Department of the Treasury 

Bureau of the Fiscal Service 

Congressional Budget 

Justification and Annual 

Performance Plan and Report 

FY 2021 
Fiscal – 2 

Table of Contents

Section I – Budget Request........................................................................................................... 3

A – Mission Statement ................................................................................................................ 3

B – Summary of the Request ...................................................................................................... 3

1.1 – Appropriations Detail Table .............................................................................................. 4

1.2 – Budget Adjustments Table ................................................................................................. 4

C – Budget Increases and Decreases Description ....................................................................... 4

1.3 – Object Classification (Schedule O) Obligations ................................................................ 7

D – Appropriations Language and Explanation of Changes ...................................................... 8

1.4 – Permanent, Indefinite Appropriations Table ...................................................................... 9

E – Legislative Proposals ............................................................................................................ 9

Section II – Annual Performance Plan and Report ................................................................. 13

A – Strategic Alignment ........................................................................................................... 13

B – Budget and Performance by Budget Activity .................................................................... 19

2.1.1 – Accounting and Reporting Resources and Measures .................................................... 19

Accounting and Reporting Budget and Performance ............................................................... 19

2.1.2 – Collections Resources and Measures ............................................................................ 21

Collections Budget and Performance ........................................................................................ 21

2.1.3 – Payments Resources and Measures .............................................................................. 23

Payments Budget and Performance .......................................................................................... 23

2.1.4 – Retail Securities Services Resources and Measures ..................................................... 25

Retail Securities Services Budget and Performance ................................................................. 25

Matured Unredeemed Debt (MUD) .......................................................................................... 26

2.1.5 – Wholesale Securities Services Resources and Measures .............................................. 27

Wholesale Securities Services Budget and Performance .......................................................... 27

2.1.6 – Debt Collection Resources and Measures ..................................................................... 28

Debt Collection Budget and Performance ................................................................................ 28

C – Changes in Performance Measures .................................................................................... 29

D– Evidence-Building Activity ................................................................................................ 29

Section III – Additional Information ........................................................................................ 31

A – Summary of Capital Investments ....................................................................................... 31
Fiscal – 3 

Section I – Budget Request 

A – Mission Statement 

Promote the financial integrity and operational efficiency of the Federal Government through 

exceptional accounting, financing, collections, payments, and shared services. 

B – Summary of the Request 

The Bureau of the Fiscal Service (Fiscal Service) finances the Federal Government and touches 

the lives of every American. In FY 2019, Fiscal Service collected nearly $4.3 trillion in revenue, 

issued more than 1.2 billion payments to over 120 million Americans, and conducted 325 

auctions that sold $11.7 trillion in Treasury securities to finance the Federal Government. Fiscal 

Service accounted for the Nation’s $23 trillion public debt down to the penny, every day. 

The FY 2021 request for the Fiscal Service is $360.2 million. The Budget ensures the viability 

of the government’s National Financial Critical Infrastructure (NFCI) that finances Federal 

operations, collects revenue, disburses payments, and reports on the government’s financial 

position. Because of Fiscal Service’s central role in government-wide financial operations, the 

budget also supports Treasury’s leadership in transforming Federal financial management to 

become more efficient, more accurate and deliver better service to citizens. 

The Budget aligns closely with Treasury’s strategic goal to transform government-wide financial 

stewardship by improving the accuracy and availability of financial information and 

implementing new, innovative financial practices. Included in the Budget are Fiscal Service’s 

efforts to streamline the government’s audit processes and reduce intra-governmental accounting 

differences that stand in the way of a clean audit opinion on the Financial Report of the U.S. 

Government. Throughout all of these initiatives, Fiscal Service integrates innovation and 

standardization to promote efficiency and achieve economies-of-scale. Fiscal Service has set 

ambitious goals for all-electronic transactions between the bureau, Federal agencies and the 

public to improve efficiency, security and enable the application of higher levels of automation, 

such as robotics and artificial intelligence. Supporting the President’s Management Agenda, 

Fiscal Service is working within the Federal community to gain the long-term designation for the 

Sharing Quality Services CAP Goal’s core financial management Quality Service Management 

Office. This office would be ultimately responsible for operating the Federal marketplace for 

quality core financial service offerings available to Federal agencies. 

Treasury’s strategic goal to achieve operational excellence by strengthening the resiliency of our 

infrastructure and enhancing the customer value and experience is also supported by the Budget. 

Included is an initiative to strengthen the bureau’s cybersecurity posture by enhancing our ability 

to identify threats to the national critical infrastructure, counter them, and quickly reconstitute 

operations if necessary. Also included is our initiative to help Americans identify and recover 

their savings bonds that have matured, but remain unredeemed. Additionally, Fiscal Service 

leads Treasury’s Agency Priority Goal to improve the public’s experience by increasing 

electronic payments and reducing paper checks. 
Fiscal – 4 

1.1 – Appropriations Detail Table 

1.2 – Budget Adjustments Table 

C – Budget Increases and Decreases Description 

Maintaining Current Levels (MCLs) ........................................................+$7,698,000 / +0 FTE 

Pay Annualization (3.1 percent) +$1,666,000 / +0 FTE 

Funds are requested for annualization of the January 2020 3.1% average pay raise. 

Dollars in Thousands

Appropriated Resources

New Appropriated Resources FTE AMO UNT FTE AMO UNT FTE AMO UNT FTE AMO UNT

Accounting and Reporting 371 $95,175 384 $98,937 398 $102,877 3.6% 3.98%

Collections 156 $42,166 161 $37,948 161 $41,077 0.0% 8.25%

Payments 468 $117,581 486 $123,015 490 $121,519 0.8% -1.22%

Retail Securities Services 388 $59,381 410 $58,403 412 $61,231 0.5% 4.84%

Wholesale Securities Services 112 $23,977 116 $21,977 116 $23,496 0.0% 6.91%

Matured Unredeemed Debt /1 0 $0 0 $25,000 5 $10,000 NA -60.00%

Subtotal New Appropriated 

Resources 1,495 $338,280 1,557 $365,280 1,582 $360,200 1.61% -1.39%

O ther Resources

Reimbursable 377 $384,771 412 $400,000 412 $402,000 0.0% 0.50%

Unobligated Balances from Prior Years 0 $71,815 0 $91,922 0 $99,922 NA 8.7%

Subtotal O ther Resources 377 $456,586 412 $491,922 412 $501,922 0.0% 2.03%

Total Budgetary Resources 1,872 794,866 1,969 $857,202 1,994 $862,122 1.27% 0.57%

Note: FY 2019 Other Resources and Full-time Equivalents (FTE) reflect actuals. 

/1 FY 2020 Enacted includes $25 million, available until expended, appropriated by P.L. 116-93, Consolidated Appropriations Act, 2020

% Change

FY 2019 FY 2020 FY 2021 FY 2020 to FY 2021

O perating Plan Enacted Request
Fiscal – 5 

Pay Raise (1.0 percent in 2021) +$1,625,000 / +0 FTE 

Funds are requested for a 1.0% average pay raise in January 2021. 

FERS Contribution Increase +$1,901,000 / +0 FTE 

Funds are requested for the Federal Employee Retirement System (FERS) contribution rates 

effective FY 2021. 

Non-Pay +$2,506,000 / +0 FTE 

Funds are requested for non-labor expenses such as travel, contracts, rent, supplies, 

and equipment. 

Non-Recurring Costs..........................................................................-$32,796,000 / -0 FTE 

Reduce Contractual Services -$7,796,000 / -0 FTE 

Reductions or realignments of Fiscal Service operations due to efficiencies identified in 

contracting support and to support the bureau’s hiring plans. 

Matured Unredeemed Debt -$25,000,000 / -0 FTE 

United States Savings Bonds that have reached final maturity and stopped earning interest are 

considered Matured Unredeemed Debt (MUD). As of the end of FY 2019, the MUD balance 

had reached $25.7 billion. The Consolidated Appropriations Act, 2020, (P.L. 116-93) provided 

$25 million, available until expended, for the digitization of records of matured savings bonds 

that have not been redeemed. This adjustment removes the FY 2020 appropriation from the FY 

2021 base. Continued MUD efforts in FY 2021 are included in the Program Increases section. 

Other Adjustments............................................................................+$1,805,000 / +13 FTE 

Annualization of Hires +$1,805,000 / +13 FTE 

Funds are requested for annualization of salary and benefits for hires that occur during FY 2020. 

These hires support the bureau’s hiring priorities to reach targeted staffing levels. 

Program Increases ..................................................................................+$18,213,000 / +12 FTE 

Quality Service Management Office (QSMO) +$5,000,000 / +7 FTE 

This funding supports the President’s Management Agenda (PMA), and the Sharing Quality 

Services Cross-Agency Priority (CAP) Goal 5. The PMA, Sharing Quality Services CAP Goal 5 

strives to achieve operational and performance cost savings across administrative services. In 

FY 2019, OMB pre-designated Department of the Treasury as the QSMO for Financial 

Management (FM). Fiscal Service is leveraging existing Treasury authorities and in-house 

expertise to create and implement a readiness assessment process for agencies and legacy 

financial management shared service providers. As guiding principles, Fiscal Service will 

operate with a focus on customer experience, promote the strategic value of data and deliver 

progress using agile processes.

Cybersecurity +$3,213,000 / +0 FTE 

This request provides continued support of a phased approach to transition NFCI systems 

currently hosted and developed with outdated technology to new, more modern solutions that 

will support the security, resiliency, and agility efforts. Specifically, additional funding is 

requested to expedite the transition of the Trusted Internet Connection to co-located data centers, 

which provides secure connectivity for data and information. Additional funding will also 
Fiscal – 6 

support enhanced data encryption and other remediation efforts identified through the bureau’s 

on-going Cyber Clean initiative. These efforts are critical to allowing Fiscal Service to 

accelerate cloud adoption, which will provide for enhanced security as well as improved 

availability, reliability, and resiliency of information services. 

Matured Unredeemed Debt (MUD) +$10,000,000 / +5 FTE 

Funds are requested to continue efforts to encourage bond owners to cash their matured, 

unredeemed savings bonds. Encouraging bond holders to cash their savings bonds does present 

challenges. In December 2019, Fiscal Service implemented its Treasury Hunt® search tool, 

which is an online tool that makes searching the status of Treasury bonds simpler by allowing 

individuals to discover if they have savings bonds issued in 1974 or later that have matured and are 

no longer earning interest. While 85 percent of the MUD balance is from bonds issued in 1974 

and later, the quality of many of the paper records make it difficult to determine bond holder 

information. These documents are not machine-readable, thus making it difficult to index and 

search. In December 2019, Fiscal Service hosted a series of industry days to learn more about 

the options to digitize and index these records and where to prioritize efforts. Funding is 

requested to continue to help bond owners redeem their bonds and improve Treasury’s ability to 

provide more searchable records through: 

 Process improvements for cashing savings bonds, including digital options, with a focus on 

Matured Unredeemed Debt 

 Improved ease of use and accessibility of new online search tools, ultimately resulting in 

expanded customer awareness of Matured Unredeemed Debt 

 Expanded outreach to states and bondholders about Matured Unredeemed Debt 

 Continuing efforts to digitize and index savings bond records 
Fiscal – 7 

1.3 – Object Classification (Schedule O) Obligations 

 

Dollars in Thousands

FY 2019 FY 2020 FY 2021

O bject Classification

Actual

O bligations

Estimated

O bligations

Estimated

O bligations

11.1 - Full-time permanent 178,289 186,910 193,211

11.3 - Other than full-time permanent 180 189 190

11.5 - Other personnel compensation 4,527 5,543 5,556

11.9 - Personnel Compensation (Total) 182,996 192,642 198,957

12.0 - Personnel benefits 62,123 69,337 72,730

13.0 - Benefits for former personnel 275 100 100

Total Personnel and Compensation Benefits $245,394 $262,079 $271,787

21.0 - Travel and transportation of persons 2,651 2,986 2,665

22.0 - Transportation of things 106 111 113

23.1 - Rental payments to GSA 24,544 25,960 26,968

23.2 - Rental payments to others 11 45 46

23.3 - Communications, utilities, and miscellaneous charges 39,623 42,123 41,810

24.0 - Printing and reproduction 127 137 140

25.1 - Advisory and assistance services 68,188 65,305 68,603

25.2 - Other services from non-Federal sources 23,939 19,374 19,760

25.3 - Other goods and services from Federal sources 299,252 318,332 312,895

25.4 - Operation and maintenance of facilities 1,646 2,172 2,075

25.7 - Operation and maintenance of equipment 9,474 9,813 9,951

26.0 - Supplies and materials 3,961 4,332 4,050

31.0 - Equipment 4,295 4,477 4,302

32.0 - Land and structures 440 34 35

Total Non-Personnel $478,257 $495,201 $493,413

Total O bligations * $723,651 $757,280 $765,200

Full-time Equivalents (FTE) 1,872 1,969 1,994 

Amounts reflect obligations of annually appropriated resources, carryover balances, reimbursables, and transfers. 

Note: *Of the $25 million appropriation for Matured Unredeemed Debt, obligations are estimated at $17 million in FY 

2020, $6 million in FY 2021 $2 million in FY 2022.
Fiscal – 8 

D – Appropriations Language and Explanation of Changes 

Appropriations Language Explanation of Changes 

DEPARTMENT OF THE TREASURY 

BUREAU OF THE FISCAL SERVICE 

Federal Funds 

SALARIES AND EXPENSES 

For necessary expenses of operations of the Bureau of the Fiscal 

Service, [$340,280,000]$360,200,000; of which not less than 

$10,000,000, to remain available until September 30, 2023, is for 

expenses associated with the redemption of matured savings 

bonds that have not been redeemed; of which not to exceed 

$8,000,000, to remain available until September 30, [2022]2023, 

is for information systems modernization initiatives; and of which 

$5,000 shall be available for official reception and representation 

expenses. 

In addition, $165,000, to be derived from the Oil Spill Liability 

Trust Fund to reimburse administrative and personnel expenses 

for financial management of the Fund, as authorized by section 

1012 of Public Law 101–380. (Department of the Treasury 

Appropriations Act, 2020.) 

Provides $10 million, 

available through 

FY 2023, to assist in the 

redemption of matured 

savings bonds. 

Federal Reserve Bank Permanent, Indefinite Appropriation 

The Federal Reserve Banks (FRBs) act as fiscal agents of the United States when directed by the 

Secretary of the Treasury in accordance with 12 United States Code (U.S.C.) 391. Under this 

account, the FRBs support fiscal operations unrelated to the administration of the public debt and 

provides banking and financial services on behalf of the United States Treasury. Specifically, 

this account supports the accounting and reporting, collections, payments, and debt collection 

programs. These, and other programs, are vital to the NFCI, Fiscal Service’s strategic goals, and 

the expansion of e-government efforts to reduce costs, improve accuracy and increase options 

available to citizens to conduct transactions with the Federal Government. Fiscal Service 

estimates that the cost of FRB services for FY 2021 will be approximately $645.5 million. 

Reimbursements to the Federal Reserve Banks 

Public Law (P.L.) 101-509, 104 Stat. 1389, 1394 (1990), established a permanent, indefinite 

appropriation to pay such sums as necessary to reimburse the FRBs for acting as fiscal agents. 

This account was further defined in FY 1992 to solely support those activities related to the 

administration of the public debt. Funding for FY 2021 is estimated at $176.8 million. 

Financial Agent Services Permanent, Indefinite Appropriation 

Congress has given the Secretary of the Treasury authority to deposit money in financial 

institutions and obtain banking services by designating financial institutions to act/serve as 

Financial Agents (FAs) of the United States. The services support many Fiscal Service 
Fiscal – 9 

programs, such as accounting and reporting, collections, payments, and debt collection. The 

services provided by the FAs are authorized under numerous statutes including, but not limited 

to, 12 U.S.C. 90 and 265. 

Fiscal Service estimates that the cost of FA services for FY 2021 will be approximately 

$864.1 million, which includes $1.3 million for Government Sponsored Enterprise - Mortgage 

Backed Securities administrative costs. 

Government Losses in Shipment 

P. L. 103-329 established a permanent, indefinite appropriation to pay such sums as necessary to 

make payments for the replacement of valuables, or the value thereof, lost, destroyed, or 

damaged in the course of United States Government shipments. The Government Losses in 

Shipment Act (the Act) was enacted July 8, 1937 to dispense with the necessity for insurance by 

the government against loss or damage to valuables in shipment and for other purposes. The Act 

was amended in 1943 to cover losses resulting from the redemption of savings bonds (for 

example, stolen bonds that were fraudulently negotiated even though the paying agent followed 

identification guidelines established by the Treasury). All authority of the Treasury under the 

Act has been delegated to the Fiscal Service Commissioner. In FY 2021, the funding estimated 

to support payments for the replacement of valuables is approximately $2 million. 

1.4 – Permanent, Indefinite Appropriations Table 

E – Legislative Proposals 

1. Give the Do Not Pay (DNP) Business Center the direct authority to acquire (designate) 

publicly available data sources to include in DNP for the prevention, identification, and 

recovery of improper payments. Total increase in improper payments identified by Treasury: 

$35 million over 10 years.

This proposal gives the Secretary of the Treasury (Secretary) the authority to acquire or 

designate publicly available data sources for DNP to expedite designating publicly available data 

source for the purposes of preventing, identifying, and recovering improper payments for Federal 

agencies. This authority will provide more efficient access for DNP’s analytics services and 

shorten the timeframe for the designation and the acquisition of publicly available data sources. 

Dollars in Thousands

Permanent, Indefinite Appropriation FY 2019 

Actuals

FY 2020

 Estimated

FY 2021 

Request

Federal Reserve Bank 1 $603,613 $622,786 $645,520

Reimbursements to the Federal Reserve Banks $154,557 $170,615 $176,799

Financial Agent Services 1, 2 $836,239 $848,400 $864,052

Government Losses in Shipment $1,088 $2,204 $2,015

1 Approximately $77M is reimbursed from other government agencies and deposited into the 

General Fund each year.

2 FY 2019 - FY 2021 include $1.3M per year for the Government Sponsored Enterprise - 

Mortgage Backed Securities administrative costs.
Fiscal – 10 

2. Allow Treasury to access the Death Master File for improper payment purposes. Total 

increase in improper payments identified by Treasury: $25.3 million over 10 years.

This proposal authorizes the Secretary to access the full (restricted) file of death information that 

the Social Security Administration (SSA) maintains, which includes State-reported death data, 

for purposes of administering the Do Not Pay (DNP) Business Center and preventing, 

identifying, and recovering improper payments for Federal agencies. Such access would permit 

the Secretary to assist paying agencies in comparing information from the Full Death Master File 

with data about persons receiving Federal payments and identify individuals who are ineligible 

to receive payments or who are receiving erroneous payments. Treasury and SSA would 

collaborate to determine the most efficient means of exercising this authority. 

3. Give the Do Not Pay Business Center (DNP) increased authority to expand its user base 

to include other Federally funded government entities, such as Federally funded state 

administered programs. Total increase in improper payments identified by Treasury: $21 

billion over 10 years.

This proposal gives the Secretary of the Treasury (Secretary), in coordination with OMB, the 

authority to work with other federally funded government entities that play a role in preventing 

and detecting improper payments in federally funded state administered programs. Such 

authority would permit the Secretary to work with OMB to select customers that DNP 

determines can successfully assist in preventing and reducing improper payments. 

4. Expand Treasury's authority to access the National Directory of New Hires (NDNH) to 

include prevention, identification, and recovery of improper payments. Total increase in 

improper payments identified by Treasury: $3.24 billion over 10 years. 

This proposal expands Treasury's authority to access the National Directory of New Hires 

(NDNH) to help prevent, identify and recover improper payments. The Social Security Act 

specifies which agencies may receive information from the database and the limited purposes for 

which disclosures are permitted. Under the current law, the Secretary of the Treasury has access 

to information in the NDNH for debt collection purposes. This proposal expands the Secretary's 

access to information in the NDNH to include the purposes of preventing, identifying, and 

recovering improper payments for Federal agencies. 

Such access would permit the Secretary to assist paying agencies that are currently authorized by 

the Social Security Act to access NDNH, in comparing information from the NDNH with data 

about persons receiving Federal payments and identify individuals who are ineligible to receive 

payments or who are receiving erroneous payments. Treasury and the Department of Health and 

Human Services will continue to work together to determine Do Not Pay’s appropriate role in 

carrying out this authority. 

5. Expand the Treasury Offset Program to increase debt collections. Estimated Recoveries: 

Tax debt collections: Between $960 million and $1.24 billion over 10 years. 
Fiscal – 11 

The State Reciprocal Program (SRP), a component of the Treasury Offset Program (TOP), 

permits states to collect their debts through the offset of Federal non-tax payments in exchange 

for permitting TOP to collect Federal non-tax debts through the offset of state payments. This 

joint Internal Revenue Service-Bureau of the Fiscal Service proposal expands the SRP by 

authorizing the continuous levy of state payments to collect Federal tax debts in two key ways. 

First, for states participating in the SRP, state payments subject to levy under this proposal could 

include state tax refunds, vendor payments, and payments to Medicaid service providers. 

Second, the proposal allows the offset of Federal tax refund payments to collect state debts. This 

would encourage states to participate (or more fully participate) in the SRP. Currently, under the 

SRP, states may only collect their debts from Federal non-tax payments and states may collect 

only certain debts through offset of Federal tax refunds (i.e., income tax, unemployment 

compensation, and child support debts). The proposal authorizes the Secretary of the Treasury, 

in consultation with affected agencies, such as the Department of Health and Human Services, to 

issue regulations to permit the collection of additional state debts through the offset of Federal 

tax refund payments when the Secretary determines it is both feasible and beneficial, giving 

special consideration to debts owed to states under Federally-funded programs such as Medicaid. 

6. Fund the Federal Payment Levy Program via collections. Estimated costs: $220 million in 

Fiscal Service costs to operate the Tax Levy Program in TOP over 10 years. Fiscal Service is 

currently being reimbursed for this cost from IRS appropriated funding. 

 

This proposal would allow the Fiscal Service to retain a portion of the funds collected under the 

Bureau’s Federal Payment Levy Program (FPLP) which processes and collects delinquent tax 

debts through the Treasury Offset Program (TOP). TOP currently recoups its costs from retained 

amounts for all its programs except for the FPLP. Under current law, the IRS must pay these 

costs through annual reimbursement agreements under the Economy Act. This proposal would 

make the FPLP consistent with other TOP programs. Delinquent taxpayers will not be impacted 

by the proposal, because they will receive credit for the full amount collected. This proposal 

creates efficiencies, because it allows the Fiscal Service to recover its FPLP costs in the same 

manner as other TOP programs. 

7. Increase collections of delinquent state income tax debt. Estimated recoveries: $2.3 

billion in state taxes over 10 years. These funds would go to the states. This proposal is revenue 

neutral for Federal scoring purposes. 

Under current law, the Bureau of the Fiscal Service may offset Federal tax refunds to collect 

delinquent state income tax obligations but only if the delinquent taxpayer resides in the state 

collecting the tax. 

This proposal amends section 6402(e) of the Internal Revenue Code to allow the Fiscal Service 

to offset Federal income tax refunds to collect delinquent state tax obligations regardless of 

where the debtor resides. Fiscal Service also benefits with increased economies of scale due to 

greater processing volume. 

8. Reduce costs for states collecting delinquent income tax obligations. Estimated savings: 

$140.8 million for states over 10 years. This proposal is revenue neutral for Federal scoring 

purposes. 
Fiscal – 12 

Under current law, the Fiscal Service may offset Federal tax refunds to collect delinquent state 

income tax obligations only after the state sends the delinquent debtor a notice by certified mail. 

The statutory notice requirements for Federal tax refund offset for all other types of debts, 

including Federal non-tax, child support, and state unemployment insurance compensation debts, 

are silent as to the notice delivery method. Federal tax refund offset regulations for all debts 

other than state income tax obligations permit Federal and state creditor agencies to send notices 

by regular first-class mail. Similarly, notice requirements for other debt collection actions, 

including administrative wage garnishment, do not require delivery by certified mail. 

This proposal amends Internal Revenue Code section 6402(e) to allow the Fiscal Service to 

amend its regulations to permit states to send notices for state income tax obligations by first 

class mail, saving states certified mail costs and standardizing notice procedures across debt 

types. 

9. Increase and streamline recovery of unclaimed assets owed to the United States by 

authorizing Treasury to locate and recover assets of the United States and to retain a 

portion of amounts collected to pay for the costs of recovery. Estimated recoveries: $62 

million over 10 years. 

This proposal amends 31 U.S.C. § 3711 to authorize Treasury to use its resources to recover 

unclaimed assets of the United States. States and other entities hold assets in the name of the 

United States or in the name of departments, agencies and other subdivisions of the Federal 

Government. Many agencies are not recovering these assets due to a lack of expertise and 

funding. Under current authority, Treasury collects delinquent debts owed to the United States 

and retains a portion of collections, which is the sole source of funding for its debt collection 

operations. While unclaimed Federal assets are generally not considered to be delinquent debts, 

Treasury’s debt collection operations personnel have the skills and training to recover these 

assets. 
Fiscal – 13 

Section II – Annual Performance Plan and Report 

A – Strategic Alignment 

Everything Fiscal Service does aligns to Treasury’s Strategic Goal 4: Transform Governmentwide Financial Stewardship and Goal 5: Achieve Operational Excellence and directly supports 

the bureau’s strategic goals: 

 Goal 1 - Operational Excellence: Maintain agile, efficient, and resilient programs to meet the 

financial management needs of the Federal Government 

 Goal 2 - Innovation and Customer Experience: Deliver innovative financial management 

solutions that provide a modern, seamless customer experience 

 Goal 3 - Our Workforce: Develop, retain, and empower the best and brightest talent to 

support Federal financial management 

 Goal 4 - Data Integrity and Transparency: Increase transparency and public trust in Federal 

financial management data 

 Goal 5 - Financial Management Community: Provide the financial management community 

the financial tools and capabilities so they can further support their agencies’ missions 

Fiscal Service fulfills its mission and vision through appropriated budget activities (Accounting 

and Reporting, Collections, Payments, Retail Securities Services, Wholesale Securities Services, 

and Matured Unredeemed Debt) and one mandatory budget activity (Debt Collection) funded 

through delinquent debt collection revenue. These budget activities align to two Treasury 

Strategic Goals: Transform Government-wide Financial Stewardship and Achieve Operational 

Excellence as well as four CAP Goals: Data, Accountability and Transparency; Improving 

Customer Service; Sharing Quality Services; and Getting Payments Right. More specifically, 

Fiscal Service supports the following Treasury Strategic Goals and Objectives: 

Treasury Strategic Goal 4: Transform Government-wide Financial Stewardship 

4.1 – Financial Data Access/Use: Strengthen government-wide decision-making and 

accountability by increasing access to and use of government financial data. 

Accounting and Reporting: 

 Enterprise Data Strategy: In FY 2018, Fiscal Service established goals and objectives for 

the next five years, including increasing the “value and availability of our Federal financial 

data to advance sound decision-making and insights.” The Fiscal Service enterprise data 

strategy communicates a path to change the organization’s treatment of data from a 

transactional resource to a strategic asset for decision-making and insights, both internally 

and externally. This strategy is aligned to CAP Goal 2, Data, Accountability, and 

Transparency. In FY 2019, the Data Transparency team successfully launched a new digital 

guide to citizens called Your Guide to America’s Finances. The effort made Federal 

financial data more accessible to the American Public by translating complicated aspects of 

Federal finance into a simple, straightforward, and engaging tool. The data strategy advances 

the adoption of Federal financial data standards within the established inter-agency 

governance structure, promotes the use of consistent data for decision-making, and builds 

upon and leverages successes and lessons learned from the DATA Act implementation 

process. The data strategy also promotes interoperability among data sources, helps to 

reduce duplication, build common and shared solutions, and improve data quality. As a 
Fiscal – 14 

result, the data strategy creates an increased focus on financial data analytics to make data 

more useful and identify best practices to putting data to work. 

 General Fund Audit: Fiscal Service will pursue a clean audit opinion on the Financial Report 

of the U.S. Government (FR) by fully implementing a remediation plan. Key among these 

remediation efforts is attaining auditability of the General Fund of the United States 

Government. Achieving a clean audit opinion will increase confidence and reliance on 

government-wide financial management data and improve stewardship of taxpayer resources. 

In 2019, Fiscal Service identified items that are impairing the General Fund’s auditability 

through the completion of the first ever audit of the General Fund of the U.S. Government, 

conducted by the Government Accountability Office (GAO). 

 G-Invoicing Initiative: Fiscal Service is working to improve the quality and reliability of 

Intragovernmental (IGT) buy/sell data through electronic government invoicing (GInvoicing). This initiative will shift from the current paper-based approach to electronic 

agreement between agencies within the Federal Government for services performed on their 

behalf. In FY 2019, G-Invoicing updates were implemented to enable electronic initiation of 

interagency agreements government-wide. Fiscal Service will continue to work with the 

agency financial and acquisition communities to be sure that G-Invoicing meets the business 

needs, regulatory, and policy framework of both communities. 

 Modernize and streamline Federal reporting and audit model: This priority will modernize 

the Financial Report (FR) preparation process to improve data quality and reduce agency 

burden. Through collaboration with the Government Accountability Office (GAO), Office of 

Management and Budget (OMB), Treasury, and Federal program agencies, Fiscal Service 

will pursue a more useful FR and look for opportunities to streamline and modernize the 

underlying reporting and audit processes that have been in place for several years. This 

initiative has eliminated 40 closing package audits and will include collaboration with the 

Chief Financial Officer (CFO) community to identify further improvement initiatives. 

Payments: 

 Analytics Expansion: The DNP Business Center and the Payment Integrity Center of 

Excellence (PICOE) play a significant role in helping agencies address the government-wide 

problem of improper payments that result in monetary loss estimated at $74.6 billion in FY 

2019 and directly supports CAP Goal 9, Getting Payments Right. With analytics services, 

product offerings, and data sources to agency customers, DNP and the PICOE can help 

agencies detect and prevent a broader range and increased amount of improper payments. In 

FY 2019, DNP expanded services to offer agencies data analytics to assist them in their effort 

to more effectively identify and prevent improper payments. There was a record-breaking 

$9.7 billion in delinquent debt collections in FY2019, representing a 28 percent increase over 

the $7.6 billion collected in FY2018. These collections turned an anticipated revenue/cost 

deficit into a surplus and were due in large part to improved, regular referral of delinquent 

Education debts which will impact future forecasts positively for several years. The total 

collections in FY 2019 may be slightly higher than the next few years as the initial, large, 

high dollar backlog is slowly paid off ($9.3 billion from Treasury Offset Program and $0.4 

billion from Cross-Servicing Program). 
Fiscal – 15 

In FY 2020, Fiscal Service will continue to provide business insight and solutions that assist 

government agencies in identifying, preventing, and recovering improper payments through 

PICOE. PICOE will work to test new partnerships to assist with recovery, prevention, and 

prosecution efforts; and work with Federal agencies and other partners to make payments 

right the first time, thereby improving the public trust and the integrity of government-wide 

financial transactions. For FY 2021, Fiscal Service requests several legislative changes that 

will strengthen our ability to help agencies detect and prevent monetary loss associated with 

improper payments. 

Fiscal Service ensures payment integrity by managing payment transactions that are 

misdirected or otherwise require intervention. In FY 2019, these transactions represented 

approximately $15.9 billion, and might have been erroneously spent if the transactions had 

not been recovered and/or corrected through robust post-payment controls. Further, using 

analytics and partnering with various stakeholders, Fiscal Service supported the investigation 

and prosecution of more than 460 cases of misdirected payments caused by forgery, altered 

checks, multiple mobile deposits, deceased payee fraud, and potential mail fraud. 

4.2 – Debt Management: Fund the Federal Government at the least cost over time. 

Auctions: 

 Modernize Auctions Application: Fiscal Service’s auction program finances government 

operations by offering Treasury securities through secure electronic systems. The auction 

program will continue work on the multi-year effort to modernize the auction application 

software in FY 2021 to ensure that critical auction processes continue to work flawlessly, 

remain secure, and operate without service disruptions. 

4.3 – Federal Financial Performance: Improve Federal financial management performance 

using innovative practices to support effective government. 

All Budget Activities: 

 Innovative Financial Management Solutions: Fiscal Service envisions a future of improved 

efficiency, enhanced customer experience, and greater data transparency. Innovation is a 

central component in the bureau’s strategy for achieving the vision. Financial technology 

(FinTech) is transforming how financial services are delivered. The Office of Financial 

Innovation and Transformation (FIT) was created to accelerate the adoption of FinTech to 

the financial management processes of the Federal Government. FIT continues to make 

progress in fostering innovations that improve the efficiency, quality of service and accuracy 

of Federal financial management, and promoting their adoption among Federal agencies. 

 Robotics: FIT has identified robotic process automation (RPA) as an effective technology for 

improving the efficiency of financial operations. Throughout FY 2019, FIT championed this 

technology, encouraging several agencies to launch RPA efforts. FIT created an innovation 

program that launched RPA pilot tests at the National Science Foundation and the 

Department of the Interior. Within the bureau, FIT worked with Fiscal Accounting to 

standup a robotic processing center of excellence that has deployed 30 ‘bots’ into production 

and, now, assists other bureau offices in developing ‘bots’ to improve internal efficiency. In 
Fiscal – 16 

FY 2020, FIT is building on its robotics work to include the application of artificial 

intelligence and the development of ‘chat bots’ that automate the customer-facing 

interactions performed at the bureau’s many call centers. 

 Data Analytics: In FY 2019, FIT worked with the CFO Council to develop Program 

Integrity: The Antifraud Playbook for use by the entire financial management community, 

including Federal, state, and local agencies. The playbook provides practical guidance, 

leading practices, and helpful resources for agencies to establish and apply more advanced 

data analytic techniques to reduce the amount of money lost through improper payments. In 

FY 2020, to promote inter-agency sharing of best practices, FIT will complete an inventory 

of fraud analytics techniques used by Federal agencies. 

 Distributed Ledger Technology: In FY 2019, FIT launched a proof of concept test of 

Distributed Ledger Technology to improve the controls and reporting of letter of credit 

payments made to Federal grantees. Partnering with the National Science Foundation, the 

project is the first application of this technology to a payments process. In FY 2020, FIT and 

National Science Foundation will analyze the results of the proof of concept test to determine 

the extent to which the new technology improves payment integrity and accuracy, reduces 

reporting burden, and improves the payments to grantees. 

 Streamlining financial management guidance to Federal agencies: In FY 2019, FIT launched 

multiple interlocking initiatives transforming how Fiscal Service provides guidance to the 

hundreds of Federal agencies that use the bureau’s financial management services. The 

purpose of this effort is to reduce unnecessary effort because of unclear guidance, promote 

standard practices and encourage the adoption of centrally provided services. The 

centerpiece of this effort is Financial Management Standards Committee (FMSC) of Deputy 

CFOs from the 24 CFO Act agencies. In FY 2019, the FMSC was instrumental in 

developing the standards for the G-Invoicing solution to reduce intragovernmental 

differences. In FY 2020, FIT will engage agencies in re-engineering guidance that the 

bureau provides agencies through the Treasury Financial Manual. 

Treasury Strategic Goal 5: Achieve Operational Excellence 

5.1 – Workforce Management: Foster a culture of innovation to hire, engage, develop, and 

optimize a diverse workforce with the competencies necessary to accomplish Treasury’s mission. 

All Budget Activities:

 Financial Management Talent: Fiscal Service has a goal to develop, retain, and empower the 

best talent to support Federal financial management. Fiscal Service continues to support this 

goal through several initiatives designed to increase leadership and operational competencies, 

improve communication across the workforce, and support collaboration and employee 

engagement. These efforts include: a Fiscal Service culture strategy, moving operations to 

field locations, a bureau-wide position management review designed to ensure position 

accuracy and consistency across all locations, a Commissioner’s Scholarship Program, the 

encouragement of all employees to receive 40 hours of training per year to reinforce the 
Fiscal – 17 

development of key competencies across the workforce, and structured succession planning 

activities to establish sufficient bench strength for future leadership opportunities. 

Fiscal Service’s 2019 Federal Employee Viewpoint Survey results improved (58 questions) 

or remained steady (10 questions) in 68 of the 71 core questions. Fiscal Service also saw 

progress over 2018 in the employee engagement, diversity and inclusion, overall satisfaction, 

and global satisfaction indices. Fiscal Service will continue to identify opportunities to 

improve employee engagement and develop action plans focused on these activities. 

In FY 2019, Fiscal Service implemented a new hiring process that integrates budget and 

human capital processes to identify and prioritize the most critical hiring needs within our 

funding levels and improved our understanding of workforce gaps and their related 

operational and strategic risks and impacts. In FY 2020, a bureau-wide Workforce plan will 

be finalized by the Chief Human Capital Officer, providing a roadmap for building a 

workforce to allow for mission accomplishment, achievement of the bureau’s priorities and 

initiatives, and ensuring diversity and inclusion. 

5.2 – Treasury Infrastructure: Better enable mission delivery by improving the reliability, 

security, and resiliency of Treasury’s infrastructure. 

All Budget Activities: 

 Modernize IT Infrastructure and Technology Service Delivery: Fiscal Service will continue 

its progress in modernizing the bureau’s IT infrastructure and technology service delivery (to 

include cloud adoption). This will be accomplished by implementing enterprise-scale 

foundational technology services and enhancing IT portfolio management practices as well 

as cybersecurity posture across the enterprise. 

FY 2020 objectives include establishing an IT Modernization Program Management Office, 

as well as implementing an enterprise hosting strategy. FY 2021 objectives include 

increasing the ability to accommodate changes in volume and demand, improving customer 

experience, adding new business capabilities, and promoting faster time to market for IT 

customers. These resource utilization strategies and implementation approaches were 

designed to achieve operational excellence, support the transformation of government-wide 

financial stewardship, accomplish PMA IT Modernization goals, and align with the vision set 

forth in the Future of Federal Financial Management. 

 Implement Enterprise-scale Foundational Technology Services: Implementing enterprisescale foundational technology services which incorporate incident response, logging/event 

aggregation, identity and access management, network access, and the public key 

infrastructure will secure environments across multiple hosting platforms. Fiscal Service 

plans to utilize services and capabilities that are standardized, portable, reusable, scalable, 

and resilient through the implementation of agile practices and the increase of automation, 

including the capability for automated deployment. Automated deployment is the capability 

of deploying applications, infrastructure changes, patches, and databases with tools and 

scripts, allowing simple, common tasks to be cloned and shared across multiple applications, 
Fiscal – 18 

with little to no additional development or human interaction. This strategy includes use of 

the cloud and other secure hosted solutions. 

 Enhance the Bureau’s Cybersecurity Posture: Optimized cybersecurity operations with 

coordinated and embedded security across a distributed and shared infrastructure ensures the 

resiliency to identify, protect, detect, respond, and recover. This includes identifying our 

critical information and systems, identifying a reconstitution priority order of those systems, 

identifying an appropriate risk appetite, and establishing thorough business continuity and 

disaster recovery plans. If cyber-attacks materialize, our goal is to contain the incident while 

still accomplishing the organization’s mission and protecting the data for which our 

organization has been entrusted. 

5.3 – Customer Value and Experience: Enhance the experience of interacting with Treasury 

by providing high quality products and services and by delivering excellent customer service. 

Collections and Payments:

 Electronic Solutions: Fiscal Service will work to reduce the number of lockboxes used in the 

Federal Government to process manual collections by streamlining and consolidating 

facilities, continuing to transition paper processing to electronic solutions, and improving 

manual processing efficiencies through new technologies such as RPA and intelligent 

character recognition. All lockboxes process paper payments (mailed in checks) on behalf of 

government agencies. The process is labor intensive in terms of sorting mail, opening mail, 

and keying in the data. We rely on high-speed machinery to assist with most of these tasks. 

The lockboxes employ thousands of temporary staff during peak seasons to assist with 

processing the mail. Currently, the Tax Lockboxes process paper tax payments and 

associated information on behalf of the Internal Revenue Service (IRS). The network is 

comprised of three financial agents, which process paper tax payments at five locations 

across the country. The FY 2019 volume for the Tax Lockbox totaled 49,672,962. The 

Passport Lockboxes processes paper Passport payments and associated information on behalf 

of the Department of State. The network is comprised of one financial agent which processes 

paper Passport applications and payments at three locations across the country. The FY 2019 

volume for the Passport Lockbox totaled 16,435,607. In FY 2019, Fiscal Service completed 

the transition of General Lockbox Network (GLN) cash flows, consolidating the GLN from 

four sites to two, and from three Financial Agents (FAs) to one. The FY 2019 volume for 

GLN totaled 28,765,365. In FY 2020, Fiscal Service will pilot the U.S. Citizenship and 

Immigration Services document handling solution and expand RPA in the Passport Lockbox 

Network. At the same time, Fiscal Service will implement steps to transition Tax Lockbox 

Network cash flows from five sites to three, and from three FAs to two (for completion in FY 

2021). 

 Centralize Federal Disbursing: Through this initiative, Fiscal Service will further 

consolidate the disbursement of Federal payments. The Federal Government disburses over 

1.4 billion payments annually to recipients throughout the world. Currently, Fiscal Service 

disburses 87 percent of these payments, with the remaining 13 percent being disbursed by 

non-Treasury disbursing offices, which includes the Department of Defense as our largest 

non-disbursing Agency. Further consolidating disbursement at Fiscal Service will eliminate 
Fiscal – 19 

redundancies, streamline end-to-end payment processing, and lower government-wide costs. 

Fiscal Service’s goal is for 95 percent of Federal payments to be Treasury-disbursed by the 

end of FY 2021. 

B – Budget and Performance by Budget Activity 

2.1.1 – Accounting and Reporting Resources and Measures 

Accounting and Reporting Budget and Performance 

($102,877,000 from direct appropriations, $21,547,000 from reimbursable sources): 

Fiscal Service has the critical responsibility of maintaining the Federal Government's set of 

accounts and serving as the repository of information about the financial position of the United 

States Government. The bureau closely monitors the government's monetary assets and 

liabilities at all times through its oversight of central accounting and reporting systems. Fiscal 

Service oversight responsibilities include helping Federal agencies use uniform accounting and 

reporting standards and systems and assuring the continuous exchange of financial information 

between Federal agencies, OMB, and financial institutions. The bureau also gathers and 

publishes government-wide financial information for use in establishing fiscal and debt 

management policies as well as to allow the public and private sectors to monitor the 

government's financial status. 

For the FY 2018 Financial Report, Fiscal Service remediated two audit recommendations. As 

part of the Central Accounting program, Fiscal Service: 

 Produced timely and accurate financial information by operating and overseeing the 

government’s Central Accounting Reporting System and managing $127.4 billion in 

daily Federal cash flows 

 Generated and disseminated timely (99.6 percent) reports and information required by law 

on the financial condition and budget results of the U.S. government, including the Daily 

Treasury Statement, Monthly Treasury Statement, Monthly Statement of the Public Debt, 

Treasury Bulletins, the Combined Statement of the United States Government, and the FR 

 Issued the annual, audited Schedules of Federal Debt (Schedules) that report on the single 

largest Federal liability in Treasury’s annual Agency Financial Report and received an 

unmodified opinion for each of the past 23 years 

Dollars in Thousands

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

Actual Actual Actual Actual Actual Enacted Request

Appropriated Resources $104,600 $113,413 $108,312 $95,822 $95,175 $98,937 $102,877

Reimbursable Resources $10,256 $24,155 $23,800 $18,923 $20,114 $21,214 $21,547

Budget Activity Total $114,856 $137,568 $132,112 $114,745 $115,289 $120,151 $124,424

374 425 381 400 373 386 400

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 FY 2020 FY 2021

Actual Actual Actual Actual Actual Target Target Target

Percentage of Government-wide 

Accounting Reports Issued 

Timely (%)

99.5 100.0 100.0 100.0 99.6 98.0 99.5 99.5

 Resource Level

Full-time Equivalents (FTE)

Performance Measure

Note: The FY 2015 - FY 2019 appropriated resources represents the approved operating plan. The FY 2015 - FY 2019 columns 

represent realized resources for full-time equivalents and reimbursables.
Fiscal – 20 

 Managed nearly $53.81 billion in State and Local Government Series (SLGS) securities for 

over 2,500 customers and administers flexible investment alternatives for state and local 

governments to refinance their outstanding, tax-exempt debt 

 Issued, redeemed, and serviced Government Account Series (GAS) securities totaling 

nearly $6.1 trillion that are held in more than 172 accounts that have specific statutory 

authority to invest in these special, non-marketable Treasury securities 

 Administered over 10,500 loans totaling $1.6 trillion to nearly 100 accounts held by Federal 

agencies to support programs relating to education, housing, flood relief, and agriculture 

Fiscal Service delivers on Treasury’s Strategic Goal 4 (Transform Government-wide Financial 

Stewardship) by providing the public and Federal agencies with access to a greater range of 

financial data and works to improve the value, quality, and availability of Federal financial data. 

Government-wide financial data standards are integral to increasing the availability, accuracy, 

and usefulness of Federal spending information. Fiscal Service will continue to work with 

Federal agencies and external stakeholders to enhance the capabilities and user experience of 

USAspending.gov. 

The President’s Management Agenda, Cross-Agency Priority (CAP) Goal 5, Sharing Quality 

Services, strives to achieve operational and performance cost savings across administrative 

services. In FY 2019, OMB pre-designated Treasury as the FM QSMO for core financial 

management. Fiscal Service is leveraging existing Treasury authorities and in-house expertise to 

create and implement a readiness assessment process for agencies and legacy financial 

management shared service providers. As guiding principles, Fiscal Service will operate with a 

focus on customer experience, promote the strategic value of data and deliver progress using 

agile processes. As part of the FY 2021 request, Fiscal Service is requesting an increase of 

$5 million to support this program. 

Description of Performance: 

Fiscal Service collects, analyzes, and publishes government-wide financial information, made 

available to both the public and private sectors, to provide transparency on the government’s 

financial status. In FY 2019, Fiscal Service timely issued government-wide accounting reports 

99.6 percent of the time. Fiscal Service expects to meet its FY 2020 and FY 2021 performance 

measure targets by transforming the quality, effectiveness, and transparency of Federal financial 

management data; delivering value-added business process and system improvements; and 

expanding/enhancing relationships with stakeholders and customers. 
Fiscal – 21 

2.1.2 – Collections Resources and Measures 

Collections Budget and Performance 

($41,077,000 from direct appropriations, $8,248,000 from reimbursable sources): 

The Collections budget activity supports the NFCI and Treasury Strategic Goal 4 (Transform 

Government-wide Financial Stewardship) by administering the world's largest government funds 

collections system through a network of Fiscal and Financial Agents. Fiscal Service’s 

collections network supports significant numbers of transactions and dollar collected, 

demonstrating the criticality of our program to the economy, the operations of government, and 

the daily lives of citizens and businesses. In FY 2019, the bureau collected over $4.26 trillion in 

Federal revenues, such as individual and corporate income tax deposits, customs duties, fees for 

government services, fines, and loan repayments. Within that, over $3.03 trillion in tax 

payments, over 188.3 million transactions, were processed through the Electronic Federal Tax 

Payment System (EFTPS) and approximately 218 million transactions worth $206.2 billion were 

processed through Pay.gov. 

By adopting eCommerce solutions and cutting-edge technology, Fiscal Service is expanding the 

suite of electronic payment options available to Federal agencies, individuals, businesses, tax 

practitioners, and financial institutions through a variety of alternatives, specifically, online bill 

payment, digital wallets, and mobile applications, all of which offer convenience, simplicity, and 

an enhanced customer experience. In FY 2019, Online Bill Payment, digital wallet, and mobile 

app transaction activity increased by 43 percent, respectively, representing steady growth in 

eCommerce collections. 

Description of Performance: 

In FY 2019, Fiscal Service exceeded its target (98 percent) by electronically settling 98.4 percent 

of all Federal Government receipts on the strength of the current architecture, process flows, and 

settlement mechanisms. Fiscal Service expects to electronically settle 98 percent of revenue 

collected in FY 2020 by continuing to promote the use of electronic systems in the collections 

process and assisting agencies in converting collections from paper to electronic media with 

programs such as: 

Dollars in Thousands

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

Actual Actual Actual Actual Actual Enacted Request

Appropriated Resources $34,982 $37,394 $36,197 $38,704 $42,166 $37,948 $41,077

Reimbursable Resources $3,898 $8,265 $7,028 $8,042 $7,804 $8,129 $8,248

Budget Activity Total $38,880 $45,659 $43,225 $46,746 $49,970 $46,077 $49,325

144 152 159 160 156 161 161

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 FY 2020 FY 2021

Actual Actual Actual Actual Actual Target Target Target

Percentage of Total Federal 

Government Receipts Settled 

Electronically (%)

98.0 98.2 98.3 98.0 98.4 98.0 98.0 98.0

 Resource Level

Full-time Equivalents (FTE)

Performance Measure

Note: The FY 2015 - FY 2019 appropriated resources represents the approved operating plan. The FY 2015 - FY 2019 columns 

represent realized resources for full-time equivalents and reimbursables.
Fiscal – 22 

 Card Acquiring Service (CAS): CAS is a program that provides merchant services for credit 

card and debit card acceptance for Federal agencies. The CAS program accepts cards from 

all the major network brands for card transactions at agency point of sale locations or via the 

internet. It processes at approximately 10,000 locations over 19,200 point-of-sale endpoints. 

Agencies benefit through the use of CAS by: 1) Offering added convenience to its customers 

by accepting most cards, 2) Reducing cash and checks, and 3) Providing additional reporting 

and customer service support. 

 Pay.gov: Pay.gov is a web-based government-wide collections portal. It allows users to 

electronically fill out and submit forms, view bills, and make payments via Automated 

Clearing House (ACH) debit, credit card, or digital wallet. The system also provides 

reporting to agencies and allows individuals and businesses to make non-tax payments to 

Federal agencies over the internet with a mobile-friendly user interface and enhanced 

functionality in the areas of electronic billing and electronic forms. 

 Check Conversion and Truncation: Fiscal Service is employing strategies to reduce the 

number of paper checks it receives and to ensure that those it does receive are converted for 

electronic processing at the Point of Sale or as soon as practical upon receipt, to accelerate 

check clearance and settlement. The Over the Counter Channel Application (OTCnet) and 

Electronic Check Processing (ECP) programs provide a complete electronic record of all 

check images and related financial data that is accessible by agencies and eliminate the costly 

and time-consuming need to photocopy checks, safeguard checks, and transport them to a 

financial institution. 

 eCommerce Collections: Through the bureau’s mobile app products, Online Bill Payment, 

and digital wallet alternatives, steady increases in transaction volume and dollars collected 

are being realized and the customer experience enhanced as adoption increases across 

government. In FY 2020 and FY 2021, Fiscal Service plans to increase the adoption of 

eCommerce digital collection options across Federal agencies by 4 percent. 
Fiscal – 23 

2.1.3 – Payments Resources and Measures 

Payments Budget and Performance 

($121,519,000 from direct appropriations, $123,880,000 from reimbursable sources): 

The Payments budget activity supports the NFCI and Treasury Strategic Goal 4 (Transform 

Government-wide Financial Stewardship) by disbursing 87 percent of the Federal Government’s 

payments, equating to over 1.2 billion payments worth $3.7 trillion in FY 2019. Fiscal Service is 

the primary disburser of payments to individuals and businesses on behalf of Federal agencies. 

This includes Social Security, Veterans’ benefits, and income tax refunds to more than 100 

million people as well as vendor and loan payments supporting businesses; grant monies; and 

state funding for critical infrastructure projects and state-administered programs. Since 2012, 

Fiscal Service has increased the percentage of payments disbursed electronically from 88.0 

percent to 95.6 percent, with the remainder disbursed by check. The check volume decreased 

from 129 million to 54 million, a difference of 75 million. Through our efforts, we estimate 

Federal cost avoidance of $53 million. 

In FY 2021, Fiscal Service will lead Treasury’s Agency Priority Goal (APG) to Improve the 

Public’s Experience: Increasing Electronic Payments and Reducing Paper Checks. The goal is 

to create a modern, seamless, and cost-effective Federal payment experience for the public by 

reducing the number of paper checks printed and increasing the electronic payment rate. 

Fiscal Service disburses payments for programs such as Veterans’ Compensation and Pension, 

Social Security Benefits, Federal and Railroad Pensions, IRS tax refunds, and Supplemental 

Security Income (SSI). Fiscal Service supports the production and delivery of Federal payments 

on behalf of more than 250 Federal entities with a single application that generates check, ACH, 

International ACH Transaction (IAT), and wire transfer payments. Fiscal Service continues to 

focus on promoting the use of electronics in the payment process and to assist agencies in 

Dollars in Thousands

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

Actual Actual Actual Actual Actual Enacted Request

Appropriated Resources $120,769 $127,943 $126,685 $121,462 $117,581 $123,015 $121,519

Reimbursable Resources $81,953 $111,088 $111,464 $117,264 $113,313 $120,273 $123,880

Budget Activity Total $202,722 $239,031 $238,149 $238,726 $230,894 $243,288 $245,399

521 562 597 508 477 493 497

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 FY 2020 FY 2021

Actual Actual Actual Actual Actual Target Target Target

Percentage of Treasury Payments 

Made Electronically (%)

94.7 94.9 95.1 95.4 95.6 95.6 95.8 96.1

Count of Improper Payments 

Identified or Stopped 

(# in Thousands)

N/A 33.7 21.4 20.3 22.4 19.5 20.5 21.5 

Dollar Amount of Improper 

Payments Identified or Stopped

($ Millions)

N/A 59.0 36.6 35.5 41.1 33.6 35.3 37.0

 Resource Level

Full-time Equivalents (FTE)

Performance Measure

Note: The FY 2015 - FY 2019 appropriated resources represents the approved operating plan. The FY 2015 - FY 2019 columns represent 

realized resources for full-time equivalents and reimbursables.
Fiscal – 24 

converting payments from per paper checks to electronic funds transfer (EFT) and strives 

towards all-electronic disbursements to streamline processes, reduce cost of operations, and 

deliver payments and related services expeditiously to the American public. 

In FY 2019, Fiscal Service disbursed 98.5 percent of benefit payments electronically, supported 

by Direct Express®, a prepaid card program providing 5.7 million unbanked cardholders with a 

low-cost way to electronically receive payments and check their account balance. The Payments 

budget activity also includes post payment services to settle claims against the United States 

resulting from Federal Government checks that have been forged, lost, stolen, or destroyed, as 

well as claims and reclamations of electronic funds transfer (EFT) payments. Fiscal Service 

ensures payee claims of non-receipt are processed, stale uncashed checks are cancelled, 

misdirected electronic payments are returned, monies erroneously paid to deceased individuals 

are recovered, and checks returned in the mail are properly safeguarded with funds redirected to 

the right payee or held safely in the United States Treasury. 

Through FY 2021, Fiscal Service will continue to invest in the Post Payment Services 

Investment, which through the Post Payment Modernization Initiative (PPMI) will consolidate 

several post payment systems into a single, centralized system that will unify disparate business 

processes and eliminate data redundancy across systems. PPMI will provide Federal program 

agencies a customer portal that supports: payment verification and reconciliation, returns and 

cancellations, inquiries, claims processing including reclamations, funds receipt/funds 

management, fraud and integrity analysis, and reporting. 

Fiscal Service will continue to expand efforts through a government-wide program that will 

support agencies, law enforcement, and states in combatting fraud, waste, abuse, and improper 

payments. PICOE will continue its efforts to provide actionable business insights and solutions 

that transform how Federal agencies approach identifying, preventing, stopping, and recovering 

improper payments and related fraudulent activity. Since 2015, Fiscal Service provided support 

to the Inspector General, Assistant United States Attorneys, and state and local law enforcement 

agencies in the investigation and prosecution of criminals engaged in fraud related to the 

Treasury payment system resulted in 306 arrests, 208 convictions, and $66.6 million recovered 

through fines, restitution, and seizures. 

In FY 2019, DNP provided analytic and business process solutions to strengthen internal controls 

and to identify and prevent improper payments at both the Federal agency and state level. As 

part of that effort, it assisted Federal agencies in identifying or stopping 22,415 payments valued 

at over $41.1 million. DNP’s mission is to protect the integrity of the Federal Government’s 

payment processes by helping agencies mitigate and eliminate improper payments in a costeffective manner while safeguarding the privacy of individuals. Together with the PICOE, DNP 

will continue to provide Federal agencies and states administering federally funded programs 

enhanced analytics expertise and services focused on payment integrity and fraud prevention. In 

partnership with the Federal agencies, a variety of data analyses and visualizations can be 

conducted to help combat improper payments. 

In FY 2019, Federal agencies received and processed 524,904 vendor invoices valued at $47 

billion through Treasury’s electronic invoicing solution, the Invoice Processing Platform (IPP). 
Fiscal – 25 

At the end of FY 2019, organizations in 16 CFO Act Agencies were using the IPP with 98.4 

percent of Department of Treasury invoices processed electronically. 

Description of Performance: 

Fiscal Service continues to increase the electronic payment rate each year. In FY 2019, the 

electronic payment rate rose to 95.6 percent, with the number of electronic payments increasing 

by 21 million, and paper check volume decreasing by 1.9 million. Tax refund payments continue 

to total more than half of the Treasury-disbursed check volume. The processing of electronic 

invoices also realized a large increase of more than 37,000 over the FY 2018 volume of 487,898. 

For FY 2020 and FY 2021 and in support of the Agency Priority Goal, Fiscal Service established 

targets to increase the electronic payments percentage to 95.8 percent, and 96.1 percent 

respectively. To achieve our targets, Fiscal Service plans to promote and increase EFT payments 

with emphasis on tax refunds, vendor payments, and benefit payments; and exploring, 

developing, and deploying innovative, customer-driven electronic payment solutions. 

2.1.4 – Retail Securities Services Resources and Measures 

Retail Securities Services Budget and Performance 

($61,231,000 from direct appropriations, excluding direct MUD appropriation, $14,544,000 

from reimbursable sources): 

Retail Securities Services (RSS) provides simple, safe, and affordable ways for investors to 

directly interact with the Department of the Treasury to save for their future by investing in 

Treasury securities. The U.S. Treasury began offering savings bonds in paper in 1935. Today, 

electronic savings bonds and marketable securities are sold through TreasuryDirect, an internetbased book-entry system for purchasing, holding and conducting Treasury securities 

transactions. In FY 2019, Fiscal Service electronically issued $104.7 billion in marketable 

securities (this includes sales and reinvestments) and $392.5 million in savings bonds; redeemed 

22 million paper savings bonds totaling $10.3 billion and $821 million in electronic savings 

Dollars in Thousands

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

Actual Actual Actual Actual Actual Enacted Request

Appropriated Resources $76,711 $71,252 $62,559 $57,356 $59,381 $58,403 $61,231

Reimbursable Resources $6,006 $16,026 $12,642 $12,100 $13,306 $13,383 $14,544

Matured Unredeemed Debt /1 0 0 0 0 0 $25,000 $10,000

Budget Activity Total $82,717 $87,278 $75,201 $69,456 $72,687 $96,786 $85,775

442 436 472 434 388 410 417

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 FY 2020 FY 2021

Actual Actual Actual Actual Actual Target Target Target

Percentage of Retail Customer 

Service Transactions That Are 

Unassisted (%)

N/A N/A N/A N/A 69 B 70 71

Note: /1 FY 2020 Enacted includes $25 million, available until expended, appropriated by P.L. 116-93, Consolidated Appropriations Act, 2020.

The FY 2015 - FY 2019 appropriated resources represents the approved operating plan. The FY 2015 - FY 2019 columns represent realized 

resources for full-time equivalents and reimbursables.

 Resource Level

Full-time Equivalents (FTE)

Performance Measure

Key: B - Baseline
Fiscal – 26 

bonds; added 109,351 new accounts to TreasuryDirect; and made 3 million retail payments 

worth $34.3 billion. 

RSS continues to modernize systems to allow individual investors to purchase, reinvest, and 

manage their investments. Over the next few years, RSS will continue to improve the customer 

experience by increasing customer self-sufficiency and encouraging more investors to save for 

their future while achieving our financing mission cost effectively. 

Description of Performance: 

To measure our success with improving customer self-sufficiency, in FY 2019 RSS began 

monitoring Percentage of Retail Securities Transactions that are Unassisted. For FY 2020 and 

FY 2021, Fiscal Service established targets of 70 percent and 71 percent respectively. This 

performance measure aligns with Fiscal Service goals and objectives to improve customer value 

by increasing the quality and self-sufficiency. Fiscal Service will meet the FY 2020 and FY 

2021 targets through its modernization efforts. 

Matured Unredeemed Debt (MUD) 

($10,000,000 from direct appropriations): 

In FY 2020, Fiscal Service is committed to a plan to encourage American citizens to redeem 

matured savings bonds, which as of FY 2019, reached a balance of $25.7 billion. Treasury 

encourages owners of MUD to redeem their securities. In the first quarter of FY 2020, Fiscal 

Service launched a Hunt Matured Savings Bond Search Tool, TreasuryHunt.gov, to help bond 

holders more easily search for information about the status of savings bonds that have matured. The 

MUD balance will continue to evolve as securities mature. In the mid-1980s, the dollar value of 

savings bonds issued started to rise significantly. The maturing of these securities 30 years later 

is influencing the increase in the MUD balance today. The greater aggregate value of securities 

reaching maturity will continue for several years due to historical issuance trends. Having a 

suitable solution capable of digitizing and indexing savings bonds that have matured can 

streamline the redemption process. 

Fiscal Service has also already begun work to better understand the viability of current technology 

solutions that might address these challenges through discussions with dozens of private industry 

organizations in the first quarter of FY 2020. In FY 2021, Fiscal Service plans to continue to 

advance the redemption of MUD and is requesting an increase of $10 million to support this 

program. Digitization of records and taking the necessary steps to collect and disseminate data 

will be a multi-year effort. The Retail Securities Services program is focused on improving the 

condition and availability of savings bond records and will measure success through making 85 

percent of the MUD records accessible. The ability to improve savings bond records over time 

will enable collaboration with stakeholders in locating MUD bondholders. 

 
Fiscal – 27 

2.1.5 – Wholesale Securities Services Resources and Measures 

Wholesale Securities Services Budget and Performance 

($23,496,000 from direct appropriations, $4,797,000 from reimbursable sources): 

The Wholesale Securities Services (WSS) budget activity supports the NFCI by managing a 

critical Treasury HVA that finances daily government operations by offering Treasury securities 

through reliable, accurate, and secure electronic systems. Fiscal Service oversees the 

announcement, auction, and issuance of marketable Treasury bills, notes, bonds, floating rate 

notes, and inflation-protected securities. 

 

The WSS activity supports Treasury’s Strategic Goal 4 - Transform Government-wide Financial 

Stewardship, specifically Strategic Objective 4.2 to fund the Federal Government at the least cost 

over time. It supports Fiscal Service’s Strategic Goal 1 - Operational Excellence, specifically 

Strategic Objectives 1.1 to advance system and service resilience and 1.3 to design and 

implement modern, lean, and efficient enterprise, business, and technology architectures. 

Description of Performance: 

Fiscal Service conducted 325 auctions and awarded $11.7 trillion in Treasury marketable 

securities to institutions and individual investors in FY 2019. This was an increase of 55 

auctions over FY 2018, due mainly to the issuance of the new 8-week bill. 

In FY 2019, Fiscal Service held 100 percent of auctions by the scheduled close date. In addition, 

auction results were released accurately 98.8 percent of the time, which was slightly below the 

target of 100 percent due to technical issues that have been resolved. The target will be 100 

percent in FY 2020 and FY 2021. 

Dollars in Thousands

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

Actual Actual Actual Actual Actual Enacted Request

Appropriated Resources $10,676 $13,848 $19,304 $24,936 $23,977 $21,977 $23,496

Reimbursable Resources $927 $3,115 $4,214 $4,613 $4,599 $4,681 $4,797

Budget Activity Total $11,603 $16,963 $23,518 $29,549 $28,576 $26,658 $28,293

109 78 117 116 112 116 116

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 FY 2020 FY 2021

Actual Actual Actual Actual Actual Target Target Target

Percentage of Auction Results 

Released Accurately (%) 99.6 100 98.9 98.9 98.8 100 100 100

Percent of Auctions Successfully 

Completed by the Scheduled 

Close Date (%)

N/A N/A N/A N/A 100 B 100 100

Note: The FY 2015 - FY 2019 appropriated resources represents the approved operating plan. The FY 2015 - FY 2019 columns 

represent realized resources for full-time equivalents and reimbursables.

 Resource Level

Full-time Equivalents (FTE)

Performance Measure

Key: B - Baseline
Fiscal – 28 

2.1.6 – Debt Collection Resources and Measures 

Debt Collection Budget and Performance 

($228,984,000 from reimbursable sources): 

The Debt Collection activity supports Treasury’s Strategic Goal 4 (Transform Government-wide 

Financial Stewardship) and Fiscal Service Strategic Goal 1 (Operational Excellence). Fiscal 

Service is the government's central debt collection agency, managing the government's 

delinquent debt portfolio and collecting delinquent debts owed to the United States, such as 

Federal mortgage, small business, or student loans; Federal salary or benefit overpayments; and 

fines or penalties assessed by Federal agencies. In FY 2019, Fiscal Service collected $9.65 

billion in delinquent debt through its two debt collection programs: TOP and Cross-Servicing. 

In FY 2019, The Centralized Receivables Service (CRS) saw another record year in growth of 

receivables processed and collections. In FY 2019, agency customers created over 750,000 cases 

and collected approximately $57 million. This represents a 303 percent and 30 percent growth 

from previous year, respectively. There are 76 participating agency programs onboard with four 

more programs scheduled for implementation in the first part of FY 2020. CRS is on track to 

meet the Future of Financial Management Vision goal of 80 participating agency programs with 

one million annual receivables processed by FY 2021. 

Through TOP, the names and taxpayer identifying numbers of debtors included in a Fiscal 

Service database are matched against the names and taxpayer identifying numbers of recipients 

of Federal payments. If there are matches, the amounts of the payments are reduced ("offset") to 

satisfy the delinquent debts. 

Through Cross-Servicing, delinquent debts referred to Fiscal Service by Federal agencies are 

collected several ways, including offsetting Federal payments, sending demand letters to debtors, 

entering into payment agreements, withholding wages administratively, referring debts to the 

Dollars in Thousands

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

Actual Actual Actual Actual Actual Enacted Request

Reimbursable Resources $174,634 $187,152 $176,928 $192,819 $225,635 $232,320 $228,984

Budget Activity Total $174,634 $187,152 $176,928 $192,819 $225,635 $232,320 $228,984

406 390 417 389 366 403 403

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 FY 2020 FY 2021

Actual Actual Actual Actual Actual Target Target Target

Amount of Delinquent Debt 

Collected Through All Available 

Tools ($ Billions)

7.28 7.41 7.61 7.44 9.65 7.67 8.88 8.81

All Delinquent Debt Collected as a 

Percentage of All Delinquent Debt 

Referred (%)

N/A N/A N/A N/A 14.3 B 14.9 14.9

Percentage of the Active 

Delinquent Debt Portfolio 

Collected (%)

N/A N/A N/A N/A 6.8 B 7.0 7.0

Note: The FY 2015 - FY 2019 appropriated resources represents the approved operating plan. The FY 2015 - FY 2019 columns represent 

realized resources for full-time equivalents and reimbursables.

 Resource Level

Full-time Equivalents (FTE)

Performance Measure

Key: B - Baseline
Fiscal – 29 

Department of Justice for action, reporting to credit bureaus, and contracting for the services of 

private collection agencies. 

For FY 2021, Fiscal Service requests several legislative changes that will continue to advance 

debt collection effectiveness. 

Fiscal Service continues to help agencies implement Section 5 of the DATA Act, which 

amended the Debt Collection Improvement Act of 1996 to require agencies to refer eligible debt 

to Fiscal Service at 120 days delinquent, rather than 180 days, and requires Treasury to report 

non-compliance to Congress. In addition, Fiscal Service continues to work with OMB and 

agencies on the new tools developed for tracking compliance, as required. 

Description of Performance: 

FY 2019 marked the highest delinquent debt collections ever for Fiscal Service. This was due to 

a change in the referral process for the Department of Education, including a large backlog and 

new, more regular, referrals. While Fiscal Service anticipates collections will remain high, 

diminishing total collections for the next several years is expected as the Department of 

Education backlog of debt is collected. 

Although reduced from FY 2019, FY 2020 and FY 2021 projections of $8.88 billion, and $8.81 

billion respectively, remain higher that prior year actuals. Collection targets will be achieved 

through initiatives to optimize collections, including lowering our cost-to-collect, engage the 

debtor experience through self-service and online debt management, segment debt portfolio, and 

growth of the offset program with new agencies, payments, and technologies. 

C – Changes in Performance Measures 

Fiscal Service has no proposed changes to its performance measures. 

D– Evidence-Building Activity 

In FY 2019, Fiscal Service completed a number of evidence building activities, including 

portfolio reviews for programs across the enterprise. Key FY 2019 achievements in evidence 

building activities with meaningful government-wide impact include: 

(1) DNP provided analytic and business process solutions to strengthen internal controls and to 

identify and prevent improper payments at both the Federal and state level agencies. As part of 

that effort, it assisted Federal agencies in identifying or stopping 22,415 payments valued at over 

$41.1 million. Further, using analytics and partnering with various stakeholders, Fiscal Service 

supported the investigation and prosecution of more than 460 cases of misdirected payments 

caused by forgery, altered checks, multiple mobile deposits, deceased payee fraud, potential mail 

fraud and more; ongoing DNP and PICOE efforts to reduce fraud, waste, and abuse will continue 

in FY 2020. 

(2) FIT championed RPA technology as an effective technology for improving the efficiency of 

financial operations, encouraging several agencies to launch RPA efforts. FIT created an 

innovation program that launched RPA pilot tests at the National Science Foundation and the 

Department of the Interior. Internally, FIT assisted Fiscal Service in establishing an RPA center 
Fiscal – 30 

of excellence that has deployed over 30 ‘bots’ into production and assists bureau offices in 

developing ‘bots’ to improve internal efficiency. In 2020, Fiscal Service is building on its 

robotics work to include the application of artificial intelligence and the development of ‘chat 

bots’ that automate the customer-facing interactions performed at the bureau’s many call centers. 

(3) Fiscal Service worked with the CFO Council to develop the Program Integrity: The Antifraud 

Playbook for use by the entire financial management community, including Federal, state, and 

local agencies. The playbook provides practical guidance, leading practices, and helpful 

resources for agencies to apply more advanced data analytic techniques to reduce the amount of 

money lost through improper payment. In 2020, to promote inter-agency sharing of best 

practices, Fiscal Service will complete an inventory of fraud analytics techniques used by 

Federal agencies. 

(4) Fiscal Service launched a proof of concept test of Distributed Ledger Technology to improve 

the controls and reporting of letter of credit payments made to Federal grantees. Partnering with 

the National Science Foundation, the project is the first application of this technology to be used 

in a payments process. In 2020, Fiscal Service and National Science Foundation will analyze the 

results of the proof of concept test to determine the benefits and costs of the new technology as it 

is applied more broadly among payments to grantees. 
Fiscal – 31 

Section III – Additional Information 

A – Summary of Capital Investments 

Fiscal Service leads the way for responsible, effective government through commitment to 

technology enablement, customer-focused service, efficient operations, strategic partnering, and 

agility in order to enable the missions of the Federal Government. Fiscal Service strategically 

governs and manages its IT portfolio lifecycle, and continually harnesses IT resources, 

investment health, and portfolio performance insights for capital planning decisions to deliver 

secure, flexible, extensible, and resilient technology services and solutions that maximize 

business value. 

Effective Investment Governance 

Fiscal Service Governance focuses on overall progress in achieving the outcomes described in 

the bureau’s Strategic Plan and the Future of Federal Financial Management vision. The 

governance and portfolio management functions ensure that the IT Portfolio maintains cost 

effectiveness and continuously delivers intended results throughout the lifecycle of investments. 

A monthly investment health assessment of cost, schedule, operational performance, and risk is 

in place in addition to a formal TechStat process that engages appropriate senior level officials 

for insight and successful remediation of significant issues or risks. Financial data transparency 

and benchmarking capabilities are being matured through the implementation of the Technology 

Business Management (TBM) framework. The health and performance data generated, and 

insights being gained inform governance decisions around investment planning, selection, 

resourcing, and prioritization to best support the mission and long-term plans for Fiscal Service 

and Treasury, optimize value, and accelerate transformation. 

Effective Project Execution 

Fiscal Service has a disciplined and consistent approach to project management (PM) rooted in 

industry standard best practices and supported through a bureau-wide project management center 

of excellence. The Project Management Competency Center provides input and guidance on PM 

standards, procedures, and training as well as actionable insights and recommendations based on 

the latest trends in project management. In addition, a fully supported project management 

community of practice is in place providing practitioners with special programming, surveys, and 

communication focused on collaboration, unique learning opportunities, creative problemsolving, and leadership led discussions on practical lessons learned. Each IT investment has a 

dedicated program manager and a fully staffed integrated program team. The systems that 

support each investment are enhanced using iterative development techniques. 

Enterprise Architecture Services 

Enterprise Architecture (EA) services ensure that Fiscal Service applies a common language and 

framework to describe and analyze investments. Fiscal Service’s EA program is designed to 

facilitate cross-agency analysis of capabilities, knowledge, processes, and relationships to apply 

evidence-based techniques, identify duplicative investments, discover goals and opportunities for 

collaboration with other agencies, and establish a line-of-sight from the highest-level strategic 

goals to the infrastructure that enables the achievement of those goals. The value provided by 

the bureau’s EA services is demonstrated through the documentation of Fiscal Service’s current 

state, which is leveraged in strategic planning and in determining the necessary initiatives and 

transition activities to align with the future state technology roadmap. A holistic suite of 
Fiscal – 32 

integrated services that incorporates business, data, technical, and security architecture 

perspectives enable the planning. 

Enterprise Risk Management (ERM) 

The nature of Fiscal Service’s work requires effective enterprise risk management and high 

levels of performance to ensure the bureau maintains operational excellence while seeking 

innovative solutions to improve efficiencies and transform financial management and the 

delivery of shared services in the Federal Government. As such, Fiscal Service has established 

an Office of Enterprise Risk Management (OERM) to promote a common understanding and 

approach to risk management and strengthen organizational capabilities to recognize, assess, and 

address risks that could disrupt the successful achievement of strategic goals and objectives. In 

collaboration with the Executive Board/Risk Committee, OERM has developed the Fiscal 

Service Risk Appetite Statement to guide bureau’s strategic direction. Moreover, through the 

development and issuance of an ERM framework, policies, guidance, and tools, the bureau 

incorporates risk management practices in decision-making processes such as strategic and 

tactical planning, workforce planning, capital investment planning, objective prioritization, and 

budget formulation. Fiscal Service continues to communicate the importance of effective risk 

management to all employees. 

Cybersecurity 

Fiscal Service has a multi-faceted mission that promotes financial integrity and operational 

efficiency across the Federal Government. As such, protecting the information and technology 

resources that support the bureau’s mission with more modern solutions that will support 

security, resiliency, and agility are critically important. Fiscal Service manages 60 FISMA 

systems with billions of PII records, including multiple High Value Assets (HVAs) that support 

the Financial Services Sector of the Critical Infrastructure (CI) of the Federal Government. 

Fiscal Service invests in strengthening the cyber defenses of HVAs against the increasing 

volume, sophistication, frequency, impact and brazenness of global cybersecurity threats. These 

investments are critical in order to maintain confidence in the financial ecosystem of the United 

States and avoid immeasurable reputational damage Treasury would suffer in the event of a 

significant data breach or cybersecurity incident. Financial integrity and operational efficiency 

are accomplished by effective, coordinated management of security risks and incidents that 

ensure the confidentiality, integrity, and availability of the bureau’s systems are maintained. 

Fiscal Service employs an in-depth defense strategy to protect against, detect, and respond to 

anomalies in the bureau’s network and systems. In addition, Enterprise Cybersecurity ensures 

Fiscal Service information technology resources are compliant with the National Institute of 

Standards and Technology security standards and satisfies annual security audit requirements. 

To support these efforts in FY 2021, enhanced data encryption, and other remediation efforts 

identified through the bureau’s on-going Cyber Clean initiative, Fiscal Service is requesting an 

additional $3.2 million. 

A summary of capital investments, including major information technology and non-technology 

investments, can be accessed at: 

https://home.treasury.gov/about/budget-financial-reporting-planning-and-performance/budgetrequestannual-performance-plan-and-reports/summary-of-capital-investments.