Treasury Franchise Fund

FY 2016 

President’s Budget

February 2, 2015
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Table of Contents

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

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

1.1 – Resource Detail Table........................................................................................................ 3

1B – Vision, Priorities and Context............................................................................................ 3

Section 2 – Budget Adjustments and Appropriation Language............................................... 9

2.1 – Budget Adjustments Table................................................................................................. 9

2A – Budget Increases and Decreases Description..................................................................... 9

2.2 – Operating Levels Table.................................................................................................... 11

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

2C – Legislative Proposals........................................................................................................ 11

Section 3 – Budget and Performance Plan ............................................................................... 12

3A – Shared Services Programs (SSP) ..................................................................................... 12

3.1.1 – Shared Services Programs (SSP) Budget and Performance Plan ................................. 14

3B – Financial Management Administrative Support Services................................................ 15

3.1.2 – Administrative Services Budget and Performance Report and Plan ............................ 16

3C – Information Technology Services.................................................................................... 16

3.1.3 – Information Technology Services Budget and Performance Report and Plan ............. 18

Section 4 – Supplemental Information...................................................................................... 19

4A – Summary of Capital Investments..................................................................................... 19

4B – Treasury Franchise Fund Program Costs......................................................................... 20
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Section 1 – Purpose

1A – Mission Statement

To assist customer agencies in meeting their mission by providing responsive, customer-focused, 

cost-effective administrative and information technology support services.

1.1 – Resource Detail Table

Dollars in Thousands

Treasury Franchise Fund FY 2014 FY 2015 FY 2016 FY 2015 to FY 2016

Budgetary Resources Actual Estimated Estimated $ Change % Change

FTE AMOUNT FTE AMOUNT FTE AMOUNT FTE AMOUNT FTE AMOUNT

Revenue/Offsetting Collections

Reimbursables 

Shared Services Programs (SSP) 0 170,413 0 213,558 0 211,288 0 (2,270) .00 -1.06%

Administrative Services 0 120,995 0 140,823 0 169,084 0 28,261 .00 20.07%

Information Technology Services 0 181,252 0 167,052 0 175,404 0 8,352 .00 5.00%

Recovery from Prior Years 0 3,008 0 22,129 0 25,480 0 3,351 .00 15.14%

Unobligated Balances from Prior Years 0 97,943 0 146,970 0 171,704 0 24,734 .00 16.83%

Total Revenue/Offsetting Collections 0 573,611 0 690,532 0 752,960 0 62,428 .00 9.04%

Expenses/Obligations

Shared Services Programs (SSP) 209 165,421 271 213,558 277 211,288 6 (2,270) 2.21% -1.06%

Administrative Services 816 128,904 913 140,823 1,050 169,084 137 28,261 15.01% 20.07%

Information Technology Services 435 171,608 459 164,447 459 165,972 0 1,525 N/A 0.93%

Total Expenses/Obligations 1,460 465,933 1,643 518,828 1,786 546,344 143 27,516 8.70% 5.30%

Net Results 0 107,678 0 171,704 0 206,616 0 34,912 .00 20.33%

1B – Vision, Priorities and Context

The Treasury Franchise Fund’s (TFF) vision is to be a leader in providing responsible, effective 

administrative services through commitment to service, efficient operations, openness to change, 

and values-based behavior.

The TFF is a key representative of the Administration’s Management Agenda and the Cross 

Agency Priority Goals focused on shared services, smarter information technology (IT) delivery, 

and customer service. The TFF supports these goals through 1) increasing Treasury’s capacity 

and ability to serve a broader customer base; and 2) providing low-cost, high-performing shared 

services for all interested agencies in the financial, Human Resources (HR), and technology 

areas.

The TFF authority permits a reasonable operating reserve to be maintained for shared service 

providers and will provide a platform for expanding Treasury’s shared services programs. The 

balance reflected in the net results is in general alignment with TFF reserve requirements.

Main Functions

TFF, which includes the Shared Services Programs (SSP) and the Administrative Resource 

Center (ARC), provides financial management, procurement, travel, HR, IT, and other 
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administrative services to federal customers, including a majority of the Department of the 

Treasury bureaus, on a fully cost recoverable, fee-for-service basis.

Strategic Goals

• Establish a level of transparency and a governance process that sets the standard for 

government service providers.

• Maintain status as a Financial Management Federal Shared Service Provider (FSSP).

• Continually improve TFF’s operational service levels.

• Implement process improvements and efficiency efforts to reduce costs to customers.

• Promote and maximize shared services benefits in support of Treasury and government-wide 

initiatives.

• Continue to assess and report TFF’s performance and provide timely feedback to customers.

Relationship to Treasury Strategic Goals

TFF supports Treasury’s Strategic Goal number 3, to “fairly and effectively reform and modernize

federal financial management, accounting, and tax systems” and Strategic Goal number 5, to “create 

a 21st-century approach to government by improving efficiency, effectiveness, and customer 

interaction.” Based on the Strategic Objective Annual Review process, TFF aligns specifically to 

Objectives 3.1, 5.3, and 5.4. Below are the objectives included in the strategic plan: 

Objective 3.1 – Improve the efficiency and transparency of federal financial management and 

government–wide accounting.

Objective 5.3 – Promote efficient use of resources through shared services, strategic sourcing, 

streamlined business processes, and accountability.

Objective 5.4 – Create a culture of service through relentless pursuit of customer value.

FY 2016 Priorities

• Maintain service levels and achieve cost efficiencies wherever possible.

• Expand shared services opportunities throughout Treasury and to other agencies in the 

federal government, in order to reduce costs to all customers.

• Serve as a champion of the shared services initiative.

• SSP is committed to pricing transparency across business lines, showing each component of 

a customer’s pricing and how all pricing is calculated across the customer base. SSP will 

continue to utilize SharePoint and customer advisory boards to share information and gather 

input from its customers.

• ARC will continue to expand use of Business Process Management and Lean Six Sigma 

principles throughout the Administrative business line. ARC will align the budgets and staff 

resources of organizations consolidated into the Information Technology business line with 

the services provided to internal and external customers.
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Key Accomplishments and Challenges

• SSP Realignment – In FY 2015, SSP did a thorough review of services within the TFF to 

determine if a service was best provided through the TFF or should be transferred to 

Treasury-wide management within the Departmental Offices (DO). As a result, in FY 2015 

the following programs were transferred from the TFF into DO: Treasury-wide Procurement 

Systems Support; Information Management; the Office of HR Policy, Performance & 

Learning; and Security Programs.

• Achieving program savings through modernization –

o The Treasury Enterprise Voice (TEV) Program provides digital voice, data, and Voice 

over Internet Protocol (VoIP) telecommunications. Legacy voice systems were 

decommissioned by the end of FY 2014 after discontinuing the Digital 

Telecommunications System (DTS). This resulted in savings for TFF customers. In 

addition, some customers moved to a separate voice solution, further reducing the TEV 

program budget. To replace the DTS system, the VoIP system was used for a portion of 

FY 2014, and the full-year costs in FY 2015 overlapped with some of the DTS savings. 

Overall, the TEV program experienced an operational cost decrease from FY 2014 to FY 

2015. Moving forward, some of the services being offered through this program are: 

local/long distance calling, audio conferencing and video support, automatic call 

distribution, and related support/maintenance.

o Bureau-wide Messaging and Collaboration (M&C) within ARC is expected to be fully 

implemented by FY 2016. The M&C will provide a shared email and file management 

system, as well as enhanced tools for collaboration including online meetings and 

document sharing.

• New Cyber Contract Savings – In FY 2015, there will be significant efficiencies due to the 

new Government Secure Operations Center (GSOC) contract. There will be fewer 

contractors included on this contract as TFF expects to federalize some positions to gain 

savings. This will allow Treasury to staff key management and technical positions, which 

have historically been contractors. This will also result in greater flexibility and knowledge 

retention during future contract transitions. 

• Maintaining Cost Levels in growing programs – For FY 2015, ARC continues implementing 

process improvement and efficiency efforts to reduce costs to customers. In addition to the 

ongoing challenge of minimizing prices, another key challenge for the ARC is maintaining 

services and customer satisfaction levels while pursuing cost reduction and containment 

initiatives, such as transitioning customers to the standardized service delivery model and 

balancing service levels with customer demand and funding levels.

• Modernizing customer communication and internal financial management – The SSP

website has moved to a modernized SharePoint platform. Customer benefits include easier 

navigation through the site, automated email messaging of important customer updates, user 

access to fund information, and interactive workflows for various fund activities. 

Additionally, the program has adopted and implemented an automated system of billing, 

providing the SSP the ability to update financial planning forms in real-time, and will be 
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adopting an automated budget loading system to allow for centralized access to funding 

levels of each of SSP’s programs and to track its records electronically.

• Expansion of HR Connect Line of Business – HR Connect has expanded its customer base to

include the Department of Labor and the Department of Commerce, and expects to add the

Architect of the Capitol and a number of customers in a full-service HR partnership with 

ARC. The result of bringing these customers onto the shared platform has been a net 

decrease in costs for all customers as the cost of services is spread out among more 

customers.

• TNet Circuits: Consolidation, Program Management, & Transparency – Beginning in 

FY 2015, SSP will include approximately $51.9 million of telecommunications circuits 

within the TNet program budget. The TNet program will add 1.5 FTE who will be 

responsible for managing the payments and general finances of these circuits for all bureaus, 

which were previously paid to the vendor directly by the bureaus. In addition to a more 

efficient, centralized management structure, this move to SSP will create more transparency 

on TNet circuit costs for bureaus, and will allow bureau personnel previously responsible for 

this work to focus more on mission-specific work.

• Expansion of Enterprise Content Management (ECM) – Customer adoption of the ECM 

program is expanding rapidly. The ECM product line now includes 17 applications. In FY 

2015, ECM will onboard 2 FTE primarily focusing on providing full time customer training 

and support of the existing and newly expanded product applications to all ECM customers.

• Continued Customer Expansion – The ARC will transition the Department of Housing and 

Urban Development (HUD), an immense expansion, including executive level collaboration 

and integration, into all service lines (Financial Management, Procurement, Human 

Resources and Travel). All service line implementations began in FY 2013 and will be fully 

converted and operational in FY 2015. Completion of this project will improve HUD’s 

compliance with the Federal Financial Management Improvement Act as well as improve 

decision making capabilities with the full integration of services in a core financial system. 

Additional benefits will be improved functionality by leveraging on-demand financial and 

analytical information to measure effectiveness and efficiency of the program initiatives. 

Challenges include resource utilization and the magnitude of hiring and provisioning 

qualified talent to support a customer of this size while continuing to maximize efficiency 

and reduce costs.

 

• Designated Federal Shared Service Provider (FSSP) for Financial Management – In 

FY 2014, ARC completed the lengthy multi-stage application process to become a 

designated FSSP. One of only four designated FSSPs, ARC will work with OMB and the 

Office of Financial Innovation and Transformation (OFIT) to implement OMB M-13-08 and 

successfully transition federal agencies as they require upgrades or significant investments to 

their existing financial management system.

• Oracle Release 12 (R12) Conversion –TFF completed the Oracle Release 12 (R12) 

Conversion for all customers on the shared core financial system and the manufacturing core 
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financial system during FY 2012-2014. The upgrade to system functionality in the areas of 

reporting and workflow improved the services offered to current and prospective customers. 

Additionally, the TFF complied with Common Government-wide Accounting Classification 

requirements. Through cost sharing, current customers also derived significant cost 

avoidance benefit for this technology refresh and upgrade. The Office of Management and 

Budget’s (OMB) Financial System Advisory Board reviewed these modernization efforts and 

found them to be in compliance with the guiding principles outlined in OMB Memorandum 

M-10-26.

• Invoice Processing Platform (IPP) Transition – During FY 2013, ARC completed the 

transition of all financial management customers to the new IPP business process for eligible 

vendor invoices. TFF is now compliant with Treasury's FY 2014 vendor invoicing mandate 

and has adopted a similar policy for non-Treasury customers. In addition, the TFF continues 

working to enhance the system’s functionality and controls to enable realization of its full

cost savings potential.

• E-Gov Travel Service system (ETS2) Implementation – The President’s E-Gov Travel 

initiative committed to employ the latest technology over the next fifteen years to create a 

more efficient and effective federal government travel service. ARC and the Internal 

Revenue Service served as Treasury’s representatives on the ETS2 contract renewal awarded 

to Concur. ARC completed migration to this system in FY 2014. This upgrade provides a 

Federal Travel Regulations (FTR) compliant government-wide travel system while retaining 

functionality and integration with the core financial management system.

• Attestation Engagement & Financial Statement Audit Updates – TFF-ARC undergoes an 

annual Type II Statements on Standards for Attestation Engagements (SSAE) 16 review. 

SSAE 16 is an attestation engagement of internal controls, in which management is attesting,

in writing, the fair presentation and design of controls. TFF-ARC has received 10

consecutive unqualified opinions for these types of engagements. The SSAE 16 results 

enhance customer confidence and reduce annual financial statement audit costs. TFF has 

received 16 consecutive unqualified financial statement audit opinions.

Larger Operating Environment

In FY 2016, TFF will maintain its commitment to excellence and continue to meet all strategic 

and financial goals and benchmarks. TFF continues to strive for growth opportunities to expand 

existing service lines and provide other valuable in-demand administrative services in an era of 

budget reductions. In order to meet the goal of reducing costs to customers, TFF will maximize 

shared service value and continue to look for opportunities to improve the efficiencies in 

business processes and technologies used in service delivery.

The governance structure for the TFF is composed of three major governing bodies:

1. Assistant Secretary for Management – Responsible for the corporate management and 

oversight for the TFF.
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2. Shared Services Council (SSC) – Serves as an advisory body for all TFF programs and 

ensures customers’ perspectives are included in the decision-making process. The SSC plans 

to align and enhance shared services across the Department.

3. Financial Management Oversight Committee – Functions as a due diligence working group 

that performs preliminary reviews of new shared services and financial and budgetary 

policies and procedures prior to any new activities being considered and presented to the 

SSC.

In addition to the creation of the Shared Services Council, the TFF strives to incorporate the 

customer perspective into the decision-making process. Customer involvement and input will 

provide an opportunity for the SSC to obtain constructive and directed feedback and ensure 

customer concerns are addressed.
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Section 2 – Budget Adjustments and Appropriation Language

2.1 – Budget Adjustments Table

Dollars in Thousands

Treasury Franchise Fund FTE Amount

FY 2015 Estimated 1,643 $518,828

Changes to Base:

Maintaining Current Levels (MCLs): - $8,060

Pay-Raise - $1,444

Pay Annualization - $481

FERS Contribution Increase - $629

Non-Pay - $5,506

Subtotal Changes to Base - $8,060

Total FY 2016 Base 1,643 $526,888

Program Changes:

Program Decreases: 4 ($6,850)

Reduction in ECM Enhancement Costs & HR Connect Deployment (SSP) 4 ($1,118)

Infrastructure Operational Costs & Gen Salary & Non-Salary Savings (SSP & 

ARC) - ($5,732)

Program Increases: 139 $26,306

Customer Growth (ARC) 137 $26,015

Treasury Operations Excellence Investment (SSP) 2 $291

Total FY 2016 Estimated 1,786 $546,344

2A – Budget Increases and Decreases Description

Maintaining Current Levels (MCLs) ........................................................ $8,060,000 / +0 FTE

Pay-Raise +$1,444,000 / +0 FTE

Funds are required for the proposed January 2016 pay-raise.

Pay Annualization +$481,000 / +0 FTE

Funds are required for annualization of the January 2015 pay-raise.

FERS Contribution Increase +$629,000 / +0 FTE 

Funds are required for increases in agency contributions to the Federal Employee Retirement 

System based on updated actuarial estimates.

Non-Pay +$5,506,000 / +0 FTE 

Funds are required for inflation adjustment in non-labor costs such as travel, contracts, rent, 

supplies, and equipment.
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Program Decreases .............................................................. -$6,850,000 / +4 FTE

Reduction in ECM Enhancement Costs & HR Connect Deployment (SSP) - $1,118,000/ + 4 FTE

As ECM deploys new applications, the need to enhance the applications for customers to include 

new functionality occurs. Over time, however, the need to enhance these applications decreases

creating savings. HR Connect continues to solicit new customers. As these customers are 

deployed onto the HR Connect system, the overall unit costs of operating the system will 

decrease, thus creating savings for the customers and the program as a whole.

Reduction in Infrastructure Operational Costs (SSP) and General Salary and Non-Salary 

Savings (ARC and SSP) -$5,732,000 / +0 FTE 

Infrastructure operational savings under the TEV program are expected in FY 2015 as the 

program office completes the implementation of Voice over IP (VoIP) services. The general 

salary and non-salary savings include the decreases in the National Finance Center’s payroll 

resulting in a decrease of employee debt and in the concomitant costs of managing the debt.

Program Increases ..............................................................................+$26,306,000 / +139 FTE

Administrative Services Customer Growth (ARC) +$26,015,000 / +137 FTE 

Customer growth is expected within the Administrative Services budget activity. Expanding 

services to additional customers allows the Fund’s fixed costs to be distributed across a greater 

base. In addition to the economic benefits, customers will receive professional services that are 

consistent in both quality and cost. These benefits strongly align with Treasury’s goals of fiscal 

responsibility and the further standardization of systems and business processes through shared 

services employed across the government.

Treasury Operations Excellence program (SSP) +$291,000 / +2 FTE

Current staffing levels have severely limited the Treasury Operations Excellence (TROPEX) 

program’s ability to support major projects while maintaining the Treasury-wide Lean Six Sigma 

(LSS) education and certification programs. In order to support major efforts in strategic 

planning and organizational development and design, and also provide full service LSS 

certification, the TROPEX program will require additional dedicated resources with a 

background in data analysis, process improvement, and organizational diagnoses. 
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2.2 – Operating Levels Table

Dollars in Thousands

Treasury Franchise Fund FY 2014 FY 2015 FY 2016

Object Classification Actual Estimated Estimated

11.1 - Full-time permanent 116,804 140,665 153,448

11.3 - Other than full-time permanent 1,095 922 1,078

11.5 - Other personnel compensation 3,293 2,178 2,562

11.6 - Overtime 0 1,513 1,513

11.7 - Other Personnel Compensation 0 497 497

11.9 - Personnel Compensation (Total) 121,192 145,775 159,098

12.0 - Personnel benefits 37,656 36,404 41,048

13.0 - Benefits for former personnel 131 6 6

Total Personnel and Compensation Benefits $158,979 $182,185 $200,152

21.0 - Travel and transportation of persons 1,218 2,177 2,394

22.0 - Transportation of things 20 41 44

23.1 - Rental payments to GSA 0 4,666 4,618

23.2 - Rental payments to others 75 305 305

23.3 - Communication, utilities, and misc charges 42,155 66,657 67,090

24.0 - Printing and reproduction 0 1 1

25.1 - Advisory and assistance services 27,115 25,992 26,526

25.2 - Other services 57,463 13,339 12,918

25.3 - Other purchases of goods & serv frm Govt accounts 68,909 92,808 101,969

25.4 - Operation and maintenance of facilities 0 26 26

25.7 - Operation and maintenance of equip 70,817 90,300 90,178

26.0 - Supplies and materials 1,350 916 955

31.0 - Equipment 37,819 39,415 39,168

43.0 - Interest and dividends 13 0 0

Total Non-Personnel 306,954 336,643 346,192

Total Budgetary Resources $465,933 $518,828 $546,344

Budget Activities:

Shared Services Programs (SSP) 165,421 213,558 211,288

Administrative Services 128,904 140,823 169,084

Information Technology Services 171,608 164,447 165,972

Total Budgetary Resources $465,933 $518,828 $546,344

FTE 1,460 1,643 1,786

2B – Appropriations Language and Explanation of Changes

The Franchise Fund receives no appropriated resources from Congress.

2C – Legislative Proposals

TFF has no legislative proposals.
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Section 3 – Budget and Performance Plan

3A – Shared Services Programs (SSP)

($211,288,000 from expenses/obligations): 

SSP supports the goals of shared services by offering administrative services on a competitive 

basis, as well as delivering outstanding customer service. The Shared Services Division (SSD)

evaluates and examines any new franchise services that may be added to the TFF before they are 

presented to the SSC for consideration.

TFF supports the Treasury’s Strategic Objective number 5.3, to “promote efficient use of 

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

accountability”, by providing reliable, consistent, and cost-effective administrative support 

services.

The service providers under the SSP are organizational components of the Assistant Secretary 

for Management and Chief Financial Officer (ASM/CFO) within the Departmental Offices (DO). 

The SSP provides services within the following program categories:

• Enterprise Business Solutions (EBS) - Provides support through HR Connect which is 

Treasury’s enterprise Human Capital system. HR Connect is a Human Resources Line of 

Business shared service provider supporting 24 Treasury bureaus and offices as well as 12 

non-Treasury agencies. The EBS provides full lifecycle HR processing such as recruiting, 

personnel actions, payroll, and new employee processing. HR Connect provides functionality 

that is interoperable and scalable, and enables customers to meet their Human Capital 

strategic goals.

 

• Infrastructure Operations - Provides management of all telecommunications programs 

within the Office of the Chief Information Officer (OCIO). Infrastructure Operations

provides strategic direction to telecommunications programs, ensures that costs are managed

according to best practices, and reduces costs where possible.

• Cyber Security – Provides Critical Infrastructure Protection and Information Security 

services and supports the direct protection of designated Treasury critical infrastructure/key 

resources against terrorist activity. Cyber Security also supports the protection 

(confidentiality, integrity, and availability) of the Department’s unclassified and classified 

systems and the information they process. Cyber Security also coordinates the Department’s 

overall activities to implement the Federal Information Security Management Act of 2002.

• IT Strategy & Technology Management – Develops an IT Strategy and Transition Plan to 

meet Treasury’s mission requirements and strategic goals. The Performance Measurement 

and Governance program collaborates with bureaus and partners with Capital Planning and 

Investment Control to ensure management of IT portfolios align with IT transition plans. 

Through its EDM, the OCIO team provides data architecture and integration services that 

currently support Workforce Analytics (available through HR Connect) and Data ‘N 

Analytics (DNA, available through desktop visualization tools). 
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• Additional Programs –

o Financial System Integration – Develops and maintains the Financial Analysis and 

Reporting System (FARS).

o Human Resources – Provides a service to process complaints under the Equal 

Employment Opportunity Program (mandated by 29 CFR 1614).

o Office of Emergency Preparedness – Ensures continuity of the Treasury Department’s 

essential functions during disasters and administers emergency mitigation, preparedness, 

response, and recovery activities.

o Office of Small and Disadvantaged Business Utilization – Advises and aids the bureaus 

on small business policies and initiatives.

o Pass-through Programs – Pass-through payments that support government-wide 

initiatives.

o Treasury Operations Excellence – Provides Lean Six Sigma training and other services to 

help Treasury and other federal agencies use entrusted resources more effectively and 

efficiently.

o Privacy, Transparency, and Records – Provides assistance to Treasury customers to 

collect, protect, retain, preserve, disclose, and provide access to Treasury’s information 

resources pursuant to U.S. laws.

o Printing and Graphics – Provides printing services to Treasury customers and assists 

customers in planning and designing printed publications.

o Treasury Executive Institute – Provides continuous growth and learning opportunities for 

executives, executive development candidates, and senior managers. Promotes 

marketplace of ideas by exposing executives to the best practices in leadership models.

Description of Performance:

• Customer Satisfaction with Financial Planning Staff – Captures centralized administrative 

support costs for all SSP funded personnel that are not reflected in each SSP program budget. 

The Shared Services Division (SSD) established a customer satisfaction measure starting in 

FY 2014. Results reflect the percentage of customers that rate their communication 

experience with the SSD Financial Planning staff either “Good” or “Excellent” on a 5-point 

scale. The FY 2014 target was 60 percent, and actual results were 59.09 percent, missing the 

target by less than 1 percent. However, the number of customers taking the survey increased 

from 7 in FY 2013 to 22 in FY 2014. The SSD will continue to push towards a higher score 

on this measure through more customer outreach on billing, pricing, financial management 

and the performance of each of the SSPs.

• HR Connect: Customer Satisfaction Annual Survey Results – EBS continues to improve and 

strives to maintain the level of customer satisfaction for HR Connect as customer 

expectations are rising. To improve the user experience, EBS has been working for several 

years on InCompass, an HR portal. Please note, there are a couple of anomalies as the data 

collection methodology changed between FY 2011 and FY 2012 and no surveys were 

administered for FY 2009 and FY 2010 due to a system platform upgrade.

• HR Connect: Employee Update Files – Transmission of employee update files were made to 

the specified external benefit provider within established timeframes. EBS continues to 

improve and stay in its acceptable range, which is relatively wide due to the limited number 
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of transmitted files. EBS’s targets are consistent with the targets used use for quarterly CPIC 

and OPM reporting for HR Connect.

• ECM/Web Solutions – Response time to resolve ECM and web solutions non-critical 

issue/helpdesk tickets is targeted to be within 10 - 15 business days. EBS continues to 

improve this metric and it does not currently have targets for subsequent years.

• HR Connect: Number of Tickets Escalated to Tier 3 – EBS continues to improve and has a 10

percent reduction target for each year. This target is based on implementing process 

improvements in the Design Documents and Quality Assurance environments. 

3.1.1 – Shared Services Programs (SSP) Budget and Performance Plan

Dollars in Thousands

Shared Services Programs (SSP) Budget Activity

Resource Level FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Actual Actual Actual Actual Actual Actual Estimated Estimated

 Expenses/Obligations $0 $0 $0 $175,258 $187,498 $165,421 $213,558 $211,288

Budget Activity Total $0 $0 $0 $175,258 $187,498 $165,421 $213,558 $211,288

Measure FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Actual Actual Actual Actual Actual Actual Target Target

Customer Satisfaction with 

Financial Planning Staff %

N/A N/A N/A N/A 57.2 59.09 62.0 62.0

ECM/Web Solutions Response 

Time to Resolve ECM and 

Web Solutions Non-Critical 

Issues/Help Desk Tickets 

within 10-15 Business Days

N/A N/A N/A 92.8 96.8 95.0 90.0 90.0

HR Connect Customer 

Satisfaction %

N/A N/A 93.0 90.0 90.0 90.1 90.0 91.0

HR Connect Employee Update 

Files-Transmission of 

Employee Update Files Made 

to the Specified External 

Benefit Provider Within 

Established Timeframes

N/A N/A N/A 98.3 96.8 100.0 90.0 90.0

HR Connect Number of Tickets 

Escalated to Tier 3

N/A N/A N/A 303 212 242 222 200

Key: DISC - Discontinued and B - Baseline
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3B – Financial Management Administrative Support Services

($169,084,000 from expenses/obligations): 

ARC’s administrative services activity supports OMB’s and the Department of the Treasury’s 

shared services concept, which furthers “good government” by standardizing the administrative 

financial systems and processes required to operate federal organizations. Value is provided 

through cost sharing opportunities in systems capital investments as well as reduced operating 

costs by providing consolidated, high quality, value added services. ARC has three important 

roles within Treasury:

• OMB designated FSSP for the Financial Management Line of Business. 

• Support organization for Treasury's Human Resources Line of Business. 

• Designated provider for the Budget Formulation and Execution Line of Business. 

These lines of business provide administrative support functions with a focus on financial 

management, procurement, travel, and human resources. The program's success is evidenced by 

the increasing demand for services. 

Description of Performance:

• Administrative Services discontinued the use of the Customer Satisfaction percentage in 

FY 2013. The final measurement in FY 2013 reflected an overall satisfaction rating of 78 

percent. Customer satisfaction is a measurement of perceived performance and replaced by 

operational metrics of actual performance. These new operational metrics were first reported 

with the FY 2014 performance cycle.

• Administrative Services also discontinued the operating expense metric in FY 2012 and 

established an indirect cost target in its place. The indirect cost metric represents indirect 

costs as a percentage of total costs and provides a better representation of TFF's relative 

operating costs. This provides TFF management with a measure that encourages efficiency 

in administrative operations and helps to assure services are provided at the lowest possible 

cost. TFF projects an indirect cost metric of 22 percent for FY 2015, a reduction from the 

FY 2014 actual of 27 percent. TFF will continue to pursue customer growth and evaluate 

indirect cost expenditures to maintain actual performance at or below the established target.

• Administrative Services created ten new operational metrics in FY 2014 (both financial and 

service performance) for each service line. These measures provide actual performance of 

each service line by itself instead of a blended organizational measure. Financial metrics 

chosen highlight a widely used primary service while the service performance metric focuses 

on a quality measurement for a meaningful service. The independence of each new metric 

gives an enhanced snapshot of performance over previous customer satisfaction. 

Administrative Services will continue to pursue customer growth, seek business process 

improvements, and evaluate direct and indirect cost expenditures to manage performance. 

While the FY 2014 Direct Cost performance was below the stated targets in the base year, 

the future targets have been reduced to adjust our expected performance closer to actual and 

recognizes our commitment to managing costs.
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3.1.2 – Administrative Services Budget and Performance Report and Plan

Dollars in Thousands

Administrative Services Budget Activity

Resource Level FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Actual Actual Actual Actual Actual Actual Estimated Estimated

 Expenses/Obligations $89,933 $93,046 $109,555 $116,571 $127,747 $128,904 $140,823 $169,084

Budget Activity Total $89,933 $93,046 $109,555 $116,571 $127,747 $128,904 $140,823 $169,084

Measure FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Actual Actual Actual Actual Actual Actual Target Target

Customer Satisfaction Admin 

Services %

89.0 81.0 93.0 94.0 78.0 DISC DISC DISC

Direct Cost as a Percentage of 

Award Dollars

N/A N/A N/A N/A N/A .41 1.8 1.8

Direct Cost per AP Transaction N/A N/A N/A N/A N/A 65.4 74.0 73.0

Direct Cost per FTE in Core HR 

Services

N/A N/A N/A N/A N/A 976.25 1,386.00 1,372.00

Direct Cost per System User -

Oracle

N/A N/A N/A N/A N/A 18,261.00 18,315.00 18,312.00

Direct Cost per Travel Voucher N/A N/A N/A N/A N/A 24.75 28.71 28.42

First Call Resolution - Oracle % N/A N/A N/A N/A N/A 61.0 50.0 50.0

Hiring Timeliness % N/A N/A N/A N/A N/A 89.0 85.0 85.0

Indirect Cost Admin Services % N/A N/A N/A 24.0 23.0 27.1 22.0 22.0

Operating Expense Admin 

Services %

7.0 8.0 8.0 N/A N/A DISC DISC DISC

Procurement Savings Negotiated 

%

N/A N/A N/A N/A N/A 11.3 5.0 5.0

Travel Voucher Payments 

Timeliness %

N/A N/A N/A N/A N/A 99.0 98.0 98.0

Unqualified Audit Opinions % N/A N/A N/A N/A N/A 96.0 100.0 100.0

Key: DISC - Discontinued and B - Baseline

3C – Information Technology Services

($165,972,000 from expenses/obligations): 

The IT Services Activity provides shared services to a variety of federal customers, both internal 

and external to Treasury. Value is provided through IT infrastructure consolidation and 

standardized IT service delivery in a modern, technically innovative, and secure environment. 

Customers avoid costly, long-term development projects when they take advantage of TFF’s

shared services and environments. Services include information systems security, hosting, and 

software engineering. Additionally, end-user support and professional services are provided to 

the Fiscal Service and TFF.
TFF - 17

TFF, designated by the OMB as a Shared Service Center for Information Systems Security Line 

of Business, provides agencies with proven Security Assessment and Authorization and 

Continuous Monitoring services. TFF, authorized by the Department, is one of two Treasury 

trusted internet connection providers and hosts Treasury’s public domain name system. TFF 

delivers information security support to other federal agencies, while improving quality, 

accelerating delivery, and reducing customer costs.

Secure hosting services are provided for production, contingency, and development/test regions. 

TFF has critical supporting roles in the Public Key Infrastructure (PKI) Shared Service Provider 

designation of the Department of the Treasury. TFF's PKI and directory experience makes endto-end identity management solutions available to customers.

Rapid Application Development techniques and a demonstrated ability to integrate commercially 

available solutions combine to provide high quality software engineering services at a 

competitive price.

Description of Performance:

• IT established an outcome measure and target of 80 percent to determine performance in 

satisfying the needs of customer agencies. Annually, TFF conducts a customer satisfaction 

survey to assess performance and value within all service lines. For FY 2013, over half of 

TFF’s IT customers responded to the survey with an overall satisfaction rating of 78 percent.

• Starting in 2014, as part of the Fiscal Service goal to provide agency advisory services that 

enable a collaborative, customer-focused, “One Voice” approach, the consolidated 2014 

customer satisfaction survey was developed by the Office of Agency Outreach (OAO). The 

final survey focused on business services rather than information technology specifically, 

thus the individual IT customer service metric is being discontinued. However, the Fiscal 

Service metric will continue.

• IT discontinued the operating expense metric in FY 2012 and established an indirect cost 

target. The indirect cost metric represents indirect costs as a percentage of total costs and 

provides a better representation of TFF's relative operating costs. This provides TFF IT 

management with a measure that encourages efficiency in administrative operations and 

helps to assure services are provided at the lowest possible cost. TFF saw an indirect cost

metric of 22 percent for FY 2013, and 17 percent in FY2014. TFF will continue to pursue 

customer growth and evaluate indirect cost expenditures to maintain actual performance at or 

below the established target. TFF has reduced this target from 20 percent to 19 percent for 

FY 2014 through FY 2016 to adjust the target closer to recent performance and in support of 

TFF’s emphasis on fiscal responsibility.
TFF - 18

3.1.3 – Information Technology Services Budget and Performance Report and Plan

Dollars in Thousands

Information Technology Services Budget Activity

Resource Level FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Actual Actual Actual Actual Actual Actual Estimated Estimated

 Expenses/Obligations $56,467 $73,858 $72,905 $149,581 $152,050 $171,608 $164,447 $165,972

Budget Activity Total $56,467 $73,858 $72,905 $149,581 $152,050 $171,608 $164,447 $165,972

Measure FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Actual Actual Actual Actual Actual Actual Target Target

Customer Satisfaction IT 

Services %

84.0 81.0 93.0 94.0 78.0 DISC DISC DISC

Indirect Cost IT Services % N/A N/A N/A 19.0 22.0 17.0 19.0 19.0

Operating Expense IT Services 

%

5.0 8.0 8.0 N/A N/A N/A N/A N/A

Key: DISC - Discontinued and B - Baseline
TFF - 19

Section 4 – Supplemental Information

4A – Summary of Capital Investments

The summary of capital investments for SSP is included in the Salaries and Expenses chapter of 

the Departmental Office budget submission under the Summary of Capital Investments section. 

The summary of capital investments for ARC is included in the Bureau of the Fiscal Service 

budget submission under the Summary of Capital Investments Section.

A summary of capital investment resources, including major information technology and nontechnology investments, can be viewed and downloaded 

at: http://www.treasury.gov/about/budget-performance/Pages/summary-of-capitalinvestments.aspx.

This website also contains a digital copy of this document.

 Capital Investments

Summary
TFF - 20

4B – Treasury Franchise Fund Program Costs

This information is being provided to fulfill requirements of Section 122, Public Law 113-235, Consolidated Appropriations Act, 2015.

Treasury Franchise Fund - Shared Services Programs FY 2014 Total Charges by Customer

Customers

Enterprise Business 

Solutions

Infrastructure 

Operations Cyber Security

IT Strategy and 

Technology 

Management

Non-Information 

Technology 

Services Totals

ARCHITECT OF THE CAPITOL 1,529,586 - - - 15,424 1,545,009.53 

TFF ADMINISTRATIVE RESOURCE CENTER 1,009,797 241,498 100,199 60,489 174,787 1,586,770.04 

ALCOHOL, TOBACCO, AND FIREARMS AND EXPLOSIVES 1,444,139 22,860 - - 52,846 1,519,844.69 

BUREAU OF ENGRAVING AND PRINTING 945,149 3,653,964 3,673,838 87,951 847,946 9,208,846.84 

BUREAU OF THE PUBLIC DEBT 533,586 251,188 64,062 36,958 418,941 1,304,735.86 

COMMUNITY DEVELOPMENT FINANCIAL INSTITUTIONS FUND 241,642 102,447 6,122 3,696 94,996 448,901.95 

CONSUMER FINANCE PROTECTION BUREAU 1,930,801 1,628,257 94,077 14,948 1,195,451 4,863,534.82 

DC PENSIONS 13,777 69,996 1,317 795 42,619 128,504.54 

DEPARTMENT OF COMMERCE 8,897,082 102,065 - - 356,301 9,355,448.29 

DEPARTMENT OF INTERIOR 214,506 - - - - 214,506.05 

DEPARTMENT OF LABOR 4,412,491 35,908 - - 270,852 4,719,251.23 

EXECUTIVE OFFICE FOR ASSET FORFEITURE 474,643 98,819 1,860 1,123 40,668 617,112.47 

FEDERAL COMMUNICATIONS COMMISSION 96,547 - - - 3,862 100,408.88 

FEDERAL EMERGENCY MANAGEMENT AGENCY 505,972 - - - 9,135 515,106.32 

FEDERAL FINANCING BANK 14,250 69,996 1,317 795 26,708 113,066.94 

FINANCIAL CRIMES ENFORCEMENT NETWORK 163,470 377,933 26,813 16,187 168,749 753,150.73 

FINANCIAL MANAGEMENT SERVICES 900,005 980,750 133,986 80,886 1,395,290 3,490,917.35 

FINANCIAL STABILITY OVERSIGHT COUNCIL 32,101 105,053 2,015 1,216 20,528 160,913.74 

GENERAL ACCOUNTABILITY OFFICE 709,382 8,501 - - 20,944 738,827.87 

DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT 4,675,329.56 24,001.36 - - 186,557.65 4,885,888.57 

INTERNAL REVENUE SERVICES 39,664,717.53 28,684,671.16 7,438,211.89 4,330,394.94 15,096,344.57 95,214,340.09 

US MINT 806,688.93 956,890.58 178,192.41 86,266.39 891,044.22 2,919,082.53 

OFFICE OF THE COMPTROLLER OF THE CURRENCY 1,866,783.40 1,503,130.23 296,257.31 178,848.38 953,848.49 4,798,867.81 

OFFICE OF FINANCIAL RESEARCH 231,701.21 641,560.14 12,941.40 7,812.63 164,168.61 1,058,183.99 

OFFICE OF FINANCIAL STABILITY 854,617.80 657,437.41 12,631.43 7,625.50 354,266.28 1,886,578.42 

OFFICE OF INSPECTOR GENERAL 112,398.75 298,452.41 15,651.60 8,935.40 85,248.09 520,686.25 

DEPARTMENT OFFICES OFFICE OF TECHNICAL ASSISTANCE 12,439.43 82,348.76 1,549.87 935.64 106,329.74 203,603.44 

SMALL BUSINESS ADMINISTRATION 114,126.54 - - - 17,879.70 132,006.24 

SMALL BUSINESS LENDING FUND ADMINISTRATION 17,460.56 115,288.27 2,169.82 1,309.90 189,252.12 325,480.67 

SPECIAL INSPECTOR GENERAL FOR TARP 136,477.18 735,240.76 37,817.53 8,982.18 82,181.78 1,000,699.43 

STATE SMALL BUSINESS CREDIT INITIATIVE ADMINISTRATION 7,508.99 49,409.26 929.92 561.39 12,476.79 70,886.35 

DEPARTMENTAL OFFICES SALARIES AND EXPENSES 2,376,257.34 5,506,844.07 118,850.99 61,752.51 2,511,930.55 10,575,635.46 

TREASURY INSPECTOR GENERAL FOR TAX ADMINISTRATION 396,699.25 988,184.29 285,268.31 39,156.71 221,055.49 1,930,364.05 

DEPARTMENTAL OFFICES TERRORISM RISK INSURANCE PROGRAM 6,219.73 41,174.39 774.93 344.69 17,346.81 65,860.55 

ALCOHOL AND TOBACCO TAX AND TRADE BUREAU 231,472.47 280,500.13 38,049.27 22,970.06 277,999.85 850,991.78 

UNITED STATES AGENCY FOR INTERNATIONAL DEVELOPMENT 1,923,225.45 13,960.36 - - 75,093.60 2,012,279.41 

US SECRET SERVICE 1,161,538.38 19,069.02 - - 116,987.53 1,297,594.93 

TOTALS 78,664,586.80 48,347,397.64 12,544,903.01 5,060,941.47 26,516,059.19 171,133,888.11 
TFF - 21

Treasury Franchise Fund - Administrative Resource Center FY 2014 Total Charges by Customer

Customers

Financial 

Management 

Systems

Human 

Resources 

Services

Procurements 

Services

Travel 

Services

Information 

Technology Services Totals

ACCESS BOARD 194,325 63,496 197,049 40,442 495,312.00 

ADMIN OFFICE OF THE US COURTS 275,986 275,986.49 

ADMINISTRATION FOR CHILDREN AND FAMILIES 85,001 85,001.00 

ADMINISTRATIVE RESOURCE CENTER 258,722 14,450,458 14,709,180.00 

AFRICAN DEVELOPMENT FOUNDATION 881,924 497,330 43,012 1,422,266.00 

AGENCY FOR INTERNATIONAL DEVELOPMENT U.S. 77,936 77,936.00 

AGENCY FOR INTERNATIONAL DEVELOPMENT-OIG 88,052 88,052.00 

ALCOHOL AND TOBACCO TAX AND TRADE BUREAU 765,282 874,687 762,750 250,610 2,653,329.00 

ARMED FORCES RETIREMENT HOME 1,089,261 1,444,494 761,531 56,011 3,351,296.50 

BLACK LUNG DISABILITY TRUST FUND 163,531 163,531.00 

BUREAU OF ENGRAVING AND PRINTING 677,527 143,301 820,828.00 

BUREAU OF THE FISCAL SERVICE 11,921,332 4,707,007 3,806,515 480,252 107,276,909 128,192,014.55 

CDFI PROGRAM FUND 792,089 167,856 242,519 46,507 1,248,971.04 

CENTER FOR DISEASE CONTROL 1,380,476 1,380,476.00 

CHEMICAL SAFETY AND HAZARD BOARD 240,466 16,142 40,160 296,768.00 

CONSUMER FINANCIAL PROTECTION BUREAU 1,213,568 3,550,255 1,311,256 1,091,878 4,000 7,170,957.00 

CORPORATION FOR NATIONAL AND COMMUNITY SERVICE 85,884 85,884.00 

DC PENSIONS PROJECT OFFICE 1,651,206 24,076 34,511 1,445 1,695,000 3,406,238.00 

DEFENSE NUCLEAR FACILITIES SAFETY BOARD 102,874 102,874.00 

DENALI COMMISSION 306,025 54,465 84,230 32,043 476,763.00 

DEPARTMENT OF AGRICULTURE 167,510 167,510.00 

DEPARTMENT OF COMMERCE 95,819 95,819.00 

DEPARTMENT OF DEFENSE 187,342 187,342.00 

DEPARTMENT OF EDUCATION 230,616 230,616.00 

DEPARTMENT OF ENERGY 266,273 266,273.00 

DEPARTMENT OF HEALTH AND HUMAN SERVICES 230,616 70,088 300,704.00 

DEPARTMENT OF HOMELAND SECURITY 503,970 259,000 762,970.00 

DEPARTMENT OF HOMELAND SECURITY - CIS 466,357 466,357.00 

DEPARTMENT OF HOMELAND SECURITY - OIG 619,309 399,421 1,018,730.00 

DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT 715,369 7,558,495 291,209 8,565,072.96 

DEPARTMENT OF JUSTICE 124,236 124,236.00 

DEPARTMENT OF JUSTICE - CIVIL DIVISION 108,620 108,620.00 

DEPARTMENT OF LABOR 141,399 141,399.00 

DEPARTMENT OF STATE 662,104 662,104.00 

DEPARTMENT OF THE INTERIOR 637,161 637,160.94 

DEPARTMENT OF TRANSPORTATION 230,616 230,616.00 

DEPARTMENT OF VETERANS AFFAIRS 158,998 1,445,958 1,604,956.00 

DEPARTMENT OF VETERANS AFFAIRS, TAC 69,333 69,333.34 

ELECTION ASSISTANCE COMMISSION 320,158 97,162 14,233 431,553.00 
TFF - 22

CONT. Treasury Franchise Fund - Administrative Resource Center FY 2014 Total Charges by Customer

Customers

Financial 

Management 

Systems

Human 

Resources 

Services

Procurements 

Services

Travel 

Services

Information 

Technology 

Services Totals

ENVIRONMENTAL PROTECTION AGENCY 95,819 95,819.00 

FARM CREDIT ADMINISTRATION 305,386 31,069 237,944 574,399.00 

FARM CREDIT SYSTEM INSURANCE CORPORATION 154,497 785 3,374 158,656.00 

FEDERAL DISABILITY TRUST FUND 453,723 453,723.00 

FEDERAL EMERGENCY MANAGEMENT AGENCY 17,839 17,839.00 

FEDERAL HOSPITAL INSURANCE TRUST FUND 469,813 469,813.00 

FEDERAL HOUSING FINANCE AGENCY 815,929 198,165 326,348 1,340,442.00 

FEDERAL HOUSING FINANCE AGENCY - OIG 254,738 593,238 269,521 84,167 1,201,664.00 

FEDERAL LABOR RELATIONS AUTHORITY 55,000 47,000 18,000 120,000.00 

FEDERAL MARITIME COMMISSION 262,345 58,872 26,210 347,427.00 

FEDERAL MINE SAFETY AND HEALTH REVIEW COMMISSION 270,516 178,232 16,728 35,740 501,216.00 

FEDERAL OLD AGE AND SURVIVORS TRUST FUND 453,723 453,723.00 

FEDERAL SUPPLEMENT INSURANCE TRUST FUND 472,281 472,281.00 

FINANCIAL CRIMES ENFORCEMENT NETWORK 595,170 76,362 924,508 74,134 2,453,096 4,123,270.00 

FOOD AND DRUG ADMINISTRATION 752,218 752,218.00 

GENERAL SERVICES ADMINISTRATION 41,332 41,332.00 

GULF COAST ECOSYSTEM RESTORATION COUNCIL 163,985 8,448 9,811 182,244.00 

INTER AMERICAN FOUNDATION 671,117 627,462 32,500 1,331,079.00 

IRS CRIMINAL INVESTIGATION DIVISION 525,000 524,999.97 

MERIT SYSTEMS PROTECTION BOARD 387,650 20,780 61,998 470,428.00 

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION 351,083 473,000 824,082.55 

NATIONAL AERONAUTICS AND SPC ADMIN -66,720 (66,719.55)

NATIONAL ARCHIVES & RECORDS ADMINISTRATION 3,240,863 465,882 468,001 4,174,746.00 

NATIONAL MEDIATION BOARD 223,193 184,394 53,345 460,932.00 

NATIONAL SCIENCE FOUNDATION 139,094 3,820 73,252 216,166.00 

NUCLEAR REGULATORY COMMISSION 41,332 41,332.00 

OCCUPATIONAL SAFETY AND HEALTH REVIEW COMMISSION 221,294 14,792 23,656 259,742.00 

OFFICE OF ADMINISTRATION, EXEC OFF OF THE PRES 1,213,193 265,099 426,806 1,905,098.00 

OFFICE OF FINANCIAL STABILITY 327,059 268,649 4,454 44,836 644,998.00 

OFFICE OF GOVERNMENT ETHICS 250,731 165,552 153,478 31,585 601,346.64 

OFFICE OF INFORMATION TECHNOLOGY 803,278 549,881 946,801 95,120 2,395,080.00 

OFFICE OF NATIONAL DRUG CONTROL POLICY 24,304 24,304.00 

OFFICE OF PERSONNEL MANAGEMENT 41,332 41,332.00 

OFFICE OF THE COMPTROLLER OF THE CURRENCY 204,805 204,805.00 

OFFICE OF THE INSPECTOR GENERAL 313,729 143,051 24,246 80,612 561,638.00 

OIL SPILL LIABILITY TRUST FUND 120,567 120,567.00 

RAILROAD RETIREMENT BOARD 6,093 6,093.00 

SECURITIES AND EXCHANGE COMMISSION 147,335 147,335.00 

SMALL BUSINESS ADMINISTRATION 67,475 67,475.00 
TFF - 23

CONT. Treasury Franchise Fund - Administrative Resource Center FY 2014 Total Charges by Customer

Customers

Financial 

Management 

Systems

Human 

Resources 

Services

Procurements 

Services

Travel 

Services

Information 

Technology Services Totals

SOCIAL SECURITY ADMINISTRATION 67,475 270,162 337,636.68 

SPECIAL INSPECTOR GENERAL - TARP 273,684 479,026 296,311 115,787 1,164,808.00 

TREASURY DEPARTMENTAL OFFICES 4,312,574 6,274,238 1,952,222 1,082,526 3,949,666 17,571,226.00 

TREASURY INSPECTOR GENERAL FOR TAX ADMINISTRATION 758,794 1,334,080 677,633 381,412 3,151,919.00 

TRICARE MANAGEMENT ACTIVITY 48,578 48,578.00 

UNEMPLOYMENT TRUST FUND 723,735 723,735.00 

UNITED STATES AIR FORCE 983,484 983,484.00 

UNITED STATES MINT 8,326,312 3,211,173 2,472,429 293,295 14,303,209.00 

US AGENCY FOR INTERNATIONAL DEVELOPMENT 95,819 95,819.00 

US COURT OF APPEALS FOR VETERANS 219,016 5,631 12,733 237,380.00 

US HOUSE OF REPRESENTATIVES 109,000 109,000.00 

USDA FOOD AND NUTRITION 1,078,423 1,078,423.06 

USDA FOREST SERVICE 101,132 101,132.00 

USDA OCIO INTERNATIONAL TECHNOLOGY SERVICES 1,197,392 1,197,392.00 

USDA OFFICE OF INSPECTOR GENERAL 88,963 88,963.00 

TOTALS 54,819,594 35,231,027 18,001,843 9,474,155 132,504,047 250,030,666
TFF - 24

Shared Services Programs and Administrative Resource Center Activity Descriptions

The Shared Services Programs (SSP) within the Treasury Franchise Fund provides common 

administrative services that benefit customers both within Treasury and outside agencies. The 

SSP provides these services on a centralized basis, where they can be administered more 

advantageously and more economically than they could be provided otherwise. Descriptions of 

these services are provided below. 

Enterprise Business Solutions (EBS) is an organization within the U.S. Department of the 

Treasury’s (Treasury) Departmental Offices (DO), Office of the Chief Information Officer 

(OCIO) that creates, implements, and maintains information technology solutions in an efficient 

and innovative manner through shared and scalable products, platforms and services. EBS offers 

its customers a variety of services available through four (4) distinct product suites; Enterprise 

Content Management, Enterprise Data Management, HR Connect and Web Solutions. HR 

Connect, an Office of Personnel Management officially designated Human Resources Line of 

Business (HR LOB), Shared Service Center (SSC) offers HR solutions across the federal space. 

Infrastructure Operations includes services such as the Enterprise Infrastructure Services (EIS), 

Treasury Enterprise Voice (TEV), Treasury Network (TNet), and the Treasury Enterprise 

Identity Credential and Access Management (TEICAM) services. The EIS program offers 

services including the development and implementation of additional enterprise-wide 

infrastructure capabilities and services available to Treasury Departmental Offices and other 

customers; such as cloud, big data, and others. 

The TEV program provides telecommunications capabilities to customers. These services 

include internal telephony service, Voice Mail with email notification, connections to the public 

switched telephone network (PSTN), local and long distance calling, Audio Conferencing and 

certain Video Conferencing, Automatic Call Distribution, Interactive Voice Response Systems, 

Call Center Services, Custom Emergency 911 Services, associated cabling and physical plant 

maintenance and the related support and maintenance for these systems. TNet provides a secure 

enterprise voice, video and data wide area network that connects authorized domestic and 

international government facilities across the US, the US territories, and at select US Embassies 

via the State Department's network. TNet Wide Area Network (WAN) service is a cost effective 

enterprise network supporting bureau business needs and enabling agency technological 

initiatives, such as Data Center Consolidation and Mobile Treasury. TEICAM provides 

requirements; coordination, management processes, technical coordination for Personal Identity 

Verification (PIV), credential and access management compliance, Public Key Infrastructure 

(PKI), and establishes the Enterprise Identity Credential and Access Management (EICAM) 

capabilities Treasury-wide.

Cyber Security services include supporting the direct protection of designated Treasury Cyber 

Critical Infrastructure/Key Resources against terrorist activity. The Government Secure 

Operations Center serves as the focal point for management of cyber incidents and is responsible 

for security detection, analysis and incident management lifecycle practices to improve the 

Department’s overall security posture. IT Strategy and Technology Management services 

include assisting customers with collaboration efforts to develop and implement procedures and 

policies to manage Treasury’s IT portfolio; partners with Enterprise Architecture Programs so 

management of IT portfolios aligns with IT transition plans (e.g., 
TFF - 25

refresh/replacement/consolidation of IT systems and facilities) and Department Strategic Plans. 

Additional services include developing and managing an IT Strategy and Transition Plan to meet 

Treasury’s mission requirements and strategic goals. This entails collaborating with bureaus and 

partnering with Performance Measurement and Governance to ensure management of the 

Treasury IT portfolio aligns with IT transition plans.

Some of the non-IT related services include the Civil Rights and Diversity program (CRD), 

Financial Systems Integration (FSI), Office of Emergency Preparedness (OEP), Small and 

Disadvantaged Business Utilization (SDB) and Treasury Executive Institute (TEI). CRD 

administers an Equal Opportunity Program, mandated by 29 CFR 1614, to provide equal 

opportunity in employment for all persons and to prohibit discrimination in employment, 

including providing prompt, fair and impartial processing of complaints. FSI develops and 

maintains the Financial Analysis and Reporting System, which performs analysis and reporting 

functions for proprietary and budgetary accounting, audit follow-up, management control, and 

risk management. OEP supports Treasury efforts to prepare for emergencies. This program 

supports emergency preparedness and business continuity planning exercises. SDB advises 

customers on small business policies and initiatives; training and advising small businesses on 

how to do business with the Department of the Treasury; advising and training procurement 

officials on small business matters; monitoring and reporting progress toward procurement goals. 

TEI is a shared service provider and center of excellence for delivering and administering high 

quality, cost-effective executive and leadership training and development programs that align to 

and advance the Federal Government’s and Treasury’s mission and performance. TEI sponsors 

and promotes the continued growth, development and success of the Department of the 

Treasury’s Executive Corps, senior leaders and those of its client partners.

The Administrative Resource Center (ARC) within the Treasury Franchise Fund Administrative 

Business Line provides services within the following major service lines, as follows: Financial 

Management Service Line, Procurement Service Line, Travel Service Line, and Human 

Resources Service Line. The Financial Management Service Line provides a complete range of 

accounting and budget services. Total accounting and budget support include transaction 

processing, system setup and support, and comprehensive reporting is offered. Specific financial 

management services include: processing accounting transactions for single, multi, and no-year 

appropriated funds, as well as revolving and trust funds, preparing financial statements and other 

useful financial management reports, providing financial audit support, and budget services 

including payroll projection.

The Procurement Service Line offers support ranging from simplified acquisitions to full-scale 

large contract acquisitions. Contract administration services are also available. Additionally, a 

web-based procurement system, PRISM, that is fully integrated with our accounting system and 

staff dedicated to configuration and maintenance as well as assisting end-users with software 

functionality questions, is offered.

The Travel Service Line provides a full-service, stand-alone travel agency for federal agencies 

compliant with the President's Management Agenda (PMA) and E-Gov requirements and 

adheres to all Federal Travel Regulations. Use of a web-based travel expense reporting software, 

Concur CGE, supports the processing of travel documents for any itinerary. Further, multiple 
TFF - 26

travel management centers with highly experienced travel agencies are used. In addition, full 

relocation services and management for transferring employees and their agencies is provided. 

ARC uses moveLINQ, a relocations expense management system developed by mLINQS, to 

process relocations for its customers. The Human Resources Service Line delivers a full range 

of integrated professional HR services, including: position classification, staff acquisition, 

payroll, processing, and recordkeeping, employee benefits, labor and employee relations, 

workers' compensation, and personnel security. 

Pricing for the Above Activities

SSP utilizes many different cost methodologies in determining the customer prices. Some 

examples of its costs drivers include an FTE-Based methodology that incorporates the cost 

allocation of the FY 2014 FTE levels from the FY 2015 President's Budget Appendix. Another 

example is an Account Based methodology, whereby cost allocations are based on FY 2014 

Budget Levels and from the FY 2015 President’s Budget Appendix. An example of this 

methodology is the average number of prior year Treasury Information Executive Repository 

(TIER) records from pay period 00 through pay period 12, FY 2011, 2012, and 2013. Another 

example would be the total number of NC4 locations for each customer (NC4 is the company 

that provides the NC4 Risk Center system, which allows the Treasury Operations Center to 

monitor Treasury facilities and personnel on a global scale). The Procurement Transaction cost 

methodology - cost allocation is based upon the number of Federal Procurement Database Next 

Generation (FPDNG) transactions from the FPDSNG for the most recent prior year. Also, some 

programs utilize the print job value-based cost methodologies - cost allocations based on the 

value of print jobs from a specific period of time. The usage-based cost methodologies - cost 

allocations is based on multiple usage cost drivers.

Determining charges for ARC services begins with a process similar to that used by appropriated 

agencies whereby labor and non-labor needs are identified for a future year within the budget 

formulation process. The formulated budget is then allocated to each service. These allocations 

are guided by existing organizational structure and management input. The overhead budgets are 

then allocated to the services based on each service’s proportion of direct FTEs. Each Service 

Budget is then allocated to customers receiving that service based on each customer’s percentage 

of total drivers. Drivers are the objective measure of effort defined specifically for each service. 

Each year, reserve requirements are calculated for each service line. These requirements are then 

compared to estimated actual reserves by service line. When differences are identified, the 

customers’ costs by service are adjusted pro rata within each service line to reduce or eliminate 

projected differences. Fiscal Service Executive Management review pricing recommendations 

and provide the final approval of customer pricing.

Customers’ Role in Governing the Treasury Franchise Fund

The Treasury Franchise Fund incorporates a governance process in which two governing bodies 

review, vet, and approve various shared services matters. The Financial Management Oversight 

Committee (FMOC) serves as a due diligence working group to perform preliminary reviews of 

new shared services. Reviews will be conducted prior to any new activities being considered and 

presented to the Shared Services Council (SSC). The FMOC will support and review Treasury 

Franchise Fund related matters for the Assistant Secretary for Management and SSC. The 

FMOC may also review Treasury Franchise Fund procedures and policies that are for new shared 
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services lines of business entering the Treasury Franchise Fund, which includes but is not limited 

to unique policies that are currently in existence in the Treasury Franchise Fund. In order to 

ensure that the customer perspective is accounted for in decision-making, there is a process in 

place by which Treasury and non-Treasury organizations can provide feedback and input into the 

Treasury Franchise Fund governance issues. Customer involvement and input will provide an 

opportunity for the SSC to obtain constructive feedback and ensure customer concerns are 

addressed.