Department of the Treasury

Bureau of the Fiscal Service

FY 2019

Capital Investment Plan
2

Table of Contents

Major IT Investments...................................................................................................................... 3

Agency Accounting Services (AAS) .......................................................................................... 3

Automated Standard Application for Payments (ASAP)............................................................ 5

Central Accounting Services (CAS)........................................................................................... 9

Debit Gateway .......................................................................................................................... 11

Debt Collection Services (DCS)............................................................................................... 13

Do Not Pay (DNP).................................................................................................................... 17

Electronic Federal Tax Payment System (EFTPS)................................................................... 19

Financial Management Line of Business (FMLOB) ................................................................ 21

International Treasury Services (ITS.gov)................................................................................ 24

Invoice Processing Platform (IPP)............................................................................................ 27

Over the Counter Channel Application (OTCnet).................................................................... 30

Pay.gov...................................................................................................................................... 32

Payment Services (PS).............................................................................................................. 35

Post Payment Services.............................................................................................................. 38

Retail Securities Services (RSS)............................................................................................... 41

Revenue Collections Support Services (RCSS)........................................................................ 44

Stored Value Card (SVC) ......................................................................................................... 47

USAspending.gov ..................................................................................................................... 50

Wholesale Securities Services (WSS) ...................................................................................... 53

Fiscal Agent Infrastructure Services (FAIS)............................................................................. 55

Fiscal IT Infrastructure Services (FIIS).................................................................................... 58

IT Security and Compliance (ITSEC)....................................................................................... 60
3

The OMB FY 2019 IT Budget – Capital Planning Guidance changed how certain IT Investments 

should be categorized. The Agency IT portfolio summary consists of Part 1: IT Investments for 

Mission Delivery; Part 2: IT investment for Administrative Services and Support Systems, and Part 

3, IT Investments for IT infrastructure, IT Security, and IT Management. The guidance no longer 

requires Part 3 investments to be reported as major or non-major investments. However, the 

Department of the Treasury’s Capital Investment Plan will continue to report these investments 

as well as the non-IT investments included in prior-year plans. 

Treasury guidance requires five years of investment data for most IT investments. However, 

cybersecurity and non-major IT investments are not required to provide this level of detail. In 

addition, Treasury gives discretion to Bureaus on what level of detail to provide for out-year cost 

data. Due to this, there is some variability in the presentation of out-year cost estimates in this 

document.

Major IT Investments

Agency Accounting Services (AAS)

Description:

AAS includes Oracle e-Business Suite, PRISM, WebTA, PAWS, moveLINQ, and BFEM 015-

999990254. This investment serves as the core system for providing administrative support to 

agencies subscribed to Fiscal Service Federal Shared Service Provider offerings.

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

33.75 11.77 4.37 4.45 4.53 4.62 NA NA 63.50

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

113.84 21.98 27.53 27.68 28.24 28.80 NA NA 248.06

Total Costs 147.59 33.75 31.90 32.13 32.77 33.42 NA NA 311.57

Number of FTE 152.01 109.26 131.24 108.79 103.91 NA NA NA 605.21

Summary of Purpose, Goals, and Benefits: 

AAS is supported by Oracle e-Business Suite, PRISM and WebTA systems, and also includes 

BFEM, PAWS and moveLINQ. This investment serves as the core system for providing 

administrative support to agencies subscribed to Fiscal Service's Shared Service Provider 

offerings. The use of a common platform and utilization of common resources eliminates 

duplication of effort leading to cost reduction and increased efficiencies within the federal 

government. The system enables financial management of budget execution, purchasing, 

accounts payable, accounts receivable, disbursements, fixed assets, project accounting, inventory 

and order management, and employee time and attendance data. Revenue enhancement will 

occur through economies of scale as new customers are added to this platform. There are no 

dependencies between this investment and other investments. Continuing initiatives include the 
4

implementation of business intelligence tools (Oracle Analytics/Hyperion) to provide better 

reporting capabilities for our customers. AAS will continue to evaluate potential upgrades within 

the shared instance and manufacturing instance within Oracle for future implementation.

Return on Investment: 

The organization is able to function as a federal shared service provider. The organization uses a 

common platform and utilizes common resources in order to eliminate duplication of efforts 

across government agencies. This can lead to cost reductions and increased efficiencies across 

the federal Government. It also allows agencies to focus on their core missions. The 5 year 

Return on Investment is -3.77 percent. While this structure does provide several efficiencies, we 

currently have two large projects in process that do not have a direct increase in revenue or 

reduction of expense correlated to them. We expect to see an increase in revenue in future years 

with the implementation of these projects; however, the current cost/price model does not project 

those amounts. Revenue enhancement will be updated as new information becomes available.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: N/A.

Accomplishments and Future Objectives: 

FY 2017 accomplishments include:

- Implemented a Service Oriented Architecture (SOA) solution to meet customer agency desires 

for real time processing of their data.

- Provided a solution that is compatible with and provides the appropriate adapters as part of the 

integration solution that works with OFF, version 12.1.3.

- Managed Cloud Services infrastructure, and design the structure for the reporting 

administrative layer.

FY 2018 and beyond business needs were reassessed and include the following initiatives for FY 

2018:

- Implement a Data Warehousing/Data Analytics/Business Intelligence Reporting that will help 

handling large amounts of unstructured data to help identify, develop and otherwise create new 

strategic business opportunities.

- Seek an Accounts Receivable Tracking solution that will enable us to be more transparent to 

our customers, and reduce their costs simultaneously.

- Evaluate potential system or system enhancements to streamline accounts receivable processes.

- Complete Oracle 12.2 upgrade.

- Evaluate applications which will provide workflow management capabilities for both business 

and technology related processes. 

- Implement plan for replacing Oracle Discoverer Reporting tool.

- Evaluate and enhance budget formulation services for existing and potential customers.

- Complete detailed planning for the final Discovery phase of the Debt Management Services 

(DMS) implementation project.

- Complete the definition of all DMS requirements for implementation of DMS program 

accounting system onto ARC's Oracle platform.
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- Complete detailed planning for the implementation phase of the DMS implementation project.

- Support activities associated with Financial Innovation and Transformation (FIT) Office's 

Federal Integrated Business Framework (FIBF).

- Work with Office of Shared Services to evaluate and improve contract vehicles for customer 

onboarding and ongoing support needs.

- Develop a plan to implement system enhancements in support of platform only customers as a 

result of lessons learned with cabinet level agencies.

Details of Useful Life Period: 

Year the investment began: 1999

End Year of the current planning cycle: 2022

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: N/A.

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target*

Latest 

Actual 

Result

Date of Latest 

Actual Result

Percentage of monthly closings within 

three days. (WebTA)

Financial 

Performance Over target Monthly Percentage 100.00 100.00 11/30/2017

Average call response time (seconds) 

for system support

Customer 

Satisfaction (Results) Under target Monthly Seconds 8.00 7.75 11/30/2017

Percentage of system availability for 

the month.

Strategic and 

Business Results Over target Monthly Percentage 99.00 99.89 11/30/2017

Percentage of help desk tickets closed 

within 60 minutes of being logged. 

(PRISM)

Strategic and 

Business Results Over target Monthly Percentage 75.00 84.11 11/30/2017

Percentage of E-mails resolved with 1 

Business Day. (Oracle)

Customer 

Satisfaction (Results) Over target Monthly Percentage 65.00 69.33 11/30/2017

Percentage of calls resolved within 60 

Minutes. (Oracle)

Customer 

Satisfaction (Results) Over target Monthly Percentage 65.00 77.01 11/30/2017

The BFEM application system 

availability will exceed 99% during 

core business hours.

Strategic and 

Business Results Over target Monthly Percentage 99.00 99.00 11/30/2017

System is available during normal 

business hours 98% of the time. 

(MoveLinq)

Customer 

Satisfaction (Results) Over target Monthly Percentage 98.00 98.00 11/30/2017

Collabralink shall resolve Critical 

Incidents in 4 hours, (contractor shall 

be expected to actively work such 

incidents 24x7 until resolution). 

(PAWS)

Customer 

Satisfaction (Results) Over target Monthly Percentage 95.00 95.00 11/30/2017

* CY Target also refers to FY 2019 target.

Automated Standard Application for Payments (ASAP)

Description:

ASAP is a recipient-initiated electronic payment and information system used to make federal 

grant payments issued by federal agencies and reimbursements to financial agents for financial 

services on behalf of the government for debit cards program.
6

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

85.61 4.62 4.29 4.12 4.38 4.74 NA NA 107.77

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

86.19 4.80 4.81 5.36 5.42 5.52 NA NA 112.10

Total Costs 171.80 9.42 9.10 9.49 9.80 10.26 NA NA 219.87

Number of FTE 271.63 13.00 11.50 12.00 12.00 12.00 NA NA 332.13

Summary of Purpose, Goals, and Benefits: 

Consistent with the Fiscal Service and Treasury missions, ASAP is a recipient-initiated 

electronic payment and information system used to make: federal grant payments; 

reimbursements to financial agents for services performed on behalf of the government; and 

make authorized benefit disbursements to states. It is a shared service provider. The Federal 

Reserve Bank, Treasury's fiscal agent (12 U.S.C. 391), develops and operates ASAP under Fiscal 

Service's direction. For FY 2017, ASAP had 19,305+ users and made payments totaling $480 

billion (FY to date as of 7/31/2017). 

Primary beneficiaries of the investment include states, Financial Institutions, universities, nonand for-profit organizations, Indian tribal organizations, Federal Program Agencies (FPAs) and 

the Fiscal Service. As stakeholders, users receive direct benefit from using the system for 

payment and/or reporting/information services. 

ASAP supports the Fiscal Service, Treasury, and user FPAs' abilities to exercise sound financial 

management practices and controls. ASAP's primary function is to make payments electronically 

via automated clearing house (ACH) and Fedwire. Its real-time interface with these systems 

provides next-day and same-day payments to recipients as well as provides immediate financial 

information to recipients, FPAs and Treasury, to enable informed decision making.

ASAP supports grant payment needs of FPAs through account management features that address 

federal cash management regulations such as the Cash Management Improvement Act of 1990, 

Debt Collection Improvement Act of 1996, and Public Law 106-107 (Federal Financial 

Assistance Management Improvement Act of 1999). FPAs streamline the administration of grant 

payment processing by using ASAP's business processes and cash management functions. 

ASAP was selected by the Chief Financial Officer (CFO) Council as one of two approved grant 

payment systems. Design efficiencies and robust functionality eliminates the need for redundant 

payment systems.

ASAP management is dedicated to CPIC best practices, ensuring effective use of taxpayer 

dollars. An earned value management system is used to measure the project performance and 
7

certified project managers employ sound practices to manage development, production, and 

control activities.

Return on Investment: 

ASAPs projected 5-year rate of return is -9.86 percent. The following cost saving and avoidance 

benefits have been identified through ongoing project cost benefit analysis and alternatives 

analysis:

1) Time saved due to ASAP program office and FRB function automation in ASAP.gov

2) Streamlined problem diagnosis/system process

3) Alignment with Treasury's enterprise architecture

4) Elimination of duplicative FPA payment systems

5) O&M savings

6) Customer satisfaction

7) Repurpose development resources

Qualitative benefits:

1) ASAP remains operational and processes payment transactions timely and accurately.

2) Support personnel have access to people and processes to support development and 

operational activities.

3) Accessible by technical support and external systems to perform business functions.

4) Security protocols appropriately protect sensitive information from access by unauthorized 

entities and inappropriate use by authorized entities.

5) ASAP and its host environment can be easily modified to meet new business and/or technical 

requirements.

6) Platform offers support and technology with demonstrated track record of success for a similar 

application type.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: The CFO Council, in conjunction with the Office of Management and Budget (OMB), 

selected ASAP as one of two approved grant payment systems for civilian grants. See OMB 

Circular A-110, "Grants and Agreements with Institutions of Higher Education, Hospitals and 

Other Non-Profit Organizations".

Accomplishments and Future Objectives: 

FY 2017 accomplishments include: 

- Completed FA consolidation from FRB NY to FRB KC

- Release 24.0 HSPD-12 Compliance for PIV-I authentication

- Release 25.0 Part 1 of Same Day ACH implementation

- Two minor releases that focused on vital infrastructure upgrades

- Continued and supported all production efforts 

- Continued to achieve stated benefits 

FY 2018 objectives include: 

- Release 26.0 Part 2 of Same Day ACH implementation
8

- Release 27.0 Initial migration to ISIM user provisioning system

- Continue all production efforts and required infrastructure upgrades

FY 2017 and beyond development and operations objectives predominately include and focus on 

system enhancements and modernization. These initiatives include interfacing with external 

systems to improve system efficiency, customizable information reporting for FPA, and system 

notification enhancements. ASAP will also continue supporting stated benefits, all production 

efforts, required infrastructure upgrades, and enrolling new FPAs.

Details of Useful Life Period: 

Year the investment began: 1998

End Year of the current planning cycle: 2028

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: N/A.

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target*

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Percent of timely and accurate reporting of end-ofday Governmentwide Accounting data by 07:00 

daily. End-of-day accounting data reported to GWA 

must exceed 95% accuracy and timeliness. Metric 

supports the Bureau of the Fiscal Services strategic 

goal of Timely and Accurate Financial Information 

that Contributes to the Improved Quality of 

Financial Decision Making.

Strategic and 

Business Results Over target Monthly Percent 95.00 100.00 11/30/2017

Percent of payment system availability to users. 

Meet or exceed 99% system availability to ASAP 

users (M-F, 08:00 - 23:59 Eastern Time). Metric 

supports the Bureau of the Fiscal Services strategic 

goal of Timely, Accurate and Efficient 

Disbursement of Federal Payments.

Strategic and 

Business Results Over target Monthly Percent 99.00 100.00 11/30/2017

Percent of ASAP ACH payments made accurately 

(i.e., as directed by Federal program agency and 

payment recipient) and on time (i.e., based on 

requested settlement date). Meet or exceed 99.99% 

of accuracy and timeliness for all FPA approved 

ASAP EFT payments. Metric supports the Bureau 

of the Fiscal Services strategic goal of Timely, 

Accurate and Efficient Disbursement of Federal 

Payments.

Strategic and 

Business Results Over target Monthly Percent 99.99 100.00 11/30/2017

Percent of ASAP Fedwire payments made 

accurately (i.e., as directed by Federal program 

agency and payment recipient) and on time (i.e., 

based on requested settlement date). Meet or exceed 

99.99% of accuracy and timeliness for all FPA 

approved ASAP EFT payments. Metric supports the 

Bureau of the Fiscal Services strategic goal of 

Timely, Accurate and Efficient Disbursement of 

Federal Payments.

Financial 

Performance Over target Monthly Percent 99.99 100.00 11/30/2017

Percent of ASAP Help Desk Tier I support calls 

resolved. Resolve at least 98% of all end users 

issues that the help desk receives. Metric supports 

the Bureau of the Fiscal Services performance 

measure to indicate an overall service rating of 

satisfactory or better in customer service.

Customer 

Satisfaction 

(Results)

Over target Monthly Percent 98.00 100.00 11/30/2017

* CY Target also refers to FY 2019 target.
9

Central Accounting Services (CAS)

Description:

CAS provides a central point and location for all government-wide accounting data and reports 

within Fiscal Service.

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

24.10 11.32 9.60 10.24 9.87 10.07 NA NA 75.20

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

49.94 61.34 71.31 69.56 71.68 73.12 NA NA 396.94

Total Costs 74.04 72.66 80.91 79.80 81.55 83.18 NA NA 472.14

Number of FTE 271.84 243.23 295.22 290.60 290.00 291.39 NA NA 1682.28

Summary of Purpose, Goals, and Benefits: 

Central Accounting Services (CAS) provides Fiscal Service with the systems necessary to 

advance informed decision-making and improve government effectiveness by providing timely, 

reliable and transparent financial services and information. It also instills confidence and 

promotes reliance on federal government accounting and reporting. CAS includes systems such 

as Central Accounting and Reporting System (CARS), Division of Infrastructure Management 

Services (DIMS), CASH TRACK, Foreign Currency Accounting System (FCAS), Governmentwide Treasury Account Symbol (GTAS), Governmentwide Financial Reporting System (GFRS), 

and Intra-Governmental Payment and Collection (IPAC). It provides a central point and location 

for all government-wide accounting data and reports within Fiscal Service, including the Daily 

Treasury Statement (DTS), Monthly Treasury Statement (MTS), Schedules of Federal Debt, and 

the Financial Report (FR) of the United States Government. It also records investment and 

borrowing activity for government agencies.

Return on Investment: 

The five-year Return on Investment for CAS is calculated as 1.25 percent. Benefits, both 

quantitative and qualitative, of this investment include: tailored functionality; customer 

satisfaction; user friendliness; speed and efficiency; reduction of errors; and strong internal 

controls.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: N/A.
10

Accomplishments and Future Objectives: 

The investment looks to improve reporting capabilities to advance Treasury initiatives for 

financial reporting, cash management and management of securities. CAS also provides a 

foundation for future modernization efforts with a central accounting system founded on 

standard financial terms and formats and directly supports and enables Fiscal Service data 

transparency efforts and the President's Open Government Initiative. 

FY 2017 accomplishments include: 

- Created two files, one from CARS and one from GTAS, as authoritative files for the DATA 

Act Broker. We also created a connection to the DATA ACT Broker and a mechanism to 

automatically send those files during open window periods.

- PRC and CAT B changes requested by OMB are included in the GTAS 2.10 release. Define 

started in March of 2017. Development was completed in June 2017. Testing of the release 

occurred the remainder of the FY.

- Completed GFRS 7.3 release.

- Completed the Implement release 2.0 of G-Invoicing to enable Personal Identity Verification 

(PIV-I), centralized user administration and conversion to ISIM.

- Completed the implement G-Invoicing release 2.1 to support General Terms and Conditions 

(GT&C) enhancements to enable Governmentwide on-boarding for interagency agreements, 

deploys in March of FY 2018.

FY 2018 and beyond objectives include:

- Continue to support the DATA Act and OMB by continuing to send and troubleshoot issues 

with the authoritative files. We are also working on requirements to add a new file for MTS 

related information.

- Meet the requirements for becoming a full CARS reporter.

- Decommission outdated systems.

- Support OMB high priority initiatives by successfully implementing the requested 

Apportionment Category B and Program Code (PRC) changes. GTAS 2.10 release testing to be 

completed in FY' 18. Deployment to be completed February 2018.

- Successfully implement GTAS releases to incorporate Notes and Other Data functionality, 

Journal Vouchers, CFO & IG sign-off.

- Implement minimal changes in GFRS as needed.

- Successfully Implement release 2.1 and 2.2 of G-Invoicing to enable Personal Identify 

Verification (PIV-I), centralized user administration and conversion to IBM Security Identity 

Manager (ISIM).

- Successfully implement G-Invoicing release 2.2 to support General Terms and Conditions 

(GT&C) enhancements to enable Government-wide on-boarding for interagency agreements.

Details of Useful Life Period: 

Year the investment began: 2016

End Year of the current planning cycle: 2026

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: N/A.
11

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target*

Latest 

Actual 

Result

Date of 

Latest Actual 

Result

DIMS Percentage of daily financial 

statements produced within 3 business 

days.

Strategic and 

Business Results Over target Monthly Percentage 100.00 100.00 11/30/2017

Submit accurate Daily Treasury 

Statement (Tables IIIA and IIIC) 

information each business day. (DIMS)

Financial 

Performance Over target Monthly Percentage 100.00 100.00 11/30/2017

Process all source system/agency files 

accurately and publish the MTS from 

CARS on the 7th business day each 

month. (CARS)

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 100.00 100.00 11/30/2017

Process all Intragovernmental 

transactions received daily from agencies 

and submitted to CARS within monthend and fiscal year-end deadlines. (IPAC)

Strategic and 

Business Results Over target Monthly Percentage 100.00 100.00 11/30/2017

Process all interface files to support the 

generation and publication of the Daily 

Treasury Statement prior to 4:00 PM ET. 

(CASHTRACK)

Strategic and 

Business Results Over target Monthly Percentage 100.00 100.00 11/30/2017

FCAS will produce required reports 

within 45 days of quarter end.

Strategic and 

Business Results Over target Quarterly Percentage 100.00 100.00 11/30/2017

Deliver agency trial balance data to key 

stakeholders following each reporting. 

(GTAS)

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 100.00 100.00 11/30/2017

GFRS System Availability

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 99.00 99.00 11/30/2017

* CY Target also refers to FY 2019 target.

Debit Gateway

Description:

The Debit Gateway receives check and ACH debit data from collection channels, determines 

best clearing method, creates/delivers entry presentment/origination files to payment 

mechanisms, and processes returned items.

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

20.00 1.57 1.15 1.11 1.68 2.04 NA 1.79 29.32

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

47.51 8.28 7.98 7.62 8.18 8.21 NA 9.45 97.23

Total Costs 67.51 9.85 9.13 8.72 9.86 10.25 NA 11.24 126.56

Number of FTE 15.48 2.48 2.48 2.48 2.48 2.48 NA NA 27.88
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Summary of Purpose, Goals, and Benefits: 

The Debit Gateway is an application that processes electronic check and Automated Clearing 

House (ACH) debit transactions received from Fiscal Service collection channels and a handful 

of federal agencies, which result in the depositing of funds into the Treasury. It includes the 

ability to "decision" electronic check transactions whereby checks are converted to ACH debits 

or truncated and presented as image cash letters to optimize collectability and reduce unit 

clearing costs. It is built as a reusable service that can be utilized by other applications, so that 

these applications no longer need to present these transactions for settlement on their own. The 

Debit Gateway is designed to implement an enterprise architecture goal of having one (and only 

one) system per Fiscal Service business line. In this case, the business line is the settlement of 

electronic check and ACH debit transactions received via the collection channels on behalf of 

federal agencies, as opposed to each channel needing to provide settlement individually. 

The Debit Gateway benefits the Fiscal Service's mission of providing financial services, because 

a large portion of the government's revenue is received through this application. In addition, the 

Debit Gateway replaced a number of unnecessarily duplicative solutions in favor of a single, 

dedicated application for this business line. Also, the Debit Gateway benefits the Fiscal Service's 

mission of providing financial services to a large number of government agencies in an efficient 

and cost effective manner thus eliminating the need for redundant check/ACH clearing services 

offered by Financial Agents. 

Currently, the Debit Gateway processes transactions on behalf of multiple Fiscal Service 

collection channel applications: Pay.gov, OTCnet, Electronic Check Processing (ECP) system, 

and Agency Direct.

Return on Investment: 

Debit Gateway life cycle benefits are based on the historically-observed unit cost for processing 

collection transactions through multiple predecessor systems versus the unit cost of processing 

through the Debit Gateway. The cost avoidance realized by processing through one system, the 

Debit Gateway, is projected to yield a return on investment of 25.64 percent over the period FY

2017 through FY 2021.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: N/A.

Accomplishments and Future Objectives: 

FY 2017 accomplishments included:

- The implementation of Release 1.11 which allowed the Debit Gateway (DG) to merge core 

version 3.6.5 with custom DG code, allow duplicate detection at the Channel, ALC and ALC+2 

levels so that duplicate detection parameters can be set to satisfy each agency's needs and add 

ability to view and update the matched transaction MICR for NCI check adjustments in the 

Check Adjustment Photo-in-Lieu Review Gauge in order to correct the MICR and send those 

items out electronically instead of in a paper Cashletter. 

- Released 2.0 which integrated latest Core 3.7.8. with the Debit Gateway code base and Web UI 
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Phase I.

- Exposed sub-set of Reports and Searches to a web-based user interface.

FY 2018 and beyond objectives include:

- Debit Gateway will have three releases per year to enhance the system and ensure all required 

processing changes from Check 21 and ACH are incorporated into the Debit Gateway.

- Debit Gateway will enhance Incident Response and address any resiliency gaps.

- Work with Fiscal Service to assess and implement cyber security measures which includes 

encrypting account numbers in the database and purge transaction data history after 7 years.

- Roll out phased User Interface (UI) upgrades.

- Upgrade DG using the latest Java version to improve performance, simplify tuning, and help 

with new user Interface framework.

Details of Useful Life Period: 

Year the investment began: 2008

End Year of the current planning cycle: 2028

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: N/A.

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target*

Latest 

Actual 

Result

Date of Latest 

Actual Result

Unit cost without overhead (in 

dollars, $0.00) to collect 

Gateway transactions

Financial Performance Under target Monthly Cost 0.07 0.02 11/30/2017

Timely delivery of Agency 

report data to collection 

channels (by 10 am ET).

Customer Satisfaction 

(Results) Over target Monthly Percentage 99.00 100.00 11/30/2017

ACH entries received by 

midnight are originated by 2:15 

am ET.

Strategic and Business 

Results Over target Monthly Percentage 99.00 100.00 11/30/2017

Check items/images received 

by 4:00 am ET sent to Check21 

by 10:00 am ET.

Strategic and Business 

Results Over target Monthly Percentage 99.00 100.00 11/30/2017

Overall success rate of 

presentment.

Strategic and Business 

Results Over target Monthly Percentage 99.00 99.35 11/30/2017

Percentage of time DG is 

available to customers during 

normal processing time.

Customer Satisfaction 

(Results) Over target Monthly Percentage 99.00 100.00 11/30/2017

* CY Target also refers to FY 2019 target.

Debt Collection Services (DCS)

Description:

DCS collects delinquent non-tax debt & tax via levy, prevents improper payments and strives to 

be fiscally responsible with federal funds. It includes the FedDebt, TOP, CSNG, DIR, IDMS and 

TROR.
14

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

107.19 7.38 8.51 5.00 4.91 4.90 NA NA 137.89

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

87.58 13.93 15.53 11.76 NA NA NA NA 128.80

Total Costs 194.76 21.30 24.04 16.76 4.91 4.90 NA NA 266.69

Number of FTE 452.44 57.96 49.86 NA NA NA NA NA 560.26

Summary of Purpose, Goals, and Benefits: 

FedDebt provides Treasury's delinquent debt collection business with an integrated system that 

combines the legacy Treasury Offset Program (TOP) system with the legacy Debt Management 

Servicing Center/Private Collection Agency Monitoring and Control system. FedDebt provides 

Fiscal Service with a single platform and entry portal for its business applications; online access 

for creditor agencies via a web-based customer interface; and a single database for reporting. 

FedDebt integrates the collection services that Fiscal Services provides to FPAs through its TOP 

and Cross-Servicing programs. TOP matches a database of delinquent debtors against outgoing 

federal payments and offsets or levies those payments to recipients who owe delinquent debts. 

The Cross-Servicing program uses Treasury demand letters, Private Collection Agencies, 

administrative wage garnishment, repayment agreements, and other collection tools to collect 

delinquent debt owed to the federal government. In addition to debt collection, the systems 

within the DCS portfolio allow government users to quickly and efficiently access data, view 

reports and provide requested information to debtors. Training on each of these systems is 

provided to users.

The Integrated Document Management System (IDMS) is also being reported under the DCS 

investment. IDMS has been in operation since 1999 and currently supports 632 Fiscal Service 

users in sixteen configurations at seven locations throughout the United States. IDMS provides 

customers Digital Document Storage and Retrieval, Digital Business Processes, and Records 

Management Solutions for the Fiscal Service internal customers. IDMS integrates and supports 

Treasury Offset Program as well as Cross-Servicing.

The Debt Information Repository (DIR) is a critical component of the Fiscal Service's efforts to 

increase the collection of delinquent debt owed to the federal government. The DIR standardizes 

data from operational data systems and other sources in a secure environment. It allows 

authorized users to access summary and transaction level data on government-wide receivables, 

delinquent debt and debt collection, as well as operational performance. DIR utilizes an 

architecture optimized to support sophisticated data analysis, reporting and enhanced operational 

processing efficiency. It will continue to feed the Financial Information Repository for enhanced 

BI and visualization capabilities of DMS data.
15

Return on Investment: 

The Return on Investment over a five year (2016-2020) life cycle is 966.72 percent.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: Debt Collection Services (DCS) is mission-critical to the Fiscal Service in carrying 

out its responsibilities under the Debt Collection Information Act and collecting over $7 billion 

annually in delinquent debt.

Accomplishments and Future Objectives: 

FY 2017 Accomplishments:

CSNG

1) New CSNG environments configured.

2) Complete end-user training.

TOP

Below is a small list of the many accomplishments and improvements that the TOP team made in 

FY 2017. It is limited to the character count,a full list of accomplishments is available upon 

request.

1) Requested that ISS (Information & Security Services) shut down TOP Legacy Batch/Database 

Servers, which reduces ISS costs

2) Kicked Off Data Analysis Planning Sessions for TOP Data

3) Security Assessment and Authorization (SA&A) kickoff.

4) Disaster Recovery Exercise (DRE) completed - No major issues, submitting supporting 

documentation to ISS.

5) New Interactive Voice Response (IVR) server went live on August 15th.

6) Improved CAST (code development security and quality) scores.

DIR

1) Develop, test, and implement DIR integration with CSNG.

2) Complete ISS Infosphere and WebFocus upgrade/technical refresh projects.

3) Complete phases 2, 3, and 4 of DIR/TOP interface.

4) Completed transition to the new DIR Technical Refresh environment.

FedDebt

1) 4.41 Tech Refresh Phase II.

2) 4.42 Change Request.

3) 4.43 IAI.

IDMS

1) Implemented two new projects for the Comprehensive Correspondence effort to capture, 

index, and automate debt management correspondence into a paperless electronic workflow/case 

management system

2) IDMS Legacy systems and application decommission completed

3) Completed build of the IDMS Development and PreProduction environments

4. Completed build of Esker Development environments

FY 2018 Future Objectives:

CSNG
16

1) Complete configurations for Phase 2 of project.

2) Implement CSNG into production in the beginning of the year.

TOP

1) Complete Data Analysis per our data plan 

2) Incorporate new Payment Streams into TOP, resulting in higher collections

3) Increase Number of Debts 

4) Increase operational efficiencies and effectiveness

5) present Fuzzy logic business case to modify Treasury policy

IDMS

1) Completing the IDMS development environment

2) Resolving security findings from 2017 security assessment

3) Deploying business pack patch to the Esker production environments

4) Installing eFix 18 to IDMS-Records Management (RM)

5) Upgrading IBML Scanning Environment to Meet Security Requirements

DIR

1) Develop, test, and implement DIR integration with CSNG.

2) Develop and test the new DMS Accounting System, currently planned for inclusion under the 

DIR umbrella.

FedDebt

1) Decommissioning of FedDebt system.

Details of Useful Life Period: 

Year the investment began: 2001

End Year of the current planning cycle: 2020

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: N/A.

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target*

Latest 

Actual 

Result

Date of Latest 

Actual Result

Dollars collected through all 

offset programs (billions).

Strategic and Business 

Results Over target Annual Dollars in billions 7.29 7.26 09/30/2017

Online system uptime as a 

percentage of scheduled system 

uptime

Customer Satisfaction 

(Results) Over target Monthly Percentage 98.00 100.00 11/30/2017

Severity 1 production problems 

for all applications in the 

investment

Strategic and Business 

Results Under target Monthly Number 3.00 1.00 11/30/2017

Percentage of total incoming 

TOP calls handled by 

automation.

Strategic and Business 

Results Over target Quarterly Percentage 92.00 91.00 09/30/2017

Amount of delinquent debt 

collected for every $1 spent, per 

delinquent debt collections.

Financial Performance Over target Annual Dollars 37.00 34.00 09/30/2017

* CY Target also refers to FY 2019 target.
17

Do Not Pay (DNP)

Description:

DNP Business Center (DNPBC) provides centralized access to data as well as analytical services 

to help detect and prevent improper payments. DNPBC is comprised of the DNP Portal and Data 

Analytics Services.

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

29.61 4.90 3.96 4.20 4.35 4.53 NA 8.59 60.15

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

24.12 10.46 11.90 12.67 13.28 13.83 NA 14.35 100.61

Total Costs 53.73 15.36 15.87 16.87 17.63 18.36 NA 22.94 160.76

Number of FTE 159.00 4.00 4.00 4.00 4.00 NA NA 47.00 222.00

Summary of Purpose, Goals, and Benefits: 

The Do Not Pay Portal is used by agencies to verify information about potential recipients of 

federal payments or benefits. To the extent permitted by law, the Data Analytics Center employs 

data analytics to help federal and state users reduce the amount of improper payments made in 

federally-funded programs.

The DNPBC allows agencies administering federal programs to better utilize technology to 

access eligibility information through a single portal in a timely, more cost effective manner. The 

initial implementation allowed online interaction by program offices and contracting officers 

through a user interface to improve program decision-making. Since its initial launch, the 

investment added the capability to submit files for batch processing or to be continuously 

monitored in the Portal. The long-term strategic direction is to assist agencies in using database 

checks and analytics to identify improper payments through seamless integration into the 

Treasury payment stream. The DNPBC supports Fiscal Service's mission of promoting the 

financial integrity and operational efficiency of the U.S. government.

Return on Investment: 

The DNPBC is a Treasury shared service that provides agencies access to information needed to 

identify, reduce, and prevent improper payments. The goal of the DNPBC is to prevent improper 

payments made through programs funded by the federal government. Improper payments occur 

when funds go to the wrong recipient, the recipient receives the incorrect amount of funds 

(including overpayments and underpayments), documentation is not available to support a 

payment, or the recipient uses funds in an improper manner. By stopping and identifying 

improper payments, DNPBC has achieved $85.6 million in cost-avoidance in 2017. In addition, 

the DNBC estimates $87.3 million in cost-avoidance in FY 2018 for our customers.
18

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: OMB issued Memorandum M-12-11 in April 2012 asking CFO Act agencies to 

submit their plans for integrating Do Not Pay into their business processes. OMB issued 

Memorandum M-13-20 in August of 2013 clarifying IPERIA to include Do Not Pay as a 

"Treasury Working System".

Accomplishments and Future Objectives: 

FY 2017 accomplishments included:

- Developed history tables, improve filtering, enhance screens and update UI in the Do Not Pay 

Portal.

- Pursued additional data sources to include expanded death data.

- Engaged with customer agencies to complete analytics.

- Continued to pursue designation of additional data sources for Do Not Pay.

FY 2018 and beyond objectives include:

- Ensure operational resiliency of the DNP application and Program operations.

- Sustain business operations by providing leadership and business and technical expertise to 

deliver quality operations, including customer service and application support and maintenance. 

- Expand the DNP Analytics Center service and product offerings for agencies, focusing on 

enhancing predictive and risk-based modeling approaches to identify potential high risk 

improper payments. 

- Work with Fiscal Service to assess and implement its prioritized cybersecurity measures.

Details of Useful Life Period: 

Year the investment began: 2012

End Year of the current planning cycle: 2022

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: N/A.
19

Performance Evaluation and Metrics:

Metric Description

Performance 

Measurement 

Category Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target*

Latest 

Actual 

Result

Date of Latest 

Actual Result

Average number of seconds to return 

online search results to user in the 

Portal

Customer Satisfaction 

(Results) Under target Quarterly seconds 5.00 5.00 04/18/2017

Percentage of Payment Application 

Modernization (PAM) Payments 

received that are screened for 

improper payments.

Financial 

Performance Over target Annual Percentage 99.99 100.00 11/30/2015

Number of incidents which delay 

processing of batch matching files 

beyond 24 hour turnaround

Strategic and 

Business Results Under target Monthly Count 1.00 0.00 12/08/2017

Number of incidents which delay 

processing of continuous monitoring 

files beyond 24 hour turnaround

Strategic and 

Business Results Under target Monthly Count 1.00 0.00 12/08/2017

Number of incidents which delay 

processing of payment integration 

files beyond 24 hour turnaround

Strategic and 

Business Results Under target Monthly Count 1.00 0.00 12/08/2017

* CY Target also refers to FY 2019 target.

Electronic Federal Tax Payment System (EFTPS)

Description:

EFTPS was launched in 1996 in response to a Congressional mandate for Treasury to process 

government collections electronically. EFTPS enables both business and individual taxpayers to 

pay federal taxes electronically.

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

75.23 18.12 23.13 17.35 11.62 11.83 NA NA 157.27

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

733.25 113.40 133.52 131.90 134.19 136.87 NA NA 1383.13

Total Costs 808.48 131.53 156.65 149.24 145.81 148.70 NA NA 1540.41

Number of FTE 49.00 6.00 16 16 16 16 NA NA 55.00

Summary of Purpose, Goals, and Benefits: 

EFTPS enables both business and individual taxpayers to pay federal taxes electronically via 

phone, internet (www.eftps.gov, IRS Direct Pay), Fedwire, ACH credit, credit cards, or via a 

third party. EFTPS is managed by a designated Treasury Financial Agent (TFA), pursuant to the 

authority delegated to the Fiscal Service by the Secretary of the Treasury to designate Financial 

Institutions to provide banking services to the federal government (12 U.S.C. 90 and 265). This 

multi-function investment directly supports the government-wide financial management mission 
20

of the Fiscal Service, and is a partnership program with the Internal Revenue Service (IRS). 

The primary justifications for investing in EFTPS are the following:

- Maximize the percentage of tax collections received electronically by the federal government

- Minimize the amount of time for taxpayers to complete a tax payment using electronic 

payments 

- Reduce the government cost to process a federal tax - provide a 24 x 7 x 365 mechanism to 

collect federal tax revenue

The Fiscal Service has been given authority for a Permanent and Indefinite appropriation from 

Congress as part of the Consolidated Appropriations Act, 2004 (Pub. L 108-199) to perform 

critical banking services on behalf of the federal government, including for the purposes of tax 

collection for FY 2004 and beyond. Funds for this investment are allocated from this authority 

and are submitted to OMB on an annual basis as part of the congressional justification for the 

President's Budget. EFTPS has been in existence since the FY 1996 appropriations to cover the 

operations and maintenance of the following critical functions:

- New taxpayer enrollment;

- Tax payment processing; 

- Fulfillment/mail services;

- Customer service; and

- General operations.

Less than 10 percent of each FY funding is allocated to minor software enhancements to 

accommodate changes to the tax code.

Return on Investment: 

Based on the current Alternative Analysis, the return on investment for this investment is $140 

million based on the cost avoidance of processing electronic payments versus paper.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: All Electronic Treasury 

Treasury Directive 9507 Regulation 153340-09.

Accomplishments and Future Objectives: 

FY 2017 and beyond future objectives include implementing the following requirements and 

functionality:

- Email Confirmation.

- NACHA Rule.

- Direct Pay enhancements.

- Credit Card 2017.

- EFile 2017.

- Contact Center Enhancements.

- Bulk Provider enhancement (ADP modernization & Intuit).
21

FY 2018 and beyond future objectives include implementing the following requirements and 

functionality:

- Release 28.70 MQ.

- Release 29.1.0 Annual statutory changes (2018 EFile & 2018 credit card updates), 508 mobile.

- Release 29.2.0 Cybersecurity enhancement, Online Authentication.

- Release 29.3.0 EFTU Drop box change from FTP, Resiliency phase 1 finding 21B.

- Release 29.4.0 Cybersecurity, Resiliency phase 1 finding 4.

- Release 29.4. Cybersecurity, resiliency phase 1 finding.

- Release 29.3.0 Resiliency-Entity validation redundancy.

Details of Useful Life Period: 

Year the investment began: 1996

End Year of the current planning cycle: 2026

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: N/A.

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target*

Latest 

Actual 

Result

Date of 

Latest Actual 

Result

Percentage of Depository Employment 

Taxes Received Electronically

Strategic and 

Business Results Over target Monthly Percentage 99.00 99.00 11/30/2017

Service Level (non-peak) 75% of calls 

answered in 30 seconds or less for Peak 

Days (defined as all days other than Peak 

Days). Days over 115% to forecast are 

excluded from the calculation.

Strategic and 

Business Results Over target Monthly Percentage 75.00 99.86 11/30/2017

Accuracy of Paper Enrollment Data 

Captured

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 99.50 100.00 11/30/2017

Reports transmitted late

Customer 

Satisfaction 

(Results)

Under target Monthly Percentage 0.00 0.00 11/30/2017

Payment Dollars Received Financial 

Performance Over target Annual Trillions of Dollars 2.60 2.80 09/30/2017

Service Level (Peak) 75% of calls 

answered in 90 seconds or less for Peak 

Days (defined as the top three volume days 

each month). Days over 115% to forecast 

are excluded from the calculation.

Strategic and 

Business Results Over target Monthly Percentage 75.00 99.82 11/30/2017

System Availability EFTPS shall be up and 

available for processing 24X7X365 except 

for scheduled and preapproved 

maintenance windows.

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 100.00 100.00 11/30/2017

* CY Target also refers to FY 2019 target.

Financial Management Line of Business (FMLOB)

Description:

FMLOB is a government-wide E-government initiative supporting efforts to implement 
22

business-driven solutions that transform federal financial management, reduce costs, and 

increase transparency. Fiscal Service is the designated managing partner.

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

13.07 NA NA NA NA NA NA NA 13.07

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

8.08 5.46 6.28 6.32 6.37 6.46 NA NA 38.97

Total Costs 21.15 5.46 6.28 6.32 6.37 6.46 NA NA 52.04

Number of FTE 22.71 15.00 20.00 20.00 20.00 20.00 NA NA 117.71

Summary of Purpose, Goals, and Benefits: 

The primary beneficiaries of the investment are the 24 CFO-Act federal agencies as they move to 

implement financial system solutions (processes and technologies) that reduce cost and/or 

improve productivity of back-office financial accounting operations. Federal agencies should 

also experience additional resource availability to dedicate to mission delivery, as a result. The 

general public will also benefit from the delivery of financial accounting information that is more 

timely and reliable, and is compliant with open standards.

Return on Investment: 

The Financial Management Line of Business (FMLOB) investment is a government-wide Egovernment initiative supporting efforts to implement business-driven solutions that transform 

federal financial management, reduce costs, and increase transparency. Fiscal Service is the 

designated managing partner. Though FMLOB is an initiative charged with improving federal IT 

administrative systems for financial management, it is not an IT system. A formal alternatives 

analysis/cost-benefit analysis (AA/CBA) has not been conducted for this investment so there are 

no dollarized/quantifiable benefits. Neither the CFO Council nor OMB has earmarked current or 

future funding to conduct an AA/CBA. However, FMLOB has extensive qualitative benefits, 

such as: 

- Standardization of financial management processes, in the form of use cases, fill a vast gap for 

a government-wide standard approach to processing transactions. Adoption of these standards 

allow federal agencies to focus government resources on fewer, standardized solutions 

implemented and operated by more experienced staff. 

- Collaboration on top financial management issues and best practices, as fostered and managed 

by the Financial Management Steering Committee. The steering committee facilitates an 

improved understanding of FM standards and initiatives government and industry-wide. 

- Research and development/piloting in innovative technologies, such as Robotic Process 

Automation, to drive cost savings and efficiencies (estimated to save the federal financial 

management community $500-$750M). Use of robotics will allow government resources time to 

focus on higher priority tasks and analysis, as opposed to manual processing of repeatable tasks.
23

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: Office of Management and Budget (OMB) designated the Department of the Treasury 

as the FMLOB Managing Partner in FY2013 to provide support to partner agencies under the 

guidance and strategic direction of OMB, Chief Financial Officer Council (CFOC), and the 

Council on Financial Assistance Reform (COFAR). The FMLOB initiative is charged with 

implementing business-driven solutions that respond to the management needs of participating 

agencies (24 CFO Act agencies). FMLOB is also supported by the President's Management 

Agenda/Cross Agency Priority Goals and OMB Memoranda M-10-26, M-13-08, M-13-23, and 

M-16-11.

https://obamaadministration.archives.performance.gov/content/benchmark-and-improvemission-support-operations.html#overview.

Accomplishments and Future Objectives: 

FY2017 accomplishments include:

- providing operational funding to agencies (e.g., GSA/USSM) to execute additional FMLoB 

initiatives, such as shared services and government-wide grants management initiatives;

- developed a collection of Federal Financial Management Business Use Cases to standardize the 

end-to-end business requirements of back-office financial management processes. 

- managed the Financial Management Steering Committee (FMSC) that informs on future 

financial management (FM) policy and serves as a change management board for commonly 

used systems/or services. The FMSC functions as the FM community's platform to discuss FM 

needs and develop standardized solutions that promote financial integrity and operational 

efficiency across government. In addition, it delivers value to the FM community by providing

agency perspectives on potential changes and improvements to the following Treasury FM 

Standard References: Treasury Financial Manual Treasury System Business Requirements; 

Federal Financial Management System Requirements (FFMSR); FM Functions & Activities List; 

Federal FM Business Use Cases; and FM Data Element Definitions.

- developed a Maturity Model to help Chief Financial Officers and their staff self-assess the 

maturity of their agency's back-office financial management operations. It focuses on three areas 

(operational efficiency, financial systems & reporting, and financial integrity) to better 

understand where operations stand within one of the five levels of maturity, from "inadequate" to 

"leading."

FY2018 and beyond objectives include:

- Reducing waste by eliminating low-value financial reporting activities.

- Improving the effectiveness of Federal programs with emerging technologies.

- Achieving economies-of-scale in Federal financial management through common approaches 

and standardization.

- Engaging the Federal financial management community in FIT's program to improve back 

office productivity, eliminate wasteful reporting, and improve program effectiveness.
24

Details of Useful Life Period: 

Year the investment began: 2010

End Year of the current planning cycle: 2023

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: The life cycle cost model defined assumes a finite life cycle with a known end 

date as well as disposal costs. FMLOB is a line of business established by OMB to expand Egovernment initiatives and is not planned for replacement or decommissioning. All known DME 

efforts were included through FY 2015 and O&M estimates through FY 2023. To date, FMLOB 

has not conducted an Alternative Analysis and OMB has not expressed a desire to conduct one. 

Given the above, the only inconsistencies between the standard cost model and the one FMLOB 

used in determining its costs are: 1) no disposal costs were included, and 2) FMLOB is expected 

to continue operating beyond the implied end date of FY 2023. (Note: The FMLOB is not a 

system and has no end date; the year 2023 is arbitrary).

International Treasury Services (ITS.gov)

Description:

ITS.gov is the federal government shared service system for processing international payments 

and collections. ITS supports the Fiscal Service mission to provide centralized payments and 

provides screening for Office of Foreign Asset Control compliance.

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

21.84 4.45 4.85 5.09 5.42 5.55 NA NA 47.20

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

32.79 9.73 9.64 9.52 9.87 10.15 NA NA 81.71

Total Costs 54.63 14.19 14.49 14.61 15.29 15.71 NA NA 128.91

Number of FTE 47.31 11.00 13.50 14.00 14.00 14.00 NA NA 113.81

Summary of Purpose, Goals, and Benefits: 

ITS.gov supports the Fiscal Service mission to provide centralized federal payment, collection, 

and reporting services. ITS.gov provides consolidated, web-based international payment, 

collection, and reporting, with Office of Foreign Asset Control (OFAC) screening, for federal 

agencies. ITS.gov supports payments to more than 200 foreign countries or territories in over 

100 currencies for both Treasury-Disbursed Offices (TDO) and Non Treasury-Disbursed Offices 

(NTDO) including the Department of Defense, Veterans Administration, and Social Security 

Administration. For FY 2017 ITS.gov processed more than 7.4 million foreign payment 

transactions valued at more than $26.2 billion US Dollars. ITS also provided shared service 

OFAC screening for more than 3.4 million domestic Fedwire and IAT ACH transactions valued 
25

at over $220 Billion USD. In total in FY2017, ITS processed more than 11 million payments 

valued at over $246 billion US Dollars. 

ITS.gov benefits include: 

- Web-Based, secure payment and collections portal;

- Designed around a distributed, stable processing platform with consolidated database support;

- Enforces encrypted access controls with separation of duties to ensure payment security and 

integrity;

- Eliminates multiple legacy foreign payment systems across government and allows Treasury to 

realize savings through a consolidated economy of scale system;

- Reduces the need for agencies to maintain large cash balances outside of Treasury/

- Provides Office of Foreign Asset Control screening for all payments and as a shared service to 

other Fiscal Service applications;

- Expedites foreign payment settlement;

- Automates processing to improve data integrity;

- Supports manual and bulk file processing;

- Provides on-demand, customizable electronic reporting capabilities.

Return on Investment: 

ITS.gov has a 225% return on investment achieved through savings and cost avoidance projected 

through FY 2021. ITS.gov provides a unique and valuable combination of international payment 

and collection capabilities and represents a valuable shared services provider for both the Fiscal 

Service federal Agency community. ITS.gov provides savings and cost avoidance through the 

consolidation of services for Federal Agencies, the economy of scale achieved in the market 

place through that consolidation, to provide a single point of processing for payment delivery to 

almost 190 countries world-wide. ITS provides Federal Agencies with the ability to convert 

transactions to the Recipient's local currency for settlement - support almost 135 currency 

options - and has achieved savings and cost avoidance through the buying power achieved 

through the consolidation of processing via this investment. This investment has allowed the 

Fiscal Service to continue to expand its international financial service capabilities while saving 

money by leveraging a critical mass of volume to achieve economies of scale and realize 

significant cost avoidance and savings related to foreign exchange costs. ITS.gov has been able 

to significantly reduce the cost associated with processing payments to foreign recipients by 

converting large numbers of transactions to electronic payments, and continues to achieve 

savings by supporting both spot and advanced exchange rate options for Customers.

Additionally, ITS.gov has improved average transaction costs by extending the OFAC shared 

services functionality to other Fiscal Service systems. ITS.gov has integrated the OFAC 

screening tools into the payment process allowing other Fiscal applications to leverage these 

capabilities to screen payments without incurring additional development or ongoing operating 

costs to each business line. 

ITS.gov also improves ROI through consolidated foreign payment collection and foreign 

currency conversion capabilities and has automated processing to enhance the interfaces with 

Fiscal's Credit Gateway and Collection Information Repository (CIR) systems. ITS.gov provides 

payment information reporting to the Payment Information Repository (PIR) for all Treasury 
26

Disbursed Organization payment activity and will begin interfacing with the new Post Payment 

System in FY 2017 to support Fiscal Service initiatives to improved financial data reporting and 

transparency.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: N/A.

Accomplishments and Future Objectives: 

FY 2017 accomplishments included:

- Completed ITS-PPS (Post Payment System) interface (phase 1).

- Implemented technical Debt modernization enhancements.

- Implemented new Static Code Monitoring Systems.

- Enhanced certification management tools.

- Implemented new customer-requested reporting tools to support DOD NTDO conversion 

efforts.

- Expanded International Direct Deposit Country support - a major SSA initiative.

- Began work on Payment Management 2020 Vision Initiative and work with Project team on "as 

is' requirements for future state analysis and planning.

FY 2018 and beyond objectives include:

- Infrastructure system updates.

- Payment certification control and process enhancements (phase 1).

- Technical Debt remediation.

- Report interface updates and enhancements.

- System Library and Data Archiving updates.

- Continued International Direct Deposit country expansion to support Federal benefit agencies.

- Payment certification control and process enhancements (phase 2).

- MT Files handling enhancements.

- ISO File Standard enhancements.

- Technical Debt updates.

- Interface enhancements.

- Resiliency enhancements.

- Supporting development for PM2020 Future State system requirements.

Details of Useful Life Period: 

Year the investment began: 2009

End Year of the current planning cycle: 2029

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: N/A.
27

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target*

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Percentage of ITS.gov EFT and check payments 

made on time based on the requested settlement 

date, as directed by Federal agency and payment 

recipient. (The number of business days in 

which ITS did not need to request an extension 

of Citi's 2:00pm EST deadline divided by the 

number of business days).

Strategic and 

Business Results Over target Monthly % 99.00 100.00 11/30/2017

Percentage of Fedwire payments made on time 

based on the requested settlement date, as 

directed by the Federal agency and payment 

recipient. (The number of business days in 

which ITS.gov submits all Fedwire payments 

timely divided by the number of business days).

Strategic and 

Business Results Over target Monthly % 99.00 100.00 11/30/2017

Percentage of straight-through processing of 

payments. (The total number of payments less 

returned payments divided by total number of 

payments).

Financial 

Performance Over target Monthly % 99.00 99.87 11/30/2017

Percentage of timely availability of FX rate files 

to customers by 8:00am ET. (The number of 

business days in which ITS.gov has FX rates 

available for customers by 8:00am ET divided 

by the number of business days).

Strategic and 

Business Results Over target Monthly % 99.00 100.00 11/30/2017

Percentage of system availability to users 

(Monday-Friday). (Actual application 

availability divided by scheduled application 

availability).

Customer 

Satisfaction 

(Results)

Over target Monthly % 99.00 100.00 11/30/2017

* CY Target also refers to FY 2019 target.

Invoice Processing Platform (IPP)

Description:

IPP provides a centralized electronic invoicing and payment information portal accessible to all 

participants in federal payment transactions.

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

26.32 5.55 NA NA NA NA NA NA 31.86

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

85.81 15.85 22.81 21.07 20.65 20.59 NA NA 186.79

Total Costs 112.13 21.39 22.81 21.07 20.65 20.59 NA NA 218.66

Number of FTE 28.00 6.00 6.00 6.00 NA NA NA NA 46.00
28

Summary of Purpose, Goals, and Benefits: 

IPP provides a centralized electronic invoicing and payment information portal accessible to all 

participants in federal payment transactions: agencies, payment recipients, and the Fiscal 

Service. IPP enables the presentation of electronic orders, receipt of electronic invoices, 

automated routing and approval (workflow), electronic notifications and Treasury payment 

information.

IPP is designed to yield government-wide efficiencies by (1) reducing or eliminating paper based 

processing by accounts payable, (2) enhancing Treasury's value and service to its citizens by 

increasing access to and quality of payment data, and (3) providing a single central application in 

which government finance departments can engage with their suppliers, and in which 

government suppliers can engage with agencies. IPP supports the Fiscal Service's goal to provide 

accurate, timely payments by optimizing agency use of electronic mechanisms. IPP stakeholders 

include federal agencies and their commercial vendors.

Responsive customer service is a key performance indicator for most federal agencies. Fiscal 

Service and the federal agencies it serves encounter difficulties and delays in obtaining 

information needed to respond to customer inquiries about payment transactions. Currently, 

detailed data required by agencies to address inquiries and handle payment disputes is housed in 

multiple, disparate systems (procurement, accounts payable, and Treasury accounting systems), 

which makes research time consuming and costly for the agencies and suppliers. IPP will 

provide a single central repository that will allow suppliers access to the data they need to handle 

many inquiries on their own and avoid numerous disputes.

Return on Investment: 

The projected return on investment by the end of FY 2018 is -50.69 percent which is lower than 

reported last year. The change in ROI is a direct result of the change in reporting costs and 

reduced projections for invoice transactions. Agencies have been slow to fully implement IPP as 

planned. The delays in implementation have impacted invoice transaction totals. More agencies 

have completed implementation of IPP and/or went live with IPP as their primary e-invoicing 

solution to include the National Science Foundation, Nuclear Regulatory Commission and the 

U.S. Marshals Service. The change in cost reporting, coupled with the decision from 

management to reduce invoice transaction projections (due to slow adoption) impacted cost 

savings which factors into the ROI. IPP is expected to have a positive ROI in 2020 of (8.95 

percent). As the number of invoice transactions increase, the Invoice Processing Platform (IPP) 

will continue to prove to be beneficial both within the government (agencies) and external to the 

government (vendors). Cost savings and benefits are directly attributed to the number of invoice 

transactions processed. By 2020, IPP expects to realize an annual cost savings of approximately 

$22.5 million per year.

Federal agencies can save time and money by adopting IPP:

- Saves time by automating a formerly paper-intensive procurement process.

- Available at no charge to federal agencies.

- Aids federal agencies avoid Prompt Payment penalties and capture early payment discounts.

- Supports paperwork reduction initiatives.

- Leverages cloud computing best practices to help federal agencies comply with the federal 
29

cloud first policy.

IPP makes it easier for vendors to do business with the government: 

- Provides multiple options for vendors to create and submit invoices electronically.

- Provides vendors with greater visibility into all transaction data and documents associated with 

a purchase order.

- Contains self-service features that save time by enabling vendors to quickly answer paymentrelated questions.

- Available at no charge to vendors.

- Enables vendors to better manage their cash flow projections.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: In 2012, IPP began utilizing the Do Not Pay continuous monitoring feature as a valueadded service to assist agencies in their efforts to reduce improper payments. On July 17, 2015, 

OMB issued Memorandum M-15-19 (Improving Government Efficiency and Saving Taxpayer 

Dollars Through Electronic Invoicing) which directed agencies to transition to electronic 

invoicing for appropriate federal procurements. OMB named IPP as a well-established electronic 

invoicing solution agencies should consider. IPP website: https://www.ipp.gov.

Accomplishments and Future Objectives: 

FY 2017 accomplishments included:

- On boarded a total of 84 Federal Agencies to-date.

- Successfully deployed RAD 4.1 and 5.0 in December 2016 and June 2017, respectively.

- Held its annual spring Agency User Group Meeting on June 2, 2017.

- Successfully completed the compliance with annual audit requirements.

- Invoice volumes continually increased month-to-month for 2017 compared against 2016 

volumes which reflects IPP's increased usage across the government.

- Received a signed authority to operate.

- Transitioned daily operations from the FRB Boston to the FRB St. Louis.

FY 2018 and beyond objectives include:

- Seamless transition from UPS to an alternate user provisioning solution.

- Completion of SAM interface.

- Increase of electronic invoicing transactions submitted through IPP.

- Onboarding of additional agencies and suppliers.

- Complete activities associated with the FAC consolidation.

- Batch file feedback.

- Security fixes, infrastructure modernization and optimization.

- Outreach expansion for agencies and suppliers.

Details of Useful Life Period: 

Year the investment began: 2007

End Year of the current planning cycle: 2027
30

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: N/A.

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target*

Latest 

Actual 

Result

Date of Latest 

Actual Result

IPP is available to meet its 

user's needs with minimum 

interruption.

Strategic and Business 

Results Over target Monthly Percentage 95.00 99.00 11/30/2017

Major Software Releases and 

patches Deployed with No 

Service Disruption

Strategic and Business 

Results Over target Quarterly Percentage 94.00 98.00 10/31/2017

Percentage of helpdesk calls 

answered within 60 seconds

Customer Satisfaction 

(Results) Over target Monthly Percentage 88.00 91.00 11/30/2017

Number of Invoices processed 

in IPP (out of 31,000)

Strategic and Business 

Results Over target Monthly Number 35000.00 38671.00 11/30/2017

The cost savings for invoices 

processed using IPP equates to 

$15 cost savings per invoice.

Financial Performance Over target Monthly Dollars 525000.00 580065.00 11/30/2017

* CY Target also refers to FY 2019 target.

Over the Counter Channel Application (OTCnet)

Description:

OTCnet is the government's one system solution for the collection of $150 billion annually in all 

types of checks, currency, and coins transacted at federal agency Point of Sale locations 

worldwide.

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

79.55 10.76 11.56 13.25 13.75 14.06 NA NA 142.93

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

57.74 10.38 12.62 15.43 8.22 8.12 NA NA 112.51

Total Costs 137.29 21.14 24.17 28.68 21.97 22.18 NA NA 255.44

Number of FTE 35.50 75.55 75.05 73.20 72.70 72.55 NA NA 404.55

Summary of Purpose, Goals, and Benefits: 

OTCnet is a web-based system that enables federal agencies to integrate check conversion and 

deposit reporting activities, so that all checks and cash deposits are handled by one web-based 

application. OTCnet is a complex system that utilizes a broad range of technologies with 12 

external interfaces and a substantial user community who uses the system across the globe. 
31

Future functionality includes: data quality management enhancements, and corrections 

functionality for deposits. The primary beneficiaries of this investment are the agency end users, 

Financial Institutions, and government. OTCnet yields substantial cost savings as a shared 

service across the government servicing over 96 agencies and over 80 Financial Institutions.

Return on Investment: 

OTCnet replaced two legacy systems (TGAnet and PCC OTC) and utilizes one service provider 

instead of two from the legacy systems. By providing a shared service for all OTC collections 

globally, it eliminates the need for multiple systems across the government. Using automated 

check processing functionality in OTCnet eliminates the need for manually processing the 

checks at TGA locations. Using IBM Tivoli Identity Manager (ITIM) for single sign-on and 

automated user recertification provides productivity improvements to agencies for large number 

of users and less manual effort from the customer support team. Utilizing a web-based training 

tool for agencies reduces the number of Instructor Led training requests in OTCnet and provides 

cost benefits.

Processing of Adjustment/Correction and Rescinds for checks in addition to deposits improves 

agency reporting, supports decommissioning of FRB Ca$hLink, and also improves the 

reconciliation processes.

With the implementation of the data quality management enhancements, Fiscal Service will be 

able to use business analytics and data mining to increase revenue collections efficiencies, as 

well as address the integrity, timeliness, accuracy and completeness of the collections data.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: N/A.

Accomplishments and Future Objectives: 

FY 2017 accomplishments included:

- Technology upgrade primarily focusing on the WebLogic upgrade and WebFOCUS server 

decommission by converting all WebFOCUS reports to Jasper.

- Implemented a Data Quality Management (DQM) release which addressed high and critical 

DQM issues and confirmed that OTCnet is accurately reporting data elements to the Collections 

Information Repository (CIR)

- Implemented an upgrade to the OTCnet client-side architecture to align with the latest 

developments in browser and other client workstation technologies.

FY 2018 and beyond objectives include:

- Implement data quality management enhancements to increase revenue collections efficiencies.

- Support Treasury Cyber security strategy.

- Sustain and improve business operations and operational and business resiliency.

- Implement Corrections functionality for deposits.
32

Details of Useful Life Period: 

Year the investment began: 2009

End Year of the current planning cycle: 2020

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: N/A.

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target*

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

System Availability, percent of system will be 

available 24x7x365.

Strategic and 

Business Results Over target Monthly % 97.00 100.00 11/30/2017

Provide Timely ACH File Processing via 

Debit Gateway. ACH/ Check 21 transactions 

received before the daily cutoff times of, 

1:30AM (FedACH) and 8:30AM(Check 21), 

are sent on time to the Debit Gateway per 

month.

Strategic and 

Business Results Over target Monthly % 94.00 100.00 11/30/2017

Deposit reports received by OTCnet, before 

daily cutoff times of 2:30PM (Fedwire) and 

9:10PM (End of Day), are transmitted on time 

to TRS per month.

Financial 

Performance Over target Monthly % 94.00 100.00 11/30/2017

Percent of Deposit and Debit Voucher 

Reports that are available on time or delivered 

to agencies by 10AM daily.

Strategic and 

Business Results Over target Monthly % 100.00 100.00 11/30/2017

Monthly customer service telephone call 

abandonment rate will not exceed 3%

Customer 

Satisfaction 

(Results)

Under target Monthly % 3.00 12.05 11/30/2017

* CY Target also refers to FY 2019 target.

Pay.gov

Description:

Pay.gov is the government's internet collection channel for all non-tax collections. It offers a 

suite of electronic financial services to assist agencies in their electronic collection.

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

54.23 4.18 5.39 6.20 6.42 6.76 NA NA 83.18

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

138.22 18.37 17.10 16.98 17.55 13.83 NA NA 222.05

Total Costs 192.45 22.55 22.49 23.18 23.97 20.59 NA NA 305.23

Number of FTE 44.00 5.00 5.00 5.00 5.00 NA NA NA 64.00
33

Summary of Purpose, Goals, and Benefits: 

Pay.gov Services (Pay.gov) provides a government-wide Internet collection channel for Federal 

Program Agencies (FPAs) to collect non-tax revenue. It provides a suite of electronic financial 

services and interfaces to enable federal agencies to make financial collections electronically, 

specifically over the Internet. By providing the Internet collection channel, Pay.gov helps 

promote the all-electronic Treasury vision. Pay.gov Services directly support the collection and 

deposit of funds into the Treasury on behalf of federal agencies. This is a key component of the 

multi-faceted government-wide financial management mission of the Fiscal Service. One of the 

critical goals of the Fiscal Service is to convert paper-based transactions to electronic methods; 

Pay.gov is the primary program supporting this goal. Fiscal Service also had the goal of 

providing citizens with convenient and secure payment options, Pay.gov delivers this medium. 

Previous strategic goals that Pay.gov has helped the Fiscal Service meet include: 1) Providing 

timely collection of federal government receipts, at the lowest cost, through an all-electronic 

Treasury; and 2) Establishing policies and processes to facilitate the integration of e-commerce 

technologies into the payments and collections infrastructure. Pay.gov services support the Fiscal 

Service's mission by providing a secure, efficient, and user-friendly collection channel for 

citizens and businesses to use when paying an agency. This service promotes operational 

efficiency and financial integrity. 

The key beneficiaries of Pay.gov are the FPAs and citizens. By collecting funds over the 

Internet, Treasury and FPAs receive the funds faster, more securely and more accurately than 

mailed or in person transactions. Citizens benefit from Pay.gov by being able to make payments 

from any Internet-capable device. In addition, the cost per payment through Pay.gov is less than 

the cost per paper payment. As a service, FPAs are both the primary customers and stakeholders 

of Pay.gov.

Return on Investment: 

Pay.gov life cycle benefits are based on historic unit cost for processing Internet based collection 

transactions versus the unit cost of paper based collection methods which results in a cost 

avoidance.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: Pay.gov was developed to meet the Fiscal Service's commitment to process 

collections electronically using Internet technologies. Pay.gov satisfies agencies and consumers 

demands for electronic alternatives by providing the ability to complete forms, make payments 

and submit queries 24 hours a day electronically. Pay.gov is web based allowing customers to 

access their accounts from any computer with Internet access. Pay.gov provides a suite of 

services allowing agencies to obtain and process collections in an efficient and timely manner. 

Pay.gov's services rest on the four cornerstones: Collections--Enabling end-users to authorize

electronic transaction funds transfers over the Internet that will be settled through a number of 

methods; Forms acceptance and direct billing--Accepting agency forms submitted by end-users 

over the Internet and presenting agency bills to end-users over the Internet; Reporting--

Maintaining, processing, and providing online financial information and database documents for 

Treasury, agencies, and the public about transactions. The services of Pay.gov are modular; in 
34

other words, each of the services can be invoked separately of the others, sometimes from an 

agency's own Web site.

Accomplishments and Future Objectives: 

FY 2017 accomplishments included:

- Collecting $154.7 billion dollars through 186.5 million transactions while increasing agency 

applications to 2780.

- Implemented fraud prevention and detection enhancements identified by the fraud team (HPO 

#5).

- Activated self-enrolled account through email and require country for card transactions on 

public collection (HPO #5).

- Complied with Treasury Debt-for-debt initiative and limited debt payments by credit card, 

PayPal and eBilling once it has been determined that a payment is beyond the due date. 

Customers are then allowed to make payment on debt via either debit card or ACH.

- Partnered with Card Acquiring Service program of the Settlement Services Division from Fifth 

Third Bank to Comerica to support Fiscal Service agreement with new settlement bank, 

Comerica, to settle card transactions.

- Established recurring payments for US Mint through use of PayPal's Billing Agreements.

- Added additional attributes with eBilling for bill line items to improve accuracy of receivables, 

added ability to pay individual line items for DFAS, and customized access code email.

- Implemented reCAPTCHA on public website for increased security.

- Enhanced batch duplicate detection for Adapter interface (HPO #2) and de-coupled PayPal's 

reporting and settlement processes in support of operational excellence.

- Pay.gov teams worked to schedule and implement various form service enhancements for 2017 

and are in the process of developing an RFP for a forms solution due to proof of concept 

limitations with earlier reviews (Future of the Forms Service (HPO #4).

- Completed transition off legacy OCI Non-interactive interface (HPO #4) and implemented 

ACH Credit as a Pay.gov Payment option to support high dollar and business customers to pilot 

late in 2017.

FY 2018 and beyond objectives include:

- Collect $157 billion dollars through 195 million transactions while increasing agency 

applications to 2900 with system availability at 99.8 %. 

- Continuous Availability technology and process-based tactics to strengthen the demonstrated 

level of Operation Excellence as measured by downtime, stability, scalability, and availability.

- Future of the Forms Service -develop new requirements for forms service to ensure that 

solution selected meets needs of multiple programs.

- Implement Fraud prevention and detection enhancements.

Details of Useful Life Period: 

Year the investment began: 2004

End Year of the current planning cycle: 2021

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: n/a.
35

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target*

Latest 

Actual 

Result

Date of Latest 

Actual Result

Collect $13.0B per month in 

FY18

Strategic and 

Business Results Over target Monthly Billions of dollars collected 13.00 12.86 11/30/2017

Process 16.25 million collection 

transactions per month in FY 

2018

Financial 

Performance Over target Monthly

Millions of 

transactions 

processed

16.25 15.43 11/30/2017

Maintain system availability of 

99.8%

Customer Satisfaction 

(Results) Over target Monthly system availability % 99.80 100.00 11/30/2017

Percent of ACH Files sent to the 

Debit Gateway timely (by 2am 

EST cutoff)

Strategic and 

Business Results Over target Monthly Percentage of 

Files Sent 100.00 100.00 11/30/2017

Percentage of Credit/Debit card 

payments submitted to Card 

Acquiring Bank delivered timely 

(by 2am EST cutoff)

Strategic and 

Business Results Over target Monthly

Percent of 

transactions 

submitted

100.00 100.00 11/30/2017

* CY Target also refers to FY 2019 target.

Payment Services (PS)

Description:

Payment Services is the domestic payment disbursement engine of the federal government. The 

systems included in the investment are used by agencies to create and disburse all checks, EFT 

and wire transfer payments in a secure manner.

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

18.87 16.35 12.37 12.78 13.37 13.87 NA NA 87.60

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

24.29 28.95 37.60 36.65 35.49 36.39 NA NA 199.38

Total Costs 43.17 45.31 49.97 49.43 48.86 50.26 NA NA 286.99

Number of FTE 154.04 146.60 148.81 143.50 140.29 NA NA NA 733.24

Summary of Purpose, Goals, and Benefits: 

Payment Services (PS) is the only resource for Federal Program Agencies (FPAs) to certify 

ACH, Check, wire transfers, IAT, CTX, ASAP, and ITS.gov payments. PS reduces costs for the 

federal government by eliminating redundant certification tools, overhead, and unique 

applications for over 200 agencies (such as Social Security Administration (SSA), Office of 

Personnel Management (OPM), and the Internal Revenue Service (IRS)). PS provides a security 

assurance level 4 system for payment certification and maintains the only resources for 

processing, settlement, and distribution payments. In addition, PS is the conduit for all eligible 
36

payments to be screened thru DNP and TOP for possible elimination of improper payments, and 

payment offsets when debts are owed, therefore saving the government dollars. This investment 

also includes the system of record for all payment voucher data eliminating the need for agencies 

to have their own infrastructure for maintaining this information. It also includes Certifying 

Officer Training, which is provided to FPA users to improve the accuracy and data quality with 

the payment initiation process.

Return on Investment: 

Payment Services represents multiple projects that are modernizing or fully replacing outdated 

legacy systems and processes resulting in a -86.96 percent return on investment. The low ROI is 

mainly due to limited data for benefit analysis for several of the projects which were not 

previously reporting via the CPIC process and newly implemented cost policy, which raised cost 

(from a reporting perspective). All the projects under the PS investment contribute to the 

streamlined and automated payment origination service(s) offered by the Fiscal Service to 

Treasury Disbursed Organizations (TDO).

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: There are no specific requirements for Payment Services as a results of legislative 

mandates, outstanding audit findings, material weakness or Presidential Directive. Payment 

Services represents multiple projects that are modernizing or fully replacing outdated legacy 

systems. Payment Services also ensures that payments made by Federal Program Agencies are 

certified and transmitted securely, timely, and accurately thus reducing improper payments.

Accomplishments and Future Objectives: 

FY 2017 accomplishments included:

- SPS and PAM completed analysis and requirements to support Same Day ACH.

- PAM implemented new infrastructure and application changes to support the resiliency 

recommendations from IBM.

- PAM supported the DoD efforts to convert more ALC's/payment volume to become TDOs. 

SPS improved 508 compatibility, removed non-GWA functionality, converted all Treasury users 

to PIV, and provided capability for SPS Admin to broadcast critical messages to users.

- PIR completed its transition to the DataStage platform.

FY 2018 and beyond objectives include:

- SPS and PAM will implement Same Day ACH phase 1 for small volume payments, and 

continue to support DoD transition to TDO.

- PAM will also continue PAM DataStage transition from MVS to Parallel Jobs.

- SPS will enhance the application to provide functionality for users to obtain PAM Notification 

Report via SPS; submit operational requests (SNU reuse, PRF Removal, etc) to PAM/SPS 

Helpdesk; generate recertification reports/letters to manage user access to SPS; and transmit wire 

payments from SPS to ITS.gov in contingency situation if PAM is non-operational.

- SPS and PAM will Implement Same Day ACH Phase II, which would allow for bulk file 

payments.

- PAM will work with TOP to allow for Wire Transfer offset processing.
37

- SPS enhancements include providing functionality to receive RTNs from PAM, generating 

Redesignation letter for agencies, enabling TOP offsets for wire payments, displaying 

notifications from PAM/PAM Admins to SPS users, onboarding agencies with non-treasury PIV, 

and continue working with DoD TDO transition effort.

- PIR will complete database unification with PPS to decrease storage costs and duplication.

Details of Useful Life Period: 

Year the investment began: 2016

End Year of the current planning cycle: 2026

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: N/A.

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target*

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Number of Production Severity 1 

problems reports

Strategic and 

Business Results Under target Monthly

Number of 

severity 1 

problems 

reported

1.00 3.00 11/30/2017

Percentage of check and EFT 

payments processed accurately and on 

time.

Strategic and 

Business Results Over target Monthly

% of payments 

processed 

accurately and 

on time

100.00 100.00 11/30/2017

Average cost per payment based on 

project costs and transactions 

processed by PAM in cents. The 

metric aligns with the Fiscal Service 

AC's goal to keep costs at a cent (0.01) 

or below.

Financial 

Performance Under target Monthly

Cost (in Cents) 

per payment 

processed in 

PAM

0.01 0.01 11/30/2017

Percentage of System Availability 

during Normal Operations (PAM)

Customer 

Satisfaction 

(Results)

Over target Monthly % of System 

Availability 1.00 1.00 11/30/2017

Percentage of System Availability 

during Normal Operations (NTAP)

Customer 

Satisfaction 

(Results)

Over target Annual % of System 

Availability 99.00 100.00 10/31/2017

Percentage of Schedules processed in 

SPS and sent to PAM within 4 minutes 

of being certified

Strategic and 

Business Results Over target Monthly

% of schedules 

processed within 

4 minutes

99.00 100.00 11/30/2017

Number of Unscheduled Outages 

(PRinCE)

Strategic and 

Business Results Under target Quarterly Number of instances 0.00 0.00 09/30/2017

DSSV System Availability

Customer 

Satisfaction 

(Results)

Under target Monthly Hours of 

Downtime 4.00 0.00 11/30/2017

Number of incidents the Daily PIR 

Voucher File is not delivered to GWA 

by 12am.

Customer 

Satisfaction 

(Results)

Under target Monthly Number of 

incidents 0.00 0.00 11/30/2017

Percentage of System Availability 

during Normal Operations (CO 

Training)

Customer 

Satisfaction 

(Results)

Over target Annual % of System 

Availability 98.00 100.00 10/31/2017

* CY Target also refers to FY 2019 target.
38

Post Payment Services

Description:

Post Payment Services (PPS) provides a single source for aftermath payment processing for 

Federal Program Agencies. It simplifies reconciliation activities, improves information 

exchange, and reduces paper-based processes for users.

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

28.78 12.62 13.95 14.05 14.50 13.93 NA NA 97.84

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

30.11 43.06 43.23 43.03 40.46 38.35 NA NA 238.23

Total Costs 58.89 55.68 57.18 57.08 54.96 52.28 NA NA 336.07

Number of FTE 73.79 31.72 44.85 45.25 46.30 48.68 NA NA 290.59

Summary of Purpose, Goals, and Benefits: 

Post Payment Services will consolidate all payment aftermath processing into one 

comprehensive application by merging processing currently performed by six legacy systems: 

Post Payment System (PPS), Treasury Check Information System (TCIS), Payments, Claims and 

Enhanced Reconciliation (PACER), Treasury Receivable, Accounting and Collection System 

(TRACS), Teletrace, and Treasury Offset Program (TOP) Control System (TCS). The 

consolidation of post payment systems will reduce costs associated with operations and 

maintenance of legacy systems, reduce duplicative functionality, eliminate redundancy of data 

across systems and provide a single source for aftermath payment processing for FPAs.

Post Payment Services will utilize standardized reporting using Common Government-wide 

Accounting Classification (CGAC) structure, and leverage commercial off-the-shelf (COTS) 

software solutions, when appropriate, to provide common, best practice functionality and proven 

implementation methodologies. Post Payment Services will provide enhanced streamlined 

business processes and productivity gains that will simplify reconciliation activities, improve 

information exchange, reduce paper-based processes, integrate disparate processes, improve 

fraud detection, and enable self- service functions for agencies and Financial Institution users. 

PPS will include functionality to process claims/adjudications, cancellations, check 

reconciliation, settlements, offsets, and accounting, with customer service and self-service 

applications. Legacy post payment systems will be retired through phased implementation of 

PPS. Quantitative and qualitative benefits will be realized through cost avoidance, cost savings, 

and performance improvements as measured by: 

- decommission of systems;

- improved ability to deliver services and respond to customer inquiries more accurately and 
39

quickly;

- improved access to information for FPA and Financial Institution users; 

- elimination of duplicate assets;

- minimized interfaces and duplication of data;

- improved reliability of systems; 

- improved ability to maintain a single system; 

- accommodate increases in workload or demand;

- reduce manual Regional Finance Center (RFC) operations;

- improved efficiency;

- modernized operations; and

- modernized technical environment.

Beneficiaries include government agencies, Non-Treasury Disbursing Offices, the Federal 

Reserve Bank, Financial Institutions, and the American public.

Return on Investment: 

The Post Payment System (PPS) is the only Post Payment Services system with active DME 

projects, and expects to achieve a five year ROI of 64.10 percent. PPS will yield significant 

benefits and productivity gains through process improvements, centralization and automation of 

functionality and systems consolidations. Cost savings will be achieved through 

decommissioning of legacy systems, elimination of contracts, and reductions and re-purposing of 

staff resources.

The centralized PPS will provide Treasury many qualitative benefits including:

- increased IT system flexibility and efficiency;

- compatibility with Treasury and Fiscal Service Enterprise Architecture (EA);

- improved risk management and control;

- improved mission performance;

- increased reporting capabilities;

- increased ability to implement organizational strategies; and

- improved reliability of information and increased confidence from agency customers.

PPS will enhance development capabilities by elimination of obsolete software and technology 

platforms, and increasing scalability for future expansion. Monetary benefits from staff savings 

or reinvestment will be realized through:

- future cost avoidance; 

- permanent reduction in staff hours related to the affected Fiscal Service business processes;

- re-purposing of saved staff hours within the identical business process to meet discretionary 

workload increases 

- staff savings across government due to reduced reporting and reconciliation requirements; and

- staff savings across government due to more timely availability and accuracy of data to support 

decision making.

System of record functionality will be transferred from legacy applications to PPS with each 

phase, and legacy systems will be decommissioned as appropriate. PPS customers from 

Philadelphia Finance Center, FPAs, and Financial Institutions will benefit from a consolidated 
40

source of all post payment data and reconciliation tools with minimized use of paper based 

communication. Customers will have access to summary and detailed reports to perform 

transaction and accounting reconciliation in a central location. Portal users will have access to all 

payment and post payment data, with the ability to research issues through use of standard 

reports, analytical tools, and enhanced communication with PFC personnel via instant chat and 

inbox messaging. FPAs will be able to perform online tasks via self-service functions.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: The Post Payment System (PPS) does not have legislative mandates, outstanding audit 

findings, or Presidential Directives that drive system requirements. All of our core requirements 

are driven from legacy system that will be decommissioned in the upcoming fiscal years. Listed 

below are the core URL's of those legacy systems. 

1. Check Claims: https://fiscal.treasury.gov/fsservices/gov/pmt/chkClaims/chkClaims_home.htm

2. Payment, Claims and Enhanced Reconciliation (PACER): 

https://fiscal.treasury.gov/fsservices/gov/pmt/pacer/pacer_home.htm

3. Treasury Check Information System: 

https://fiscal.treasury.gov/fsservices/instit/pmt/tcis/tcis_home.htm.

Accomplishments and Future Objectives: 

FY 2017 accomplishments included:

- Implemented PPS Release 3.0 which included accounting functionality, and the establishment 

of a parallel production simulation to validate various accounting functions. Production testing 

will ensure complete accuracy of all incoming and outgoing agency data transfers prior to the 

accounting model going live with PPS Release 4.0. 

FY 2018 and beyond objectives include:

- Implement PPS Release 4.0 (FY 2019), 5.0 (FY 2021), and 6.0 (FY 2022). Functionality will 

include that of TCS, PACER, and Teletrace, and permit their decommissioning. Release 5.0 

expands PPS with additional components for ACH claims processing, check claims, call-center, 

workflow enhancements, and enhancements of the interactive Portal. Release 5.0 will transfer 

remaining functionality from legacy systems PACER and TCS, and allow for their concurrent 

decommissioning. The final PPS development phase, Release 6.0, will complete the fulfillment 

of remaining PPS requirements, with the addition of Straight Through Processing (STP) and 

NTDO Payment Reporting.

Details of Useful Life Period: 

Year the investment began: 2016

End Year of the current planning cycle: 2023

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: N/A.
41

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target*

Latest 

Actual 

Result

Date of Latest 

Actual Result

Percentage of published hours of 

availability met by the PPS 

application

Customer Satisfaction 

(Results) Over target Monthly Percentage 0.97 99.80 11/30/2017

Percentage of non-match's with 

PACER identified and reported 

within 24 hours of the exception

Strategic and Business 

Results Over target Semi-Annual Percentage 0.97 1.00 11/30/2017

Percentage of ad hoc query 

request are processed within 48 

hours

Strategic and Business 

Results Over target Monthly Percentage 0.97 1.00 11/30/2017

Percentage of payee object file 

updated within 24 hours of 

activity

Strategic and Business 

Results Over target Monthly Percentage 0.97 1.00 11/30/2017

TCIS Percentage of published 

hours of availability

Customer Satisfaction 

(Results) Over target Monthly percentage 0.96 0.85 11/30/2017

PACER: System Response Time 

for requests

Customer Satisfaction 

(Results) Over target Monthly seconds 2.00 1.00 12/05/2017

Suspect payment amount. Financial Performance Over target Monthly dollars 0.13 1.09 12/05/2017

TRACS Percentage of published 

hours of availability of the 

TRACS application

Customer Satisfaction 

(Results) Over target Monthly percentage 0.98 0.97 11/30/2017

TRACS Ad-Hoc Query requests 

are processed within 48 hours

Customer Satisfaction 

(Results) Over target Monthly percentage 0.98 0.97 11/30/2017

* CY Target also refers to FY 2019 target.

Retail Securities Services (RSS)

Description:

Retail Securities Services (RSS) is a consolidated investment containing multiple systems and 

applications used to sell and service U.S. Treasury securities held directly by private individuals 

and organizations.

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

75.87 7.59 11.64 9.96 3.70 NA NA NA 108.76

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

204.12 31.56 27.81 29.28 31.07 35.17 NA NA 359.01

Total Costs 279.99 39.15 39.46 39.24 34.77 35.17 NA NA 467.77

Number of FTE 630.68 97.80 102.90 99.80 80.20 72.00 NA NA 1083.38
42

Summary of Purpose, Goals, and Benefits: 

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

U.S. government through exceptional accounting, borrowing, collections, payments, and shared 

services. Within this core mission, the Fiscal Service manages the Retail program.

The mission of the Retail program is to provide private individuals and organizations the means 

to purchase U.S. Treasury securities directly from the U.S. Department of the Treasury, and to 

have these holdings maintained and serviced by representatives of the Department at minimal or 

no cost to the customer. This program was initiated to provide the U.S. citizenry with the option 

to directly own debt obligations of their federal government with minimal involvement of a third 

party. Throughout its long history, the Retail program has continuously re-engineered its 

business processes and exploited the latest technological innovations to remain relevant to its 

customer base, and to operate in the most cost-effective and efficient manner.

In addition to selling new Treasury securities, the Retail program is also responsible for servicing 

older Treasury debt instruments that matured years ago but remain un-redeemed by the owners. 

This legacy debt dates back to the founding of our federal republic in 1789. This servicing is not 

provided as a courtesy, but directly serves a core goal of our federal republic to maintain the "full 

faith and credit of the U.S. Federal government," by honoring all debt obligations of the federal 

government regardless of its age.

In order to achieve its mission, the Retail program maintains multiple IT applications to sell and 

service its products. These systems are maintained under the consolidated investment portfolio 

known as the Retail Securities Servicing (RSS). These applications include relatively new 

internet-based systems and older mainframe-based systems that are hosted on various IT 

platforms maintained by both Fiscal Service and Federal Reserve personnel. 

For the last twenty years, the Retail program has aggressively pursued its goals by utilizing IT 

innovations, telecommunication improvements and the internet to upgrade its product line, 

services and operations. The internet has provided us an opportunity to provide our customers 

more interactive services that empower self-servicing. These innovations allow the Retail 

program to continue to remain relevant into the 21st century.

Return on Investment: 

The updated 5-Year ROI (FY2017 - FY2021) is over 24000%. This investment provides benefit 

to the taxpayer and translates to opportunities for greater versatility and improved operational 

effectiveness of the Federal Government. The government's borrowing needs are continuing to 

be met through the accounts and relationships effectively processed and managed by Retail's 

systems. The RSS investment, on average, sells at least $9 billion dollars each year in debt 

securities, which provides additional revenue to the U.S. federal government. The anticipated 

sales volume is a new factor that was introduced into the investment's ROI calculations this year. 

This change was made to acknowledge the additional revenue that the Retail program generates 

to fund federal activities, and helps defrays the cost of the program. Retail's Development 

Modernization and Enhancement (DME) dollars are presenting the additional benefit of offering 

customers more self-service options reducing the need for customer service intervention. Retail's 

DME dollars are also working towards reducing the duplication of effort between processing 
43

sites and increasing first contact resolution which should reduce staffing requirements.

For the future, Retail is engaging in a series of long-term projects to develop a replacement for 

the TreasuryDirect system (our current public facing internet application) that will modernize the 

current servicing program by providing better tools and infrastructure to accomplish directaccess retail investing. The project's goal is to deploy a solution with more streamlined 

functionality that will appeal to a wider and more diverse clientele. In addition to developing 

better applications, Retail is actively reviewing its inventory of IT resources in order to better 

assess its IT needs and how to best meet these needs with a reduced and less costly IT foot-print.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: Legislative Mandates:

- Borrowing Authority for Bonds; Title 31, United States Code (USC), Subtitle III, Chapter 31, 

Subchapter I, Section 3102.

- Borrowing Authority for Notes; Title 31, USC, Subtitle III, Chapter 31, Subchapter I, Section 

3103.

- Borrowing Authority for Certificates of Indebtedness and Bills; Title 31, USC, Subtitle III, 

Chapter 31, Subchapter I, Section 3104.

- Borrowing Authority for U.S. Savings Bonds and Savings Certificates; Title 31, USC, Subtitle 

III, Chapter 31, Subchapter I, Section 3105.

- Borrowing Authority for Retirement and Savings Bonds; Title 31, USC, Subtitle III, Chapter 

31, Subchapter I, Section 3106.

Audit Finding(s) or Material Weakness(es): N/A.

Presidential Directive(s): N/A.

Accomplishments and Future Objectives: 

FY 2017 accomplishments included:

- Completed the improvements to the TreasuryDirect system to better integrate its processes into 

the Retail business processes.

- Enabled TreasuryDirect to sell and service potential offerings of an extended term U.S. 

Treasury Marketable bond.

- Made significant gains in developing a replacement application to issue Tax-Time savings 

bonds in paper form as the current application is rapidly approaching the end of its functional 

life, and a replacement system was needed.

- Identified over a dozen small-scale applications that are no longer needed to support Retail 

operations, and begun the process to decommission these applications.

- Completed development work on the Core Framework, which will support Retail's future plans 

to develop a more efficient and easy-to-use internet-based application to sell and service U.S. 

Treasury marketable securities.

FY 2018 and beyond objectives include: 
44

- Complete development of the Tax-Time bond issuance application.

- Develop a more technologically current and streamlined application to process paper savings 

bond redemptions as the current application is approaching the end of its supportable life.

- Enhance an existing applications that will centralize and simplify the process of calculating 

updated Current Redemption Value (CRV) factors for savings securities.

- Implement deferred enhancements to Retail's centralized application for disbursing payments.

- Continue on-going efforts to develop the next generation public-facing application to sell and 

service U.S. Treasury marketable securities to the general public.

- Continue efforts to eliminate unneeded and obsolete applications.

Details of Useful Life Period: 

Year the investment began: 2010

End Year of the current planning cycle: 2030

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: N/A.

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target*

Latest 

Actual 

Result

Date of Latest 

Actual Result

Percentage of customer satisfaction 

survey results rated Good or Better

Customer 

Satisfaction (Results) Over target Monthly Percentage. 86.50 92.50 11/30/2017

Percentage of maturing marketable 

par that customers reinvest into new 

purchases

Strategic and 

Business Results Over target Monthly Percentage 65.00 65.67 11/30/2017

Percentage of time with 24/7 

mainframe system access.

Strategic and 

Business Results Over target Monthly Percentage 99.50 100.00 11/30/2017

Percentage of time financial and 

accounting data is sent to the 

Summary Debt Accounting System 

(SDAS) by 7:00 am each business 

day.

Financial 

Performance Over target Monthly Percentage 99.50 100.00 11/30/2017

Percentage of accounts successfully 

verified online.

Customer 

Satisfaction (Results) Over target Monthly Percentage 82.00 84.01 11/30/2017

Customer Service Work-Load TurnOverStrategic and 

Business Results Over target Monthly Percent 100.00 103.80 11/30/2017

* CY Target also refers to FY 2019 target.

Revenue Collections Support Services (RCSS)

Description:

RCSS is a collection of systems that improve the collection and concentration of the flow of 

government funds into the Treasury General Account.
45

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

3.71 5.67 6.27 6.11 7.04 6.82 NA NA 35.61

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

29.11 20.67 22.60 23.06 18.90 22.46 NA NA 136.82

Total Costs 32.82 26.34 28.87 29.17 25.94 29.28 NA NA 172.43

Number of FTE 13.73 18.00 15.59 18.09 18.09 18.09 NA NA 101.59

Summary of Purpose, Goals, and Benefits: 

RCSS consolidates the following systems: Bank Management System (BMS), Collections 

Information Repository (CIR), Cash Management Improvement Act System (CMIAS), Treasury 

Collateral Management and Monitoring (TCMM) and Treasury Cash Management System 

(TCMS). Collectively, these systems enable revenue collection and associated information that 

enable the federal government to operate and serve the public. The systems provide a general 

support role in the revenue collections broader business line. Most of the systems are in a steady 

state and have a low funding level.

Return on Investment: 

RCSS became into existence in FY16 as a new major investment, it consolidated the previous 

DDM (M), CMIAS (NM), FRB CASHLINK (NM), TCMM (NM) and TCMS (NM) 

investments. In FY 2017 BMS will also be incorporated into RCSS. The five-year Return on 

Investment for RCSS is calculated as 107.73 percent. Benefits, both quantitative and qualitative, 

of this investment include: tailored functionality; speed and efficiency; reduction of errors; and 

strong internal controls.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: The following is the legislative mandate that BMS supports -

Pursuant to 31 United States Code (U.S.C.) § 3303, 12 U.S.C. §§ 90 and 265 and other 

authorities (see, e.g., 12 U.S.C. §§ 266, 1464(k), 1767 and 1789a), the Secretary of the Treasury 

is authorized to designate financial institutions to be depositaries and financial agents of the 

United States. 

CMIAS meets the CMIA ACT legislatives mandate. TCMM meets the requirements of the 

enterprise architecture effort within the Bureau of the Fiscal Service called the CCMM initiative. 

TCMS supports Federal Reserve Bank Permanent, Indefinite Appropriation mandate and the 

The Federal Reserve Reimbursement and Fiscal Responsibility Act of 1997 amended section 

3302 (f) of title 31, U.S.C.
46

Accomplishments and Future Objectives: 

FY 2017 accomplishments included:

CIR

October 2016, the CIR operational responsibilities were moved from the Financial Agent, PNC 

Bank, to the Federal Reserve Bank of Kansas City (FRBKC) and the Federal Reserve Bank of 

Cleveland (FRBC) in their capacity as fiscal agents.

March 2017 - Implemented Release 4.2. This included new password requirements, assisted 

Card Acquiring Service with their transition to a new Financial Agent, and assisted the Central 

Accounting Reporting System with an enhanced classification feature.

September 2017 - Implemented Release 4.3. this included * assisting the Credit Gateway with 

their same day ACH initiative, Download Report enhancements, and supported NavyCash with 

their transition from JP Morgan Chase to the Federal Reserve Bank of Boston (FRBB).

TCMS

December 2016 - Release 2.3 included removing all §FMS' verbiage and replacing with §Bureau 

of the Fiscal Service', enhanced reporting capabilities, and other DVS CBAF enhancements.

March 2017 - Release 2.3.1 included enhancements to CBAF capabilities as well as numerous 

technical enhancements.

June 2017 - Release 2.4 included enhancements to All DVS Users Roles, CBAF User Roles and 

Audit Reporting.

September 2017 - Release 2.4.1 included enhancements and addition of CBAF capabilities as 

well as numerous technical enhancements to ensure consistent and rapid development of new 

features. 

FY 2018 and beyond objectives include:

CIR

Release 5.0 - includes changes in support of the Data Movement Strategy, moving to the Fiscal 

Service LDAP, enhanced reporting, data quality and governance, and technical debt, and 

Informatica being available in production. 

Release 5.1 - includes changes in support Phase 2 of the Data Movement Strategy, re-write of the 

User Interface, enhanced reporting, migrating commercial ACR entries from CIR to DVS and 

new code that will support Sending Trading Partners on the 4.6 schema. 

Release 5.2 -includes changes in support of the Data Movement Strategy (Phase 3), re-write of 

the User Interface, and enhanced reporting. 

TCMS

Release 2.5 - DVS & TCMS Oracle 12c compliance, GCD/Compass changeover support.

Release 2.6 - DVS Commercial Voucher support (enhancements to replace the CIR GUI for 

manual voucher entry), Application-based security/access control.

Release 2.7 - TCMS Application-based security/access control, Upgrade to Java 1.7/1.8.

Details of Useful Life Period: 

Year the investment began: 2016
47

End Year of the current planning cycle: 2026

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: N/A.

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category Mapping

Measurement 

Condition

Reporting 

Frequency Unit Of Measure CY 

Target*

Latest 

Actual 

Result

Date of Latest 

Actual Result

TCMS NSS voucher 

transfers

Customer Satisfaction 

(Results) Over target Monthly

Percentage of 

Transfers on 

expected Transfer 

date

100.00 100.00 11/30/2017

Time of Day that the DVS 

CBAF closes out their 

processing day.

Customer Satisfaction 

(Results) Over target Monthly percentage closure 

by 9:00pm ET 100.00 100.00 11/30/2017

CIR - Percentage of calls 

answered in less than 40 

seconds

Customer Satisfaction 

(Results) Over target Monthly seconds 80.00 81.74 11/30/2017

CMIAS - Users enrolled 

within 4 business days of 

receipt Rules of Behavior 

form

Customer Satisfaction 

(Results) Over target Quarterly percentage enrolled 85.00 100.00 09/30/2017

CIR - Percentage of time 

CIR is available to customers 

during normal processing 

time

Strategic and Business 

Results Over target Monthly Percentage 99.00 100.00 11/30/2017

TCMM - Resolve customer 

issues on the first call

Strategic and Business 

Results Over target Monthly calls 85.00 97.00 11/30/2017

BMS - Answer provisioning 

and password reset calls 

within 30 seconds

Customer Satisfaction 

(Results) Over target Monthly seconds 92.00 89.00 11/30/2017

CIR - Percentage of Extracts 

Generated Timely.

Strategic and Business 

Results Under target Monthly percentage 97.84 94.89 11/30/2017

* CY Target also refers to FY 2019 target.

Stored Value Card (SVC)

Description:

SVC is a cash management service that uses smart cards to reduce/eliminate cash and associated 

workload/risk in "closed" environments such as military bases and ships.
48

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

13.03 9.07 7.79 9.37 10.80 9.49 NA NA 59.54

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

24.30 34.19 37.79 34.46 35.89 30.70 NA NA 197.33

Total Costs 37.33 43.26 45.58 43.82 46.69 40.19 NA NA 256.87

Number of FTE 11.00 6.00 6.00 6.00 6.00 NA NA NA 35.00

Summary of Purpose, Goals, and Benefits: 

SVC manages the U.S. Government's finances effectively by converting previous paper based 

financial transactions into electronic payments. The primary goal of the SVC program is to 

provide a cost effective solution for the government that enables them to meet their electronic 

cash management needs. In this effort SVC is consolidating the current three separate and 

distinct SVC programs (EZpay, EagleCash, and Navy Cash/Marine Cash) into a universal OneCard Solution to minimize duplication, avoid proprietary technologies, and gain more economies 

of scale through reuse of shared services across military services, as measured by successful 

consolidation, which will result in a cost savings of over $918 million by FY 2019. 

SVC's key customers are the military starting in basic training and continuing on through the life 

of the military personnel while deployed on land as well as on ships at sea. There are over 20 

stakeholders for SVC. The primary stakeholders are: The Departments of the U.S. Army, Air 

Force, Marine Corp. and Navy; Defense Finance and Accounting Service (DFAS); Navy Supply 

System (NAVSUP); Federal Reserve Bank of Boston (FRBB); J.P. Morgan Chase (JPMC); and 

PNC Bank.

Return on Investment: 

SVC's five year ROI in FY 2018 is estimated at 43.02 percent, which is lower than last year due 

to the increased costs for the One-Card development; and increased costs for 3 service providers: 

FRBB, JPMC, and PNC related to the change to FRBB picking up the processing and back end 

system for Navy Cash and PNC taking over as issuer. Navy cardholders began receiving new 

cards from PNC to replace the cards from JPMC. This effort will continue until all cards are 

replaced by late 2018. 

SVC reduces the more than $2 billion in coins, currency, and checks in circulation at military 

bases across the world with electronic currency, thus reducing the high costs associated with 

securing, transporting, and accounting for cash. In FY 2016, over 3.5 million EFT transactions in 

excess of $446.4 million were processed through the SVC e-commerce program. Program to 

date, over 62.9 million EFT transactions in excess of $8.6 billion. SVC helps Fiscal Service 

reach the President's mandate to complete government-wide implementation of shared ecommerce solutions. SVC has effectively replaced or reduced cash at over 56 military bases and 
49

installations in 16 countries (including the U.S.) and on 127 naval ships. Benefits that have been 

gained are estimated at over $720 million since program inception through FY 2017.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: President Obama (Oct. 2014) signed an Executive Order mandating the use of chipand-pin EMV (Europay, Mastercard & Visa) technology for all government debit, credit, and 

payment cards. The chip that SVC uses will be the EMV chip with the One-Card.

Accomplishments and Future Objectives: 

SVC accomplishments for the fiscal year 2017 include: 

-Issued over 425K cards: 118K EagleCash, 184K EZpay, and 123K Navy Cash cards; 

-Processed over 35M financial transactions for $915M: 10.9M EagleCash financial transactions 

for $582M, 1.5M EZpay financial transactions for $126M, and 23.7M financial transactions for 

$207M Navy Cash; 

-Trained, in quarterly sessions, 108 Army, Air Force, Navy and Marine personnel in the 

operation of EagleCash; 

-Processed 7,398 transactions for $65,519 in Unclaimed Funds on expired or canceled SVCs to 

the SVC cardholder, bringing unclaimed funds returned to 49,374 transactions $720,383 total by 

end of FY16; 

-Submitted 510 Suspicious Activity Reports (SARS) based on thresholds set as part of a SVC 

Fraud and Anti-Money Laundering Program; 

-Upgrade SVC Laptops to v 8.0 (formerly 7.2) to support 64 bit Windows 7, TLS 1.2, .NET 

software, and 2887 Adobe Electronic Signature; 

-Upgraded the SVC Portal to version .8; 

-Continued Phase 1 (development) of the 3 Phase EMV One-Card program to replace all legacy 

SVC programs with one Closed-loop card and one Open/Closed-loop card; 

-Submitted Request for Proposal (RFP) for EMV card manufacturer and make selection of G&D; 

-Performed yearly Security Assessments and Authorizations (SA&A) processes. Fiscal Services 

requires that the SVC Program conduct an annual SA&A on all systems forward facing and back 

office; focusing on all changes to SVC systems and forward facing devices that have occurred 

since the last SA&A; 

-Develop Navy Cash v2.0 to simplify ship device management; 

-Completed the transition of Navy/Marine Cash systems, development and management from 

JPMC to FRBB and PNC; and

-Completed development for PNC Bank to replace JPMC strip card Open-loop processing.

FY 2018 and beyond future objectives include:

-Continue Phase 1, Procure, Design and Develop, of the 3-Phase EMV One-Card project to 

replace all legacy SVC programs with one Closed-loop card and one Open/Closed-loop card. 

-Phase 2 will deploy the One-Card and EMV-compliant devices to the bases and ships. Phase 3 

will consolidate the back-office systems and processes.

-The One-Card initiative is a large, multi-year project that involves several organizations, 

complex technology, and significant development areas. Every SVC component will require 

updating to support the new One-Card.
50

Details of Useful Life Period: 

Year the investment began: 1999

End Year of the current planning cycle: 2021

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: N/A.

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target*

Latest 

Actual 

Result

Date of Latest 

Actual Result

Transaction Unit Cost: cost to 

process transactions. Financial Performance Under target Monthly Dollars 1.14 0.74 11/30/2017

Cost for Dollars Moved: cost 

based on dollars moved through 

SVC.

Strategic and Business 

Results Under target Monthly Dollars 0.12 0.09 11/30/2017

Average amount of time for calls 

to be answered.

Customer Satisfaction 

(Results) Under target Monthly Seconds -Time 15.00 16.00 11/30/2017

Abandoned Calls (3% is good). Customer Satisfaction 

(Results) Under target Monthly Percent 3.00 3.96 11/30/2017

Kiosk File Delivery Success Strategic and Business 

Results Over target Monthly Percent 0.88 0.83 11/30/2017

Average Number of Days to 

Complete an initial Suspicious 

Activity Report (SAR) filing.

Strategic and Business 

Results Under target Monthly Number of 

days 30.00 28.00 11/30/2017

* CY Target also refers to FY 2019 target.

USAspending.gov

Description:

USAspending.gov fulfills certain requirements of the Federal Funding Accountability and 

Transparency (FFAT) Act of 2006, and Digital Accountability and Transparency (DATA) Act of 

2014. It is a Treasury investment reporting under the Fiscal Service.

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

11.01 3.03 2.72 2.71 2.71 2.71 2.71 NA 27.58

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

7.63 9.41 11.55 11.29 11.29 11.29 11.29 NA 73.76

Total Costs 18.64 12.44 14.26 14.00 14.00 14.00 14.00 NA 101.34

Number of FTE 0.25 16.00 6.00 8.00 8.00 8.00 8.00 NA 54.25
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Summary of Purpose, Goals, and Benefits: 

USAspending.gov provides the public with government spending information in response to the 

Federal Funding Accountability and Transparency Act of 2006 (FFATA) which directed that a 

free, single, searchable website be available to the public and described the type of information 

that must be included with each award (e.g. unique name, award amount, description). 

USAspending.gov promotes the principles of open government (transparency, participation, and 

collaboration) by collecting and publicly publishing data on federal obligations for contracts, 

first-tier subcontracts, grants, first-tier sub grants, direct payments, insurance, and other forms of 

financial assistance. USAspending.gov allows the user to search and view government spending 

in several ways, such as by state, time period, recipient, contractor, and program. Specific types 

of spending can also be viewed. USAspending.gov obtains data from multiple external sources 

including agency systems and government-wide systems.

Under the Digital Accountability and Transparency Act of 2016 (DATA Act), Treasury will post 

additional financial data reported by Federal agencies on the USAspending.gov (or a successor 

website) as of May 2017 and on a quarterly basis going forward. Federal agencies are reporting 

to Treasury additional financial information using the established DATA Act definition 

standards provided by OMB and Treasury for reporting of agency appropriations account 

summary-level data (pursuant to Section 3) of FFATA, as amended) and Federal award-level 

data (pursuant to Section 2(b)(l) of FFATA, as amended). Agencies are reporting the additional 

information in accordance with the technical guidance provided in the DATA Act Information 

Model Schema (DAIMS), which enables Treasury to post consistent and comparable data.

Treasury has modernized USAspending.gov to meet Treasury's statutory responsibilities under 

the DATA Act. This includes developing and supporting the technical reporting specifications 

(i.e., DAIMS); the technical platform/architecture to collect, validate, and publish data across 

disparate systems in the federal Government; and developing visualizations to improve the user 

experience as well as enhancing place-based reporting capabilities. Once submitted, the data is 

displayed on a searchable website available to taxpayers and policy makers so that they can track 

Federal spending more effectively.

Return on Investment: 

The USAspending.gov website and investment were mandated by OMB to be part of the Fiscal 

Service investment portfolio. The site provides the public with government spending information 

in response to the Federal Funding Accountability and Transparency Act (FFATA). 

USAspending.gov is also aligned with the Administration's Open Government Plan to promote 

the principles of open government (transparency, participation, and collaboration) by collecting 

and publicly publishing data on federal obligations. It also serves to improve the reputation of the 

government by providing transparent data to the public. USAspending.gov allows the user to 

search and view government spending in several ways such as by state, time period, recipient, 

contractor, and program. Specific types of spending can also be viewed. USAspending.gov 

obtains data from multiple external sources and it is dependent upon the continued operation of 

those systems.
52

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: - Open Government Directive - Federal Spending Transparency issued on April 6, 

2010.

- Department of the Treasury Open Government Plan 2.1, issued in September 2012, describes 

USAspending.gov's assistance in the Department's compliance with the Open Government 

Directive. 

- Department of the Treasury Agency Priority Goal FY16-17, Develop and promote financial 

transparency policies and their adoption that reflect a 21st century economy and data-driven 

decision-making to enable a more efficient and effective government. By May 2017, federal 

spending data is standardized, reliable, and accessible to public in a structured industry format.

Accomplishments and Future Objectives: 

FY 2017 accomplishments included:

- Launched beta.usaspending.gov, the successor site to USAspending.gov

- Continued to build out features on beta.usaspending.gov to allow for the eventual sun-setting of 

the legacy site in the next fiscal year

- Transitioned the Award Submission Portal (ASP) to the DATA Act Broker infrastructure for 

financial assistance award submissions

- Implemented the requirements of the DATA Act Information Model Schema (DAIMS) releases 

in the DATA Act Broker for agency submissions

FY 2018 and beyond objectives include:

- Complete build out of the beta.usaspending.gov

- Sunset the legacy USAspending.gov site

- Implement the new versions of the DAIMS in the DATA Act Broker

- Integrate the Data Lab, analytics tools to expand users' ability to explore data, to the new 

USAspending.gov.

Details of Useful Life Period: 

Year the investment began: 2014

End Year of the current planning cycle: 2099

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: N/A.
53

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category Mapping

Measurement 

Condition

Reporting 

Frequency Unit Of Measure CY 

Target*

Latest 

Actual 

Result

Date of Latest 

Actual Result

Maintain availability of system Financial 

Performance Over target Monthly Percentage of time 95.00 100.00 11/30/2017

Average user session length Strategic and 

Business Results Over target Monthly Average user session length 225.00 272.00 11/30/2017

Help Desk-Assign service 

desk tickets

Strategic and 

Business Results Over target Monthly

Assign service 

desk tickets within 

the SLA times

98.00 100.00 11/30/2017

Help Desk-Resolve service 

desk tickets

Strategic and 

Business Results Over target Monthly

Resolve service 

desk tickets within 

the SLA times

95.00 100.00 11/30/2017

Number of CFO Act agencies 

reporting successfully in the 

DATA Act Operating 

Infrastructure

Customer Satisfaction 

(Results) Over target Monthly

Number of CFO 

Act agencies 

reporting

95.00 96.00 11/30/2017

* CY Target also refers to FY 2019 target.

Wholesale Securities Services (WSS)

Description:

Wholesale Securities Services (WSS) supports the sale and issuance of Treasury marketable 

securities through the Treasury Automated Auction Processing System (TAAPS), which 

conducts over 260 marketable securities auctions a year.

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

45.89 20.18 14.85 12.25 8.10 7.84 NA NA 109.11

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

126.85 19.86 23.69 28.58 26.95 26.52 NA NA 252.46

Total Costs 172.74 40.04 38.54 40.83 35.05 34.36 NA NA 361.57

Number of FTE 272.94 57.85 71.16 75.86 72.22 67.51 NA NA 617.54

Summary of Purpose, Goals, and Benefits: 

Operating under the auspices of Treasury, the Bureau of the Fiscal Service manages the 

Wholesale Securities Services (WSS) investment. This investment is used to fund critical daily 

federal government operations and activities. Through the investment, Treasury conducts more 

than 260 marketable securities auctions a year to borrow the monies needed for U.S. government 

operations. Treasury auctions are high dollar volume, time critical operations, with a broad range 

of bidders in each auction. WSS remains strategic in its operations with development, 

modernization, and enhancement efforts to TAAPS in an effort to ensure Treasury's ability to 
54

maintain regular and predictable financing patterns. Approximately $17.4 to $32.5 trillion in 

auction bids are received and processed annually, with about $6.7 to $8.5 trillion in securities 

awarded at auction and issued. 

WSS is supported by Treasury Automated Auction System (TAAPS), which handles the 

announcement, auction, reporting of results, and settlement of all Treasury securities. TAAPS 

includes both inbound and outbound data flow dependencies with numerous financial IT 

investments. Through state of the art technology, WSS reduces its dependence on human 

intervention, thus enabling it to carry out the mission of maintaining flawless Treasury financing 

operations.

Return on Investment: 

WSS estimated five year return on investment is 23,099,096 percent. The functional return on 

investment for WSS is to make Treasury Debt Financing better by evaluating the automated 

systems, operational processes, and methods supporting Treasury Auctions. The return that WSS 

receives is measured by the cost efficiencies, change flexibility, and customer responsiveness, 

which is worth lower cost to taxpayers, quicker time to market and improved customer 

satisfaction. The return on investment is calculated based on the dollar amount issued divided by 

the cost to perform the auctions. Given the large dollar amount raised each year, and the 

efficiencies obtained from TAAPS, a high return on investment results.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: The Chief Financial Officer's Act of 1990 (Public Law 101-576) mandates that agency 

CFOs are to develop and maintain agency financial management systems that comply with 

applicable accounting principles, standards, and requirements; internal control standards; and 

requirements of OMB, the Department of the Treasury, and others. Agency financial 

management systems are to provide complete, reliable, consistent, and timely information. 

Financial data are to be prepared on a uniform basis and be responsive to the financial 

information needs of agency management.

Treasury has statutory authority to designate Federal Reserve Banks as depositaries and fiscal 

agents of the United States (12 USC 391). Federal Reserve Bank of New York (FRB NY) 

effectively manages the capital permanent and indefinite funding for the WSS investment. 

Treasury reimburses the cost for the WSS investment through the fiscal agent reimbursable 

process for the services provided.

Accomplishments and Future Objectives: 

FY 2017 accomplishments included:

- Successfully upgrading the core infrastructure of the auction processing component, along with 

the implementation of security enhancements to the auction system.

- Continued a multi-year effort to modernize the application software and associated technology 

components of TAAPS to ensure that critical auction processes continue to work flawlessly, 

remain secure, and operate without service disruptions.

- Completed requirements definition, application design and began application code 
55

development.

Objectives associated with FY 2018 and beyond include:

- Continued efforts to modernize the Auctions infrastructure and applications;

- Strengthen the resiliency and security of the Auction system and operations.

Details of Useful Life Period: 

Year the investment began: 2005

End Year of the current planning cycle: 2025

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: N/A.

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target*

Latest 

Actual 

Result

Date of Latest 

Actual Result

Percent of auction results 

released accurately. Financial Performance Over target Monthly Percentage 100.00 100.00 11/30/2017

Percent of time TAAPS is 

available to customers during 

normal hours of operation

Strategic and Business 

Results Over target Monthly Percentage 100.00 100.00 11/30/2017

Time in months to evaluate new 

risks and ensure all gaps are 

addressed.

Strategic and Business 

Results Under target Monthly Months 12.00 12.00 11/30/2017

Percent of customer feedback 

evaluated through configuration 

management.

Customer Satisfaction 

(Results) Over target Monthly Percentage 100.00 100.00 11/30/2017

Percent of action items from 

dealer feedback addressed.

Strategic and Business 

Results Over target Monthly Percentage 100.00 100.00 11/30/2017

* CY Target also refers to FY 2019 target.

Fiscal Agent Infrastructure Services (FAIS)

(Previously reported as a major IT investment but now categorized as a part 3 investment)

Description:

Fiscal Agent Infrastructure Services (FAIS) includes the Treasury Web Application 

Infrastructure (TWAI) platform which is a multi-tiered web environment for highly secure 

systems that provide public access.
56

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

83.29 18.91 13.81 19.19 11.96 NA NA 11.96 159.11

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

419.78 73.54 88.19 87.81 85.47 NA NA 85.95 840.75

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

503.08 92.45 102.00 107.00 97.43 NA NA 97.90 999.86

Number of FTE 68.00 3.00 4.00 4.00 4.00 NA NA 3.00 86.00

Summary of Purpose, Goals, and Benefits: 

FAIS investment includes the Treasury Web Application Infrastructure (TWAI), which provides 

a multi-tiered web environment that balances the business need for a highly secure access system 

with the need to provide public access to the applications. TWAI currently houses over 20 

Treasury applications including Central Accounting Reporting System (CARS), Pay.gov, 

Electronic Check Processing (ECP), Treasury Check Information System (TCIS), International 

Treasury Services (ITS) and Post Payment System (PPS). Federal Reserve Information 

Technology (FRIT) is the entity responsible for managing and maintaining the TWAI 

environment on behalf of the Fiscal Service.

The investment's goals and anticipated benefits include:

- assure exceptional performance of TWAI daily operations;

- deliver on TWAI commitments;

- enhance the end-to-end customer experience;

- generate exceptional value for TWAI's invested capital and application of critical resources; 

and

- develop, challenge, and grow TWAI Team Members.

Return on Investment: 

As of June 2017, the estimated five year return on investment for the FAIS investment is 100 

percent. The estimate is based on the cost avoidance of obtaining Fiscal Agent infrastructure 

support services for the Fiscal Service from an alternative provider.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: NA.

Accomplishments and Future Objectives: 

FY 2017 accomplishments include:

1. East Rutherford Operations Center (EROC) annual FISMA compliance disaster recovery 
57

exercise completed August 2017. A total of fifteen applications participated in the DRE with 

four applications (FPS, CTW TCMS/DVS operating at their alternate site (Dallas) for a two 

week extended stay.

2. FIR Public go-live in the Cloud

3. CIR Migration to the TWAI

4. SAS soft launch in the TWAI

5. Navy Cash - Completed go-live of Navy Cash ship patching, Data Relay (Ships round trip), 

and all environment builds 

6. Partnered with Revenue Collections and FRB Cleveland on a proposal for pay.gov continuous 

availability 

7. TITAN - Delivered Dev and INT environments 

8. Completed first phase of TWAI migration to new compute platform (TBTI)

9. Tax Time Bonds (TTB) - Delivered IT, FT and QA environments

10. PPS 3.0 - Completed infrastructure build 

11. Completed first phase of TWAI migration to new compute platform (TBTI

12. Auction application - Completed the migration to new SMI infrastructure ahead of original 

schedule

13. TWAI 2017 releases - 65 total releases (major releases - 12; minor releases - 21; patch 

releases - 33

FY 2018 key Initiatives for 2018 and beyond:

1. Treasury Business Technology Strategy and Implementation (TBTS) - phase 1 series of 

projects to address technology debt. These projects will migrate infrastructure components to 

Solaris Thereafter and modernize the underlying hardware. 

2. Treasury Business Technology Strategy and Implementation (TBTS) - phase 2 include efforts 

to establish or further build the service groupings, and includes Public Cloud and Analytics.

3. Achieve operational efficiency, effectiveness, stability and resilience through multiple aspects 

of the Treasury Business Technology Strategy initiatives and the implementation of mandates 

from the Treasury Cyber Security Activities.

4. Improvement, enhancement and development of existing and new cybersecurity related 

capabilities are required over the next 3 years.

Details of Useful Life Period: 

Year the investment began: 2003

End Year of the current planning cycle: 2022

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: NA.
58

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category Mapping

Measurement 

Condition

Reporting 

Frequency Unit Of Measure CY 

Target*

Latest 

Actual 

Result

Date of Latest 

Actual Result

SLA #1 Critical hour of 

production availability

Customer 

Satisfaction (Results) Over target Monthly

Full Day of 

Infrastructure 

availability

99.99 100.00 11/30/2017

SLA Metric #3 Priority 1 

incident response. The Mean 

Time to Restore P1 

Infrastructure Incidents

Strategic and 

Business Results Under target Monthly minutes 120.00 0.00 11/30/2017

Total Open Audit Findings Strategic and 

Business Results Under target Monthly

Total Open Audit 

Findings and 

Observations

49.00 16.00 11/30/2017

Problem Work Days to Root 

Cause for Priority 1 Incidents

Strategic and 

Business Results Under target Monthly Number of Days 15.00 0.00 11/30/2017

Number of SOW Projects 

Currently not on Schedule

Financial 

Performance Under target Monthly Count 2.00 0.00 11/30/2017

* CY Target also refers to FY 2019 target.

Fiscal IT Infrastructure Services (FIIS)

(Previously reported as a major IT investment but now categorized as a part 3 investment) 

Description:

The FIIS investment provides data center, network, and end user services to support the Bureau 

of the Fiscal Service.

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

23.34 18.45 18.97 18.92 19.30 19.68 19.68 19.68 158.03

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

112.91 114.16 102.96 105.02 107.12 109.27 109.27 109.27 869.97

Total Costs 136.25 132.61 121.93 123.94 126.42 128.95 128.95 128.95 1028.00

Number of FTE 269.00 312.06 316.66 316.00 316.66 316.66 316.66 316.66 2480.36

Summary of Purpose, Goals, and Benefits: 

The Fiscal IT Infrastructure Services (FIIS) investment provides data center, network, and end 

user services to support Fiscal Service's IT infrastructure and users. The goal of the FIIS 

investment is to deliver exceptional programs and services through information technology 

strategies that establish flexible, adaptable, and practical applications and processes while at the 

same time minimizing overall IT infrastructure expenses.
59

Return on Investment: 

As of August 2017, the estimated five year return on investment for the FIIS investment is 100 

percent. The estimate is based on the cost avoidance of obtaining infrastructure support services 

for Fiscal Service from an alternative provider. These services are identified as providing a 

complete return on investment since all funding would need to be used to procure the services if 

not provided by Fiscal Service.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: Not applicable.

Accomplishments and Future Objectives: 

Objectives for the FIIS investment include continuing to provide support for mainframe 

processes, servers, data center facilities, data storage, network devices, and end users. The 

investment enables Fiscal Service to improve results, manage IT resources effectively to 

accomplish the Bureau's mission, and deliver quality customer service. This leads to improved 

operational effectiveness, improved timeliness of investment information to investors, and 

increased opportunities in meeting the borrowing needs of the federal government.

FY2017 Accomplishments:

1. Completed infrastructure related project with activities that provided infrastructure hardware 

refresh processes, infrastructure upgrades, data center upgrades, virtualization infrastructure 

maintenance, and infrastructure capacity expansion to meet increased demand.

2. Completed platform related project with activities that provided platform hardware refresh 

processes, servers deployed for file transfer and proxy enhancements, and platform maintenance 

and growth.

3. Completed end user related project with activities that provided network, telephony, and video 

teleconference infrastructure upgrades, remote access enhancement, and a building move that 

included additional video systems installation.

Details of Useful Life Period: 

Year the investment began: 2016

End Year of the current planning cycle: 2026

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: The FIIS investment is comprised of services of an on-going nature, not 

discrete systems. The services are evaluated for maintenance, routine refreshes, and transition to 

new technological capabilities. A five year planning cycle is used.
60

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target*

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Customer Satisfaction - Percentage of Data 

Center, Network, and End User customer 

satisfaction survey results ratings good (4.00) 

to excellent (5.00).

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 85.00 96.88 11/30/2017

Incident Resolution - Percentage of Data 

Center, Network, and End User incident 

resolution time met. (Incidents considered met 

when resolved within established time 

frames.)

Strategic and 

Business Results Over target Monthly Percentage 80.00 94.93 11/30/2017

Network Availability - Percentage of 

network/communication service available to 

customers during normal hours of operation 

excluding planned maintenance outages.

Strategic and 

Business Results Over target Monthly Percentage 99.00 100.00 11/30/2017

Service Request Resolution - Percentage of 

Data Center, Network, and End User service 

requests resolved on time. (Requests 

considered met when resolved within 

established time frames.)

Strategic and 

Business Results Over target Monthly Percentage 85.00 91.29 11/30/2017

Security Patching - Percentage of critical or 

high security patches implemented 30 days 

after release of the patch by vendors.

Financial 

Performance Over target Monthly Percentage 95.00 100.00 11/30/2017

* CY Target also refers to FY 2019 target.

IT Security and Compliance (ITSEC)

(Previously reported as a major IT investment but now categorized as a part 3 investment) 

Description:

The Information Technology Security and Compliance (ITSEC) investment reports security 

program costs for the Bureau of the Fiscal Service.

Investment Anticipated Outlay: ($000,000s): 

Type 2016 and 

Prior 

Actual

2017 

Actual

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 

Estimated

2023 and 

Beyond 

Estimated

Total

Sub-Total DME (Including 

Internal labor (Govt. FTE) 

Costs)

NA 13.99 NA NA NA NA NA NA 13.99

Sub-Total O&M Costs 

(Including Internal Labor 

(Govt. FTE) Costs)

NA 28.76 17.86 17.86 17.86 17.86 17.86 17.86 135.90

Total Costs NA 42.75 17.86 17.86 17.86 17.86 17.86 17.86 149.89

Number of FTE NA 72.00 37.00 37.00 37.00 37.00 37.00 37.00 294.00

Summary of Purpose, Goals, and Benefits: 

The Fiscal Service ITSEC investment covers costs associated with IT Security resources setting 

policy, establishing process and means, measuring compliance, and responding to security 
61

breaches. Additionally, the Investment captures costs associated with IT compliance such as 

establishing controls and measuring compliance to relevant legal and compliance requirements. 

Costs associated with a specific system's Security Assessment and Accreditation (SA&A) or 

Information System Security Officer (ISSO) labor costs are not included. The investment also 

includes costs associated with privacy but does not include mission (non-IT) security and 

compliance.

Return on Investment: 

The overall five year ROI for the investment is estimated to be 100%. The estimate is based on 

the cost avoidance of obtaining security program support services from an alternative provider.

Requirements/ Benefits/ Mandates: 

Legislative mandates, Outstanding audit findings or Material weakness, Presidential 

Directive: Not applicable.

Accomplishments and Future Objectives: 

The goal of the ITSEC investment is to continue supporting the mission of Fiscal Service to 

promote the financial integrity and operational efficiency of the federal government through 

exceptional accounting, financing, collections, payments, and shared services. The benefit of 

annotating a security investment allows security program resources and costs to be individually 

quantified and reflects the importance of data security to the Fiscal Service mission.

Details of Useful Life Period: 

Year the investment began: 2017

End Year of the current planning cycle: 2027

Description of why the investment is not consistent with life cycle model defined in OMB 

Circular A-131.: The ITSEC investment is comprised of services of an on-going nature, not 

discrete systems. A five year planning cycle is used.