Departmental Offices Salaries and Expenses 

Program Summary by Budget Activity 

Dollars in Thousands 

 FY 2020 FY 2021 FY 2022 FY 2021 to FY 2022 

Budget Activity Operating Plan Operating 

Plan Request $ Change % Change 

Executive Direction $36,775 $37,333 $49,020 $11,687 31.30% 

International Affairs and Economic Policy $52,825 $53,661 $62,827 $9,166 17.08% 

Domestic Finance and Tax Policy $78,153 $79,566 $90,658 $11,092 13.94% 

Treasury-wide Management and Programs $38,279 $39,779 $43,608 $3,829 9.63% 

Committee on Foreign Investment in the 

United States $22,341 $22,661 $24,556 $1,895 8.36% 

Subtotal, Departmental Offices Salaries 

and Expenses $228,373 $233,000 $270,669 $37,669 16.17% 

Offsetting Collections - Reimbursable $10,300 $11,000 $11,000 $0 0.00% 

Transfer from CFIUS Fund $15,000 $15,000 $15,000 $0 0.00% 

Total Program Operating Level $253,673 $259,000 $296,669 $37,669 14.54% 

Direct FTE 638 721 836 97 13.45% 

Reimbursable FTE 39 39 39 18 46.15% 

Total Full-time Equivalents (FTE) 677 760 875 115 15.13% 

Does not include $25M in funding appropriated in FY 2020 for Coronavirus Aid, Relief, and Economic Security (CARES) Act -related SBA 

Loans; reimbursable FTE include FTEs transferred in from CFIUS fund. 

Does not reflect the proposed move of the Office of Consumer Policy from the Executive Direction budget activity to Domestic Finance & Tax 

Policy. 

Summary 

The FY 2022 Budget for Treasury Departmental Offices (DO) Salaries and Expenses (SE) 

provides the necessary resources for the Treasury Department to tackle major issues confronting 

the U.S. economy. Funding is requested to continue to support pandemic response efforts, 

address climate change, income equality and racial equity, and restore the Treasury Department 

staffing levels to support key programs and address other emerging risks. This budget request 

also includes increases for DO’s IT infrastructure, including replacements for servers that have 

reached the end of their lives, and modernization of IT equipment and software that is used daily 

by DO staff. This budget request also transitions Treasury’s fleet management program by 

upgrading to electric vehicles and providing the infrastructure for DO to maintain this posture. 

In addition to requested increases for the Treasury Departmental Offices (DO) Salaries and 

Expenses (SE) account, DO anticipates transferring in and executing $15 million from the 

$20 million request of the Committee on Foreign Investment in the United States (CFIUS) Fund, 

discussed separately. 
Budget Highlights 

Dollars in Thousands 

FTE Amount 

FY 2021 Operating Plan 721 $233,000 

Changes to Base: 

Maintaining Current Levels (MCLs): 0 $6,540 

Pay Annualization (1.0% average pay raise) 0 $349 

Pay Raise (2.7% average pay raise) 0 $3,160 

FERS Contribution Increase 0 $1,163 

Non-Pay 0 $1,868 

Non-Recurring Costs 0 ($4,364) 

Non-Recurring Costs Including CFIUS Infrastructure 

Investments 0 ($4,364) 

Other Adjustments: 2 $0 

FTE Annualization (OMWI and OCDO) 2 $0 

Subtotal Changes to Base 2 $2,176 

FY 2022 Current Services 723 $235,176 

Program Changes: 

Reinvestments 27 $4,364 

Staffing to Support CFIUS Program Growth 27 $4,364 

Program Increases: 86 $31,129 

Departmental Offices Staffing 86 $20,000 

Replacement of End of Life Servers 0 $3,341 

IT Modernization 0 $7,484 

Electric Vehicles and Associated Infrastructure 0 $304 

FY 2022 President's Budget Request 836 $270,669 

Budget Adjustments 

Adjustments to Request 

Maintaining Current Levels (MCLs) ...................................................... +$6,540,000 / +0 FTE 

Pay Annualization (1.0%) +$349,000 / +0 FTE 

Funds are requested for annualization of the January 2021 1.0% average pay raise. 

Pay Raise (2.7% in 2022) +$3,160,000 / +0 FTE 

Funds are requested for a 2.7% federal employee pay raise in January 2022.

FERS Contribution Increase +$1,163,000 / +0 FTE 

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

effective FY 2022.

Non-Pay +$1,868,000 / +0 FTE 

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

equipment. 

 
Non-Recurring Costs ................................................................................. -$4,364,000 / -0 FTE 

Non-Recurring Costs Including CFIUS Infrastructure Investments -$4,364,000 / -0 FTE 

Reduction in DO SE-related non-labor expenses primarily related to the CFIUS program as the 

program finalizes facilities-related investments to support the increase of CFIUS staffing within 

the Treasury complex. 

Other Adjustments ................................................................................................... +$0 / +2 FTE 

FTE Annualization (OMWI and OCDO) +$0 / +2 FTE 

Technical adjustment for Treasury leadership approved staffing increases for the Office of 

Minority and Women Inclusion (OMWI) and Office of the Chief Data Officer (OCDO) related to 

DO’s FY 2021 request. 

One of Treasury’s priorities is to improve the Administration’s ability to support everyday 

Americans by addressing generational issues including income equality and racial equity. The 

Office of Consumer Policy (OCP) plays a crucial role in policy analysis related to these key 

issues. To help further these policy goals, Treasury plans to transfer OCP to Domestic Finance in 

FY 2021. This will centralize Treasury’s resources focused on domestic and consumer policy 

issues and improve Treasury’s ability to provide timely and accurate analyses of these programs 

of national importance. 

Reinvestments ............................................................................................ +$4,364,000 / +27 FTE

Staffing to Support CFIUS Program Growth +$4,364,000 / +27 FTE 

Increase in CFIUS staffing to continue to support anticipated program growth. Funding will 

come from redirecting non-labor spending. 

Program Increases ................................................................................. +$31,129,000 / +86 FTE 

Departmental Offices (DO) Staffing +$20,000,000 / +86 FTE

This funding request seeks to provide Treasury’s policy offices with baseline staffing levels 

needed support the core Treasury mission and the Secretary’s priorities. Over the past four 

years, DO’s policy-related staffing levels were reduced by a total of 11 percent. The Department 

is critically understaffed in key Treasury offices that are the nexus for the Department’s response 

to economic crises and programs of national importance. 

Treasury requests $20 million to fund 86 positions in order to carry out Treasury’s mission and 

support key Administration priorities, including 1) responding effectively to the pandemic and 

supporting robust economic recovery; 2) addressing the threat of climate change; 3) addressing 

income inequality and ensuring racial equity; 4) reinforcing the United States’ position on the 

world stage. This request also provides funding policy and oversight functions within DO that 

have seen outsized workload growth due to of unfunded mandates placed upon the Department. 

These priorities represent generational challenges confronting the American people. The United 

States Government has already taken historic action to confront the pandemic, and Treasury is 

faced with an uphill battle to help analyze and advise on economic recovery efforts. Key among 

these is ensuring that the pandemic does not result in major setbacks for everyday Americans. 

Treasury will play a key role in understanding these issues, specifically with respect to how they 

impact income equality and racial equity. Likewise, the climate crisis is a top issue confronting 

U.S. national security and foreign policy. This funding will restore Treasury’s ability to monitor, 
assess, and advocate for key U.S. government priorities in international settings in a manner that 

ensures global efforts support U.S. objectives and achieve congruence between domestic and 

international efforts. Finally, this request funds key programs that have seen a significant uptick 

in requirements. This includes management of the 1332 waiver program for the Affordable Care 

Act, analyses of countervailing duties in coordination with the Department of Commerce, and 

ongoing research related to infrastructure, housing, retirement security, digital assets, national 

security, and education and student loans 

Replacement of End of Life Servers +$3,341,000 / +0 FTE 

This funding represents DO SE’s portion of a larger project to replace servers that have now 

reached their end of life. April 2021 marks one year that DO’s workforce has been in a remote 

work environment due to the coronavirus pandemic. The challenges, weaknesses, and 

vulnerabilities of DO’s current infrastructure have been magnified in a way that may not have 

been apparent previously. Over the past several months, several of DO’s servers have reached 

their end of life, and over 120 additional servers will reach end of life by FY 2022. DO 

conducted several comprehensive studies to review its existing server infrastructure and 

application base. These assessments analyzed DO applications and workloads to determine their 

cloud suitability. Factors considered included: 

1) Suitability for migration to a cloud environment (i.e. whether the workload is elastic or if its 

migration presents any security concerns) 

2) Readiness to move to the cloud (i.e. understanding whether any remediation is required prior 

to migration), and 

3) Level of complexity (i.e. criticality of the business processes supported) 

If these servers are allowed to reach end of life, key IT infrastructure responsible for housing the 

data of vital programs used by every DO employee (e.g., email and virtual desktops), as well as 

data for critical national security programs, will be put at risk of failure or breach. 

IT Modernization +$7,484,000 / +0 FTE 

This funding represents DO SE’s portion of a larger project to modernize critical equipment and 

software that supports the DO workforce’s fundamental IT needs. This request would restore 

DO IT through key investments, including: 

1) End user equipment refreshes and enhancements to support a sustained telework 

posture. Many end user computing devices have reached the end of their useful life and 

require lifecycle replacement. Without a meaningful refresh, end user devices will fail, 

which will have an impact on staff productivity and ultimately impact Treasury’s ability to 

deliver on its mission. 

2) Redesign of Treasury’s intranet to improve user experience, site navigation, search 

capabilities and information architecture. DO has identified challenges with the current 

construct which impair users’ ability to find the information that they are looking for in a 

quick and easy way. DO intends to re-design and continuously improve its intranet to 

improve its usability, including by functionalities to accelerate actions and reduce complexity 

which are projected to decrease the time to initiate actions by >20 percent while having a 

correlating productivity impact. 

3) Modernization of legacy applications/enhancement of existing applications. DO has a 

definitive need to retire legacy applications built on aged technologies to reduce 
cybersecurity risk, standardize low-code platform adoption, and realize operational 

efficiencies through common systems. DO has identified technology gaps and business 

process automation opportunities which will be prioritized for modernization to shift staff 

focus from low to high value work. 

4) Migration to managed remote access and remote desktop. DO’s current remote access and 

virtual desktop infrastructure were designed a decade ago and were intended to support 

traveling staff as well as a small number of episodic telecommuters. While hardware has 

been occasionally refreshed over the years, the underlying architecture has not changed over 

the past decade. A migration to a managed remote access and virtual desktop infrastructure 

will provide DO with added resiliency, demand elasticity, and scalability which does not 

exist in our current posture.

Electric Vehicles and Associated Infrastructure +$304,000 / +0 FTE 

Following the lead from Executive Order (E.O.) 14008, “Tackling the Climate Crises at Home 

and Abroad”, the U.S. Department of the Treasury joins in the Administration’s priority to 

develop a comprehensive plan to create good jobs and stimulate clean energy industries by 

revitalizing the Federal Government’s sustainability efforts. This includes Treasury’s 

commitment to use all available procurement authorities to augment its Department-wide fleet 

management program with a continued focus on the purchase and/or leasing of electric vehicles 

(EV) and its essential infrastructure. The planned resources will help Treasury comply with the 

requirements set forth by E.O. 14008 and reduce the carbon footprint of emissions into the 

atmosphere by acquiring an updated fleet of zero-emissions vehicles that can support mission 

operations. 

Legislative Proposals 

Departmental Offices Salaries and Expenses has no legislative proposals. 

Performance Highlights 

 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 

Budget Activity Performance Measure Actual Actual Actual Target Target 

International Affairs and 

Economic Policy OTA - Program Engagement 3.8 3.8 3.3 3.6 3.6 

Treasury-wide Management and 

Programs 

Treasury-wide Leaders Lead 

Index of the Federal Employee 

Viewpoint Survey (FEVS) 

56 58 65 65 67 

Treasury-wide Management and 

Programs 

Percent of Procurement Dollars 

Spent on Small Business 42.63 40.4 46.14 36 40 

Description of Performance 

Office of Technical Assistance (OTA) Program Engagement (Traction): 

Measures the degree to which foreign counterparts are engaging proactively and constructively 

with OTA advisors, at the working and policy levels. Counterpart engagement is both a key 

outcome of OTA efforts to structure and execute effective technical assistance projects that 

support host country ownership. The result for FY 2020 is 3.3, a reduction of 0.5 from the FY 
2019 result and a reduction of 0.3 from the FY 2020 target of 3.6. This result reflects the 

challenges of achieving and maintaining traction with foreign counterparts during the COVID-19 

pandemic, which forced OTA to provide assistance remotely, instead of engaging with 

counterparts in-person per OTA’s typical approach for providing technical assistance. 

Treasury-wide “Leaders Lead” Index of Federal Employee Viewpoint Survey (FEVS): 

Treasury set the goal to increase the “Leaders Lead” index above FY 2019 results. Treasury’s 

score for the Leaders Lead Index increased from 58 percent in FY 2019 to 65 percent in 

FY 2020, reaching the OPM established 65 percent benchmark for an organizational strength. 

Treasury’s score in FY 2020 exceeded the government-wide average by 3 and the average score 

for very large agencies by 4 percent. Targets are 65 percent for FY 2021 and 67 percent for 

FY 2022. 

Percentage of Procurement Dollars Spent on Small Business: 

Based on preliminary data in FY 2020, Treasury met or exceeded four out of five small business 

prime contracting goals. Treasury did not meet its Historically Under-utilized Zone (HUBZone) 

small business goal. Treasury did not meet four out of five small business subcontracting goals. 

All Treasury bureaus were included in the Small Business Goaling Report, with no exclusions. 

The FY 2020 overall small business goal in FY 2020 was set for 39.0 percent, and Treasury 

exceeded the goal at 46.14 percent. The FY 2021 small business goal is set at 36 percent and the 

tentative target for FY 2022 is 40 percent. One overarching challenge in FY 2020 to meet the 

HUBZone small business goal was that Treasury had competing priorities: 1) OMB’s directive to 

utilize Category Management principles and Best-in-Class (BIC) contracts to leverage existing 

government-wide contracting vehicles, where there is a lack of sufficient HUBZone small 

business firms available for use, and 2) the COVID-19 pandemic contracting response, where 

there are not enough HUBZone small businesses with capabilities that meet the COVID-19 

requirements. Particularly noteworthy is that Treasury far exceeded the small business 

contracting goals for the following socioeconomic groups: 

 Small and Disadvantaged Business – goal 5.0 percent, achieved 8.9 percent; 

 Women Owned Small Business – goal 5.0 percent, achieved 9.1 percent; and 

 Service-Disabled Veteran Owned Small Business – goal 3.0 percent, achieved 3.2 percent. 

Treasury did not meet the small business contracting goal for the following socioeconomic 

group: 

 Historically Under-utilized Zone (HUBZone) Small Business – goal 3.0 percent, achieved 

2.5 percent.