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Table of Contents

Message from the Secretary ........................................................................................................... 3

Budget, Performance, and Financial Snapshot .............................................................................. 4

Management’s Discussion and Analysis........................................................................................ 6

Overview of the Smithsonian Institution ...................................................................................6

The Smithsonian Organization...................................................................................................7

The Strategic Plan and Five Focus Areas ..................................................................................7

Strategic Accomplishments......................................................................................................10

Financial Position.....................................................................................................................15

Looking Forward......................................................................................................................16

Highlights of Financial Position...................................................................................................16

Overview of Financial Data .....................................................................................................16

Balance Sheet ...........................................................................................................................16

Statement of Operations...........................................................................................................17

Attachment A – Smithsonian Organization Chart .......................................................................20

Attachment B – Fiscal Year 2023 Annual Performance Report..................................................21
Message from the Secretary

It gives me great pleasure to submit the Smithsonian Institution's FY 2023 Management's Discussion 

and Analysis report, which presents the Smithsonian's financial, management, and programmatic 

results for the previous year. 

In November of last year, we unveiled our latest strategic plan, "Smithsonian 2027: Our Shared 

Future," following nearly three years of dedicated efforts. This strategic plan embodies the bold 

ambition and innovative thinking that characterizes the Smithsonian.

Our plan revolves around five focus areas, where the Smithsonian will target efforts to build a shared 

future among ourselves and the world around us over the next five years:

• Ensure every home and classroom can access the Smithsonian’s digital content.

• Work together to build a nimble and effective Smithsonian so we can better achieve our 

mission.

• Be a trusted source that explores and grapples with what it means to be American.

• Harness Smithsonian expertise to elevate science in the global discourse.

• Build and enrich a national culture of learning by engaging with educational systems 

nationwide.

Due to the strategic plan's recent release, this year's report will employ a hybrid approach to present 

our performance results. It will integrate performance metrics from our prior strategic plan while 

highlighting our achievements in alignment with the five focus areas of our new strategic plan. Our FY 

2024 report will be the first report to fully integrate the new strategic plan’s performance metrics.

As the leader of this influential institution, I believe it's our responsibility to bring people together to 

share big ideas and conflicting perspectives on important topics like race and the meaning of 

democracy. With the continued support from the Administration, Congress and the American people, 

we'll achieve our goals. The Smithsonian will continue to welcome everyone to learn and dream and 

will continue to use our creativity for the betterment of society. We'll continue transforming this 

institution into a hub of ideas, innovation, and understanding that reaches more people and has greater 

impact than ever before.

Lonnie G. Bunch III 

Secretary 

Smithsonian Institution
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Budget, Performance, and Financial Snapshot

Mission: For 177 years, the Smithsonian has remained true to its mission, “the increase and diffusion of 

knowledge.” Today, we continue this mission through preserving heritage, discovering new knowledge, 

and sharing our resources with the world.

Organization: The Smithsonian is a unique institution — a vast national research and educational center that 

encompasses 21 museums and the National Zoo, as well as laboratories, observatories, field stations, scientific 

expeditions, libraries and archives, classrooms, performances, publications, and more.

Personnel: The Smithsonian’s workforce consists of more than 5,640 federal and non-federal employees and 

thousands of volunteers.

Budgetary Resources: The federal budgetary resources for FY 2023 totaled $1,144.5 million, $892.9

million (78 percent) were operating funds while $251.6 million (22 percent) were capital funds.

Budget Snapshot

 

FY 2022 Financial Snapshot

Clean Opinion on Financial Statements Yes*

Timely Financial Reporting Yes*

Material Weaknesses No*

FY 2022 ($s in millions)

Total Assets 2,686.2

Total Liabilities 916.7

Total Net Assets 1,769.5

* Completion of the Smithsonian’s external audit is not expected until January 2024.
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Performance Snapshot

PERFORMANCE AREA: Research and Scholarship

Produce outstanding research in the sciences and history, art, and culture.

Key Performance 

Indicator

Type Prior-year Data FY 2023 Target FY 2023 Actual

Number of Books, Book 

Chapters, and Journal 

Publications

Output FY 2020: 2,560

FY 2021: 2,734

FY 2022: 2,730

2,600 2,242

PERFORMANCE AREA: Public Engagement

Share knowledge with the public on-site, online, and across the nation and world through compelling 

exhibitions, educational programs, and media products.

Key Performance 

Indicators

Type Prior-year Data FY 2023 Target FY 2023 Actual

Number of visitors to SI 

websites 

Output. Indicator

of level of public use 

of SI resources via 

Web

FY 2020: 178 million

FY 2021: 205.6 million

FY 2022: 168.1 million

173 million 169 million

PERFORMANCE AREA: Smithsonian Facilities

Preserve our natural and cultural heritage while optimizing our assets.

Key Performance 

Indicator

Type Prior-year Data FY 2023

Target

FY 2023 Actual

Number of major capital 

projects meeting milestones 

Output FY 2020: Met 5 of 7 

milestones

FY 2021: Met 6 of 6

milestones

FY 2022: Met 3 of 6 

milestones

Meet milestones 

on all 6 major 

projects

Met 5 of 6

milestones

PERFORMANCE AREA: People and Operations 

Strengthen those organizational services that allow us to deliver on our mission.

Key Performance 

Indicators

Type Prior-year Data FY 2023 Target FY 2023 Actual

Percent of employees who are 

satisfied with working at the 

Smithsonian on annual 

employee survey 

Outcome. standard 

indicator of a healthy 

organization

FY 2020: 85%

FY 2021: 82%

FY 2022: 78%

80% 79%

Dollar amount of Private 

Sources: Gifts

Input FY 2020: $248 million

FY 2021: $480 million

FY 2022: $320 million

$ 265 million $ 361.9 million

Dollar amount of Sponsored 

Projects Revenue

Input FY 2020: $135.7 million

FY 2021: $146 million

FY 2022: $162 million

$ 148 million $ 185 million
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Management’s Discussion and Analysis

Overview of the Smithsonian Institution

The Smithsonian is unique among the world’s institutions. It is not simply a museum, or even a cluster 

of museums, so much as it is a vast national research and educational center that encompasses — in addition to 

its exhibition galleries — laboratories, observatories, field stations, scientific expeditions, classrooms, 

performing arts events, publications, and more. The Institution is an extensive museum and research complex 

including 21 museums and galleries, the National Zoological Park, and research centers around the nation’s 

capital, eight states, and the Republic of Panama. In addition, the Smithsonian is the steward of more than 157 

million objects, which form the basis of world-renowned research, exhibitions, and public programs in the arts, 

culture, history, and various scientific disciplines. The Institution also preserves and displays many of our 

nation’s treasures and objects that speak to our country’s defining inquisitiveness, bold vision, creativity, and 

courage.

 

Financially, the Institution depends on the Federal Government for two-thirds of its funding. However, 

as a trust instrumentality of the United States, many of the laws and regulations applicable to federal agencies 

do not apply to the Smithsonian. Nevertheless, the Institution is ever mindful of and grateful for this support 

from the American public and will continue working with both the Office of Management and Budget (OMB) 

and Congress to provide the information they need to justify their continued support and to allocate limited 

resources in a cost-effective manner.

The Smithsonian continues to improve its day-to-day operations by strengthening its financial and 

human resource management and more closely integrating its budget with long-term performance goals. 

Specifically, the Smithsonian continues to conduct reviews with the Institution’s directors to assess the 

Smithsonian’s accomplishments against Institution-wide performance goals and integrate our budget with our 

performance objectives.
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The Smithsonian Organization

As an independent trust instrumentality governed by a Board of Regents, the Smithsonian is served by a 

staff of approximately 5,640 federal and trust employees and thousands of volunteers. Together, these 

individuals support the operations of the largest museum and research complex in the world.

An organizational chart, included as Attachment A to this report, shows the Institution’s operational 

structure in detail.

The Strategic Plan and Five Focus Areas

For over 177 years, the Smithsonian has been a trusted source of knowledge and hope, not just for 

understanding our history, but also for looking forward to the future. With a collaborative approach and a focus 

on complex topics such as climate change and biodiversity, the Smithsonian aims to lead communities in 

developing solutions that will benefit generations to come. The Institution's five-year Strategic Plan, launched 

in November of 2022, builds on this foundation and outlines the Smithsonian's priorities and planned impact as 

it continues to transform to meet the challenges of this rapidly changing world.

The Institution’s Strategic Plan for 2023-2027 describes five broad focus areas where the Smithsonian 

will target our efforts to build a shared future among ourselves and the world around us over the next five years. 

Success in these areas, including work already underway, will ensure the Smithsonian’s impact on our rapidly 

changing world. 

Digital: Ensure every home and classroom has access to the Smithsonian’s digital content: By 2026, the 

Smithsonian will bring the concept of a “virtual museum” to life by becoming a digitally empowered institution 

with expanded virtual reach. The purposeful connections we build will mean that every household, classroom, 

and community will have access to our shared knowledge and be able to use that to better our shared lives and 

futures. We will invite the people we serve on a lasting journey to explore, learn, and find meaning together.

Our goal is to have our content not only reach people around the globe, but also to serve as a valued, 

trusted tool that enriches their lives. Going forward, our digital transformation will build a digital ecosystem 

where the
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Smithsonian’s most valuable assets are accessible and can be deployed wherever, whenever, and however they 

are most needed. We also will deliver a connected, seamless experience focused on audience, informed by data, 

and driven by strategic goals. Finally, we will create impact by using innovative tools and platforms to form 

meaningful, lasting relationships with our audiences.

Nimble: Work together to build a nimble and effective Smithsonian: The Smithsonian can only be at its 

best if it embraces innovation, promotes integrated and efficient administrative functions, and creates an 

environment where staff brings our best talents to the workplace. We have a dedicated, resilient, creative, and 

caring workforce who are focused on service to the public. Yet there remain many areas where the Smithsonian 

can do more to improve our operations and provide opportunities for staff to develop our skills.

Over the next five years, the Smithsonian will focus on increasing the nimbleness of the organization’s 

administrative functions, both those that are managed centrally and those that are embedded within the 

individual museums, research centers, and units. By building stronger connections within the Smithsonian, we 

will increase the efficiency of our processes and generate more effective and integrated solutions. Equally 

critical is the goal of fostering an environment for staff that promotes attributes such as safety, professional 

development, and individual accountability. We must achieve these objectives to ensure the Smithsonian 

remains an employer of choice for all staff.

Trusted Source: Be a trusted source that explores and grapples with what it means to be an American:

Being a trusted source is core to the “Our Shared Future” vision. Based on the research that undergirds our 

efforts, especially our history and art scholarship, the Smithsonian, as the world’s largest museum, education, 

and research complex, has a unique and critical role in finding common ground and creating hope among the 

American people.

Whether it is exploring racial or social justice through the aperture of history, using art as a medium for 

expression and understanding, engaging communities in urban and rural areas alike, the Smithsonian has a 

responsibility to use its exhibitions, educational programming, and digital content in innovative ways to foster 

dialogue and understanding. This commitment runs through all Smithsonian efforts. Over the next five years, 

the Smithsonian will, through several key Institution-wide initiatives, further the national dialogue on a variety 

of complex topics.
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For example, we will explore the impacts of racial identification and racism in the United States and 

globally by providing historical context, innovative activations, and different visions through art. We will use 

the Smithsonian’s diverse collections and expertise to amplify and disseminate an expansive and diverse 

historical record of the accomplishments of American women. And we will identify and collaborate with 

stakeholders to meet the needs of, and learn from, all the communities that we serve and whose collections we 

steward, including those who reside in rural and tribal communities in the United States.

Science: Harness Smithsonian expertise to elevate science in the global discourse: The Smithsonian 

includes a robust science and research complex, with thousands of experts and rich partnerships with academia 

and the private sector. In tandem with our vast resources in the areas of art, history, and culture, we will bring 

our science to a broader public audience. To accomplish this, we will integrate our research, collections, data 

sets, field stations, digital infrastructure, and communication platforms. We will work with communities to 

create sustainable and impactful solutions. And we will communicate what we learn to the public through our

museums, facilities, and educational programs, showcasing the ways we lead, collaborate, and share —

expanding our understanding of life on Earth and our place in the universe. 

Smithsonian scholars, researchers, and educators will generate global impact, pursue work on critical 

issues facing our oceans, and find ways to support environmental justice by meaningfully engaging a diversity 

of stakeholders in the development and implementation of environmental policy. We will continue our cuttingedge work in global health and animal-to-human virus transmission and our understanding of complex 

ecosystems. We will explore the tipping and turning points in the evolution of galaxies, solar systems, and 

planets, assessing the uniqueness of our place in the universe. Finally, we will inspire all generations to engage 

in scientific discovery; take advantage of science, technology, ingenuity, and culture; and contribute to a new 

era where people and nature can thrive.

Education: Build and enrich a national culture of learning by engaging with educational systems 

nationwide: Education is at the core of the Smithsonian’s mission, “the increase and diffusion of knowledge.” 

Today over 300 education professionals and 600 supporting volunteers work in more than 30 Smithsonian units 

to help learners build knowledge, foster inquiry and cultivate creativity. Further, we have a large and diverse 

internship and fellowship ecosystem, which brings students from across the world to contribute to the 

Smithsonian’s mission. Through these programs and the thought leaders they support, the Smithsonian strives to 

help the American people make sense of the complexities of the past and present, while we also imagine and 

help shape the future. Working with partners, collaborators, colleagues, and education leaders, the Smithsonian 
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will build a national culture of learning to ensure that our audiences have the tools they need to understand and 

navigate the world around them. 

The Smithsonian has an ambitious goal to reach every classroom in America. To achieve this, we will 

strategically leverage the work that is already occurring in the Smithsonian and scale up our signature offerings. 

Using the collections found in our art, science, and history museums, we can reach each discipline taught in the 

classroom. We will also reach out externally, working with stakeholders at local and state levels to implement a 

comprehensive education strategy that will allow Smithsonian education programming, tools, and resources to 

achieve greater reach, greater relevance, and profound impact. This strategy will foster dialogue and generate 

shared goals between the Smithsonian and teachers, students, partners, and donors across the nation.

Strategic Accomplishments

Digital Focus Area, Audience and Data Initiative

Increase audience-centered, data-informed decision making by building out and refining audience 

analysis and engagement tools and technologies that will transform the engagement experience with the 

Smithsonian.

 

A first notable accomplishment of this initiative was the research and initial design of an institutionwide strategy for data management and governance. This work spans multiple types of data across the 

Smithsonian (collections, research, audience, and finance/administrative) and is foundational to enabling safe 

and effective use of data for decision making at the Smithsonian. To support this strategy, we also initiated our 

research efforts to procure data platform technology that will support unified data management, governance, 

analysis, etc. and created a Chief Data Officer position, currently in recruitment, to oversee this scope long 

term.

Building upon this foundation, we identified areas where a unified, data-informed experience could best 

serve our public audiences, including visitor services. As such, we researched and procured technology that will 

enable the Smithsonian to provide a cohesive, seamless experience for visitors across our museums and centers. 

This technology will also allow us to better measure how we are serving the public to ensure we are meeting 

their needs while also fulfilling our mission. 
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These efforts – the curation of the Smithsonian audience experience, and the leveraging of data to 

maximize impact and audience benefit – require strong oversight and building of trust across teams and with the 

public. To meet this need, the Smithsonian implemented an institution-wide data governance charter and 

framework which sets forth organizational governance policies, best practices, and oversight essential in 

safeguarding the accuracy, integrity, and security of audience data.

Finally, a point on overall impact: The Audience and Data initiative directly aligns with and supports

most other initiatives within the Our Shared Future strategic plan. This initiative will result in two fundamental 

changes to the Smithsonian, and these changes underpin much of the strategic plan: First, by thoughtfully 

designing and implementing a robust data strategy that provides necessary data and data services to all strategic 

initiatives, and second, by unifying our approach to audience experiences. While each of the strategic initiatives 

will have their own unique needs and audience touchpoints, the impact of these initiatives further underscores 

the need for unified Smithsonian data strategy, and a unified audience experience that immediately, and visibly, 

puts that strategy to work.

 

Education Focus Area, Education Strategy Initiative

Develop and implement a comprehensive Smithsonian education strategy that leverages a set of guiding 

principles, grounded by research and evidence, that will shape the why, how, for whom, and what we do as 

Smithsonian educators across the education ecosystem.

In collaboration with a wide range of stakeholders, Smithsonian educators are charged with building a 

national culture of learning. This culture requires that our audiences have the tools they need to understand and 

navigate a changing world. The Smithsonian education team knows that, to equip learners appropriately, we 

must first shine a light on our own practices. 

During FY 2023, we consulted with internal stakeholders to create a set of shared guiding principles that 

will unify and coordinate our work pan-institutionally. These include Mission, Vision, and Values; Priorities 

and Goals; Audiences; Shared Language; and the Office of the Under Secretary for Education and Units’ Roles 

and Responsibilities. In addition, we took a close look at the workforce data and human resources practices of 

the Smithsonian education team. We also started working on professional standards, which are essential for 

identifying our strengths and areas for improvement. This helps guarantee that our educators receive the 

necessary training and resources to effectively carry out their work and achieve our ambitious objectives.
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The work done by the Education Strategy Initiative will inform subsequent phases and initiatives that 

will help our community of educators elevate education across the Smithsonian and strengthen our reach, 

relevance, and impact nationwide. 

Nimble Focus Area, Diversity, Equity, Access, and Inclusion (DEAI) Initiative 

Implement a robust internal diversity, equity, accessibility, and inclusion program that ensures that 

internal Smithsonian policies and practices reduce barriers to equity and reflect the same principles of 

inclusion that the Smithsonian seeks to disseminate through its external programs and scholarship.

Our Shared Future challenges the Smithsonian to embody diversity, equity, accessibility, and inclusion 

(DEAI) in equal measure in our workforce and our external programs and scholarship. To ensure the 

Smithsonian fully activates and responds to concerns around DEAI, we created a diversity office at the highest 

level of the organization to lead these efforts, build community, and engage staff pan-institutionally. We are 

building a foundation for a nimble, effective, and sustainable DEAI program that is staff-owned, informed by 

our collective lived experiences, and fueled by a goal of equity. 

In FY 2023, numerous DEAI milestones/activities were accomplished to meet our goal. A head diversity 

officer (HDO) was appointed in January. Access Smithsonian, an office that reported to the Under Secretary of 

Administration, was realigned to the Office of Diversity. Two new staff were recruited and selected for the 

office. A senior staff member from the Smithsonian Tropical Research Institute was detailed to the office for six 

months to collaborate on strategic initiatives and an office strategic plan.

To build a Smithsonian-wide community of DEAI cohorts, the HDO and the DEAI strategic initiative 

co-leads held listening sessions with museum and office directors on their DEAI expectations and 

recommendations for the central office. Four pan-institution working groups were formed to assist with 

evaluating unit-level DEAI committees; developing a framework to manage the transition of identity-based 

affinity groups to employee resource groups; assessing unit-level professional development and training; and 

completing an inventory of and guidance on accessible and inclusive staff and visitor facilities, including 

restrooms, lactation rooms, and quiet spaces. Two of the groups completed their recommendations for the HDO 

to act upon.
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Trusted Source Focus Area, Collections Stewardship Initiative

Further the Smithsonian’s role as a trusted source and work closely with communities from which 

Smithsonian collections originate and those they serve to evaluate the collections themselves, the narratives 

that surround them, and develop stewardship practices that ensure their preservation and sustainability for 

future generations. 

This year, 21 Smithsonian units amended their collections management policies to implement the 

Smithsonian’s Shared Stewardship and Ethical Returns Policy. These amendments ensure consistency in the 

successful implementation of the new policy, including procedures to address external requests and inquiries 

and allow the Smithsonian to address complex topics around collections stewardship through a policy 

framework.

To foster communication among collecting units on requests and inquiries, the Shared Stewardship and 

Ethical Returns Tracking Tool was established using the SharePoint platform. This tool allows the Smithsonian 

to document and monitor inquiries and requests centrally, allowing for more streamlined communication 

between collecting units. The team looks forward to adjusting the tracking tool as implementations for ethical 

returns are documented, monitored, and communicated across collecting units.

The theme of the Smithsonian’s 2023 Collections Collaboration Community (C3) Conference focused 

solely on the topics of shared stewardship and ethical returns, which included panel sessions with the Secretary, 

Under Secretaries, unit directors, subject-matter-experts, and external consultants. The Shared Stewardship and 

Ethical Returns Policy is being socialized at external conferences to reinforce Smithsonian commitment and to 

hear feedback from impacted communities. 

A proposal was created for the creation of a Provenance Research In-Residency Program. This proposal 

will result in more provenance research findings being available and will build the pipeline of professional 

provenance researchers for future potential employment. The proposal was shared by the co-leads with the 

Office of Advancement (OA). 

The National Collections Program and the Head Diversity Officer are developing two resource pools for 

rapid response collecting and diversifying collections. These pools, funded by an endowment draw, are intended 

to focus on rapid response collecting so that current events that are important to diverse communities are 
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A working group was established to develop suggestions regarding how community and/or public input 

can be incorporated into collections information systems. The group will evolve into a community of practice 

that focuses on "Evolving Collections Systems." Additionally, discussions were initiated with the Strategic 

Initiative for Collections Digitization. Together, the group has discussed the prioritization of collections 

digitization for shared stewardship and ethical returns, focusing on areas of concern.

The Trusted Source Collections Stewardship working group also initiated an Administrative Operations 

Audit Framework that aims to enhance collaboration and consultation with source communities by addressing 

administrative challenges faced by source communities and Smithsonian staff in coordinating consultations, site 

visits, and events. This framework also aims to identify associated costs for collections access, inquiry tracking, 

and OGC parameters for Shared Stewardship Agreements.

Looking forward, the Collections Stewardship team plans to organize a convening in 2024 to continue 

the conversation on shared stewardship and ethical returns work with internal audiences and external partners. 

Science Focus Area, Sustainability & Resiliency Initiative

Develop a culture of sustainability and activate the Smithsonian’s Climate Action Plan to further 

museum collections and facility sustainability, scientific research, and climate education.

 

This past year, we have sharpened our focus on defining the Smithsonian’s role in developing a culture 

of sustainability – amongst our staff, our visitors, our partners, and our operations. We launched the 

Sustainability Portal on PRISM as the central hub of information about sustainability at the Smithsonian. We 

collaborated with our intrepid colleagues, who initiated Green Teams in their own departments several years 

ago, to curate a collection of useful toolkits for units that are embarking on their own sustainability 

endeavors. We held several virtual Green Team get-togethers to foster collaborative efforts and build 

community. We engaged with the Recycling Task Force and other waste-reduction groups to discuss challenges 

reflected in the Smithsonian’s collections, and so that diverse creators and communities are reflected in the

collections. The Smithsonian established the Human Remains Task Force in April to develop 

recommendations for the care and shared stewardship or ethical return of human remains in the collections. 

Final recommendations are due in December.
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brought about by GSA's disruption in recycling collection services. In partnership with the Department of 

Energy and Smithsonian Enterprises, we are actively working to bring electric vehicle charging stations to 

several units for use by staff and visitors.

We know we must look at our own actions and serve as a model to organizations and communities 

worldwide, and so we have continued to track and monitor our sustainability plans. To better understand the full 

depth and breadth of sustainability at the Smithsonian, we launched an internal survey about sustainability 

metrics and goals across units and central offices and will be analyzing results this fiscal year. The responses 

from this survey will help guide the working group activities, identify areas of particular importance, and help 

us marshal support for our sustainability priorities. As one high point of the year, we had a highly successful 

waste diversion percentage for our marquis staff event, the Smithsonian Staff Picnic. 

While this initiative focuses largely on our internal efforts, we have also been leveraging our 

research, exhibition, capacity-building programs, and extensive educational outreach; we have 

conducted important work helping local visitors and communities around the world understand the 

benefits of becoming more sustainable. For our local visitors, Smithsonian Enterprises continues to 

be a valuable partner as we aim to eliminate single-use plastics in our shops and restaurants.

Financial Position

The Smithsonian’s financial statements are prepared from the Institution’s official financial accounting

records and are audited annually. The Smithsonian Institution’s management and financial controls systems 

provide reasonable assurance that the Institution’s programs and resources are protected from fraud, waste, and 

misuse, and that its financial management systems conform to Government-wide requirements. Although the 

Smithsonian is not a department or agency of the Executive branch, the Institution has achieved the intent of the 

Federal Managers’ Financial Integrity Act (FMFIA) (P.L. 97-255) to prevent problems by systematically 

reviewing and evaluating the Smithsonian’s management and financial controls and financial management 

systems. Previous independent audits have found no material weaknesses in the Smithsonian’s internal controls

or non-compliance with laws and regulations.
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Looking Forward

The Smithsonian plays a vital role in the nation’s educational, research, and cultural life. Our name is 

trusted because it represents excellence in research and education, and we are developing a reputation for 

excellence in management, operations, oversight, and governance, as well. Despite the inherent strength of the 

Institution, the Smithsonian faces significant challenges during this pandemic period as it continues to serve the 

public with both engaging, modern exhibitions and groundbreaking scientific research and exploration.

In FY 2024, we will continue to implement our Strategic Plan. The plan sets forth the following goals to 

be a more unified Institution: Digital: Ensure every home and classroom has access to the Smithsonian’s digital 

content; Trusted Source: Be a trusted source that explores and grapples with what it means to be American; 

Science: Harness Smithsonian expertise to elevate science in the global discourse; Education: Build and 

enrich a national culture of learning by engaging with educational systems nationwide; Nimble: Work 

together to build a nimble and effective Smithsonian. 

In FY 2024, with the support of the Administration and Congress, the Smithsonian will continue to 

aggressively address our challenges and take advantage of our opportunities, using the dedication of our staff 

and the efficiencies of new technology to fulfill our longstanding mission “for the increase and diffusion of 

knowledge.”

Highlights of Financial Position

Overview of Financial Data

The Smithsonian’s FY 2022 financial statements (e.g., balance sheet and statement of operations),

Treasury reporting and related footnotes were prepared by the Institution. These financial statements can be 

considered complete and reliable as evidenced by the report provided by the independent audit firm of KPMG 

LLP. These statements represent the results of all activities supported by federal appropriations granted to the 

Smithsonian. Additional financial activity, which is supported by non-federal activities, is not included in the 

financial information and discussions noted herein.

Balance Sheet
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The Balance Sheet reflects total assets of $2,686.2 million, a 4.6 percent increase over the previous year. 

Approximately 70.2 percent of these assets are invested in property and equipment, with the balance of assets 

(approximately 29.8 percent) represented principally by cash and balances with the United States Treasury. 

Liabilities (accounts payable, accrued expenses, and environmental remediation obligations) comprise 

approximately 25.2 percent of the Smithsonian’s liabilities. The environmental remediation obligations were 

$46.1 at the end of the fiscal year. The remaining liabilities (approximately 74.8 percent) consist of unexpended 

federal appropriation balances. Reflecting the higher growth in assets than liabilities, the total net assets grew by 

$90 million or 5.4 percent in FY 2022.

Statement of Operations

Federal appropriations recognized in the current fiscal year are $1,049.6 million (including 

reimbursables and other of $12.3 million) and represent an increase of $65.8 million over the prior year ($987.2

million). Of the total appropriation recognized in FY 2022, approximately $822.5 million (78.4 percent) were 

operating funds while $227.2 million (21.6 percent) were construction funds, as shown in the graph below. 

Comparable recognized appropriation amounts from FY 2021 were $773.9 million for operating costs and 

$213.3 million for construction projects. Total expenditures (including $3.9 million in collections items 

purchased) increased by $80.5 million to $1,128.8 million (7.7 percent) from FY 2021 total expenditures of 

$1,048.3 million. Total program and support expenses were up by $80.6 million or 7.7 percent.

The remainder of the federal component of the Smithsonian’s budget is spent to support the Institution’s 

Facilities Capital Program. The Smithsonian depends on federal support for the revitalization and basic 

maintenance of its physical infrastructure. Facilities revitalization activities correct extensive and serious 

deficiencies, materially extend the service life of infrastructure systems, and often add capital value to the 

buildings and systems which form the backbone of the Smithsonian’s physical plant. Maintenance, which is 

funded in the federal Salaries and Expense appropriation, is the more routine repair and maintenance work 

necessary to realize the originally anticipated useful life of a fixed asset. Although non-federal funds are often 

used to enhance the experience of the visitor in what would otherwise be an ordinary exhibition space, federal 

funding is essential to fulfill a federal obligation to revitalize the buildings for use by the public. 
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Attachments

• Attachment A: Smithsonian Organizational Chart

• Attachment B: Fiscal Year 2023 Annual Performance Report
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Attachment A – Smithsonian Organization Chart
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Attachment B – Fiscal Year 2023 Annual Performance Report
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Annual Performance Report

Fiscal Year 2023

ATTACHMENT B
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Smithsonian 2027: Our Shared Future

Our Purpose

The increase and diffusion of knowledge

Our Mission

• The Smithsonian creates knowledge through high-impact research in science, art, history, and culture.

• It preserves our national and natural heritage, as well as aspects of other cultures, through art and its curation, by maintaining 

important historical artifacts, and by caring for and expanding the National Collection.

• It shares knowledge with the public through compelling exhibitions, education programs, and media products, by telling the 

American story, and by showcasing American artistic, intellectual, and technological leadership.

Our Vision

Through our unparalleled collections and research capabilities, and the insight and creativity we foster through art, history, and 

culture, the Smithsonian strives to provide Americans and the world with the tools and information they need to forge Our Shared 

Future.

Introduction

Our latest strategic plan, "Smithsonian 2027: Our Shared Future," was unveiled in November of last year after almost three years of 

dedicated efforts. To reflect the recent release of the strategic plan, this year's report will utilize a hybrid approach to present our 

performance results. It will incorporate the performance metrics of our previous strategic plan while we work to develop performance 

metrics that best align with our new strategic. The upcoming FY 2024 report will be the first to fully integrate the performance metrics of 

the new strategic plan. 

The Smithsonian’s Mission Goals

The Institution’s Strategic Plan for 2023-2027 describes five broad focus areas where the Smithsonian will target our efforts to build a 

shared future among ourselves and the world around us over the next five years:
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• Ensure every home and classroom can access the Smithsonian’s digital content.

• Work together to build a nimble and effective Smithsonian so we can better achieve our mission.

• Be a trusted source that explores and grapples with what it means to be American.

• Harness Smithsonian expertise to elevate science in the global discourse.

• Build and enrich a national culture of learning by engaging with educational systems nationwide.

Annual Performance Plan for Fiscal Year 2023

To ensure that our ambitious goals will be successfully implemented over the next five years, a dedicated Strategic Plan 

Implementation team is working to develop key performance indicators that align with the five focus areas of our new strategic plan. 

This year, our annual report will take a hybrid approach, highlighting last year’s performance areas as well as acknowledging the 

latest goals and metrics. As part of this effort, we will continue to track core metrics of performance results and organizational 

accountability across the major programs and functions of the Institution as mandated by the Government Performance and Results 

Act (GPRA), GPRA Modernization Act of 2010, and related Office of Management and Budget (OMB) performance standards. Our 

Annual Performance Plan and Report align with the program structure used in the Smithsonian’s Federal budget documents and 

Enterprise Resource Planning (ERP) financial accounting system, enabling us to relate dollars budgeted and results achieved. The 

Smithsonian has made great progress in integrating performance indicators throughout the Institution to track program results and 

incorporating linked performance metrics in individual performance plans. The Smithsonian Dashboard shares metrics related to its 

core activities and performance with the public at http://dashboard.si.edu/.
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Index to Strategic Goals by Programmatic and Functional Performance areas

PERFORMANCE AREAS

Research and Scholarship: We will create knowledge through high-impact research in science, art, history, and culture.

Public Engagement: We will share knowledge with the public on-site, online, and across the nation and world through compelling 

exhibitions, educational programs, and media products.

National Collections: We will preserve our national and natural heritage, as well as aspects of other cultures, by caring for and 

expanding the National Collections.

Smithsonian Facilities: We will maintain our historic and diverse infrastructure that is essential to the care of fragile collections, 

support for critical scientific research, and hosting millions of visitors.

People and Operations

• Operational Efficiency and Effectiveness: We will institute nimble and cost-effective pan-Institutional administrative processes.

• Diversity and Inclusion: We will ensure that diversity, inclusion, cultural awareness, and sensitivity are hallmarks of the

Institution.

• Financial Strength
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Research and Scholarship

We create knowledge, and share it with professional communities, through high-impact research in science, art, history, and culture.

➢ Ties to Program Category in ERP:

• RESEARCH (Program Code 4XXX)

Key Performance Indicators – Research and Scholarship

Key Performance Indicators Type Prior-year data FY 2023 target FY 2023 actual

Number of Book, Book Chapter, and 

Journal Publications*

Output FY 2020: 2,560

FY 2021: 2,734

FY 2022: 2,730

2,600 2,242

Number of Fellows in residence Output FY 2020: 772

FY 2021: 778

FY 2022: 857

775 851

Number of Grant and Contract proposals 

submitted

Output FY 2020: 608

FY 2021: 559

FY 2022: 481

550 555

*Note: Metric for quality/high impact Smithsonian publications formerly reported as “peer-reviewed” publications

Public Engagement

We share knowledge with the public on-site, online, and across the nation and world through compelling exhibitions, educational 

programs, and media products.

➢ Ties to Program Categories in ERP:

• PUBLIC PROGRAMS (Program Code 1XXX)

o WEB DEVELOPMENT ACTIVITIES IN SUPPORT OF PUBLIC PROGRAMS

o IT ACTIVITIES IN SUPPORT OF PUBLIC PROGRAMS

• EXHIBITIONS (Program Code 2XXX)

• EDUCATION (Program Code 11XX)
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Key Performance Indicators – Public Engagement

Key Performance Indicators Type Prior- year data FY 2023 target FY 2023 actual

Participations in Smithsonian education 

programs

Output. Indicator

of level of public 

use/quality of SI 

education programs

FY 2020: 9.3 million**

FY 2021: 5.9 million**

FY 2022: 4.3 million**

4.5 million 7.6 million

Number of visitors to SI websites Output. Indicator 

of level of public 

use of SI resources 

via Web

FY 2020: 178 million

FY 2021: 205.6 million

FY 2022: 168.1 million

173 million 169 million

Number of Social media followers:

• Facebook

• X (Formerly known as Twitter)

Output. Indicator 

of level of public

use of SI resources

FY 2020: Facebook 7.2 million; Twitter 6.1 million

FY 2021: Facebook 7.5 million; Twitter 6.3 million

FY 2022: Facebook 7.7 million; Twitter: 6.6 million

Data 

unavailable***

Facebook: 7.9 

million***

X: 6.5 million***

*Note: Museums not fully opened during the FY due to COVID-19 

** Figures for past fiscal years revised since previous Performance Report to correct for an earlier program misclassification; Figures revised to correct for a 

program misclassification; FY2022 target was based on non-revised figures

*** Figures for social media metrics are pulled from January 2023 to September 2023. Incomplete dataset is due to a change in social media management

platform
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Key Performance Indicators Type Prior-year data FY 2023 target FY 2023 actual

Number of states and territories with 

Smithsonian Traveling Exhibitions and 

poster exhibits

Output. Indicator

of outreach success

and national access

to SI resources

FY 2020: SITES exhibitions in 128 venues + poster 

exhibits in 20,657 locations reaching 50 states, DC,

Puerto Rico, and worldwide*

FY 2021: SITES exhibitions in 151 venues + poster 

exhibits in 6,911 locations reaching 50 states, DC,

Puerto Rico, and worldwide

FY 2022: SITES exhibitions in 156 venues + poster 

exhibits in 4,136 locations reaching 50 States, DC, 

Puerto Rico, and worldwide

SITES exhibitions 

in 120 venues + 

poster exhibits in 

4,400 locations 

reaching 50 

States, DC, Puerto 

Rico, and 

worldwide

SITES exhibitions 

in 146 venues + 

poster exhibits 

in 5,614 

locations 

reaching 50 

States, DC, 

Puerto Rico, and 

worldwide

Number of Smithsonian Affiliates Output. Indicator

of extent/success

of outreach and

national access to

SI collections

FY 2020: 210 Affiliates in 46 states, Panama, and 

Puerto Rico

FY 2021: 213 Affiliates in 46 states, Panama, and 

Puerto Rico

FY 2022: 210 Affiliates in 48 states, Panama, and 

Puerto Rico

210 Affiliates 209 Affiliates in 

48 states, 

Panama, and 

Puerto Rico

*Note: Metric changed to combine locations of traveling exhibitions and smaller poster exhibits 

National Collections

We preserve our national and natural heritage, as well as aspects of other cultures, by caring for and expanding the National

Collections.

➢ Ties to Program Categories in ERP:

• COLLECTIONS (Program Code 3XXX)
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Key Performance Indicators – Preserve Our Natural and Cultural Heritage Collections

Key Performance Indicators Type Prior-year data FY 2023 target FY 2023 actual

Percentage of museum collections (objects and specimens) 

that meet/exceed unit standards for:

• Physical Condition: Measures the need forintervention 

to prevent further or future deterioration of the 

collections.

• Housing Materials: Measures the appropriateness and 

stability of the materials used to house or contain 

collections.

• Storage Equipment: Measures the appropriateness of 

equipment intended to provide long-term protection 

of the collection.

• Physical Accessibility: Measures the extent to which 

the collection is organized, arranged, located, and 

retrieved for intended use.

Collections Totals:

FY 2020: 155.5 million objects/ specimens

FY 2021: 157.1 million objects/ specimens

FY 2022: 157.2 million objects/ specimens

Outcome. Indicator of 

established standards 

and sound 

management practices 

for collections

 FY 2020: 

• Physical Condition: 75% 

• Housing Materials: 69% 

• Storage Equipment: 71% 

• Physical Accessibility: 87%

 FY 2021: 

• Physical Condition: 75% 

• Housing Materials: 69% 

• Storage Equipment: 71% 

• Physical Accessibility: 87%

FY 2022:

• Physical Condition: 75%

• Housing Materials: 69%

• Storage Equipment: 71%

• Physical Accessibility: 87%

Increase over 

prior year

Data currently 

not available

Percentage of museum collections (objects and specimens)

that are digitized:

• Digital Records: Measures percentage of Collections 

Totals with digital records that meetor exceed unit

standards

Collection Totals:

FY 2020: 155.5 million objects/ specimens

FY 2021: 157.1 million objects/ specimens

FY 2022: 157.2 million objects/ specimens

• Digital Images: Measures percentage ofCollections 

Prioritized for Digitization with digital images that meet 

or exceed unit standards

Collections Prioritized for Digitization:

FY 2020: # of prioritized objects: 18.7 million

FY 2021: # of prioritized objects: 23.2 million

FY 2022: # of prioritized objects: 23.3 

million

Outcome. Indicator of 

public access to SI 

collections

 FY 2020: 

• Digital Records:

# completed: 34.2 M (22%) 

• Digital Images:

# completed: 6.5 M (35%)

 FY 2021:

• Digital Records:

# completed: 35 M (22%)

• Digital Images:

# completed: 7 M (30%)

FY 2022:

• Digital Records:

• # completed: 37.1 M 

(21%)

• Digital Images:

• # completed: 7.6 M 

(30%)

Increase over 

prior year

Data currently 

not available
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Smithsonian Facilities

➢ Ties to Program Categories in ERP:

• FACILITIES (Program Code 5XXX)

• SECURITY & SAFETY (Program Code 6XXX)

Key Performance Indicators – Smithsonian Facilities Capital/Maintenance and Safety/Security

Key Performance Indicators Type Prior-year data FY 2023 target FY 2023 actual

Percent of available capital funds 

obligated compared to funds 

available

Efficiency 

(obligation rate is 

indicator in 

initiating capital 

work in a timely 

manner)

FY 2020: 94%

FY 2021: 91%

FY 2022: 82%

 

 85% 63%

Number of major capital projects meeting 

milestones (see below):

Output FY 2020: Met milestones on 5 of 7 projects

FY 2021: Met milestones on all 6 major projects 

FY 2022: Met Milestones on 3 of 6 major projects

Meet milestones 

on all 6 major 

projects

Met Milestones 

on 5 of 6 major 

projects

Revitalize Historic Core (SIB) Output FY 2020: Design awarded

FY 2021: Design 5% complete

FY 2022: Design 35% complete

Design 65% 

complete

Design 65% 

complete

Renew Bird House and Great Flight 

Aviary - National Zoological Park

Output FY 2020: Renovation is 73% complete

FY 2021: Renovation 89% complete

FY 2022: Renovation 96% complete

Renovation 100% 

complete

Renovation 99% 

complete 

(holding contract 

open)

Repair Building Envelope, Roof, 

and Exterior Panels - Hirshhorn 

Museum Building 

Output FY 2021: Renovation 27% complete

FY 2022: Renovation 655 complete

Renovation 90% 

complete

Renovation 97% 

complete

Revitalize Building Envelope and 

Infrastructure - National Air and Space 

Museum – National Mall Building

Output FY 2020: Renovation is 40% complete

FY 2021: Renovation 55% complete

FY 2022: Renovation 68% complete

Renovation 75% 

complete

Renovation 85% 

complete
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Key Performance Indicators Type Prior-year data FY 2023 target FY 2023 actual

Restore Exterior Envelope and Replace 

Roof - National Air and Space Museum 

- Udvar Hazy Center

Output FY 2020: Renovation is 24% complete (on 

completion schedule)

FY 2021: Renovation 77% complete

FY 2022: Renovation 87% complete

Renovation 95% 

complete

Renovation 99% 

complete 

Construct Pod 6 - Museum Support 

Center

Output FY 2020: 35% design has been submitted 

FY 2021: Design 75% complete

FY 2022: Construction awarded

Construction 

15% complete

Construction 19% 

complete

Percent of revitalization projects designed 

to 35% prior to request for construction 

funding

Efficiency (35% 

design prior to 

funding improves 

cost estimates; early 

award avoids cost 

escalation and 

project delays)

FY 2020: Target not met due to lack of planning 

funds 

FY 2021: Target not met due to lack of 

planning funds

FY 2022: Target not met due to lack of 

planning funds

Complete 35% 

design prior to 

Cong. budget 

submission for 80% 

of major projects in 

the FY 2023 capital 

program

Target not met 

due to lack of 

planning funding

Percentage of buildings with Facilities 

Condition Index (FCI) above 70%

Output. Higher % 

shows improvement 

of buildings 

condition

FY 2020: 61%

FY 2021: 61%

FY 2022: 57.5%

85%: Switching to 81%

Federal Real 

Property Profile 

(FRPP) scoring

Planned maintenance cost as percent of 

total annual maintenance costs

Efficiency — a 

higher proportion 

planned vs. 

unplanned is 

indicator of 

more

efficient use

FY 2020: 57% (impacted by COVID19: minimum 

staffing, buildings closed)

FY 2021: 49% (impacted by COVID19: minimum 

staffing, buildings closed)

FY 2022: 54.5%

62% 58%

100% of facilities at level 3 “managed 

1” for cleanliness on the APPA scale

Output. Shows 

improvement in 

buildings 

cleanliness

FY 2020: 33% @ Level 3 (impacted by COVID 19: 

minimum staffing, buildings closed, less cleaning)

FY 2021: 33% @ Level 3 (Impacted by COVID 19; 

minimum staffing, buildings closed)

FY 2022: Achieved 85% APPA Level 3

85% APPA Level 3 Achieved 85% 

APPA Level 3
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Safety: total recordable case rate (injuries 

per 100 employees)

Output (annual 

basis)

 FY 2020: 1.44

FY 2021: 1.16

FY 2022: 3.35 (increase due to return to 

work/COVID cases)

<3.35 2.70 
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Operational Effectiveness

We will institute nimble and cost-effective pan-Institutional administrative processes.

Key Performance Indicators – Organizational Efficiency and Effectiveness

Key Performance Indicators Type Prior-year data FY 2023 target FY 2023 actual

Workdays to complete recruitment action 

against OPM End-to-End Hiring Model of 

80 days

Efficiency FY 2020: 132 average days

FY 2021: 132 average days

FY 2022: 174 average days

5% reduction in 

the overall 

average.

98 days

Percent of SI contract actions completed 

within Federal Standard Time Frames

Efficiency FY 2020: 93.4%

FY 2021: 87%

FY 2022: 92%

92% 91.6%

Customer satisfaction with quality and 

timeliness of IT services

Outcome FY 2020: Quality 97.76%; Timeliness 96.97%

FY 2021: Quality 97.73%; Timeliness 97.30%

FY 2022: Quality 97%; Timeliness 95%

Quality: 95%; 

Timeliness: 95%

Quality: 97.12%; 

Timeliness: 

96.74%

Percent of employees who are satisfied 

with working at the Smithsonian on annual 

employee survey

Outcome. Employee 

satisfaction is a 

standard indicator 

of a healthy

organization

FY 2020: 85%

FY 2021: 82%

FY 2022: 78%

80% 79%
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Diversity and Inclusion

We will ensure that diversity, inclusion, cultural awareness, and sensitivity are hallmarks of the Smithsonian Institution.

Key Performance Indicators – Diversity and Inclusion

Key Performance Indicators Type Prior-year data (%) FY 2023 target FY 2023 actual

Percent of workforce diversity by Output FY 2020 2021 2022 Meet or exceed

Nat Am 1.4

Asian 6.3

NHPI 0.1

Black 29.7

Hispanic 10.9

race/ethnicity Nat Am 1.4 1.3 1.4 DC Metro CLF

Asian 6.1 5.9 6.3 standard

NHPI 0.1 0.2 0.1 Nat Am 0.4

Black 29.1 28.9 29.7 Asian 9.6

Hispanic 10.7 10.6 10.9 NHPI 0.1

Black 25.4

Hispanic 13.2

Financial Strength

Key Performance Indicators – Financial Strength

Key Performance Indicators Type Prior-year data FY 2023 target FY 2023 actual

Dollar amount of Private Sources: Gifts Input FY 2020: $248 million

FY 2021: $480 million

FY 2022: $320 million

$265 million $361.9 million

Dollar amount of Sponsored Projects 

Revenue

Input FY 2020: $135.7 million

FY 2021: $146 million

FY 2022: $162 million

$148 million $185 million

Dollar amount of Private Sources: 

Business Revenue

Input FY 2020: $109 million

FY 2021: $89 million

FY 2022: $134

$162.7 million $169.7 million