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Smithsonian Institution 



:rt of the Chief Financial Officer 



contribution science has made to the development of the United States by promoting 

 scientific research and discover)' and being a leader in a select number of scientific areas. 



The Smithsonian Institution has directed that as a sound business practice, GPRA will 

 provide a framework for performance goals and objectives established during the coming 

 fiscal year. These new goals, and revisions to existing goals, will increase the effectiveness of 

 the services that the Smithsonian Institution offers to the public. The Smithsonian 

 Institution has developed a plan that encompasses the following goals: 



• Goal 1 : Public Impact. Enlarge the Smithsonian's audiences, expand the degree of 

 engagement with the public, in Washington and throughout the country, and improve 

 the quality of the Smithsonian Institution experience. 



• Goal 2: Scientific Research. Deepen the Smithsonian Institution's commitment to the 

 pursuit of scientific research and discover}' by focusing resources in centers of excellence 

 in which the Smithsonian has unique strengths. 



• Goal 3: Management Excellence. Strengthen the Smithsonian Institution's 

 management, and evaluate and modernize management systems and bring them to a 

 level of quality and sophistication appropriate to a contemporary organization of the 

 Smithsonian Institution's size and complexity. 



• Goal 4: Financial Strength. Provide the financial support essential to achieving the 

 Smithsonian Institution's goals. 



The Office of the CFO plays a significant role in achievement of the Smithsonian 

 Institution's goals for management excellence and financial strength. All four of the 

 objectives of the CFO organization directly support the Smithsonian Institution's goal of 

 management excellence. To modernize and provide quality management systems, the CFO 

 organization along with the Chief Technology Officer will replace the aging Smithsonian 

 Financial System (SFS) in fiscal year 2002, with full implementation by fiscal year 2005. 



In support of the Smithsonian Institution's goal of financial strength, the CFO organization 

 provides effective budgeting, financial, contracting, and management services and is 

 committed to the growth and integrity of the Smithsonian Institution's financial assets. 

 Replacement of the SFS by design and implementation of a financial reporting architecture 

 that will provide clear, concise, and understandable financial information to Smithsonian 

 Institution managers will enhance the achievement of this goal. 



To determine the success of its efforts, the Smithsonian Institution is developing meaningful 

 ways of measuring museum-related accomplishments and outcomes, as well as measures for 

 activities that support the Smithsonian. Areas for which performance measurements are 

 being crafted include exhibits, education outreach, collections and research, as well as the 

 administrative functions of finance, facilities management, human resources, and 

 information technology. The Smithsonian Institution's goal is to begin tracking 

 performance consistently with a set of measures that have been adopted by the entire 

 Smithsonian Institution community at the start of fiscal year 2003. 



