Bureau of the Fiscal Service

FY 2016

Capital Investment Plan
Investment Name: Automated Standard Application for Payments (ASAP)

Type of Investment: Major IT Investment

Description:

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

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

services on behalf of the government, & EBT disbursements.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 71.83 5.39 5.41 5.62 5.82 6.03 4.53 0.00 104.64

Total DME funding 5.39 5.41 5.62 16.42

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 72.40 6.33 6.95 7.22 7.47 7.75 5.86 0.00 113.97

Total O&M funding 5.93 6.95 7.22 20.10

Unallocated O&M funding 0.40 0.00 0.00 0.40

Total Cost (Including Gov FTE) 144.23 11.71 12.37 12.83 13.29 13.78 10.39 0.00 218.61

Total Gov FTE Cost 21.50 2.33 1.51 1.58 1.62 1.68 1.42 0.00 31.65

Number of FTE represented by costs 230.25 16.25 14.00 14.00 14.00 14.00 14.00 0.00 316.50

Summary of Purpose, Goals, and Benefits: 

Consistent with Bureau of the Fiscal Service and Treasury missions, ASAP is a recipientinitiated electronic payment and information system used to make: federal grant payments; 

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

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 CY 2013, ASAP had 14,000+ users and made payments totaling $594 Billion -

20% of all Fiscal Service payments in dollars. 

Primary beneficiaries of the investment include states, financial institutions, universities, non 

and 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. It does so by directly contributing to the Fiscal Service's 

Strategic Goal 1: "Achieve timely, accurate, and efficient disbursement of Federal payments"; 

and "Achieve timely and accurate financial information that contributes to the improved quality of 

financial decision making"; and Treasury's Strategic Goal 5: "Manage the government's finances 

in a fiscally responsible manner". ASAP's primary function is to make payments electronically 

via ACH and Fedwire. Its real-time interface with these systems provides next-day and sameday payments to recipients and immediate financial information to recipients, FPAs and 

Treasury, enabling informed decisions.

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

address Federal cash management regulations (CMIA 90, DCIA, PL 106-107). FPAs streamline 

the administration of grant payment processing using ASAP’s business processes and cash 
management functions. 

ASAP was selected by the CFO Council as one of two approved grant payment systems. 

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

ASAP management is dedicated to capital planning investment control best practices, ensuring 

effective use of taxpayer funds. An earned valued 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: 

The ASAP investment's 5-year rate of return is 29% and its payback period is 9 years. The 

following benefits noted are derived from an alternatives analysis with cost benefit analysis 

(AA/CBA) performed in 2014. The investment is planning to conduct another AA/CBA in 

winter/spring 2017/2018.

Quantitative benefits: 

1) Time Saved due to ASAP Program Office and FRB Functions rolled into ASAP.gov: 

Achieved.

2) Streamlined Problem Diagnosis / System Process: FY 2014 - 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) ASAP support personnel have access to people and processes to support development and 

operational activities.

3) ASAP is 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) The platform offers support and technology with demonstrated track record of success for a 

similar application type.

7) Ability of a platform to be operationally ready.

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

Budget, 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: 

ASAP continues to exceed monthly operational metric goals and successfully completed a 

major mainframe migration, which relocated the entire system off the Federal Reserve 

Information Technology (FRIT) mainframe platform and onto the Treasury Web Application 

Infrastructure (TWAI) distributed platform to improve both investment efficiency and save the 

federal government money by avoiding paying an additional $24M in FRIT platform costs 

starting in FY 2014. 

Major accomplishments:

- Migrated the ASAP system off the FRIT to the TWAI in November 16, 2013 (R17.0).

- Integrated with Fiscal Service’s Payment Information Repository (PIR) on April 12, 2014.

- Added 3 new FPA bureaus and several new business lines to FPAs that currently use ASAP.

Planned Objectives and Accomplishments: 

CY2015

Release 20.0 (March, 2015 implementation) will transition ASAP from using Entrust to Secure 

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

Release 21.0 (September, 2015 implementation) will upgrade ASAP’s internal reporting 

architecture (WebFocus) and add enhancements for Sensitive But Unclassified (SBU) labeling 

for security classifications 

Continue all production efforts and required infrastructure upgrades.

Continue to achieve stated benefits. 

Enroll new FPAs, as planned.

Conduct Alternative Analysis with Cost Benefit Analysis 

BY2016

Release 22.0 (March, 2016 implementation) will ultimately allow ASAP to use an enterprise PIV 

solution, as required by HSPD-12, enabling ASAP-agency customers to use their issued PIV 

credentials to authenticate and digitally sign funding transactions in ASAP. 

Release 23.0 (September 2016 implementation) will implement the Straight-ThroughProcessing effort for immediate settlement of payments to improve Treasury's knowledge of 

their Treasury General Account (TGA) cash position. These future DME efforts contribute 

directly to the Fiscal Service's and Treasury's strategic goals.

Continue all production efforts and required infrastructure upgrades.

Continue to achieve stated benefits.

Enroll new FPAs.

FY2017+ 

Additional BY and out-year development initiatives 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 FPAs, and system 

notification enhancements. 

Continue all production efforts and required infrastructure upgrades. These future DME efforts 

contribute directly to Fiscal Service's and Treasury's strategic goals.

Continue to achieve stated benefits.

Enroll new FPAs.
Development, modernization, and enhancement timeframe: 

BY+1: Release 22.0 (March 2017 implementation) will interface with PPS to provide payment 

data given that PACER has been slated for sunset. Release 23.0 (September 10, 2017

implementation) will implement code to automate the ability to efficiently hold and control 

payments in a debt ceiling or budgetary crisis. ASAP will continue all production efforts and 

required infrastructure upgrades.

BY+2: Releases 24.0 and 25.0 (March 2018 and September 2018 implementations) will 

implement code to interface with TOP so ASAP can collect delinquent debts owed to the 

government by recipients. ASAP will continue all production efforts and required infrastructure 

upgrades.

BY+3: At this time, no DME is planned for ASAP in FY 2019. An AA/CBA and BCR is planned 

for 2017/2018 that will change the current baseline and extend DME beyond. ASAP will 

continue all production efforts and required infrastructure upgrades.

BY+4: At this time, specific DME activities have not been defined. ASAP will continue all 

production efforts and required infrastructure upgrades.

Performance Evaluation and Metrics: 

Metric Description 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.

Over target Monthly Percent 95.00 100.00 01/31/2015

Percent of ASAP Help Desk calls that are abandoned before answered. Percent of 

abandoned ASAP Help Desk calls should not exceed 3%. Metric supports the Bureau of 

the Fiscal Services performance measure to indicate an overall service rating of 

satisfactory or better in customer service.

Under target Monthly Percent 3.00 2.50 01/31/2015

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.

Over target Monthly Percent 99.00 100.00 01/31/2015

Percent of ASAP Help Desk calls from the call queuing system responded to timely. 

Answer at least 90% of help desk calls in the call queuing system within 60 seconds. 

Metric supports the Bureau of the Fiscal Services performance measure to indicate an 

overall service rating of satisfactory or better in customer service.

Over target Monthly Percent 90.00 93.00 01/31/2015

Percent of ASAP EFT 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.

Over target Monthly Percent 99.99 100.00 01/31/2015
Investment Name: Central Accounting and Reporting System (CARS)

Type of Investment: Major IT Investment

Description:

The Central Accounting and Reporting System (CARS) project completes the transition of the 

reporting and auditing features of the current central accounting system (STAR) to the TWAI.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 35.64 7.64 4.61 3.87 3.87 3.87 3.87 11.60 74.97

Total DME funding 7.64 4.61 3.87 16.12

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 29.60 12.71 13.55 11.96 11.96 11.96 11.96 35.89 139.61

Total O&M funding 12.71 13.55 11.96 38.22

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 65.25 20.35 18.16 15.83 15.83 15.83 15.83 47.50 214.58

Total Gov FTE Cost 5.91 2.33 2.59 2.65 2.65 2.65 2.65 7.96 29.39

Number of FTE represented by costs 61.00 24.00 24.00 24.00 24.00 24.00 24.00 72.00 277.00

Summary of Purpose, Goals, and Benefits: 

CARS is the central accounting system for all federal agencies. As such, CARS implements a 

United States Standard General Ledger (USSGL) compliant general ledger to report the

General Fund entity that tracks government-wide appropriation authority, borrowing authority, 

spending authority from offsetting collections, as well as non-budgetary receipts (e.g. 

miscellaneous, trust fund, and special fund receipt accounts). The Fiscal Service, acting as 

service provider, provides for Budgetary Reporting by completing the definition of the General 

Fund Entity, provides WebFocus to allow for generation of standard reports and generation of 

the Combined Statement and Monthly Treasury Statement and provides for ongoing 

maintenance and help desk support for the CARS Database and Web Services. 

The core functionality of CARS will be complete and all activities to make CARS the system of 

record will occur during FY 2015. CARS offers the following benefits to government 

stakeholders. 

-Consolidates multiple legacy systems.

-Facilitates the reconciliation of agency reporting and supporting elimination of some material 

weaknesses. 

-Fully accounts for the intra-governmental assets and liabilities

-Resolve material weaknesses contributing to the disclaimer of the Audit of the Financial Report 

(FR)

-Resolve material weaknesses over internal controls associated with the production of the 

consolidated financial statement

-Improve the accuracy and timeliness of the deposit and disbursement data reflected in the 

Fund Balance with Treasury

-Reduce reconciliation period from 1 month to 1 day.

-Eliminate the Statement of Difference allowing agency transition from CA$HLINK II to 

Transaction Reporting System (TRS)

-Eliminate the requirement for agencies to submit the 224, Statements of Accountability and 
Statements of Transaction

-Allow for daily transaction posting

-Establish consistency with OMB

-Reduce the time to produce the Monthly Treasury Statement (MTS)

-Reduce the time to produce the Combined Statement (CS).

Return on Investment: 

CARS has identified significant benefits including productivity improvements, cost avoidance 

and cost savings. Productivity savings include: elimination of time spent performing tasks 

related to end-of-month reporting and maintaining redundant data by eliminating Statement of 

Difference; reduced time required to publish the CS and MTS through automated commercial 

off-the-shelf tools; reduced transaction processing time; improved efficiencies; increased 

accuracy of data; and improved resource management, decision making and planning. Cost 

avoidance benefits include eliminating printing and distribution of Treasury Reports. Cost 

Savings are substantial and include productivity improvements; eliminated costs of maintaining 

outdated systems and from the elimination of redundant Help Desk services. The rate of return 

on the investment is 238%, the payback period is projected to be 3 years and the total benefits 

are $203,968,476.

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. 

-By implementing the General Fund Entity, the CARS Project addresses the Intra-governmental 

Elimination material weaknesses.

Agency Strategic Plan / Annual Performance Plan: Treasury's Goal 3: Fairly and effectively 

reform and modernize federal financial management, accounting, and tax systems. To enable 

this goal, CARS supports Treasury's tactics of modernizing financial systems through 

deployment of a modernized central accounting system that enforces a government-wide 

standard for financial reporting. CARS enables and enforces standardized accounting practices 

government-wide. CARS allows for a continuous improvement of operations and processes and 

is generating efficiency savings.

Presidential Priority: N/A

Other Requirement: -Provide timely and accurate financial information that contributes to the 

improved quality of federal decision making. 

- Eliminates a reconciliation burden and delay resulting in more timely and accurate financial 

information by enabling agencies to classify transactions at inception.

- Reduces customer service dependencies from self-service reporting options. 

-Improves the availability and timeliness of public financial information by producing the CS and 

MTS in a timelier manner.

-By implementing WebFocus, the project addresses the Financial Report compilation material 

weakness.

Accomplishments: 

During FY 2014, CARS exceeded all of its performance goals and implemented the following 

critical milestones:

1.Completed the deployment of the General Fund USSGL at Fiscal Service Parkersburg.

2.Implemented additional Agency Standard Reports to provide agencies with improved access 

to financial data.
3.Implemented the Statement of Difference on the modern platform

4.Implemented reporting interfaces to enable significant system interactions.

Planned Objectives and Accomplishments: 

During FY 2015 and FY 2016, CARS will complete the implementation of the Bank Transaction 

Module, eliminating 34 bank interfaces and allowing for real-time posting to Treasury's general 

account supporting straight-through processing and intra-day payments and collections and 

implement functionality to complete confirmation as the system of record. CARS provides a 

foundation for future modernization efforts with a central accounting system founded on 

standard financial terms and formats. CARS enables the Data Transparency Office of the Fiscal 

Service and the President's Open Government Initiative. CARS transitions to an operations 

mode in FY 2016 with on-going DME activity to ensure system features remain relevant and 

support user demands.

Development, modernization, and enhancement timeframe: 

BY+1: Continue to provide operational support for the existing CARS and SAM functionality, 

help desk and general ledger.

BY+2: Continue to provide operational support for the existing CARS and SAM functionality, 

help desk and general ledger.

BY+3: Continue to provide operational support for the existing CARS and SAM functionality, 

help desk and general ledger.

BY+4: Continue to provide operational support for the existing CARS and SAM functionality, 

help desk and general ledger.

Useful Life: 

Year the investment began: 2011

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.: CARS is in compliance with the life cycle model as defined in OMB Circular A131.

Performance Evaluation and Metrics: 

Metric Description Measurement 

Condition

Reporting 

Frequency Unit Of Measure CY Target

Latest Actual 

Result Date of Latest Actual Result

New users will be enrolled within 48 hours 95 -

100% of the time. Over target Monthly Percentage 95.00 100.00 12/31/2014

Maintain or increase the number of page hits 

for Account Statement Over target Quarterly Count 99000.00 368022.00 12/31/2014

The CARS system will be available to Account 

Statement users 23 hours per day 7 days per 

week 99% of the time.

Over target Monthly Percentage 99.00 100.00 12/31/2014

The number of Agency Location Codes (ALC) 

not classified as CARS Reporters for at least 

one source system type (IPAC, Collections, or 

Payments) will decrease by 5% each quarter.

Over target Quarterly Percentage 4.00 18.28 12/31/2014

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.

Over target Monthly Percentage 99.00 100.00 12/31/2014
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 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 16.46 0.74 1.23 1.57 1.61 1.63 1.73 0.00 24.96

Total DME funding 0.74 1.23 1.57 3.53

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 24.31 9.21 8.24 7.19 7.04 7.45 7.59 0.00 71.02

Total O&M funding 9.21 8.24 7.19 24.64

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 40.77 9.95 9.46 8.76 8.64 9.08 9.31 0.00 95.97

Total Gov FTE Cost 1.59 0.27 0.28 0.28 0.28 0.28 0.28 0.00 3.24

Number of FTE represented by costs 9.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 19.00

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 results 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 on behalf of federal agencies. 

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 doing so, the Debit Gateway benefits agencies by 

providing better service and 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, ECP and Agency Direct. Eventually it will also 

process ACH debit transactions for Electronic Federal Tax Payment System. These systems 

depend on the Debit Gateway for an important part of their daily operations.

Return on Investment: 

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

collection transactions through multiple predecessor systems vs. the unit cost of processing 

through the Debit Gateway. The cost avoidance realized by processing through one system, the
Debit Gateway, is the cost avoidance benefit. This benefit is projected to yield a return on 

investment of 17.07% over the period FY 2013 through FY 2018.

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: 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 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: Fiscal Service Strategic Plan -- Goal 3: Deliver exceptional programs and 

services.

Accomplishments: 

In FY 2013, the Debit Gateway implemented functionality to take advantage of NACHA rules 

changes for the ACH Network (DG r1.5: IAT and XCK processing) as well as other 

enhancements (March 2013). Additionally, enhancements to facilitate straight-through 

processing (Phase 1), including processing for non-appropriated fund agencies were planned 

for late-FY 2013 (DG r1.6). Both releases were on schedule and below planned cost; all 

operational performance metrics met or exceeded their targets.

In FY 2014, the Debit Gateway will finalize functionality (Phase 2) for operating in the straightthrough processing environment in anticipation of planned FRB CA$H-LINK decommissioning. 

Additionally, it will accommodate any Collection Channel-driven changes, and other 

performance and operational upgrades.

Planned Objectives and Accomplishments: 

The Fiscal Service has chosen the Treasury Web Application Infrastructure (TWAI) as the 

Bureau cloud solution. Costs are reflected in the TWAI investment costs. 

For the current year the Debit Gateway implemented the final functionality necessary to facilitate 

straight-through processing, complete a standard interface to the image archive, and other 

enhancements (DG r1.7).

Proposed: In FY 2015, planned enhancements will include performance improvements, the final 

phase of new functionality to process image locator files from the channels to access images 

directly from the Centera database, and other enhancements (DG r1.8).

FY 2016 New channel functionality and performance enhancements (DG 1.9). 

FY 2017 New channel functionality and performance enhancements (DG 1.10).

Development, modernization, and enhancement timeframe: 

BY+1: In FY 2017: necessary system improvements, 2017 TWAI environmental changes, 
Check21 image presentment and NACHA ACH operating rule updates if necessary, and other 

enhancements.

BY+2: In FY 2018: necessary system improvements, 2018 TWAI environmental changes, 

Check21 image presentment and NACHA ACH operating rule updates if necessary, and other 

enhancements..

BY+3: In FY 2019: necessary system improvements, 2019 TWAI environmental changes, 

NACHA ACH operating rule updates if necessary, and other enhancements.

BY+4: At this time, specific DME activities have not been defined.

Useful Life: 

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 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 Under target Monthly Cost 0.09 0.06 12/31/2014

Timely delivery of Agency report data to 

collection channels (by 10 am ET). Over target Monthly Percentage 99.00 100.00 12/31/2014

ACH entries received by midnight are 

originated by 2:15 am ET. Over target Monthly Percentage 99.00 100.00 12/31/2014

Check items/images received by 4:00 am 

ET sent to Check21 by 10:00 am ET. Over target Monthly Percentage 99.00 100.00 12/31/2014

Overall success rate of presentment. Over target Monthly Percentage 99.00 99.43 12/31/2014

Unit cost with overhead (in dollars, 

$0.00) to collect Gateway transactions Under target Monthly Cost 0.12 0.08 12/31/2014

Percentage of time DG is available to 

customers during normal processing 

time.

Over target Monthly Percentage 99.00 100.00 12/31/2014
Investment Name: Deposit and Data Management (DDM)

Type of Investment: Major IT Investment

Description:

DDM will improve financial performance by enabling Government agencies to more effectively 

manage financial transaction information and improve the efficiency of the collections 

information reporting processes.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 4.52 8.29 7.11 6.52 6.65 6.79 6.92 7.06 53.86

Total DME funding 8.29 7.11 6.52 21.92

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 118.66 14.06 13.94 13.95 14.23 14.51 14.80 15.10 219.25

Total O&M funding 14.06 13.94 13.95 41.95

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 123.18 22.36 21.05 20.47 20.88 21.30 21.72 22.16 273.11

Total Gov FTE Cost 12.54 0.93 0.96 0.76 0.78 0.79 0.81 0.82 18.40

Number of FTE represented by costs 66.00 9.00 0.00 0.00 0.00 0.00 0.00 0.00 75.00

Summary of Purpose, Goals, and Benefits: 

Through the expanded use of web-based technologies, DDM supports the integration of 

financial and performance information government-wide by providing data on a daily basis. 

DDM integrates collections transactions from all sources, enabling the Fiscal Service and 

Government agencies to more effectively manage financial transaction information by 

connecting disparate applications and coordinating the flow of information and processes that 

span them. DDM enables the Fiscal Service to normalize financial transaction reporting and 

standardize the availability of funds and financial information across all settlement mechanisms 

and collection systems.

Return on Investment: 

DDM, which is comprised of the Collections Information Repository (CIR), is a transaction 

broker, data warehouse, and reporting solution that provides Trading Partners and the Fiscal 

Service with a single touch point to exchange all financial transaction information across all 

collection systems. CIR will greatly improve the way government agencies collect, analyze, and 

redistribute financial transaction information, which, in turn, will eliminate redundancies and 

disconnects across and between the numerous point-to-point connections currently in place 

between collection agents and Federal agencies. CIR is a self-contained system with various 

related external system interfaces.

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: 

In PY 2014, DDM completed the following: Built the CIR Data Warehouse; created monthly ALC 

Collections Download Report, Operational Metric Reports, Ad hoc Sharing Reports for 

Ops/Fiscal Service users, a new ACH Download Report, and updated existing ACH Reports, 

new FT Download and Check Download reports; completed a metadata solution analysis; 

modernized the CIR GUI based on new Fiscal Service requirements; Updated Business Objects 

v3.1 to v4.1; developed documentation identifying missing, incomplete, and inaccurate highpriority data elements in CIR; completed development of partial voucher reporting capability for 

4.6 partners with initial implementation by Pay.gov in anticipation of increased data volume; 

created interface to receive the Financial Institution Reconciliation Data (FIRD) file to support 

end of the day balancing for Straight Through Processing; completed agency system 

connections with National Oceanic and Atmospheric Administration, United States Department 

of Agriculture – Forest Service, United Stated Department of Agriculture – Federal Student Aid, 

General Services Administration, United States Department of the Interior – Interior Business 

Center, and United States Citizenship and Immigration Services.

Planned Objectives and Accomplishments: 

In CY 2015, CIR will be completing Phase Two of the Data Warehouse implementation, moving 

the Test and Development environments from PNC's dedicated platform to AWS Amazon 

Cloud, implementation of 5.0 XML schema for agency users, processing the FIRD File for 

Straight Through Processing to support FRB CL Decommissioning, and build interfaces with the 

Financial Information Repository, the Image Archive, and a new ABA Reference Data Source. In 

BY 2016, CIR will be moving its production and disaster recovery environments from PNC's 

dedicated platform to a new platform.

Development, modernization, and enhancement timeframe: 

BY+1: At this time, specific DME activities have not been defined. They are currently being 

finalized as part of the 3 year planning process.

BY+2: At this time, specific DME activities have not been defined. They are currently being 

finalized as part of the 3 year planning process.

BY+3: At this time, specific DME activities have not been defined. They are currently being 

finalized as part of the 3 year planning process.

BY+4: At this time, specific DME activities have not been defined. 

Performance Evaluation and Metrics: 

Metric Description Measurement 

Condition

Reporting 

Frequency Unit Of Measure CY Target

Latest Actual 

Result Date of Latest Actual Result

CIR Call Center average telephone wait time Under target Monthly seconds 20.00 10.00 01/31/2015

CIR unscheduled outages per month Under target Monthly hours 5.00 0.61 01/31/2015

CIR Severity 1 incidents resolved within 6 hours Over target Quarterly Percentage of Severity 

1 incidents 100.00 100.00 01/31/2015

CIR Severity 4 incidents resolved within 7 business 

days Over target Quarterly Percentage of Severity 4 incidents 100.00 100.00 01/31/2015

CIR System Availability Over target Monthly Percentage of CIR 

System Availability 98.00 98.37 01/31/2015

CIR Severity 2 incidents resolved within 8 hours Under target Monthly hours 100.00 100.00 01/31/2015

CIR Severity 3 incidents resolved within 3 business 

days Over target Monthly hours 100.00 100.00 01/31/2015
Investment Name: Do Not Pay (DNP)

Type of Investment: Major IT Investment

Description:

The DNP Business Center (DNPBC) investment will provide 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 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 16.80 4.68 4.07 4.07 4.09 4.17 4.17 8.59 50.63

Total DME funding 4.68 4.07 4.07 12.81

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 4.49 6.36 6.64 6.64 6.85 6.98 7.07 14.35 59.37

Total O&M funding 6.36 6.64 6.64 19.63

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 21.29 11.04 10.70 10.70 10.94 11.15 11.24 22.94 110.00

Total Gov FTE Cost 4.56 0.44 0.45 0.45 0.47 0.48 0.48 0.98 8.31

Number of FTE represented by costs 63.00 46.00 46.00 43.00 45.00 47.00 47.00 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 for on-line interaction by program offices and contracting officers 

through a user interface used for 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 reducing the amount of improper payments, the Do Not Pay Business Center achieved 

$2.08 million in gross cost-savings in FY 2014. In addition, by reducing the time employees 

spend verifying eligibility and payment accuracy, the Do Not Pay Business Center estimates 
nearly $23.28 million in gross cost-avoidance in FY 2014, for a total savings of $25.36 million for 

FY 2014.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: 2010 Improper Payments Elimination and Recovery Act 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 2010 Presidential Memorandum prior to 

making a payment or award.

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: In June of 2010, the President issued the memorandum where he 

collectively referred to five data sources as the "Do Not Pay List". This memorandum calls for 

the establishment of a single point of entry to access these databases. The Do Not Pay 

Investment serves as this single point of entry.

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

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

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

as "Treasury's Working System".

Accomplishments: 

The Do Not Pay Business Center is an investment mandated by OMB per Executive Order 

13520, Presidential Memorandum dated June 18, 2010 and the Improper Payments Elimination 

and Recovery Act

PY 2014

- Added functionality to match and display all Treasury-disbursed, non-tax payments against the 

Death Master File and Excluded Parties List System to meet IPERIA requirements

- Consolidated infrastructure for increased portal performance

- Onboarded 144 agencies to date for providing services.

- Developed and applied automated business rules to payments matched through the Do Not 

Pay Portal to facilitate the identification and prevention of improper payments.

Planned Objectives and Accomplishments: 

CY 2015

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

Master File via the Do Not Pay Portal 

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

in identifying and preventing improper payments

- Add the Prisoner Updates Processing System to the Do Not Pay Portal

- Increase analytics capabilities to allow for pattern and trend analysis

BY 2016

- Continue to develop and refine automated business rules to payments matched through the 

Do Not Pay Portal

- Expand the number of available data sources within the Do Not Pay Portal to assist agencies 
in identifying and preventing improper payments

- 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.

Development, modernization, and enhancement timeframe: 

BY+1: Add user-defined enhancements. Expand and enhance data analytics/fraud detection 

capabilities. Increase the number and quality of data sources.

BY+2: Implement new DNP Portal functionality. Enhance analytics services. 

BY+3: Implement new DNP Portal functionality and other user-defined enhancements. Enhance 

analytics services.

BY+4: At this time, specific DME activities have not been defined.

Useful Life: 

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 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 monitoring file change or data source 

update

Over target Monthly percentage 96.00 100.00 01/31/2015

Average number of seconds to return online search results 

to user in the Portal Under target Quarterly seconds 7.50 6.00 12/15/2014

Percentage of batch processing results available to users 

within 1 business day of successful file transmission Over target Monthly percentage 96.00 100.00 01/31/2015

Percentage of payment integration reports available by the 

2nd business day of the month Over target Monthly Percentage 95.00 100.00 01/31/2015

Percentage of Payment Application Modernization (PAM) 

Payments received that are screened for improper 

payments.

Over target Annual Percentage 99.99
Investment Name: Electronic Federal Tax Payment System (EFTPS)

Type of Investment: Major IT Investment

Description:

EFTPS was launched in 1996 in response to a Congressional mandate for the Department of

the Treasury to process government collections electronically. EFTPS enables both business 

and individual taxpayers to pay all their federal taxes electronically.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 43.70 9.77 12.71 8.74 9.00 9.28 9.55 0.00 102.76

Total DME funding 9.77 12.71 8.74 31.23

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 455.55 76.35 98.74 100.77 104.94 106.98 109.76 0.00 1053.07

Total O&M funding 76.35 98.74 100.77 275.85

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 499.25 86.12 111.44 109.51 113.94 116.25 119.32 0.00 1155.84

Total Gov FTE Cost 3.59 0.88 0.92 0.96 0.99 1.02 1.05 0.00 9.43

Number of FTE represented by costs 31.00 6.00 6.00 6.00 6.00 0.00 0.00 0.00 55.00

Summary of Purpose, Goals, and Benefits: 

EFTPS enables both business and individual taxpayers to pay all their federal taxes 

electronically via phone, Internet (www.eftps.gov), Fedwire, ACH credit, credit cards, or via a 

third party to initiate tax payments. 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 primary justifications for investing in EFTPS are the following:

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

(General Government Taxation Management)

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

payments (Customer Results Timeliness and Responsiveness Response time)

- Reduce cost to the government of processing a federal tax payment (Processes and Activities 

Financial Savings and Cost Avoidance)

- Provide a 24 x 7 x 365 mechanism to collect federal tax revenue (Technology Reliability and 

Availability)

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

Congress as part of the Consolidate 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 1996 appropriations to cover the 

operations and maintenance of the following critical functions:
New Taxpayer Enrollment;

Tax Payments Processing; 

Fulfillment/Mail Services;

Customer Service; and

General Operations.

Less than 10% of each BY funding is allocated to minor software enhancements each year to 

accommodate changes to the tax code.

Return on Investment: 

Based on the current Alternative Analysis the ROI for this investment is $138 million based on 

the cost avoidance of processing electronic payment vs. paper.

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 following goals in the Bureau of 

the Fiscal Service Strategic Plan for Fiscal Years 2014-2017:

- Strategic Goal One: Serve as a catalyst for effective government through initiative and 

innovation.

- Strategic Goal Three: Deliver exceptional programs and services.

Presidential Priority: N/A

Other Requirement: All Electronic Treasury 

Treasury Directive 9507 Regulation 153340-09.

Accomplishments: 

EFTPS successfully completed the following enhancements in the PY 2014:

EFile 2013

Batch Provider Inquiry Pin

Against the baseline goal, EFTPS has exceeded the following metrics:

Percentage of Depository Employment Taxes Received Electronically

Mean time to complete a payment

Percentage of calls answered in 30 seconds

Percentage of Reports issued on time

Accuracy of Paper Reports Data Captured

Duration of outages during critical periods

EFTPS has not missed any of its baseline goals.

Planned Objectives and Accomplishments: 

EFTPS will engage in the following enhancement projects:

Affordable Care Act

Bulk provider Inquiry Pin

Call Center Transition

Direct Pay

Direct Pay Capacity

EFile 2014
Email Confirmation

Enrollment Enhancement & Website Redesign

Municipal Tax Levy & Alaska Permanent Fund Dividend Program

Online Bill Pay.

Development, modernization, and enhancement timeframe: 

BY+1: Implementation of statutory changes to meet IRS mandates.

BY+2: Implementation of statutory changes to meet IRS mandates.

BY+3: Implementation of statutory changes to meet IRS mandates.

BY+4: At this time, specific DME activities have not been defined.

Performance Evaluation and Metrics: 

Metric Description Measurement 

Condition

Reporting 

Frequency Unit Of Measure CY Target

Latest Actual 

Result Date of Latest Actual Result

Duration of Outages during Critical times Under target Monthly Minutes 133.92 0.00 12/31/2014

Percentage of Depository Employment 

Taxes Received Electronically Over target Monthly Percentage 99.00 99.99 12/31/2014

Service Level (non-peak) Over target Monthly Percentage 95.00 90.98 12/31/2014

Service Level (Peak) Over target Monthly Percentage 95.00 98.90 12/31/2014

Accuracy of Paper Enrollment Data 

Captured Over target Monthly Percentage 99.50 100.00 12/31/2014

Reports transmitted late Under target Monthly Percentage 0.00 0.00 12/31/2014

Payment Dollars Received Over target Annual Trillions of 

Dollars 2.60
Investment Name: FedDebt

Type of Investment: Major IT Investment

Description:

The FedDebt investment supports the Federal government's delinquent debt collection 

programs, which were centralized in Treasury by the Debt Collection Improvement Act of 1996.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 67.16 15.32 14.37 13.44 14.62 15.15 15.45 0.00 155.51

Total DME funding 15.32 14.37 13.44 43.13

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 56.70 7.46 7.02 7.69 8.44 8.69 8.82 0.00 104.82

Total O&M funding 7.46 7.02 7.69 22.17

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 123.86 22.78 21.39 21.13 23.06 23.84 24.27 0.00 260.33

Total Gov FTE Cost 31.37 8.34 8.34 7.82 6.94 7.07 7.20 0.00 77.09

Number of FTE represented by costs 176.00 72.00 52.00 52.00 52.00 52.00 52.00 0.00 508.00

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. FedDebt provides the Fiscal 

Service organization with a single platform for its business applications, a single 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 Federal Program Agencies 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 CrossServicing program uses Treasury demand letters, Private Collection Agencies, administrative 

wage garnishment, repayment agreements, and other collection tools to collect delinquent debt 

owed to the Government.

DMIS/Treasury Report on Receivables is a system that enables Federal agencies to transmit 

their non-tax receivable information to the Fiscal Service via the Internet and enables Fiscal 

Service to monitor agency compliance with the Debt Collection Improvement Act of 1996. The 

project Integrated Document Management System is also being added to the FedDebt 

investment. IDMS has been in operation since 1999 and currently supports 632 internal users in 

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

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

Management Solutions for the Fiscal Service internal customers. Both IDMS and DMIS/TROR 

integrate and support Treasury Offset Program as well as Cross Servicing.

The Debt Information Repository (DIR) is a critical component of the Bureau of the Fiscal 

Service efforts to increase the collection of debt owed to the government. The DIR standardizes 

data from operational data systems and other sources in a secure environment. DIR 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. DIR will integrate with Financial Information 

Repository.

Return on Investment: 

The Return on Investment bottom line, over a five year (2015-2019) life cycle is 292.97%.

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 the U.S. Department of the 

Treasury Strategic Plan for Fiscal Years 2014 - 2017 and the following goals in the Bureau of 

the Fiscal Service Strategic Plan for Fiscal Years 2014-2017:

- 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.

- Strategic Goal Four: Promote data transparency and usefulness as a public good.

Presidential Priority: N/A

Other Requirement: The FedDebt investment is mission-critical to the Fiscal Service in 

carrying out its responsibilities under DCIA and in bringing in over $7 billion annually in 

collections.

Accomplishments: 

Scheduled to complete Cross Servicing Next Generation 3 and 4 on 4/20/15 and 9/30/15 

respectively. 

TOP NG: The Fiscal Service implemented processes to improve the architecture, requirements, 

testing, and systems development life cycle for the Treasury Offset Program's next generation 

application. 

DIR: Completed DIR 3 and 4 on 4/20/15 and 9/30/15 respectively.

Planned Objectives and Accomplishments: 

Collection Tools: This will implement Department of Education and Veteran's Affairs into Cross 

Servicing Next generation system. 

TOP: DMS will implement functional enhancements to support the collection and reporting of 

analytics and automated interfaces to skip tracing tools. Additionally, DMS will improve the 

architecture, requirements, testing, and systems development life cycle for the Treasury Offset 

Program.

TOP NG: Enhance the ability to meet stakeholder request. Improve the timeliness of 

implementation of new application functionalities and improve offset matching effectiveness 

using Agile project development methodology. 

A cloud alternative was chosen for this investment and associated costs are accounted for in 

the TWAI investment.

DIR: Enhanced with Centralized Receivables Service (CRS) and (Treasury Reports on 

Receivables) TROR data.

Development, modernization, and enhancement timeframe: 

BY+1: At this time, specific DME activities have not been finalized.

BY+2: At this time, specific DME activities have not been finalized.
BY+3: At this time, specific DME activities have not been finalized.

BY+4: At this time, specific DME activities have not been finalized.

Performance Evaluation and Metrics: 

Metric Description Measurement 

Condition

Reporting 

Frequency Unit Of Measure CY Target Latest Actual Result

Date of Latest Actual 

Result

Total dollars of delinquent debt collected Under target Annual Dollars in billions 7.10 6.91 09/30/2014

Online system uptime as a percentage of 

scheduled system uptime Over target Monthly Percentage 99.00 100.00 01/31/2015

Severity 1 production problems for all 

applications in the investment Under target Monthly Number 8.00 3.00 01/31/2015

Percentage of total incoming TOP calls handled 

by automation. Over target Monthly Percentage 90.00 98.00 01/31/2015

Dollars collected per dollar spent on the IT 

investment (Added 04/2014). Over target Annual Dollars 314.00 219.93 09/30/2014
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/OFIT is the designated managing partner.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 9.08 3.14 0.85 0.98 1.07 1.10 1.14 0.00 17.37

Total DME funding 3.14 0.85 0.98 4.98

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 0.00 0.00 3.99 4.12 4.20 4.24 4.28 0.00 20.85

Total O&M funding 0.00 3.99 4.12 8.12

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 9.08 3.14 4.85 5.11 5.27 5.35 5.43 0.00 38.22

Total Gov FTE Cost 0.00 0.00 1.71 1.97 2.13 2.21 2.29 0.00 10.30

Number of FTE represented by costs 0.00 0.00 11.21 12.47 13.02 13.02 13.02 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 that is compliant 

with open standards.

Return on Investment: 

A formal AA/CBA has not been conducted for this investment so there are no dollarized benefits 

at this time, but a full AA/CBA is expected in the future (pending OMB decision). However, the 

following benefits of the FMLoB investment were recognized in the Annual Report to Congress 

dated January 8, 2014 

(http://www.whitehouse.gov/sites/default/files/omb/assets/egov_docs/fy14_omb_report_to_cong

ress_on_the_benefits_of_e-government_initiatives.pdf):

- Facilitate stronger internal controls to ensure integrity in accounting and other stewardship 

activities;

- Reduce costs by enabling agencies to implement and operate financial management systems 

through shared service provider solutions;

- Standardize systems, business processes, and data elements;

- Close performance gaps in Federal financial management;

- Improve public reporting of Federal financial data; and

- Decrease redundancy in financial systems which will drive cost-savings through the reduction 

in DME and O&M.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: OMB Memorandum M-13-08
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 U.S. Department of the 

Treasury Strategic Plan for Fiscal Years 2014 - 2017 and the following goal in the Bureau of the 

Fiscal Service Strategic Plan for Fiscal Years 2014-2017:

- Move federal financial management and administrative services to an affordable, sustainable 

service provider.

Presidential Priority: N/A

Other Requirement: 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, CFOC, 

and the COFAR. The FMLoB initiative is charged with implementing business-driven solutions 

that respond to the management needs of participating agencies.

Accomplishments: 

FY 2014 [Funded by FY 2013 Funds]

1. Developed and established the FIT Agency Modernization Evaluation (FAME) process to 

assist agencies and streamline the process agencies take as they decide to modernize their 

financial systems.

2. Monetarily supported the Single Audit initiative at the Department of Commerce (Census 

Bureau).

3. The strategy for the Federal Financial Management Benchmarking project changed 

significantly, and FIT made the decision to terminate the work under the contract for the 

convenience of the government. As of August 2014, the settlement costs are still under 

negotiations, so the full impact of the strategy change for this project has not been fully realized, 

yet.

Planned Objectives and Accomplishments: 

CY (FY 2015) Objectives [Funded by FY2014 Funds]

1. FMLoB PMO: Support the creation of the Concept of Operations for the Financial 

Management Line of Business (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.

2. Begin planning 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.

3. Provide operational monies to agencies to execute additional FMLoB initiatives.

Development, modernization, and enhancement timeframe: 

BY+1: 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. 

Specific DME activities have not been defined.

BY+2: 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. 

Specific DME activities have not been defined.

BY+3: 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. 

Specific DME activities have not been defined.

BY+4 At this time, specific DME activities have not been defined.

Useful Life: 

Year the investment began: 2010

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.: The lifecycle cost model defined assumes a finite lifecycle 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. To date, FMLoB 

has not conducted an alternatives analysis but one is expected in the future pending OMB 

approval. 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 2019.

Performance Evaluation and Metrics: 

Performance metrics are only required for investments that have useable components in 

production. Since FMLoB is a business line and not an IT system there is no performance to 

measure.
Investment Name: Fiscal Service End User Systems and Services (EUSS)

Type of Investment: Major IT Investment

Description:

This investment is comprised of office automation tools (i.e. MS Office) as well as workstations, 

desktops, laptop computers, help desk, call centers, telephones, fax machines, printers, 

workgroup distributed servers and other software.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 2.37 1.68 1.22 0.62 0.64 0.66 0.68 0.70 8.55

Total DME funding 1.68 1.22 0.62 3.52

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 35.47 15.89 9.77 10.06 10.37 10.68 11.00 11.33 114.55

Total O&M funding 15.89 9.77 10.06 35.72

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 37.84 17.56 10.99 10.68 11.00 11.33 11.67 12.02 123.10

Total Gov FTE Cost 23.50 5.56 4.41 4.54 4.68 4.82 4.96 5.11 57.57

Number of FTE represented by costs 215.00 60.90 38.00 38.00 38.00 38.00 38.00 38.00 503.90

Summary of Purpose, Goals, and Benefits: 

This investment provides meaningful and timely operational performance information to Fiscal 

Service and Treasury management, which meets the Treasury strategic objective to create a 

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

interaction. As service demand increases, this investment improves access to Fiscal Service's 

infrastructure and provides the desktop capability and capacity necessary to increase internal 

systems' performance. This is accomplished through effective and efficient processing of 

accurate, timely, and accessible information concerning customer service, operational, and 

transactional information gained through customer satisfaction surveys, issues tracking, 

statistics, and quality assurance. Anticipated benefits include initiatives that will change the 

manner in which users interact with the Fiscal Service data network. This includes use of 

devices that are mobile or easily moved and more streamlined than traditional PCs. This is part 

of a universal trend toward ubiquitous connectivity, and industry experts expect that wireless 

technology will be the means of providing network access to these types of devices. Wireless 

LAN offers users seamless mobility and greatly facilitates enforcement of security policies. 

These capabilities enable Fiscal Service to support latency, security, throughput, and mobility 

requirements of virtual desktop and Voice Over Internet Protocol (VOIP) users. Other initiatives 

include leveraging virtual technologies and modernizing voice communications to create a 

streamlined, more efficient approach to the delivery of end user services.

Return on Investment: 

As of August 2014, the estimated five year return on investment for the EUSS portfolio is 5.07%. 

The estimate is based on the cost avoidance of obtaining end user support services from an 

alternative provider.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A
Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: N/A

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments: 

1.Fiscal Service Lotus Notes Domain Consolidation.

-Consolidated the legacy FMS and legacy BPD email systems and is a prerequisite for 

implementing the Fiscal Service messaging/collaboration solution.

2. Anti-Virus Replacement.

-Standardized the anti-virus solution for Fiscal IT end user environments. Included the 

acquisition and installation of the products and decommissioning products that will no longer be 

the standard.

Planned Objectives and Accomplishments: 

FY 2015

1. Mobile Device Initiative.

2. Virtual Desktop Infrastructure Initiative.

Development, modernization, and enhancement timeframe: 

BY+1: Specific DME activities will be defined as part of the annual ISS Franchise Fund pricing 

exercise based on business requirements determined during tactical planning. Continue 

maintaining operations.

BY+2: Specific DME activities will be defined as part of the annual ISS Franchise Fund pricing 

exercise based on business requirements determined during tactical planning. Continue 

maintaining operations.

BY+3: Specific DME activities will be defined as part of the annual ISS Franchise Fund pricing 

exercise based on business requirements determined during tactical planning. Continue 

maintaining operations.

BY+4: Specific DME activities will be defined as part of the annual ISS Franchise Fund pricing 

exercise based on business requirements determined during tactical planning. Continue 

maintaining operations.

Useful Life: 

Year the investment began: 1970

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.: The investment is comprised of services of on-going nature, not discrete 

systems. The services are evaluated for maintenance, routine refresh, and transition to new 

technological capability. Each service uses a five year planning cycle.
Performance Evaluation and Metrics: 

Metric Description Measurement Condition Reporting Frequency Unit Of Measure CY 

Target

Latest 

Actual 

Result

Date of Latest Actual Result

Service Request Resolution - Percentage of 

end user service requests resolved on time. 

(Request is considered met when resolved 

within established time frames.)

Under target Monthly percentage 85.00 77.38 01/31/2015

Abandoned Call Rate - Percentage of inbound 

IT service desk calls abandoned at 30 or more 

seconds.

Under target Monthly percentage 10.00 8.97 01/30/2015

Customer Satisfaction - Percentage of end 

user customer satisfaction survey results rating 

good (4.00) to excellent (5.00).

Over target Monthly percentage 85.00 90.87 01/30/2015

24 Hour Incident Resolution - Percentage of 

end user incidents resolved within 24 hours. Over target Monthly percentage 90.00 96.09 01/30/2015

Incident Resolution - Percentage of end user 

incident resolution time met. (Incident is 

considered met when resolved within 

established time frames.)

Over target Monthly percentage 70.00 89.48 01/30/2015
Investment Name: Fiscal Service Mainframe and Servers Support and Services (MSSS)

Type of Investment: Major IT Investment

Description:

This investment is comprised of centralized data center facilities, mainframe computers and 

servers, data storage, support operations, and management oversight in support of reliable and 

secure technology.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 13.41 18.10 9.35 9.63 9.92 10.22 10.53 10.84 92.01

Total DME funding 18.10 9.35 9.63 37.08

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 142.66 52.31 64.98 66.93 68.94 71.01 73.14 75.33 615.31

Total O&M funding 52.31 64.98 66.93 184.22

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 156.07 70.40 74.34 76.57 78.86 81.23 83.67 86.18 707.32

Total Gov FTE Cost 52.86 16.19 23.37 24.07 24.80 25.54 26.31 27.10 220.23

Number of FTE represented by costs 458.20 172.20 203.00 203.00 203.00 203.00 203.00 203.00 1848.40

Summary of Purpose, Goals, and Benefits: 

The Mainframe and Server Support and Services investment provides meaningful and timely 

operational performance information to Fiscal Service and Treasury management, which meets 

the Treasury strategic objective to create a 21-st century approach to government by improving 

efficiency, effectiveness, and customer interaction. This investment also addresses aging 

systems that are unreliable, expensive to maintain, and lack the features and functionality 

inherent in more modern equipment, which supports the Fiscal Service strategic goal of 

delivering exceptional programs and services through information technology strategies that 

establish flexible, adaptable, and practical systems and processes. Fiscal Service must provide 

reliable service while minimizing overall IT infrastructure expenses. The use of next generation 

technologies available with newer equipment can improve infrastructure reliability, reduce 

operating expenses, and minimize the floor space required to support infrastructure services. In 

addition, server virtualization for Windows platforms provides primary and backup support for 

hosted applications of Fiscal Service and Treasury Franchise customers. Finally, this 

investment directly supports the data center consolidation initiative as mandated by OMB. The 

Fiscal IT initiative included consolidating five data centers into two Fiscal IT data centers, 

upgrading mainframes to modernize hardware and software products to meet the highest level 

of compliance to promote customer confidence, implementing a software engineering 

infrastructure for all Fiscal Service systems, and installing shared architectures, policies, and 

best practices to effectively manage IT resources.

Return on Investment: 

As of August 2014, the estimated five year return on investment for the MSSS portfolio is 8.9%. 

The estimate is based on the cost avoidance of obtaining mainframe and server support 

services from an alternative provider.
Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: N/A

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments: 

1. Replaced Kansas City (KC) Mainframe.

-KC data center mainframe computer system reached the end of useful life requiring 

replacement to continue supporting Fiscal Service programs.

2. Refreshed Data Storage Infrastructure.

-Data storage infrastructure reached end of useful life requiring replacement to ensure 

continued service availability.

3. Implemented Application Monitoring Solution.

- Installed application performance monitoring solutions to assist in data collection and analysis

for application performance in Fiscal IT hosting environment.

4. Expanded Software Components to Support Fiscal Service Consolidation and Growth.

-Expanded software components as Fiscal IT continues shift to standard hosting service 

offerings including intrusion detection, monitoring, and patch/vulnerability management.

5.Expanded Enterprise Log Management Capability to Mainframes.

- Expanded enterprise log management solution for distributed environment to mainframe 

environment.

Planned Objectives and Accomplishments: 

FY 2015

1. Increase Capacity of Mainframe/Server Hosting Environments to Meet Demand and 

Utilization.

2. Enhance Security Posture in Private Key Infrastructure (PKI) Shared Services Environment.

Development, modernization, and enhancement timeframe: 

BY+1: Specific DME activities will be defined as part of the annual ISS Franchise Fund pricing 

exercise based on business requirements determined during tactical planning. Continue 

maintaining operations.

BY+2: Specific DME activities will be defined as part of the annual ISS Franchise Fund pricing 

exercise based on business requirements determined during tactical planning. Continue 

maintaining operations.

BY+3: Specific DME activities will be defined as part of the annual ISS Franchise Fund pricing 

exercise based on business requirements determined during tactical planning. Continue 

maintaining operations.

BY+4: Specific DME activities will be defined as part of the annual ISS Franchise Fund pricing 

exercise based on business requirements determined during tactical planning. Continue 

maintaining operations.

Useful Life: 

Year the investment began: 1970

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.: The investment is comprised of services of on-going nature, not discrete 
systems. The services are evaluated for maintenance, routine refresh, and transition to new 

technological capability. Each service uses a five year planning cycle.

Performance Evaluation and Metrics: 

Metric Description Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target Latest Actual Result Date of Latest Actual Result

Incident Resolution - Percentage of mainframe and server services 

(hosting) incident resolution time met. (Incident is considered met 

when resolved within established time frames.)

Over target Monthly percentage 70.00 82.51 01/30/2015

Service Request Resolution - Percentage of mainframe and server 

services (hosting) service requests resolved on time. (Request is 

considered met when resolved within established time frames.)

Over target Monthly percentage 85.00 92.91 01/30/2015

Customer Satisfaction - Percentage of mainframe and server services 

(hosting) customer satisfaction survey results rating good (4.00) to 

excellent (5.00).

Over target Monthly percentage 85.00 92.77 01/30/2015

System Availability - Percentage of time service is operational

excluding scheduled outages. Over target Monthly percentage 98.00 100.00 01/30/2015

Security Patching - Percentage of critical or high security patches 

missing 30 days after release of the patch by the vendor. Over target Monthly Percentage 80.00 100.00 01/30/2015
Investment Name: Fiscal Service Telecommunications Systems and Support (TSS)

Type of Investment: Major IT Investment

Description:

This investment is comprised of, but not limited to, trunking and network services, lines and 

services, switching systems and components, local voice, long distance, inbound/outbound 

Internet services, TIC services, and virtual private networks.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 2.77 3.42 6.83 7.04 7.25 7.47 7.69 7.92 50.39

Total DME funding 3.42 6.83 7.04 17.30

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 40.86 18.65 19.14 19.72 20.31 20.92 21.55 22.19 183.33

Total O&M funding 18.65 19.14 19.72 57.51

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 43.63 22.07 25.98 26.76 27.56 28.39 29.24 30.11 233.73

Total Gov FTE Cost 17.96 6.11 5.30 5.45 5.62 5.79 5.96 6.14 58.32

Number of FTE represented by costs 131.00 52.50 46.00 46.00 46.00 46.00 46.00 46.00 459.50

Summary of Purpose, Goals, and Benefits: 

This investment provides meaningful and timely operational performance information to Fiscal 

Service and Treasury management, which meets the Treasury strategic objective to create a 

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

interaction. In addition, Fiscal Service has several initiatives underway that will change the 

manner in which users interact with the data network. These capabilities enable Fiscal Service 

to support latency, security, throughput and mobility requirements for virtual desktop and Voice 

Over Internet Protocol (VoIP) users. Fiscal Service is in the process of modernizing voice 

communications to increase the capabilities of end users through these initiatives.

Return on Investment: 

As of August 2014, the estimated five year return on investment for the TSS portfolio is 8.68%. 

The estimate is based on the cost avoidance of obtaining telecommunications support services 

from an alternative provider.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: N/A

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments: 

1. Upgraded Network Infrastructure.

-Covered annual refresh and upgrade of network equipment and software to ensure a stable, 

reliable, and secure environment is available to support Fiscal Service.

2. Enhanced Network Monitoring.
- Procured and installed solution to enhance Fiscal Service network monitoring capability to 

improve detection, alert, and notification for potential and real threats.

3. Expanded Trusted Internet Connection (TIC).

-Expanded TIC capability of Fiscal Service in order to provide enhanced services to the 

Department of the Treasury and Treasury bureaus.

Planned Objectives and Accomplishments: 

FY 2015

1. Multi-agency Trusted Internet Connection (TIC) Initiative.

2. Upgrade Telephony Infrastructure/Voice over Internet Protocol (VoIP) Initiative.

Development, modernization, and enhancement timeframe: 

BY+1: Specific DME activities will be defined as part of the annual ISS Franchise Fund pricing 

exercise based on business requirements determined during tactical planning. Continue 

maintaining operations.

BY+2: Specific DME activities will be defined as part of the annual ISS Franchise Fund pricing 

exercise based on business requirements determined during tactical planning. Continue 

maintaining operations.

BY+3: Specific DME activities will be defined as part of the annual ISS Franchise Fund pricing 

exercise based on business requirements determined during tactical planning. Continue 

maintaining operations.

BY+4: Specific DME activities will be defined as part of the annual ISS Franchise Fund pricing 

exercise based on business requirements determined during tactical planning. Continue 

maintaining operations.

Useful Life: 

Year the investment began: 1970

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.: The investment is comprised of services of on-going nature, not discrete 

systems. The services are evaluated for maintenance, routine refresh and. transition to new 

technological capability. Each service uses a five year planning cycle.

Performance Evaluation and Metrics: 

Metric Description Measurement 

Condition

Reporting 

Frequency Unit Of Measure CY 

Target

Latest 

Actual 

Result

Date of Latest 

Actual Result

Service Request Resolution - Percentage of network/communication 

service requests resolved on time. (Request is considered met when 

resolved within established time frames.)

Over target Monthly percentage 85.00 92.52 01/30/2015

Network Availability - Percentage of network/communication service 

available to customers during normal hours of operation excluding 

planned maintenance outages.

Over target Monthly percentage 99.00 100.00 01/30/2015

Customer Satisfaction - Percentage of network/communications customer 

satisfaction survey results rating good (4.00) to excellent (5.00). Over target Monthly percentage 85.00 87.50 01/30/2015

Service Request Processing - Number of weeks to process a 

network/communication service request. (Service request is considered 

met when resolved within established time frames.)

Under target Monthly weeks 2.00 1.27 01/30/2015

Incident Resolution - Percentage of network/communications incident 

resolution time met. (Incident is considered met when resolved within 

established time frames.)

Over target Monthly percentage 70.00 93.67 01/30/2015
Investment Name: Franchise Financial and Administrative Services (FFAS)

Type of Investment: Major IT Investment

Description:

FFAS delivers effective and efficient administrative support allowing agencies to focus on their 

core missions. It is the system backbone of these administrative services. Customers recognize 

significant cost avoidance by sharing the operations and maintenance as well as the 

enhancement costs associated with FFAS. FFAS is supported by Oracle e-Business Suite: a 

web-enabled, integrated, accounting, budgeting, procurement, and reporting commercial off-theshelf (COTS) system, and is funded by Treasury Franchise Fund Administrative Services (TFFAdmin) customer agreements.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 18.11 6.89 4.33 4.40 4.46 4.53 4.66 0.00 47.39

Total DME funding 6.89 4.33 4.40 15.62

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 56.68 18.15 20.36 21.33 22.34 23.40 24.10 0.00 186.35

Total O&M funding 18.15 20.36 21.33 59.83

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 74.80 25.04 24.69 25.72 26.80 27.93 28.76 0.00 233.73

Total Gov FTE Cost 43.16 9.91 11.80 12.27 12.77 13.29 13.69 0.00 116.90

Number of FTE represented by costs 226.00 73.00 91.00 92.00 93.00 95.00 98.00 0.00 768.00

Summary of Purpose, Goals, and Benefits: 

FFAS requires an integrated system that supports a full service federal financial management 

operation. The system must be adaptable to Treasury Franchise Fund's (TFF) complex 

business model and easily configured to meet the diverse financial needs of any federal 

organization. Oracle e-Business Suite (OeBS) is the major system that supports the FFAS 

requirements. OeBS is a web-enabled COTS application providing an integrated accounting, 

budgeting, and reporting system comprising multiple subsystems. The system enables financial 

management of budget execution, purchasing, accounts payable, accounts receivable, 

disbursements, fixed assets, project accounting, and inventory and order management. 

Functions in Oracle are accounted for on a general ledger double entry accounting basis and 

allow for management reporting in addition to required external reporting. Oracle was deployed 

into production in October 2002 and has been integrated with many key feeder systems.

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 Financial Management team. 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 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.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: U.S. Department of the Treasury, Bureau 

of the Fiscal Service Strategic Plan for Fiscal Years 2014-2017.

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments: 

Development, testing, and migration of the manufacturing instance of Oracle R11 (C3) to Oracle 

R12 was completed successfully in FY 2014. Performance of investment stayed within 

acceptable variance of target while zero corrective actions were needed due to no performance 

deficiencies.

Planned Objectives and Accomplishments: 

Business needs were reassessed during the FY 2015 costing exercise which resulted in the 

initiatives listed below for FY 2015 and FY 2016. 

1) Complete planning, requirements, design, development, testing, and preparation for 

implementation of Housing and Urban Development into Oracle R12.

2) Implement performance analysis and business intelligence tools (report writing and analytical 

tools).

Development, modernization, and enhancement timeframe: 

BY+1: Specific DME activities will be defined as customer requirements are determined during 

tactical planning. 

BY+2: Specific DME activities will be defined as customer requirements are determined during 

tactical planning.

BY+3: Specific DME activities will be defined as customer requirements are determined during 

tactical planning.

BY+4: Specific DME activities will be defined as customer requirements are determined during 

tactical planning. 

Useful Life: 

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.: As the FFAS 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 Measurement 

Condition

Reporting 

Frequency Unit Of Measure CY Target Latest Actual Result

Date of Latest 

Actual Result

Percentage of monthly closings within three days At target Monthly Percentage 100.00 100.00 01/31/2015

Average call response time (seconds) for system 

support Over target Monthly Seconds 8.00 8.13 01/31/2015

Percentage of system availability for the month Over target Monthly Percentage 99.00 100.00 01/31/2015

Percentage of financial system audits resulting in 

no material weaknesses for Public Debt Over target Monthly Percentage 95.00 100.00 01/31/2015

Percentage of help desk tickets closed within 60 

minutes of being logged Over target Monthly Percentage 50.00 71.05 01/31/2015
Investment Name: International Treasury Services (ITS.gov)

Type of Investment: Major IT Investment

Description:

ITS.gov consolidates multiple Federal government international payment and collection systems 

and services into a single application. ITS.gov supports the Fiscal Service mission to provide 

centralized federal payments and Office of Foreign Asset Control (OFAC) screening.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 7.74 4.08 4.53 4.59 4.08 0.24 0.25 0.00 25.52

Total DME funding 4.08 4.53 4.59 13.20

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 13.79 6.88 5.87 6.15 6.48 6.35 6.37 0.00 51.90

Total O&M funding 6.88 5.87 6.15 18.90

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 21.54 10.96 10.40 10.74 10.57 6.59 6.61 0.00 77.41

Total Gov FTE Cost 1.72 0.74 0.94 0.96 1.15 1.17 1.20 0.00 7.88

Number of FTE represented by costs 18.00 9.00 9.00 9.00 9.00 9.00 0.00 0.00 63.00

Summary of Purpose, Goals, and Benefits: 

ITS.gov supports the Fiscal Service mission and Enterprise Architecture to provide centralized 

federal payment, collection, and reporting services. ITS.gov supports Fiscal Service and 

Treasury strategic goals: Fiscal Service Goal 1: Serve as a catalyst for effective government 

through initiative and innovation, Fiscal Service Goal 3: Deliver exceptional programs and 

services, Fiscal Service Goal 4: Promote data transparency and usefulness as a public good, 

Fiscal Service Goal 5: Move Federal financial Management and Admin services to an 

affordable, sustainable service provider, Treasury Goal 3: Fairly and effectively reform and 

modernize financial management, accounting, and tax systems, and Treasury Goal 5 Create a 

21st Century approach to government by improving efficiency, effectiveness, and customer 

interaction. 

ITS.gov is a single comprehensive international payment, collection, reporting system to 

Treasury-Disbursed Offices (TDO) and Non Treasury-Disbursed Offices (NTDO). ITS.gov 

processes payments to more than 200 international destinations using over 100 currencies on 

behalf of 65 Federal Agencies, including Department of Defense, Veterans Administration, and 

Social Security Administration. In FY 2013 ITS processed 6.6 million items valued at $32 billion. 

ITS.gov benefits include: consolidation of multiple legacy payment systems across government, 

eliminates the need for Agencies to maintain large cash balances outside of Treasury, provides 

OFAC screening as a shared service for all international payments, expedites payment 

settlement in 2 business days for EFTs, consolidates development efforts to improve 

enhancement deployment scheduling, reduces manual processing to improve data integrity, 

supports manual and bulk file processing, on-demand electronic reports enabling Agencies to 

meet Treasury financial reporting requirements and deadlines. ITS was developed as a 

distributed stable processing platform with data consolidation in a single relational database. 

ITS supports single sign-on and encrypted security authentication including separations of 

duties processing requirements. ITS project management ensures efficiently implementation of 
legislative mandated programming changes and improves operational efficiencies by reducing 

manual processing. ITS provides cost saving to the government through reduced foreign 

exchange costs based on the realized economy of scale, as well as formalized performance 

management and tracking.

Return on Investment: 

ITS.gov ROI is calculated at 378%. ITS.gov provides a unique and valuable combination of 

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 batch or adhoc solutions to process international payments and collections. ITS.gov provides a single point 

of delivery to over 200 countries and territories and in more than 100 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 transaction 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 

BFS 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 Credit Information Repository (CIR). 

ITS will begin providing payment information to the Payment Information Repository for all 

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

the new Post-Payment System starting with FY 2016 all designed to support compliance with 

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: N/A

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments: 

For PY 2014 ITS.gov processing continues to trend up and is on pace to exceed previous year 

processing - FY13 processed 6.6 million payments valued at $32 billion. PY accomplishments 

included updates to support Single European Payments Area (SEPA) requirements and 

mandates, convert from Entrust & TruePass to the Enterprise Siteminder solution, support all 

CARS & TAS BETC initiatives for the October 1, 2014 mandate, enhance & automate OFAC 

screening/reporting, support expanded customer file & return requirements, automate 

enrollments & reclamation processing, deploy Credit Gateway interface, implement file 

acknowledgements consistent with PAM application standards, automate end of day 

processing, support PACER enhancements, develop Fedwire messaging support, and 

consolidate & transition all project management activities to the National Payment Center while 

managing all active projects and initiatives within scope, schedule, and budget and reduced unit 

costs per transaction by 32% since FY 2012.
Planned Objectives and Accomplishments: 

CY 2015 & BY 2016 Objectives include high priority objectives to address Standardization of a 

file schema to support TDO benefit agencies and develop requirements to prepare the 

investment to accommodate the capacity, additional detail information, and enrollment criteria, 

Continue country expansion for benefit payments in support of the all-electronic Treasury 

initiative, Transition NTDO processing to the National Payment Center, Implement new interface 

for the Direct Voucher System initiative, upgrade WebSphere and Jasper reporting tool 

environmental systems, and address legacy system software risks requiring modernization 

including file intake and outtake optimization, conversion of EJBs to Spring, Struts elimination 

efforts. Additional BY and out-year initiatives will include developing and supporting SSA iClaim 

initiatives to support recipient self-enrollment, Post-Payment System interface and reporting, 

additional PIR interface requirements, System, software, and infrastructure modernization and 

upgrade activities, and PM Business architecture requirements to support increased application 

integration efforts.

Development, modernization, and enhancement timeframe: 

BY+1: Support Payment Management Architecture Integration requirements. Enhancements to 

PIR and PPS interfaces.

BY+2: Maintaining operations.

BY+3: Maintaining operations.

BY+4: Maintaining operations.

Performance Evaluation and Metrics: 

Metric Description 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).

Over target Monthly Percent 97.00 100.00 01/31/2015

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).

Over target Monthly Percent 97.00 100.00 01/31/2015

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

number of payments less returned payments divided by total number of 

payments).

Over target Monthly Percent 97.00 100.00 01/31/2015

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).

Over target Monthly Percent 96.00 100.00 01/31/2015

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

application availability divided by scheduled application availability). Over target Monthly Percent 97.00 100.00 01/31/2015
Investment Name: Invoice Processing Platform (IPP)

Type of Investment: Major IT Investment

Description:

The (IPP) provides a centralized electronic invoicing and payment information portal accessible 

to all participants in Federal payment transactions.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 15.75 3.51 3.48 3.58 2.34 0.00 0.00 0.00 28.66

Total DME funding 3.51 3.48 3.58 10.56

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 45.09 12.76 11.38 11.59 15.93 17.73 0.38 0.38 115.23

Total O&M funding 12.76 11.38 11.59 35.73

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 60.84 16.27 14.86 15.16 18.27 17.73 0.38 0.38 143.89

Total Gov FTE Cost 2.70 0.79 0.65 0.65 0.58 0.38 0.38 0.38 6.49

Number of FTE represented by costs 9.00 7.00 6.00 6.00 6.00 6.00 6.00 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 238.32%, resulting in a financial 

cost saving of approximately $121,200,000. The current cost savings is based on the cost to 

process an invoice electronically via IPP versus manually. A year to year estimate of savings is 

dependent on the scope of adoption and operational savings realized by customers. IPP will 

prove to be beneficial both within the government (to Agencies) and external to the government 

(to Vendors) in the following ways: 

Federal Agency Benefits

----------------------------

Federal agencies can save time and money by adopting IPP:

- IPP saves time by automating a formerly paper-intensive procurement process.

- IPP is available at no charge to federal agencies.

- IPP helps federal agencies avoid Prompt Payment penalties and capture early payment 

discounts.

- IPP supports paperwork reduction initiatives.

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

cloud first policy.

Vendor Benefits

--------------------

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

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

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

with a PO.

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

- IPP is available at no charge to vendors.

- IPP 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 US 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: In July 2011, in support of President Obama's ”Campaign to Cut Waste”

across the federal government, the U.S. Department of the Treasury announced that it was 

mandating that all Treasury Bureaus implement the Invoice Processing Platform formerly known 

as Internet Payment Platform (IPP), an electronic invoice processing solution, by the end of FY

2012. Additionally, in FY 2013, the Department 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: OMB and Treasury established the Do Not Pay Program or solution 

(donotpay.treasury.gov), which enables agencies to access specified data sources for the 

purpose of reducing improper payments. On April 12, 2012, OMB issued a Memorandum (M-12-

11) directing Executive Branch agencies to develop plans for using this solution. As of July 23, 

2012, Invoice Processing Platform (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.
Accomplishments: 

FY 2014's accomplishments include continued acceptance of IPP among government agencies. 

IPP has implemented 11 new agencies & processed more than 275K invoices in FY 2014. DoD 

continues making progress adding Joint Chief of Staff and WHS. IPP held its Second Annual 

Agency Forum which was well attended and received high marks on the post agency survey. 

Rel 3.1 & 3.2 were implemented in Dec. 2013 and June 2014 respectively. Rel 3.1 

encompassed seven requirements to include the PAM Interface, Disburser Filtering, Invoice 

Attachments, Intra-Gov Workflow Notifications, IG PO Download and IG Invoice 

Upload/Download and migrated used notifications to new framework . Rel. 3.2 included an IntraGov Separate module, Vendors w/o TINS, Gen. Reference Table, Distribution Record Limits, 

Order Upload, Automated Novations & other enhancements. Rel 3.3 started on schedule in 

June 2014.

Planned Objectives and Accomplishments: 

IPP activities over this planning period are focused on the following initiatives: Increase 

electronic invoicing transactions submitted through IPP; electronic invoicing enhancements; 

Enhancements to intra-governmental processing functions; Infrastructure modernization and 

optimization; outreach expansion for agencies and suppliers; and implementation of agencies 

and suppliers. Activities in CY will address the following: Intra-Gov Sep. Module; Order Upload, 

Automated Novations, Vendors w/o TIN, FRAC, and Distribution Record Limits. Activities in BY 

will address the following: IGT GT&C Identifier Filtering; Security Enhancements; Notification 

Enhancements; Resubmit Rejected Invoices; Dollar Only POs & other enhancements. Other 

planned activities include, Auto Fix PO, additional Security Enhancements; User provisioning; 

Automate reconciliation between IPP and agency systems; Split IGT and Commercial; Support 

native EDI Invoices, Integrate automatic file transfer into and out of IPP for CSC e-File via TWAI 

Integration, IGT Reporting; Add CLIN/SLIN to PO and Invoice Data, Separate Void, Deny and 

Reject functionality; modernization and CQ fixes. A cloud alternative was chosen for this 

investment and associated costs are accounted for in the TWAI investment.

Development, modernization, and enhancement timeframe: 

BY+1: Develop additional intra-gov interfaces. Support BPN data import. Focus on enrolling 

more agencies and vendors. Continue excellent customer services and user training.

BY+2: O&M only - focus on enrolling more agencies and vendors, continuing excellent 

customer service, and continuing user training on the application.

BY+3: O&M only - focus on enrolling more agencies and vendors, continuing excellent 

customer service, and continuing user training on the application.

BY+4: O&M only - focus on enrolling more agencies and vendors, continuing excellent 

customer service, and continuing user training on the application.

Performance Evaluation and Metrics: 

Metric Description Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure CY Target Latest Actual Result Date of Latest Actual Result

Percentage of helpdesk calls answered within 60 

seconds Over target Monthly Percentage 80.00 87.00 01/31/2015

Major Software Releases and patches Deployed with 

No Service Disruption Over target Quarterly Percentage 98.00 99.00 12/31/2014

The cost savings for invoices processed using IPP 

equates to $15 cost savings per invoice. Over target Monthly Dollars 405000.00 438570.00 01/31/2015

IPP is available to meet its user's needs with minimum 

interruption. At target Monthly Percentage 99.00 99.00 01/31/2015

Number of agencies enrolling in IPP (out of 27,000) Over target Annual Number 27000.00 29238.00 01/31/2015
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 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 47.26 14.03 11.99 0.00 0.00 0.00 0.00 0.00 73.28

Total DME funding 14.03 11.99 0.00 26.02

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 23.32 9.31 9.71 11.48 11.12 11.24 11.71 0.00 87.89

Total O&M funding 9.31 9.71 11.48 30.50

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 70.58 23.34 21.70 11.48 11.12 11.24 11.71 0.00 161.17

Total Gov FTE Cost 2.53 1.08 1.09 1.02 1.02 1.02 1.02 0.00 8.78

Number of FTE represented by costs 17.35 6.30 6.35 6.00 6.00 6.00 6.00 0.00 54.00

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 Services 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 Ca$hLink II to OTCnet to support CashLink Ca$hLink II 

decommissioning. By implementing the GWA/TRS project in 2012, OTCnet has facilitated data 

capture to support Central Accounting and Reporting System reporting requirements for both 

check conversion and deposit reporting. 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 enhancements include: Supporting Straight 

Through Processing, Archiving and Dynamic TAS. The primary beneficiaries of this investment 

are the end users from agencies, financial institutions and government as this investment yields 

substantial cost savings being a shared service across the government servicing over 96 

Agencies and over 130 Financial Institutions, from decommissioning the two legacy systems 

and Ca$hLink II as well as providing 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 across the government 

for all OTC collections globally, it eliminates the need of multiple systems across the 

government. Using automated check processing functionality in OTCnet eliminates the need for 
manually processing the checks at TGA locations. Using ITIM system 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 number of the Instructor Led training requests in OTCnet and provides 

cost benefits. Having a single organization hierarchy in OTCnet provides efficiency gains to set 

up the hierarchy in one system as opposed to two systems in the past. GWA/TRS project 

provides functionality to capture accounting information at the point of deposit and transmits the 

information to CIR. The Dynamic TAS project will provide 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 agency's redundant reconciliation processes. With 

summary classification for TGA deposits and with the C-Key classification for checks, agencies 

can be GWA compliant.

With the implementation of Straight through Processing, all deposits processed through OTCnet 

will include the Treasury RTN information which will post directly to the TGA structure and 

update the TGA balance throughout the day. This will support 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 will 

improve agency reporting, support decommissioning of FRB CashLink Ca$hLink and also 

improve reconciliation processes.

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: 

The GWA/TRS release has been implemented in OTCnet Release 1.3 on October 16, 2012, a 

key milestone to achieve CCMM goal. The implementation included capturing government-wide 

accounting classification at the point of entry for checks for the first time and transmitting the 

check information to Collections Information Repository (CIR - formerly TRS). TCMS change for 

cash concentration (instead of CashLink Ca$hLink II) was also implemented as part of this 

project. Additionally, both deposit processing and check processing have upgraded to the FMS 

Enterprise Schema version 4.6. 

All conversions from multiple systems including PCC OTC, FRB CashLink Ca$hLink and 

CashLink Ca$hLink II have been completed to meet the 2012 timeline for decommissioning the 

two systems (i.e. PCC OTC and CashLink Ca$hLink II). In order to address the large volume of 

financial transactions OTCnet has accumulated in the TWAI since 2001,the Archiving and 

Architectural project was implemented in June 2014.
Planned Objectives and Accomplishments: 

Supporting Straight Through Processing (STP) and Archiving Phase 1 started in FY 2013 and it 

was implemented in June 2014. This included processing Treasury Routing Transit Number 

information, transmitting the information to Collections Information Repository and ultimately to 

TGA accounts. Archiving Phase 1 separates the Online Transaction Processing database from 

Archive database containing historical information. 

STP full implementation including processing Adjustments/Corrections/Rescinds for checks will 

be implemented in March 2015. This implementation also includes Dynamic Split which will 

allow agencies to classify check transactions with single or multiple Classification Keys (C-Keys) 

or TAS string at the point of check capture, and support the image archive effort with Debit 

Gateway. Full solution for Archiving will include deposit processing and reports and is also 

scheduled in 2015.

Development, modernization, and enhancement timeframe: 

BY+1: Maintaining operations.

BY+2: Maintaining operations.

BY+3: Maintaining operations.

BY+4: Maintaining operations.

Useful Life: 

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 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. Over target Monthly % 97.00 100.00 01/31/2015

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.

Over target Monthly % 94.00 100.00 01/31/2015

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.

Over target Monthly % 94.00 100.00 01/31/2015

Percent of Deposit and Debit Voucher Reports that are available on time 

or delivered to agencies by 10AM daily. At target Monthly % 100.00 100.00 01/31/2015

Monthly customer service telephone call abandonment rate will not 

exceed 3% Under target Monthly % 3.00 0.71 01/31/2015
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. Pay.gov 

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 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 43.03 3.33 3.68 3.79 3.89 4.00 0.00 0.00 61.73

Total DME funding 3.33 3.68 3.79 10.80

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 95.69 15.98 17.21 17.32 18.14 18.48 0.00 0.00 182.81

Total O&M funding 15.98 17.21 17.32 50.51

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 138.72 19.32 20.89 21.11 22.03 22.48 0.00 0.00 244.54

Total Gov FTE Cost 5.20 0.60 0.60 0.60 0.60 0.60 0.00 0.00 8.20

Number of FTE represented by costs 29.00 5.00 5.00 5.00 5.00 5.00 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 Federal 

Program Agencies (FPAs) to collect non-tax revenue. Pay.gov provide 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 Revenue Collection Management (RCM) is to convert paper based 

transactions to electronic methods; Pay.gov is the primary program supporting this goal. RCM 

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 userfriendly 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 than mailed or in person transactions. Also 

by collecting the funds electronically, FPAs are able to collect payments more accurately since 

the risk of human error is removed. Citizens benefit from Pay.gov by being able to make 

payment from any Internet capable device. There is also benefit in that the cost per payment 

through Pay.gov is less than the cost per paper payment. As a service, FPAs are also the 

primary customers and stakeholders of Pay.gov.
Return on Investment: 

Pay.gov life cycle benefits are based on the historically-observed unit cost for processing 

Internet based collection transactions vs. the unit cost of paper based collection methods. The 

cost avoidance realized by processing transactions over the Internet, is the cost avoidance 

benefit.

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: 

As of July 31, 2014, Pay.gov has collected over $96 billion and 114 million transactions this 

fiscal year. Both metrics are ahead of schedule for meeting the fiscal year goal of $115 billion 

collection through 117 million transactions. Pay.gov currently hosts 978 agency applications, 

which is well ahead of the fiscal year goal. Also as of July 31, 2014, Pay.gov has maintained an 

annual production availability metric of 99.77%, which is slightly behind schedule of the 100% 

fiscal year goal. To date Pay.gov has successfully implemented all planned software releases 

on schedule with the exception of one late release (6.0) due to an increase in scope 

deliverables . These releases successfully accomplished milestones. No corrective actions have 

been taken to date.

Planned Objectives and Accomplishments: 

CY objectives include collecting $115 billion through 117 million transactions while increasing 

agency applications to 900 applications. The System availability goal for CY is 100%. 

BY objectives include collecting $115 billion through 117 million transactions while increasing 

agency applications to 1000 applications. The System availability goal for BY is 100%. 

Planned milestones for each target benefit include: for CY- User Interface redesign, PayPal

Implementation -Phase 2, Recurring CC transaction functionality, eBilling enhancements include 

a new email solution, and Payment Service Provider #2. For BY- Payment service provider #3, 

online banking bill presentment, Adjustment and Corrections interface with the Debit Gateway, 

and final SOA re-architecture tasks.

Development, modernization, and enhancement timeframe: 

BY+1: Support e-commerce, NTPI, and e-Billing projects, and infrastructure and environmental 

upgrades.

BY+2: Support e-commerce, NTPI, and e-Billing projects, and infrastructure and environmental 

upgrades.

BY+3: At this time, specific DME activities have not been defined. 

BY+4: At this time, specific DME activities have not been defined.
Performance Evaluation and Metrics: 

Metric Description Measurement 

Condition

Reporting 

Frequency Unit Of Measure CY Target

Latest Actual 

Result

Date of Latest 

Actual Result

Collect $9.75B per month in FY15 Over target Monthly Billions of dollars 

collected 9.75 15.64 01/31/2015

Process 11 million collection transactions per 

month in FY15 Over target Monthly Millions of transactions processed 11.00 13.15 01/31/2015

Maintain system availability of 99.8% Over target Monthly system availability % 99.80 100.00 01/31/2015

Implement 10 new Pay.gov implementations 

for federal agencies per month in FY2015. Over target Monthly Number of applications hosted 10.00 30.00 01/31/2015

Percent of ACH Files sent to the Debit 

Gateway timely (by 2am EST cutoff) At target Monthly Percentage of Files Sent 100.00 100.00 01/31/2015

Percentage of Credit/Debit card payments 

submitted to Card Acquiring Bank delivered 

timely (by 2am EST cutoff)

At target Monthly Percent of transactions 

submitted 100.00 100.00 01/31/2015
Investment Name: Payment Application Modernization (PAM)

Type of Investment: Major IT Investment

Description:

PAM replaces 32+ Regional Operations legacy applications generating check, Automated 

Clearing House, International ACH Transactions, and Wire Transfer payments (1.1 billion, $2.3 

trillion) on behalf of Federal Program Agencies with a single application.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 93.89 8.22 5.69 4.99 5.18 5.16 5.25 16.33 144.70

Total DME funding 8.22 5.69 4.99 18.90

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 38.80 5.73 2.84 2.58 2.67 2.68 2.72 8.48 66.50

Total O&M funding 5.73 2.84 2.58 11.16

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 132.69 13.95 8.53 7.57 7.84 7.84 7.98 24.80 211.21

Total Gov FTE Cost 57.10 5.32 2.07 2.11 2.15 2.19 2.24 7.29 80.47

Number of FTE represented by costs 526.50 55.50 32.60 32.60 32.60 32.60 32.60 97.80 842.80

Summary of Purpose, Goals, and Benefits: 

Investment includes Regional Operations (RO) legacy payment applications and PAM.

PAM is a standard application used by the National Payment Center to annually distribute 

approximately 1.1 billion checks, ACH, and Wire Transfer Federal payments on behalf of 

Federal Program Agencies (FPAs). 

Goals/Benefits:

-One file format

-Offset Same Day Pay (Wires) requests.

-Consolidation to a modular payment application with common functionality and configuration 

control 

-Data consolidated in a single relational database

-Ability to efficiently implement legislative mandated changes in one application 

-Ability to respond efficiently to change requests made by FPAs 

-Operational efficiencies resulting from significant reduction of required manual and exception 

processing interventions

-Implementation of standard processes and procedures across two payment centers (RFCs), 

allowing the ability to absorb volume into fewer centers

-Reduce data center and Fiscal Service costs associated with continued maintenance of the 

32+ payment applications (file formats)

-Positions Fiscal Service to process higher volumes and to expand payment processing to 

NTDOs, such as Department of Defense

-Process all payments on behalf of the Federal Government, thereby reducing printing and 

processing costs.

-Payment application will be aligned with the Fiscal Service Enterprise Data Architecture 

standards
-Implementation of improved BCP, DR and COOP (e.g. one system to recover, rather than 32+ 

payment applications/file formats)

-Increase transparency by interfacing with the Payment Information Repository (PIR)

-Support the DNP process by reducing improper payments

Key Customers/Beneficiaries

FPAs processing payments 

-Social Security Administration

-Social Security Supplemental Income

-Internal Revenue Service

-Office of Personnel Management

-Railroad Retirement Board

-Veterans Administration

-National Finance Center

-General Services Agency

-National Business Center

-200+ Vendor FPAs

-Defense Finance & Accounting Service

-Office of Special Trustee

Interfacing Applications/Systems

-Gvt Wide Acct, Invoice Payment Platform, PACER , FedACH, International Treasury 

System.gov, Treasury Offset Program, Top Control System, Treasury Check Information 

System, Secure Payment System, Shared Accounting Model, Financial Organization Master 

File, 1691, Do Not Pay, Payment Information Repository.

Return on Investment: 

PAM's Return on Investment for FY 2014 through 2019 is -49.06%.

Return on Investment for the PAM project currently accounts for the Benefit of FTE savings 

related to the support of Legacy mainframe-based applications that were replaced by PAM. 

PAM significantly reduces manual processing and modernizes the technologies employed, 

incorporating new and enhanced functionality that improves the efficiency of the payments 

process. These efficiencies positioned the Fiscal Service to consolidate payment processing 

from four RFC’s to one RFC (Kansas City Financial Center) and check printing to two centers. 

The ROI Benefits calculation will be updated for the FY2017 Budget submission to include cost 

avoidance data related to the repurposing of the Austin and Philadelphia Financial Centers, and 

the cost reduction related to the closure of San Francisco. Additionally, there is cost avoidance 

Benefit for PAM to interface directly with the Do Not Pay system, versus building 30+ interfaces 

from Federal Program Agencies (including IRS, SSA, VA, OPM, RRB and software vendors 

who support accounting/payments software for other agencies). With this information included, 

the ROI is expected to be significantly higher. 

This is a core system required to make Government payments for 200+ Treasury-disbursed 

Federal Program Agencies. The ROI also does not account for the cost savings associated for 

FPAs who process payments through PAM, as they do not have to perform check printing, 

Automated Clearing House, Wires, DNP screening and International ACH Transactions directly.
Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: Payment Management (PM) Assistant 

Commissioner area's primary focus is to manage/operate federal disbursement and related 

aftermath systems. PM disburses an enormous volume of payments and associated dollars that 

represent approximately 85% of all federal payments.

PAM aligns with the U.S. Department of the Treasury Strategic Plan for Fiscal Years 2014 -

2017 strategic goal “Create a 21st–century approach to government by improving efficiency, 

effectiveness, and customer interaction”; as well as the Bureau of the Fiscal Service Strategic 

Plan for Fiscal Years 2014-2017.

The following long-term goal/measure supports the major Fiscal Service mission activities:

-Payments: Ninety percent of all payments will be made electronically.

Presidential Priority: N/A

Other Requirement: Bureau of the Fiscal Service Directive - The need to develop an 

application that is written in current technology due to inability to support archaic programming 

languages for the legacy applications being replaced. Encourage process re-engineering within 

operations and with interfacing applications and support single sign-on capabilities. PAM is an 

effort to replace 32+ existing Legacy payment applications generating check, ACH, and wire 

transfer payments (over one billion) on behalf of FPAs with a single application. Gaps 

addressed by PAM include: multiple systems written in outdated languages, inability to meet 

legislative and FPAs changes/requests quickly, and extensive manual processes. The legacy 

applications are written in COBOL and Assembler languages, for which new resources to 

support the legacy applications are scarce.

Accomplishments: 

FY 2014: 

Implemented:

Release 6.1

Full Service Intelligent Barcode (This is to meet the USPS requirements for mail sorting and 

allowing Fiscal Service to continue to get a discount on postage). 

Printing Site Functionality for Changes for Business Continuity

Harmonizing the acceptance of Payment Request File and Certification

Increased Reporting to IPP and IPP Acknowledgement

Payment Reporting for PPR

Provide CARS Difference Report to Agencies

ACH Reversal Process

Release 7.0

DNP Interface (Implemented transmission of files for payment screening through DNP, which 

will support preventing improper payments received by PAM from being made. In addition 

updates we made to the agency notification report with DNP results).

Automate processing of large dollar check amounts.

SSA Monthly PSC reporting

Performance Discrepancies

No performance discrepancies were noted for FY 2014.
Planned Objectives and Accomplishments: 

FY 2015

Post Payment System (PAM will send the Standard Reporting Format (SRF) to PPS, along with 

a copy of the PACER Accounting Summary)

Application Audit Reduction

Splitting rules for payments

Configure limit for letter files

Group Summary Report

Alert enhancements

Manage group enhancements

Certification failed alert

Update to the PAM/Payment Information Repository (PIR) interface with the Standard Reporting 

Format (SRF) and a wire payment schema change between PAM and Secure Payment System

SPS Wire Offsetting

ASAP grant payment integration

Beyond:

New version of the PAM Standard Payment Request (SPR) and Treasury Offset Program (TOP) 

reversals

Functionality to support Courtesy Disbursements and Phase 1 of SPS Portal services.

Completed conversion from DataStage MVS to DataStage Parallel Jobs and Phase 2 of SPS 

Portal services.

Development, modernization, and enhancement timeframe: 

BY+1: Support Payment Management Architecture Integration requirements. Maintain 

operations. 

BY+2: Support Payment Management Architecture Integration requirements. Maintain 

operations. 

BY+3: Support Payment Management Architecture Integration requirements. Maintain 

operations. 

BY+4: At this time, specific DME activities have not been defined. Maintain operations.

Useful Life: 

Year the investment began: 2005

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.: This program/investment's system life cycle model is intended to extend 15-20 

years after full functionality is developed. PAM replaces COBOL/ASSEMBLER applications that 

process payments for approximately 85% of all Federal Program Agencies (Treasury Disbursed 

Offices). Beginning in FY 2015, project resources are projected to be split 72/28 between DME 

and O&M. This methodology assumes there will always be development projects. The AA 

contains both legacy and PAM resources. Additional outer years include an inflation factor. The 

AA accounts for Fiscal Service FTE resources that are tied to the maintenance of the legacy 

applications and the PAM project management office. The AA also incorporates FRB 

reimbursable and Fiscal Service direct appropriated funds that are applied to applicable DME 

and O&M milestones.
Performance Evaluation and Metrics: 

Metric Description Measurement 

Condition

Reporting 

Frequency Unit Of Measure CY Target

Latest 

Actual 

Result

Date of Latest Actual Result

Number of PAM Production severity 1 problems reported. Under target Monthly

Number of severity 

1 problems 

reported

1.00 0.00 01/31/2015

Percentage of check and EFT payments processed 

accurately and on time. Under target Monthly

% of payments 

processed 

accurately and on 

time

100.00 99.99 01/31/2015

The number of unexpected system/environment errors. At target Monthly # of errors 

recognized by PAM 250.00 250.00 01/31/2015

Average cost per payment based on project costs and 

transactions processed by PAM in cents. The metric aligns 

with the Fiscal Service Assistant Commissioner's goal to 

keep costs at a cent (.01) or below.

At target Monthly

Costs (in Cents) 

per payment 

processed in PAM

0.01 0.01 01/31/2015

Percentage of System Availability during Normal Operations At target Monthly % of System 

Availability 1.00 1.00 01/31/2015
Investment Name: Post Payment System (PPS)

Type of Investment: Major IT Investment

Description:

The Post Payment System consolidates Treasury payment aftermath processing into one 

comprehensive application, which eliminates redundancy of data across systems and provides 

one-stop aftermath processing for Federal Agencies.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 4.13 11.90 14.21 14.80 12.90 9.98 4.46 4.83 77.21

Total DME funding 11.90 14.21 14.80 40.91

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 0.00 0.00 1.54 3.10 3.71 6.06 7.05 30.02 51.48

Total O&M funding 0.00 1.54 3.10 4.63

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 4.13 11.90 15.74 17.90 16.62 16.04 11.51 34.85 128.69

Total Gov FTE Cost 0.00 0.87 4.07 4.39 4.64 4.25 1.31 1.29 20.80

Number of FTE represented by costs 0.00 5.00 22.20 22.95 26.00 23.20 13.30 53.20 165.85

Summary of Purpose, Goals, and Benefits: 

The Post Payment System (PPS) investment will consolidate all payment aftermath processing 

into one comprehensive application by merging processing currently performed in five legacy 

systems; 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 the 

Bureau of Fiscal Services' post payment systems will reduce costs associated with operations 

and maintenance of legacy systems, reduce duplication of functionality, eliminate redundancy of 

data across systems and provide a single source for aftermath payment processing for Federal 

Program Agencies. 

PPS 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. PPS 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 (FI) users. 

PPS will include functionality to process Claims/Adjudications, Cancellations, Check 

Reconciliation, Settlements, Offsets, and Accounting, with Customer Service & 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 and costs 

savings as measured by: 

- Retirement of systems

- Improved ability to deliver services and respond to customer inquiries more accurately and 

quickly

- Improved access to information for Federal Program Agencies (FPAs) and FI users 

- Elimination of duplicate assets
- Minimization of interfaces and duplication of data

- Improved reliability of systems 

- Improved ability to maintain a single system 

- Accommodation of increases in workload or demand 

- Reduction in manual RFC operations 

- Improved efficiency 

- Modernization of operations

- Modernization of technical environment 

PPS beneficiaries include Government Agencies (such as SSA, VA, OPM, IRS, and RRB), NonTreasury Disbursing Offices (such as DOD, U.S. Courts, U.S. Marshalls Service), the FRB, FIs, 

and U.S. Public.

Return on Investment: 

PPS currently expects to achieve a five year ROI of 65.6% with a break-even point in FY 2017, 

as detailed in the updated 2014 Cost-Benefit Analysis. 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 retirement of legacy 

systems, elimination of contracts, and reductions and re-purposing of staff resources. The

centralized Post Payment System will provide Treasury with numerous qualitative benefits, 

including:

- Increased IT system flexibility and efficiency

- Compatibility with Treasury and Fiscal Service EA

- Improved risk management and control

- Improved mission performance

- Increased reporting capabilities

- Increased ability to implement organizational strategies

- Improved reliability of information and increased confidence from agency customers. PPS will 

enhance Fiscal Service Investment development capabilities by elimination of obsolete software 

and technology platforms, and increased scalability for future expansion. Monetary benefits from 

staff savings or reinvestment will be realized through:

- Future cost avoidance 

- Permanent reduction in staff hours with respect to the affected FS business process

- Re-application 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

- Staff savings across Government due to more timely availability and accuracy of decision 

support data

System of Record functionality will be transferred from the legacy applications to PPS with each 

phase, and legacy systems will be decommissioned when appropriate. 

PPS customers from PFC, FPAs, and FIs 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 from a central location. Portal users will have timely access to all 

payment and post payment data, and will have 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 further benefit from the PPS self-service environment 

which enables users to perform online tasks they otherwise would have called PFC staff.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A
Agency Strategic Plan / Annual Performance Plan: PPS supports Treasury Strategic Goal 3 

to ”Fairly and effectively reform and modernize federal financial management, accounting, and 

tax systems.” PPS is aligned with strategic objectives 3.1 ”Improve the efficiency and 

transparency of federal financial management and government-wide accounting,” and 3.2 

”Improve the disbursement and collection of federal funds and reduce improper payments made 

by the U.S. government.”

PPS aligns with these objectives through delivery of a single source, efficient and modern post 

payment processing environment, while replacing five legacy systems. PPS's consolidation of 

FS post payment systems will reduce costs associated with O & M of legacy systems, eliminate 

redundancy of data across systems and provide one-stop payment aftermath processing for 

Federal Agencies. The enriched PPS database will generate valuable information for agency 

use in fraud detection efforts, and the elimination of improper payments.

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments: 

In FY 2014, PPS successfully completed a nine month Pilot program, which included design, 

development and testing of a hybrid COTS/custom-build solution, and establishment of a 

foundational PPS payment database. The Pilot included collection and processing of load 

enriched payment and payee data from PAM, ASAP, ITS and PACER. PPS Pilot test results 

proved that the new system effectively met all goals and performance requirements for: 

conversion of 7 years of legacy data, validation of data quality, load performance with data 

encryption, online queries, and analytical capabilities. Success of the Pilot was critical to the 

timely deployment of PPS Rel. 1.0.0 in Sept. 2014. Rel. 1.0.0 provides an enriched Payee

Object file with auto-enrollments from FedACH for enhanced fraud detection. Concurrent with 

the Pilot and Release 1.0.0 in FY 2014, the PPS team conducted planning and requirements 

gathering activities for major Release 2.0.0, with a scheduled deployment date in September

2015.

Planned Objectives and Accomplishments: 

PPS CY 2015 acquisition projects will reflect a continuation of the functional phase-in approach 

and modular development strategy, and include a minor remediation release 1.1.0 in March and 

a major production release 2.0.0 in September 2015. PPS 2.0.0 will introduce Portal/web 

interface functionality for Agency users to perform record queries, access reports, and basic 

self-service functions related to payment recovery, reporting, and integrity analysis. This release 

will result in significant benefits to the Fiscal Service and Federal agencies by providing a single 

channel for payment and Payee Object information. Agency users will transition from legacy 

data sources and reports to the PPS portal for daily reconciliation of payment schedules. PPS 

2.0.0 will provide ENR (Enrollments) and NOC (Notification of Change) information to agency 

users. NOC and ENR data will be fed to PPS during release 1.0.0 for fraud detection purposes. 

The NOC and ENR data will be passed to agency users during release 2.0.0 via the portal 

and/or interface files for agency analysis. PPS will become a mixed life cycle investment with 

the initiation of O &M activities in October 2015.

Release 3.0.0 in September 2016, will involve the transfer of a significant portion of TRACS and 

PACER functionality to PPS, and establish PPS as the Treasury System of Record for 

Payments, Returns and Cancellations. Processing of all returns and cancellations will transfer 

from the legacy applications to PPS. PPS will become responsible for:

- Processing of the transactions

- Generation of accounting events

- Generation of reports

- Generation of interface files
- Storage of all data related to payments and cancellations

Release 3.0.0 will include all TCS functionality and permit its decommissioning. 

Release 4.0.0 in out year 2017 expands PPS with additional components for ACH Claims 

processing, Check Claims, Call Center, Workflow enhancements, and an Interactive Portal. Rel. 

4.0.0 will transfer remaining functionality from legacy systems TRACS, and Teletrace, and allow 

for their concurrent decommissioning. The final PPS development phase major release 5.0.0 in 

2018 will complete the fulfillment of remaining PPS requirements, with the addition of 

Accounting Adjustments, Check Reconcilement, and ENH functionality. Residual legacy 

systems PACER and TCIS will be decommissioned following Release 5.0.0 deployment.

Development, modernization, and enhancement timeframe: 

BY+1: Introduce significant workflow and business process management enhancements 

including reclamation, claims and call center components and a fully functional Interactive Portal 

with self-service and messaging features. 

BY+2: Implement check reconciliation, accounting adjustments, file transmission interface, and 

check verification functionality.

BY+3: Implement NTDO reporting interfaces and straight through processing, and 

decommission remaining legacy systems.

BY+4: At this time, specific DME activities have not been defined.

Performance Evaluation and Metrics: 

Metric Description 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 Over target Monthly Percentage 95.00 100.00 01/31/2015

Percentage of non-match's with PACER identified 

and reported within 24 hours of the exception Over target Semi-Annual Percentage 95.00

Percentage of ad hoc query request are processed 

within 48 hours Over target Monthly Percentage 95.00 100.00 01/31/2015

Percentage of payee object file updated within 24 

hours of activity Over target Monthly Percentage 95.00 100.00 01/31/2015

Amount of identified possible suspect payments At target Monthly Dollars 1.50 1.50 01/31/2015
Investment Name: Retail Securities Services (RSS)

Type of Investment: Major IT Investment

Description:

Retail Securities Services (RSS) investment 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 $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 39.53 11.39 13.59 10.92 5.93 5.48 5.48 0.00 92.34

Total DME funding 11.39 13.59 10.92 35.90

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 110.24 35.86 29.64 31.85 30.80 34.18 34.18 0.00 306.75

Total O&M funding 35.86 29.64 31.85 97.35

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 149.77 47.24 43.23 42.78 36.74 39.66 39.66 0.00 399.09

Total Gov FTE Cost 44.50 10.28 12.23 12.36 12.36 12.36 12.36 0.00 116.44

Number of FTE represented by costs 344.00 88.00 103.00 94.00 94.00 94.00 94.00 0.00 911.00

Summary of Purpose, Goals, and Benefits: 

The 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 which is part of 

the SDAS investment. The second major dependency is providing auction information to the 

Treasury Automated Auction System, which is part of the WSS investment.

Return on Investment: 

As of August 2014, the estimated five year return on investment for the RSS portfolio is 

102.03%. 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 his/her 

information, and provides the government the benefit of cost avoidance of customer service 

support to complete transactions. The various Retail systems also expand the investor base to 

keep cost down. As TSS works to eliminate paper savings bonds, a cost saving has been 
realized as it is less costly to buy, hold, and redeem an electronic savings bond than a paper 

savings bond. TRES has enabled Retail to consolidate to two processing sites and has 

decreased dependence on customer service support, resulting in 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, United States Code (USC), Subtitle III, Chapter 31, 

Subchapter I, Section 3103.

- Borrowing Authority for Certificates of Indebtedness and Bills; Title 31, United States Code 

(USC), Subtitle III, Chapter 31, Subchapter I, Section 3104.

- Borrowing Authority for U.S. Savings Bonds and Savings Certificates; Title 31, United States 

Code (USC), Subtitle III, Chapter 31, Subchapter I, Section 3105.

- Borrowing Authority for Retirement and Savings Bonds; Title 31, United States Code (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 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: 

November 2013: Completed business requirements for the new conversion process in 

TreasuryDirect to allow electronic reissues of EE and I savings bonds.

November 2013: Implemented changes to Retail systems to interface and inter-operate with the 

Summary Debt Accounting (SDA) application and implemented changes to Retail payment 

applications to enable Retail systems to process payments as a Treasury Disbursement Office 

(TDO).

January 2014: Completed design phase for the new conversion process in TreasuryDirect to 

allow electronic reissues of EE and I savings bonds.

February 2014: Deployed the new conversion process in TreasuryDirect to allow electronic 

reissues of EE and I savings bonds.

March 2014: Completed Siebel development of Virtual Case File changes (TRES).

April 2014: Completed imaging production environment build (TRES).

July 2014: Integration testing for the Marketable Release of Legacy Holding (TD).

Planned Objectives and Accomplishments: 

FY 2015-TD-DME1: Implement changes to TreasuryDirect to enable Legacy Treasury Direct 

registrations to be held and maintained in TreasuryDirect.

FY 2015-TD-DME2: Define and design changes to TreasuryDirect to enable HH/H securities to 

be held and maintained in TreasuryDirect.

FY 2015-TD-DME3: Develop and test changes to TreasuryDirect to hold and maintain HH/H 

securities in TreasuryDirect.

FY 2015-TRIM-DME1: Design Retail's new account management system

FY 2015-TRIM-DME2: Design and begin to develop Retail's new account management system.

FY 2015-TRES-DME1: Deploy changes to Treasury Retail E-Services (TRES) to create a virtual 

case file system.

FY 2015-TRES-DME2: Define and design requirements for a secure customer self-help portal.
FY 2015-TRES-DME3: Build the secure portal changes in the Treasury Web Applications 

Infrastructure (TWAI) development environment.

Development, modernization, and enhancement timeframe: 

BY+1: At this time, specific DME activities have not been defined.

BY+2: At this time, specific DME activities have not been defined.

BY+3: At this time, specific DME activities have not been defined.

BY+4: At this time, specific DME activities have not been defined.

Useful Life: 

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 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 Over target Monthly Percentage 86.50 89.74 01/31/2015

Percentage of maturing marketable par that 

customers reinvest into new purchases Over target Monthly Percentage 61.00 66.72 01/31/2015

Percentage of time with 24/7 mainframe system 

access. Over target Monthly Percentage 99.50 100.00 01/31/2015

Percentage of time financial and accounting data is 

sent to the Summary Debt Accounting System (SDAS) 

by 7:00 am each business day.

Over target Monthly Percentage 99.50 100.00 01/31/2015

Percentage of accounts successfully verified online. Over target Monthly Percentage 82.00 89.74 01/31/2015
Investment Name: Summary Debt Accounting Services (SDAS)

Type of Investment: Major IT Investment

Description:

SDAS provides accounting information on financial and security transactions to effectively meet 

the borrowing needs of the federal government and accurately account for the debt of the 

United States.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 17.14 2.33 1.06 1.07 1.08 1.10 1.11 1.12 26.01

Total DME funding 2.33 0.61 0.00 2.95

Unallocated DME funding 0.00 0.45 1.07 1.51

O&M Sub Total (Including Gov FTE) Costs 11.78 5.15 6.30 6.43 6.54 6.66 6.78 6.90 56.54

Total O&M funding 5.15 6.75 7.50 19.40

Unallocated O&M funding 0.00 -0.45 -1.07 -1.51

Total Cost (Including Gov FTE) 28.92 7.49 7.36 7.50 7.63 7.75 7.89 8.02 82.56

Total Gov FTE Cost 17.60 5.81 5.88 6.02 6.15 6.27 6.41 6.54 60.67

Number of FTE represented by costs 277.94 54.43 54.04 55.32 56.48 57.67 58.88 60.12 674.88

Summary of Purpose, Goals, and Benefits: 

The SDAS investment supports the Summary Debt Accounting program within the Fiscal 

Service. The SDAS investment fulfills the organization's strategic goal of effectively accounting 

for the debt of the Federal Government by providing accurate and timely financial information to 

assist the Bureau and Treasury in managing the government's finances effectively. SDAS 

provides value to the taxpayer and government and is a contributor to the consumer confidence 

associated with reporting of the federal debt

Furthermore, the SDAS investment allows the Fiscal Service to produce daily, unaudited reports 

on the balances and composition of the public debt; the Monthly Statement of the Public Debt; 

and the annual, audited Schedules of Federal Debt (Schedules). The Schedules report on the 

single largest liability in Treasury's Agency Financial Report (AFR) and has received an 

unmodified opinion for the past 17 years. History of this investment demonstrates effective and 

innovative use of technology, high quality customer service, risk mitigation and efficient use of 

resources.

To ensure that the functionality of the SDAS investment progresses into the future, a 

modernization effort has taken place to enhance the debt accounting environment, improve 

governance for Summary Debt Accounting, and continue to produce accurate, clear, and useful 

debt accounting information. The overall goal of the project was to increase governance over 

the debt accounting environment to ensure the collection, verification, and dissemination of all 

debt accounting information is accurate, appropriate, flexible, and standardized.

Return on Investment: 

The five-year Return on Investment for SDAS is calculated as 4.25%. 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: Chief Financial Officer's Act of 1990 (Public Law 101-576).

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: 

The investment continues to provide a high level of performance including producing daily 

financial statements within 3 business days, closing monthly ledgers within 1 business day, and 

maintaining application availability during published business hours. The SDAS Modernization 

Project has completed the development phase, user acceptance testing, parallel testing, quality 

assurance, and successfully changed over to the new system environment in November 2013. 

With the completion of the SDAS Modernization project, financial reporting has been 

strengthened and business processes have been redefined to accommodate and adapt to 

anticipated changes in the future debt accounting environment. The new modernized summary 

debt accounting environment provides for investment, redemption, and debt service 

transactions, promotes accurate and timely reporting of debt information, and delivers the ability 

of Summary Debt Accounting customers to conduct business over the internet.

Planned Objectives and Accomplishments: 

CY 2015: Improve reporting capabilities to advance Treasury initiatives for financial reporting, 

cash management, and management of securities.

BY 2016: Continue to improve reporting capabilities to advance Treasury initiatives for financial 

reporting, cash management, and management of securities.

Development, modernization, and enhancement timeframe: 

BY+1: Continue to improve reporting capabilities to advance Treasury initiatives for financial 

reporting, and cash management, and management of securities.

BY+2: Continue to improve reporting capabilities to advance Treasury initiatives for financial 

reporting, and cash management, and management of securities.

BY+3: Continue to improve reporting capabilities to advance Treasury initiatives for financial 

reporting, and cash management, and management of securities.

BY+4: Continue to improve reporting capabilities to advance Treasury initiatives for financial 

reporting, and cash management, and management of securities.

Useful Life: 

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.: N/A.
Performance Evaluation and Metrics:

Metric Description Measurement 

Condition Reporting Frequency Unit Of Measure

CY 

Target

Latest Actual 

Result

Date of Latest 

Actual Result

Percentage of monthly ledgers closed within 1 business 

day. Closing within 1 business day aids in receiving an 

unqualified opinion on the annual schedule of Federal Debt.

At target Monthly Percentage 100.00 100.00 01/31/2015

Percentage of daily financial statements produced within 3 

business days At target Monthly Percentage 100.00 100.00 01/31/2015

Percentage of application availability during published 

business hours Over target Monthly Percentage 99.00 100.00 01/31/2015

Submit accurate Daily Treasury Statement (Tables IIIA and 

IIIC) information each business day. At target Monthly Percentage 100.00 100.00 01/31/2015

Publish the Monthly Statement of the Public Debt (MSPD) 

by 3:05 PM on the 4th business day of the month At target Monthly Percentage 100.00 100.00 01/31/2015
Investment Name: Treasury Wide Application Infrastructure (TWAI) Services

Type of Investment: Major IT Investment

Description:

The Treasury Wide Application Infrastructure is an infrastructure and private cloud-like 

environment hosting fiscal shared service and public internet facing collection system in 

partnership with the Federal Reserve Service.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 35.24 4.40 33.24 10.94 11.27 11.61 11.96 0.00 118.66

Total DME funding 4.40 33.24 10.94 48.59

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 223.51 64.10 58.80 81.04 80.96 83.44 85.95 0.47 678.27

Total O&M funding 64.10 58.80 81.04 203.93

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 258.76 68.50 92.04 91.98 92.23 95.05 97.90 0.47 796.93

Total Gov FTE Cost 19.72 0.47 0.47 0.47 0.47 0.47 0.47 0.47 23.03

Number of FTE represented by costs 59.00 3.00 3.00 0.00 0.00 0.00 0.00 0.00 65.00

Summary of Purpose, Goals, and Benefits: 

The Treasury Wide Application Infrastructure (TWAI) Services host fiscal shared service and 

public internet facing collection system in partnership with Federal Reserve Service. The goal is 

to better align the TWAI spend to the requested budget.

Return on Investment: 

The ROI value for this Investment is not applicable.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A

Audit Finding or Material Weakness: N/A

Agency Strategic Plan / Annual Performance Plan: N/A

Presidential Priority: N/A

Other Requirement: N/A

Accomplishments: 

Software upgrades, server replacements, and hardware and software maintenance.

Planned Objectives and Accomplishments: 

Software upgrades, server replacements, and hardware and software maintenance.

Development, modernization, and enhancement timeframe: 

BY+1: Centura upgrades as needed based on Fiscal Service Strategic Roadmap and 

application requirements. Continue maintaining operations.

BY+2: Centura upgrades as needed based on Fiscal Service Strategic Roadmap and 

application requirements. Continue maintaining operations.

BY+3: Centura upgrades as needed based on Fiscal Service Strategic Roadmap and 
application requirements. Continue maintaining operations.

BY+4: Centura upgrades as needed based on Fiscal Service Strategic Roadmap and 

application requirements. Continue maintaining operations.

Performance Evaluation and Metrics: 

Metric Description Measurement 

Condition

Reporting 

Frequency Unit Of Measure CY Target

Latest Actual 

Result

Date of Latest 

Actual Result

SLA #1 Critical hour of production availability Under target Monthly Full Day of Infrastructure 

availability 99.99 99.93 01/31/2015

SLA Metric #3 Priority 1 incident response. The Mean 

Time to Restore P1 Infrastructure Incidents Over target Monthly minutes 120.00 300.00 01/31/2015

Total Open Audit Findings Under target Monthly Total Open Audit Findings 

and Observations 49.00 40.00 01/31/2015

Problem Work Days to Root Cause for Priority 1 

Incidents Under target Monthly Number of Days 15.00 0.00 01/31/2015

Number of SOW Projects Currently not on Schedule Under target Monthly Count 2.00 0.00 01/31/2015
Investment Name: USAspending.gov

Type of Investment: Major IT Investment

Description:

This is a new Treasury investment to transfer program responsibility for USAspending.gov from 

GSA to Treasury. USAspending.gov fulfills certain requirements of the Federal Funding 

Accountability and Transparency Act (FFATA) of 2006.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 0.00 4.09 0.00 0.50 0.51 0.52 0.53 0.54 6.69

Total DME funding 4.09 0.00 0.50 4.59

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 0.00 4.13 3.42 3.25 3.31 3.38 3.34 3.51 24.35

Total O&M funding 4.13 3.42 3.25 10.80

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 0.00 8.22 3.42 3.75 3.82 3.90 3.88 4.06 31.04

Total Gov FTE Cost 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Number of FTE represented by costs 0.00 0.00 0.00 0.00 0.00

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 (FFATA). FFATA directed that a free, 

single, searchable website be available to the public and described the type of information 

which must be included with each award (e.g. unique name, award amount, description). 

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 for contracts and first-tier subcontracts, 

grants, and first-tier sub grants, loans, 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 

and it is dependent upon the continued operation of those systems.

Return on Investment: 

In FY 2014, USAspending.gov was transferred from General Service Administration to the 

Fiscal Service. 

Requirements/ Benefits/ Mandates: 

Legislative Mandate: Digital Accountability and Transparency Act (DATA) of 2014. 

Federal Funding Accountability and Transparency Act (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. The 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 on April 26, 2010.

Other Requirement: Open Government Directive - Federal Spending Transparency issued on 

April 6, 2010.

Department of 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.

Accomplishments: 

FY 2013 accomplishments are not available as USAspending.gov was transferred from General 

Service Administration to the Fiscal Service in FY 2014. 

FY 2014 accomplishments include:

- analyzed data sources

- identified issues

- enhanced design/user interface

- data visualization

- content strategy

- prepared for iterative implementation and testing

- developed long-term strategy to improve the site’s long-standing data quality issues

Planned Objectives and Accomplishments: 

The goal during the current year is to implement meaningful improvements to the website by 

focusing on improving the usability and search functionality of the website. Some of this year's 

improvements include: updated visualization; enhanced data exploration by added interactive 

maps; improved search capabilities; data aggregation to display summary information; subaward data will be rolled up to the prime award and featured with the prime data; summary 

pages for agencies and states/territories; and improved help desk. 

During BY 2016, USAspending.gov will begin implementation of the long-term strategy to 

improve the site's long-standing data quality issues and to post additional federal financial data, 

as required by the DATA Act.

Development, modernization, and enhancement timeframe: 

BY+1: At this time, specific DME activities are not defined; however, USAspending.gov will 

continue to progress towards improving long-standing data quality issues, per OMB policy 

guidance. In addition, enhancements will be made to USAspending.gov in order to implement 

the requirements under the DATA Act, including establishing the infrastructure for collecting and 

publishing the additional financial data. 

BY+2: At this time, specific DME activities are not defined; however, USAspending.gov will 

continue to progress towards improving long-standing data quality issues, per OMB policy 

guidance. In addition, enhancements will be made to USAspending.gov in order to implement 

the requirements under the DATA Act, including establishing the infrastructure for collecting and 

publishing the additional financial data. 
BY+3: At this time, specific DME activities are not defined. Improvements to USAspending.gov 

will continue to be made based on feedback after publishing the additional financial data 

required by the DATA Act.

BY+4: At this time, specific DME activities are not defined. Improvements to USAspending.gov 

will continue to be made based on feedback after publishing the additional financial data 

required by the DATA Act. 

Useful Life: 

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.: This is a new investment. 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 Measurement 

Condition

Reporting 

Frequency Unit Of Measure CY Target Latest Actual Result

Date of Latest Actual 

Result

Maintain availability of system Over target Monthly Percentage of time 90.00 100.00 12/31/2014

Trend of usage and effectiveness of the 

website Over target Monthly Number of site visits 35000.00 38220.00 12/31/2014

USAspending.gov mobile users Over target Monthly Percentage of mobile users 3.00 8.65 12/31/2014

Help Desk Response Under target Monthly Number of days 3.00 2.00 12/31/2014

Help desk resolve Under target Monthly Number of days 3.00 1.90 12/31/2014
Investment Name: Wholesale Securities Services (WSS)

Type of Investment: Major IT Investment

Description:

Wholesale Securities Services (WSS) investment supports the sale and issuance of Treasury 

marketable securities through the Treasury Automated Auction Processing System (TAAPS) 

which conducts over 280 marketable securities auctions a year.

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2014

CY 

2015

BY 

2016

BY+1 

2017

BY+2 

2018

BY+3 

2019 BY+4 and Beyond Total

DME Sub Total (Including Gov FTE) Costs 13.62 5.80 8.64 8.61 8.64 8.59 4.36 4.49 62.75

Total DME funding 5.80 8.64 8.61 23.06

Unallocated DME funding 0.00 0.00 0.00 0.00

O&M Sub Total (Including Gov FTE) Costs 73.33 21.98 20.89 21.05 21.10 21.13 23.10 24.03 226.61

Total O&M funding 21.98 20.89 21.05 63.92

Unallocated O&M funding 0.00 0.00 0.00 0.00

Total Cost (Including Gov FTE) 86.95 27.78 29.54 29.67 29.75 29.71 27.46 28.52 289.37

Total Gov FTE Cost 17.93 6.61 6.93 7.04 7.04 7.04 7.04 7.04 66.70

Number of FTE represented by costs 149.00 47.00 41.00 41.00 41.00 41.00 41.00 51.00 452.00

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 

depositories 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 Book-
Entry System (NBES), Fixed Income Clearing Corporation (FICC), SDAS (Summary Debt 

Accounting System),RSS (Treasury Direct(TD)), System Open Market Account (SOMA), and 

News Agencies.

Return on Investment: 

As of August 2014, the estimated five year return on investment for the WSS portfolio is 

27,086%. 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.

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 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: (31 U.S.C. Subtitle III, Subchapters I & II) authorizes the Treasury to 

borrow money through the sale of Treasury securities.

Other Requirement: N/A

Accomplishments: 

November 2013: Completed functionality changes to support announcing, auctioning and 

issuing Floating Rate Note Securities.

December 2013: Completed programming code for TAAPS Release 14, which includes security 

improvements and enhanced functionality to distribute guide documentation.

March 2014: Completed testing and implemented TAAPS Release 14. This system 

enhancement package focused on External Dealer Enhancements, System Security, Customer 

Relationship improvements, Institutional Website Modernization, Data Analytics, and Internal 

Staff recommendations.

April 2014: Completed testing and implemented TAAPS Release 14

April 2014: Started development and test planning for TAAPS Release 15.

June 2014: Performed regression testing for Release 15 and purchased additional Quality 

Center licenses.

Planned Objectives and Accomplishments: 

FY 2015 DME 1 A and DME 1 B: TAAPS Business Process Review and other System 

Enhancements (Improve auction screen, report, and interface to provide timely, accurate, and 

informative qualitative/quantitative analysis of Treasury Auctions).

Development, modernization, and enhancement timeframe: 

BY+1: Complete modernization of the TAAPS hardware and software infrastructure.

BY+2: At this time, specific DME activities have not been defined.
BY+3: At this time, specific DME activities have not been defined.

BY+4: At this time, specific DME activities have not been defined.

Useful Life: 

Year the investment began: 2005

End Year of the current planning cycle: 2017

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 Measurement 

Condition

Reporting 

Frequency Unit Of Measure CY Target Latest Actual Result

Date of Latest Actual 

Result

Percent of auction results released accurately. At target Monthly Percentage 100.00 100.00 01/31/2015

Percent of time TAAPS is available to customers 

during normal hours of operation At target Monthly Percentage 100.00 100.00 01/31/2015

Time in months to evaluate new risks and ensure all 

gaps are addressed. At target Monthly Months 12.00 12.00 01/31/2015

Percent of customer feedback evaluated through 

configuration management. At target Monthly Percentage 100.00 100.00 01/31/2015

Percent of action items from dealer feedback 

addressed. At target Monthly Percentage 100.00 100.00 01/31/2015