Departmental Offices – S&E

FY 2013

President’s Budget

Submission
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Table of Contents

Section 1 – Purpose ....................................................................................................................... 3

1A – Mission Statement.............................................................................................................. 3

1.1 – Appropriations Detail Table............................................................................................... 3

1B – Mission Priorities and Context ........................................................................................... 3

Section 2 – Budget Adjustments and Appropriation Language............................................... 8

2.1 – Budget Adjustments Table ................................................................................................. 8

2A – Budget Increases and Decreases Description..................................................................... 8

2.3 – Operating Levels Table .................................................................................................... 10

2B – Appropriations Language and Explanation of Changes................................................... 11

2C – Legislative Proposals........................................................................................................ 12

Section 3 – Budget and Performance Report and Plan........................................................... 13

3A – Executive Direction.......................................................................................................... 13

3.1.1 – Executive Direction Budget and Performance Report and Plan ................................... 13

3B – International Affairs and Economic Policy ...................................................................... 13

3.1.2 – International Affairs and Economic Policy Budget and Performance Report and Plan 18

3C – Domestic Finance and Tax Policy.................................................................................... 19

3.1.3 – Domestic Finance and Tax Policy Budget and Performance Report and Plan ............. 21

3D – Terrorism and Financial Intelligence ............................................................................... 21

3.1.4 – Terrorism and Financial Intelligence Budget and Performance Report and Plan......... 23

3E – Treasury-wide Management and Programs...................................................................... 24

3.1.5 – Treasury-wide Management and Programs Budget and Performance Report and Plan27

Section 4 – Supplemental Information...................................................................................... 28

4A – Capital Investment Strategy ............................................................................................. 28
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Section 1 – Purpose

1A – Mission Statement

Maintain a strong economy and create economic and job opportunities by promoting conditions 

that enable economic growth and stability at home and abroad, strengthen national security by 

combating threats and protecting the integrity of the financial system, and manage the U.S. 

Government's finances and resources effectively.

1.1 – Appropriations Detail Table

Dollars in Thousands

FY 2011 FY 2012 FY 2013 % Change

Resources Available for Obligation Enacted Enacted Request FY 2012 to FY 2013

FTE AMOUNT FTE AMOUNT FTE AMOUNT FTE AMOUNT

New Appropriated Resources:

 Executive Direction 158 $36,477 151 $37,219 151 $36,698 0.00% -1.40%

 International Affairs and Economic Policy 268 61,786 235 59,277 231 55,880 -1.70% -5.73%

 Domestic Finance and Tax Policy 275 65,909 261 71,451 260 70,498 -0.38% -1.33%

 Terrorism and Financial Intelligence 429 99,800 418 100,000 417 100,000 -0.24% 0.00%

 Treasury-wide Management and Programs 156 42,416 134 40,441 128 38,140 -4.48% -5.69%

Subtotal New Appropriated Resources 1,286 $306,388 1,199 $308,388 1,187 $301,216 -1.00% -2.33%

Other Resources:

 Reimbursables 137 $91,498 172 $69,502 172 $69,502 0.00% 0.00%

Subtotal Other Resources 137 $91,498 172 $69,502 172 $69,502 0.00% 0.00%

Total Resources Available for Obligation 1,423 $397,886 1,371 $377,890 1,359 $370,718 -0.88% -1.90%

*The FY 2011 increase is due to the allocation of administrative expenses across all DO programmatic budget 

activities.

1B – Mission Priorities and Context

Departmental Offices (DO), as the headquarters bureau for the Department of the Treasury, 

provides leadership in economic and financial policy, terrorism and financial intelligence, 

financial crimes, and general management. The Secretary of the Treasury has the primary role of 

formulating and managing the domestic and international tax and financial policies of the federal 

government. Through effective management, policies, and leadership, the Treasury Department 

protects our national security through targeted financial actions, promotes the stability of the 

nation's financial markets, and ensures the government's ability to collect revenue and fund its 

operations.

The FY 2013 budget request supports DO’s leading role in accomplishing the Treasury strategic 

goals:

• Repair and Reform the Financial System and Accelerate Recovery in the Housing Market;

• Enhance U.S. Competitiveness and Promote International Financial Stability and Balanced 

Growth;

• Pursue Comprehensive Tax and Fiscal Reform;

• Protect our National Security through Targeted Financial Actions; and

• Manage the Government’s Finances in a Fiscally Responsible Manner. 
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DO also provides critical support and leadership to both of the Department’s priority goals: 

• Increase Electronic Transactions with the Public to Improve Service and Prevent Fraud 

and Reduce Costs; and 

• Increase Voluntary Tax Compliance. 

FY 2011 Key Accomplishments, FY 2012 and 2013 Priorities:

Office of Terrorism and Financial Intelligence (TFI)

 In FY 2011, TFI implemented a number of significant financial sanctions. This included 

eight different executive orders with respect to addressing the situations in Syria, Libya, 

North Korea and Somalia, among other locations. Additionally, Treasury designated 21 

entities and individuals as Specially Designated Global Terrorists. 

 Treasury designated an additional 95 Islamic Republic of Iran Shipping Lines (IRISL)-

affiliated individuals and entities in FY 2011. Most of these designations were IRISL front 

companies established as part of a complex network in an effort to circumvent sanctions

under Executive Order 13382, an authority aimed at freezing the assets of weapons of mass 

destruction proliferators and their supporters. 

 Under its counter-narcotics sanctions programs, Treasury identified numerous individuals 

and their organizations as drug kingpins under the Foreign Narcotics Kingpin Designation 

Act. The office designated 111 individuals and entities under the Kingpin Act, including key 

leaders, operatives, and fronts of Mexico’s Sinaloa Cartel, the New Ansari Network in 

Afghanistan, Parti Karkerani Kurdistan (PKK) in Turkey, and the Ayman Joumaa Drug 

trafficking organization in Lebanon, Africa and South America. 

TFI will focus resources across a wide breadth of responsibilities to include the following in FY 

2012 and 2013:

 Collecting, analyzing, and disseminating financial and other information concerning illicit 

financing and national security threats;

 Disrupting and dismantling the financial networks of those that threaten national security or 

engage in illicit financing by exercising a broad range of intelligence, regulatory, policy, and 

enforcement authorities to track and disrupt illicit finance networks;

 Shaping policy, laws, and regulations to safeguard the U.S. and international financial 

systems through the administration of Bank Secrecy Act (BSA), enforcement of regulations 

to reduce illicit financing and money laundering, and assisting in ensuring compliance with 

sanctions; and

 Assisting partner countries in the development and implementation of anti-money laundering 

and counter terrorist financing regimes compliant with international standards.

Domestic Finance (DF) and Tax Policy

 The Office of Small Business, Community Development, and Affordable Housing Policy 

(SBCDAHP) is responsible for implementing legislation that encourages job creation by 

providing small businesses with access to credit through the Small Business Lending Fund 

(SBLF) and the State Small Business Credit Initiative (SSBCI). In FY 2011, SBLF provided 

over $4 billion to 332 community banks. By the end of FY 2013 SSBCI will provide $1.5 

billion of funding to state programs that support lending to small businesses. In FY 2011, 

SSBCI approved $435 million for disbursement to states.
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 In FY 2011, the Administration engaged in a policy process aimed at developing proposals to 

reform the housing finance system and the government-sponsored enterprises. This process 

included the release by Treasury and the U.S. Department of Housing and Urban 

Development of the Administration’s White Paper on Reforming America’s Housing Finance 

Market in February 2011.

 The Office of Financial Innovation and Transformation (OFIT) was created in FY 2010 to 

provide a hub for financial system innovation and improvement. In FY 2011, OFIT 

identified twelve initiatives that could improve efficiency by 25 percent, saving an estimated 

$2 billion upon full implementation. These initiatives include a single solution for electronic 

invoice processing, centralized processing of accounts receivables, the resolution of intragovernmental transactions, and the streamlining of non-Treasury disbursing offices. 

 In FY 2011, the Office of Debt Management conducted 281 auctions, issuing over $7.8 

trillion in marketable securities and raising more than $1.1 trillion in new cash to fund the 

U.S. Government’s operations. In 2011, Treasury auctions continued to witness strong 

demand across the yield curve. This was the case even though Treasury borrowing remained 

elevated by historical standards and there was considerable market uncertainty in the months 

leading up to the increase in the statutory debt limit in August 2011.

 During FY 2011, the Office of Tax Policy provided support for the Administration’s efforts 

to enact the Tax Relief, Unemployment Insurance Reauthorization, and Job Creation Act of 

2010. Also, during FY 2011, the Office developed guidance on the Foreign Account Tax 

Compliance Act (FATCA), which requires foreign banks to report and disclose U.S. interests 

in foreign financial institutions. FATCA regulations must be enacted in FY 2013. 

 The Office of Tax Policy also continued to support the implementation of the Patient 

Protection and Affordable Care Act and the Health Care and Education Reconciliation Act of 

2010 (ACA). In FY 2011, the Office released guidance on over a dozen tax provisions of the 

ACA, including tax credits, revenue provisions, and (in collaboration with the Departments 

of Health and Human Services and Labor) insurance market reforms.

DF will continue to face a number of specific responsibilities, many of which are related to the 

Dodd-Frank Wall Street Reform and Consumer Protection Act (Dodd-Frank Act), in FY 2012 

and 2013, including:

 Supporting the efforts of the Financial Stability Oversight Council (FSOC) and the Treasury 

Secretary’s responsibilities as the Chairman of the FSOC by coordinating the issuance of a 

notice of proposed rulemaking (NPR) on the “Volcker Rule” and the subsequent review of 

public comments and finalization of the rule;

 Coordinating the review and analysis on behalf of the Secretary in his capacity as Chairman 

of the FSOC of thousands of comment letters received in response to an NPR on the 

retention of credit risk by securitizers in connection with the issuance of asset-backed 

securities, and the finalization of the rule;

 Supporting the conduct of a study (due by July 2012) by the FSOC on the feasibility, 

benefits, costs, and structure of a contingent capital requirement for certain nonbank financial 

companies and bank holding companies by providing analytical support to the Secretary in 

his role as Chairman;

 Issuing certain required annual reports, a study on how to modernize and improve the system 

of insurance regulation in the United States, and other reports required under the Dodd-Frank 
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Act by the Federal Insurance Office, which was created by the Dodd-Frank Act and is funded 

by Domestic Finance; 

 Providing analytical support to the FSOC’s process to issue regulations and guidance on the 

determination of nonbank financial companies that will be supervised by the Board of 

Governors of the Federal Reserve System and subject to enhanced prudential standards, and 

the subsequent evaluations of nonbank financial companies under that rule, as well as the 

evaluation and designation of financial market utilities for enhanced supervision; and

 Building on the Office of Debt Management’s 2012 debt issuance modeling efforts, 

enhancing a recently developed short-term debt issuance optimization model, and a longterm stochastic simulation model. The FY 2013 efforts will involve improving penalty 

functions in the short-term model and developing an optimization framework for the longterm model. 

In FY 2013, Tax Policy will prioritize the following: 

 The Secretary is a leader in the Administration’s efforts to create a tax system that is simpler, 

fairer, and more robust. The Office of Tax Policy is working on a comprehensive proposal 

for corporate tax reform. 

 The regulations for the Foreign Account Tax Compliance Act (FATCA), which requires 

foreign banks to report and disclose U.S. interests in foreign financial institutions, must be 

completed in FY 2013.

 Treasury and the Internal Revenue Service are responsible for implementation of provisions 

in the Affordable Care Act. The majority of the provisions go into effect in 2014.

Office of International Affairs (IA) and Economic Policy (EP)

 Treasury has led global efforts through the G-20 and in conjunction with the International 

Financial Institutions (IFIs) to mitigate the impact of the global financial crisis and to 

promote U.S. growth and economic recovery. The Department has also led efforts in the G20 and the Financial Stability Board to strengthen international financial regulation to ensure 

high quality standards around the globe and to promote a level playing field for U.S. 

businesses. Treasury has focused closely on currency adjustment and expanding export 

opportunities for American businesses, specifically working closely with China and other 

leading emerging markets. 

 Concerns about financial stability in the Eurozone have posed a particular risk to the strength 

of the U.S. and global recoveries. Treasury encouraged its European counterparts to put in 

place a robust policy framework to stem the contagion to the larger economies in Europe and

restore confidence in the European banking system.

 Treasury has led efforts to promote economic growth and reform in the Middle East and 

North Africa (MENA) region. Improving the economic performance of these countries is 

critical to U.S. national security interests in supporting political stability and democratic 

transition in the region. In its first several months of engagement on this issue, Treasury has 

helped achieve Executive Board approval for the expansion of the European Bank for 

Reconstruction and Development’s (EBRD) activities into the MENA region.

 As part of the Administration’s Feed the Future initiative, Treasury has led efforts to 

establish a multi-donor trust fund that provides financing for long-term investments in 

agriculture and food security in low-income countries that have developed comprehensive, 

evidence-based food security strategies. 
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 During FY 2011, Economic Policy staff provided substantial support to the Secretary in the 

development of the FY 2012 Federal Budget, as well as the deliberations leading up to the 

Department of Defense and Full-Year Continuing Appropriations Act of 2011 and the 

Budget Control Act of 2011.

In FY 2013, International Affairs and Economic Policy will focus on the following priorities:

 Effecting complementary financial regulatory policies in G-20 members, consistent with the 

Dodd-Frank Act, to strengthen the resilience of the international financial system, thereby 

protecting the U.S. financial system and creating an even playing field for U.S. firms;

 Protecting the nascent U.S. recovery by pursuing a global rebalancing strategy to achieve 

strong, sustainable and balanced growth, including a focus on key trade and currency 

imbalances;

 Addressing financial stress emanating from Europe and elsewhere, to prevent or mitigate 

negative spillovers to the United States;

 Supporting successful economic and political transitions in the “Arab Spring” countries;

 Mitigating threats to U.S. national security and improving export opportunities for U.S. 

businesses through multilateral solutions to development, including addressing global 

challenges such as food security and the environment; and

 Increasing U.S. exports and supporting U.S. job growth through opening new markets and 

encouraging foreign direct investment in the United States, while fulfilling statutory 

obligations to protect national security through our lead role on the Committee on Foreign 

Investment in the United States.

Treasury-wide Management and Programs

 The Department exceeded its FY 2011 procurement goals for all socio-economic categories 

(including small, small disadvantaged, woman-owned, service disabled veteran-owned, and 

Historically Underutilized Business Zone (HUBZone) businesses) and anticipates having 

exceeded its FY 2011 goals for competition and for performance-based acquisitions.

 In FY 2011, the Treasury building received the Leadership in Energy and Environmental 

Design (LEED) Gold Certification, the oldest building in the world to be certified. Green 

features of the improved Treasury Building include its sustainable cleaning and landscape 

maintenance programs; advanced controls and management of its heating ventilation and air 

conditioning (HVAC) system; comprehensive recycling and material conservation programs; 

a green procurement program for materials, equipment and services; increased occupant 

space utilization; new emphasis on and facilitation of alternative transportation for 

employees; and enhanced utility metering for improved systems management.
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Section 2 – Budget Adjustments and Appropriation Language

2.1 – Budget Adjustments Table

Dollars in Thousands

Departmental Offices - S & E FTE Amount

FY 2012 Enacted 1,199 $308,388

Changes to Base:

Maintaining Current Levels (MCLs): - $3,205

Maintaining Current Levels - $3,205

Non-Recurring Costs: - ($1,650)

One-time Office moves and Building Maintenance - ($1,650)

Efficiency Savings: (9) ($6,610)

Treasury-wide Management Savings (5) ($1,374)

Administrative and Management Savings (4) ($5,236)

Subtotal FY 2013 Changes to Base (9) ($5,055)

Total FY 2013 Base 1,190 $303,333

Program Changes:

Program Decreases: (5) ($2,117)

International Affairs Program Reductions (5) ($2,117)

Program Increases: 2 $0

Treasury Attaché Program 2 $0

Total FY 2013 Request 1,187 $301,216

2A – Budget Increases and Decreases Description

Maintaining Current Levels (MCLs) ......................................................+$3,205,000 / +0 FTE

Maintaining Current Levels +$3,205,000 / +0 FTE 

Funds are requested for inflation adjustments (1.7 percent) in non-labor expenses such as GSA 

rent adjustments, postage, supplies and equipment, health benefits, and the increase in Federal 

Employees Retirement System participation. Funds are also requested for the proposed 2013 pay 

raise (0.5 percent).

Non-Recurring Costs .................................................................................-$1,650,000 / +0 FTE

One-time Office moves and Building Maintenance -$1,650,000 / +0 FTE 

One-time FY 2012 funding supported repairs of the electrical transformer vaults and the 

reallocation and reconfiguration of office space in support of DO’s leased office space reduction 

effort.

Efficiency Savings .......................................................................................-$6,610,000 / -9 FTE

Treasury-wide Management Savings -$1,374,000 / -5 FTE 

Savings will be achieved through the elimination of positions and the reduction of management 

program activities. These include eliminating the following positions: one position from the 

Office of the Deputy Assistant Secretary for Management and Budget; one position from the 

Office of the Deputy Assistant Secretary for Human Resources; and three positions from the 

Office of the Deputy Chief Financial Officer. In addition, the following offices will reduce their 

non-salary program budgets: the Office of Emergency Programs, the Treasury Operations 

Center, the Deputy Assistant Secretary for Management and Budget, and the Chief Information 

Officer.
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Administrative and Management Savings -$5,236,000 / -4 FTE

Savings will be achieved through the elimination of positions and the more efficient use of 

administrative activities. These include eliminating the following positions: one position from 

the Office of Human Resources (OHR), one position from the Office of Financial Management 

(OFM), and two positions for the Departmental Offices Operations organization (OPS). The 

DO Office of Information Technology will make reductions in the following areas of its 

administrative support budget - DO Applications support; laptop purchases; subscriptions; ecatalog purchases; additional purchase of Microsoft Visio and Project software; and Developer 

workstations. In addition, DO IT will reduce staffing under its contract supporting the Help 

Desk by six positions. The following offices will reduce their non-salary administrative 

budgets: OHR, OFM, Operations, and the DO Privacy Office. Finally, DO will reduce the cost 

of utilities by converting the Treasury building from steam to gas heat.

Program Decreases .....................................................................................-$2,117,000 / -5 FTE

International Affairs Program Reductions -$2,117,000 / -5 FTE 

The Office of International Affairs (IA) will achieve savings by streamlining operations and

seeking reduced reporting requirements associated with the International Financial Institutions.

Program Increases ..................................................................................................+$0 / +2 FTE

Treasury Attaché Program +$0 / +2 FTE

The Department requests an increase of two FTE for the Treasury attaché program. The 

Department considers its attaché program to be a valuable asset for engaging with foreign 

officials to advance U.S. policy positions, combating terrorist financing domestically and 

internationally, and working with local U.S. industry and agency representatives to advance U.S. 

interests. Treasury attachés also provide much-needed intelligence and expertise to U.S. officials 

in Washington formulating policy on international economics, tax, trade, finance, and terrorist 

finance to safeguard the financial system against illicit use and combat rogue nations, terrorist 

facilitators, weapons of mass destruction (WMD) proliferators, money launderers, drug kingpins, 

and other national security threats. Tentative locations for these two additional attachés are 

Mexico City and Cairo. The funding for the positions and ancillary support are being funded 

within the program. Beginning in FY 2013, costs for the Treasury attaché program will be 

aligned between the Office of International Affairs and the Office of Terrorism and Financial

Intelligence, based on their allocation of work.
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2.2 – Operating Levels Table 

Dollars in Thousands

 FY 2011 FY 2012 FY 2013

 Actual President's Enacted Proposed Proposed Request

Departmental Offices - S & E Budget Reprogra Operating

 mmings Level

FTE 1,180 1,341 1,199 0 1,199 1,187

Object Classification

11.1 - Full-time permanent 130,613 153,116 132,762 0 132,762 131,206

11.3 - Other than full-time permanent 2,078 3,104 2,112 0 2,112 2,087

11.5 - Other personnel compensation 5,370 757 5,458 0 5,458 5,394

11.8 - Special personal services payments 0 1,162 0 0 0 0

11.9 Personnel Compensation (Total) $138,061 $158,139 $140,332 $0 $140,332 $138,687

12 - Personnel benefits 38,242 39,939 38,871 0 38,871 38,415

13 - Benefits for former personnel 37 253 38 0 38 37

21 - Travel and transportation of persons 4,948 9,671 4,873 0 4,873 4,682

22 - Transportation of things 363 308 358 0 358 343

23.1 - Rental payments to GSA 5,506 4,161 5,506 0 5,506 5,506

23.2 - Rental payments to others 1,265 174 1,265 0 1,265 1,265

23.3 - Communication, utilities, and misc charges 8,345 8,466 8,219 0 8,219 7,896

24 - Printing and reproduction 2,051 2,737 2,020 0 2,020 1,941

25.1 - Advisory and assistance services 22,517 37,532 22,176 0 22,176 21,305

25.2 - Other services 28,375 19,891 30,945 0 30,945 29,848

25.3 - Other purchases of goods and services from Govt. accounts 41,578 26,675 42,520 0 42,520 40,428

25.4 - Operation and maintenance of facilities 524 1,233 516 0 516 496

25.7 - Operation and maintenance of equip 1,844 2,915 1,816 0 1,816 1,745

25.8 - Subsistence and support of persons 123 0 121 0 121 116

26 - Supplies and materials 6,752 10,492 6,650 0 6,650 6,389

31 - Equipment 1,180 2,303 1,162 0 1,162 1,117

32 - Land and structures 5,581 0 1,000 0 1,000 1,000

42 - Insurance claims and indemnities 176 0 0 0 0 0

43 - Interest and dividends 5 0 0 0 0 0

Total Budget Authority $307,473 $324,889 $308,388 $0 $308,388 $301,216

Budget Activities:

Executive Direction 37,272 38,098 37,219 0 37,219 36,698

International Affairs and Economic Policy 62,798 68,349 59,277 0 59,277 55,880

Domestic Finance and Tax Policy 64,201 84,562 71,451 0 71,451 70,498

Terrorism and Financial Intelligence 99,532 92,605 100,000 0 100,000 100,000

Treasury-wide Management and Programs 43,670 41,275 40,441 0 40,441 38,140

Total Budget Authority $307,473 $324,889 $308,388 $0 $308,388 $301,216
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2B – Appropriations Language and Explanation of Changes

Appropriations Language Explanation of 

Changes

DEPARTMENT OF THE TREASURY

DEPARTMENTAL OFFICES

Federal Funds

SALARIES AND EXPENSES

(INCLUDING TRANSFERS OF FUNDS)

For necessary expenses of the Departmental Offices including operation

and maintenance of the Treasury Building and Annex; hire of passenger 

motor vehicles; maintenance, repairs, and improvements of, and purchase 

of commercial insurance policies for, real properties leased or owned 

overseas, when necessary for the performance of official business; terrorism and financial intelligence activities; executive direction program 

activities; international affairs and economic policy activities; domestic 

finance and tax policy activities; and Treasury-wide management 

policies and programs activities, [$308,388,000] $301,216,000: 

Provided, That of the amount appropriated under this heading, 

[$100,000,000 is for the Office of Terrorism and Financial Intelligence, 

of which not to exceed

$26,608,000 is available for administrative expenses: Provided further, 

That of the amount appropriated under this heading,] not to exceed

$3,000,000, to remain available until September 30, [2013] 2014, is for 

information technology modernization requirements; not to exceed

$350,000 is for official reception and representation expenses; and not to 

exceed $258,000 is for unforeseen emergencies of a confidential nature, 

to be allocated and expended under the direction of the Secretary of the 

Treasury and to be accounted for solely on his certificate: Provided 

further, That of the amount appropriated under this heading, $6,787,000, 

to re- main available until September 30, [2013] 2014, is for the 

Treasury- wide Financial Statement Audit and Internal Control Program: 

Provided further, That of the amount appropriated under this heading, 

$500,000, to remain available until September 30, [2013] 2014, is for 

secure space requirements: Provided further, That of the amount 

appropriated under this heading, up to $3,400,000, to remain available 

until September 30, [2014] 2015, is to develop and implement programs 

within the Office of Critical Infrastructure Protection and Compliance 

Policy, including entering into cooperative agreements: Provided 

further, That notwithstanding any other provision of law, of the amount 

appropriated under this heading, up to $1,000,000 may be contributed to 

the Organization for Economic Cooperation and Development for the 

Department's participation in programs related to global tax 

administration. (Department of the Treasury Appropriations Act, 2012.)

Treasury requests 

that Congress 

remove the TFI

funding fence 

which creates 

difficulties in 

execution. 

Reprograming 

guidelines would 

still ensure that 

Congress is able to 

provide input on 

changes to this 

funding level. 
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2C – Legislative Proposals

This proposed section refers to funds appropriated or otherwise made available to the Secretary 

of the Treasury, the Secretary of Homeland Security, and the Attorney General for refunds of 

taxes and related interest on such refunds, drawbacks, and payments of claims for prior fiscal 

years. This provision will alleviate the need for the Internal Revenue Service to make such 

refunds, drawbacks and payments on behalf of the other federal agencies, and will minimize the 

administrative and accounting burdens associated with this process. This proposal will not create 

any new spending.

Sec. 115. Section 1324 of title 31, United States Code, is amended by adding at the end thereof 

the following new subsection: "(c) Amounts appropriated under subsection (a) of this section 

shall be administered, as appropriate, as if they were made available through separate 

appropriations to the Secretary of the Treasury, the Secretary of Homeland Security, and the 

Attorney General. Funds so appropriated shall be available to the Secretary of the Treasury for 

refunds by the Internal Revenue Service of taxes collected pursuant to the Internal Revenue Code 

and related interest; separately to the Secretary of the Treasury for refunds and drawbacks of 

alcohol, tobacco, firearms and ammunition taxes and refunds of other taxes which may arise and 

any interest on such refunds, including payment of claims for prior fiscal years; to the Secretary 

of Homeland Security for refunds and drawbacks of receipts collected pursuant to the customs 

revenue functions administered by the Department of Homeland Security pursuant to delegation 

by the Secretary of the Treasury and any interest on such refunds, including payment of claims 

for prior fiscal years; and to the Attorney General for refunds of firearms taxes and refunds of 

other taxes which may arise and any interest on such refunds, including payment of claims for 

prior fiscal years.
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Section 3 – Budget and Performance Report and Plan

3A – Executive Direction 

($36,698,000 from direct appropriations, and $3,587,000 from reimbursable resources): 

The Executive Direction program area provides direction and policy formulation to the 

Department and Departmental Offices and interacts with Congress and the public on 

Departmental policy matters. These offices include: Secretary/Deputy Secretary, Chief of Staff, 

Executive Secretariat, General Counsel, Legislative Affairs, Public Affairs, and the Treasurer of 

the United States. Total resources also include the administrative expenses for the Executive 

Direction program.

No specific performance goals/measures are presented for this budget activity as the work of the 

offices within this budget activity is captured within the other budget activities. 

3.1.1 – Executive Direction Budget and Performance Report and Plan 

Dollars in Thousands 

Executive Direction Budget Activity

Resource Level FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Enacted Enacted Enacted Enacted Enacted Enacted Enacted Request

 Appropriated Resources $15,275 $19,094 $20,273 $21,170 $24,709 $36,477 $37,219 $36,698

 Reimbursable Resources $605 $660 $599 $1,188 $1,656 $3,134 $3,587 $3,587

Total Resources $15,880 $19,754 $20,872 $22,358 $26,365 $39,611 $40,806 $40,285

Budget Activity Total $15,880 $19,754 $20,872 $22,358 $26,365 $39,611 $40,806 $40,285

*The FY 2011 increase is due to the allocation of administrative expenses across all DO programmatic budget 

activities.

3B – International Affairs and Economic Policy 

($55,880,000 from direct appropriations, and $1,317,000 from reimbursable resources): 

A major mission of these offices is to promote economic growth and security. The Offices 

pursue this mission by providing economic guidance and support to the Secretary in his role as 

the President’s chief economic adviser. These offices play a key role in supporting the Secretary 

by providing technical analysis, economic forecasting, and policy guidance on issues ranging 

from responding to international financial crises changes in entitlement policy. Total resources 

also include the administrative expenses for the International Affairs and Economic Policy 

program. The goal owners for this budget activity are the Undersecretary for International 

Affairs and the Assistant Secretary for Economic Policy.
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Office of Economic Policy (EP)

The Office of Economic Policy monitors economic developments and trends in the United States 

and assists in the development of policies to stimulate economic growth and job creation. 

Analysis performed by EP staff enhances policymakers’ understanding of key economic issues 

so that they are better able to formulate policies that will benefit the U.S. economy. 

Economic Policy supports the Secretary of the Treasury in his roles as Chairman and Managing 

Trustee of the Social Security and Medicare Boards of Trustees. This office also produces the 

corporate bond yield curve that is mandated by the Pension Protection Act of 2006. These data 

are available on the IRS website at: http://www.irs.gov/retirement/article/0,,id=240168,00.html.

Description of Performance:

In the past 12 months the office has concentrated significant resources on policy development 

and implementation related to fiscal policy, housing policy, job creation, and health care. The 

Office has also provided expertise on policy development in the areas of health care, climate 

change, energy, and infrastructure. Key areas of recent work and future priorities for the Office 

of Economic Policy include:

EP continues to participate in the development and implementation of housing policy, including 

the Making Home Affordable program, which helps at-risk, responsible homeowners stay in 

their homes by obtaining affordable loan modifications and refinancing. 

EP is assisting in the development, evaluation, and tracking of numerous government economic 

incentive programs, including: the development and evaluation of programs to assist small 

business financing; evaluating and tracking the American Recovery and Investment Act’s Build 

America Bond program; the development and evaluation of initiatives to encourage and support 

job creation; and monitoring and analyzing critical trends and economic developments, including 

the housing market and bank lending.

EP provided substantial support to the Secretary in the development of the FY 2012 Budget, the 

Department of Defense and Full-Year Continuing Appropriations Act of 2011, and the Budget 

Control Act of 2011. EP staff will continue to provide support on fiscal matters over the coming 

year.

Office of International Affairs (IA)

The mission of Treasury’s Office of International Affairs (IA) is to protect and support U.S.

economic prosperity and foster job creation by strengthening the external environment for U.S. 

growth, preventing and mitigating global financial instability, and managing key global 

challenges. To advance this mission, IA leads the Treasury Department’s effort in the 

development of policies and guidance related to international monetary and financial affairs, 

trade and investment policy, international development and debt strategy, environmental finance 

and policy, and U.S. participation in international financial institutions. IA also chairs the 

interagency Committee on Foreign Investment in the United States (CFIUS).
DO - 15

IA partially measures its progress in meeting its goals through several key performance 

measures, discussed below, but given the qualitative nature of IA’s work, these indicators do not 

provide a full picture of IA’s progress towards achieving its goals. 

Description of Performance:

Treasury has led global efforts through the G-20 and in conjunction with the International 

Financial Institutions (IFIs) to mitigate the impact of the global financial crisis and to promote 

U.S. growth and economic recovery. Treasury has focused closely on currency adjustment and 

expanding export opportunities for American businesses to strengthen the U.S. economy, 

specifically working closely with China and other leading emerging markets. In FY 2013, the 

Department will continue to engage heavily in the G-20 and bilaterally to undertake reforms to 

help achieve strong, sustainable, and balanced global growth.

IA has the primary responsibility for managing the U.S. government’s role at the International 

Monetary Fund (IMF), and is continuing (but slightly modifying) one performance measure 

related to that role:

 Monitor Quality and Enhance Effectiveness of International Monetary Fund (IMF) Lending 

through Review of IMF Country Programs: This measure tracks efforts by International 

Affairs staff to monitor the quality of IMF country programs and ensure the application of 

appropriately high standards for the use of IMF resources. IA met its performance target in 

FY 2011 (100 percent of IA staff reviews completed prior to the IMF Board meeting) 

compared with actual performance of 97 percent in FY 2010. In FY 2012 and FY 2013, IA’s 

target for this measure is 100 percent. IA staff will continue to closely monitor IMF program 

activities and will verify progress toward meeting the FY 2012 target in regular staff 

meetings. 

IA promotes and reinforces open and transparent international trade and investment regimes at 

home and abroad and supports trade liberalization. In order to ensure a level playing field for 

U.S. manufacturers and airlines, IA led USG efforts to negotiate an Aircraft Sector 

Understanding, which came into effect in FY 2011. In FY 2012, a particular focus for IA will 

be negotiating a high-standard 21st century Trans-Pacific Partnership trade agreement. 

Furthermore, as Chair of CFIUS, Treasury helps maintain an open investment environment by 

focusing CFIUS reviews of foreign investment solely on protecting U.S. national security.

Treasury will discontinue two performance measures relating to trade and investment, “Number 

of New Trade and Investment Negotiations Underway or Completed” and “Number of Specific 

New Trade Actions Involving Treasury Interagency Participation in Order to Enact, Implement

and Enforce U.S. Trade Law and International Agreements” because they do not adequately 

assess IA’s performance. IA will introduce a new measure: 

 Timely Review of CFIUS Cases: This new measure will track compliance with statutory 

deadlines for completing national security reviews of transactions notified to the CFIUS to 

ensure that the CFIUS process is timely and efficient. In FY 2012, IA’s target for this 

measure is 100 percent.
DO - 16

Treasury continues to use its leadership position in the multilateral development banks (MDBs) 

to (i) further reinforce our national security interests in fragile and war-torn countries, reducing 

the dangers inherent in economic instability, (ii) mitigate emerging threats to the U.S. and global 

economies, support trade and investment, and open new opportunities for American firms, which 

helps promote job creation in the United States, and (iii) advocate for MDB assistance in 

countries that are undergoing profound economic and political transitions in order to foster 

freedom, opportunity, and greater economic growth, thus fighting global poverty and providing 

critical humanitarian aid. Treasury engages heavily with the MDBs to ensure their effectiveness 

and preserve U.S. leadership in these institutions. Currently, there is a special focus on 

addressing the global challenges of food security, particularly through the Global Food Security 

and Agriculture Program and the environment. IA is continuing (but slightly modifying) one 

performance measure related to the MDBs as well as adding a new performance measure:

 Percentage of Grant and Loan Proposals Containing Satisfactory Performance Measures: To 

help ensure accountability in the lending and grant making of the MDBs, Treasury monitors 

the percentage of project proposals containing satisfactory performance measures. In 

FY 2011, the percentage of proposals with performance measures was 90 percent, which 

exceeded our target of 90 percent and FY 2010 actual performance of 92.5 percent. In FY 

2012, IA’s target for this measure is 90 percent. The Department will continue to encourage 

the development of robust, transparent performance measurement systems at the MDBs to 

ensure accountability for the resources they utilize.

 Monitor Quality and Enhance Effectiveness of MDB Lending through Review of MDB 

Grant and Loan Proposals: This new measure will track efforts by IA staff to monitor the 

quality of MDB loan and grant proposals to ensure the projects will have a measurable 

development impact, support long-term U.S. objectives, and are consistent with 

congressional mandates. In FY 2012, IA’s target for this measure is 100 percent of reviews 

completed prior to the date of the relevant Executive Board meeting. IA staff will closely 

monitor MDB project activities and will verify progress toward meeting the FY 2012 target 

in regular staff meetings.

IA’s Office of Technical Assistance (OTA) promotes stability abroad, supports broader U.S. 

Government goals such as reducing corruption, and ultimately reduces developing countries’ 

reliance on development assistance by directly assisting finance ministries and central banks of 

developing countries in strengthening their capacity to manage public finances. Treasury will 

continue two performance measures relating to OTA:

 Office of Technical Assistance: OTA uses measures it developed to assess the level of 

counterparty engagement (Traction) and the degree of positive change in achieving project 

objectives (Impact). The overall average level of all projects calculated on a 5-point scale 

constitutes overall OTA Program Results. Program Results for FY 2011 were 3.7 for 

Traction (.1 above the 3.6 goal) and 3.2 for Impact (.1 above the 3.1 goal) - the highest scores 

the program has earned since the evaluation process began. In FY 2012, IA’s target for 

Traction is 3.6 and its target for Impact is 3.1. 
DO - 17

In 2011, a number of countries in the Middle East and North Africa have been undergoing 

significant political transitions to more democratic forms of government. Treasury will continue 

to work with international partners, including through the Deauville Partnership, to help these 

countries maintain economic and financial stability and promote more inclusive economic 

growth going forward.

Finally, IA continues to lead efforts to strength international financial regulation through the 

Financial Stability Board and the G-7 and G-20 processes. We have advanced reforms to close 

regulatory gaps, end opportunities for regulatory arbitrage, and prevent a race to the bottom. In 

FY 2011, we pursued international efforts to develop global standards for capital and liquidity 

and policies to address globally systemic financial institutions, including their resolution, and in 

FY 2012 are moving towards strong derivative market standards.
DO - 18

3.1.2 – International Affairs and Economic Policy Budget and Performance Report and 

Plan

Dollars in Thousands 

International Affairs and Economic Policy Budget Activity

Resource Level FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Enacted Enacted Enacted Enacted Enacted Enacted Enacted Request

 Appropriated Resources $32,005 $35,801 $41,852 $42,714 $47,539 $61,786 $59,277 $55,880

 Reimbursable Resources $3,199 $3,195 $4,073 $5,277 $5,233 $10,883 $1,317 $1,317

Total Resources $35,204 $38,996 $45,925 $47,991 $52,772 $72,669 $60,594 $57,197

Budget Activity Total $35,204 $38,996 $45,925 $47,991 $52,772 $72,669 $60,594 $57,197

Measure FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Actual Actual Actual Actual Actual Actual Target Target

Changes that Result from 

Project Engagement (Impact) 

N/A N/A 3.1 3.1 3 3.2 3.1 3.1

Monitor Quality and Enhance 

Effectiveness of International 

Monetary Fund (IMF) Lending 

Through Review of IMF 

Country Programs 

N/A N/A N/A N/A 97.0 100.0 100.0 100.0

Number of New Trade and 

Investment Negotiations 

Underway or Completed 

N/A N/A 14 15 6 15 6 DISC

Number of Specific New 

Trade Actions Involving 

Treasury Interagency 

Participation in Order to 

Enact, Implement, and 

Enforce U.S. Trade Law and 

International Agreements 

N/A N/A N/A 98 83 87 50 DISC

Percentage of Grant and Loan 

Proposals Containing 

Satisfactory Frameworks for 

Results Measurement 

88.0 92.0 94.0 94.0 92.5 94.0 90.0 90.0

Scope and Intensity of 

Engagement Traction 

N/A N/A 3.6 3.7 3.5 3.7 3.6 3.6

Timely Reviews of Multilateral 

Development Banks (MDB) 

Grant and Loan Proposals 

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

Timely Reviews of the 

Committee on Foreign 

Investment in the United 

States (CFIUS) Cases

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

Key: DISC - Discontinued and B - Baseline

*The FY 2011 increase is due to the allocation of administrative expenses across all DO programmatic budget 

activities.
DO - 19

3C – Domestic Finance and Tax Policy 

($70,498,000 from direct appropriations, and $31,415,000 from reimbursable resources): 

The offices within Domestic Finance and Tax Policy monitor and provide advice and assistance 

to the Secretary in the areas of tax policy, domestic finance, financial markets, and the regulation 

of financial institutions. Total resources also include the administrative expenses for the 

Domestic Finance and Tax Policy program. The goal owners for this budget activity are the 

Assistant Secretary for Tax Policy and the Undersecretary for Domestic Finance.

Office of Tax Policy (TP)

The Office of Tax Policy supports the Secretary of the Treasury through the provision of 

technical analysis, economic forecasting, and policy guidance on issues relating to Federal tax 

policy. The Office’s analysis also supports the Department’s management of Federal revenues, 

collection of tax revenues due the United States, and Federal debt management; all essential for 

ensuring the integrity of the American financial system.

The Office provides legal advice and counsel regarding the development and implementation of 

the department’s tax policies, including proposals for legislation. The Office’s Tax Analysis 

division provides analysis on all issues from an economic perspective, including the official 

Administration forecasts and estimates, analysis of proposed tax legislation, and research 

regarding how tax policies affect businesses and individuals.

The Office of Tax Policy works with the IRS in achieving the Treasury priority goal, Increase 

Voluntary Tax Compliance by promulgating regulations and proposing legislation that seeks to 

streamline and modernize existing rules and procedures. The Office will also publish

administrative guidance that clearly explains tax law and illustrates its application to common 

situations.

Office of Domestic Finance (DF)

The mission of the Office of Domestic Finance is to advise and assist the Secretary on the 

domestic financial system and fiscal operations, as well as governmental assets and liabilities. 

The office advises the Secretary on regulations and legislation for financial institutions and 

markets to ensure a resilient and healthy financial sector. DF covers policy issues in the U.S. 

banking and financial systems, financial stability, federal government financing, fiscal affairs, 

and related economic and financial matters. The Office continues to be at the center of 

Treasury’s response to the financial crisis. Key priorities for DF include the implementation of 

the Dodd-Frank Act, financing the federal government at the lowest cost over time, and 

development of long-term, comprehensive solutions for our nation’s housing finance system. 

Description of Performance:

The Office of Domestic Finance took the lead in developing and promoting sweeping financial 

regulatory reform legislation, culminating in the enactment of the Dodd-Frank Act in July 2010. 

Implementation of Dodd-Frank, including coordination of numerous rulemakings through the 

Financial Stability Oversight Council (FSOC), continues to be an important focus of the Office.

In FY 2011, the Administration engaged in a policy process aimed at developing proposals to 

reform the housing finance system and the Government Sponsored Enterprises. This process 

included the release of the Administration’s White Paper on Housing Finance Reform in 
DO - 20

February 2011 by Treasury and the U.S. Department of Housing and Urban Development. This 

process will continue into FY 2012, with the release of an Administration proposal for housing 

finance reform as the Administration continues to develop long-term, comprehensive solutions 

for our nation’s housing finance system. 

During FY 2012, Domestic Finance will continue to develop the Federal Insurance Office (FIO), 

which was established by the Dodd-Frank Act. FIO will prepare and deliver required reports to 

the President and to Congress. FIO monitors all aspects of the insurance industry, including 

identifying issues or gaps in the regulation of insurers that could contribute to a systemic crisis in 

the insurance industry or the United States financial system. The Terrorism Risk Insurance 

Program, which administers a statutorily required system of shared public and private 

compensation for insured losses resulting from acts of terrorism, is also part of the Federal 

Insurance Office.

Domestic Finance is working with Treasury bureaus and federal agencies across the government 

to negotiate and implement comprehensive new lending agreements between the Treasury and 

agency borrowers. These agreements provide over $700 billion in financing to agencies for 

direct loans and insurance programs, as well as to government corporations and governmentowned operating entities.

Domestic Finance is also responsible for issuing the annual Consolidated Financial Report (CFR) 

for the entire U.S. government. This report, compiled from the actual financial results reported 

by 149 significant federal government entities, provides the President, Congress, and the 

American people with a comprehensive view of the government’s finances. The CFR also 

discusses important financial issues and significant conditions that may affect future operations 

through the inclusion of non-traditional financial report information, such as analysis of the 

projected receipts and expenditures of the nation’s social insurance programs and a broader 

examination of fiscal sustainability. 

 Release of Federal Government-wide financial statements on time: DF has discontinued this 

performance goal in FY 2011, as the targets have been consistently met. DF is developing 

new measures to track performance of its critical operations.

Domestic Finance is making significant changes to increase the use of electronic transactions in 

Treasury operations. This initiative will save taxpayers more than $500 million over five years. 

Treasury is pursuing a target of making at least 93 percent of its benefit payments and collections 

electronically by the end of FY 2013. Treasury ended the sale of payroll paper savings bonds in 

January 2011 and will end the sale of over-the-counter savings bonds on December 31, 2011. In 

aggregate these initiatives will facilitate the ability of the Fiscal Service to achieve the Treasury 

priority goal to Increase Electronic Transactions with the Public to Improve Service, Prevent 

Fraud, and Reduce Costs.

Estimating daily cash balances and debt levels, and managing the Treasury’s daily cash position, 

two mission-essential functions of the Treasury Department, are full-time responsibilities 

performed by the Office of Fiscal Projections (OFP).

 
DO - 21

 Variance between estimated and actual receipts (annual forecast) (%): Each of these 

performance goals are tied to the overall performance measure and determine the overall 

score for TFI as a whole. In FY 2011, TFI exceeded its target of 7.4, achieving a composite 

score of 8.3. TFI attributes this significant performance result to improved customer 

satisfaction among law enforcement agencies and intelligence users and increased policy 

interest in financial actions to address national security threats. TFI adjusted its targets 

upwards to 7.8 and 8.0 in FY 2012 and FY 2013, respectively. TFI will achieve future 

performance level goals by continuing customer outreach, increasing production of 

intelligence products, and implementing IT modernization projects.

3.1.3 – Domestic Finance and Tax Policy Budget and Performance Report and Plan

Dollars in Thousands 

Domestic Finance and Tax Policy Budget Activity

Resource Level FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Enacted Enacted Enacted Enacted Enacted Enacted Enacted Request

 Appropriated Resources $25,376 $24,878 $29,134 $29,942 $44,373 $65,909 $71,451 $70,498

 Reimbursable Resources $3,744 $4,304 $4,261 $4,204 $10,889 $36,160 $31,415 $31,415

Total Resources $29,120 $29,182 $33,395 $34,146 $55,262 $102,069 $102,866 $101,913

Budget Activity Total $29,120 $29,182 $33,395 $34,146 $55,262 $102,069 $102,866 $101,913

Measure FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Actual Actual Actual Actual Actual Actual Target Target

Release Federal GovernmentWide Financial Statements on 

Time 

1.0 1.0 1.0 1.0 1.0 1.0 DISC DISC

Variance between estimated 

and actual receipts (annual 

forecast)(%)

3.9 2.1 4.6 5.5 5.8 4.4 5.0 4.5

Key: DISC - Discontinued and B - Baseline

*The FY 2011 increase is due to the allocation of administrative expenses across all DO programmatic budget 

activities.

3D – Terrorism and Financial Intelligence 

($100,000,000 from direct appropriations, and $18,873,000 from reimbursable resources): 

The Office of Terrorism and Financial Intelligence (TFI) oversees the Department's functions 

that strengthen national security with the goal of safeguarding financial systems against illicit use 

and combating rogue nations, terrorist facilitators, money launderers, drug kingpins, proliferators 

of weapons of mass destruction, and other national security threats. Total resources also include 

the administrative expenses for the TFI program. The goal owner for this budget activity is the 

Undersecretary for Terrorism and Financial Intelligence.
DO - 22

Description of Performance:

In FY 2011, in keeping with its efforts to strengthen national security and protect the world’s 

financial system, the Office of Foreign Assets Control (OFAC) engaged in more than 126 

outreach events in the financial, trade, insurance, and securities industries to raise awareness of 

U.S. sanctions and to ensure compliance with those sanctions by U.S. persons. As part of its 

enforcement activities, the office imposed 14 separate civil penalties totaling nearly $90 million 

for violations of the International Emergency Economic Powers and Trading with the Enemy 

Acts. 

In FY 2011, OFAC continued its goal to stem the flow of resources to weapons of mass 

destruction (WMD) proliferators, terrorists, narcotics traffickers, persons contributing to regional 

violence in Africa and those who support these individuals and groups. In addition, OFAC now 

administers sanctions programs that respond to events in Libya and Syria, and the office plays a 

major role in the President’s strategy to combat organized crime.

Between February and June 2011, Treasury designated 15 individuals who were senior officials 

of the former Gaddafi regime or his family members, and two entities owned or controlled by 

two of Gaddafi’s children. Treasury also identified 44 entities as being owned or controlled by 

the Government of Libya and thus subject to blocking pursuant to Section 2 of Executive Order 

13566. As a result of these designations and identifications, over $37 billion in property and 

interests in property subject to U.S. jurisdiction has been blocked. 

The Office of Terrorist Financing and Financial Crimes (TFFC) serves as the lead or co-chair on 

several international working groups within the Financial Action Task Force (FATF) and FATFstyle regional bodies (FSRB). These working groups have produced valuable guidance and 

reports for identifying and addressing vulnerabilities in the international financial system. This 

international outreach effort promotes financial system standards and safeguards through 

bilateral relationships and multilateral organizations. 

In FY 2011, TFFC participated in or reviewed over 40 mutual evaluations or assessments of 

jurisdictions’ compliance with international anti-money laundering, terrorist financing, and 

counter-terrorist financing (AML/CFT) standards. In FY 2012, TFFC is planning to evaluate or 

review 25 or more mutual evaluations or assessments. Additionally, the office offered training 

and other technical assistance to counterparts abroad working to create effective anti-money 

laundering frameworks and financial regulation and oversight capable of combating terrorist 

finance. 

TFI introduced and began to apply a composite performance measure in FY 2009 to improve the 

assessment of its impact. There are separate components known as performance goals within the 

composite measure that align to each office within TFI -- each component is linked to its overall 

performance goals and the Department’s strategic outcomes. 

Two TFI offices, OFAC and TFFC, share a combined performance goal. OFAC’s mission is to 

administer and enforce economic and trade sanctions based on U.S. foreign policy and national 

security goals, and TFFC serves as the policy and outreach apparatus for TFI on terrorist 

financing, money laundering, financial crime, and sanctions issues. Performance for both of 
DO - 23 

these offices is linked to the following performance through a focus on the impact of policy 

making, outreach and diplomacy, and the impact of economic sanctions: TFI effectively 

employed tools and authorities to further U.S. Government policy objectives and mitigate 

national security threats. 

OIA, TFI’s intelligence office, supports the formulation of policy and execution of Treasury 

authorities by producing expert intelligence analysis and driving collection on support networks 

of terrorists, Weapons of Mass Destruction proliferators, and other key national security threats. 

OIA has two separate performance goals that focus upon the impact of information, intelligence, 

and analysis on senior leadership and the intelligence community. User data surveys are 

conducted with financial intelligence users routinely internally and externally to Treasury to 

gauge the impact and influence that OIA has upon those who use their information. Performance 

for this office is linked to the following two performance goals: Support the formulation of 

Treasury policy and the execution of departmental authorities through all-source analysis of the 

global financial network and Provide Treasury Department decision makers with timely, 

accurate, and relevant intelligence support on the full range of economic, political, and security 

issues. 

 Impact of TFI programs and activities: Each of these performance goals are tied to the 

overall performance measure and determine the overall score for TFI as a whole. In FY 

2011, TFI exceeded its target of 7.4, achieving a composite score of 8.3. TFI attributes this 

significant performance result to improved customer satisfaction among law enforcement 

agencies and intelligence users and increased policy interest in financial actions to address 

national security threats. TFI adjusted its targets upwards to 7.8 and 8.0 in FY 2012 and FY 

2013, respectively. TFI will achieve future performance level goals by continuing customer 

outreach, increasing production of intelligence products, and implementing IT modernization 

projects. 

3.1.4 – Terrorism and Financial Intelligence Budget and Performance Report and Plan 

Dollars in Thousands 

Terrorism and Financial Intelligence Budget Activity

Resource Level FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Enacted Enacted Enacted Enacted Enacted Enacted Enacted Request

 Appropriated Resources $38,238 $43,815 $51,904 $59,222 $63,601 $99,800 $100,000 $100,000

 Reimbursable Resources $2,638 $3,934 $3,866 $4,684 $6,209 $10,621 $18,873 $18,873

Total Resources $40,876 $47,749 $55,770 $63,906 $69,810 $110,421 $118,873 $118,873

Budget Activity Total $40,876 $47,749 $55,770 $63,906 $69,810 $110,421 $118,873 $118,873

Measure FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Actual Actual Actual Actual Actual Actual Target Target

Impact of TFI programs and 

activities 

N/A N/A B 7.81 7.4 7.6 7.8 8

Key: DISC - Discontinued and B - Baseline

*The FY 2011 increase is due to the allocation of administrative expenses across all DO programmatic budget 

activities. 
DO - 24 

3E – Treasury-wide Management and Programs 

($38,140,000 from direct appropriations, and $14,310,000 from reimbursable resources): 

DO’s Treasury-wide Management (TWM) program is focused building a strong institution that is 

dedicated to serving the public’s interest and focused on delivering results. Throughout 

FY 2011, TWM has developed and monitored priority initiatives and projects being carried out 

across various functions, including Management and Budget; Information Technology; 

Accounting and Internal Controls; Procurement; Human Resources; Privacy, Transparency, and 

Records; the Office of Women and Minority Inclusion; and DO Operations. By establishing 

clear goals and priorities, focusing on outcome-oriented results, and following up on individual 

projects and initiatives, TWM has improved customer service delivery, increased transparency 

and accountability, and produced considerable cost savings. The goal owner for this budget 

activity is the Assistant Secretary for Management/Chief Financial Officer. 

Description of Performance: 

Secure, cost effective and high-quality information services. The Treasury Office of the Chief 

Information Officer (OCIO) played a substantive role in the standup of financial reform entities 

resulting from the Dodd-Frank Act. Toward supporting these entities, the OCIO provided the 

information technology (IT) infrastructure services, including fully-managed cloud hosting 

services to host and maintain websites in a cost effective and efficient manner. The OCIO has 

also enhanced the Department’s remote access capabilities, thereby allowing greater flexibility in 

managing its workforce through telework as outlined in the Telework Enhancement Act of 

2010. Additionally, the OCIO has improved its cyber security posture through enhanced 

analytical techniques and technologies that counter advanced internet-based threats. Finally, to 

improve security-related continuous systems monitoring, identify unauthorized hardware and 

software, and ensure effective use of software licenses, the OCIO has implemented an IT asset 

discovery and inventory tool. The OCIO will continue to focus on ending or improving troubled 

projects, delivering functionality more rapidly, and exploiting cloud technology to maximize 

efficiency while lowering operational and systems management costs. 

In October 2010, Treasury launched an Enterprise Content Management (ECM) platform in 

support of a Paperless Treasury and enhancing electronic service delivery to the public. The tool 

will allow for legal holds, records retention, e-discovery, and a complete information 

management system. This platform is being shared with other federal entities, such as 

Department of Health and Human Services, the Federal Labor Relations Authority, and the 

Pension Benefit Guaranty Corporation. This technology has enabled Treasury to achieve 

operational efficiencies, effect backlog reductions, reduce cycle times, and support Treasury’s 

transparency objectives. As a result of implementing the ECM FOIA applications, in FY 2011 

DO realized a 21 percent reduction in the Treasury-wide FOIA backlog, and a 38 percent 

reduction in the Departmental Offices’ FOIA backlog. 

Effective deployment and management of financial resources. For FY 2011, the Department 

received its twelfth consecutive unqualified audit opinion on its Treasury-wide financial 

statement and an unqualified audit opinion on the Office of Financial Stability/TARP financial 

statement. In addition, the Department closed one material weakness at the Departmental level 

(IRS’s Modernization Management Controls and Processes) and made progress resolving the 

three material weaknesses remaining open as of September 30, 2011. Treasury exceeded the 
DO - 25

“percentage of timely completed planned corrective actions” goal for FY 2011 of 90 percent; the 

actual Treasury-wide timeliness rate was 92 percent. 

 Percentage of timely completed planned corrective actions (PCAs): This measures the 

percentage of planned corrective actions completed by the bureaus/offices within Treasury. 

The Departmental Offices and Treasury overall achieved scores of 97.2 percent and 92 

percent respectively, exceeding the Treasury-wide FY 2011 target of 90 percent. 

The Office of the Deputy Assistant Secretary for Management and Budget (DASMB) is 

responsible for strategic planning, budget formulation, management analysis, and operational 

improvement. In FY 2011, DASMB improved the percentage of positive responses on its annual 

customer satisfaction survey. The percentage of respondents who were “satisfied” or “very 

satisfied” increased in all categories in FY 2011 as compared to the previous year: timeliness, 

information clarity/accuracy, professionalism, and contact availability.

Competitive, fair and responsive acquisition. The Office of the Procurement Executive (OPE) 

promotes and measures Treasury’s procurement operations through a broad suite of performance 

metrics designed to facilitate success in acquisition. The Department’s FY 2012 procurement 

goals include increasing acquisition savings by three percent, reducing high risk contracts by 10

percent, and reducing obligations for management support services by 15 percent. This is 

currently projected to save $23 million.

The FY 2012 Small Business Administration statutory goals for Socio-Economic Programs are 

32 percent of bureau dollars to small business, five percent of bureau dollars to small 

disadvantaged businesses, five percent to women-owned businesses, three percent to Historically 

Underutilized Business Zone (HUBZone) businesses, and three percent to service disabled 

veteran-owned small businesses. The FY 2013 targets are projected to be similar.

In FY 2012 and FY 2013, the Department will further strengthen its acquisition workforce 

consistent with its acquisition human capital plan. The Department expects to achieve 70 

percent Federal Acquisition Certification in Contracting (FAC-C). The Department will also 

seek advancement of FAC for Contracting Officer’s Technical Representatives (COTRs). 

FY 2012 performance metrics will place greater emphasis on strategic sourcing of the 

Department’s procurement requirements, improved acquisition planning and customer 

% Amount % Amount

Small Business 28.5% $636,749 34.0% $730,056

Small, Disadvantaged Business 5% $111,710 12.5% $268,244

Women-Owned Small Business 5% $111,710 12.9% $277,393

HUBZone 3% $67,026 3.7% $79,493

Service-Disabled, Veteran-Owned Small Business 3% $67,026 4.08% $87,591

Goal Actual Socio-Economic Category

U.S. Treasury

Small Business Goal Achievements

(dollars in thousands)
DO - 26

satisfaction (to include rate of compliance with established procurement lead times) as well as 

more efficient use of the Department acquisition workforce and knowledge management 

systems. 

Treasury Procurement exceeded both its FY 2010 and FY 2011 OMB-mandated goals for 

acquisition-related savings and reduction of high risk contracting obligations. The Department 

realized $325.9 million in FY 2011 acquisition savings versus its $317.9 million goal and 

cumulative $562.6 million savings versus its $476.4 million goal for FY 2010/2011. Treasury 

recorded an aggregate reduction in FY 2011 high risk contract obligations of 21 percent versus 

its internal goal of ten percent. Treasury reduced FY 2010 high risk contracts by 22.5 percent 

(current as of October 2011) versus the OMB goal of ten percent. 

High performing and diverse workforce. The Deputy Assistant Secretary for Human Resources 

and Chief Human Capital Office (DASHR-CHCO) actively assisted the Office of Personnel 

Management (OPM), the Office of Management and Budget (OMB), and the Equal Employment 

Opportunity Commission (EEOC) in a variety of government-wide projects in FY 2011. This 

includes the National Labor Relations Council and the President’s Management Council; a new

employee performance management accountability framework; SES management and 

performance appraisal reform; establishment of “HR University” as a center for human resources 

education and training; and piloting EEOC’s Federal Information Resource EEO System 

(FIRES) on the OMB Max website.

Working at the Department level in support of Administration initiatives, DASHR-CHCO in FY 

2011 continued to implement the President’s Memorandum on hiring reform. Treasury reduced 

the average time to hire from 146 to 91 days while maintaining same or better manager and 

applicant satisfaction indexes. 

Plans for FY 2012 and FY 2013 include projects to institutionalize effective strategies to build 

employee engagement; implement creative approaches to workforce shaping to sustain high 

performance during periods of budget pressure; adopt and execute a Diversity and Inclusion 

Strategy; apply learning from the establishment of the Human Capital Community to other 

mission-critical occupations; and deploy improved performance management metrics and tools 

to support alignment, coordination, and collaboration among Treasury components to achieve 

Department goals.

A prepared and resilient Treasury organization. With FY 2011 resources, the Office of 

Emergency Programs (OEP) increased the Treasury Operations Center capabilities through 

facilities, staffing, and systems, resulting in improved coordination of situational awareness, 

economic data and intelligence operations for external and internal stakeholders. In addition, 

OEP established Treasury–wide performance measures for emergency management through the 

Emergency Coordinators Council and the newly chartered Treasury Emergency Management 

Team (EMT) and initiated a workforce preparedness campaign.
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3.1.5 – Treasury-wide Management and Programs Budget and Performance Report and 

Plan

Dollars in Thousands 

Treasury-wide Management and Programs Budget Activity

Resource Level FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Enacted Enacted Enacted Enacted Enacted Enacted Enacted Request

 Appropriated Resources $16,031 $16,696 $18,944 $20,157 $27,193 $42,416 $40,441 $38,140

 Reimbursable Resources $2,920 $2,696 $4,295 $13,838 $18,653 $30,700 $14,310 $14,310

Total Resources $18,951 $19,392 $23,239 $33,995 $45,846 $73,116 $54,751 $52,450

Budget Activity Total $18,951 $19,392 $23,239 $33,995 $45,846 $73,116 $54,751 $52,450

Measure FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Actual Actual Actual Actual Actual Actual Target Target

Percentage of timely 

completed Planned Corrective 

Actions (PCAs)

76.0 71.7 82.5 85.6 88.4 92.0 90.0 90.0

Key: DISC - Discontinued and B - Baseline

*The FY 2011 increase is due to the allocation of administrative expenses across all DO programmatic budget 

activities.

Detailed information about each performance measure, including definition, verification and 

validation is available.
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Section 4 – Supplemental Information

4A – Capital Investment Strategy

Information Technology Capital Investments

Meeting Treasury’s mission is dependent on Treasury continuously leveraging information 

technology (IT). With an annual IT budget of well over $3 billion dollars across all bureaus and 

programs, the Department's IT Strategy is focused on increasing the operational efficiency and 

effectiveness of the IT assets. Accordingly, Treasury's IT Strategy is focused on the following 

six goals:

1. Enable an Information Centric Organization. Treasury is developing greater competency and 

capabilities in the analysis and usage of large scale data sets, and leveraging Internet-based 

platforms like Data.Gov, Treasury.Gov and FinancialStability.Gov to ensure all public data 

feeds are readily accessible and in machine readable formats. 

2. Pursue an IT organization that is agile and delivery focused. Increasing the capacity to 

deliver timely and effective solutions, Treasury plans to leverage the IT service capabilities 

across all bureaus and put into place technical capabilities to increase collaboration and 

productivity. Treasury’s data consolidation efforts and investments in collaborative portal 

platforms are two examples.

3. Control and protect Treasury information assets. Security is crucial to Treasury’s mission. 

Two of Treasury’s strategic security objectives include the Department-wide use of 

Homeland Security Presidential Directive 12 (HSPD-12) and Data Loss Prevention. HSPD12 allows only those with the proper credentials to access sensitive business applications and 

networks. The enterprise wide use of Data Loss Prevention tools allows for monitoring and 

preventing the accidental transmission of sensitive information outside of the Department.

4. Provide reliable and robust computing, information and communication services. Treasury 

operates one of the largest civilian wide area networks in the United States. As such, 

Treasury demands a ubiquitous, full featured and cost effective communications service. 

Treasury will continue to provide high performance, elastic, data agnostic services by 

building on the success of the migration in FY 2010 to a common, more cost effective, MultiProtocol Label Switching-based wide area network. 

5. Demonstrate measurable excellence in IT Leadership. The rapid pace of innovation in 

information technology demands a high degree of management rigor if IT investments are to 

be leveraged across an organization. Treasury is revamping IT governance processes to 

ensure that investments such as Data Center Consolidation, Enterprise Content Management, 

IRS Customer Account Data Engine II, and FinCEN's Bank Secrecy Act IT Modernization 

are demonstrably focused on facilitating mission performance. 

6. Make Treasury a place where IT professionals want to work. The success of Treasury IT 

investments is dependent on the ability for Treasury to attract and retain IT talent. In support 

of the OMB’s 25 Point Implementation Plan to Reform Federal IT Management, Treasury is 
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actively developing career paths for IT professionals, particularly those in Program 

Management.

Measuring and Managing our Progress

Using a combination of vehicles including CIO monthly project assessments, Departmental 

quarterly performance review sessions, and the Federal IT Dashboard, Treasury is actively 

monitoring, assessing and managing its key IT investments. Some of the key metrics we are 

using to assess progress against our IT Strategy include: 

 Customer satisfaction

 Adoption rate of collaborative technologies

 Quality

 Accuracy/Timeliness of information

 Percentage IT spend allocated to Operations and Maintenance versus Development, 

Modernization, and Enhancement

Major Information Technology Capital Investments

HR LoB – HR Connect

HR Connect is Treasury’s human resource management enterprise system and an OPM 

approved HR Line of Business (HR LoB). HR Connect provides a web-based solution built 

on PeopleSoft commercial-off-the-shelf (COTS) software, other COTS products, SaaS, and 

internal programs. HR Connect enables Human Capital strategy by providing capabilities 

such as: personnel action processing, payroll management, benefits administration, time and 

attendance, labor distribution, talent and performance management, recruiting and 

onboarding. HR Connect also provides Workforce Analytics and has helped transformed

core back-office HR functions for Treasury and five other agencies.

Treasury Enterprise Identity, Credential and Access Management (TEICAM)

The TEICAM investment consolidates funding for Treasury’s implementation of the 

Homeland Security Presidential Directive (HSPD)-12 and Federal Enterprise Identity, 

Credential and Access Management (FICAM) requirements.

IT Infrastructure End User Systems Support (ITI EUSS)

This investment represents an enterprise view of Departmental Offices (DO) end user 

hardware (desktop, laptop, handheld devices), peripherals (local and shared printers), 

software (operating systems, office automation suites, messaging and groupware), and help 

desks.

IT Infrastructure Mainframes and Server Services and Support (ITI MSSS)

This investment represents an enterprise view of DO’s mainframes and servers, including 

hardware and software operations, licenses, maintenance, back-up, continuity of operations, 

disaster recovery, virtualization, and data center consolidation.
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IT Infrastructure Telecommunications (ITI TSS)

This investment represents an enterprise view of DO's data networks and telecommunications 

hardware and software operations, licenses, maintenance, back-up, continuity of operations, 

and disaster recovery.

Non-Information Technology Capital Investments

The Main Treasury Building and Treasury Annex are the recipients of DO’s major non-IT capital 

investments. The Treasury Building is the oldest departmental building in Washington, and the 

third oldest federally occupied building in Washington, preceded only by the Capitol and the 

White House. The Main Treasury Building covers five stories and a raised basement and sits on 

five acres of ground. The Treasury Building was dedicated as a National Historic Landmark on 

October 18, 1972. The 90-year old Treasury Annex, owned by the Department, is considered an 

American treasure. The building is part of the Lafayette Square National Register Historic 

District. 

A summary of capital investment resources, including major information technology and nontechnology investments is available.