Departmental Offices

FY 2018

Capital Investment Plan
For BY 2018, Treasury guidance requires five years of investment data for major IT investments 

as part of the IT Business Case submission process. Treasury “cybersecurity and compliance” 

IT investments and non-major IT investments must report only three years of data as part of the 

Department’s IT Portfolio Summary. This will result in some variability in the presentation of 

out-year cost estimates in this document.

Investment Name: Department-wide Cybersecurity Program

Type of Investment: Major IT Investment

Description:

Provides leadership of Treasury-wide Cyber-security initiatives. Provides shared network 

defense and incident response capabilities.

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

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 0.00 1.31 10.95 31.92 N/A N/A N/A N/A 44.18

O&M Costs 0.00 14.79 14.59 38.73 N/A N/A N/A N/A 68.11

Total Costs 0.00 16.10 25.54 70.65 N/A N/A N/A N/A 112.29

Number of 

FTE 0.00 31.00 53.00 66.00 N/A N/A N/A N/A 150.00

*This table has been updated since the FY 2017 / BY 2018 Budget Submission to reflect the assumption that 20 percent of FY 2017 the 

Cybersecurity Enhancement Account (CEA) appropriation will be obligated in FY 2017, 60 percent will be obligated in FY 2018, and 20 percent 

will be obligated in FY 2019. 

Summary of Purpose, Goals, and Benefits: 

The Department-wide Cybersecurity Program provides leadership and oversight for the offices 

and bureaus across Treasury in all aspects of cybersecurity. The program is responsible for 

ensuring implementation of the Federal Information Security Modernization Act (FISMA) of 

2014 as well as other federal laws and guidance related to cybersecurity. The program also 

provides central coordination and reporting on cybersecurity metrics and programs to external 

agencies, and set Treasury cybersecurity policy. The Department-wide Cybersecurity program 

also provide departmental situational awareness of cybersecurity incidents and coordinates 

response to intrusion activity. The program also serves as the lead in implementing the Treasury 

Cybersecurity Strategy.

Return on Investment: 

This investment reduces the likelihood that Treasury experiences a damaging cybersecurity 

incident by deploying shared perimeter defenses in a cost-effective manner. The program also 

facilitates consistent standards across the Department by maintaining Department-wide 

cybersecurity policy, disseminates best practices, and providing leadership on high priority 

initiatives. In FY 2017 the program anticipates an increase in funding from the Cybersecurity 
Enhancement Account (CEA). Through the CEA the Department-wide Cybersecurity Program 

will invest in high-impact Department-wide initiatives to improve shared defenses and incident 

response capabilities.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: This is the main investment supporting Treasury's execution of and 

compliance with the Federal Information Security Modernization Act of 2014 at a Department 

level.

Audit Finding or Material Weakness: A summary of recommendations from GAO-16-686 is 

below.

1. Define the CISO's role for ensuring that subordinate security plans are documented for the 

department's information systems.

2. Define the CISO's role for ensuring that all users receive information security awareness 

training.

3. Define the CISO's role for ensuring that security controls are tested periodically.

4. Define the CISO's role for ensuring that plans and procedures are in place to ensure recovery 

and continued operations of the department's information systems in the event of a disruption.

5. Define the CISO's role for ensuring that personnel with significant security responsibilities 

receive appropriate training.

6. Define the CISO's role for oversight of security for information systems that are operated by 

contractors on the department's behalf.

7. Define the CISO's role in the periodic authorization of the department's information systems.

Accomplishments and Future Objectives: 

In FY 2016 this investment successfully led to achieving Maturity Level 2 on the President's 

Management Council cybersecurity scorecard. The investment has contributed to Treasury's 

success in defending against cyber adversaries, and provides leadership and direction in closing 

high-impact vulnerabilities such as the Heartbleed vulnerability. In the future the program seeks 

to bolster shared network defenses and response capabilities, and validate the protections 

surrounding High Value Assets across the Department.

Details of Useful Life Period: 

Year the investment began: 2005

End Year of the current planning cycle: 2050

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

Circular A-131.: This investment represents the Department-wide cybersecurity program. While 

certain shared defenses are a part of the investment, the investment itself does not lend itself to 

lifecycle model management.
Performance Evaluation and Metrics: 

Metric 

Description

Performance 

Measurement 

Category Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

*Treasury will work with OMB to select performance measures for this new account.
Investment Name: DO Cybersecurity Program (previous name was DO LAN Cyber Security 

Improvements)

Type of Investment: Major IT Investment

Description:

The DO Cybersecurity program is focused on improving the security posture of the DO IT 

environment, sensitive systems, services, and automated data. It provides management and 

oversight of security for the DO IT environment.

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

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 0.00 1.58 0.09 0.00 N/A N/A N/A N/A 1.67

O&M Costs 0.00 5.76 4.89 4.56 N/A N/A N/A N/A 15.21

Total Costs 0.00 7.35 4.98 4.56 N/A N/A N/A N/A 16.89

Number of 

FTE 0.00 17.00 18.00 18.00 N/A N/A N/A N/A 53.00

Summary of Purpose, Goals, and Benefits: 

DO LAN Cyber Security Improvement program is focused on improving the security posture the 

DO LAN, sensitive systems, services, and automated data. It also drives the Department to 

improve performance in meeting Government-wide security requirements.

Return on Investment: 

This investment facilitates consistent standards across DO by maintaining bureau cybersecurity 

policy, disseminates best practices, and provides leadership on cybersecurity initiatives and 

policy In FY 2017 the program anticipates an increase in funding from the Cybersecurity 

Enhancement Account (CEA). Through the CEA the DO Cybersecurity Program will invest in 

high-impact initiatives for enterprise information systems to improve defenses and incident 

response capabilities.

Accomplishments and Future Objectives: 

In FY 2016 this investment successfully supported Treasury achieving Maturity Level 2 on the 

President's Management Council cybersecurity scorecard. In the future the program seeks to 

grow its operational capabilities to aid DO's mission by delivering effective cybersecurity 

protections for mission and business critical systems.

Details of Useful Life Period: 

Year the investment began: 2005

End Year of the current planning cycle: 2050

Description of why the investment is not consistent with life cycle model defined in OMB 
Circular A-131.: This is a program rather than a system investment. It is ongoing rather than 

having a lifecycle.
Investment Name: DO IT Infrastructure End User Systems and Support (ITI EUSS)

Type of Investment: Major IT Investment

Description:

This investment is an enterprise view of DO's end user hardware (desktop, laptop, and PDAs), 

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

support services. It includes operation of the DO Help Desk.

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

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 24.04 0.00 0.00 0.00 0.00 0.00 0.00 0.00 24.04

O&M Costs 63.92 12.83 10.20 9.29 9.48 9.67 9.87 10.06 135.31

Total Costs 87.96 12.83 10.20 9.29 9.48 9.67 9.87 10.06 159.35

Number of 

FTE 103.00 23.00 10.00 10.00 10.00 10.00 10.00 10.00 186.00

Summary of Purpose, Goals, and Benefits: 

Our workforce is heavily dependent on information technology to provide Treasury services. As 

employees become increasingly mobile, key data and services must be available to them 

regardless of their location. DO IT EUSS must ensure successful IT operations to support this 

evolving workforce. IT operations today face demands for equivalent levels of service across 

multiple modes of delivery. The same individual often must have access to IT services from their 

office, home, and while mobile. This expanded access to IT services by each individual 

consumes significant resources and must be planned for as we look to the future of Treasury's IT 

infrastructure.

Return on Investment: 

EUSS is a service provider program, not a revenue generating program. The return on investment 

is qualitative and measure in the services it provides to its customer base, not quantitative as in 

the normal ROI definition.

The EUSS major investment supports the ACIO for Enterprise Infrastructure Operations 

Services. This program consists of agency funding and Shared Services funding that satisfies the 

information technology needs of a large customer base. The funding sources for EUSS provides 

for the administration of the IT infrastructure including personal computers, laptops, personal 

digital assistants, peripheral equipment, and the local area network infrastructure. Administration 

consists of providing all necessary personnel to fully and completely administer these systems; 

acquiring all hardware and software systems; inventory and asset management; installation; 

configuration; documentation; troubleshooting; backup and recovery; and continuity of 

operations (COOP). Administrative tasks include, but are not limited to hardware, software, and 

peripheral evaluation; testing, installation, configuration, upgrading, and troubleshooting; 
operating system installation and configuration; application software installation and 

configuration; respond to, troubleshoot, and resolve issues routed from the Service Desk; 

network connectivity; asset management; troubleshooting and repair; software and hardware 

upgrades; media sanitization; excess equipment management; evaluating, testing, and upgrading 

hardware and software in accordance with DO policies and procedures; data backups and 

restores; and testing and deploying current patches, anti-virus software and definitions.

Requirements/ Benefits/ Mandates: 

Agency Strategic Plan / Annual Performance Plan: Department of Treasury 2014 to 2017 

Strategic Plan.

The Department of the Treasury's Strategic Plan for Fiscal Years 2014 - 2017 collectively 

represents our goals and strategies for the diverse activities that enable the Department to 

effectively steward the nation's finances, promote economic and job opportunities, strengthen 

national security and achieve organizational excellence.

Accomplishments and Future Objectives: 

Retire fat-clients in favor of thin-clients accessing data through Virtual Private Networks (VPN).

Details of Useful Life Period: 

Year the investment began: 1970

End Year of the current planning cycle: 2023

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

Circular A-131.: A traditional lifecycle for this investment does not exist.
Performance Evaluation and Metrics: 

Metric 

Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Percentage 

turnover for 

service desk staff.

Financial 

Performance Under target Annual Percent 10.00 26.70 09/30/2016

Percentage of calls 

to service desk 

answered within 

60 seconds of

initiation

Customer 

Satisfaction 

(Results)

Over target Monthly Percent 85.00 76.00 03/31/2017

Percentage of 

phone calls to 

service desk 

resolved during 

initial contact

Strategic and 

Business Results Over target Monthly Percent 80.00 80.00 03/31/2017

Percentage of 

service desk 

tickets closed 

within 72 hours of 

resolution

Strategic and 

Business Results Over target Monthly Percent 90.00 90.00 03/31/2017

Percentage of 

system patches and 

updates applied 

that have 

documentation

Strategic and 

Business Results Over target Monthly Percent 95.00 95.00 03/31/2017
Investment Name: DO IT Infrastructure Mainframes and Servers Services and Support (ITI 

MSSS)

Type of Investment: Major IT Investment

Description:

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.

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

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 13.20 0.00 0.00 0.00 0.00 0.00 0.00 0.00 13.20

O&M Costs 67.82 10.23 10.61 9.78 9.97 10.18 10.38 10.58 139.55

Total Costs 81.02 10.23 10.61 9.78 9.97 10.18 10.38 10.58 152.75

Number of 

FTE 120.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 253.00

Summary of Purpose, Goals, and Benefits: 

This investment depicts the cost of maintenance and development of the Treasury headquarters 

IT systems, which deliver sophisticated and critical operational and financial solutions essential 

to the management of the nation's financial markets. In the view of the Treasury Department's 

overall infrastructure operations, DO IT MSSS has played an important role as the foundation of 

Treasury commodity IT solutions and provided the opportunity for IT optimization. Key service 

customers are the Financial Services Industry, the Federal Government, and Treasury 

Headquarters employees.

Return on Investment: 

MSSS is a service provider program, not a revenue generating program. The Return on 

Investment is qualitative and is measured by the services it provides to its customer base, not 

quantitative as in the normal ROI definition.

The MSSS Major Investment supports the ACIO for Enterprise Infrastructure Operations 

Services. This program consists of agency funding and shared services funding that satisfies the 

information technology needs of a large customer base. The funding sources for MSSS provides 

for the data center operations and administration services associated with the provisioning and 

day-to-day management of the installed systems and software environment. Data center 

operations services encompass major hardware and infrastructure software platforms including 

mainframes, server platforms, databases, application servers, operating systems, IP-based 

networks, and remote access services. Data center operations management requires a highly 

skilled IT staff equipped with an appropriate suite of automated tools to manage increasing 

service demands, data growth, migration to virtualized platforms and rising energy and operating 
costs. Operational modes also include business continuity, disaster recovery, demand planning, 

and preparedness to ensure business resilience and agility. Changing business demands require 

an agile IT infrastructure that can rapidly transform the data center from an IT expenditure into a 

value-based business service capability. Data center management provides coverage of systems, 

IT security, business continuity, and disaster recovery.

The Department of the Treasury defines data center operations as the centralized support of 

information technology equipment, resources, and the underlying physical infrastructure along 

with the processes and organizational structure required to establish an IT operating 

environment. Data center operations has responsibility for the full support of the enterprise 

systems including problem determination, reporting and escalation, operating system upgrades, 

change control, version management, backup, recovery, capacity planning, performance tuning, 

system level scripting, storage and data management, physical asset identification, protection, 

and security management.

Requirements/ Benefits/ Mandates: 

Agency Strategic Plan / Annual Performance Plan: The Department of the Treasury FY 2014 -

2017 Strategic Plan

The Department of the Treasury FY 2014 - 2017 Strategic Plan collectively represents our goals 

and strategies for the diverse activities that enable the Department to effectively steward the 

nation's finances, promote economic and job opportunities, strengthen national security and 

achieve organizational excellence.

Accomplishments and Future Objectives: 

Migrate EBS, EDM, Office of Financial Stability (OFS), Office of Financial Research (OFR), 

and other Main Treasury infrastructure to Memphis Computing Center starting with ECM 

infrastructure currently hosted at Qwest.

Details of Useful Life Period: 

Year the investment began: 1970

End Year of the current planning cycle: 2023

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

Circular A-131.: Cost models are investments based.
Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Security Patches and fixes for 

mainframes and 

servers:Deploy patch or 

within 30 days of release of 

fix. In cases of an urgent 

system vulnerability, patch or 

fix is installed as so as it is 

available from vendor or 

responsible party.

Strategic and 

Business 

Results

Over target Monthly Percent 

(%) 97.00 97.00 03/31/2017

Uptime for Mainframes, 

servers, and network 

equipment: This metric 

ensures that DO mainframes 

and server assets are up 

99.99% of the time each day 

except during scheduled 

maintenance.

Strategic and 

Business 

Results

Over target Monthly Percent 

(%) 99.99 99.99 03/31/2017

Disaster Recovery/Continuity 

of Operations (COOP):Ensure 

that Primary Mission 

Essential Functions (PMEFs) 

continue to be performed 

during a wide range of 

emergencies, including 

localized acts of nature, 

accidents and technological or 

attack-related emergencies.

Strategic and 

Business 

Results

Over target Quarterly Percent 

(%) 97.00 97.00 03/31/2017

Customer Experience

Customer 

Satisfaction 

(Results)

Over target Monthly Percent 

%) 97.00 97.00 03/31/2017

Server refresh: Refresh 

activities completed. 

Performance Objective = 

Number of servers refreshed 

with OS/ Total number of 

servers.

Financial 

Performance Over target Monthly Percent 95.00 95.00 03/31/2017
Investment Name: HR LoB - HR Connect

Type of Investment: Major IT Investment

Description:

HR Connect is a Human Resources enterprise system. It is a web-based solution built on 

PeopleSoft software. HR Connect transforms core back-office HR functions, moving them from 

a processing-centric capability to a strategic-centric capability.

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

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 45.39 9.36 3.42 3.71 3.49 3.56 3.63 3.71 76.28

O&M Costs 531.21 43.40 45.47 40.03 41.91 42.75 43.60 44.47 832.85

Total Costs 576.60 52.76 48.90 43.74 45.40 46.31 47.24 48.18 909.13

Number of 

FTE 369.50 76.00 80.00 76.00 80.00 80.00 80.00 80.00 921.50

Summary of Purpose, Goals, and Benefits: 

HR Connect is Treasury's enterprise human resources system. It is one of five federal OPM HR 

Lines of Business providing HR services to the federal government. HR Connect is based on a 

combination of (a) web-based solution built on PeopleSoft commercial-off-the-shelf (COTS) 

software, (b) Software as a Service (Saas) platforms (e.g. Talent Management and Career 

Connector) and (c) internally developed applications (e.g. Entrance on Duty System). HR 

Connect transforms core back-office HR functions, moving them from a processing-centric 

capability to a strategic-centric capability enabled through its commercial software underpinning. 

Additionally, self-service components of the software fundamentally transform the standard 

government HR service delivery model, putting additional information, services and processes 

(i.e., personal data, position management, requests for personnel action, recruitment, reporting, 

etc.) directly in the hands of managers and employees.

HR Connect supports the common HR Line of Business processes and provides core HR 

functionality that is interoperable, portable and scalable. This shared solution provides automated 

systems that are configurable to the individual organizations' needs while providing a single 

solution across the Department and federal landscape. HR Connect's core functions include: 

Personnel Action Processing, Managing Payroll, Administering Benefits, Time and Attendance 

and Labor Distribution. By enabling the retirement of legacy systems and automating and 

streamlining many aspects of human resources, HR Connect facilitates increased efficiency and 

overall productivity for its customers. HR Connect is the system used by all Treasury bureaus 

and several other government agencies (over 22 entities) with over 200,000 employees and 

contractors in total.

Return on Investment: 

The return on investment (ROI) for HR Connect is 140%, which is based on cost-benefits 
calculations for new HR Connect customers. The Department of Labor calculated in FY 2013 

$93 million in cost savings in avoidance over six years based on not maintaining and operating 

independent systems. USAID calculated it would save $22 million in cost savings over four 

years by transitioning from a mostly paper-based system to HR Connect. The Department of 

Commerce calculated that it would save over $50 million over four years by transitioning from a 

paper-based process to HR Connect.

HR Connect also provides an excellent value for the federal government as it expands its 

customer base. HR Connect's functional and technical HR and payroll expertise provide value to 

its new and existing customers, who are able to thereby focus more on their core competencies 

and goals. While EBS will always strive to reduce costs through efficiency, performance 

optimization and customer satisfaction delivery are the key drivers for program mission success.

Requirements/ Benefits/ Mandates: 

Presidential Priority: 2004 President's Management Agenda.

Other Requirement: HR Connect is one of five HR Lines of Business designated by the Office 

of Personnel Management. All federal agencies are required to migrate to one of these systems.

Accomplishments and Future Objectives: 

The Treasury Shared Service Center (TSSC) will continue to scale and expand HR Connect 

products and services to new federal agencies. 

In FY 2017, the Treasury Shared Service Center completed implementations of new customers, 

including:

(a) Department of Commerce Components, 

(b) PeopleSoft Upgrade.

In FY 2017 and beyond TSSC will deploy new customers as they emerge and will continue to 

provide capabilities to enable its customers' missions.

Details of Useful Life Period: 

Year the investment began: 2001

End Year of the current planning cycle: 2030

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

Circular A-131.: As one of OPM's four designated HR Lines of Business, HR Connect's central 

mission is to provide on-going Human Capital services to agencies within the federal 

government. Therefore, there is no defined end date to this program. 

The alternatives analysis was conducted on the premise that HR Connect is a "going concern" 

and should only stay in operation as long as it provides the best value to the government.
Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

System availability 

not including 

scheduled 

maintenance

Strategic and 

Business 

Results

Over target Quarterly % 99.00 99.96 03/31/2017

Helpdesk 

availability by phone 

or email during 

business operating 

hours

Customer 

Satisfaction 

(Results)

Over target Quarterly % 99.00 99.00 03/31/2017

Percent of critical 

and high severity 

tickets resolved at 

the tier 2 level 

within 14 calendar 

days of being 

opened.

Strategic and 

Business 

Results

Over target Quarterly % 85.00 100.00 03/31/2017

Automated 

identification, 

collection, and 

validation of HRC 

hardware inventory 

including virtual 

machines.

Strategic and 

Business 

Results

Over target Monthly % 90.00 90.00 03/30/2017

Percentage of 

inbound and 

outbound interface 

files delivered 

and/or made 

available to other 

SSCs in accordance 

with the established 

schedule.

Financial 

Performance Over target Quarterly % 90.00 97.80 03/31/2017
Investment Name: Treasury Enterprise Identity, Credential and Access Management 

(TEICAM)

Type of Investment: Major IT Investment

Description:

The Treasury Enterprise Identity, Credential and Access Management (TEICAM), formerly 

submitted as EIdM, consolidates funding of Treasury implementing the Homeland Security 

Presidential Directive- (HSPD) 12, E-Auth, and Federal PKI initiatives.

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

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 201.77 7.16 53.15 21.84 28.46 28.46 28.46 28.46 397.76

O&M Costs 172.54 24.69 37.20 40.80 53.13 53.13 53.13 53.13 487.75

Total Costs 374.31 31.85 90.35 62.64 81.59 81.59 81.59 81.59 885.50

Number of 

FTE 508.00 35.00 56.00 56.00 56.00 56.00 56.00 56.00 879.00

Summary of Purpose, Goals, and Benefits: 

The TEICAM Business Case consolidates funding of Treasury implementing the Homeland 

Security Presidential Directive (HSPD)-12 and Federal Enterprise Identity, Credential & Access 

Management (FICAM) requirements. The initial Treasury EIdM E-300 was submitted in 

September 2007, mainly focusing on PIV (personal identity verification) card enrollment & 

issuance per the requirements of HSPD-12. It also captured some bureau specific access 

management tasks with limited collaboration. In November 2009, the FICAM was released 

providing a common framework for strategically implementing identity management across all 

Federal agencies. The performance gap identified by the FICAM guidance and PIV card usage 

goals is what TEICAM addresses. This investment supports the target vision of, "One Treasury 

One Card" to provide universal access. The TEICAM phased implementation provides all of 

Treasury: 

-trusted identity processes;

-increased security (by decreasing data breaches and trust violations);

-compliance with laws, regulations and standards;

-improved interoperability;

-elimination of redundant processes.

Early on in FY 2011-FY2015 Treasury/TEICAM established and accomplished many goals in 

PIV card issuance, physical access, logical access, data synchronization, enterprise single signon, federation, and PIV required for both privileged and unprivileged users. These goals have 

helped the Department align with the required FICAM goals. 

Additionally, TEICAM has updated & planned for the following investment goals:

1) Plan, design & implement an Enterprise Federation capability across Treasury and its partners 
in FY15-FY17.

2) Plan, design, & implement a Treasury-wide Visitor Management System for physical access 

in FY15-FY17.

3) Plan, design and implement an Enterprise Derived Credential issuance capability to support 

authentication to Treasury services/infrastructure from mobile devices across Treasury in FY16-

FY18.

4) Plan and design an Enterprise Identity Management System approach to support provisioning 

and de-provisioning needs across Treasury.

To increase cost-saving, the Department utilizes interagency resources to authenticate users, 

synchronize data, and US ACCESS to procure and maintain enterprise-wide compliant PIV 

credentials. As a mixed life-cycle investment, the TEICAM Operations and Maintenance tasks 

include all OMB reporting.

Return on Investment: 

The TEICAM investment program provides a consolidated view of identity management 

activities across Treasury. TEICAM will provide Treasury a standard for secure and reliable 

forms of identification and facilitate secure and timely access to information systems and 

facilities.

Key benefits realized with the implementation of TEICAM solutions:

* Enhanced Security

* Increased Data Accuracy

* Reduced costs, all data flows through central connection

* Trusted identity process - Single Authoritative Identity Source for employees & contractors

* Enable Logical Access Controls (LACS) utilizing PIV credentials

* Elimination of redundant processes

* Improved efficiency & productivity through automated & streamlined PIV lifecycle processes -

PIV Card Available on day one.

Requirements/ Benefits/ Mandates: 

Other Requirement: 

http://www.idmanagement.gov/documents/PIV_IO_NonFed_Issuers_May2009.pdf.

http://www.whitehouse.gov/assets/documents/Cyberspace_Policy_Review_final.pdf.

http://www.gao.gov/new.items/d09701t.pdf.

http://www.gao.gov/new.items/d0549.pdf.

http://www.gao.gov/new.items/d06612.pdf.

http://www.cio.gov/fpkia/.

Accomplishments and Future Objectives: 

Planned objectives and accomplishments include maintaining 90% card issuance; making 

progress in PACS to meet 100% PACS rollout; as part of the Cyber Sprint, Treasury has 

achieved 100% PIV require privileged account access and 92% PIV required unprivileged access 

(100% is to be achieved by August 31, 2015); the Treasury Enterprise SSO infrastructure was 

completed at the end of FY14 and six Treasury Enterprise Applications have been integrated 

with four more being targeted in FY16; deploying a derived credential solution and visitor 

management system.
Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Eligible 

employees/contractors/affiliates 

who have been issued PIV 

cards, maintain above 95% 

issuance.

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 95.00 98.00 03/31/2017

Percentage of Treasury 

facilities (Nationwide) that 

have been upgraded with

HSPD-12 compliant Physical 

Access Controls (PACS). 

Percentage will show variance 

between target and actuals.

Strategic and 

Business 

Results

Over target Monthly

Percent 

variance 

from 

target

65.00 65.00 03/31/2017

Cost of Treasury PIV Card 

Renewals. Quarterly reporting 

towards meeting Treasury's 

annual target cost of 

Financial 

Performance Under target Quarterly

Percent 

variance 

from 

target

50.00 48.90 03/31/2017

Percentage of Treasury's 

system administrators 

REQUIRED to access their 

associated privileged accounts 

via the PIV card, maintain 

above 95%. (LOCAL ONLY)

Strategic and 

Business 

Results

Over target Quarterly Percentage 99.00 100.00 03/31/2017

Percentage of PIV REQUIRED 

card holders using the PIV card 

for remote unprivileged 

network access.

Strategic and 

Business 

Results

Over target Quarterly Percentage 85.00 82.00 03/31/2017
Investment Name: Treasury IT Infrastructure Telecommunications (TNET)

Type of Investment: Major IT Investment

Description:

Treasury TSS supports Treasury's mission and its programs by maintaining a cohesive enterprise 

network architecture that fosters secure, reliable, trusted and cost-effective data, internet, voice 

and video communications, supporting all Treasury Bureaus.

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

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 4.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.75

O&M Costs 190.71 61.59 65.87 69.34 70.73 72.14 73.59 75.06 679.04

Total Costs 195.46 61.59 65.87 69.34 70.73 72.14 73.59 75.06 683.79

Number of 

FTE 61.00 10.00 11.00 11.00 11.00 11.00 11.00 11.00 137.00

Summary of Purpose, Goals, and Benefits: 

The Treasury Network (TNet) provides a secure enterprise voice, video and data wide area 

network that connects authorized domestic and international government facilities across the US, 

the US territories, and at select US Embassies via the State Department's network. TNet Wide 

Area Network (WAN) service is a cost effective enterprise network supporting Bureau business 

needs and enabling Agency technological initiatives, such as Data Center Consolidation and 

Mobile Treasury.

-A common architecture and security baseline for enterprise services and IT security controls; 

-A shared interchange point through DHS Trusted Internet Connection Access Point (TICAP) 

between Bureaus and the public Internet; 

-An agency wide multiple protocol labeling standard (MPLS) virtual private network (VPN) with 

Dynamic Multipoint Virtual private network(DMVPN) overlay

-A variety of private line, managed internet, managed trusted internet and other non MPLS 

telecommunication related services obtained under the TNET task order of the GSA Networks 

contract

-A 24x7 Help Desk support and a common set of Service Level Agreements (SLA);

-Oversight and governance of Treasury telecommunications program management and 

engineering services; and,

Ensure telecommunications policy and compliance in accordance with Treasury, DHS and OMB 

mandates.

The TNet PMO also provides Telecommunications policy, oversight and leads compliance for 

telecommunications related issues overall, for the Department. Examples of this include policy, 

implementation, oversight and compliance for OMB M-08-05 "Implementation of Trusted 

Internet Connections", OMB M-08-23 "Securing the Federal Government's Domain Name 
System Infrastructure", OMB M-11-24 "Implementing Executive Order 13571 on Streamlining 

Service Delivery and Improving Customer Service" , and similar Executive Office, OMB and 

Federal CIO guidance and oversight.

Return on Investment: 

TNET is a service provider program, not a revenue generating program. The return on 

investment is qualitative and is measured in the services it provides to its customer base, not 

quantitative as in the normal ROI definition. TNET is the base system which all Treasury 

information systems rely on for enterprise data connectivity and services. Thus, this investment 

has an impact all Treasury systems. 

The TNET major investment supports the ACIO for Enterprise Infrastructure Operations 

Services and all Treasury systems. This Investment consists of agency funding for shared and 

bureau specific services and funding from the Treasury Franchise Fund (TFF) that satisfies the 

information technology needs of a large customer base.

Requirements/ Benefits/ Mandates: 

Agency Strategic Plan / Annual Performance Plan: The Department of the Treasury's Strategic 

Plan for Fiscal Years 2014 - 2017 collectively represents our goals and strategies for the diverse 

activities that enable the Department to effectively steward the nation's finances, promote 

economic and job opportunities, strengthen national security and achieve organizational 

excellence.

Accomplishments and Future Objectives: 

Consolidated infrastructure and network traffic within data center facilities to optimize 

performance of all devices and reduce barriers to adoption of Wi-Fi communication in Federal 

facilities.

Details of Useful Life Period: 

Year the investment began: 1970

End Year of the current planning cycle: 2023

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

Circular A-131.: A traditional lifecycle for this investment does not exist.
Performance Evaluation and Metrics: 

Metric 

Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Internet Access 

Availability: 

Percent Available 

= [Minutes in 

Period - Minutes 

when Internet 

Access is not 

accessible / 

[Minutes in Period]

Strategic and 

Business 

Results

Over target Monthly Percentage 

(%) 98.00 99.96 03/31/2017

Average Time To 

Restore (personnel 

dispatch not 

required)

Customer 

Satisfaction 

(Results)

Under target Monthly Hours 4.00 1.79 03/31/2017

Invoice Error Rate 

= Invoice Error 

SLA is an 

aggregate SLA for 

all TNet MPLS 

charges across all 

individual invoices

Strategic and 

Business 

Results

Over target Monthly Percentage 

(%) 98.00 97.76 03/31/2017

Cost per Mbps = 

actual cost of 

access bandwidth 

available for use 

measured in dollars

Financial 

Performance Under target Annual Dollars (S) 130.00 110.17 11/16/2016

Network Service 

Availability = 

(Percent Available 

= [Minutes in 

Period - Minutes 

when Network 

Service is not 

accessible / 

[Minutes in Period]

Strategic and 

Business 

Results

Over target Monthly Percentage 

(%) 99.99 100.00 03/31/2017
Investment Name: Main Treasury Building and Freedman's Bank Building

Type of Investment: Major Non-IT Investment

Description:

Absent full funding to perform a complete repair and renovation of these historical buildings, 

Treasury is utilizing available and requested funding to correct life safety and code issues, reduce 

building systems risk, and maintain the buildings.

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

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 0.00 0.65 2.00 4.43 19.64 10.00 20.00 39.44 96.15

O&M Costs 1.23 0.00 0.00 2.00 2.00 2.00 2.00 2.00 11.23

Total Costs 1.23 0.65 2.00 6.43 21.64 12.00 22.00 41.44 107.37

Number of 

FTE 0.00 0.00 0.00 0.00 N/A N/A N/A N/A N/A

Summary of Purpose, Goals, and Benefits: 

Absent full funding to perform a complete repair and renovation of these historical buildings, 

Treasury is utilizing available and requested funding to correct life safety and code compliance 

issues, reduce building systems risk by upgrading a number of outdated systems, and bring both 

facilities into alignment with current building standards. These investments are being done with 

the expectation that were Treasury to pursue a full renovation and modernization, recent 

investments could be largely retained, achieving cost savings over the long term.

Return on Investment: 

While impossible to determine a ROI, continual upkeep of government owned buildings is 

crucial to protecting the interest of the public and provide useful life.

Accomplishments and Future Objectives: 

For the prior year FY 2016, Treasury awarded a contract for repairs to the South Plaza to correct 

deterioration to the paver stones and underlying setting bed that is causing an unstable walking 

surface that is a hazard to employees and could cause serious injury. It is anticipated to be 

completed in FY 2018.

For the current year FY 2017, Treasury plans to address building systems risk, life safety and 

code issues, and deferred maintenance in both the Main Treasury Building and the Freedman's 

Bank Building. 

For the budget year FY 2018, Treasury plans to award a contract to replace the Main Treasury 

Building roof which has exceeded its life expectancy, correct select life safety and code 

deficiencies in the Freedman's Bank Building, and address deferred maintenance work in both 
buildings. There exists the probability of more costly interior repairs due to water damage if the 

Main Treasury Building roof replacement does not proceed.

Details of Useful Life Period: 

Year the investment began: 1972

End Year of the current planning cycle: 2072

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

Circular A-131.: N/A.
Investment Name: Treasury DO Vehicle Fleet

Type of Investment: Non-Major Non-IT Investment

Description:

Departmental Office's vehicle fleet.

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

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 0.00 0.00 0.00 N/A N/A N/A N/A N/A 0.00

O&M Costs 0.00 0.00 0.22 N/A N/A N/A N/A N/A 0.22

Total Costs 0.00 0.00 0.22 N/A N/A N/A N/A N/A 0.22

Number of 

FTE 0.00 0.00 0.00 0.00 N/A N/A N/A N/A N/A

Summary of Purpose, Goals, and Benefits: 

DO owns and operates four government vehicles stationed abroad in Mexico City, Mexico and 

Bogota, Colombia. The vehicles, two 2011 Toyota Land Cruisers, one 2006 Jeep Grand 

Cherokee and one 2009 Yukon Denali are utilized by Office of Foreign Assets Control (OFAC) 

employees performing a wide range of essential agency missions. With the exception of the 2006 

Jeep Grand Cherokee, the vehicles are all well within acceptable mileage utilization rate.

Return on Investment: 

While impossible to determine a return on investment (ROI), continual use and upkeep of 

government vehicles is crucial to protecting the interest of the American public and providing 

safety and security to DO employees while they achieve their missions.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: N/A

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments and Future Objectives: 

In FY 2016, the bureau has established an optimal fleet by taking into consideration the use of 

public transportation abroad versus the costs associated with budgeting for gas, maintenance for 

owned and leased vehicles. 

For FY 2017, in accordance with EO 13693, DO plans to conduct a vehicle allocation 

methodology (VAM) to ensure the four vehicles are still needed. Based on the current utilization 

rate, DO plans to continue to utilize three of the vehicles (two Land Cruisers and one Yukon 
Denali) and conduct an analysis to determine if the 2006 Grand Cherokee vehicle will be 

replaced. The 2006 Grand Cherokee has over 145,111 miles. The estimated cost to replace the 

2006 Grand Cherokee is $217K.

For FY 2018, DO plans to conduct a VAM on all assigned vehicles. Based on the current 

utilization rate, DO plans to continue utilizing all assigned vehicles and does not expect to 

replace or eliminate any of the four vehicles.

For FY 2019, DO plans to conduct a VAM on all assigned vehicles. Based on the current 

utilization rate, DO plans to continue utilizing all assigned vehicles and does not expect to 

replace or eliminate any of the four vehicles.

For FY 2020, DO plans to conduct a VAM on all assigned vehicles. Based on the current 

utilization rate, DO plans to continue utilizing all assigned vehicles and does not expect to 

replace or eliminate any of the four vehicles.