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Overview

Mission Statement

The Department-wide Systems and Capital Investments Program (DSCIP) is authorized to be 

used by or on behalf of the Treasury Department’s bureaus, at the Secretary’s discretion, to 

improve infrastructure, modernize business processes and increase efficiency through technology 

investments.

Program Summary by Budget Activity

Dollars in Thousands

Appropriation FY 2010 FY 2011 FY 2012 FY 2010 to FY 2012

Enacted Annualized

CR Level

Request $ Change % Change

 Department-wide Systems and Capital Investments Program $9,544 $9,544 $0 ($9,544) (100.0%)

Total Appropriated Resources $9,544 $9,544 $0 ($9,544) (100.0%)

Total FTE - - - - -

FY 2012 Priorities

• To continue the program management and initial deployment of the Department-wide 

Enterprise Content Management (ECM) Program

• To implement the government-wide expansion of common solutions for processing 

financial transactions through the Financial Innovation and Transformation Program

• To correct life and safety issues and reduce building systems risks by upgrading a number 

of outdated systems, and to complete energy efficiency upgrades to the Treasury Annex 

Building
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Table of Contents

Overview........................................................................................................................................ 1

Mission Statement....................................................................................................................... 1

Program Summary by Budget Activity....................................................................................... 1

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

1A – Description of Bureau Vision and Priorities ...................................................................... 3

1B – Program History and Future Outlook ................................................................................. 3

Section 2 – Budget Adjustments and Appropriation Language............................................... 6

2.1 – Budget Adjustments Table ................................................................................................. 6

2A – Budget Increases and Decreases Description..................................................................... 6

2.2 – Operating Levels Table ...................................................................................................... 7

2.3 – Appropriations Detail Table............................................................................................... 8

2B – Appropriations Language and Explanation of Changes..................................................... 8

2C – Legislative Proposals.......................................................................................................... 8

Section 3 – Budget and Performance Plan ................................................................................. 9

3.1 – Budget by Strategic Outcome ............................................................................................ 9
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Section 1 – Purpose

1A – Description of Bureau Vision and Priorities

DSCIP funding is authorized to be used by or on behalf of Treasury Department bureaus, at the 

Secretary’s discretion, to modernize business processes and increase efficiency through 

technology investments. 

Top Priorities for FY 2012

The Department is currently implementing a number of key investments further outlined below. 

These programs will allow Treasury to efficiently and effectively execute its role as the steward 

of U.S. economic and financial systems, and as an influential participant in the global economy. 

Current investments include:

Enterprise Content Management (ECM) – Treasury set in motion an initiative to reduce 

paper-based processes and transactions. The ECM program is an essential element of this 

initiative and makes it possible for Treasury to have a standardized approach to modernizing 

paper-based business processes. Prior years’ funding will allow the program to continue to 

enhance mission effectiveness. Once fully implemented, ECM implementation savings will 

reduce total cost of ownership by promoting economies of scale and enable all Treasury bureaus 

to progress toward a paperless environment.

Financial Innovation and Transformation (FIT) – Treasury continues to support the Office of 

Financial Innovation and Transformation’s development of government-wide solutions for 

processing financial transactions. Through the FIT program, Treasury is working to resolve the 

disparate financial methods used by government agencies by developing a standard electronic 

invoicing platform and intra-governmental transaction processing. FIT’s work comes at a critical 

time as agencies are looking for a better solution and current procedures for conducting financial 

transactions are inefficient, fragmented, and expensive.

Treasury Annex Repair and Renovation – Treasury is fixing life safety issues, upgrading a 

number of outdated systems, and replacing inefficient, single paned windows, which will make 

the building more energy efficient.

1B – Program History and Future Outlook

In previous years, the Treasury Department has utilized DSCIP to fund enhancements of the 

Treasury Secure Data Network; meet Department wireless communications requirements;

upgrade the capabilities of the Treasury Foreign Intelligence Network and the infrastructure for 

Treasury’s Back-up Disaster Recovery Capacity; and to develop Treasury’s automated Personnel 

System, HR Connect. Additionally, DSCIP funding has strengthened Treasury’s Cyber Security 

program, allowing the Department to approve performance in meeting the requirements of the 

Federal Information Security Management Act (FISMA) and other government-wide security 

initiatives. Current modernization and capital investments include Enterprise Content 

Management, Financial Innovation and Transformation, and upgrading and repairing the 

Treasury Annex.
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During FY 2010, Treasury transformed its ECM strategy from the initial large-scale approach to 

a lean-scaled approach that will produce faster, more cost-efficient results. The scope of the 

ECM effort now provides for a Basic Content Services (BCS) technology platform, foundational 

requirements (Records Management, Center of Excellence, and Training) and business 

functionality (to include Correspondence Tracking, Freedom of Information Act (FOIA)/ eDiscovery, Evidence Management, Collaboration, Case Management, and Paper Reduction) that 

will be scaled across Treasury organizations. 

In FY 2010 the department used DSCIP funds to conduct an independent industry assessment 

that resulted in the transformation strategy and award of multiple contracts to develop and deploy 

the BCS platform, establish these foundational requirements and initial business functionalities. 

Continuing through FY2012, Treasury will use its remaining ECM funding to complete 

development and deployment of the remaining business capabilities. Bureau and office content 

management needs will be continually reviewed for provisioning on the technologically evolving 

ECM platform, and existing systems that continue to possess useful life will be analyzed for 

eventual migration and/or retirement.

Treasury will also use DSCIP funds, subject to 2011 appropriations, to implement new financial 

management solutions through the Financial Innovation and Transformation (FIT) Program. FIT 

will create a web-based common platform for transaction processing and financial report 

production. These systems will streamline financial reporting and eliminate the many layers of 

unnecessary complexity within current reporting systems. Current financial systems require 

agencies to build and maintain multiple systems. This new program will create options that will 

allow agencies to perform essential financial transaction processing, such as invoice processing, 

within a single source. These automated solutions would be web-based; require automated data 

and payments; have complete financial information; enable agencies and customers to append

data; provide performance information; and, as appropriate, provide public access to information. 

DSCIP funding has been used in the repair and renovation of Treasury’s historic Annex. The 

Annex building was constructed from 1917 to 1919 and is a Treasury owned facility located the 

Lafayette Square National Register Historic District across from the Main Treasury building.

The building is physically linked by a sub-grade pedestrian tunnel to the Main Treasury building, 

and together these buildings provide the work environment and infrastructure required to support 

the mission of the Department of the Treasury.

Previous funding supported various major building repairs and replacements, including 

emergency generator, fire alarm system, sprinkler system, & new electrical service, along with a 

reserve for potential emergency repairs. Funding has also supported a number of smaller projects 

needed to keep building systems functional. These include repairs to the building steam station 

to correct leaks, replacement of a hot water heater, repairs to failed air conditioning and air 

handling units, repair of a failed steam condensate return, and several repair efforts due to 

elevator failures. 

The Department uses DSCIP funds to make investments necessary to facilitate achievement of 

Treasury’s four strategic goals:
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• Effectively manage U.S. government finances

• Ensure U.S. and world economies perform at full economic potential

• Prevent terrorism and promote the nation’s security through strengthened international 

financial systems

• Ensure management and organizational excellence
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Section 2 – Budget Adjustments and Appropriation Language

2.1 – Budget Adjustments Table

Dollars in Thousands

Department-wide Systems and Capital Investments Program FTE Amount

FY 2010 Enacted - $9,544

FY 2011 Annualized CR Level - $9,544

Changes to Base:

Adjustment to Reach Policy Level: - $12,456

Adjustment to Reach FY 2011 President's Policy - $12,456

Non-Recurring Costs: - ($22,000)

Zero Base DSCIP - ($22,000)

Subtotal FY 2012 Changes to Base - ($9,544)

Total FY 2012 Base - $0

Total FY 2012 Request - $0

2A – Budget Increases and Decreases Description

Adjustment to Reach Policy Level .........................................................+$12,456,000 / +0 FTE

Adjustment to Reach FY 2011 President's Policy +$12,456,000 / +0 FTE 

Adjustment from the FY 2011 Annualized Continuing Resolution (CR) Rate to reach the FY 

2011 President’s Policy Level. The President’s Policy Level is equal to the FY 2011 President’s 

Budget as adjusted for the proposed pay freeze.

Non-Recurring Costs ...............................................................................-$22,000,000 / +0 FTE

Zero Base DSCIP -$22,000,000 / +0 FTE 

DSCIP appropriations are one-time funding and do not recur.
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2.2 – Operating Levels Table

Dollars in Thousands

Department-wide Systems and 

Capital Investments Program

FY 2010

Enacted

FY 2011

Annualized CR 

Level

Proposed 

Reprogram

mings

FY 2011

Proposed Operating 

Level

FY 2012 

Request

FTE - - - - -

Object Classification

25.1 - Advisory and assistance 

services $5,000 $5,000 $0 $5,000 $0

32 - Land and structures $4,544 $4,544 $0 $4,544 $0

Total Budget Authority $9,544 $9,544 $0 $9,544 $0

Budget Activities

Department-wide Systems and Capital 

Investments Program $9,544 $9,544 $0 $9,544 $0

Total Budget Authority $9,544 $9,544 $0 $9,544 $0
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2.3 – Appropriations Detail Table

Dollars in Thousands

FTE AMOUNT FTE AMOUNT FTE AMOUNT FTE AMOUNT FTE AMOUNT

Appropriated Resources:

Investment Programs 0 $9,544 0 $9,544 0 $9,544 0 $0 0.00% -100.00%

Subtotal New Appropriated Resources 0 $9,544 0 $9,544 0 $9,544 0 $0 0.00% -100.00%

Other Resources:

Subtotal Other Resources 0 $0 0 $0 0 $0 0 $0 0.00% 0.00%

Total Resources Available for Obligation 0 $9,544 0 $9,544 0 $9,544 0 $0 0.00% -100.00%

Resources Available for Obligation FY 2010 

Obligations

FY 2010 

Enacted

 FY 2011 

Annualized 

CR Level

FY 2012 

Request

% Change 

FY 2010 to 

FY 2012

2B – Appropriations Language and Explanation of Changes 

No appropriation is requested for DSCIP in FY 2012.

2C – Legislative Proposals

DSCIP has no legislative proposals in FY 2012.
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Section 3 – Budget and Performance Plan

This table lists all FY 2012 resources by strategic goal, objective and outcome outlined in the FY 

2007-2012 Treasury Department Strategic Plan. The Treasury Strategic Plan provides a 

description of what the agency intends to accomplish over the next five years.

For detailed information about the FY 2007-2012 Treasury Strategic Plan, please go to: 

http://www.treasury.gov/about/budget-performance/strategic-plan/Pages/index.aspx

3.1 – Budget by Strategic Outcome

Dollars in Thousands

Treasury Strategic Outcome FY 2010 

Enacted

FY 2011 

Annualized 

CR Level

FY 2012 

Request

% Change

FY10 to FY12

 Removed or reduced threats to national security from 

terrorism, proliferation of weapons of mass destruction, 

drug trafficking and other criminal activity on the part of 

rogue regimes, individuals, and their support networks 2,000 2,000 - -100.00%

 A citizen-centered, results-oriented and strategically 

aligned organization 4,544 4,544 - -100.00%

 Safer and more transparent U.S. and international 

financial systems 3,000 3,000 - -100.00%

Total $9,544 $9,544 $0 -100.00%

3A - Department-wide Systems and Capital Investments Program (No funding): The 

purpose of DSCIP funds is to modernize business processes and increase efficiencies through 

capital investment. All of the DSCIP efforts provide tangible benefits in their specific areas to 

produce an improved overall IT and work environment for the Department of the Treasury. The 

following section describes what the Treasury Department expects to accomplish with the 

DSCIP funding and the specific benefits each program will provide at the completion of FY 

2012.

Enterprise Content Management – ECM encourages critical information sharing in support of 

the counter-terrorism, law enforcement, financial stability, and regulatory responsibilities of the 

Treasury Department. ECM will support Treasury's IT goals by reducing the cost of 

infrastructure operations and increasing bureau productivity and collaboration. The enterprisewide approach will provide the technology foundation and core capabilities to ensure that all 

Treasury ECM efforts map to consistent standards, are aligned with related government-wide 

initiatives, and leverage tools, technologies, licenses, standards, processes, lessons learned, and 

commonalities in requirements among Departmental components, thereby achieving economies 

of scale and efficiencies in information sharing. Positive results will be achieved in the following 

business areas that are aligned with the Treasury’s and the Administration’s priorities for IT 

investments: 

Transparency – Through ECM Treasury will be able to process FOIA requests from taxpayers 

and businesses with a faster turnaround time. The majority of the processing time is currently 
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dedicated to manual searches for both paper and scanned documents and to review and redaction 

processes that are manually and paper intensive. Instituting automated workflows and 

establishing records repositories that are compliant with federal regulations will streamline the 

processes for reviewers and attorneys and make the results more readily available to the public.

Litigation Efficiencies through Paper Reduction – Implementing a NARA/DOD 5015.2 

compliant database will allow Treasury to store official records electronically, rather than just in 

paper form. The ECM Program will ensure compliance with regulations, eliminate the time spent 

filing and copying paper documents, and automate the workflow process. The paper intensity of 

the current workflow process not only involves human resources, but also requires storage space 

to warehouse multiple working copies and originals of cases.

Collaboration in Sanctions Programs – Applications for exceptions to sanctions (an instrument 

of national security and economic power) are currently handled via paper processes. This laborintensive process delays sanction licensing and has the potential to adversely impact U.S. foreign 

policy. With a public-facing, customer-driven licensing application for specific programs, the 

sanctions process would become electronic, thus reducing licensing time, improving

relationships with external stakeholders (e.g., the Commerce and State Departments), and 

fostering transparency, accountability, and effectiveness in sanctions processing.

Intelligence Reform and Terrorism Prevention - Law Enforcement – Implementation of ECM 

will provide the information infrastructure to comply with the Intelligence Reform and Terrorism 

Prevention Act, Section 1016(e) requirement by facilitating information sharing between 

Treasury, federal agencies, and foreign partners using industry and government standards.

End-User Benefits – End-user benefits include time savings and increases to productivity, 

allowing Treasury employees to focus on their core business activities. Information sharing will 

be improved, and accessibility to information will be expedited by providing online access to 

information that was formerly available only on paper, microfilm, or microfiche. ECM will 

achieve greater organizational accountability by: improved control over documents and 

document-oriented processes; security over document access and modification; reliable and 

accurate audit trails; reduction of paper handling, storage, lost documents, and error-prone 

manual processes.

Performance outcomes to be achieved include:

• Faster production of documents/responses to requesters

• Achieve “green” + operational efficiency goals through paperless environment

• Increase information sharing, utilization, and transparency with outside partners

• Enable electronic collaboration w/in Treasury

• Reduce total cost of ownership of document-centric IT

There are a number of benefits to the bureaus and government at large to be realized:

• Enhanced security for records and documents

• Improved regulatory compliance

• Improved data collection and quality

• Improved information sharing
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• Quicker and more accurate management reporting

• Development of Treasury-wide standards for enterprise content management

Financial Innovation and Transformation Program – The FIT program is to be a catalyst in 

the transformation of Federal financial management by identifying, testing, and facilitating the 

development and deployment of innovative, common, and cost effective solutions that improve 

data quality and create efficiencies.

The FIT office has begun to improve Federal financial management in three areas: 

1. By developing a centralized solution for capturing and processing electronic invoices for 

payment; 

2. Through reducing intra-governmental differences using a centralized solution for 

processing and settling intra-governmental orders; and,

3. By increasing the transparency of payment information.

Positive results will be achieved in the following business areas that are aligned with the 

priorities of the Treasury and the Administration for IT investments: 

Improved Data Quality & Transparency – FIT, in partnership with Treasury’s Financial 

Management Service, will create a repository of payment information (the “data mart”) that links 

agency payment data with Treasury disbursement data. This initiative comes at a critical moment 

when the demands placed on agencies for reliable data and greater transparency has never been 

greater. With disbursement information coming directly from Treasury’s central accounting 

systems, the data repository will serve as the central authoritative source for payment 

information. A critical success factor for implementation is the creation of standard definitions 

for payment data in the Federal Government. FIT will work closely with Federal agencies to 

establish these standards as part of a broader initiative to standardize financial terms and 

definitions across the Federal government. 

Cost Savings – The Federal government spends hundreds of millions of dollars annually by 

keying in information that it could receive electronically. Further, manual processes erode the 

quality of the information and cost more because they are prone to human error. FIT is 

spearheading this program to automate the process of receiving and processing vendor invoices 

for payment and the process of performing intra-governmental business between two Federal 

agencies. FIT is facilitating the planning, design, and implementation of an electronic invoicing 

solution based on solutions available within the Federal government today or deployed

successfully in the private sector. In addition, FIT will assist in standing up an intragovernmental transaction processing solution that will automate a process that currently requires 

agencies to invest scarce resources in reconciling accounting differences that cumulatively total 

billions of dollars annually.

Performance will be measured by assessing the costs and performance of the government’s 

current financial management. Expected results are:

• Reduced costs and elimination of duplicative efforts

• Streamlined processes between vendors and government agencies

• Improvements in agency and government-wide financial data
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• Financial reports that support policy making and management decision making

• Transparency of information

3.2.1 Department-wide Systems and Capital Investments Program Budget and 

Performance Plan

Department-wide Systems and Capital Investments Program Budget Activity

Resource Level FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

Obligated Obligated Enacted Annualized CR 

Level

Request

 Appropriated Resources $10,546 $26,975 $9,544 $9,544 $0

 Reimbursable Resources $0 $0 $0 $0 $0

Total Resources $10,546 $26,975 $9,544 $9,544 $0

Budget Activity Total $10,546 $26,975 $9,544 $9,544 $0

For detailed information about each performance measure, including definition, verification and 

validation, please go to: http://www.treasury.gov/offices/management/dcfo/accountabilityreports/