEAI) within the walls of our museums, research centers, and educational facilities. That is why we are working diligently to find a Head Diversity Officer who has the deep background and expertise to show us how we can provide leadership in this important area. This person will help us develop a “One Smithsonian” strategy, serving as a resource to support individual unit efforts and facilitating internal conversations about how we can model best practices in DEAI among cultural institutions. With a focus on our top priorities to drive large, visionary, interdisciplinary research and reach one billion people a year with a “digital-first” strategy, the Smithsonian will continue to address relevant topics through scientific research, collecting, and public programming on topics such as climate change, zoonotic diseases, life during the COVID-19 pandemic (as well as the science related to it), and understanding the impact of race on our nation. By rigorously studying important societal issues and serving as a model for the civil discourse needed to address different points of view, we will stay abundantly relevant to the audiences we serve. Finally, thanks to the wisdom and boldness of Congress, we have been tasked with bringing to life the Smithsonian American Women’s History Museum (SAWHM) and the National Museum of the American Latino (NMAL). We have selected advisory boards for each Museum and recently named Jorge Zamanillo the founding director of NMAL even as we also start the process of searching for permanent leadership for SAWHM. In 2022, the Molina Family Gallery will open at the NMAH. Dedicated to recognizing Latino contributions to the United States, this gallery will serve as a preview to the NMAL. With the success of the NMAAHC, we have proven expertise in creating poignant, powerful museums that tell the American story through different lenses. These forthcoming museums will help the Smithsonian further reimagine what new cultural institutions look 3

USA Today insert will be distributed nationwide in March of 2022, featuring content from the Smithsonian American Women’s History Initiative. In the coming years, the Smithsonian will continue developing our STEM education offerings, particularly for those populations that have been underrepresented in science and technology. We are thrilled to begin the process of building the new Bezos Learning Center at the National Air and Space Museum. The Center will feature programming, activities, and lessons to encourage students to pursue innovation and explore careers in STEM fields, as well as provide resources for STEM educators. And to kick off Women’s History Month in 2022, the Smithsonian is celebrating women and girls in STEM with the new exhibition #IfThenSheCan. The exhibition will display 120 statues of contemporary women innovators and role models to highlight the extraordinary contributions women have made to STEM and inspire the next generation of learners. Based on our history and respected reputation, I plan to continue applying innovative thinking to ensure our position as a national leader, not only in lifelong learning, but also in pre-K–12 education. My goal is for the Smithsonian to reach every classroom in America. As we have proven during this challenging and difficult time, educational materials based on our science and scholarship can enhance the ways students and teachers engage in 21st-century learning. We are developing a model of the future of education and museums through a collaboration with the Washington, DC, public school system. Sharing that work nationwide and abroad while drawing on best practices and lessons learned will expand our impact and help us make the most effective use of our resources. As an example, in September of 2021 we hosted the first annual Smithsonian Educator’s Day, a free, virtual conference for educators and administrators from around the nation to share classroom innovations, best practices, and resources with one another. As all these projects are implemented, program managers will monitor distance learning and other education outreach audience participation rates to gauge the effectiveness of the Smithsonian’s work to catalyze national conversations on climate change, public health, and race so we can fine tune our resources and knowledge-sharing platforms for maximum impact to serve the American people. Looking Ahead In 2022 , we look forward to several landmark events, exhibitions, and anniversaries which will continue to engage our public, inspiring curiosity and wonder. Opening in the spring of 2022 at the National Postal Museum, Baseball: America’s Home Run will commemorate historic, culture-defining moments and bring a unique perspective to America’s national pastime. In May, the 50th anniversary of the Smithsonian American Art Museum’s Renwick Gallery will enable people to reflect on the importance and legacy of boundary-pushing creativity in contemporary arts and crafts. Later in 2022, the Smithsonian will celebrate the 50th anniversary of giant pandas at the National Zoo, where our scientists have been leaders in biology, conservation, and international collaboration to save those rare animals as well as other endangered species around the world. I am also excited by the new leadership across the Smithsonian that will make all these efforts possible. In the past year we have welcomed new directors at the National 5

Museum of the American Indian, Cooper Hewitt, Smithsonian Design Museum, the National Zoo, Smithsonian Libraries and Archives, and the National Museum of African Art, as well as a new Under Secretary for Administration. This professional management team is helping reimagine and reshape the future of the Smithsonian. The past two years have been a once-in-a-generation stress test for the American people as we have all had to deal with the uncertainty, anxiety, and fear of these multiple crises. Despite this, our difficult circumstances have reinforced what an amazing group of people we have at the Smithsonian. In 2021, the Smithsonian celebrated its 175th anniversary. Since our founding in 1846, we have used our collections, scientific research, scholarship, and education to serve the American people and the citizens of the world. Rather than take the opportunity of an anniversary to look back, however, we chose to look ahead to what is possible. The Smithsonian of tomorrow will ensure every home and classroom has access to the digital content of our nation’s priceless treasures. We will work together to serve our public more nimbly and more effectively. We will be a trusted source of knowledge that explores and grapples with what it means to be American. We will harness our institutional expertise to elevate science in the global discourse. And we will engage with educational systems throughout the country to build and enrich a national culture of learning that reflects the best of what the United States can achieve when we work together in pursuit of our dreams. With the funds requested in our FY 2023 budget submission, the Institution will continue to address our aging infrastructure needs, plan for developing two new museums, advance groundbreaking scientific research, strengthen the Smithsonian’s support for education for learners of all ages, and help all Americans engage in constructive and much- needed conversations about the many challenges our nation faces today. From addressing global climate change, to overcoming structural racism and finding ways for us to reconcile our differences, and supporting the very structure of democracy itself by serving as a role model for civil discourse, the Smithsonian will put its federal appropriation to good use for the benefit of all our fellow citizens. I am convinced that we can be the best version of ourselves, a fully realized version of the Smithsonian that Americans need and deserve. With the continued support of the Administration, Congress, and the American people, I have no doubt we will continue to welcome everyone to learn, marvel, and imagine, using our creativity and intellectual capital for the good of society. I look forward to seeing this hallowed Institution’s continuing transformation into a cauldron of ideas, innovation, and understanding that reaches more people and has greater impact than ever before. Though we have been through storms in the recent past, our shared future remains bright. Lonnie G. Bunch III Secretary Smithsonian Institution 6

SMITHSONIAN INSTITUTION

FY 20 23 BUDGET SUMMARY

BY APPROPRIATION ACCOUNT

SMITHSONIAN INSTITUTION

FY 20 23 BUDGET SUMMARY

BY APPROPRIATION ACCOUNT

FACILITIES CAPITAL FTEs^ Amount

SMITHSONIAN INSTITUTION

SALARIES AND EXPENSES (S&E)

FY 2023 Request

 - • Research Equipment Pool - • Information Resources Management Pool - • Collections Care and Preservation Fund - • Asian Pacific American Initiative Pool.............................................. - • Research Program Initiatives........................................................... - • Digital Support Pool - • Education Initiatives Pool................................................................. 

• Smithsonian Exhibits.........................................................................
• Museum Support Center...................................................................
• Museum Conservation Institute
• Smithsonian Libraries and Archives..................................................
• Office of the Chief Information Officer...............................................
• Administration
• Office of the Inspector General Under Secretary for Education; and Under Secretary for Administration
• Facilities Maintenance
• Facilities Operations, Security, and Support
• Overview FACILITIES CAPITAL
• Summary Tables
• Revitalization Projects
  • Restore Historic Core (Castle/AIB)
  • National Air and Space Museum
    • National Zoological Park...................................................................
  • National Museum of Natural History
  • National Museum of American History..............................................
  • Hirshhorn Museum and Sculpture Garden........................................
  • Smithsonian Tropical Research Institute...........................................
  • Suitland Collections Center...............................................................
  • Smithsonian Environmental Research Center
  • Cooper Hewitt, Smithsonian Design Museum...................................
  • National Museum of the American Indian
  • Smithsonian Astrophysical Observatory
    • National Museum of African American History and Culture
    • Quadrangle.......................................................................................
    • Multiple Location Revitalization Projects...........................................
• Facilities Planning and Design
• Construction (POD 6).............................................................................
• Organization Chart APPENDIX
• Visitation Chart.......................................................................................
• Trust Funds Summary............................................................................
• Appropriation Language and Citations
• FY 20 22 Enacted 4, 080 $ 8 52,215, SALARIES AND EXPENSES FTEs Amount
• FIXED COSTS INCREASES 26,250, - Salaries and Related Costs 0 21,220, - Utilities, Rent, Communications, and Other 0 5,030, - New Museums 20 4 ,000, PROGRAM INCREASES - National Museum of the American Latino 11 2 ,000, - Smithsonian American Women’s History Museum 9 2 ,000, - Enhanced Interdisciplinary Research 20 8,150, - Research Support 20 8,150, - Expand Digital Technologies 16 6,7 50 , - Digital Support 14 5, 0 00, - Education Support 2 1,750, - Understand and Impact 21st Century Audiences 7 9 35, - Visitor Engagement 5 635, - Exhibit Support 2 30 0, - Preserve Our Natural and Cultural Heritage 11 5,1 00 , - Animal Welfare 1 6 00, - Facilities Operations 10 4,000, - Security 0 5 00,
  • Enable Cost-Effective and Responsive Administration 14 6 ,100, - Information Technology Security 3 3,600, - Operations Support 11 2, 500 ,
  • Program Increases 88 31,035,
  • Total Increases 88 57,285,
• Total FY 20 23 Salaries and Expenses 4, 168 $ 9 09,5 00 , - Smithsonian Institution Building (Castle) 55 ,000, Revitalization - National Air and Space Museum (NASM) 23,000, - National Zoological Park 20,400, - National Museum of Natural History 15,300, - National Museum of American History 7 ,300, - Hirshhorn Museum and Sculpture Garden 8, 700 , - Smithsonian Tropical Research Institute 8, 4 00, - Suitland Collections Center 8,000, - Smithsonian Environmental Research Center 5,900, - Cooper Hewitt, Smithsonian Design Museum 3,500, - National Museum of the American Indian 2,000, - Smithsonian Astrophysical Observatory 1,800,
  • National Museum of African American History & Culture 1,000,
    • Quadrangle 1,000,
    • Multiple Location Revitalization Projects 11 ,300,
    • Construction Supervision and Management 53 9,500,
• Total Revitalization 182 ,100,
• Facilities Planning and Design 46 , 900 ,
• Construction — Museum Support Center, Pod 6 36,000,
• Total FY 20 23 Facilities Capital Projects 53 $ 265 ,000,
• FY 20 23 REQUEST, ALL ACCOUNTS 4, 221 $1,174,500,
• FY 20 22 Enacted 4, 080 $852,215, SALARIES AND EXPENSES FTEs Amount
• FIXED COSTS INCREASES 26,250, - Salaries and Related Costs 0 21,220, - Utilities, Rent, Communications, and Other 0 5,030, - New Museums 20 4 ,000, PROGRAM INCREASES - National Museum of the American Latino 11 2 ,000, - Smithsonian American Women’s History Museum 9 2 ,000, - Enhanced Interdisciplinary Research 20 8,150, - Research Support 20 8,150, - Expand Digital Technologies 16 7,250, - Digital Support 14 5, 0 00, - Education Support 2 1,750, - Understand and Impact 21st Century Audiences 7 9 35, - Visitor Engagement 5 635, - Exhibit Support 2 300, - Preserve Our Natural and Cultural Heritage 11 4,600, - Animal Welfare 1 6 00, - Facilities Operations 10 4,000, - Security 0 500,
  • Enable Cost-Effective and Responsive Administration 14 6,100, - Information Technology Security 3 3,600, - Operations Support 11 2,500,
  • Program Increases 88 31,035,
  • Total Increases 88 57,285,
• Total FY 20 23 Salaries and Expenses 4, 168 $909,500,

SMITHSONIAN INSTITUTION Unit Detail of the FY 2021 Revised, FY 2022 Enacted, FY 2022 Revised and FY 2023 Request ($s in Thousands) FY 2021 FY 2022 FY 2023 ANALYSIS OF CHANGE Revised Enacted Request (FY 2023 Increases) Pay & Benefits Rent & Utilities Fixed Other Program Change Page # FTE = Full-Time Equivalent FTEs $000 FTEs $000 FTEs $000 $000 $000 $000 FTEs $ MUSEUMS AND RESEARCH CENTERS 43 National Air and Space Museum 131 20,945 131 21,552 134 22,788 828 0 0 3 408 Digital Support 2 270 Visitor Engagement 1 138 51 Smithsonian Astrophysical Observatory 88 25,226 88 25,733 88 26,412 679 0 0 0 0 56 Major Scientific Instrumentation 0 4,118 0 4,118 0 4,118 0 0 0 0 0 (^37) Universe Consortium 0 184 0 184 0 184 0 0 0 0 0 61 National Museum of Natural History 274 51,551 277 53,435 277 55,239 1,804 0 0 0 0 67 National Zoological Park 199 32,221 203 33,655 204 35,388 1,133 0 0 1 600 Animal Welfare 1 600 72 Smithsonian Environmental Research Center 34 4,616 34 4,759 34 4,934 175 0 0 0 0 75 Smithsonian Tropical Research Institute 191 15,266 191 15,643 191 16,176 533 0 0 0 0 37 Biodiversity Consortium 0 1,543 0 1,543 20 6,063 20 0 0 20 4, Forest/Marine GEO 13 2, Climate Change Coordination 2 1, 12^ Research Data Managers Support^5 1, 79 Arthur M. Sackler Gallery/Freer Gallery of Art^45 6,461^45 6,689^46 7,058^229 0 0 1 Visitor Engagement 1 140 83 Center for Folklife and Cultural Heritage 17 3,565 17 3,637 17 3,938 101 0 200 0 0 Fixed Costs - Festival Security 200 88 Cooper Hewitt, Smithsonian Design Museum 36 5,190 37 5,417 38 5,687 170 0 0 1 100 Digital Support 1 100 91 Hirshhorn Museum and Sculpture Garden 31 5,007 33 5,339 34 5,699 220 0 0 1 140 Digital Support 1 140 96 National Museum of African Art 32 5,140 32 5,257 34 5,769 182 0 0 2 330 Digital Support 2 330 37 World Culture Consortium 0 792 0 792 0 792 0 0 0 0 0 100 Anacostia Community Museum 20 2,698 21 2,873 21 2,949 76 0 0 0 0 103 Archives of American Art 17 1,987 17 2,023 17 2,097 74 0 0 0 0

SMITHSONIAN INSTITUTION Unit Detail of the FY 2021 Revised, FY 2022 Enacted, FY 2022 Revised and FY 2023 Request ($s in Thousands) FY 2021 FY 2022 FY 2023 ANALYSIS OF CHANGE Revised Enacted Request (FY 2023 Increases) Pay & Benefits Rent & Utilities Fixed Other Program Change Page # FTE = Full-Time Equivalent FTEs $000 FTEs $000 FTEs $000 $000 $000 $000 FTEs $ MISSION ENABLING Program Support and Outreach (^150) Outreach 51 9,717 51 9,924 53 10,525 301 0 0 2 300 Exhibit Support 2 300 155 Communications 18 2,915 18 2,982 20 3,297 93 0 0 2 222 Visitor Engagement 2 222 (^159) Institution-wide Programs 0 23,284 0 15,734 0 23,934 0 0 0 0 8, Digital Support Pool 3, Research Program Initiatives Pool 3, Education Initiatives Pool 1, (^168) Smithsonian Exhibits 28 3,266 29 3,498 29 3,627 129 0 0 0 0 (^171) Museum Support Center 18 1,949 18 1,991 18 2,044 53 0 0 0 0 173 Museum Conservation Institute 22 3,459 22 3,562 22 3,770 208 0 0 0 0 (^178) Smithsonian Libraries and Archives 106 15,106 107 15,956 108 16,935 579 0 300 1 100 Fixed Costs - Library Subscription Inflation 300 Digital Support 1 100 14^ Subtotal, Program Support and Outreach^^243 59,696^245 53,647^250 64,132^ 1,363^0 300 5 8, 182 Office of the Chief Information Officer^107 55,845^107 59,388^110 65,895^895 0 2,012^3 3, Fixed Costs - Communications 2, Information Technology Security 3 3, 185 Administration^196 38,391^198 39,950^213 44,188^ 1,110^0 78 15 3, Management Operations (Smithsonian Civil Program) 2 500 Education Support Office of the Under Secretary of Education) 2 250 Digital Support (Digital Transformation Office) 2 300 Operations Support (Human Resouces and Diversity) 9 2, Fixed Costs - Annual Audit costs 78 189 Office of the Inspector General 23 4,184 23 4,295 23 4,426 131 0 0 0 0 Facilities Services (^191) Facilities Maintenance 470 115,261 470 116,917 470 119,258 2,341 0 0 0 0 (^193) Facilities Operations, Security, and Support 1,219 240,900 1,228 250,537 1,238 262,650 5,173 2,440 0 10 4, Facilities Operations 10 4, Utilities 2, Security 0 500 Subtotal, Facilities Services 1,689 356,161 1,698 367,454 1,708 381,908 7,514 2,440 0 10 4, Total for Mission Enabling 2,258 514,277 2,271 524,734 2,304 560,549 11,013 2,440 2,390 33 19, SALARIES AND EXPENSES TOTAL 4,026 818,192 4,080 852,215 4,168 909,500 21,220 2,440 2,590 88 31,

SALARIES AND EXPENSES

FY 20 21 Enacted $818,192, FY 20 22 Enacted $852,215, FY 202 3 Request $ 909 , 5 00, For fiscal year (FY) 2023 , the Smithsonian requests $909.5 million in the Salaries and Expenses (S&E) account. Within the total increase requested, approximately 46 percent is attributable to fixed costs for sustaining base operations (e.g., pay, utilities, etc.), and the remainder is for high-priority requirements throughout the Institution. FIXED COSTS

SALARY AND PAY-RELATED COSTS (+$21, 220 , 000 ) — The Institution

requests an increase of $ 21.2 million for higher salary and pay-related costs. The request funds the annualization of the 2.7 percent pay raise effective in January of 2022 and a 4.6 percent increase for a civilian pay raise in January of 2023. Salary and Related Costs: Request ▪ Annualization of 202 2 pay raise (1/4 year at 2.7%) 3,8 03 , ▪ Proposed 202 3 pay raise (3/4 year at 4.6%) 17 ,710, ▪ Workers’ Compensation - 293 , Total $21, 220 ,00 0

• Annualization of the requested January 2022 Pay Raise of 2.7 percent (+$3,803,000) — This request funds the annualization of the enacted 2.7 percent pay raise in January of 2022 for the first quarter of FY 2023.
• Funding of the proposed January 202 3 Pay Raise of 4.6 percent (+$17, 710 ,000) — This request funds the proposed 4.6 percent pay raise in January of 2023 for the last three quarters of FY 202 3.
• Workers’ Compensation (-$293,000) — This supports the provisions of Section 8147(b) of Title 5, United States Code. The Workers’ Compensation bill for FY 202 3 is $2,41 9 ,0 00 , based on a Department of Labor invoice for costs incurred from July 1, 20 20 through June 30, 20 21. This represents a - $ 293 ,000 decrease from the FY 202 2 Workers’ Compensation costs ($2,712,000). 15