Fiscal Service

Capital Investment Plan

FY 2017
2

Bureau: Fiscal Service

Investment Name: Agency Accounting Services (AAS)

Type of Investment: Major IT Investment

Description:

AAS is a collection of the Oracle e-Business Suite, PRISM and WebTA systems. This 

investment serves as the core system for providing administrative support to agencies 

subscribed to Fiscal Service's Federal Shared Service Provider offerings.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 25.01 0.03 7.19 6.56 6.64 6.72 0.00 0.00 52.15

Total DME funding 0.03 7.19 6.56 13.78

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 74.83 20.36 14.87 14.98 15.08 15.19 0.00 0.00 155.31

Total O&M funding 20.36 14.87 14.98 50.21

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 99.84 20.39 22.06 21.54 21.72 21.91 0.00 0.00 207.46

Total Gov FTE Cost 53.07 9.25 7.98 8.14 8.30 8.46 0.00 0.00 95.19

Number of FTE represented by costs 0.00 67.70 84.31 84.31 84.31 84.31 0.00 0.00 404.94

Summary of Purpose, Goals, and Benefits: 

AAS is the renamed investment of Federal Franchise Administrative Services (FFAS). It is 

supported by Oracle e-Business Suite, PRISM and WebTA systems. This investment serves as 

the core system for providing administrative support to agencies subscribed to Fiscal Service's 

Shared Service Provider (FSSP) offerings. The use of a common platform and utilization of 

common resources eliminates duplication of effort leading to cost reduction and increased 

efficiencies within the federal government. The system enables financial management of budget 

execution, purchasing, accounts payable, accounts receivable, disbursements, fixed assets, 

project accounting, inventory and order management, and employee time and attendance data. 

Revenue enhancement will occur through economies of scale as new customers are added to 

this platform. There are no dependencies between this investment and other investments. 

Continuing initiatives include the implementation of business intelligence tools (Oracle 

Analytics/Hyperion) to provide better reporting capabilities for our customers. We will continue to 

evaluate potential upgrades within the shared instance and manufacturing instance within 

Oracle for future implementation.

Return on Investment: 

The organization is able to function as a federal shared service provider. The organization uses 

a common platform and utilizes common resources in order to eliminate duplication of efforts 

across government agencies. This can lead to cost reductions and increased efficiencies across 

the federal Government. It also allows agencies to focus on their core missions. The 5 year 

Return on Investment is 25.75 percent.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: OMB M-13-08.
3

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: The investment implements and 

promotes the shared-service model for financial management across government. This supports 

Treasury's Strategic Objective 3.1, “Improve the efficiency and transparency of federal financial 

management and government-wide accounting” and Treasury's Strategic Objective 5.3, 

“Promote efficient use of resources through shared services, strategic sourcing, streamlined 

business processes, and accountability".

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments and Future Objectives: 

Business needs were reassessed during the FY 2015 costing exercise, which moved the 

majority of the planned 2015 DME into future year. This change resulted in the following 

initiatives for FY 2015, FY 2016 and FY 2017:

2015:

- Maintain efficient operations of current systems (such as Oracle and PRISM).

2016: 

- Implement Service-Oriented Architecture (SOA) to streamline application connections resulting 

in reduced interface development time, allow real time processing of transactional data between 

systems, and create more flexibility to interface with customers' third-party applications.

2017:

- Continue with the implementation of SOA as well as data warehousing and development & 

implementation of data analytic and Business Intelligence tools.

Details of Useful Life Period: 

Year the investment began: 1999

End Year of the current planning cycle: 2022

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

Circular A-131.: N/A.

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 of monthly closings within 

three days Financial Performance Over target Monthly Percentage 100.00 100.00 12/31/2015

Average call response time (seconds) for 

system support

Customer Satisfaction 

(Results) Under target Monthly Seconds 10.00 7.50 12/31/2015

Percentage of system availability for the 

month

Strategic and Business 

Results Over target Monthly Percentage 99.00 99.98 12/31/2015

Percentage of financial system audits 

resulting in no material weaknesses for 

Public Debt

Strategic and Business 

Results Over target Monthly Percentage 95.00 100.00 12/31/2015

Percentage of help desk tickets closed 

within 60 minutes of being logged

Strategic and Business 

Results Over target Monthly Percentage 50.00 66.29 12/31/2015

Investment Name: Automated Standard Application for Payments (ASAP)

Type of Investment: Major IT Investment
4

Description:

ASAP is a recipient-initiated electronic payment and information system used to make federal 

grant payments issued by federal agencies and reimbursements to financial agents for financial 

services on behalf of the government for debit cards program.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 77.22 4.42 4.60 4.81 5.22 2.85 0.00 0.00 99.13

Total DME funding 4.42 4.60 4.81 13.83

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 78.72 4.13 2.93 2.87 2.96 2.14 0.00 0.00 93.74

Total O&M funding 4.13 2.93 2.87 9.92

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 155.94 8.54 7.53 7.68 8.18 5.00 0.00 0.00 192.87

Total Gov FTE Cost 23.83 1.51 1.62 1.66 1.72 1.78 0.00 0.00 32.11

Number of FTE represented by costs 246.50 12.50 12.63 12.63 12.63 12.63 0.00 0.00 309.52

Summary of Purpose, Goals, and Benefits: 

Consistent with the Fiscal Service and Treasury missions, ASAP is a recipient-initiated 

electronic payment and information system used to make: federal grant payments; 

reimbursements to financial agents for services performed on behalf of the government; and 

make EBT disbursements to states. It is a shared service provider. The Federal Reserve Bank, 

Treasury's fiscal agent (12 U.S.C. 391), develops and operates ASAP under Fiscal Services' 

direction. For FY 2015, ASAP had 14,000+ users and made payments totaling $571 billion -

20% of all Fiscal Service payments in dollars. 

Primary beneficiaries of the investment include states, Financial Institutions, universities, nonand for-profit organizations, Indian tribal organizations, Federal Program Agencies (FPAs) and 

the Fiscal Service. As stakeholders, users receive direct benefit from using the system for 

payment and/or reporting/information services. 

ASAP supports the Fiscal Service, Treasury, and user FPAs' abilities to exercise sound financial 

management practices and controls. ASAP's primary function is to make payments 

electronically via automated clearing house (ACH) and Fedwire. Its real-time interface with 

these systems provides next-day and same-day payments to recipients as well as provides 

immediate financial information to recipients, FPAs and Treasury, to enable informed decision 

making.

ASAP supports grant payment needs of FPAs through account management features that 

address federal cash management regulations such as the Cash Management Improvement Act 

of 1990, Debt Collection Improvement Act of 1996, and Public Law 106-107 (Federal Financial 

Assistance Management Improvement Act of 1999). FPAs streamline the administration of grant 

payment processing by using ASAP's business processes and cash management functions. 

ASAP was selected by the Chief Financial Officer (CFO) Council as one of two approved grant 

payment systems. Design efficiencies and robust functionality eliminates the need for redundant 

payment systems.
5

ASAP management is dedicated to CPIC best practices, ensuring effective use of taxpayer 

dollars. An earned value management system is used to measure the project performance and 

certified project managers employ sound practices to manage development, production, and 

control activities.

Return on Investment: 

ASAPs 5-year rate of return is 10.40 percent. The following benefits noted are derived from an 

Alternative Analysis/Cost Benefit Analysis (AA/CBA) performed in 2014. The investment is 

planning to conduct another AA/CBA in FY 2018.

1) Time saved due to ASAP program office and FRB functions rolled into ASAP.gov - achieved

2) Streamlined problem diagnosis / system process - ongoing through FY 2018 

3) Alignment with Treasury's enterprise architecture - ongoing

4) Elimination of duplicative FPA payment systems - achieved

5) O&M savings - ongoing

6) Customer satisfaction - ongoing

7) Repurpose development resources - ongoing

Qualitative benefits:

1) ASAP remains operational and processes payment transactions timely and accurately.

2) Support personnel have access to people and processes to support development and 

operational activities.

3) Accessible by technical support and external systems to perform business functions.

4) Security protocols appropriately protect sensitive information from access by unauthorized 

entities and inappropriate use by authorized entities.

5) ASAP and its host environment can be easily modified to meet new business and/or technical 

requirements.

6) Platform offers support and technology with demonstrated track record of success for a 

similar application type.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Aligns with the Treasury and Fiscal 

Service Strategic Plans for Fiscal Years 2014-2017. ASAP supports Fiscal Service's Strategic 

Goals #1 and 5: "serve as a catalyst for effective government through initiative and innovation"; 

and "move federal financial management and administrative services to an affordable, 

sustainable service provider." It also supports Treasury's Strategic Goal #5, "Create a 21st 

century approach to government by improving efficiency, effectiveness, and customer service." 

since ASAP is both an information and payment system that can be utilized to make timely and 

accurate payments, and is a shared service.

Presidential Priority: N/A

Other Requirement: The CFO Council, in conjunction with the Office of Management and 

Budget (OMB), selected ASAP as one of two approved grant payment systems for civilian 

grants. See OMB Circular A-110, "Grants and Agreements with Institutions of Higher Education, 

Hospitals and Other Non-Profit Organizations."

Accomplishments and Future Objectives: 

FY 2015 accomplishments include: 

- Release 20.0 (implemented June 2015) transitioned ASAP from using Entrust to Secure 
6

Payment System (SPS) which is an internal digital signature system and solution. 

- Release 21.0 (implemented September2015) added Sensitive But Unclassified (SBU) labeling 

for security classifications and prepared for a future interface with the Straight Through 

Processing (STP) effort for immediate settlement of payments to improve Treasury's real-time 

knowledge of their Treasury General Account (TGA) cash position.

- Continued all production efforts and required infrastructure upgrades.

- Continued to achieve stated benefits. 

- Enrolled 2 new FPAs, as planned. 

FY 2016 objectives include: 

- Release 22.0 (implementing March 2016) will enhance the systems reporting capability for the 

Payment Information Repository (PIR) as well as will begin reporting to the Treasury Account 

Management and Monitoring Information (TAMMI) effort to help modernize the Treasury 

General Account (TGA) reporting for more efficient and accurate cash forecasting. 

- Release 23.0 (implementing September 2015) will interface ASAP with the Post Payment 

System (PPS), to help promote data transparency and comply with the DATA Act.

- Continue all production efforts and required infrastructure upgrades.

- Continue to achieve stated benefits.

- Enroll 2 new FPAs.

FY 2017 and beyond development and operations objectives will predominately include and 

focus on system enhancements and modernization. These initiatives include interfacing with 

external systems to improve system efficiency, customizable information reporting for FPA, and 

system notification enhancements. ASAP will also continue supporting stated benefits, all 

production efforts, required infrastructure upgrades, and enrolling new FPAs.

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

Percent of timely and accurate reporting of end-of-day 

Governmentwide Accounting data by 07:00 daily. End-of-day 

accounting data reported to GWA must exceed 95% accuracy and 

timeliness. Metric supports the Bureau of the Fiscal Services strategic 

goal of Timely and Accurate Financial Information that Contributes to 

the Improved Quality of Financial Decision Making.

Strategic and 

Business Results Over target Monthly Percent 95.00 100.00 12/31/2015

Percent of payment system availability to users. Meet or exceed 99% 

system availability to ASAP users (M-F, 08:00 - 23:59 Eastern Time). 

Metric supports the Bureau of the Fiscal Services strategic goal of 

Timely, Accurate and Efficient Disbursement of Federal Payments.

Strategic and 

Business Results Over target Monthly Percent 99.00 100.00 12/31/2015

Percent of ASAP ACH payments made accurately (i.e., as directed by 

Federal program agency and payment recipient) and on time (i.e., 

based on requested settlement date). Meet or exceed 99.99% of 

accuracy and timeliness for all FPA approved ASAP EFT payments. 

Metric supports the Bureau of the Fiscal Services strategic goal of 

Timely, Accurate and Efficient Disbursement of Federal Payments.

Strategic and 

Business Results Over target Monthly Percent 99.99 100.00 12/31/2015

Percent of ASAP Fedwire payments made accurately (i.e., as directed 

by Federal program agency and payment recipient) and on time (i.e., 

based on requested settlement date). Meet or exceed 99.99% of 

accuracy and timeliness for all FPA approved ASAP EFT payments. 

Metric supports the Bureau of the Fiscal Services strategic goal of 

Timely, Accurate and Efficient Disbursement of Federal Payments.

Financial 

Performance Over target Monthly Percent 99.99 100.00 12/31/2015

Percent of ASAP Help Desk Tier I support calls resolved. Resolve at 

least 98% of all end users issues that the help desk receives. Metric 

supports the Bureau of the Fiscal Services performance measure to 

indicate an overall service rating of satisfactory or better in customer 

service.

Customer 

Satisfaction 

(Results)

Over target Monthly Percent 98.00 99.00 12/31/2015
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Investment Name: Budget Formulation and Execution Manager (BFEM)

Type of Investment: Major IT Investment

Description:

The Budget Formulation and Execution Manager (BFEM) investment is an enterprise and 

government-wide tool to track the budget formulation process for use in planning and analyzing 

the budget requests.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 0.00 0.00 0.32 0.43 0.22 0.22 0.23 0.23 1.66

Total DME funding 0.00 0.32 0.43 0.75

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 0.00 0.22 1.00 1.02 1.04 1.06 1.09 1.11 6.55

Total O&M funding 0.22 1.00 1.02 2.25

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 0.00 0.22 1.32 1.45 1.26 1.29 1.32 1.34 8.21

Total Gov FTE Cost 0.00 0.00 0.10 0.10 0.10 0.10 0.10 0.11 0.61

Number of FTE represented by costs 0.00 0.00 0.00 0.00 0.00

Summary of Purpose, Goals, and Benefits: 

BFEM is a government-off-the-shelf (GOTS) shared service application to automate the 

workflow processes associated with formulating budget requests and tracking performance. The 

system assists customer agency in the collection of budget request and performance measures, 

the management and tracking of budget and performance, and document generation such as 

the Congressional Justification and the Annual Performance Plan & Reports (APP&R).

Return on Investment: 

The application is a shared service, with fixed costs split among the customer base, eliminating 

redundant systems and high cost of investment to operate. Additionally, any enhancement is 

designed generically, so any update is able to be utilized by all.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: The investment implements and 

promotes the shared-service model for financial management across government. This support 

Treasury's Strategic Objective 3.1 “Improve the efficiency and transparency of federal financial 

management and government-wide accounting.” Budget Formulation and Execution Manager 

(BFEM) also supports Treasury's Strategic Objective 5.3 “Promote efficient use of resources 

through shared services, strategic sourcing, streamlined business processes, and 

accountability.”

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments and Future Objectives: 

The objective to create an integrated system workflow between Strategic and Resource 
8

planning, Budget Formulation, and Performance Management, and to provide these system 

solutions as efficiently as possible to customer agencies.

Details of Useful Life Period: 

Year the investment began: 2010

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.: N/A.

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

The BFEM application system availability will exceed 

99% during core business hours.

Customer Satisfaction 

(Results) Over target Monthly Percentage 99.00 100.00 01/31/2016

90% of submitted BFEM Reports complete in less 

than 5 minutes.

Strategic and Business 

Results Over target Monthly Percentage 90.00 96.40 01/31/2016

BFEM performs annual assessment and Authority to 

Operate for shared instance, eliminating duplicate 

costs across agencies for a service offering.

Financial Performance Over target Annual Days 1.00 1.00 01/31/2016

70% of submitted BFEM Reports completed in less 

than 1 minute.

Strategic and Business 

Results Over target Annual Percentage 70.00 85.00 01/31/2016

Quarterly scheduled application releases are applied 

to production to improve performance, security and 

functionality.

Strategic and Business 

Results Over target Quarterly Percentage 100.00 100.00 01/31/2016

Investment Name: Central Accounting Services (CAS)

Type of Investment: Major IT Investment

Description:

CAS includes systems such as CARS, SDAS, CASH TRACK, FCAS, GTAS, GFRS, GAIS and 

IPAC. It provides a central point and location for all government-wide accounting data and 

reports within Fiscal Service.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 0.00 0.00 10.16 7.74 7.64 7.53 0.00 0.00 33.06

Total DME funding 0.00 10.16 7.74 17.90

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 0.00 0.00 39.71 42.91 43.57 42.98 0.00 0.00 169.16

Total O&M funding 0.00 39.71 42.91 82.61

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 0.00 0.00 49.86 50.65 51.20 50.51 0.00 0.00 202.22

Total Gov FTE Cost 0.00 0.00 9.30 9.12 9.31 9.49 0.00 0.00 37.22

Number of FTE represented by costs 0.00 0.00 77.56 74.74 74.74 74.74 301.78

Summary of Purpose, Goals, and Benefits: 

CAS provides Fiscal Service with the systems necessary to advance informed decision making 
9

and improve government effectiveness by providing timely, reliable and transparent financial 

services and information. It also instills confidence and promotes reliance on federal 

government accounting and reporting. CAS includes systems such as, CARS, SDAS, CASH 

TRACK, FCAS, GTAS, GFRS, GAIS and IPAC. It provides a central point and location for all 

government-wide accounting data and reports within Fiscal Service, including the Daily 

Treasury Statement (DTS), Monthly Treasury Statement (MTS), Schedules of Federal Debt, and 

the Financial Report (FR) of the United States Government. It also records investment and 

borrowing activity for government agencies.

Return on Investment: 

This is a new major investment, which will begin reporting in FY 2016. It consolidates the 

previous CARS (M), SDAS (M), FIRST (NM), IPAC (NM), GAIS (NM) and FCAS (NM). The fiveyear Return on Investment for CAS is calculated as 52.02 percent. Benefits, both quantitative 

and qualitative, of this investment include: tailored functionality; customer satisfaction; user 

friendliness; speed and efficiency; reduction of errors; and strong internal controls.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: Eliminate all material weaknesses in the FR related to 

Treasury's systems, policies, and procedures used to collect and consolidate government-wide 

financial information by 2018.

Agency Strategic Plan / Annual Performance Plan: CAS helps adopt uniform accounting, 

reporting, and data standards and systems; produces timely and accurate financial information 

that contributes to the improved quality of financial decision-making; and provides support, 

guidance, and training to assist FPAs in improving their government-wide accounting and 

reporting responsibilities. These requirements support Treasury's Strategic Objective 3.1, 

Improve the efficiency and transparency of federal financial management and government-wide 

accounting".

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments and Future Objectives: 

This is a new investment for FY 2016. The investment looks to improve reporting capabilities to 

advance Treasury initiatives for financial reporting, cash management and management of 

securities. CAS also provides a foundation for future modernization efforts with a central 

accounting system founded on standard financial terms and formats and directly supports and 

enables Fiscal Service data transparency efforts and the President's Open Government 

Initiative. 

FY 2016 and beyond objectives include:

- Incorporate OMB and DATA Act requirements into the CARS system.

- Transition CASH TRACK functionality to Treasury's new Fiscal Projection System (nFPS).

- Decommission outdated systems.

- Work to address GTAS financial and budgetary reporting, USSGL functionality, security 

vulnerabilities, and application maintainability.

- Implement GFRS, an enhancement for the U.S. Financial Report. 

- Implement a release to support the long-term G-invoicing solution for enhanced buy/sell 

functionality. The G-invoicing solution will separate the Intragovernmental transaction 

processing from external vendor invoice processing (e-invoicing) so that each component can 

provide better support for each requirement. The G-invoicing application will focus on reducing 
10

agency buy/sell differences which are a contributor to the intragovernmental transactions 

material weakness noted on the Financial Report of the United States Government.

Details of Useful Life Period: 

Year the investment began: 2016

End Year of the current planning cycle: 2026

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

Circular A-131.: N/A.

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

The CARS - Authority Transaction Module (ATM) will 

be available for end-user transaction input 24 hours 

per day, 7 days per week, 99% of the time.

Customer Satisfaction 

(Results) Over target Monthly Percentage 99.00 100.00 12/31/2015

The CARS system will be available to Account 

Statement users 23 hours per day 7 days per week 

99% of the time.

Customer Satisfaction 

(Results) Over target Monthly Percentage 99.00 100.00 12/31/2015

The CARS system will publish the MTS by the 7th 

business day of the month, every month during the 

quarter.

Strategic and Business 

Results Over target Quarterly Percentage 3.00 3.00 12/31/2015

New Users will be enrolled within 48 hours 95-100% 

of the time.

Strategic and Business 

Results Over target Monthly Percentage 95.00 100.00 12/31/2015

SDAS Percentage of daily financial statements 

produced within 3 business days.

Strategic and Business 

Results Over target Monthly Percentage 100.00 100.00 12/31/2015

Submit accurate Daily Treasury Statement (Tables 

IIIA and IIIC) information each business day. Financial Performance Over target Monthly Percentage 100.00 100.00 12/31/2015

Investment Name: Debit Gateway

Type of Investment: Major IT Investment

Description:

The Debit Gateway receives check and ACH debit data from collection channels, determines 

best clearing method, creates/delivers entry presentment/origination files to payment 

mechanisms, and processes returned items.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 17.20 1.36 1.44 1.71 1.75 1.88 1.88 0.00 27.21

Total DME funding 1.36 1.44 1.71 4.51

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 33.52 7.67 6.48 6.89 7.42 7.25 7.67 0.00 76.89

Total O&M funding 7.67 6.48 6.89 21.04

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 50.71 9.03 7.92 8.60 9.17 9.12 9.55 0.00 104.10

Total Gov FTE Cost 1.86 0.28 0.43 0.44 0.44 0.44 0.44 0.00 4.34

Number of FTE represented by costs 11.00 2.00 2.48 2.48 2.48 2.48 2.48 0.00 25.40
11

Summary of Purpose, Goals, and Benefits: 

The Debit Gateway is an application that processes electronic check and Automated Clearing 

House (ACH) debit transactions received from other Fiscal Service systems and federal 

agencies, which result in the depositing of funds into the Treasury. It includes the ability to 

"decision" electronic check transactions whereby checks are converted to ACH debits or 

truncated and presented as image cash letters to optimize collectability and reduce unit clearing 

costs. It is built as a reusable service that can be utilized by other applications, so that these 

applications no longer need to present these transactions for settlement on their own. The Debit 

Gateway is designed to implement an enterprise architecture goal of having one (and only one) 

system per Fiscal Service business line. In this case, the business line is the settlement of 

electronic check and ACH debit transactions received via the collection channels on behalf of 

federal agencies, as opposed to each channel needing to provide settlement individually.

The Gateway benefits the Fiscal Service's mission of providing financial services, because a 

large portion of the government's revenue is received through this application. In addition, the 

Debit Gateway replaced a number of unnecessarily duplicative solutions in favor of a single, 

dedicated application for this business line. In so doing, the Debit Gateway benefits agencies by 

providing better service, and also benefits the Fiscal Service by doing so at a reduced cost. 

Currently, the Debit Gateway processes transactions on behalf of multiple Fiscal Service 

collection channel applications: Pay.gov, OTCnet, Electronic Check Processing (ECP), and 

Agency Direct. Eventually, it will also process ACH debit transactions for the Electronic Federal 

Tax Payment System (EFTPS). These systems depend on the Debit Gateway for an important 

critical part of their daily operations, i.e., the completion of the collections function through the 

settlement process.

Return on Investment: 

Debit Gateway life cycle benefits are based on the historically-observed unit cost for processing 

collection transactions through multiple predecessor systems versus the unit cost of processing 

through the Debit Gateway. The cost avoidance realized by processing through one system, the 

Debit Gateway, is projected to yield a return on investment of 36.85 percent over the period FY 

2015 through FY 2019.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Aligns with Treasury and Fiscal Service 

Strategic Plans for FY 2014 - FY 2017. Specifically, it aligns to Fiscal Service Strategic Goal 

Three: Deliver exceptional programs and services.

Presidential Priority: The Debit Gateway is a designated Treasury critical infrastructure and 

key resource (CI/KR) and is subject to Homeland Security Presidential Directive (HSPD)-7, 

which was superseded by PDD-63. A Critical Infrastructure Dependency and Interdependency 

Analysis for Debit Gateway was completed in March 2012. Based on this analysis, the Debit 

Gateway was found to have zero single points of failure. The CI/KR's and assets directly in 

contact with the Debit Gateway application have sufficient, redundant or alternate means to 

ensure the continued functionality of Debit Gateway in the event of failures of any of the 

components that are documented and tested annually, or, as warranted by major system 

changes.

Other Requirement: 
12

Accomplishments and Future Objectives: 

FY 2015 accomplishments include:

- Debit Gateway R1.8 implemented: (a) an interface with Direct Voucher Submission (DVS) 

using MQ and following 5.0 XML Schema; (b) the final phase of new functionality to process 

image locator files from the collection channels to access check images from the Centera 

database by adding the OTCNet channel; (c) functionality to send Photo-in-Lieu and Remotely 

Created Checks electronically versus more costly paper; (d) Auto Dishonor functionality to 

improve efficiency; and (e) the ability to re-decision checks converted to ACH back to Check 21 

in the event of contingencies near the end of the operating day given a later Check21 

transmission deadline.

FY 2016 and beyond objectives include:

- Implement Debit Gateway R1. 9 which will enhance reject reason codes, update process 

complete files for the collection channels, improve Check Adjustment matching, and other 

enhancements. 

- Debit Gateway will continue to have two releases per year to enhance the system and ensure 

all required processing changes from Check 21 and ACH are incorporated into the Debit 

Gateway.

Details of Useful Life Period: 

Year the investment began: 2008

End Year of the current planning cycle: 2019

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

Circular A-131.: N/A.

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

Unit cost without overhead (in dollars, 

$0.00) to collect Gateway transactions Financial Performance Under target Monthly Cost 0.09 0.05 12/31/2015

Timely delivery of Agency report data to 

collection channels (by 10 am ET).

Customer Satisfaction 

(Results) Over target Monthly Percentage 99.00 100.00 12/31/2015

ACH entries received by midnight are 

originated by 2:15 am ET.

Strategic and Business 

Results Over target Monthly Percentage 99.00 100.00 12/31/2015

Check items/images received by 4:00 

am ET sent to Check21 by 10:00 am ET.

Strategic and Business 

Results Over target Monthly Percentage 99.00 100.00 12/31/2015

Overall success rate of presentment. Strategic and Business 

Results Over target Monthly Percentage 99.00 99.39 12/31/2015

Percentage of time DG is available to 

customers during normal processing 

time.

Customer Satisfaction 

(Results) Over target Monthly Percentage 99.00 100.00 12/31/2015

Investment Name: Debt Collection Services (DCS)

Type of Investment: Major IT Investment

Description:

DCS collects delinquent non-tax debt & tax via levy, prevents improper payments and strives to 

be fiscally responsible with federal funds. It includes the FedDebt, TOP, TOPNG, CSNG, DIR, 

IDMS, Call Tracking System, and Debt Check systems.
13

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 82.48 13.09 13.29 5.75 5.76 5.77 0.00 0.00 126.15

Total DME funding 13.09 13.29 5.75 32.14

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 64.16 7.61 18.82 19.27 19.07 17.83 0.00 0.00 146.78

Total O&M funding 7.61 18.82 19.27 45.71

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 146.64 20.71 32.11 25.02 24.83 23.60 0.00 0.00 272.92

Total Gov FTE Cost 39.71 7.66 25.52 19.03 18.84 17.61 0.00 0.00 128.37

Number of FTE represented by costs 248.00 137.77 140.93 108.53 106.53 93.53 0.00 0.00 835.29

Summary of Purpose, Goals, and Benefits: 

FedDebt provides Treasury's delinquent debt collection business with an integrated system that 

combines the legacy Treasury Offset Program (TOP) system with the legacy Debt Management 

Servicing Center/Private Collection Agency Monitoring and Control system. FedDebt provides 

Fiscal Service with a single platform and entry portal for its business applications; online access 

for creditor agencies via a web-based customer interface; and a single database for reporting. 

FedDebt integrates the collection services that Fiscal Services provides to FPAs through its 

TOP and Cross-Servicing programs. TOP matches a database of delinquent debtors against 

outgoing federal payments and offsets or levies those payments to recipients who owe 

delinquent debts. The Cross-Servicing program uses Treasury demand letters, Private 

Collection Agencies, administrative wage garnishment, repayment agreements, and other 

collection tools to collect delinquent debt owed to the federal government. In addition to debt 

collection, the systems within the DCS portfolio allow government users to quickly and efficiently 

access data, view reports and provide requested information to debtors. Training on each of 

these systems is provided to users.

The Integrated Document Management System (IDMS) is also being reported under the DCS 

investment. IDMS has been in operation since 1999 and currently supports 632 Fiscal Service 

users in sixteen configurations at seven locations throughout the United States. IDMS provides 

customers Digital Document Storage and Retrieval, Digital Business Processes, and Records 

Management Solutions for the Fiscal Service internal customers. IDMS integrates and supports 

Treasury Offset Program as well as Cross-Servicing.

The Debt Information Repository (DIR) is a critical component of the Fiscal Service's efforts to 

increase the collection of delinquent debt owed to the federal government. The DIR 

standardizes data from operational data systems and other sources in a secure environment. It 

allows authorized users to access summary and transaction level data on government-wide 

receivables, delinquent debt and debt collection, as well as operational performance. DIR 

utilizes an architecture optimized to support sophisticated data analysis, reporting and 

enhanced operational processing efficiency. It will continue to feed the Financial Information 

Repository for enhanced BI and visualization capabilities of DMS data.

Return on Investment: 

The Return on Investment over a five year (2015-2019) life cycle is 860.71 percent.
14

Requirements/ Benefits/ Mandates: 

Legislative Mandate: Debt Collection Improvement Act of 1996.

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Aligns with Treasury and Fiscal Service 

Strategic Plans for FY 2014 - FY 2017. Specifically, it aligns to Fiscal Service Strategic Goal 

One: Serve as a catalyst for effective government through initiative and innovation; Strategic 

Goal Two: Cultivate an engaged, highly effective and skilled workforce; Strategic Goal Three: 

Deliver exceptional programs and services; and Strategic Goal Four: Promote data 

transparency and usefulness as a public good.

Presidential Priority: N/A

Other Requirement: DCS is mission-critical to the Fiscal Service in carrying out its 

responsibilities under the DCIA and collecting over $7 billion annually in delinquent debt.

Accomplishments and Future Objectives: 

FY 2015 for FedDebt

- Education Pilot Phase II Release (January 2015)

- VA Medical Debts Release (March 2015)

- Credit Bureau Reporting/Internet Explorer 11 Release (done concurrently in June 2015)

- Education Pilot Phase III Release (September 2015)

FY 2015 for TOP

- TOP went into Production in November 2014.

- Completed Agency Refund/ Refund Reversal functionality

- Completed IRS Debtor Address Request feature

- Completed IRS Address Request Report via UI

- Proved the DIR interface can use Data Direct to populate their staging tables.

FY 2015 for DIR

- TOP NG as new source of data

- DMS Summary Dashboard

- Cross Servicing Include All Data in DIR

- TOP NG Include All Data in DIR

- Centralized Receivables Systems (CRS) Include All Data in DIR

- Development of Data Lake post Hadoop Proof of Concept

FY 2015 for IDMS

- Performed a pilot with ISS to test Secure email capability that provides IDMS users the ability 

to send and receive sensitive documents through email.

- Worked with ISS to improve the reliability of the system from the beginning of the year

- Implemented Secure Document Transfer capability between IDMS and VA.

- Migrated Esker to new, more reliable Windows 2012 servers for production 

Future Objectives:

FY 2016 for FedDebt

- Complete AWG Enhancements Release (January 2016)

-Complete Tech Refresh Phase I Release (February 2016)

- Complete March Maintenance Release (March 2016)

-Complete June Release - Debt Segmentation Pilot (June 2016)

- Complete Tech Refresh Phase II Release (August 2016)

FY 2016 for TOP

- Create an IRS specific agency debt extract program that allows both systems to remain in 

sync. 

- Implement configurable Offset Eligibility SSA disability payments against Tax Levy debts such 

that TOP will not offset these payments when matched against Federal Tax debts.
15

- Implement configurable Offset Eligibility for PMA SSA payments. 

- The team will continue to implement enhancements to the TOP application and infrastructure 

in accordance with DMS priorities.

FY 2016 for DIR

- Develop enhancements to DIR to include: 

- Supplement existing source system feeds for additional data elements/detail (in particular 

TOP) (3QTR-2016)

- Include additional data sources (CMS) (4QTR-2016)

FY 2016 for IDMS

- Rebuild Dev and build Preprod and DR 

- Complete historical document import and decommission the old IDMS in Parkersburg

- Create a workflow for Incoming correspondence.

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

Dollars collected through all offset 

programs (billions).

Strategic and Business 

Results Over target Annual Dollars in billions 7.10 7.28 09/30/2015

Online system uptime as a 

percentage of scheduled system 

uptime

Customer Satisfaction 

(Results) Over target Monthly Percentage 98.00 97.64 12/31/2015

Severity 1 production problems for all 

applications in the investment

Strategic and Business 

Results Under target Monthly Number 8.00 4.00 12/31/2015

Percentage of total incoming TOP 

calls handled by automation.

Strategic and Business 

Results Over target Monthly Percentage 90.00 95.00 12/31/2015

Amount of delinquent debt collected 

for every dollar spent. Financial Performance Over target Annual Dollars 54.00

Investment Name: Do Not Pay (DNP)

Type of Investment: Major IT Investment

Description:

DNP Business Center (DNPBC) provides centralized access to data as well as analytical 

services to help detect and prevent improper payments. DNPBC is comprised of the DNP Portal 

and Data Analytics Services.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior

PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 21.48 4.07 4.01 4.09 4.17 4.17 0.00 8.59 50.57

Total DME funding 4.07 4.01 4.09 12.16

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 10.85 6.63 6.71 6.85 6.98 7.12 7.12 14.35 66.61

Total O&M funding 6.63 6.71 6.85 20.19

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 32.33 10.70 10.72 10.94 11.15 11.29 7.12 22.94 117.19
16

Type PY-1 and Prior

PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

Total Gov FTE Cost 5.00 0.45 0.46 0.47 0.48 0.48 0.19 0.98 8.50

Number of FTE represented by costs 109.00 46.00 43.00 45.00 47.00 47.00 0.00 47.00 384.00

Summary of Purpose, Goals, and Benefits: 

The Do Not Pay Portal is used by agencies to verify information about potential recipients of 

federal payments or benefits. To the extent permitted by law, the Data Analytics Center employs 

data analytics to help federal and state users reduce the amount of improper payments made in 

federally-funded programs.

The DNPBC allows agencies administering federal programs to better utilize technology to 

access eligibility information through a single portal in a timely, more cost effective manner. The 

initial implementation allowed online interaction by program offices and contracting officers 

through a user interface to improve program decision-making. Since its initial launch, the 

investment added the capability to submit files for batch processing or to be continuously 

monitored in the Portal. The long-term strategic direction is to assist agencies in using database 

checks and analytics to identify improper payments through seamless integration into the 

Treasury payment stream. The DNPBC supports Fiscal Service's mission of promoting the 

financial integrity and operational efficiency of the U.S. government.

Return on Investment: 

The DNPBC is a Treasury shared service that provides agencies access to information needed 

to identify, reduce, and prevent improper payments. The goal of the DNPBC is to prevent 

improper payments made through programs funded by the federal government. Improper 

payments occur when funds go to the wrong recipient, the recipient receives the incorrect 

amount of funds (including overpayments and underpayments), documentation is not available 

to support a payment, or the recipient uses funds in an improper manner. By stopping improper 

payments, DNPBC achieved $11.73 million in gross cost-savings in FY 2015. In addition, by 

centralizing data and preventing identified improper payments from recurring, the DNBC 

estimates nearly $63.14 million in gross cost-avoidance in FY 2015, for a total of $74.87 million 

for FY 2015.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: Improper Payments Elimination and Recovery Act of 2010 (IPERA) 

requires agencies to assess their level of improper payments and establish internal controls to 

mitigate improper payments. Improper Payments Elimination and Recovery Improvement Act of 

2012 (IPERIA) calls for the establishment of a "Do Not Pay Working System" and requires all 

Executive Branch agencies to review, as appropriate the five databases listed in the June 2010 

Presidential Memorandum - Enhancing Payment Accuracy Through a “Do Not Pay List” prior to 

making a payment or award.

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Aligns with the Treasury and Fiscal 

Service Strategic Plan for Fiscal Years 2014 - 2017.

Presidential Priority: The President Memorandum - Enhancing Payment Accuracy Through a 

“Do Not Pay List” collectively referred to five data sources as the "Do Not Pay List" and called 

for the establishment of a single point of entry to access these databases. DNP serves as this 

single point of entry.

Other Requirement: OMB issued Memorandum M-12-11 in April 2012 asking CFO Act 

agencies to submit their plans for integrating Do Not Pay into their business processes. OMB 
17

issued Memorandum M-13-20 in August of 2013 clarifying IPERIA to include Do Not Pay as a 

"Treasury Working System".

Accomplishments and Future Objectives: 

FY 2015 accomplishments include:

- Provided automated payment match results for the Excluded Parties List System and the 

Death Master File via the Do Not Pay Portal 

- Expanded the number of available data sources within the Do Not Pay Portal to assist 

agencies in identifying and preventing improper payments

- Developed capabilities to enable processing of Social Security Administration Prisoner data

- Increased analytics capabilities to allow for pattern and trend analysis

FY 2016 and beyond objectives include:

- Develop and refine automated business rules to payments matched through the Do Not Pay 

Portal

- Expand the number of available data sources to assist agencies in identifying and preventing 

improper payments

- Pursue designation of Do Not Pay data sources in “Treasury's Working System”

- Develop web services capability to assist integration into agency business process

- Provide up-loadable results files to agency customers to assist integration into agency 

business process .

Details of Useful Life Period: 

Year the investment began: 2012

End Year of the current planning cycle: 2020

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

Circular A-131.: N/A.

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 of results available to users within 1 

business day of a continuous monotioring file 

change or data source update

Strategic and Business 

Results Over target Monthly percentage 97.00 100.00 12/31/2015

Average number of seconds to return online 

search results to user in the Portal

Customer Satisfaction 

(Results) Under target Quarterly seconds 5.00 3.33 10/31/2015

Percentage of batch processing results available 

to users within 1 business day of sucessful file 

transmission

Strategic and Business 

Results Over target Monthly percentage 97.00 100.00 12/31/2015

Percentage of payment integration reports 

available within 1 business day of successful file 

transmission.

Strategic and Business 

Results Over target Monthly Percentage 97.00 100.00 12/31/2015

Percentage of Payment Application Modernization 

(PAM) Payments received that are screened for 

improper payments.

Financial Performance Over target Annual Percentage 99.99 100.00 11/30/2015

Investment Name: Electronic Federal Tax Payment System (EFTPS)

Type of Investment: Major IT Investment
18

Description:

EFTPS was launched in 1996 in response to a Congressional mandate for Treasury to process 

government collections electronically. EFTPS enables both business and individual taxpayers to 

pay federal taxes electronically.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 53.48 12.71 8.73 8.98 9.24 9.51 0.00 0.00 102.66

Total DME funding 12.71 8.73 8.98 30.42

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 531.90 99.58 106.02 110.27 112.23 115.01 0.00 0.00 1075.01

Total O&M funding 99.58 106.02 110.27 315.87

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 585.38 112.29 114.75 119.25 121.48 124.53 0.00 0.00 1177.67

Total Gov FTE Cost 4.47 0.92 0.93 0.94 0.95 0.96 0.00 0.00 9.16

Number of FTE represented by costs 37.00 6.00 6.00 6.00 0.00 0.00 0.00 0.00 55.00

Summary of Purpose, Goals, and Benefits: 

EFTPS enables both business and individual taxpayers to pay federal taxes electronically via 

phone, internet (www.eftps.gov, IRS Direct Pay), Fedwire, ACH credit, credit cards, or via a third 

party. EFTPS is managed by a designated Treasury Financial Agent (TFA), pursuant to the 

authority delegated to the Fiscal Service by the Secretary of the Treasury to designate Financial 

Institutions to provide banking services to the federal government (12 U.S.C. 90 and 265). This 

multi-function investment directly supports the government-wide financial management mission 

of the Fiscal Service, and is a partnership program with the Internal Revenue Service (IRS). The 

EFTPS is also part of the National Critical Infrastructure.

The primary justifications for investing in EFTPS are the following:

- Maximize the percentage of tax collections received electronically by the federal government

- Minimize the amount of time for taxpayers to complete a tax payment using electronic 

payments 

- Reduce the government cost to process a federal tax - provide a 24 x 7 x 365 mechanism to 

collect federal tax revenue

The Fiscal Service has been given authority for a Permanent and Indefinite appropriation from 

Congress as part of the Consolidated Appropriations Act, 2004 (Pub. L 108-199) to perform 

critical banking services on behalf of the federal government, including for the purposes of tax 

collection for FY 2004 and beyond. Funds for this investment are allocated from this authority 

and are submitted to OMB on an annual basis as part of the congressional justification for the 

President's Budget. EFTPS has been in existence since the FY 1996 appropriations to cover 

the operations and maintenance of the following critical functions:

- New taxpayer enrollment;

- Tax payment processing; 

- Fulfillment/mail services;

- Customer service; and

- General operations.
19

Less than 10 percent of each FY funding is allocated to minor software enhancements to 

accommodate changes to the tax code.

Return on Investment: 

Based on the current Alternative Analysis, the return on investment for this investment is $140 

million based on the cost avoidance of processing electronic payments versus paper.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Aligns with the Treasury and Fiscal 

Service Strategic Plans for Fiscal Years 2014-2017.

Presidential Priority: N/A

Other Requirement: All Electronic Treasury 

Treasury Directive 9507 Regulation 153340-09.

Accomplishments and Future Objectives: 

FY 2015 accomplishments included implementing following requirements and functionality:

- Affordable Care Act

- Call center support transition

- Direct pay

- E-file 2014 (implemented in FY 2015)

- Enrollment enhancement and website redesign

- Municipal tax levy and Alaska Permanent Fund Dividend Program

- Online bill pay

FY 2016 and beyond future objectives include implementing the following requirements and 

functionality: 

- Bulk provider inquiry pin

- Increase direct pay capacity

- Email confirmation

- E-file 2016.

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

Duration of Outages during Critical 

times

Customer Satisfaction 

(Results) Under target Monthly Minutes 133.92 0.00 11/30/2015

Percentage of Depository 

Employment Taxes Received 

Electronically

Strategic and Business 

Results Over target Monthly Percentage 99.00 99.99 11/30/2015

Service Level (non-peak) Strategic and Business 

Results Over target Monthly Percentage 95.00 98.25 11/30/2015

Accuracy of Paper Enrollment Data 

Captured

Customer Satisfaction 

(Results) Over target Monthly Percentage 99.50 100.00 11/30/2015

Reports transmitted late Customer Satisfaction 

(Results) Under target Monthly Percentage 0.00 0.00 11/30/2015

Payment Dollars Received Financial Performance Over target Annual Trillions of 

Dollars 2.60 2.67 09/30/2015

Service Level (Peak) Strategic and Business 

Results Over target Monthly Percentage 95.00 95.94 11/30/2015
20

Investment Name: Financial Management Line of Business (FMLOB)

Type of Investment: Major IT Investment

Description:

FMLOB is a government-wide E-government initiative supporting efforts to implement businessdriven solutions that transform federal financial management, reduce costs, and increase 

transparency. Fiscal Service is the designated managing partner.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 12.22 0.85 0.00 0.00 0.00 0.00 0.00 0.00 13.07

Total DME funding 0.85 0.00 0.00 0.85

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 0.00 3.99 5.93 6.35 6.79 7.26 0.00 0.00 30.32

Total O&M funding 3.99 5.93 6.35 16.27

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 12.22 4.85 5.93 6.35 6.79 7.26 0.00 0.00 43.39

Total Gov FTE Cost 0.00 1.71 2.79 3.21 3.65 4.12 0.00 0.00 15.48

Number of FTE represented by costs 0.00 11.21 12.47 13.02 13.02 13.02 0.00 0.00 62.74

Summary of Purpose, Goals, and Benefits: 

The primary beneficiaries of the investment include federal agencies, as they move to 

implement financial systems or financial system solutions at less cost with emphasis on a build 

once and use many model. Federal agencies should also potentially experience a reduction in 

the cost of their financial accounting operations. The general public will also benefit from the 

delivery of financial accounting information that is more timely and reliable, and is compliant with 

open standards.

Return on Investment: 

The overall vision of the FMLOB is to standardize and consolidate federal financial management 

systems by leveraging shared service solutions and implementing government-wide reforms 

that foster efficiencies in federal financial operations and improve reporting of federal financial 

data. The federal financial marketplace is continuously being refined to provide more 

dependable, efficient, and flexible solutions that can satisfy partner agencies (i.e., the 24 Chief 

Financial Officer (CFO) Act agencies) as they transition financial management operations to 

shared platforms. A formal Alternatives Analysis/Cost-Benefit Analysis (AA/CBA) has not been 

conducted for this investment so there are no monetary benefits at this time; however, a full 

AA/CBA is expected in the future.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: - Chief Financial Officers Act of 1990; 

- Federal Financial Management Improvement Act of 1996; 

- Information Technology Management Reform Act of 1996 (ITMRA or Clinger-Cohen Act of 

1996) 40 U.S.C. 11302; 

- Economy Act, 31U.S.C.1535.

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Aligns with the Treasury and Fiscal 
21

Service Strategic Plans for Fiscal Years 2014. Specifically, it aligns to Fiscal Service Strategic 

Goal #5, “Move federal financial management and administrative services to an affordable, 

sustainable service provider".

Presidential Priority: N/A

Other Requirement: FMLOB is also supported by Office of Management and Budget (OMB) 

Memorandum M-13-08. OMB designated Treasury as the FMLOB Managing Partner in FY 2013 

to provide support to partner agencies under the guidance and strategic direction of OMB, Chief 

Financial Officer Council (CFOC), and the Council on Financial Assistance Reform (COFAR) . 

The FMLOB initiative is charged with implementing business-driven solutions that respond to 

the management needs of participating agencies.

Accomplishments and Future Objectives: 

FY 2015 accomplishments include:

- provided operational monies to agencies to execute additional FMLOB initiatives.

- supported the creation of the Concept of Operations for the FMLOB Program Management 

Office (PMO). The FMLOB PMO will work to reduce the footprint of federal financial 

management by promoting financial management shared service solutions to agencies and 

tracking agencies' progress toward adopting those solutions.

- planned the Momentum Consortium Shared Services Strategy to leverage existing Momentum 

software-based investments to determine if a possible shared service solution exists for 

agencies with classified needs.

FY 2016 and beyond objectives include:

- define, analyze, and implement options that will enable improved financial management 

systems solutions for the financial management community using a "shared first" approach, and 

to further government-wide grants management and federal spending transparency goals.

Details of Useful Life Period: 

Year the investment began: 2010

End Year of the current planning cycle: 2022

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

Circular A-131.: The life cycle cost model defined assumes a finite life cycle with a known end 

date as well as disposal costs. FMLOB is a line of business established by OMB to expand Egovernment initiatives and is not planned for replacement or decommissioning. All known DME 

efforts were included through FY 2015 and O&M estimates through FY 2019. The five year 

period of performance used was FY 2014 - FY 2019. To date, FMLOB has not conducted an 

Alternative Analysis but one is expected in the future. Given the above, the only inconsistencies 

between the standard cost model and the one FMLOB used in determining its costs are: 1) no 

disposal costs were included, and 2) FMLOB is expected to continue operating beyond the 

implied end date of FY 2022.

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

Not applicable.

Investment Name: Fiscal Agent Infrastructure Services (FAIS)
22

Type of Investment: Major IT Investment

Description:

FAIS includes the Treasury Web Application Infrastructure (TWAI) platform which is a multitiered web environment for highly secure systems that provide public access.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 39.65 31.49 17.08 11.27 11.61 11.96 11.96 11.96 146.97

Total DME funding 31.49 17.08 11.27 59.85

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 287.61 58.80 81.04 80.96 83.44 85.95 85.95 85.95 849.69

Total O&M funding 58.80 81.04 80.96 220.79

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 327.26 90.29 98.12 92.23 95.05 97.90 97.90 97.90 996.66

Total Gov FTE Cost 20.19 0.47 0.47 0.47 0.47 0.47 0.47 0.47 23.50

Number of FTE represented by costs 62.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 83.00

Summary of Purpose, Goals, and Benefits: 

FAIS investment includes the Treasury Web Application Infrastructure (TWAI), which provides a 

multi-tiered web environment that balances the business need for a highly secure access 

system with the need to provide public access to the applications. TWAI currently houses over 

20 Treasury applications including Central Accounting Reporting System (CARS), Pay.gov, 

Electronic Check Processing (ECP), Treasury Check Information System (TCIS), International 

Treasury Services (ITS) and Post Payment System (PPS). Federal Reserve Information 

Technology (FRIT) is the entity responsible for managing and maintaining the TWAI 

environment on behalf of the Fiscal Service.

The investment's goals and anticipated benefits include:

- Assure exceptional performance of TWAI daily operations;

- Deliver on TWAI commitments;

- Enhance the end-to-end customer experience;

- Generate exceptional value for TWAI's invested capital and application of critical resources; 

and

- Develop, challenge, and grow TWAI Team Members.

Return on Investment: 

As of June 2015, the estimated five year return on investment for the FAIS investment is 2.34 

percent. The estimate is based on the cost avoidance of obtaining Fiscal Agent infrastructure 

support services for Fiscal Service from an alternative provider.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Aligns with Treasury and Fiscal Service 

Strategic Plans for FY 2014 - FY 2017. Specifically, it aligns to Fiscal Service Strategic Goal #3, 

“Deliver exceptional programs and services".
23

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments and Future Objectives: 

FY 2015 accomplishments:

1. Management Switch Capacity/TWAI Environments - implemented Cisco 3560X switches for 

management zone/other zone communication and expected growth

2. Hardware Security Modules (HSMs)/TWAI Environments - transitioned to securely 

store/access cryptographic private keys/other encryption key types

3. Debit Gateway (DG) Active Data Guard (ADG) - configured DG application Oracle databases 

for Oracle's ADG; read-only standby databases configured for extract, transform, load (ETL) 

processes/production database off-load processing

4. SVC Portal - replaced Army Knowledge Online (AKO) website with WebCenter Portal; built 

Functional Test (FT), quality assurance (QA), production environments; supplied uploaded 

document front side virus scanning 

5. Firewall Upgrades/TWAI Environments - replaced firewall appliances

6. TWAI Releases - 51 total releases

7. East Rutherford Operations Center (EROC) Annual FISMA Compliance Disaster Recovery 

Exercise completed for August 2015

8. Navy Cash - completed FT environment build; completed remaining infrastructure design

9. Post Payment System (PPS) - Implemented Planning Release 1.0; built Release 2.0 

infrastructure

FY 2016 and beyond objectives include:

1. Post Payments System (PPS) 3.0 - The Post Payment System (PPS) application's Release 3 

functionality within the TWAI. The solution used for this budget projection effort is based upon 

Release 3 requirements gathering sessions.

2. Operational Improvement Program (OIP) High Availability - Update the Operation 

Improvement Project (OIP) P2 infrastructure monitoring tool infrastructure to be highly available.

3. Replace Intrusion Detection System (IDS) - To upgrade the TWAI Network Intrusion 

Detection System (NIDS), and Host Intrusion detection System (HIDS). To transition from the 

current Enterasys Dragon line, which is not the industry leader for intrusion detection.

4. Central Validation Authority -Allows all PKI certificate validation to one centrally managed and 

authoritative process server to eliminating the need for authentication platform to perform its 

validation

5. Tenable Passive Scanning. - The scope of this project is to upgrade the “Tenable 

SecurityCenter with an SC license” to “Tenable SecurityCenter Continuous View with an SC CV 

license” in the TWAI (FT, QA, EROC and Dallas) environments.

Details of Useful Life Period: 

Year the investment began: 2003

End Year of the current planning cycle: 2022

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

Circular A-131.: NA.

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

SLA #1 Critical hour of production Customer Satisfaction Over target Monthly Full Day of 99.99 99.99 12/31/2015
24

availability (Results) Infrastructure 

availability

SLA Metric #3 Priority 1 incident 

response. The Mean Time to Restore 

P1 Infrastructure Incidents

Strategic and Business 

Results Under target Monthly minutes 120.00 36.00 12/31/2015

Total Open Audit Findings Strategic and Business 

Results Under target Monthly

Total Open Audit 

Findings and 

Observations

49.00 57.00 12/31/2015

Problem Work Days to Root Cause for 

Priority 1 Incidents

Strategic and Business 

Results Under target Monthly Number of Days 15.00 0.00 12/31/2015

Number of SOW Projects Currently not 

on Schedule Financial Performance Under target Monthly Count 2.00 0.00 12/31/2015

Investment Name: Fiscal IT Infrastructure Services (FIIS)

Type of Investment: Major IT Investment

Description:

FIIS is a collection of end user systems/support, mainframe and servers support/services, 

telecommunications systems/support, and Fiscal IT cybersecurity costs structured as 

Platform/Infrastructure/Workplace as services.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 0.00 0.00 23.34 22.48 22.98 23.44 23.44 23.44 139.11

Total DME funding 0.00 23.34 22.48 45.82

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 0.00 0.00 112.91 115.35 118.04 120.54 120.54 120.54 707.93

Total O&M funding 0.00 112.91 115.35 228.26

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 0.00 0.00 136.25 137.83 141.02 143.98 143.98 143.98 847.04

Total Gov FTE Cost 0.00 0.00 31.17 31.10 31.58 32.00 32.00 32.00 189.84

Number of FTE represented by costs 0.00 0.00 269.00 269.00 269.00 269.00 269.00 269.00 1614.00

Summary of Purpose, Goals, and Benefits: 

FIIS provides Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Workplace 

as a Service (WaaS) to support the Bureau of the Fiscal Service's IT infrastructure and users. 

The IaaS offering includes IT System Hosting and Trusted Internet Connection (TIC) 

subservices. The PaaS offering is comprised of Application Hosting and supports Web and 

Windows based applications. The WaaS offering includes Desktop, Mobile Device, and Unified 

Communication subservices. The goal of the FIIS investment is to deliver exceptional programs 

and services through information technology strategies that establish flexible, adaptable, and 

practical applications and processes while at the same time minimizing overall IT infrastructure 

expenses.

Return on Investment: 

As of June 2015, the estimated five year return on investment for the FIIS investment is 10.00 

percent. The estimate is based on the cost avoidance of obtaining infrastructure support 

services for Fiscal Service from an alternative provider.
25

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Specifically, it aligns to Treasury 

Strategic Goal #5, “Century approach to government by improving efficiency, effectiveness, and 

customer interaction”.

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments and Future Objectives: 

This is a new investment for FY 2016. FY 2016 and beyond objectives include continuing to 

provide support for data center facilities, mainframe processes, servers, peripherals, data 

storage, and network devices. The investment enables the Fiscal Service to improve results, 

manage IT resources effectively to accomplish the Bureau's mission, and deliver quality 

customer service. This leads to improved operational effectiveness, improved timeliness of 

investment information to investors, and increased opportunities in meeting the borrowing needs 

of the federal government. In FY 2016, the investment will be structured around Infrastructure 

as a Service (IaaS), Platform as a Service (PaaS), and Workplace as a Service (WaaS). IaaS 

will include system hosting and Trusted Internet Connection (TIC) subservices. PaaS will be 

comprised of application hosting and will support web and Windows based applications. WaaS 

will include desktop, mobile device and unified communications subservices. The FIIS 

investment will also include Fiscal IT cybersecurity costs.

Details of Useful Life Period: 

Year the investment began: 2016

End Year of the current planning cycle: 2026

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

Circular A-131.: The FIIS investment is comprised of services of an on-going nature, not 

discrete systems. The services are evaluated for maintenance, routine refreshes, and transition 

to new technological capabilities. A five year planning cycle is used.

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

Customer Satisfaction - Percentage of IaaS, PaaS, and 

WaaS customer satisfaction survey results ratings good 

(4.00) to excellent (5.00).

Customer Satisfaction 

(Results) Over target Monthly Percentage 85.00 79.25 12/31/2015

Incident Resolution - Percentage of IaaS, PaaS, and WaaS

incident resolution time met. (Incidents considered met 

when resolved within established time frames.)

Strategic and 

Business Results Over target Monthly Percentage 70.00 90.32 12/31/2015

Network Availability - Percentage of 

network/communication service available to customers 

during normal hours of operation excluding planned 

maintenance outages.

Strategic and 

Business Results Over target Monthly Percentage 99.00 100.00 12/31/2015

Service Request Resolution - Percentage of IaaS, PaaS, 

and WaaS service requests resolved on time. (Requests 

considered met when resolved within established time 

frames.)

Strategic and 

Business Results Over target Monthly Percentage 85.00 82.96 12/31/2015

Security Patching - Percentage of critical or high security 

patches implemented 30 days after release of the patch by 

vendors.

Financial Performance Over target Monthly Percentage 90.00 100.00 12/31/2015

Investment Name: International Treasury Services (ITS.gov)
26

Type of Investment: Major IT Investment

Description:

ITS.gov is the federal government shared service system for processing international payments 

and collections. ITS supports the Fiscal Service mission to provide centralized payments and 

provides screening for Office of Foreign Asset Control compliance.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 11.83 4.53 5.77 4.24 3.55 3.56 0.00 0.00 33.48

Total DME funding 4.53 5.77 4.24 14.54

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 20.67 5.87 6.19 5.54 5.50 5.51 0.00 0.00 49.28

Total O&M funding 5.87 6.19 5.54 17.60

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 32.50 10.40 11.97 9.77 9.05 9.07 0.00 0.00 82.76

Total Gov FTE Cost 2.46 0.94 1.09 1.11 1.13 1.15 0.00 0.00 7.88

Number of FTE represented by costs 27.00 10.00 10.31 10.31 10.31 10.31 0.00 0.00 78.24

Summary of Purpose, Goals, and Benefits: 

ITS.gov supports the Fiscal Service mission to provide centralized federal payment, collection, 

and reporting services

ITS.gov provides consolidated, web-based international payment, collection, and reporting, with

OFAC screening, for federal agencies. ITS.gov supports payments to more than 200 foreign 

countries or territories in over 100 currencies for both Treasury-Disbursed Offices (TDO) and 

Non Treasury-Disbursed Offices (NTDO) including the Department of Defense, Veterans 

Administration, and Social Security Administration. In FY 2014 ITS.gov processed 6.8 million 

items valued at $32 billion. 

ITS.gov benefits include: 

- secure, web-based payment and collections portal;

- eliminates multiple legacy foreign payment systems across government

- reduces the need for agencies to maintain large cash balances outside of Treasury

- provides OFAC screening as a shared service 

- expedites foreign payment settlement 

- automates processing to improve data integrity

- supports manual and bulk file processing

- on-demand, customizable electronic reporting capabilities 

- provides a distributed, stable processing platform with consolidated database support

- secure, encrypted access controls

- separation of duties to ensure payment security and integrity.

Return on Investment: 

ITS.gov return on investment is calculated at a combined 489 percent in savings and cost 

avoidance through FY 2019. ITS.gov provides a unique and valuable combination of 

international payment and collection capabilities and represents a valuable shared services 

provider for the federal Agency community. ITS.gov is a web-based international payments and 

collections application that provides federal agencies with the ability to use either automated 
27

batch or ad-hoc solutions to process international payments and collections. ITS.gov provides a 

single point of delivery to over 200 countries and territories and supports more than 100 foreign 

currencies. This investment has allowed the Fiscal Service to continue to expand its 

international financial service capabilities while saving money by leveraging a critical mass of 

volume to achieve economies of scale and realize significant cost avoidance and savings 

related to foreign exchange cost savings. ITS.gov has been able to significantly reduce the cost 

associated with processing payments to foreign recipients by converting large numbers of 

transactions to electronic payments, and has achieved large savings by supporting both spot 

and guaranteed advanced exchange rate options.

ITS.gov provides valuable shared services with the enterprise OFAC screening tools that are 

integrated in the payment flow which allows other Treasury applications to leverage these 

capabilities to compare payments to various source lists without Fiscal Service incurring 

additional start-up or operating costs for each business line. Additionally, ITS.gov provides an 

international collection facility, which is being further automated to enhance the interface with 

Treasury's Credit Gateway application and Collection Information Repository (CIR). ITS.gov 

began providing payment information to the Payment Information Repository (PIR) for all 

Treasury Disbursed Organization payment activity in FY 2015, and will begin interfacing with the 

new Post Payment System in FY 2016 to support Fiscal Service initiatives to improved financial 

data reporting and transparency.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: ITS.gov provides consolidated 

international payment, collection, reporting, & OFAC screening for Federal Agencies in support 

of Treasury, Fiscal Service, & Payment Management Strategic Goals to provide centralized 

federal payment, collection, and reporting services. 

Aligns with the Treasury and Fiscal Service Strategic Plans for Fiscal Years 2014 - 2017.

Specifically, it aligns to Fiscal Service Strategic Goal One: Serve as a catalyst for effective 

government through initiative and innovation; Goal Three: Deliver exceptional programs and 

services; Goal Four: Promote data transparency and usefulness as a public good; and Goal 

Five: Move Federal financial Management and Admin services to an affordable, sustainable 

service provider.

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments and Future Objectives: 

FY 2015 accomplishments include:

- Implemented phase 1 of the ITS to PIR interface to support all TDO payment reporting;

- Completed complex infrastructure upgrade to Websphere 8.5 (and Jasper); 

- Transitioned NTDO system development from FRB NY to consolidate all payment processing 

and support through the National Payment Center in Kansas City. 

FY 2016 objectives include the following high priority initiatives:

- Convert to the new FRB Direct Voucher System;

- Complete phase 1 of the ITS - PPS interface development;

- Complete phase 1 of the DLA NTDO conversion efforts;

- TLS security enhancements;
28

- IDD Country Expansion - a major SSA initiative; and

- FRB KC transition activities including addressing legacy technical debt to support the transition 

and implement the SONAR and Fortify Development tools. 

FY 2017 objectives include:

- ITS.gov will complete technical debt remediation to support the completion of the FRB 

transition;

- Support PPS phase 2 implementation;

- Continue IDD country expansion to support the Federal benefit agencies;

- Implement Solaris infrastructure updates;

- Support security enhancements; and 

- Implement the Payment Application Modernization (PAM) Acknowledgement enhancements.

Details of Useful Life Period: 

Year the investment began: 2009

End Year of the current planning cycle: 2019

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

Circular A-131.: NA.

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 of ITS.gov EFT and check payments made on time 

based on the requested settlement date, as directed by Federal 

agency and payment recipient. (The number of business days in 

which ITS did not need to request an extension of Citi's 2:00pm 

EST deadline divided by the number of business days).

Strategic and 

Business Results Over target Monthly % 0.99 1.00 12/30/2015

Percentage of Fedwire payments made on time based on the 

requested settlement date, as directed by the Federal agency and 

payment recipient. (The number of business days in which ITS.gov 

submits all Fedwire payments timely divided by the number of 

business days).

Strategic and

Business Results Over target Monthly % 0.99 1.00 12/31/2015

Percentage of straight-through processing of payments. (The total 

number of payments less returned payments divided by total 

number of payments).

Financial 

Performance Over target Monthly % 0.99 1.00 12/31/2015

Percentage of timely availability of FX rate files to customers by 

8:00am ET. (The number of business days in which ITS.gov has 

FX rates available for customers by 8:00am ET divided by the 

number of business days).

Strategic and 

Business Results Over target Monthly % 0.99 1.00 12/31/2015

Percentage of system availability to users (Monday-Friday). 

(Actual application availability divided by scheduled application 

availability).

Customer 

Satisfaction 

(Results)

Over target Monthly % 0.99 1.00 12/31/2015

Investment Name: Invoice Processing Platform (IPP)

Type of Investment: Major IT Investment

Description:

IPP provides a centralized electronic invoicing and payment information portal accessible to all 

participants in federal payment transactions.

Investment Anticipated Outlay: (In Millions of $): 
29

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 19.26 3.48 3.58 2.34 0.00 0.00 0.00 0.00 28.66

Total DME funding 3.48 3.58 2.34 9.40

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 57.85 11.38 11.59 15.93 17.73 0.38 0.00 0.38 115.23

Total O&M funding 11.38 11.59 15.93 38.90

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 77.11 14.86 15.16 18.27 17.73 0.38 0.00 0.38 143.89

Total Gov FTE Cost 3.48 0.65 0.65 0.58 0.38 0.38 0.00 0.38 6.49

Number of FTE represented by costs 16.00 6.00 6.00 6.00 6.00 6.00 0.00 6.00 52.00

Summary of Purpose, Goals, and Benefits: 

IPP provides a centralized electronic invoicing and payment information portal accessible to all 

participants in federal payment transactions: agencies, payment recipients, and the Fiscal 

Service. IPP enables the presentation of electronic orders, receipt of electronic invoices, 

automated routing and approval (workflow), electronic notifications and Treasury payment 

information.

IPP is designed to yield government-wide efficiencies by (1) reducing or eliminating paper 

based processing by accounts payable, (2) enhancing Treasury's value and service to its 

citizens by increasing access to and quality of payment data, and (3) providing a single central 

application in which government finance departments can engage with their suppliers, and in 

which government suppliers can engage with agencies. IPP supports the Fiscal Service's goal 

to provide accurate, timely payments by optimizing agency use of electronic mechanisms. IPP 

investment supports presentation of electronic orders, receipt of electronic invoices, automated 

routing and approval, and electronic notifications to ensure accurate and timely payments. 

IPP stakeholders include federal agencies and their commercial vendors.

Responsive customer service is a key performance indicator for most federal agencies. Fiscal 

Service and the federal agencies it serves encounter difficulties and delays in obtaining 

information needed to respond to customer inquiries about payment transactions. Currently, 

detailed data required by agencies to address inquiries and handle payment disputes is housed 

in multiple, disparate systems (procurement, accounts payable, and Treasury accounting 

systems), which makes research time consuming and costly for the agencies and suppliers. IPP 

will provide a single central repository that will allow suppliers access to the data they need to 

handle many inquiries on their own and avoid numerous disputes.

Return on Investment: 

The projected return on investment by the end of FY 2018 is 244.51 percent, resulting in a 

savings of approximately $121.2 million. IPP will prove to be beneficial both within the 

government (to agencies) and external to the government (to vendors). 

Federal agencies can save time and money by adopting IPP:

- Saves time by automating a formerly paper-intensive procurement process.

- Available at no charge to federal agencies.

- Aids federal agencies avoid Prompt Payment penalties and capture early payment discounts.

- Supports paperwork reduction initiatives.

- Leverages cloud computing best practices to help federal agencies comply with the federal 

cloud first policy.
30

IPP makes it easier for vendors to do business with the government: 

- Provides multiple options for vendors to create and submit invoices electronically.

- Provides vendors with greater visibility into all transaction data and documents associated with 

a purchase order.

- Contains self-service features that save time by enabling vendors to quickly answer paymentrelated questions.

- Available at no charge to vendors.

- Enables vendors to better manage their cash flow projections.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Aligns with the Treasury and Fiscal 

Service Strategic Plans for Fiscal Years 2014-2017.

Presidential Priority: In July 2011, in support of President Obama's “Campaign to Cut Waste”

across the federal government, Treasury announced that it was mandating that all Treasury 

bureaus implement the Invoice Processing Platform, formerly known as Internet Payment 

Platform, an electronic invoice processing solution, by the end of FY 2012. Additionally, in FY 

2013, Treasury required that its commercial vendors submit their invoices using IPP. This 

mandate only applies to Treasury bureaus and does not require additional government agencies 

to adopt IPP.

Other Requirement: In 2012, IPP began utilizing the Do Not Pay continuous monitoring feature 

as a value-added service to assist agencies in their efforts to reduce improper payments. On 

July 17, 2015, OMB issued Memorandum M-15-19 (Improving Government Efficiency and 

Saving Taxpayer Dollars Through Electronic Invoicing) which directed agencies to transition to 

electronic invoicing for appropriate federal procurements. OMB named IPP as a wellestablished electronic invoicing solution agencies should consider.

Accomplishments and Future Objectives: 

FY 2015 accomplishments include the following:

- IPP processed more than 383,000 invoices in FY 2015.

- IPP received nine fully executed Agency Participation Agreements. 

- Deployed two releases (3.3. and 3.4). These releases included: Security and User 

enhancements, Auto Fix POs on Exception, Dollar Amount only POs, Allowing resubmitted 

rejected invoices to select different PO lines, notification enhancements, Contract Line Item 

Number and Sub-Line Item Number, Report Wizard enhancements, Automated Reconciliation 

and Search for POS by Status and Hold State.

- Held a successful Agency Forum and two Agency User Group Meetings.

- IPP successfully migrated to a new integrated Vendor User Provisioning solution..

FY 2016 objectives include implementing the following:

- Increase of electronic invoicing transactions submitted through IPP;

- Onboarding of agencies and suppliers. 

- Security enhancements;

- Contract Line Item Number (CLIN)/Sub-Line Item Number (SLIN) and custom fields;

- Invoice status maintenance;

- Purchase Order (PO)/Blanket Purchase Order search updates;

- Automated reconciliation;

- Report wizard enhancements;

- Batch file feedback;
31

- Separate tolerances for goods and services;

- Support foreign currency; 

- Reconcile PO Remaining Balance Discrepancy and Collector Automated File Transfer;

- Electronic invoicing enhancements; 

- Infrastructure modernization and optimization; and

- Outreach expansion for agencies and suppliers.

FY 2017 objectives include implementing the following:

- Security enhancements;

- GT&C Download;

- Update PAM format; and

- Modernization efforts.

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

IPP is available to meet its user's needs 

with minimum interruption.

Strategic and Business 

Results Over target Monthly Percentage 99.00 99.00 12/31/2015

Number of agencies enrolling in IPP (out 

of remaining 150)

Strategic and Business 

Results Over target Quarterly Number 2.00 4.00 09/30/2014

Major Software Releases and patches 

Deployed with No Service Disruption

Customer Satisfaction 

(Results) Over target Quarterly Percentage 98.00 99.00 12/31/2015

Percentage of helpdesk calls answered 

within 60 seconds

Customer Satisfaction 

(Results) Over target Monthly Percentage 80.00 79.00 12/31/2015

Number of Invoices processed in IPP 

(out of 27,000)

Strategic and Business 

Results Over target Monthly Number 27000.00 33253.00 12/31/2015

The cost savings for invoices processed 

using IPP equates to $15 cost savings 

per invoice.

Financial Performance Over target Monthly Dollars 405000.00 498795.00 12/31/2015

Investment Name: Over the Counter Channel Application (OTCnet)

Type of Investment: Major IT Investment

Description:

OTCnet is the government's one system solution for the collection of $150 billion annually in all 

types of checks, currency, and coins transacted at federal agency Point of Sale locations 

worldwide.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 61.29 10.27 8.00 12.80 6.73 5.67 0.00 0.00 104.75

Total DME funding 10.27 8.00 12.80 31.07

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 32.63 12.01 13.11 7.75 14.37 15.54 0.00 0.00 95.42

Total O&M funding 12.01 13.11 7.75 32.87

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 93.92 22.28 21.11 20.55 21.10 21.21 0.00 0.00 200.17

Total Gov FTE Cost 3.61 0.96 1.14 1.03 1.03 1.03 0.00 0.00 8.81
32

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

Number of FTE represented by costs 23.65 5.85 6.13 6.13 6.13 6.13 0.00 0.00 54.02

Summary of Purpose, Goals, and Benefits: 

OTCnet is a web-based system that enables federal agencies to integrate check conversion and 

deposit reporting activities, so that all checks and cash deposits are handled by one web-based 

application. As part of Fiscal Service's strategic Collections and Cash Management 

Modernization (CCMM) initiative, OTCnet has redesigned its business lines by developing one 

system per channel and streamlining the collection process. OTCnet has fully incorporated the 

functionality of the two legacy systems (PCC OTC and TGAnet) into OTCnet. TGAnet was 

decommissioned in June 2011 and all PCC OTC agencies were converted to OTCnet in 2012. 

PCC OTC has been de-activated for all agency access and it was fully decommissioned at the 

infrastructure level in August 2013. Additional conversion activities in 2012 included converting 

agencies from CashLink and Ca$hLink II, to OTCnet to support Ca$hlink II decommissioning. 

By implementing the Government-wide Accounting/Treasury Reporting System (GWA/TRS) 

project in 2012, OTCnet has facilitated data capture to support Central Accounting and 

Reporting System (CARS) reporting requirements for both check conversion and deposit 

reporting. OTCnet has introduced Straight Through Processing (STP) and phase one of 

Archiving. With the Dynamic Treasury Account Symbol (TAS) implementation, OTCnet 

introduced functionality for agencies to report multiple Classification Keys (C-Keys) to a single 

check under the Check Capture component. OTCnet is a complex system that utilizes a broad 

range of technologies with 12 external interfaces and a substantial user community who uses 

the system across the globe. Future functionality includes: phase 2 of archiving capabilities, 

support FRB Ca$hLink decommissioning, and data quality management enhancements. The 

primary beneficiaries of this investment are the end users from agencies, Financial Institutions, 

and government. OTCnet yields substantial cost savings as a shared service across the 

government servicing over 96 agencies and over 130 Financial Institutions. Decommissioning 

the two legacy systems, CashLink, and Ca$hLink II also provides efficiency gains through 

improved reconciliation processes.

Return on Investment: 

OTCnet replaces two legacy systems (TGAnet and PCC OTC) and utilizes one service provider 

instead of two from the legacy systems. By providing a shared service for all OTC collections 

globally, it eliminates the need for multiple systems across the government. Using automated 

check processing functionality in OTCnet eliminates the need for manually processing the 

checks at TGA locations. Using IBM Tivoli Identity Manager (ITIM) for single sign-on and 

automated user recertification provides productivity improvements to agencies for large number 

of users and less manual effort from the customer support team. Utilizing a web-based training 

tool for agencies reduces the number of Instructor Led training requests in OTCnet and provides 

cost benefits.

The GWA/TRS project provides functionality to capture accounting information at the point of 

deposit and transmits the information to the CIR. The Dynamic TAS project provides the 

capability to support the capture of multiple accounting code classifications at the batch level 

(summary level classification) and the individual check level (item level classification) in both 

online and offline applications. This provides cost savings for the government in streamlining 

and centralizing the reporting of revenue collection information, and eliminates agencies 

redundant reconciliation processes. With summary classification for TGA deposits and with the 

C-Key classification for checks, agencies can be GWA compliant.
33

STP allows all deposits processed through OTCnet to include the Treasury routing transit 

number (RTN) information which posts directly to the TGA structure and updates the TGA 

balance throughout the day. This supports the Treasury goals of intra-day cash position, earlier 

end-of-day close and faster proofing, balancing and reconciliation processes. 

Processing of Adjustment/Correction and Rescinds for checks in addition to deposits improves 

agency reporting, supports decommissioning of FRB Ca$hLink, and also improves the 

reconciliation processes.

With the implementation of the data quality management enhancements, Fiscal Service will be 

able to use business analytics and data mining to increase revenue collections efficiencies, as 

well as address the integrity, timeliness, accuracy and completeness of the collections data.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Aligns with the U.S. Department of the 

Treasury Strategic Plan for Fiscal Years 2014 - 2017 and the Bureau of the Fiscal Service 

Strategic Plan for Fiscal Years 2014-2017.

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments and Future Objectives: 

FY 2015 accomplishments include the STP full implementation. This project included 

functionality such as:

- Processing Adjustments/Corrections/Rescinds for checks;

- Dynamic Split which allows agencies to classify check transactions with single or multiple 

Classification Keys (C-Keys) or TAS string at the point of check capture; 

- Support the image archive effort with Debit Gateway; and

- A full solution for archiving which includes deposit processing and reports. 

FY 2016 and beyond objectives include:

- Support the FRB Ca$hlink decommissioning; and 

- Implement data quality management enhancements to increase revenue collections 

efficiencies.

Details of Useful Life Period: 

Year the investment began: 2009

End Year of the current planning cycle: 2019

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

Circular A-131.: N/A.

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, percent of system will be available 

24x7x365.

Strategic and 

Business Results Over target Monthly % 97.00 100.00 12/31/2015

Provide Timely ACH File Processing via Debit Gateway. 

ACH/ Check 21 transactions received before the daily cutoff 

times of, 1:30AM (FedACH) and 8:30AM(Check 21), are sent 

on time to the Debit Gateway per month.

Strategic and 

Business Results Over target Monthly % 94.00 100.00 12/31/2015
34

Deposit reports received by OTCnet, before daily cutoff times 

of 2:30PM (Fedwire) and 9:10PM (End of Day), are 

transmitted on time to TRS per month.

Financial 

Performance Over target Monthly % 94.00 100.00 12/31/2015

Percent of Deposit and Debit Voucher Reports that are 

available on time or delivered to agencies by 10AM daily.

Strategic and 

Business Results Over target Monthly % 100.00 100.00 12/31/2015

Monthly customer service telephone call abandonment rate 

will not exceed 3%

Customer Satisfaction 

(Results) Under target Monthly % 3.00 0.25 12/31/2015

Investment Name: Pay.gov

Type of Investment: Major IT Investment

Description:

Pay.gov is the government's internet collection channel for all non-tax collections. It offers a 

suite of electronic financial services to assist agencies in their electronic collection.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 46.37 3.89 3.63 3.60 3.68 0.00 0.00 0.00 61.16

Total DME funding 3.89 3.63 3.60 11.12

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 111.67 13.34 15.95 15.79 16.41 0.00 0.00 0.00 173.16

Total O&M funding 13.34 15.95 15.79 45.08

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 158.04 17.23 19.57 19.39 20.09 0.00 0.00 0.00 234.32

Total Gov FTE Cost 5.80 0.60 0.64 0.64 0.64 0.00 0.00 0.00 8.33

Number of FTE represented by costs 34.00 5.00 5.00 5.00 5.00 0.00 0.00 0.00 54.00

Summary of Purpose, Goals, and Benefits: 

Pay.gov Services (Pay.gov) provide a government-wide Internet collection channel for FPAs to 

collect non-tax revenue. It provides a suite of electronic financial services and interfaces to 

enable federal agencies to make financial collections electronically, specifically over the 

Internet. By providing the Internet collection channel, Pay.gov helps promote the all-electronic 

Treasury vision. Pay.gov Services directly support the collection and deposit of funds into the 

Treasury on behalf of federal agencies. This is a key component of the multi-faceted 

government-wide financial management mission of the Fiscal Service. One of the critical goals 

of the Fiscal Service is to convert paper-based transactions to electronic methods; Pay.gov is 

the primary program supporting this goal. Fiscal Service also had the goal of providing citizens 

with convenient and secure payment options, Pay.gov delivers this medium. Previous strategic 

goals that Pay.gov has helped the Fiscal Service meet include: 1) Providing timely collection of 

federal government receipts, at the lowest cost, through an all-electronic Treasury; and 2) 

Establishing policies and processes to facilitate the integration of e-commerce technologies into 

the payments and collections infrastructure. Pay.gov services support the Fiscal Service's 

mission by providing a secure, efficient, and user-friendly collection channel for citizens and 

businesses to use when paying an agency. This service promotes operational efficiency and 

financial integrity. 

The key beneficiaries of Pay.gov are the FPAs and citizens. By collecting funds over the 

internet, Treasury and FPAs receive the funds faster, more securely and more accurately than 
35

mailed or in person transactions. Citizens benefit from Pay.gov by being able to make payments 

from any internet-capable device. In addition, the cost per payment through Pay.gov is less than 

the cost per paper payment. As a service, FPAs are both the primary customers and 

stakeholders of Pay.gov.

Return on Investment: 

Pay.gov life cycle benefits are based on historic unit cost for processing internet based 

collection transactions versus the unit cost of paper based collection methods; resulting in a 

cost avoidance.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Aligns with the Treasury and Fiscal 

Service Strategic Plans for Fiscal Years 2014-2017.

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments and Future Objectives: 

FY2015 accomplishments include collecting $143 billion by processing over 162 million 

transactions. Pay.gov exceeded the projection to process 132 million transactions worth $117 

billion. Pay.gov met its goal for system availability of 99.8 percent. Completed milestones 

include: user interface redesign; PayPal implementation; recurring credit card transaction 

functionality; eBilling enhancements to include a new email solution, implement Payment 

Service Provider #2. 

FY 2016 objectives include collecting $120 billion dollars through 138 million transactions while 

increasing agency applications to 900. The system availability goal is 100 percent. Planned 

milestones include: Implement Digital Wallet #3 provider to offer another online payment option 

for customers, implement Master Case in support of the Treasury Centralized Reporting 

System's use of the eBilling service, implement ACH Credit as a Pay.gov Payment option to 

support high dollar and business customers, transition online reports used by agencies and 

administrators from WebFOCUS to Jasper or Business Intelligence and Reporting Tools (BIRT) 

and infrastructure changes to support environmental upgrades.

FY 2017 objectives include collecting $115 billion dollars through 117 million transactions while 

increasing agency applications to 1000. The system availability goal is 100 percent. Planned 

milestones include: Implement enhancements to new Agency user interface, including Payer 

Profile and Company Profile and introduce a new Administrative user interface.

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

Collect $10.0B per month in FY16 Strategic and Business 

Results Over target Monthly Billions of dollars collected 10.00 13.79 12/31/2015

Process 11.5 million collection transactions 

per month in FY16 Financial Performance Over target Monthly

Millions of 

transactions 

processed

11.50 13.89 12/31/2015

Maintain system availability of 99.8% Customer Satisfaction 

(Results) Over target Monthly system availability %

99.80 100.00 12/31/2015

Percent of ACH Files sent to the Debit Strategic and Business Over target Monthly Percentage of 100.00 100.00 12/31/2015
36

Gateway timely (by 2am EST cutoff) Results Files Sent

Percentage of Credit/Debit card payments 

submitted to Card Acquiring Bank delivered 

timely (by 2am EST cutoff)

Strategic and Business 

Results Over target Monthly

Percent of 

transactions

submitted

100.00 100.00 12/31/2015

Investment Name: Payment Services (PS)

Type of Investment: Major IT Investment

Description:

Payment Services is the domestic payment disbursement engine of the federal government. 

The systems included in the investment are used by agencies to create and disburse all checks, 

EFT and wire transfer payments in a secure manner.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 0.00 0.00 19.05 18.28 0.00 0.00 0.00 0.00 37.33

Total DME funding 0.00 19.05 18.28 37.33

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 0.00 0.00 23.62 23.26 0.00 0.00 0.00 0.00 46.89

Total O&M funding 0.00 23.62 23.26 46.89

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 0.00 0.00 42.68 41.54 0.00 0.00 0.00 0.00 84.21

Total Gov FTE Cost 0.00 0.00 8.47 8.31 0.00 0.00 0.00 0.00 16.77

Number of FTE represented by costs 0.00 0.00 154.04 148.16 302.20

Summary of Purpose, Goals, and Benefits: 

PS is the only resource for FPAs to certify ACH, Check, wire transfers, IAT, CTX, ASAP, and 

ITS.gov payments. PS reduces costs for the federal government by eliminating redundant 

certification tools, overhead, and unique applications for over 200 agencies (such as Social 

Security Administration (SSA), Office of Personnel Management (OPM), and the Internal 

Revenue Service (IRS)). PS provides a security assurance level 4 system for payment 

certification and maintains the only resources for processing, settlement, and distribution 

payments. In addition, PS is the conduit for all eligible payments to be screened thru DNP and 

TOP for possible elimination of improper payments, and payment offsets when debts are owed, 

therefore saving the government dollars. This investment also includes the system of record for 

all payment voucher data eliminating the need for agencies to have their own infrastructure for 

maintaining this information. It also includes Certifying Officer Training, which is provided to FPA 

users to improve the accuracy and data quality with the payment initiation process.

Return on Investment: 

Payment Services represents multiple projects that are modernizing or fully replacing outdated 

legacy systems and processes resulting in a -66.06 percent return on investment. The low ROI 

is mainly due to limited data for benefit analysis for several of the projects which were not 

previously reporting via the CPIC process and newly implemented cost policy which raised cost 

(from a reporting perspective). All the projects under the PS investment contribute to the 

streamlined and automated payment origination service(s) offered by the Fiscal Service to 

Treasury Disbursed Organizations (TDO).
37

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Aligns with the Treasury and Fiscal 

Service Strategic Plans for Fiscal Years 2014-2017. Payment Services aligns to Treasury's 

Strategic Goal 3, “Fairly and effectively reform and modernize federal financial management, 

accounting, and tax systems.” More specifically, it aligns to Strategic Objective 3.2, “To improve 

the disbursement and collections of federal funds and reduce improper payments made by the 

U.S. government.” Domestic payments originated through the Payment Services investment are 

screened through Do Not Pay and Treasury Offset Program to reduce improper payments.

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments and Future Objectives: 

This is a new investment for FY 2016. The FY 2016 and beyond objectives primarily focus on 

enhancements that will provide value to users and streamline processing. Part of this is fully 

removing legacy payment processing code, systems, and formats that have been replaced with 

more current technology and have standardized domestic payment issuance for the federal 

government. Security enhancements are underway to require PIV cards as part of the logon 

credential standards for Fiscal Service systems by federal employees in other agencies.

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

Number of Production Severity 1 problems reports Strategic and 

Business Results Under target Monthly

Number of severity 

1 problems 

reported

1.00 4.00 12/31/2015

Percentage of check and EFT payments processed 

accurately and on time.

Strategic and 

Business Results Over target Monthly

% of payments 

processed 

accurately and on 

time

100.00 100.00 12/31/2015

Number of unexpected system/environment errors Strategic and 

Business Results Under target Monthly

# of errors 

recognized by 

PAM

250.00 250.00 12/31/2015

Average cost per payment based on project costs and 

transactions processed by PAM in cents. The metric 

aligns with the Fiscal Service AC's goal to keep costs 

at a cent (0.01) or below.

Financial 

Performance Under target Monthly

Cost (in Cents) per 

payment 

processed in PAM

0.01 0.01 12/31/2015

Percentage of System Availability during Normal 

Operations

Customer 

Satisfaction (Results) Over target Monthly % of System Availability 1.00 1.00 12/31/2015

Investment Name: Post Payment Services

Type of Investment: Major IT Investment

Description:

Post Payment Services(PPS) provides a single source for aftermath payment processing for 

Federal Program Agencies. It simplifies reconciliation activities, improves information exchange, 

and reduces paper-based processes for users.

Investment Anticipated Outlay: (In Millions of $): 
38

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 0.00 0.00 14.57 16.34 12.87 7.24 0.00 0.00 51.02

Total DME funding 0.00 14.57 16.34 30.91

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 0.00 0.00 28.58 30.65 29.56 6.78 7.72 21.49 124.78

Total O&M funding 0.00 28.58 30.65 59.23

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 0.00 0.00 43.15 46.99 42.43 14.02 7.72 21.49 175.80

Total Gov FTE Cost 0.00 0.00 6.13 6.74 5.48 1.73 1.35 4.14 25.57

Number of FTE represented by costs 0.00 0.00 52.84 52.24 46.74 15.66 11.00 33.00 211.48

Summary of Purpose, Goals, and Benefits: 

Post Payment Services will consolidate all payment aftermath processing into one 

comprehensive application by merging processing currently performed by six legacy systems: 

Post Payment System (PPS), Treasury Check Information System (TCIS), Payments, Claims 

and Enhanced Reconciliation (PACER), Treasury Receivable, Accounting and Collection 

System (TRACS), Teletrace, and Treasury Offset Program (TOP) Control System (TCS). The 

consolidation of post payment systems will reduce costs associated with operations and 

maintenance of legacy systems, reduce duplicative functionality, eliminate redundancy of data 

across systems and provide a single source for aftermath payment processing for FPAs.

Post Payment Services will utilize standardized reporting using Common Government-wide 

Accounting Classification (CGAC) structure, and leverage commercial off-the-shelf (COTS) 

software solutions, when appropriate, to provide common, best practice functionality and proven 

implementation methodologies. Post Payment Services will provide enhanced streamlined 

business processes and productivity gains that will simplify reconciliation activities, improve 

information exchange, reduce paper-based processes, integrate disparate processes, improve 

fraud detection, and enable self- service functions for agencies and Financial Institution users. 

PPS will include functionality to process claims/adjudications, cancellations, check 

reconciliation, settlements, offsets, and accounting, with customer service and self-service 

applications. Legacy post payment systems will be retired through phased implementation of 

PPS. Quantitative and qualitative benefits will be realized through cost avoidance, cost savings, 

and performance improvements as measured by: 

- decommission of systems;

- improved ability to deliver services and respond to customer inquiries more accurately and 

quickly;

- improved access to information for FPA and Financial Institution users; 

- elimination of duplicate assets;

- minimized interfaces and duplication of data;

- improved reliability of systems; 

- improved ability to maintain a single system; 

- accommodate increases in workload or demand;

- reduce manual Regional Finance Center (RFC) operations;

- improved efficiency;

- modernized operations; and

- modernized technical environment.

Beneficiaries include government agencies, Non-Treasury Disbursing Offices, the Federal 

Reserve Bank, Financial Institutions, and the American public.
39

Return on Investment: 

The Post Payment System (PPS) is the only Post Payment Services system with active DME 

project, and expects to achieve a five year ROI of 236.68 percent with a break-even point in FY 

2017. PPS will yield significant benefits and productivity gains through process improvements, 

centralization and automation of functionality and systems consolidations. Cost savings will be 

achieved through decommissioning of legacy systems, elimination of contracts, and reductions 

and re-purposing of staff resources.

The centralized PPS will provide Treasury many qualitative benefits including:

- increased IT system flexibility and efficiency;

- compatibility with Treasury and Fiscal Service Enterprise Architecture (EA);

- improved risk management and control;

- improved mission performance;

- increased reporting capabilities;

- increased ability to implement organizational strategies; and

- improved reliability of information and increased confidence from agency customers.

PPS will enhance development capabilities by elimination of obsolete software and technology 

platforms, and increasing scalability for future expansion. Monetary benefits from staff savings 

or reinvestment will be realized through:

- future cost avoidance; 

- permanent reduction in staff hours related to the affected Fiscal Service business processes;

- re-purposing of saved staff hours within the identical business process to meet discretionary 

workload increases 

- staff savings across government due to reduced reporting and reconciliation requirements; and

- staff savings across government due to more timely availability and accuracy of data to 

support decision making.

System of record functionality will be transferred from legacy applications to PPS with each 

phase, and legacy systems will be decommissioned as appropriate. PPS customers from 

Philadelphia Finance Center, FPAs, and Financial Institutions will benefit from a consolidated 

source of all post payment data and reconciliation tools with minimized use of paper based 

communication. Customers will have access to summary and detailed reports to perform 

transaction and accounting reconciliation in a central location. Portal users will have access to 

all payment and post payment data, with the ability to research issues through use of standard 

reports, analytical tools, and enhanced communication with PFC personnel via instant chat and 

inbox messaging. FPAs will be able to perform online tasks via self-service functions.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Aligns with the Treasury and Fiscal 

Service Strategic Plans for Fiscal Years 2014-2017. Post Payment Services supports Treasury 

Strategic Goal #3, “Fairly and effectively reform and modernize federal financial management,

accounting, and tax systems.” More specifically, it aligns to Strategic Objectives 3.1 and 3.2: 

“Improve the efficiency and transparency of federal financial management and government-wide 

accounting”; and “Improve the disbursement and collection of federal funds and reduce 

improper payments made by the U.S. government.”

Post Payment Services aligns with these goals and objectives through delivery of a single 

source, efficient and modern post payment processing environment, while replacing six legacy 
40

systems. Post Payment Services consolidation of Fiscal Service's post payment systems will 

reduce costs associated with the maintenance of legacy systems, eliminate redundancy of data 

across systems and provide one-stop payment aftermath processing.

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments and Future Objectives: 

This is a new investment for FY 2016. In FY 2016, PPS Release 3.0 will be implemented and 

include accounting functionality, and the establishment of a parallel production simulation model 

for a full year. Production tests will ensure complete accuracy of all incoming and outgoing 

agency data transfers prior to the accounting model going live with PPS Release 4.0. PPS 

Release 3.0 will also transfer cancellations processing from the legacy PACER system to PPS. 

During 2016 and 2017, a significant portion of legacy TRACS and PACER functionality will 

move to PPS, and establish PPS as the Treasury system of record for payments. PPS will 

become responsible for: processing of claim and cancellation transactions; generation of 

accounting events, reports, and interface files; and storage of all data related to payments and 

cancellations. 

In FY 2017 and beyond, PPS plans to implement Release 4.0, 5.0 (FY 2018), and 6.0 (FY 

2019). Functionality will include that of CTS, TRACS, and Teletrace, and permit their 

decommissioning. Release 5.0 expands PPS with additional components for ACH claims 

processing, check claims, call center, workflow enhancements, and an interactive Portal. 

Release 5.0 will transfer remaining functionality from legacy systems PACER and TCIS, and 

allow for their concurrent decommissioning. The final PPS development phase, Release 6.0, will 

complete the fulfillment of remaining PPS requirements, with the addition of Straight Through 

Processing (STP) and NTDO Payment Reporting.

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 of published hours of availability 

met by the PPS application

Customer Satisfaction 

(Results) Over target Monthly Percentage 0.95 1.00 12/31/2015

Percentage of non-match's with PACER 

identified and reported within 24 hours of 

the exception

Strategic and Business 

Results Over target Semi-Annual Percentage 0.95 1.00 10/31/2015

Percentage of ad hoc query request are 

processed within 48 hours

Strategic and Business 

Results Over target Monthly Percentage 0.95 1.00 12/31/2015

Percentage of payee object file updated 

within 24 hours of activity

Strategic and Business 

Results Over target Monthly Percentage 0.95 1.00 12/31/2015

Amount of identified possible suspect 

payments Financial Performance Over target Monthly Dollars 1.50 1.50 12/31/2015

Investment Name: Retail Securities Services (RSS)

Type of Investment: Major IT Investment

Description:

RSS supports various retail program IT systems, such as TreasuryDirect, SaBRe and Treasury 

Retail E-Services (TRES), to deliver effective retail customer service and products.

Investment Anticipated Outlay: (In Millions of $): 
41

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 50.92 13.59 18.69 9.51 8.29 8.29 0.00 0.00 109.30

Total DME funding 13.59 18.69 9.51 41.79

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 146.09 31.00 27.23 29.81 30.46 30.46 0.00 0.00 295.06

Total O&M funding 31.00 27.23 29.81 88.04

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 197.02 44.59 45.92 39.32 38.76 38.76 0.00 0.00 404.36

Total Gov FTE Cost 54.79 12.66 11.02 11.02 11.02 11.02 0.00 0.00 111.51

Number of FTE represented by costs 432.00 110.00 98.00 98.00 99.00 99.00 0.00 0.00 936.00

Summary of Purpose, Goals, and Benefits: 

Fiscal Service's mission is to promote the financial integrity and operational efficiency of the 

U.S. government through exceptional accounting, borrowing, collections, payments, and shared 

services. Within this core mission, Fiscal Service manages the RSS program. RSS enables 

private citizens and organizations to directly own and manage U.S. Treasury securities. The 

types of securities included are non-marketable securities in the form of savings bonds and 

marketable securities in the form of bills, notes, bonds, Floating Rate Notes (FRN), and 

Treasury Inflation-Indexed Securities (TIPS). 

RSS also oversees various programs for older, outstanding paper marketable securities and 

supports this mission through various IT systems, such as TreasuryDirect, SaBRe, and 

Treasury Retail E-Services (TRES), to deliver effective retail customer service and products.

Several systems within the RSS investment have data flow dependencies with other 

investments. The first major dependency is reporting daily financial transactions to the Summary 

Debt Accounting System (SDAS) to be included in the Daily Treasury Statement. The second 

major dependency is providing auction information to the Treasury Automated Auction System, 

which is part of the Wholesale Securities Services (WSS) investment.

Return on Investment: 

RSS' estimated five year return on investment is 76.86 percent. The SaBRe system retains 

records of all paper savings bonds, which benefits the government in the cost avoidance of 

making duplicate payments to owners of paper savings bonds. The TreasuryDirect system was 

built to allow the customer to manage their information, and provides the government the benefit 

of cost avoidance of customer service support to complete transactions. RSS systems also 

expand the investor base to keep costs down. As the Fiscal Service works to eliminate paper 

savings bonds, cost savings have been realized as it is less costly to buy, hold, and redeem an 

electronic savings bond than a paper savings bond. TRES has enabled Fiscal Service to reduce 

processing sites down to two, and has decreased dependency on customer service support 

which has resulted in a cost savings to the government.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: - Borrowing Authority for Bonds; Title 31, United States Code (USC), 

Subtitle III, Chapter 31, Subchapter I, Section 3102.

- Borrowing Authority for Notes; Title 31, USC, Subtitle III, Chapter 31, Subchapter I, Section 

3103.

- Borrowing Authority for Certificates of Indebtedness and Bills; Title 31, USC, Subtitle III, 

Chapter 31, Subchapter I, Section 3104.
42

- Borrowing Authority for U.S. Savings Bonds and Savings Certificates; Title 31, USC, Subtitle 

III, Chapter 31, Subchapter I, Section 3105.

- Borrowing Authority for Retirement and Savings Bonds; Title 31, USC, Subtitle III, Chapter 31, 

Subchapter I, Section 3106.

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Aligns with the Treasury and Fiscal 

Service Strategic Plans for Fiscal Years 2014-2017. Specifically, RSS aligns to Treasury 

Strategic Goal #3, “Fairly and effectively reform and modernize federal financial management,

accounting, and tax systems.” RSS continually performs reviews and enhancements of its 

systems to modernize operations, increase efficiency, and improve the overall customer 

experience. RSS continues to work to modernize TRES and is currently in the process of 

defining a new securities offering system and decommissioning legacy systems to focus on 

enhancements that will ensure we are meeting Treasury's goal.

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments and Future Objectives: 

FY 2015 accomplishments include:

-Implemented the Virtual Case File (VCF) release for TRES to achieve a near total electronic 

Customer Service (CS) operating environment;

-Implemented the Virtual Contact Center (VCC) to achieve a single, centralized and integrated 

call center staffed at two geographic locations;

-Implemented the repository account/holdings management system (Legacy Holdings System

or LHS) to provide a single application that will eventually house accounts from multiple legacy 

systems;

-Decommissioned the antiquated Legacy Treasury Direct system and transitioned its account 

and residual holdings to LHS; and

-Completed the first phase of enhancing the TD IRS reporting function to address capital 

gains/losses. 

FY 2016 and beyond accomplishments include:

- Implement business process enhancements in TreasuryDirect;

- Implement changes for Straight through Processing (STP);

- Define, design, and implement a customer self-help portal; and

- Design and begin development work on Treasury Retail Investment Manager (TRIM).

Details of Useful Life Period: 

Year the investment began: 2010

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.: N/A.

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 of customer satisfaction survey results 

rated Good or Better

Strategic and Business 

Results Over target Monthly Percentage. 86.50 88.66 12/31/2015

Percentage of maturing marketable par that 

customers reinvest into new purchases

Strategic and Business 

Results Over target Monthly Percentage 61.00 67.99 12/31/2015

Percentage of time with 24/7 mainframe system Strategic and Business Over target Monthly Percentage 99.50 100.00 12/31/2015
43

access. Results

Percentage of time financial and accounting data is 

sent to the Summary Debt Accounting System 

(SDAS) by 7:00 am each business day.

Financial Performance Over target Monthly Percentage 99.50 100.00 12/31/2015

Percentage of accounts successfully verified 

online.

Customer Satisfaction 

(Results) Over target Monthly Percentage 82.00 88.21 12/31/2015

Investment Name: Revenue Collections Support Services (RCSS)

Type of Investment: Major IT Investment

Description:

RCSS is a collection of systems that improve the collection and concentration of the flow of 

government funds into the Treasury General Account.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 0.00 0.00 6.56 7.26 0.00 0.00 0.00 0.00 13.82

Total DME funding 0.00 6.56 7.26 13.82

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 0.00 0.00 25.24 9.60 0.00 0.00 0.00 0.00 34.84

Total O&M funding 0.00 25.24 9.60 34.84

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 0.00 0.00 31.80 16.86 0.00 0.00 0.00 0.00 48.66

Total Gov FTE Cost 0.00 0.00 1.65 1.65 0.00 0.00 0.00 0.00 3.30

Number of FTE represented by costs 0.00 0.00 0.00 0.00 0.00

Summary of Purpose, Goals, and Benefits: 

RCSS consolidates the following systems: Collections Information Repository (CIR), Cash 

Management Improvement Act System (CMIAS), FRB Ca$hlink, Treasury Collateral 

Management and Monitoring (TCMM) and Treasury Cash Management System (TCMS). 

Collectively, these systems enable revenue collection and associated information that enable 

the federal government to operate and serve the public. The systems provide a general support 

role in the revenue collections broader business line. Most of the systems are in a steady state 

and have a low funding level. Additionally, FRBCa$hlink will be decommissioned in FY 2016.

Return on Investment: 

This is a new major investment, which will begin reporting in FY 2016. It consolidates the 

previous DDM (M), CMIAS (NM), FRB CASHLINK (NM), TCMM (NM) and TCMS (NM) 

investments. The five-year Return on Investment for RCSS is calculated as 99.59 percent. 

Benefits, both quantitative and qualitative, of this investment include: tailored functionality; 

speed and efficiency; reduction of errors; and strong internal controls.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: Cash Management Improvement Act of 1990.

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Aligns with the Treasury and Fiscal 

Service Strategic Plans for Fiscal Years 2014-2017. Specifically, RCSS aligns to Treasury 
44

Strategic Goal #3, “Fairly and effectively reform and modernize federal financial management, 

accounting, and tax systems”; and Strategic Objective #3.2, “Improve the disbursement and 

collection of federal funds and reduce improper payments made by the U.S. government”.

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments and Future Objectives: 

This is a new investment for FY 2016. FY 2016 and beyond objectives include:

- Decommission FRB Ca$hlink which is the only remaining mainframe system and will result in 

a $20 million savings for the Fiscal Service; and

- Transition the CIR from PNC Bank to the Federal Reserve Bank Kansas City (FRBKC) and 

Federal Reserve Bank Cleveland (FRBC). FRBKC brings forth expertise as an Information 

Repository Center of Excellence by providing information repository services for Fiscal Services' 

Financial Information Repository (FIR) and the Payments Information Repository (PIR). With 

this transition, the CIR will now align with the other Fiscal Service information repositories 

gaining synergy in technological support and reducing costs.

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

CIR Call Center average 

telephone wait time

Customer Satisfaction 

(Results) Under target Monthly second 20.00 11.00 12/31/2015

CIR unscheduled outages per 

month

Strategic and Business 

Results Under target Monthly hours 5.00 5.60 12/31/2015

CIR Severity 1 incidents 

resolved within 6 hours

Strategic and Business 

Results Over target Monthly Percenetage of Severity 1 incidents 100.00 100.00 12/31/2015

CIR Severity 2 incidents 

resolved within 8 hours

Strategic and Business 

Results Over target Monthly percentage of severity 2 incidents 100.00 100.00 12/31/2015

CIR Severity 3 incidents 

resolved within 3 business days

Strategic and Business 

Results Over target Monthly percentage of severity 3 incidents 100.00 100.00 12/31/2015

CIR Severity 4 incidents 

resolved within 7 business days

Strategic and Business 

Results Over target Monthly percentage of severity 4 incidents 100.00 100.00 12/31/2015

CIR System Availability Financial Performance Over target Monthly percentage of CIR system 

Availability 98.00 100.00 12/31/2015

TCMS NSS voucher transfers Customer Satisfaction 

(Results) Over target Monthly Percentage of Transfers on expected Transfer date 100.00 100.00 12/31/2015

Time of Day that the DVS 

CBAF closes out their 

processing day.

Customer Satisfaction 

(Results) Over target Monthly percentage closure by 8:15pm ET 100.00 100.00 12/31/2015

Investment Name: Stored Value Card (SVC)

Type of Investment: Major IT Investment

Description:

SVC is a cash management service that uses smart cards to reduce/eliminate cash and 

associated workload/risk in "closed" environments such as military bases and ships.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total
45

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 4.96 3.49 7.03 6.37 0.00 0.00 0.00 0.00 21.85

Total DME funding 3.49 7.03 6.37 16.89

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 1.06 6.94 17.30 27.92 0.00 0.00 0.00 0.00 53.21

Total O&M funding 6.94 17.30 27.92 52.16

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 6.02 10.43 24.33 34.29 0.00 0.00 0.00 0.00 75.06

Total Gov FTE Cost 0.34 0.34 0.49 0.65 0.00 0.00 0.00 0.00 1.83

Number of FTE represented by costs 3.25 3.25 4.50 6.00 17.00

Summary of Purpose, Goals, and Benefits: 

SVC manages the U.S. Government's finances effectively by converting previous paper based 

financial transactions into electronic payments. The primary goal of the SVC program is to 

provide a cost effective solution for the government that enables them to meet their electronic 

cash management needs. In this effort SVC is consolidating the current three separate and 

distinct SVC programs (EZpay, EagleCash, and Navy Cash/Marine Cash) into a universal OneCard Solution to minimize duplication, avoid proprietary technologies, and gain more economies 

of scale through reuse of shared services across military services, as measured by successful 

consolidation, which will result in a cost savings of over $728.9 million by FY 2018. 

SVC's key customers are the military starting in basic training and continuing on through the life 

of the military personnel while deployed on land as well as on ships at sea. There are over 20 

stakeholders for SVC. The primary stakeholders are: The Departments of the U.S. Army, Air 

Force, Marine Corp. and Navy; Defense Finance and Accounting Service (DFAS); Navy Supply 

System (NAVSUP); Federal Reserve Bank of Boston (FRBB); and J.P. Morgan Chase (JPMC).

Return on Investment: 

SVC's five year ROI is estimated at 25.13 percent. SVC reduces the more than $2 billion in 

coins, currency, and checks in circulation at military bases across the world with electronic 

currency, thus reducing the high costs associated with securing, transporting, and accounting 

for cash. In FY 2015, over 3.6 million EFT transactions in excess of $459.7 million were 

processed through the SVC e-commerce program. Program to date through FY 2015, over 56 

million EFT transactions in excess of $7.7 billion. SVC helps Fiscal Service reach the 

President's mandate to complete government-wide implementation of shared e-commerce 

solutions. SVC has effectively replaced or reduced cash at over 56 military bases and 

installations in 14 countries (including the U.S.) and on 132 naval ships. Benefits that have been 

gained are estimated at over $468 million since program inception through FY 2015.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Aligns with the Treasury and Fiscal 

Service Strategic Plans for Fiscal Years 2014-2017. Specifically, SVC supports Treasury 

Strategic Goal #1, “Promote domestic economic growth and stability while continuing reforms of 

the financial system”; and Strategic Objective #1.4, “Facilitate commerce by providing trusted 

and secure U.S. currency, products and services for use by the public.” Additionally, SVC 

supports Fiscal Service Strategic Goals #1 and 3: “Serve as a catalyst for effective government 

through initiative and innovations”; and “Deliver exceptional programs and services.”
46

Presidential Priority: In October 2014, Executive Order 13681 - Improving the Security of 

Consumer Financial Transactions - mandated the use of chip-and-PIN Euro MasterCard and 

Visa (EMV) technology for all government debit, credit, and payment cards. SVC will be 

implementing the EMV card solution with the One-Card project.

Other Requirement: N/A

Accomplishments and Future Objectives: 

SVC began the consolidation of the three SVC programs (EZpay, EagleCash, and Navy 

Cash/Marine Cash) into a universal One-Card Solution in FY 2015. This One-Card project will 

encompass several years. Additionally in FY 2015, SVC began the transition of the 

development and operational management of the Navy/Marine Cash program from JP Morgan 

Chase to FRB Boston (FRBB) including moving the back-office systems into the Treasury Web 

Application Infrastructure (TWAI). This project will be completed in FY 2016. Fiscal Service and 

FRBB will be brought on a new host bank, PNC Bank, to manage the debit portion of the 

Navy/Marine Cash SVC. In FY 2016 Fiscal Service will select a bank to represent the debit 

portion of the One-Card solution.

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

Transaction Unit Cost: cost to process 

transactions.

Strategic and Business 

Results Under target Monthly Dollars 0.69 0.42 12/31/2015

Cost for Dollars Moved: cost based on 

dollars moved through SVC.

Strategic and Business 

Results Under target Monthly Dollars 0.07 0.03 12/31/2015

Percent of card loads at the selfservice Kiosks versus Finance Office. Financial Performance Over target Monthly Percentage 97.00 98.00 12/31/2015

Percent of Program Hardware 

Upgraded.

Strategic and Business 

Results Over target Annual Percent 94.00 95.00 12/31/2015

Average amount of time for calls to be 

answered.

Customer Satisfaction 

(Results) Under target Monthly Seconds -Time 15.00 10.00 12/31/2015

Abandoned Calls (3% is good). Customer Satisfaction 

(Results) Under target Monthly Percent 3.00 2.09 12/31/2015

Investment Name: USAspending.gov

Type of Investment: Major IT Investment

Description:

USAspending.gov fulfills certain requirements of the Federal Funding Accountability and 

Transparency Act of 2006. It is a Treasury investment reporting under the Fiscal Service.

Investment Anticipated Outlay: (In Millions of $):

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 4.09 6.92 14.93 4.35 4.39 4.43 39.11

Total DME funding 6.92 14.93 4.35 26.2

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 4.13 3.49 13.32 12.71 12.90 13.10 59.65
47

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

Total O&M funding 3.49 13.32 12.71 12.90 42.42

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 8.22 10.41 28.25 17.06 17.29 17.53 98.76

Total Gov FTE Cost 0.00 0.41 5.50 5.50 5.50 5.50 22.41

Number of FTE represented by costs 0.00 .25 16 14 14 14 58.25

Summary of Purpose, Goals, and Benefits: 

USAspending.gov provides the public with government spending information in response to the 

Federal Funding Accountability and Transparency Act of 2006 (FFATA) which directed that a 

free, single, searchable website be available to the public and described the type of information 

that must be included with each award (e.g. unique name, award amount, description). 

USAspending.gov is aligned with the Administration's Open Government Plan to promote the 

principles of open government (transparency, participation, and collaboration) by collecting and 

publicly publishing data on federal obligations for contracts, first-tier subcontracts, grants, firsttier sub grants, direct payments, insurance, and other forms of financial assistance. 

USAspending.gov allows the user to search and view government spending in several ways, 

such as by state, time period, recipient, contractor, and program. Specific types of spending can 

also be viewed. USAspending.gov obtains data from multiple external sources (e.g. Federal 

Procurement Data System-Next Generation (FPDS-NG), System for Award Management 

(SAM), Catalog of Federal Domestic Assistance (CFDA), Federal Subaward Reporting System 

(FSRS), Data Universal Number System (DUNS)) and it is dependent upon the continued 

operation of those systems. Under the DATA Act, Treasury is required to expand the 

information posted on the USAspending.gov website by May 2017. This expanded information 

consists of data for each Federal agency appropriations account broken out, for example, by 

program activity and object class. In addition, agencies will link the financial data required to the 

award-level data that is currently being posted on USAspending.gov through the use of the 

Award ID. The DATA Act provides that the data standards jointly developed by OMB and 

Treasury shall, to the extent reasonable and practicable, include unique identifiers for Federal 

awards and entities receiving Federal awards that can be consistently applied Government-wide 

and produce consistent and comparable data, including across program activities. As such, 

USAspending.gov will be modernized and includes activities in support of Treasury's 

responsibilities under the DATA Act. This includes developing the technical platform/architecture 

to collect, validate, and publish data across disparate systems in the federal Government. The 

investment supports developing visualizations to improve the user experience as well as 

enhancing place-based reporting capabilities.

Return on Investment: 

The USAspending.gov website and investment were originally mandated by OMB to be part of 

the Fiscal Service investment portfolio in 2014. Subsequently, the enactment of the DATA Act 

gave Treasury statutory authority to further improve and operate the USAspending. The site 

currently provides the public with government spending information in response to the FFATA. 

Under the DATA Act, Treasury is required to expand the data to include each Federal agency 

appropriations account broken out. In addition, agencies will link the financial data required to 

the award-level data that is currently being posted on USAspending.gov. The DATA Act 
48

provides that the data standards jointly developed by OMB and Treasury shall, to the extent 

reasonable and practicable include unique identifiers for Federal awards and entities receiving 

Federal awards that can be consistently applied Government-wide and produce consistent and 

comparable data. The linkage of the data as well as the application of the data standards are 

two of the most significant requirements that will allow better use of the data including allowing 

agencies to make better decisions.

USAspending.gov is also aligned with the Administration's Open Government Plan to promote 

the principles of open government (transparency, participation, and collaboration) by collecting 

and publicly publishing data on federal obligations. It also serves to improve the reputation of 

the government by providing transparent data to the public according to the stipulations in the 

DATA Act. USAspending.gov allows the user to search and view government spending in 

several ways such as by state, time period, recipient, contractor, and program. Specific types of 

spending can also be viewed. USAspending.gov obtains data from multiple external sources 

and it is dependent upon the continued operation of those systems. USAspending.gov also 

includes activities in support of Treasury's responsibilities under the DATA Act. Specifically, it 

will provide consistent, reliable, and searchable Government-wide spending data on 

USAspending.gov. This includes developing the technical platform/architecture to collect, 

validate, and publish data across disparate systems in the federal government. 

USAspending.gov will also support developing visualizations to improve the user experience as 

well as enhancing place-based reporting capabilities. Finally, it will support further developing 

the DATA Act schema and provide implementation support.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: - Digital Accountability and Transparency Act of 2014 (DATA).

- Federal Funding Accountability and Transparency Act of 2006 (FFATA), Public Law 109-282 

as amended by Section 6202(a) of Public Law 110-252, required the establishment of a single, 

free, searchable website.

- E-Government Act of 2002 required an integrated internet-based system of providing the 

public with access to Government information and services which is aided by USAspending.gov.

Audit Finding or Material Weakness: US Government Accountability Office (GAO) Report 10-

365, Implementation of the Federal Funding Accountability and Transparency Act of 2006, 

issued in March 2010 recommended that OMB develop and implement a process to regularly 

ensure that all federal agencies report required award information to USAspending.gov.

Agency Strategic Plan / Annual Performance Plan: N/A

Presidential Priority: - Presidential Memorandum on Transparency and Open Government.

- Presidential Memorandum on the Interagency Task Force on Federal Contracting 

Opportunities for Small Business issued April 26, 2010.

Other Requirement: - Open Government Directive - Federal Spending Transparency issued on 

April 6, 2010.

- Department of the Treasury Open Government Plan 2.1, issued in September 2012, describes 

USAspending.gov's assistance in the Department's compliance with the Open Government 

Directive. 

- Department of the Treasury Agency Priority Goal FY16-17, Develop and promote financial 

transparency policies and their adoption that reflect a 21st century economy and data-driven 

decision-making to enable a more efficient and effective government. By May 2017, federal 

spending data is standardized, reliable, and accessible to public in a structured industry format.

Accomplishments and Future Objectives: 

By May 2017, federal agencies must report spending information in accordance with the Digital 
49

Accountability and Transparency Act (DATA Act). In support of the DATA Act, the investment 

will provide consistent, reliable, and searchable Government-wide spending data on 

USAspending.gov. The DATA Act requires federal agencies to report award and financial data 

and to establish a linkage between this data using an award ID. In FY2015, Treasury, in 

collaboration with the Office of Management and Budget (OMB) and federal agency 

stakeholders, established data standards, provided various tools to assist in the implementation 

process, and continued outreach efforts to keep all federal and external stakeholders informed 

of progress toward compliance with the statutory deadline.

Continuing throughout the implementation period, Treasury will use agile and user-centered 

design principles. Accordingly, information will continue to be released incrementally, providing 

agencies an opportunity to test using real data, and will regularly be seeking and incorporating 

stakeholder feedback. In FY2016, Treasury launched openbeta.usaspending.gov, which offers a 

glimpse into the features and functions of the new DATA Act website and allows us to collect 

feedback and suggestions as development continues. In addition, we continue to maintain 

current federal spending information on USAspending.gov. Treasury also continues to further 

the development of the technical platform/architecture to collect, validate, and publish data 

across disparate systems in the federal Government. The investment will also support 

developing visualizations to improve the user experience as well as enhancing place-based 

reporting capabilities. Finally, it will support further developing the DATA Act Schema and 

provide implementation support to agencies.

In FY 2017, Treasury plans to begin implementing the 360 Degree Transparency Approach (life 

cycle of federal receipts and spending). Full implementation is expected to take five to ten 

years.

Details of Useful Life Period: 

Year the investment began: 2014

End Year of the current planning cycle: 2099

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

Circular A-131.: Since the investment does not have an identifiable end point, it does not fit all 

of the criteria to be considered consistent with the life cycle model. All other criteria are met.

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

Maintain availability of system Financial Performance Over target Monthly Percentage of 

time 90.00 100.00 12/31/2015

Trend of usage and 

effectiveness of the website

Strategic and Business 

Results Over target Monthly Number of site visits 35000.00 39624.00 12/31/2015

USAspending.gov mobile 

users

Strategic and Business 

Results Over target Monthly Percentage of mobile users 3.00 10.19 12/31/2015

Help Desk Response Customer Satisfaction 

(Results) Under target Monthly Number of days 3.00 0.90 12/31/2015

Help desk resolve Strategic and Business 

Results Under target Monthly Number of days 3.00 0.90 12/31/2015

Investment Name: Wholesale Securities Services (WSS)

Type of Investment: Major IT Investment
50

Description:

WSS supports the sale and issuance of Treasury marketable securities through the Treasury 

Automated Auction Processing System (TAAPS) which conducts over 260 marketable securities 

auctions a year.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2015

CY 

2016

BY 

2017

BY+1 

2018

BY+2 

2019

BY+3 

2020 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 19.42 11.31 11.26 9.30 8.75 8.75 8.75 4.49 82.02

Total DME funding 11.31 11.26 9.30 31.87

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 95.31 20.81 17.44 17.49 17.51 17.51 17.51 24.03 227.61

Total O&M funding 20.81 17.44 17.49 55.73

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 114.73 32.11 28.70 26.79 26.26 26.26 26.26 28.52 309.63

Total Gov FTE Cost 24.54 4.40 2.82 3.34 2.82 2.82 2.82 7.04 50.61

Number of FTE represented by costs 196.00 46.00 25.00 25.00 25.00 25.00 25.00 51.00 418.00

Summary of Purpose, Goals, and Benefits: 

The Fiscal Service's Treasury Securities Services, operating under the auspices of Treasury, 

conducts more than 260 marketable securities auctions a year to borrow the monies needed for 

U.S. government operations. Treasury auctions are high dollar volume, time critical operations, 

with a broad range of bidders in each auction. Approximately $17.4 to $32.5 trillion in auction 

bids are received and processed annually, with about $6.7 to $8.5 trillion in securities awarded 

at auction and issued. Treasury has statutory authority to designate Federal Reserve Banks as 

depositaries and fiscal agents of the United States (12 USC 391). 

Federal Reserve Bank of New York (FRB NY) effectively manages the capital permanent and 

indefinite funding for the WSS investment. Treasury reimbursed the cost for WSS through the 

fiscal agent reimbursable process for the project services provided. It is crucial that the U.S. 

Government maintain its excellent credit rating and liquidity. This assures Treasury securities 

remain secure and are offered without service disruptions. Through state of the art technology, 

WSS will greatly reduce its dependence on human intervention, thus enabling it to carry out the 

mission of maintaining flawless Treasury financing operations.

WSS is supported by Treasury Automated Auction System (TAAPS), which handles the 

announcement, auction, reporting of results, and settlement of all Treasury securities. 

Dependencies with other IT investments: Change Advisory Board (CAB) consists of 

representatives from the Fiscal Service, Federal Reserve Bank of New York, and Federal 

Reserve Information Technology. Changes in all inbound and outbound data flow dependent 

systems, as well as changes to the TAAPS critical infrastructure and application code base are 

closely monitored and controlled to mitigate risk to the Treasury auctions. 

Data flow dependencies: TAAPS includes both inbound and outbound data flow dependencies 

with numerous financial IT investments which include, but are not limited to, the National BookEntry System (NBES), Fixed Income Clearing Corporation (FICC), Summary Debt Accounting 

System (SDAS),RSS (Treasury Direct(TD)), System Open Market Account (SOMA), and News 

Agencies.
51

Return on Investment: 

WSS estimated five year return on investment is 28,160 percent. The functional return on 

investment for WSS is to make Treasury Debt Financing better by evaluating the automated 

systems, operational processes, and methods supporting Treasury Auctions. The return that 

WSS receives is measured by the cost efficiencies, change flexibility, and customer 

responsiveness, which is worth lower cost to taxpayers, quicker time to market and improved 

customer satisfaction. The return on investment is calculated based on the dollar amount 

borrowed divided by the cost to perform the auctions. Given the large dollar amount raised each 

year, and the efficiencies obtained from TAAPS, a high return on investment results.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: The Chief Financial Officer's Act of 1990 (Public Law 101-576) mandates 

that agency CFOs are to develop and maintain agency financial management systems that 

comply with applicable accounting principles, standards, and requirements; internal control 

standards; and requirements of OMB, the Department of the Treasury, and others. Agency 

financial management systems are to provide complete, reliable, consistent, and timely 

information. Financial data are to be prepared on a uniform basis and be responsive to the 

financial information needs of agency management.

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Aligns with the Treasury and Fiscal 

Service Strategic Plans for Fiscal Years 2014-2017. Specifically, WSS aligns to Treasury 

Strategic Goal #3, “Fairly and effectively reform and modernize federal financial management,

accounting, and tax systems.” WSS continually performs reviews and enhancements of TAAPS 

to modernize the system, and improve customer interaction during auctions. WSS recently 

participated in an in-depth review of TAAPS and its performance. The results of the Treasury 

review are being utilized to develop, plan, build, and implement stabilization and modernization 

efforts for the system during FY 2016. Perpetual improvement by WSS to TAAPS enables 

Treasury to meet this goal.

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments and Future Objectives: 

FY 2015 accomplishments include continued stabilization and modernization of the TAAPS 

technical infrastructure as well as the implementation of security enhancements.

FY 2016 and beyond objectives include modernizing the remaining infrastructure components of 

TAAPS, and beginning development on the TAAPS Application Modernization Initiative 

Technology Improvements for Treasury Auctions initiative which is expected to last through FY 

2017.

Details of Useful Life Period: 

Year the investment began: 2005

End Year of the current planning cycle: 2025

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

Circular A-131.: N/A.

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
52

Percent of auction results released 

accurately. Financial Performance Over target Monthly Percentage 100.00 100.00 12/31/2015

Percent of time TAAPS is available to 

customers during normal hours of 

operation

Strategic and Business 

Results Over target Monthly Percentage 100.00 100.00 12/31/2015

Time in months to evaluate new risks and 

ensure all gaps are addressed.

Strategic and Business 

Results Under target Monthly Months 12.00 12.00 12/31/2015

Percent of customer feedback evaluated 

through configuration management.

Customer Satisfaction 

(Results) Over target Monthly Percentage 100.00 100.00 12/31/2015

Percent of action items from dealer 

feedback addressed.

Strategic and Business 

Results Over target Monthly Percentage 100.00 100.00 12/31/2015