Strategic Plan FY 2022–2026

Bureau of the Fiscal Service
Table of Contents 

Message from the Commissioner................................................................................................

Fiscal Service Overview .................................................................................................................. 

Planning Framework ....................................................................................................................... 

Strategic Map ..................................................................................................................................... 

Strategic Management Framework ...........................................................................................

Strategic Goals and Objectives 

Goal 1: Our Operations .........................................................................................................

 Objective 1.1 Business Transformation ..................................................................

 Objective 1.2 Emerging Technology and Business Practices .........................

 Objective 1.3 Operational Integrity.......................................................................... 

Goal 2: Our Data ...................................................................................................................... 

 Objective 2.1 Data Quality and Transparency ..................................................... 

 Objective 2.2 Data Analysis ........................................................................................

Goal 3: Our Customers........................................................................................................... 

 Objective 3.1 Customer Experience Practices .....................................................

 Objective 3.2 Agency Engagement ........................................................................

 Objective 3.3 Marketplace Solutions ......................................................................

Goal 4: Our Workforce .......................................................................................................... 

 Objective 4.1 Diversity, Equity, Inclusion, and Accessibility (DEIA) ..............

 Objective 4.2 Workforce of the Future ....................................................................

 Objective 4.3 Workplace of the Future ...................................................................

Appendix ............................................................................................................................................

 Strategic Plan at a Glance ..................................................................................................

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Message from the Commissioner

Dear Colleagues, 

Fiscal Service was ready for the challenges of the COVID-19 pandemic. Our 

preparations for all-electronic processing, for responsive shared service operations, 

and for a telework-enabled workforce, were part of the bureau’s strategic plans long 

before the pandemic.

As we move forward, we dare to look further into the future and set bolder goals to 

advance our vision for the future of federal financial management. The President’s 

Management Agenda challenges agencies to do more than respond to crises— 

together, we must deliver results for the American people.

This plan continues Fiscal’s commitment to the reliable services that agencies and the 

public can count on. What is new is a change in perspective.

As Fiscal Service modernizes our services to incorporate the latest financial technology 

and tackle the challenges posed by cyber threats and climate change, a key focus will 

be on the experience of our customers. We will create a more seamless and inclusive 

customer experience without duplication and unnecessary steps. We will deliver data 

that is useful, understandable, and consumable for insights. And we will continue to 

deliver dependable, efficient operations.

Our services are a vital piece of the government’s financial infrastructure. Our strategic 

plan places extra emphasis on building our capabilities to maintain this infrastructure 

in the future. We will develop a marketplace of multiple service providers, creating 

strength-in-reserve for federal financial management. Strengthening our workforce

is a key part of capability building, with the goal of a diverse, highly skilled, inclusive 

workforce where Fiscal Service is an “employer of choice” in the federal government.

We will do this together. This strategic plan envisions the future and describes how we, 

as an organization will lead, transform, and deliver. This plan is yours, is ours, and

provides a clear path for every one of us to see that we share the same goals for not 

only our future, but for every customer we serve.

Sincerely,

Tim Gribben

Commissioner of the Bureau of the Fiscal Service 

Tim Gribben

Commissioner

Department of the Treasury

Bureau of the Fiscal Service
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Our Mission

The Fiscal Service mission is to promote the financial integrity and operational efficiency 

of the federal government through exceptional collections, disbursements, financing, 

reporting, and shared services.

Our Vision

We will transform financial management and delivery of shared services in the federal 

government. 

Our Values

Our five values shape everything we do. They are:

Integrity – Be consistently honest and fair in our actions and strive 

to do what is right rather than what is easy.

Collaboration – Share information broadly within and across organizational 

lines and engage our internal and external customers as valued partners.

Accountability – Deliver on our commitments and decisions and 

take ownership for outcomes and results.

Learning – Display a commitment to continuous improvement at 

both personal and organizational levels. 

Excellence – Take pride in delivering exceptional collections, disbursements, 

financing, reporting, and shared services. 

Why Our Work is Important

Fiscal Service has a great responsibility to the American public and plays an integral 

part in the national financial critical infrastructure of the entire federal government. 

Through our programs, we publish accounting data that is critical to the economy 

of the country; collect and raise money to operate the federal government; provide 

troops around the globe with easy access to transmit money to their families; deliver 

payments on time every month to veterans and Social Security recipients across the 

nation; provide opportunities for Americans to save for their future using savings bonds 

and marketable Treasury securities; collect money for child support payments through 

offsetting payments, which enable custodial parents to care for their children; and 

deliver cost-effective shared services to allow federal agencies to focus on their missions 

and effectively use taxpayer dollars. These examples demonstrate the importance of our 

mission to the American taxpayer and those we serve.

Fiscal Service Overview
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Planning Framework

TREASURY STRATEGIC PLAN

Treasury’s plan outlines the Department’s long-term goals and how Treasury plans to achieve 

them, providing an internal guide for Treasury-wide decision making. Treasury’s goals articulate 

larger outcomes or societal impacts that Treasury aims to achieve, while objectives support goals 

and reflect more focused policy or operational areas where Treasury plans to make significant 

improvements. 

FUTURE OF FEDERAL FINANCIAL MANAGEMENT (FM) VISION

The FM Vision sets and defines how Treasury and Fiscal Service will transform federal financial 

management over the next decade.

The Work We Lead and Manage

PORTFOLIOS

A Portfolio is a collection of projects, programs, sub-programs, and operations managed as a group 

to achieve strategic objectives. 

PROGRAM

Programs consist of related projects, sub-programs, and 

program activities managed in a coordinated manner 

to obtain benefits not available from managing them 

individually.

PROGRAM

A PRIORITY is a common theme that spans across strategic goals, objectives, and enterprise 

projects and is used to communicate important focus areas. 

ENTERPRISE PROJECT

Enterprise Projects are 

temporary endeavors, or 

specific units of work that 

create unique products, 

services, or results.

ENTERPRISE

PROJECT 

(Non-IT)

ENTERPRISE 

PROJECT

(IT)

ENTERPRISE 

PROJECT

(IT)

ENTERPRISE 

PROJECT 

(Non-IT)

FISCAL SERVICE STRATEGIC PLAN

Strategic Goals articulate the broad, long-term outcomes the bureau aspires to achieve to advance 

the mission and vision. Strategic Objectives are specific, measurable, outcome-based statements 

that outline what the bureau intends to achieve. Performance measures are used to monitor 

progress toward meeting the objectives. Strategies outline the approach or guiding principles that 

will be taken to achieve the strategic objective.
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The government is an efficient 

steward of its financial resources.

Financial information 

provided by the government is accurate.

Financial interactions with the government are 

modern, seamless, inclusive, and secure.

Fiscal Service Strategic Goals and Objectives | Treasury Alignment

Department of the Treasury Strategic Plan

Strategic Goals Strategic Objectives/Treasury Strategic Goals 

Fiscal Service supports these Treasury Strategic Goals and Objectives.

GOAL 1: OUR OPERATIONS

Deliver modern and innovative financial 

management operations and services that are 

inclusive, efficient, sustainable, and secure.

1.1 Business Transformation 

Transform our businesses to generate new value and improved capabilities for 

our customers.

1.2 Emerging Technology and Business Practices 

Identify, incubate, and promote emerging technologies and business practices 

with the potential to transform the bureau and financial management 

capabilities.

1.3 Operational Integrity 

Improve security, resiliency, and controls of operations and services. 

GOAL 2: OUR DATA

Increase the value, availability, and quality of 

our data for decision-making and insights.

2.1 Data Quality and Transparency 

Improve the quality, completeness, and availability of data that is consumable 

for insights.

2.2 Data Analytics 

Increase analytics practices and capabilities to support decision-making.

GOAL 3: OUR CUSTOMERS 

Improve the customer experience throughout 

the journey with Fiscal Service.

3.1 Customer Experience Practices 

Create a customer-centric culture that incorporates customer needs and 

expectations into the design and provision of services to improve the customer 

experience.

3.2 Agency Engagement 

Engage with federal chief financial officers (CFOs) and the broader financial 

management community to understand what agencies need, and how we can 

best provide unified, seamless solutions to meet those needs.

3.3 Marketplace Solutions 

Provide the financial management community with access to innovative, 

proven, and standards-based solutions.

Goal 4: OUR WORKFORCE

Recruit, retain, develop, and engage a diverse, 

high-performing workforce to meet our 

customers’ needs.

4.1 Diversity, Equity, Inclusion, and Accessibility (DEIA) 

Foster a culture where bureau practices integrate the principles of DEIA to 

attract, develop, and retain a diverse and inclusive workforce.

4.2 Workforce of the Future  

Identify and develop the skillsets required to meet the demands of tomorrow.

4.3 Workplace of the Future 

Transform our work routines, facilities, and infrastructure to adapt to mission 

and workforce needs.

1:

Promote Equitable 

Economic Growth and 

Recovery

2:

Enhance 

National Security

3:

Protect Financial 

Stability and Resiliency

4:

Combat 

Climate Change

5:

Modernize 

Treasury Operations

1.3 Economically Resilient 

Communities

2.1 Cyber Resiliency of 

Financial Systems and 

Institutions

3.3 Financial Innovation 4.4 Sustainable Treasury 

Operations

5.1 Recruit and Retain 

a Diverse and Inclusive 

Workforce

5.2 Future Work Routines

5.3 Better Use of Data

5.4 Customer Experience 

Practices

Strategic Map

Federal Financial Management Vision

Objective Goal
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This strategic plan outlines the long-term goals and objectives Fiscal Service plans to achieve over the 

next four years, the strategies that define how we will accomplish these goals and objectives, and the 

performance measures we will use to monitor success. Each strategic objective has a designated owner that 

is responsible for overseeing and monitoring progress across the enterprise toward achieving the objective 

and delivering status updates and progress reports in alignment with the strategic management framework. 

Fiscal Service is committed to building evidence and providing data that can be used to inform decisionmaking. The learning agenda questions outlined in this strategic plan are priority questions for each 

strategic goal that, when answered, will build evidence and foster continuous learning. The questions are 

identified as either long-term, which will require more than a year to answer or include iterative evaluations, 

and short-term, which may be answered using rapid testing, existing data, or literature reviews and require 

one year or less to answer. The long- and short-term distinction reflects the length of time needed to fully 

answer the learning agenda question and does not reflect prioritization or a timeline of when an evaluation 

will occur. In support of this strategic plan, Fiscal Service developed a Learning Agenda and Annual 

Evaluation Plan that outlines specific evidence-building activities we will conduct to inform leadership, 

programs, and future projects to improve the organization.

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STRATEGIC + ENTERPRISE 

PLANNING

We envision the future and set goals, 

establish priorities, and initiate projects 

to advance toward the vision.

PROGRAM + RISK 

MANAGEMENT

We manage programs and execute 

projects, and we consider opportunities 

and risks to inform operations and 

mitigate threats to performance.

PERFORMANCE 

MANAGEMENT

We track progress and performance 

indicators to demonstrate results, 

understand what a program is achieving, 

and inform decision-making.

EVALUATION

We assess, learn, and evaluate our results 

to understand why something happened 

and to build evidence to improve 

performance and inform strategy.

OUR ROLE IN 

FEDERAL FINANCIAL 

MANAGEMENT

Providing a Modern Customer Experience 

to the Public

Leading the Federal FM Community

Unlocking Value for Agency CFOs

FISCAL SERVICE

Strategic Management 

Framework

Improved outcomes for 

our customers

Strategic Management Framework

Fiscal Service uses a strategic management framework to improve outcomes for our 

customers. The framework consists of strategic and enterprise planning, program and risk 

management, performance management, and evaluation. The four areas interconnect and 

build on each other.
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GOAL 1: OPERATIONAL EXCELLENCE

Maintain agile, efficient, and resilient programs to meet the financial 

management needs of the federal government. 

GOAL 1: OUR OPERATIONS

Deliver modern and innovative financial management operations and services that are 

inclusive, efficient, sustainable, and secure.

Fiscal Service operations are critical to the financial stability of the nation and the operational 

efficiency of the federal government. Our collections, disbursements, financing, reporting, and 

shared service operations provide key services to the agencies and the public. It is important that 

we continue to deliver operational excellence to maintain our position as the trusted leader in federal 

financial management. 

Strategic Objectives:

1.1 Business Transformation: Transform our businesses to generate new value and improved 

capabilities for our customers.

1.2 Emerging Technology and Business Practices: Identify, incubate, and promote emerging 

technologies and business practices with the potential to transform the bureau and financial 

management capabilities.

1.3 Operational Integrity: Improve security, resiliency, and controls of operations and services.

Learning Agenda Questions:

Long-Term

• How can Fiscal Service improve the delivery of government payments to hard-to-reach 

populations?*

• What opportunities exist to improve efficiency, implement new, and identify 

duplicative or unnecessary products, tools, and services to improve operations?

• How can partnerships with governments, financial institutions, academia, and industry 

strengthen Fiscal Service capabilities?

Short-Term

• What emerging capabilities or best practices can Fiscal Service adopt to improve its 

operations?

*Question aligns with Treasury’s FY 2022–2026 Learning Agenda.
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Objective 1.1: Business Transformation

Transform our businesses to generate new value and improved capabilities for our customers.

Executive Owner: Business Transformation Executive 

Fiscal Service will identify and mature the enterprise capabilities that drive business outcomes 

by developing and improving products, services, and experiences in alignment with customer 

expectations, best practices, and emerging trends. Efforts must integrate people, processes, 

data, and technology to effectively deliver business value. We will develop a comprehensive 

business architecture to frame the end-to-end value delivery of the bureau’s business lines, which 

supports our enterprise architecture and organizational transformation activities including cost 

optimization, modernization, continuous improvement, and enterprise integration. 

Strategies

• Create a comprehensive view of the enterprise business architecture and its value 

streams to execute business strategies cohesively, from planning to implementation.

• Establish an enterprise business taxonomy, which leverages industry standards.

• Identify overlap and commonalities within and across business processes and 

eliminate operational redundancies by utilizing logic models and evidence-building 

activities.

• Integrate operational functions, activities, products, and services to maximize 

business efficiencies and optimize resources.

• Adopt dynamic and reusable enterprise capabilities and optimize processes to 

respond more effectively to changing environments. 

• Align business and digital (e.g., data, IT, and innovation) transformation 

strategies by developing and implementing an integrated roadmap for reaching an 

optimum digital maturity level.

• Promote policies that facilitate the delivery of digital financial services (e.g., 

enabling technologies, data accessibility and security).

• Increase enterprise-wide collaboration and communication to better address 

customer and business needs.

Measures

• Increase the business architecture maturity score. 

• Increase number of approved recommendations that support transformation 

initiatives.

• Increase adoption of Fiscal Service enterprise capabilities across business lines.
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Objective 1.2: Emerging Technology and Business Practices

Identify, incubate, and promote emerging technologies and business practices with the 

potential to transform the bureau and financial management capabilities.

Executive Owner: Chief Innovation Officer

Fiscal Service will explore new ways to better achieve bureau and financial management priorities. 

We will create a culture of continuous innovation and improvement that incubates new ideas and 

explores new technologies. Fiscal Service will be viewed as a “thought leader” across the federal 

financial management community. 

Strategies

• Identify and test emerging technologies and capabilities through proofs of 

concept, pilots, experiments, and studies.

• Improve awareness of problems, solutions, methods, and lessons learned within 

the bureau and with government, academia, and industry.

• Involve stakeholders (e.g., customers, industry, academia) in the problem-solving 

process and developing solutions to address business problems.

• Build a culture of innovation throughout the bureau by collectively engaging all 

business areas.

Measures

• Increase number of groups engaged in our innovation projects.

• Increase number of innovative proof of concepts, pilots, and studies completed and 

returned to governance.

• Increase number of accepted invitations to share our innovation projects at 

government, industry, and academic events.
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Objective 1.3: Operational Integrity

Improve security, resiliency, and controls of operations and services.

Executive Owner: Chief Information Officer 

Sustaining the nation’s financial services sector requires resilience to mitigate threats to financial stability 

and to ensure operational excellence across our key services. Fiscal Service will enhance and strengthen 

the government’s financial operations to ensure its operational resiliency and steward its financial 

resources efficiently and effectively. Consistently optimizing, securing, and integrating technology and 

service delivery across the enterprise will safeguard our mission essential functions, align with the strategic 

direction of the bureau and Treasury, and further enable digital transformation across Fiscal Service.

Strategies

• Enhance cybersecurity hygiene and maximize Fiscal Service’s ability to identify, protect 

against, detect, respond to, and recover from malicious cybersecurity actions and breaches of 

national critical infrastructure, mission essential functions, and trusted third parties.

• Optimize, secure, and scale Fiscal Service technology resources, including prioritization 

of resources for the adoption and use of cloud technology, to effectively support Treasury’s 

current role in national security matters.

• Advance climate sustainability by expanding use of cloud platforms and increasing 

electronic payments and collections in support of Executive Order 14008: “Tackling the 

Climate Crisis at Home and Abroad” and the Bureau’s Climate Action Plan.

• Improve program outcomes by strengthening program and project management 

accountability, transparency, capabilities, and skillsets across Fiscal Service.

• Continuously rationalize and optimize processes to obtain efficiencies related to digital 

transformation. Cost savings from efficiency gains will be evaluated for reinvestment into new, 

innovative solutions.

• Gain economies of scale by integrating core financial services, including the technology 

that underpins them, to deliver value more effectively to our customers and the taxpayers. 

• Improve the effectiveness of internal controls to proactively manage and reduce risk.

• Expand the use of payment integrity services to aid in the prevention and recovery of 

improper payments.

Measures

• Reduce percentage of applications on the Fiscal Service mainframe. 

• Increase percentage of progress completed against Fiscal Service's audit remediation plan. 

• Increase percentage of Executive Order 14208: “Improving the Nation’s Cybersecurity” 

requirements implemented.

• Increase percentage of programs and projects monitored under the Program Management 

Improvement Accountability Act Framework.

• Increase the electronic payment rate for Treasury-disbursed payments.
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GOAL 2: OUR DATA

Increase the value, availability, and quality of our data for decision-making and insights.

Our data is a catalyst for driving digital transformation, ensuring efficient use of resources, 

allowing us to deliver a better customer experience, and enhancing transparency for agencies, 

businesses, and the public. Improving the quality of our data and providing our workforce with the 

tools and expertise needed to extract insights from our data will advance the bureau to be a more 

modern, data-driven organization.

Strategic Objectives:

2.1 Data Quality and Transparency: Improve the quality, completeness, and availability of 

data that is consumable for insights.

2.2 Data Analytics: Increase analytics practices and capabilities to support decision-making.

Learning Agenda Questions:

Long-Term

• How can Fiscal Service expand its use of data to improve internal business operations?

• What opportunities exist to improve the quality, accessibility, and interoperability of

Fiscal Service’s internal data?

• What are the most important changes that Fiscal Service should make to its

transparency products (USAspending, Data Lab, and Fiscal Data) to expand its reach,

increase public understanding of federal finance, and create trust with the public?*

Short-Term

• How much does Fiscal Service spend each year to collect and maintain data and what

is spent on data that it does not use?

*Question aligns with Treasury’s FY 2022–2026 Learning Agenda.
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Objective 2.1: Data Quality and Transparency 

Improve the quality, completeness, and availability of data that is consumable for insights.

Executive Owner: Chief Data Officer

Fiscal Service seeks to leverage data as a strategic asset to empower us to make better business decisions. 

We are committed to ensuring that our data is high quality, interoperable, secure, accessible across 

business lines, and lives within infrastructure designed to optimally use resources. We will improve 

our data architecture so that data is accessible across business lines, secure, and uses the minimum 

resources. Utilizing data governance, we will ensure that data is standardized across business lines to 

achieve objectives such as interoperability.

We seek to engage and inform the American public about federal finance to increase trust in 

government. We will increase adaptability, resiliency, and timeliness of public financial data 

architectures and increase the usability, accessibility, and engagement of our public data products.

Strategies

• Build an enterprise data architecture that incorporates all business lines. We will create 

a technology solution that dismantles siloed legacy solutions, provides access to data and 

metadata, and enables reporting, analytics, and artificial intelligence (AI) / machine learning 

(ML) tools for Fiscal Service.

• Develop a data management playbook and guidance for program areas to adopt best 

practices. 

• Standardize data and metadata across business lines by developing a data and metadata 

standardization agenda and identifying timelines for program areas to update their data.

• Enhance data quality through development of a data quality framework and automated 

processes to assess and provide real time insights to business areas.

• Prioritize and address legislative, policy, and audit mandates on our transparency 

products. 

• Standardize and consolidate Fiscal Service's public datasets onto fiscaldata.treasury.gov 

and leverage enterprise application programming interface (API) solutions to automate 

connections to business areas.

• Improve our data transparency architecture for performance and cost-effectiveness. 

• Connect new audiences with financial data by broadening our training and outreach 

efforts to reach new users and developing content that is engaging and builds trust in 

government among Americans.

Measures

• Increase in datasets onboarded onto enterprise data platform.

• Decrease number of siloed legacy solutions.

• Increase percentage of datasets with standard metadata implemented.

• Increase number of users to public data websites.
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Objective 2.2: Data Analytics 

Increase analytics practices and capabilities to support decision-making.

Executive Owner: Chief Data Officer

Fiscal Service will be an organization where our workforce has the right skills to leverage data as a 

strategic asset, and actively expects that decisions be made with data. Our staff will have the right 

skills to execute advanced analytics use cases and will utilize best practices for data analysis and 

visualization, allowing all business lines to conduct analytics. Our analytics resources will be devoted 

to the highest value use cases, and we will routinely develop high value analytics and deploy them to 

production to improve customer experience, reduce costs, and reduce risk.

Strategies

• Celebrate data culture at bureau-wide events by holding “datathons” and other 

events to show employees the possibility of using data for decision-making and to keep 

people engaged.

• Develop a handbook of analytics best practices that includes style guides on data 

visualization, best practices for data ethics, and guidance for conducting analytics 

projects.

• Expand the analytics communities of practice to grow the analytics and data 

stewardship communities of practice and expand engagement.

• Launch Fiscal Data University, a low-cost training curriculum to upskill employees 

across business areas.

• Identify and define the highest value analytics use cases in collaboration with all of 

the bureau’s business lines on an ongoing basis.

• Establish an Analytics Center of Excellence to develop standards, model governance, 

and use case oversight through strategic partnerships with business areas.

• Develop a data pipeline for deploying analytics use cases which, in partnership with 

Chief Information Officer (CIO) and leveraging a development, security, and operations 

(DevSecOps) framework, creates a process and technology solution to explore, test, and 

deploy analytics use cases following a common framework across the enterprise.

Measures

• Increase percentage of staff who complete coursework from Fiscal Data University.

• Increase percentage of staff who regularly engage in data communities of practice.

• Increase number of new analytics use cases deployed.
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Goal 3: OUR CUSTOMERS

Improve the customer experience throughout the journey with Fiscal Service.

The customers we serve expect an ease of doing business, simple yet effective services, and a modern 

and inclusive experience that instills confidence and builds trust. Fiscal Service recognizes the 

importance of the customer experience for both our partner agencies, and the public we serve. 

Fiscal Service will develop and foster a customer-centric culture that unifies our engagement efforts, 

increases our understanding of federal agency needs, brings the customer voice into our decisionmaking processes, and ensures a seamless and equitable user experience from start to finish.

Strategic Objectives:

3.1 Customer Experience Practices: Create a customer-centric culture that incorporates 

customer needs and expectations into the design and provision of services to improve the 

customer experience.

3.2 Agency Engagement: Engage with federal chief financial officers (CFOs) and the broader 

financial management community to understand what agencies need and how we can best 

provide unified, seamless solutions to meet those needs.

3.3 Marketplace Solutions: Provide the financial management community with access to 

innovative, proven, and standards-based solutions.

Learning Agenda Questions:

Long-Term

• Where are Fiscal Service’s customer experience capability and competency gaps, and how 

can we leverage best practices to close those gaps over time?

• How can Fiscal Service ensure it is collaborating effectively with its agency partners to 

improve the customer experience and mission delivery?

• How can Fiscal Service ensure equitable access and use of its services by underserved 

communities or companies?*

Short-Term

• How can Fiscal Service accurately assess, evaluate, and monitor customer experience, and 

utilize measurement tools to drive improvements?*

• Which Fiscal Service products and services are underutilized by federal CFOs, why, and 

what improvements can Fiscal Service make?

• How does Fiscal Service currently approach customer experience activities across the 

enterprise, and how might we standardize our approach to efficiently and effectively meet 

the customer experience objectives? 

*Question aligns with Treasury’s FY 2022–2026 Learning Agenda.
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Objective 3.1: Customer Experience Practices 

Create a customer-centric culture that incorporates customer needs and expectations into the 

design and provision of services to improve the customer experience.

Executive Owner: Chief Customer Officer

Fiscal Service will continue to develop and leverage a customer-centric approach to its systems and 

services by treating each interaction as impactful to that customer—no matter if they are from a 

federal agency, a financial institution, or a member of the public. This approach places customers’ 

needs and expectations at the forefront of business and program development decisions and uses 

continuous customer feedback to design and enhance systems and processes that are intuitive, 

adaptive, and self-navigating. Further, this approach supports the President’s Management Agenda, 

the Executive Order 14058: “Transforming Federal Customer Experience and Service Delivery to Rebuild 

Trust in Government,” and Treasury’s designation as a High Impact Service Provider. 

Strategies

• Establish an enterprise Customer Experience (CX) plan that defines the vision and 

guiding principles to be ingrained in the organizational culture, serves as a key framework 

for enterprise-level planning, supports ongoing investments which directly benefit 

customers, and effectively closes capability and capacity gaps over time.

• Develop and implement structures, processes, and roles to monitor our strategy, 

identify overlaps across customer journeys, prioritize and coordinate improvements, and 

efficiently leverage investments across the enterprise.

• Determine the most effective and efficient execution of customer experience 

activities across all of the bureau’s services, including those operating through fiscal 

and financial agents and the Administrative Resource Center (ARC), recognizing and 

understanding the intersectional relationships, and reducing duplicative efforts to 

maximize return on investment in CX work streams.

• Establish a measurement architecture to capture customers’ voices throughout the 

entirety of their interactions with bureau products and services to drive continuous 

improvements and positively impact the customer experience over time. 

• Develop a common language and set of tools to design CX documentation, 

measurements, and enhancements to support cross-functional improvements to journeys.

• Create a library of services, journeys, and personas to identify pain points, high impact 

interactions, and opportunities for improvements that transcend individual customer 

groups or moments.

Measures

• Increase in usage of standardized customer experience tools and artifacts in the design of 

bureau services.

• Decrease in duplicative customer experience improvement efforts and reporting. 
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Objective 3.2: Agency Engagement

Engage with federal chief financial officers (CFOs) and the broader financial management 

community to understand what agencies need and how we can best provide unified, 

seamless solutions to meet those needs.

Executive Owner: Chief Customer Officer

Fiscal Service will partner with the federal financial management community to deliver effective 

financial management solutions that meet their operational needs so that agencies can focus on 

their missions. We will start from a place of cooperation and support, and focus our engagement 

on understanding challenges, barriers, and expectations. This work will provide Fiscal Service with 

customer insights that will be used to proactively develop, modernize, and improve processes, 

systems, and services that positively impact their experience.

Strategies

• Establish an enterprise engagement plan that unifies duplicative communication 

channels and feedback silos across the bureau and its agents and develops a 

comprehensive understanding of agency needs and experiences across product and 

service offerings that will create “one voice” for our customers. 

• Effectively leverage existing channels in the government and private sector 

financial management communities such as the CFO Council, Financial Management 

Standards Committee, Joint Financial Management Improvement Program, Shared 

Services Council, and the Association of Government Accountants to gain insights into 

community needs and identify the best spaces for bureau-led solutions.

• Identify major pain points and opportunities for quick wins to prioritize agency 

engagement and service improvement activities across centralized solutions, shared 

services, and industry products.

• Develop reporting processes to ensure agency feedback loops are effectively 

measured across the enterprise and closed in a meaningful and timely manner.

Measures

• Increase agency customer satisfaction scores. 

• Increase percentage of agency feedback loops closed.
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Objective 3.3: Marketplace Solutions 

Provide the financial management community with access to innovative, proven, and 

standards-based solutions.

Executive Owner: Chief Customer Officer

Fiscal Service will provide a marketplace of standards-based solutions and services offered by 

commercial and federal providers, including the bureau’s centralized services and shared services 

provided by the Administrative Resource Center (ARC). As the designated Financial Management 

Quality Service Management Office (FM QSMO), we will standardize and streamline what is 

common and give agencies the flexibility to invest where needed for unique mission-oriented 

business needs. Marketplace solutions will deliver easy, reliable, and effective experiences by 

incorporating customer feedback, journey management frameworks, and innovative technologies.

Strategies

• Establish a financial management solutions and services marketplace that provides 

clear, consolidated access and ease of engagement with commercial vendors, the 

bureau’s centralized offerings, and federal shared service providers, including the 

bureau’s ARC.

• Actively engage with marketplace participants, both vendors and federal shared 

service providers (including ARC), to ensure provider readiness and seamless 

onboarding into the marketplace.

• Ensure products and services in the marketplace are designed and delivered in a 

manner that is consistent with the needs and expectations of the customer and 

support the overarching goals of the federal financial management community. 

• Engage with industry to understand the evolving systems and services landscape 

and ensure continued communication and transparency with prospective commercial 

marketplace providers.

• Identify opportunities to improve the customer experience through seamless 

integration of end-to-end services as part of agency plans for ongoing financial 

management improvements and systems modernizations.

• Effectively connect the current needs of agencies to products and services in the 

marketplace including the bureau’s centralized offerings and services provided by ARC 

to efficiently market and onboard customers into financial management solutions.

• Encourage and support diversity and equity in the marketplace by being inclusive 

in vendor outreach, offering consultations to interested vendors, and collaborating with 

agencies to support equitable selection from diverse providers in the marketplace.

Measures

• Increase number of agency subcomponents using common financial management 

solutions offered by either industry or the bureau.

• Increase number of engagements and consultations with diverse vendors.
19

Goal 4: OUR WORKFORCE 

Recruit, retain, develop, and engage a diverse, high-performing workforce to meet our 

customers’ needs.

Our workforce is the foundation for our success. Fiscal Service will foster a bureau-wide culture 

that promotes inclusivity, personal and professional development, and embodies our core values - 

Integrity, Collaboration, Accountability, Learning, and Excellence. We strive to provide an employee 

experience that makes us a recognized employer of choice where talented and diverse individuals 

want to work and can excel in the workplace of the future. 

Strategic Objectives:

4.1 Diversity, Equity, Inclusion, and Accessibility (DEIA): Foster a culture where bureau 

practices integrate the principles of DEIA to attract, develop, and retain a diverse and inclusive 

workforce.

4.2 Workforce of the Future: Identify and develop the skillsets required to meet the demands 

of tomorrow.

4.3 Workplace of the Future: Transform our work routines, facilities, and infrastructure to 

adapt to mission and workforce needs.

Learning Agenda Questions:

Long-Term

• What skillsets do employees currently have, what skillsets does Fiscal Service need, is 

Fiscal Service effectively identifying needed competencies and existing gaps, and what 

opportunities exist to close the gaps?*

• How can Fiscal Service foster a diverse and inclusive culture throughout all levels of the 

bureau to provide better services to its customers, stakeholders, and employees?

• How can Fiscal Service ensure that resources are appropriately aligned with the 

bureau’s priorities, as articulated in the strategic plan and supporting documents? 

Short-Term

• How does Fiscal Service define a diverse workforce, what beacon metrics can Fiscal 

Service use to measure diversity, and what opportunities exist to increase diversity in 

the Fiscal Service workforce?

• How does a hybrid work environment impact Fiscal Service’s culture, its ability to 

recruit candidates, and its ability to retain its existing employees, and how can we best 

measure those impacts?*

*Question aligns with Treasury’s FY 2022–2026 Learning Agenda.
20

Objective 4.1: Diversity, Equity, Inclusion, and Accessibility (DEIA) 

Foster a culture where bureau practices integrate the principles of DEIA to attract, develop, 

and retain a diverse and inclusive workforce.

Executive Owner: Chief Human Resources Officer

Fiscal Service is committed to building a highly skilled, engaged, and inclusive workforce 

committed to and representative of the public it serves. We strive to be an organization that 

values a culture of diversity and inclusion to open our minds to new possibilities and improve 

our organization’s performance and the employee experience. We will achieve an inclusive and 

innovative workforce and provide an environment where employees feel accepted and respected. 

Strategies

• Establish a Fiscal Service-wide talent acquisition strategy across the entire 

recruitment process (position classification through start date) to leverage 

opportunities that maximize Fiscal Service’s recruitment practices, resulting in the 

timely acquisition of diverse, high-quality talent.

• Train supervisors on hiring best practices including interviewing, special hiring 

authorities, and expanded applicant assessment (beyond automated questionnaires) 

to improve bureau-wide talent acquisition.

• Appropriately resource DEIA functions to ensure recruitment strategies are in place 

for outreach to underrepresented communities, a culture that accepts and celebrates 

employee differences is achieved, and DEIA training is provided to employees.

• Improve employee retention through the identification and implementation of 

best practices for employee engagement, monitoring of attrition data to identify and 

address trends, and implementation of “stay interviews” to determine and strengthen 

those things that make employees want to stay.

Measures

• Decrease attrition rates (not related to retirement or internal movement) of Fiscal 

Service employees.

• Increase hiring official satisfaction survey scores related to the quality of applicants 

referred through the recruitment process.

• Increase diversity of Fiscal Service’s workforce as measured by identities, races, 

ethnicities, backgrounds, abilities, cultures, and beliefs of the American people. 
21

Objective 4.2: Workforce of the Future

Identify and develop the skillsets required to meet the demands of tomorrow.

Executive Owner: Chief Human Resources Officer

Fiscal Service will continuously learn, grow, and develop the skillsets required to support the longterm health and sustainability of our organization and our people. We will strategically align our 

resources to better deliver services to our customers. 

Strategies

• Identify and measure the enterprise level core competencies (e.g., data analytics, 

customer experience, project management) and skillsets necessary to support Fiscal 

Service in achieving its mission and strategic vision, designing a development and 

training framework to build competencies and close any identified gaps.

• Improve Fiscal Service’s leadership development program, leveraging industry best 

practices and existing leadership initiatives. 

• Improve workforce and succession planning capabilities through the identification 

and closing of gaps, including gaps related to the bench strength of our senior level 

and other mission critical positions.

• Optimize Fiscal Service’s organizational structure and workforce to efficiently and 

effectively achieve the bureau’s mission, strategic goals, and objectives.

• Ensure accurate and sufficiently detailed position descriptions are maintained, 

shared with employees, and used to develop performance expectations.

• Expand training and career development opportunities for all employees.

• Continue the employee experience survey to improve communication and feedback 

channels throughout the entire employee journey, from onboarding to departure.

• Increase employee feedback opportunities in the engagement plan development 

process.

Measures

• Implement succession plans to assess and build bench strength for senior leaders, 

supervisors, and other mission critical positions.

• Maintain or increase Federal Employee Viewpoint Survey (FEVS) Employee 

Engagement Index score.

• Increase percentage of employee feedback on the employee journey and develop 

recommendations for improvement.
22

Objective 4.3: Workplace of the Future 

Transform our work routines, facilities, and infrastructure to adapt to mission and workforce 

needs.

Executive Owner: Chief Human Resources Officer

Fiscal Service will establish a modern, inclusive workplace that provides for work-life balance, 

maintains competitiveness, and enables an engaged workforce. We will provide an environment 

that allows for collaboration, innovation, and engagement across physical and virtual boundaries 

to provide an experience that makes Fiscal Service an employer of choice and addresses climate 

change.

Strategies

• Provide a dynamic culture of inclusion and teamwork for in-person, telework, 

geographically dispersed, and hybrid teams.

• Expand the use of telework.

• Equip employees with effective collaboration tools and spaces.

• Decrease Fiscal Service's impact on climate change through the implementation of 

the initiatives in the Bureau Climate Action Plan. 

Measures

• Increase percentage of employees who regularly telework over pre-pandemic levels.

• Decrease our facilities footprint.
23

Appendix
24

STRATEGIC PLAN AT A GLANCE

Treasury Alignment | Fiscal Service Strategic Goals and Objectives

Treasury Strategic Objectives Fiscal Service 

Strategic Goals

Fiscal Service Strategic Objectives 

Treasury Strategic Goal Key

Goal 1:

Promote Equitable 

Economic Growth and 

Recovery

Goal 2:

Enhance National 

Security

Goal 3:

Protect Financial 

Stability and Resiliency

Goal 4:

Combat Climate 

Change

Goal 5:

Modernize Treasury 

Operations

4.4 Sustainable 

Treasury 

Operations

3.3 Financial 

Innovation

Goal 1: OUR 

OPERATIONS

Deliver modern and 

innovative financial 

management operations 

and services that are 

inclusive, efficient, 

sustainable, and secure.

1.1 Business Transformation: Transform our 

businesses to generate new value and improved 

capabilities for our customers. 

1.2 Emerging Technology and Business Practices: 

Identify, incubate, and promote emerging 

technologies and business practices with the potential 

to transform the bureau and financial management 

capabilities.

2.1 Cyber Resiliency 

of Financial Systems 

and Institutions

1.3 Operational Integrity: Improve security, resiliency, 

and controls of operations and services.

 5.3 Better Use of Data GOAL 2: OUR DATA

Increase the value, 

availability, and quality 

of our data for decision 

making and insights.

2.1 Data Quality and Transparency: Improve the 

quality, completeness, and availability of data that is 

consumable for insights.

2.2 Data Analytics: Increase analytics practices and 

capabilities to support decision making.

5.4 

Customer 

Experience 

Practices

GOAL 3: OUR 

CUSTOMERS 

Improve the customer 

experience throughout 

the journey with Fiscal 

Service.

3.1 Customer Experience Practices: Create a 

customer-centric culture that incorporates customer 

needs and expectations into the design and provision 

of services to improve the customer experience.

3.3 

Financial 

Innovation

3.2 Agency Engagement: Engage with federal chief 

financial officers (CFOs) and the broader financial 

management community to understand what agencies 

need, and how we can best provide unified, seamless 

solutions to meet those needs. 1.3 

Economically 

Resilient 

Communities

3.3 Marketplace Solutions: Provide the financial 

management community with access to innovative, 

proven, and standards-based solutions.

5.1 Recruit and Retain a Diverse and 

Inclusive Workforce

Goal 4: OUR 

WORKFORCE

Recruit, retain, develop, 

and engage a diverse, 

high-performing 

workforce to meet our 

customers’ needs.

4.1 Diversity, Equity, Inclusion, and Accessibility 

(DEIA): Foster a culture where bureau practices 

integrate the principles of DEIA to attract, develop, and 

retain a diverse and inclusive workforce.

4.2 Workforce of the Future: Identify and develop the 

skillsets required to meet the demands of tomorrow.

4.4 Sustainable 

Treasury 

Operations

5.2 Future Work 

Routines

4.3 Workplace of the Future: Transform our work 

routines, facilities, and infrastructure to adapt to 

mission and workforce needs.

3.3 Financial 

Innovation

1.3 

Economically 

Resilient 

Communities

4.4 Sustainable 

Treasury 

Operations