Bureau of the Fiscal Service

FY 2018

Capital Investment Plan
Treasury guidance requires five years of investment data for most IT investments. However, 

cybersecurity and non-major IT investments are not required to provide this level of detail. In 

addition, Treasury gives discretion to Bureaus on what level of detail to provide for out-year cost 

data. Due to this, there is some variability in the presentation of out-year cost estimates in this 

document.

Investment Name: Agency Accounting Services (AAS)

Type of Investment: Major IT Investment

Description:

AAS includes Oracle e-Business Suite, PRISM, WebTA, PAWS, moveLINQ, and BFEM. This 

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

to Fiscal Service Federal Shared Service Provider offerings.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 25.04 8.71 12.37 12.61 13.37 13.66 N/A N/A 85.76

O&M Costs 95.19 18.65 21.38 21.30 21.84 22.27 N/A N/A 200.63

Total Costs 120.23 27.36 33.75 33.91 35.21 35.93 N/A N/A 286.39

Number of 

FTE 67.70 84.31 84.31 84.31 84.31 N/A N/A N/A 404.94

Summary of Purpose, Goals, and Benefits: 

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

supported by Oracle e-Business Suite, PRISM and WebTA systems and also includes BFEM, 

PAWS and moveLINQ. This investment serves as the core system for providing administrative 

support to agencies subscribed to Fiscal Service's Shared Service Provider (FSSP) offerings. The 

use of a common platform and utilization of common resources eliminates duplication of effort 

leading to cost reduction and increased efficiencies within the federal government. The system 

enables financial management of budget execution, purchasing, accounts payable, accounts 

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

and employee time and attendance data. Revenue enhancement will occur through economies of 

scale as new customers are added to this platform. There are no dependencies between this 

investment and other investments. Continuing initiatives include the implementation of business 

intelligence tools (Oracle Analytics/Hyperion) to provide better reporting capabilities for our 

customers. AAS will continue to evaluate potential upgrades within the shared instance and 

manufacturing instance within Oracle for future implementation.

Return on Investment: 

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

common platform and utilizes common resources in order to eliminate duplication of efforts 
across government agencies. This can lead to cost reductions and increased efficiencies across 

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

Return on Investment is -3.63 percent. While this structure does provide several efficiencies, we 

currently have two large projects in process that do not have a direct increase in revenue or 

reduction of expense correlated to them. We expect to see an increase in revenue in future years 

with the implementation of these projects; however, the current cost/price model does not project 

those amounts. Revenue enhancement will be updated as new information becomes available.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: OMB M-13-08.

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

the shared-service model for financial management across government. This supports Treasury's 

Strategic Objective 3.1, "Improve the efficiency and transparency of federal financial 

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

efficient use of resources through shared services, strategic sourcing, streamlined business 

processes, and accountability".

Accomplishments and Future Objectives: 

Business needs were reassessed and include the following initiatives for FY 2017:

- Implement a Service Oriented Architecture (SOA) solution to meet customer agency desires for 

real time processing of their data.

- Provide a solution that is compatible with and provides the appropriate adapters as part of the 

integration solution that works with OFF, version 12.1.3.

- Manage Cloud Services infrastructure, and design the structure for the reporting administrative 

layer.

- Train the end users on the new system and making the system available to those end users in a 

phased approach beginning with ARC users.

- Acquire and implement a tool to assist in the preparation of financial statements and supporting 

reconciliations, and the Agency Financial Report (AFR) as required in the OMB A-136.

Details of Useful Life Period: 

Year the investment began: 1999

End Year of the current planning cycle: 2022

Description of why the investment is not consistent with life cycle model defined in OMB 
Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Percentage of 

monthly closings 

within three days. 

(WebTA)

Financial 

Performance Over target Monthly Percentage 100.00 100.00 03/31/2017

Average call 

response time 

(seconds) for 

system support

Customer 

Satisfaction 

(Results)

Under target Monthly Seconds 8.00 7.69 03/31/2017

Percentage of 

system availability 

for the month.

Strategic and 

Business 

Results

Over target Monthly Percentage 99.00 99.86 03/31/2017

Percentage of help 

desk tickets closed 

within 60 minutes 

of being logged. 

(PRISM)

Strategic and 

Business 

Results

Over target Monthly Percentage 75.00 85.42 03/31/2017

Percentage of Emails resolved with 

1 Business Day. 

(Oracle)

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 65.00 80.95 03/31/2017

Percentage of calls 

resolved within 60 

Minutes. (Oracle)

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 65.00 80.36 03/31/2017

The BFEM 

application system 

availability will 

exceed 99% during 

core business hours.

Strategic and 

Business 

Results

Over target Monthly Percentage 99.00 99.00 03/31/2017

System is available 

during normal 

business hours 98% 

of the time. 

(MoveLinq)

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 98.00 98.00 03/31/2017

Collabralink shall 

resolve Critical 

Incidents in 4 

hours, (contractor 

shall be expected to 

actively work such 

incidents 24x7 until 

resolution). 

(PAWS)

Customer 

Satisfaction

(Results)

Over target Monthly Percentage 95.00 95.00 03/31/2017
Investment Name: Automated Standard Application for Payments (ASAP)

Type of Investment: Major IT Investment

Description:

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

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

services on behalf of the government for debit cards program.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 81.64 3.97 3.86 3.69 3.91 4.47 N/A N/A 101.54

O&M Costs 82.85 3.33 4.74 5.24 5.42 5.59 N/A N/A 107.17

Total Costs 164.49 7.30 8.60 8.93 9.33 10.06 N/A N/A 208.71

Number of 

FTE 259.00 12.63 12.63 12.63 12.63 N/A N/A N/A 309.52

Summary of Purpose, Goals, and Benefits: 

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

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

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

make authorized benefit 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 

Service's direction. For FY 2016, ASAP had 14,000+ users and made payments totaling $526 

billion (FY to date as of 8/31/2016) - which is approximately 20 percent of all Fiscal Service 

payments in terms of dollar value. 

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

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

payment and/or reporting/information services. 

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

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

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

provides next-day and same-day payments to recipients as well as provides immediate financial 

information to recipients, FPAs and Treasury, to enable informed decision making.

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

federal cash management regulations such as the Cash Management Improvement Act of 1990, 

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

Assistance Management Improvement Act of 1999). FPAs streamline the administration of grant 
payment processing by using ASAP's business processes and cash management functions. 

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

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

payment systems.

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

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

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

control activities.

Return on Investment: 

ASAPs projected 5-year rate of return is -4 percent. The following cost saving and avoidance 

benefits have been identified through ongoing project cost benefit analysis and alternatives 

analysis:

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

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

3) Alignment with Treasury's enterprise architecture - ongoing

4) Elimination of duplicative FPA payment systems - achieved

5) O&M savings - ongoing

6) Customer satisfaction - ongoing

7) Repurpose development resources - ongoing

Qualitative benefits:

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

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

operational activities.

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

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

entities and inappropriate use by authorized entities.

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

requirements.

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

application type.

Requirements/ Benefits/ Mandates: 

Agency Strategic Plan / Annual Performance Plan: ASAP aligns with the Treasury Strategic 

Goal #1: Promote domestic economic growth and stability while continuing reforms of the 

financial system, and strategic objectives 1.4: Facilitate commerce by providing trusted and 

secure US currency, products, and services for use by the public. ASAP is both an information 

and payments system, and a shared service that can be utilized to make timely and accurate 

payments.

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

Budget (OMB), selected ASAP as one of two approved grant payment systems for civilian 
grants. See OMB Circular A-110, "Grants and Agreements with Institutions of Higher 

Education, Hospitals and Other Non-Profit Organizations".

Accomplishments and Future Objectives: 

FY 2016 accomplishments include: 

- Release 22.0 Payment Information Repository Phase 2 & Treasury Account Management and 

Monitoring Information (TAMMI) Phase 1 Implementation 

- Release 23.0 Post-Payment System Interface & Infrastructure Updates

- Continued and supported all production efforts 

- Continued to achieve stated benefits 

FY 2017 objectives include: 

- Complete Fiscal Agent Consolidation Efforts

- Release 24.0 HSPD-12 & Agency Requested Enhancements 

- Release 25.0 Same Day ACH 

- Continue all production efforts and required infrastructure upgrades.

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

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

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

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

production efforts, required infrastructure upgrades, and enrolling new FPAs.
Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Percent of timely and 

accurate reporting of 

end-of-day 

Governmentwide 

Accounting data by 

07:00 daily. End-of-day 

accounting data reported 

to GWA must exceed 

95% accuracy and 

timeliness. Metric 

supports the Bureau of 

the Fiscal Services 

strategic goal of Timely 

and Accurate Financial 

Information that 

Contributes to the 

Improved Quality of 

Financial Decision 

Making.

Strategic and 

Business 

Results

Over target Monthly Percent 95.00 100.00 03/31/2017

Percent of payment 

system availability to 

users. Meet or exceed 

99% system availability 

to ASAP users (M-F, 

08:00 - 23:59 Eastern 

Time). Metric supports 

the Bureau of the Fiscal 

Services strategic goal 

of Timely, Accurate and 

Efficient Disbursement 

of Federal Payments.

Strategic and 

Business 

Results

Over target Monthly Percent 99.00 100.00 03/31/2017

Percent of ASAP ACH 

payments made 

accurately (i.e., as 

directed by Federal 

program agency and 

payment recipient) and 

on time (i.e., based on 

requested settlement 

date). Meet or exceed 

99.99% of accuracy and 

timeliness for all FPA 

approved ASAP EFT 

payments. Metric 

supports the Bureau of 

Strategic and 

Business 

Results

Over target Monthly Percent 99.99 100.00 03/31/2017
the Fiscal Services 

strategic goal of Timely, 

Accurate and Efficient 

Disbursement of Federal 

Payments.

Percent of ASAP 

Fedwire payments made 

accurately (i.e., as 

directed by Federal 

program agency and 

payment recipient) and 

on time (i.e., based on 

requested settlement 

date). Meet or exceed 

99.99% of accuracy and 

timeliness for all FPA 

approved ASAP EFT 

payments. Metric 

supports the Bureau of 

the Fiscal Services 

strategic goal of Timely, 

Accurate and Efficient 

Disbursement of Federal 

Payments.

Financial 

Performance Over target Monthly Percent 99.99 100.00 03/31/2017

Percent of ASAP Help 

Desk Tier I support calls 

resolved. Resolve at 

least 98% of all end 

users issues that the help 

desk receives. Metric 

supports the Bureau of 

the Fiscal Services 

performance measure to 

indicate an overall 

service rating of 

satisfactory or better in 

customer service.

Customer 

Satisfaction 

(Results)

Over target Monthly Percent 98.00 100.00 03/31/2017
Investment Name: Central Accounting Services (CAS)

Type of Investment: Major IT Investment

Description:

Central Accounting Services (CAS) includes CARS, SDAS, CASH TRACK, FCAS, DIMS, 

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

government-wide accounting data and reports within Fiscal Service.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 24.10 14.95 13.90 13.03 13.29 N/A N/A 79.28

O&M Costs 49.94 62.52 63.02 63.15 64.40 N/A N/A 303.03

Total Costs 74.04 77.47 76.92 76.18 77.70 N/A N/A 382.30

Number of 

FTE 271.84 247.81 247.62 244.67 250.91 N/A N/A 1262.85

Summary of Purpose, Goals, and Benefits: 

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

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

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

accounting and reporting. CAS includes systems such as CARS, DIMS, CASH TRACK, FCAS, 

GTAS, GFRS, and IPAC. It provides a central point and location for all government-wide 

accounting data and reports within Fiscal Service, including the Daily Treasury Statement 

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

(FR) of the United States Government. It also records investment and borrowing activity for 

government agencies.

Return on Investment: 

This investment consolidates the previous CARS (M), SDAS (M), FIRST (NM), GAIS (NM), 

IPAC (NM), and FCAS (NM). The five-year Return on Investment for CAS is calculated as 1.25 

percent. Benefits, both quantitative and qualitative, of this investment include: tailored 

functionality; customer satisfaction; user friendliness; speed and efficiency; reduction of errors; 

and strong internal controls.

Requirements/ Benefits/ Mandates: 

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 2019.

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

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

that contributes to the improved quality of financial decision-making; and provides support, 
guidance, and training to assist FPAs in improving their government-wide accounting and 

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

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

accounting".

Accomplishments and Future Objectives: 

The investment looks to improve reporting capabilities to advance Treasury initiatives for 

financial reporting, cash management and management of securities. CAS also provides a 

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

standard financial terms and formats and directly supports and enables Fiscal Service data 

transparency efforts and the President's Open Government Initiative. 

FY 2017 and beyond objectives include:

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

- Meet the requirements for becoming a full CARS reporter.

- Decommission outdated systems.

- Support OMB high priority initiatives by successfully implementing the requested 

Apportionment Category B and Program Code (PRC) changes.

- Successfully implement GTAS releases to incorporate Notes and Other Data functionality, 

Journal Vouchers, CFO & IG sign-off.

- Implement minimal changes in GFRS as needed.

- Successfully Implement release 2.0 of G-Invoicing to enable Personal Identify Verification 

(PIV-I), centralized user administration and conversion to ISIM.

- Successfully implement G-Invoicing release 2.1 to support General Terms and Conditions 

(GT&C) enhancements to enable Government-wide on-boarding for interagency agreements.

Details of Useful Life Period: 

Year the investment began: 2016

End Year of the current planning cycle: 2026

Description of why the investment is not consistent with life cycle model defined in OMB 
Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

DIMS Percentage of 

daily financial 

statements produced 

within 3 business days.

Strategic and 

Business 

Results

Over target Monthly Percentage 100.00 100.00 03/31/2017

Submit accurate Daily 

Treasury Statement 

(Tables IIIA and IIIC) 

information each 

business day. (DIMS)

Financial 

Performance Over target Monthly Percentage 100.00 100.00 03/31/2017

Process all source 

system/agency files 

accurately and publish 

the MTS from CARS 

on the 7th business day 

each month. (CARS)

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 100.00 100.00 03/31/2017

Process all 

Intragovernmental 

transactions received 

daily from agencies 

and submitted to 

CARS within monthend and fiscal year-end 

deadlines. (IPAC)

Strategic and 

Business 

Results

Over target Monthly Percentage 100.00 100.00 03/31/2017

Process all interface 

files to support the 

generation and 

publication of the 

Daily Treasury 

Statement prior to 4:00 

PM ET. 

(CASHTRACK)

Strategic and 

Business 

Results

Over target Monthly Percentage 100.00 100.00 03/31/2017

FCAS will produce 

required reports within 

45 days of quarter end.

Strategic and 

Business 

Results

Over target Quarterly Percentage 100.00 100.00 03/31/2017

Deliver agency trial 

balance data to key 

stakeholders following 

each reporting. 

(GTAS)

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 100.00 100.00 03/31/2017

GFRS System 

Availability

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 99.00 99.00 03/31/2017
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: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 18.56 1.44 1.57 1.47 1.46 1.68 1.74 1.79 29.71

O&M Costs 41.19 6.33 8.28 8.52 8.60 9.02 9.23 9.45 100.62

Total Costs 59.75 7.77 9.85 9.99 10.06 10.70 10.97 11.24 130.33

Number of 

FTE 13.00 2.48 2.48 2.48 2.48 2.48 N/A N/A 25.40

Summary of Purpose, Goals, and Benefits: 

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

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

which result in the depositing of funds into the Treasury. It includes the ability to "decision" 

electronic check transactions whereby checks are converted to ACH debits or truncated and 

presented as image cash letters to optimize collectability and reduce unit clearing costs. It is built 

as a reusable service that can be utilized by other applications, so that these applications no 

longer need to present these transactions for settlement on their own. The Debit Gateway is 

designed to implement an enterprise architecture goal of having one (and only one) system per 

Fiscal Service business line. In this case, the business line is the settlement of electronic check 

and ACH debit transactions received via the collection channels on behalf of federal agencies, as 

opposed to each channel needing to provide settlement individually. 

The Debit 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. Also, the Debit Gateway benefits the Fiscal Service's 

mission of providing financial services to a large number of government agencies in an efficient 

and cost effective manner thus eliminating the need for redundant check/ACH clearing services 

offered by Financial Agents. 

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

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

and Agency Direct. These systems depend on the Debit Gateway for an important critical part of 
their daily operations (i.e., the completion of the collections function through the settlement 

process).

Return on Investment: 

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

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

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

Debit Gateway, is projected to yield a return on investment of 26.33 percent over the period FY 

2016 through FY 2020.

Requirements/ Benefits/ Mandates: 

Agency Strategic Plan / Annual Performance Plan: Aligns with Treasury Strategic Plans for 

FY 2014 - FY 2017. Specifically, it aligns to Treasury Strategic Goal 1: Promote domestic 

economic growth and stability while continuing reforms of the financial system; and Treasury 

Strategic Objective Goal 1: Strategic objectives 1.1 - 1.4.

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

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

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

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

found to have zero single points of failure. The CI/KR's and assets directly in contact with the 

Debit Gateway application have sufficient, redundant or alternate means to ensure the continued 

functionality of Debit Gateway in the event of failures of any of the components that are 

documented and tested annually, or as warranted by major system changes.

Accomplishments and Future Objectives: 

FY 2016 accomplishments included:

- The implementation of Release 1.9 which allowed the Debit Gateway (DG) to decrease the 

time it takes to save historical data, enhanced return descriptions to assist collection channels, 

and ensured compliance with NACHA rules. Also, the release implemented phase 1 of Extract, 

Transform, Load (ETL) enhancements for moving DG operations data to History database to 

improve performance, error handling and maintainability. 

-Release 1.10 completed a new process to save historical data, added an automated calendar to 

replace the manual calendar, added new return codes, and enhanced the ability of the DG to 

handle returns, and corrected some backlogged minor defects. Phase 2 of Extract, Transform and 

Load (ETL) was implemented.

FY 2017 and beyond objectives include:

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

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

-Debit Gateway will enhance Incident Response and address any resiliency gaps. DG will define 

the optimal Recovery Time Objective (RTO); plan and execute Debit Gateway resiliency 

independent assessment.

-Work with Fiscal Service to assess and implement cyber security measures which includes: 

Encrypt account numbers in the database and purge transaction data history quarterly after 7 

years.

- Implement same-day ACH initiative contingent upon 31CFR210 changes accepting Same Day 

ACH for US Government transactions. 
- Investigate Duplicate Detection tools for industry best practices. 

- Implement User Interface redesign for improved performance.

Details of Useful Life Period: 

Year the investment began: 2008

End Year of the current planning cycle: 2028

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

Performance Evaluation and Metrics: 

Metric 

Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Unit cost without 

overhead (in 

dollars, $0.00) to 

collect Gateway 

transactions

Financial 

Performance Under target Monthly Cost 0.07 0.02 03/31/2017

Timely delivery 

of Agency report 

data to collection 

channels (by 10 

am ET).

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 99.00 100.00 03/31/2017

ACH entries 

received by 

midnight are 

originated by 

2:15 am ET.

Strategic and 

Business Results Over target Monthly Percentage 99.00 100.00 03/31/2017

Check 

items/images 

received by 4:00 

am ET sent to 

Check21 by 

10:00 am ET.

Strategic and 

Business Results Over target Monthly Percentage 99.00 100.00 03/31/2017

Overall success 

rate of 

presentment.

Strategic and 

Business Results Over target Monthly Percentage 99.00 99.39 03/31/2017

Percentage of 

time DG is 

available to 

customers during 

normal 

processing time.

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 99.00 100.00 03/31/2017
Investment Name: Debt Collection Services (DCS)

Type of Investment: Major IT Investment

Description:

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

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

TROR.

Investment Anticipated Outlay: ($000,000s): 

Type

2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 95.57 11.61 7.80 6.40 3.12 N/A N/A N/A 124.50

O&M Costs 71.78 15.80 13.92 15.50 13.63 N/A N/A N/A 130.63

Total Costs 167.35 27.41 21.72 21.90 16.75 N/A N/A N/A 255.13

Number of FTE 385.77 66.67 57.96 49.86 N/A N/A N/A N/A 560.26

Summary of Purpose, Goals, and Benefits: 

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

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

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

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

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

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

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

federal payments and offsets or levies those payments to recipients who owe delinquent debts. 

The Cross-Servicing program uses Treasury demand letters, Private Collection Agencies, 

administrative wage garnishment, repayment agreements, and other collection tools to collect 

delinquent debt owed to the federal government. In addition to debt collection, the systems 

within the DCS portfolio allow government users to quickly and efficiently access data, view 

reports and provide requested information to debtors. Training on each of these systems is 

provided to users.

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

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

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

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

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

Treasury Offset Program as well as Cross-Servicing.

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

increase the collection of delinquent debt owed to the federal government. The DIR standardizes 
data from operational data systems and other sources in a secure environment. It allows 

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

delinquent debt and debt collection, as well as operational performance. DIR utilizes an 

architecture optimized to support sophisticated data analysis, reporting and enhanced operational 

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

BI and visualization capabilities of DMS data.

Return on Investment: 

The Return on Investment over a five year (2016-2020) life cycle is 966.72 percent.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: Debt Collection Improvement Act of 1996.

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

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

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

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

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

and usefulness as a public good.

Other Requirement: Debt Collection Services (DCS) is mission-critical to the Fiscal Service in 

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

delinquent debt.

Accomplishments and Future Objectives: 

FY16 Accomplishments:

CSNG

1) Completed requirements session with all major business areas.

2) New CSNG environments configured.

TOP

1) Started using DIR for as our Accounting Source to FACDR.

2) Began offset of SSA Prior Month Accrual

3) Changed Matching logic for IRS Alternative Names to use Primary Name Control from 

PaymentFile.

4) Implemented incremental backups.

DIR

1) Completed the CRS November, April, and September releases.

2) Completed major updates to the CRS reports.

3) Completed the Accounting Phase I initiative - the FACDR file is now produced in DIR.

4) Completed ETL updates to support the DMS Education Pilot.

5) Completed updates to assist in the TROR DATA Act transition and TROR technical refresh.

6) Completed effort to ingest FedDebt audit tables and other Cross Servicing tables into the DIR.

7) Completed TOP Data reload/resync release.

8) Completed release to update views in the FIR.

9) Completed DIR/TOP interface phase 1.
FedDebt

1) 4.34 Tech Refresh Phase I.

2) 4.36 Maintenance CR Release.

3) 4.37 AWG Release.

4) 4.38 CBR/Autodialer Release.

5) 4.39 CR Release.

6) 4.40 TOP Sync Phase I.

IDMS

1) Legacy IDM data import is complete.

2) Elyton03 System decommission can begin.

3) Application Stress test to begin tomorrow, and facilitated by DMS integrator Latonia 

Williamson.

4) Oracle Licenses for DR DB server have been acquired, and DBA's are working to acquire 

licenses for Preproduction.

FY17 Future Objectives:

CSNG

1) Complete configurations for Phase 1 of project.

2) Complete end-user training.

3) Implement CSNG into production.

IDMS

1) Perform version upgrade on the COTS application from 7.4 to 8.1.

2) Implement Comprehensive Correspondence effort to capture, index, and automate debt 

management correspondence into a paperless electronic workflow/case management system.

3) Reduce the amount of stored documents to comply with the approved records schedule.

DIR

1) Develop, test, and implement DIR integration with CSNG.

2) Complete ISS Infosphere and WebFocus upgrade/technical refresh projects.

3) Begin the process of developing and testing the new DMS Accounting System, currently 

planned for inclusion under the DIR umbrella.

4) Complete phases 2, 3, and 4 of DIR/TOP interface.

FedDebt

1) 4.41 Tech Refresh Phase II.

2) 4.42 CR Release.

3) 4.43 IAI.

4) WebFocus.

5) One Release by KC FRB.
Performance Evaluation and Metrics: 

Metric 

Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Dollars collected 

through all offset 

programs 

(billions).

Strategic and 

Business Results Over target Annual Dollars in billions 7.29 7.14 09/30/2016

Online system 

uptime as a 

percentage of 

scheduled system 

uptime

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 98.00 100.00 03/31/2017

Severity 1 

production 

problems for all 

applications in 

the investment

Strategic and 

Business Results Under target Monthly Number 5.00 2.00 03/31/2017

Percentage of 

total incoming 

TOP calls 

handled by 

automation.

Strategic and 

Business Results Over target Quarterly Percentage 90.00 99.00 03/31/2017

Amount of 

delinquent debt 

collected for 

every $1 spent, 

per delinquent 

debt collections.

Financial 

Performance Over target Annual Dollars 37.00
Investment Name: Do Not Pay (DNP)

Type of Investment: Major IT Investment

Description:

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

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

Analytics Services.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 25.55 4.06 5.33 4.81 4.17 0.29 N/A 8.59 52.80

O&M Costs 17.49 6.63 13.31 13.46 14.08 14.54 N/A 14.35 93.86

Total Costs 43.04 10.69 18.64 18.27 18.25 14.83 N/A 22.94 146.64

Number of 

FTE 155.00 4.00 4.00 4.00 4.00 4.00 N/A 47.00 222.00

Summary of Purpose, Goals, and Benefits: 

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

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

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

federally-funded programs.

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

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

initial implementation allowed online interaction by program offices and contracting officers 

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

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

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

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

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

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

Return on Investment: 

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

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

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

when funds go to the wrong recipient, the recipient receives the incorrect amount of funds 

(including overpayments and underpayments), documentation is not available to support a 

payment, or the recipient uses funds in an improper manner. By stopping and identifying 

improper payments, DNPBC achieved $37.61 million in gross cost-savings in FY 2016. In 
addition, by centralizing data, the DNBC estimates nearly $0.96 million in gross cost-avoidance 

in FY 2016, for a total of $38.07 million for FY 2016.

Requirements/ Benefits/ Mandates: 

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

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

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

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

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

Presidential Memorandum Enhancing Payment Accuracy Through a "Do Not Pay List" prior to 

making a payment or award.

Federal Improper Payments Coordination Act of 2015 expands DNP authority to non-legislative 

entities.

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

Service Strategic Plan for Fiscal Years 2014 - 2017.

Presidential Priority: The President Memorandum Enhancing Payment Accuracy Through a 

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

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

single point of entry.

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

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

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

"Treasury Working System".

Accomplishments and Future Objectives: 

FY 2016 accomplishments:

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

Portal

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

improper payments

- Pursued designation of Do Not Pay data sources in "Treasury's Working System"

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

- Developed a standard report summarizing agency usage of the Do Not Pay Portal.

FY 17 Objectives:

- Develop history tables, improve filtering, enhance screens and update UI in the Do Not Pay 

Portal.

- Pursue additional data sources to include expanded death data.

- Engage with customer agencies to complete analytics.

- Continue to pursue designation of additional data sources for Do Not Pay.

Details of Useful Life Period: 

Year the investment began: 2012

End Year of the current planning cycle: 2020

Description of why the investment is not consistent with life cycle model defined in OMB 
Performance Evaluation and Metrics: 

Metric 

Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Average number of 

seconds to return 

online search 

results to user in 

the Portal

Customer 

Satisfaction 

(Results)

Under target Quarterly seconds 5.00 5.00 04/18/2017

Percentage of 

Payment 

Application 

Modernization 

(PAM) Payments 

received that are 

screened for 

improper payments.

Financial 

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

Number of 

incidents which 

delay processing of 

batch matching 

files beyond 24 

hour turnaround

Strategic and 

Business 

Results

Under target Monthly Count 1.00 1.00 04/05/2017

Number of 

incidents which 

delay processing of 

continuous 

monitoring files 

beyond 24 hour 

turnaround

Strategic and 

Business 

Results

Under target Monthly Count 1.00 1.00 04/05/2017

Number of 

incidents which 

delay processing of 

payment integration 

files beyond 24 

hour turnaround

Strategic and 

Business 

Results

Under target Monthly Count 1.00 1.00 04/05/2017
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 Treasury to process 

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

pay federal taxes electronically.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 66.19 9.04 18.12 12.52 12.76 13.01 N/A N/A 131.64

O&M Costs 631.48 101.77 113.40 111.57 107.04 108.08 N/A N/A 1173.34

Total Costs 697.67 110.81 131.52 124.09 119.80 121.09 N/A N/A 1305.00

Number of 

FTE 43.00 6.00 6.00 N/A N/A N/A N/A N/A 55.00

Summary of Purpose, Goals, and Benefits: 

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

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

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

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

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

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

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

The primary justifications for investing in EFTPS are the following:

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

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

payments 

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

collect federal tax revenue

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

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

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

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

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

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

operations and maintenance of the following critical functions:

- New taxpayer enrollment;
- Tax payment processing; 

- Fulfillment/mail services;

- Customer service; and

- General operations.

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

accommodate changes to the tax code.

Return on Investment: 

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

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

Requirements/ Benefits/ Mandates: 

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

Treasury Strategic Plan for Fiscal Years 2014 - 2017. Aligns with Treasury Strategic Plans for 

FY 2014 - FY 2017. Specifically, it aligns to Treasury Strategic Goal 1: Promote domestic 

economic growth and stability while continuing reforms of the financial system; and Treasury 

Strategic Objective Goal 1: Strategic objectives 1.1 - 1.4.

Other Requirement: All Electronic Treasury 

Treasury Directive 9507 Regulation 153340-09.

Accomplishments and Future Objectives: 

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

functionality: 

- Increase direct pay capacity

- Midrange phase 1&2

- FY2016 Credit Card Changes

- EFile 2016 Balance due

- Direct Pay Enhancements

- FATCA update

- Tax Type 5065X ISRP

- EFTPS Linkage third party Payer phase 2

FY 2017 and beyond future objectives include implementing the following requirements and 

functionality:

- Email Confirmation

- NACHA Rule

- Direct Pay enhancements

- Credit Card 2017

- EFile 2017

- Contact Center Enhancements.
Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Percentage of 

Depository 

Employment Taxes 

Received 

Electronically

Strategic and 

Business 

Results

Over target Monthly Percentage 99.00 99.99 02/28/2017

Service Level (nonpeak) 75% of calls 

answered in 30 

seconds or less for 

Peak Days (defined 

as all days other than 

Peak Days). Days 

over 115% to 

forecast are excluded 

from the calculation.

Strategic and 

Business 

Results

Over target Monthly Percentage 75.00 99.79 02/28/2017

Accuracy of Paper 

Enrollment Data 

Captured

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 99.50 100.00 02/28/2017

Reports transmitted 

late

Customer 

Satisfaction 

(Results)

Under target Monthly Percentage 0.00 0.00 02/28/2017

Payment Dollars 

Received

Financial 

Performance Over target Annual Trillions of Dollars 2.60 2.71 09/30/2016

Service Level (Peak) 

75% of calls 

answered in 90 

seconds or less for 

Peak Days (defined 

as the top three 

volume days each 

month). Days over 

115% to forecast are 

excluded from the 

calculation.

Strategic and 

Business 

Results

Over target Monthly Percentage 75.00 99.99 02/28/2017

System Availability 

EFTPS shall be up 

and available for 

processing 

24X7X365 except 

for scheduled and 

preapproved 

maintenance 

windows.

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 100.00 100.00 02/28/2017
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 

business-driven solutions that transform federal financial management, reduce costs, and 

increase transparency. Fiscal Service is the designated managing partner.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 13.07 13.07

O&M Costs 3.99 4.09 6.30 6.33 6.37 6.41 6.51 13.33 53.33

Total Costs 17.06 4.09 6.30 6.33 6.37 6.41 6.51 13.33 66.40

Number of 

FTE 11.21 11.50 21.00 21.00 21.00 21.00 21.00 42.00 169.71

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 that reduce costs and/or improve productivity of 

back-office financial accounting operations. Federal agencies should also experience additional 

resource availability to dedicate to mission delivery, as a result. The general public will also 

benefit from the delivery of financial accounting information that is more timely and reliable, 

and is compliant with open standards.

Return on Investment: 

The Financial Management Line of Business (FMLOB) investment is a government-wide Egovernment initiative charged with improving federal IT administrative systems for financial 

management - it is not an IT system. A formal alternatives analysis/cost-benefit analysis 

(AA/CBA) has not been conducted for this investment so there are no dollarized benefits at this 

time. Neither the CFO Council nor OMB has earmarked current or future funding to conduct an 

AA/CBA. Given the absence of benefits, the ROI for the FMLoB investment is -100%.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: - Chief Financial Officers Act of 1990; 

- Federal Financial Management Improvement Act of 1996; 

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

1996) 40 U.S.C. 11302; 

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

- OMB Memoranda M-16-11;

- OMB Memoranda M-13-08.

Agency Strategic Plan / Annual Performance Plan: Aligns with the Treasury and Fiscal 
Service Strategic Plans for Fiscal Years 2014 - 2017. Specifically, it aligns to Fiscal Service 

Strategic Goal #5, "Create a 21st-century approach to government by improving efficiency, 

effectiveness, and customer interaction".

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, Chief 

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

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

the management needs of participating agencies. FMLOB is also supported by Office of 

Management and Budget (OMB) Memoranda M-13-08 and M-16-11.

Accomplishments and Future Objectives: 

FY 2016 accomplishments include:

- providing operational funding to agencies (e.g., GSA/USSM) to execute additional FMLOB 

initiatives, such as shared services and government-wide grants management initiatives;

- embarking on a solution to develop a pre-configured FM system starting point for each major 

Federal financial software brand through standardizing functional requirements; and 

- developing a Product Control Board that informs on future FM policy and serves as a change 

management board for commonly used systems/or services.

FY 2017 and beyond objectives include:

- defining, analyzing, and implementing solutions that will enable improved financial 

management systems and operational solutions for the financial management community using 

an innovative and government-wide approach. Specific focus will be on continuing to meet 

OMB Memoranda 16-11 requirements focused on defining the processes and business rules 

associated with financial management business functions; shaping existing or informing future 

policy by coordinating input from the FM stakeholder community and making recommendations 

to the appropriate policy authority (e.g., Treasury, OMB); and by developing and managing a 

change management process for commonly used systems and/or services that ensures one 

Government voice of the user community.

Details of Useful Life Period: 

Year the investment began: 2010

End Year of the current planning cycle: 2023

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

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

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

efforts were included through FY 2015 and O&M estimates through FY 2023. To date, FMLoB 

has not conducted an Alternative Analysis and OMB has not expressed a desire to conduct one. 

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 2023.
Investment Name: Fiscal Agent Infrastructure Services (FAIS)

Type of Investment: Major IT Investment

Description:

Fiscal Agent Infrastructure Services (FAIS) includes the Treasury Web Application 

Infrastructure (TWAI) platform which is a multi-tiered web environment for highly secure 

systems that provide public access.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 71.14 12.15 18.44 13.93 11.96 11.96 N/A 11.96 151.54

O&M Costs 346.41 73.38 74.01 82.72 85.95 85.95 N/A 85.95 834.37

Total Costs 417.55 85.53 92.45 96.65 97.91 97.91 N/A 97.91 985.91

Number of 

FTE 65.00 3.00 3.00 3.00 3.00 3.00 N/A 3.00 83.00

Summary of Purpose, Goals, and Benefits: 

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

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

with the need to provide public access to the applications. TWAI currently houses over 20 

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

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

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

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

environment on behalf of the Fiscal Service.

The investment's goals and anticipated benefits include:

- assure exceptional performance of TWAI daily operations;

- deliver on TWAI commitments;

- enhance the end-to-end customer experience;

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

and

- develop, challenge, and grow TWAI Team Members.

Return on Investment: 

As of June 2016, the estimated five year return on investment for the FAIS investment is 5.74 

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

support services for the Fiscal Service from an alternative provider.

Requirements/ Benefits/ Mandates: 

Agency Strategic Plan / Annual Performance Plan: Aligns with Treasury and Fiscal Service 
Strategic Plans for FY 2016 - FY 2019. Specifically, it aligns to Fiscal Service Strategic Goal #3, 

"Deliver exceptional programs and services".

Accomplishments and Future Objectives: 

FY 2016 accomplishments include:

1. East Rutherford Operations Center (EROC) annual FISMA compliance disaster recovery 

exercise completed August 2016.

2. CIR - completed infrastructure ready for EROC contingency site and received/deployed 

application code to Dallas. Successful transition of 4 trading partners to File Transfer Gateway in 

CIR production environment.

3. Rapid Provisioning - received commitment from nine business applications to move forward 

with Rapid Provisioning Phase II project.

4. DNP Long Term Analytics - round 2 of hotfixes applied to QA and production environments.

5. PPS - new FT environment completed as 'Infrastructure Ready'. Implemented version 2.1.

6. Dallas Operations Center annual FISMA compliance disaster recovery exercise successfully 

completed February 2016. A total of nine applications participated in the DRE with four 

applications (Debit Gateway, OTCnet, Forecasting and Electronic Check Processing) operating 

at their alternate site (EROC) for a two week extended stay.

7. Navy Cash - application deployment/test in progress in QAC/QAF environment. Application 

interfaces with PNC (C:D, MQ, Secured Transport) established and tested.

8. BMS - application was successfully moved to the production environment.

9. TWAI 2016 releases - 70 total releases (major releases - 10; minor releases - 27; patch releases 

- 33)

FY 2017 key I\initiatives for 2017 and beyond:

1. Treasury Business Technology Strategy and Implementation (TBTS) - phase 1 series of 

projects to address technology debt. These projects will migrate infrastructure components to the 

newest versions of Solaris and Red Hat Enterprise Linux (RHEL) platforms and modernize the 

underlying hardware. 

2. Treasury Business Technology Strategy and Implementation (TBTS) - phase 2 include efforts 

to establish or further build the service groupings, and includes Public Cloud, Private Cloud, and 

Analytics.

3. Achieve operational efficiency, effectiveness, stability and resilience through multiple aspects 

of the Treasury Business Technology Strategy initiatives and the implementation of mandates 

from the Treasury Cyber Security Activities.

4. Improvement, enhancement and development of existing and new cybersecurity related 

capabilities are required over the next 3 years.

Details of Useful Life Period: 

Year the investment began: 2003

End Year of the current planning cycle: 2022

Description of why the investment is not consistent with life cycle model defined in OMB 
Performance Evaluation and Metrics: 

Metric 

Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

SLA #1 Critical 

hour of 

production 

availability

Customer 

Satisfaction 

(Results)

Over target Monthly

Full Day of 

Infrastructure 

availability

99.99 100.00 03/31/2017

SLA Metric #3 

Priority 1 

incident 

response. The 

Mean Time to 

Restore P1 

Infrastructure 

Incidents

Strategic and 

Business 

Results

Under target Monthly minutes 120.00 0.00 03/31/2017

Total Open 

Audit Findings

Strategic and 

Business

Results

Under target Monthly

Total Open 

Audit 

Findings and 

Observations

49.00 14.00 03/31/2017

Problem Work 

Days to Root 

Cause for 

Priority 1 

Incidents

Strategic and 

Business 

Results

Under target Monthly Number of 

Days 15.00 0.00 03/31/2017

Number of SOW 

Projects 

Currently not on 

Schedule

Financial 

Performance Under target Monthly Count 2.00 0.00 03/31/2017
Investment Name: Fiscal IT Infrastructure Services (FIIS)

Type of Investment: Major IT Investment

Description:

Fiscal IT Infrastructure Services (FIIS) is a collection of end user systems and support, 

mainframe and servers and support services, and telecommunications costs structured as 

Platform, Infrastructure, and Workplace as Services projects.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 0.00 23.34 18.45 18.81 19.19 19.56 19.90 19.90 139.15

O&M Costs 0.00 112.91 114.16 116.57 119.59 122.09 124.41 124.41 834.14

Total Costs 0.00 136.25 132.61 135.38 138.78 141.65 144.31 144.31 973.29

Number of 

FTE 0.00 269.00 312.06 312.06 317.00 321.25 324.97 324.97 2181.31

Summary of Purpose, Goals, and Benefits: 

The Fiscal IT Infrastructure Services (FIIS) investment provides Infrastructure as a Service 

(IaaS), Platform as a Service (PaaS), and Workplace as a Service (WaaS) to support the Bureau's 

IT infrastructure and users. The IaaS offering includes IT System Hosting and Trusted Internet 

Connection (TIC) subservices. The PaaS offering is comprised of Application Hosting and 

supports Web and Windows based applications. The WaaS offering includes Desktop, Mobile 

Device, and Unified Communication subservices. The goal of the FIIS investment is to deliver 

exceptional programs and services through information technology strategies that establish 

flexible, adaptable, and practical applications and processes while at the same time minimizing 

overall IT infrastructure expenses.

Return on Investment: 

As of September 2016, the estimated five year return on investment for the FIIS investment is 

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

services for Fiscal Service from an alternative provider. Due to the FY 2016 consolidation of the 

FIIS investment, and a holistic view of funding involved to support Fiscal Services' 

infrastructure services, the return on investment was re-assessed. This resulted in the 

identification of these services as providing a complete return on investment since all funding 

would need to be used to procure the services if not provided by the Fiscal Service.

Requirements/ Benefits/ Mandates: 

Agency Strategic Plan / Annual Performance Plan: Aligns to Treasury Strategic Goal #1:

Promote domestic economic growth and stability while continuing reforms of the financial 

system. FIIS also aligns to the four Strategic Objectives related to Strategic Goal #1. 

Objective 1.1: Promote savings and increased access to credit and affordable housing options. 
Objective 1.2: Wind down emergency financial crisis response programs. Objective 1.3: 

Complete implementation of financial regulatory reform initiatives, continue monitoring capital 

markets, and address threats to stability. Objective 1.4: Facilitate commerce by providing trusted 

and secure U.S. currency, products, and services for use by the public.

Accomplishments and Future Objectives: 

Objectives for the FIIS investment include continuing to provide support for mainframe 

processes, servers, data center facilities, peripherals, data storage, and network devices. The 

investment enables the Fiscal Service to improve results, manage IT resources effectively to 

accomplish the Bureau's mission, and deliver quality customer service. This leads to improved 

operational effectiveness, improved timeliness of investment information to investors, and 

increased opportunities in meeting the borrowing needs of the federal government.

Details of Useful Life Period: 

Year the investment began: 2016

End Year of the current planning cycle: 2026

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

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

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

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

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Customer Satisfaction - Percentage 

of IaaS, PaaS, and WaaS customer 

satisfaction survey results ratings 

good (4.00) to excellent (5.00).

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 85.00 94.64 03/31/2017

Incident Resolution - Percentage of 

IaaS, PaaS, and WaaS incident 

resolution time met. (Incidents 

considered met when resolved 

within established time frames.)

Strategic and 

Business Results Over target Monthly Percentage 80.00 93.27 03/31/2017

Network Availability - Percentage 

of network/communication service 

available to customers during 

normal hours of operation excluding 

planned maintenance outages.

Strategic and 

Business Results Over target Monthly Percentage 99.00 100.00 03/31/2017

Service Request Resolution -

Percentage of IaaS, PaaS, and WaaS 

service requests resolved on time. 

(Requests considered met when 

resolved within established time 

frames.)

Strategic and 

Business Results Over target Monthly Percentage 85.00 94.33 03/31/2017
Security Patching 

- Percentage of 

critical or high security patches 

implemented 30 days after release 

of the patch by vendors.

Financial 

Performance Over target Monthly Percentage 95.00 100.00 03/31/2017
Investment Name: International Treasury Services (ITS.gov)

Type of Investment: Major IT Investment

Description:

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

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

provides screening for Office of Foreign Asset Control compliance.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 16.35 5.48 4.45 4.78 4.97 5.32 N/A N/A 41.35

O&M Costs 26.55 6.24 9.73 9.53 9.66 10.07 N/A N/A 71.78

Total Costs 42.90 11.72 14.18 14.31 14.63 15.39 N/A N/A 113.13

Number of 

FTE 37.00 10.31 11.00 11.00 11.00 11.00 N/A N/A 91.31

Summary of Purpose, Goals, and Benefits: 

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

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

collection, and reporting, with Office of Foreign Asset Control (OFAC) screening, for federal 

agencies. ITS.gov supports payments to more than 200 foreign countries or territories in over 

100 currencies for both Treasury-Disbursed Offices (TDO) and Non Treasury-Disbursed Offices 

(NTDO) including the Department of Defense, Veterans Administration, and Social Security 

Administration. For FY 2016 (FY to date as of 8/31/2016) ITS.gov processed 6.8 million 

payments valued at $24 billion. 

ITS.gov benefits include: 

- secure, web-based payment and collections portal;

- eliminates multiple legacy foreign payment systems across government;

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

- provides OFAC screening as a shared service;

- expedites foreign payment settlement;

- automates processing to improve data integrity;

- supports manual and bulk file processing;

- on-demand, customizable electronic reporting capabilities; 

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

- secure, encrypted access controls; and

- separation of duties to ensure payment security and integrity.

Return on Investment: 

ITS.gov return on investment is calculated at a combined 246 percent through savings and cost 
avoidance through FY 2020. ROI decreased from last year due to a new Fiscal Service IT Cost 

Policy which standardized the costs reported in the Fiscal Service IT investments. Costs 

previously not reported within ITS.gov are now included as of FY 2016. ITS.gov provides a 

unique and valuable combination of international payment and collection capabilities and 

represents a valuable shared services provider for the federal Agency community. ITS.gov is a 

web-based international payments and collections application that provides federal agencies with 

the ability to use either automated batch or ad-hoc solutions to process international payments 

and collections. ITS.gov provides a single point of delivery to over 200 countries and territories 

and supports more than 100 foreign currencies. This investment has allowed the Fiscal Service to 

continue to expand its international financial service capabilities while saving money by 

leveraging a critical mass of volume to achieve economies of scale and realize significant cost 

avoidance and savings related to foreign exchange cost savings. ITS.gov has been able to 

significantly reduce the cost associated with processing payments to foreign recipients by 

converting large numbers of transactions to electronic payments, and has achieved large savings 

by supporting both spot and guaranteed advanced exchange rate options.

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

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

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

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

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

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

provides payment information reporting to the Payment Information Repository (PIR) for all 

Treasury Disbursed Organization payment activity and will begin interfacing with the new Post 

Payment System in FY 2017 to support Fiscal Service initiatives to improved financial data 

reporting and transparency.

Accomplishments and Future Objectives: 

FY 2016 accomplishments include:

- implemented new Direct Voucher System interface;

- technical Debt remediation to support the Fiscal Agent consolidation effort (ongoing);

- International Direct Deposit Country Expansion; and

- Fiscal Agent consolidation completion.

FY 2017 objectives include the following high priority initiatives:

- complete phase 1 of the ITS - Post Payment System interface development;

- complete phase 1 of the DOD NTDO conversion efforts;

- International Direct Deposit Country Expansion - a major SSA initiative;

- integrate and implement new Static Code Monitoring Systems;

- PPS Phase 2 to support integrated return payment notifications and processing;

- begin work on Payment Management 2020 Vision Initiative to develop new common standard 

input file support.

FY 2018 objectives include:

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

transition;
- support Post Payment System phase 2 implementation;

- continue International Direct Deposit country expansion to support the Federal benefit 

agencies;

- implement infrastructure updates;

- support security enhancements; and 

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

Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Percentage of ITS.gov EFT 

and check payments made 

on time based on the 

requested settlement date, as 

directed by Federal agency 

and payment recipient. (The 

number of business days in 

which ITS did not need to 

request an extension of 

Citi's 2:00pm EST deadline 

divided by the number of 

business days).

Strategic and 

Business 

Results

Over target Monthly % 99.00 100.00 03/31/2017

Percentage of Fedwire 

payments made on time 

based on the requested 

settlement date, as directed 

by the Federal agency and 

payment recipient. (The 

number of business days in 

which ITS.gov submits all 

Fedwire payments timely 

divided by the number of 

business days).

Strategic and 

Business 

Results

Over target Monthly % 99.00 100.00 03/31/2017

Percentage of straightthrough processing of 

payments. (The total 

number of payments less 

returned payments divided 

by total number of 

payments).

Financial 

Performance Over target Monthly % 99.00 99.87 03/31/2017

Percentage of timely 

availability of FX rate files 

to customers by 8:00am ET. 

(The number of business 

days in which ITS.gov has 

FX rates available for 

customers by 8:00am ET 

divided by the number of 

business days).

Strategic and 

Business 

Results

Over target Monthly % 99.00 100.00 03/31/2017
Percentage of system 

availability to users 

(Monday-Friday). (Actual 

application availability 

divided by scheduled 

application availability).

Customer 

Satisfaction 

(Results)

Over target Monthly% 99.00 100.00 03/31/2017
Investment Name: Invoice Processing Platform (IPP)

Type of Investment: Major IT Investment

Description:

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

participants in federal payment transactions.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 22.74 3.58 5.49 0.00 0.00 0.00 N/A N/A 31.81

O&M Costs 69.22 16.59 15.90 24.03 19.32 19.07 N/A N/A 164.13

Total Costs 91.96 20.17 21.39 24.03 19.32 19.07 N/A N/A 195.94

Number of 

FTE 22.00 6.00 6.00 6.00 6.00 N/A N/A N/A 46.00

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 -53.19 percent which is lower than 

reported last year. The change in ROI is a direct result of the change in reporting costs and 

reduced projections for invoice transactions. Agencies have been slow to fully implement IPP as 

planned. The delays in implementation have impacted invoice transaction totals. It is expected 

that more agencies will complete implementation in 2017 and 2018. Per guidance this year, 

contra and allocated costs were included in the IPP submission which increased IPP's total cost. 

This change, coupled with the decision from management to reduce invoice transaction 

projections (due to slow adoption) impacted cost savings which factors into the ROI. IPP is 

expected to have a positive ROI in 2020 of (17.97 percent). As the number of invoice 

transactions increase, the Invoice Processing Platform (IPP) will continue to prove to be 

beneficial both within the government (agencies) and external to the government (vendors). Cost 

savings and benefits are directly attributed to the number of invoice transactions processed. By 

2020, IPP expects to realize an annual cost savings of approximately $22.5 million per year.

Federal agencies can save time and money by adopting IPP:

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

- Available at no charge to federal agencies.

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

- Supports paperwork reduction initiatives.

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

cloud first policy.

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

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

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

a purchase order.

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

- Available at no charge to vendors.

- Enables vendors to better manage their cash flow projections.

Requirements/ Benefits/ Mandates: 

Agency Strategic Plan / Annual Performance Plan: Aligns with the Treasury Strategic Goal #1: 

Promote domestic economic growth and stability while continuing reforms of the financial 

system.

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

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

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

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

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

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

to adopt IPP.

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

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

17, 2015, OMB issued Memorandum M-15-19 (Improving Government Efficiency and Saving 
Taxpayer Dollars Through Electronic Invoicing) which directed agencies to transition to 

electronic invoicing for appropriate federal procurements. OMB named IPP as a well-established 

electronic invoicing solution agencies should consider.

Accomplishments and Future Objectives: 

FY 2016 accomplishments for the IPP includes the following:

- on boarded 81 Federal Agencies;

- successfully deployed Release 3.5 and 4.0 into production;

- held the Third Annual IPP Agency Forum and Agency User Group Meeting in May 2016;

- hosted several Information Sessions that targeted CFO agencies that expressed interest in 

implementing IPP and supported the OMB E-Invoicing mandate;

- Fiscal Agent Consolidation Transition Plan for IPP (Intra-Governmental and Commercial IPP) 

was approved, and G-Invoicing will transition to FAO September 2016;

- successfully completed its Annual Assessment and received its Authorization to Operate (ATO) 

in June 2016; 

- successfully completed the compliance with annual SSAE16 audit requirements;

- invoice volumes continually increased month-to-month for 2016 compared against 2015 

volumes which reflects IPP's increased usage across the government.

FY 2017 objectives include implementing the following:

- increase of electronic invoicing transactions submitted through IPP;

- onboarding of additional agencies and suppliers;

- mapping Vendors TINS to DUNs Numbers;

- modifications to the PO Remaining Balance Report;

- configure Workflow Assignments;

- continue to support the FAC consolidation activities;

- report wizard enhancements;

- batch file feedback;

- separate tolerances for goods and services;

- support foreign currency; 

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

- electronic invoicing enhancements; 

- infrastructure modernization and optimization; and

- outreach expansion for agencies and suppliers.
Performance Evaluation and Metrics: 

Metric 

Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

IPP is 

available to 

meet its user's 

needs with 

minimum 

interruption.

Strategic and 

Business 

Results

Over target Monthly Percentage 99.00 99.00 03/31/2017

Major 

Software 

Releases and 

patches 

Deployed with 

No Service 

Disruption

Strategic and 

Business 

Results

Over target Quarterly Percentage 98.00 99.00 02/28/2017

Percentage of 

helpdesk calls 

answered 

within 60 

seconds

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 80.00 96.00 03/31/2017

Number of 

Invoices 

processed in 

IPP (out of 

31,000)

Strategic and 

Business 

Results

Over target Monthly Number 31000.00 38074.00 03/31/2017

The cost 

savings for 

invoices 

processed 

using IPP 

equates to $15 

cost savings 

per invoice.

Financial 

Performance Over target Monthly Dollars 405000.00 571110.00 03/31/2017
Investment Name: IT Security and Compliance (ITSEC)

Type of Investment: Major IT Investment

Description:

Information Technology Security and Compliance (ITSEC) is a new investment in FY17/BY18 

created to separately report security program costs as mandated by OMB.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 0.00 0.00 13.99 14.05 N/A N/A N/A N/A 28.04

O&M Costs 0.00 0.00 28.76 29.88 N/A N/A N/A N/A 58.64

Total Costs 0.00 0.00 42.75 43.93 N/A N/A N/A N/A 86.68

Number of 

FTE 0.00 0.00 72.00 83.00 N/A N/A N/A N/A 155.00

Summary of Purpose, Goals, and Benefits: 

The Fiscal Service ITSEC investment covers costs associated with IT Security resources setting 

policy, establishing process and means, measuring compliance, and responding to security 

breaches. Additionally, the Investment captures costs associated with IT compliance such as 

establishing controls and measuring compliance to relevant legal and compliance requirements. 

The goals of the costs associated with the ITSEC investment support the mission of Fiscal 

Service to promote the financial integrity and operational efficiency of the federal government 

through exceptional accounting, financing, collections, payments, and shared services. One of 

the benefits of annotating a security investment allows security resources and costs to be 

individually quantified and reflects the importance of security to the Fiscal Service mission. The 

investment also includes costs associated with privacy but does not include mission (non-IT) 

security and compliance. Costs associated with a specific system's Security Assessment and 

Accreditation (SA&A), Information System Security Officer (ISSO) labor costs, or any other 

cyber security costs that are not considered enterprise and are specifically related to an individual 

investment are not included.
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: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 71.56 8.00 9.01 9.64 6.19 10.02 N/A N/A 114.42

O&M Costs 44.64 13.10 12.21 11.48 15.13 11.91 N/A N/A 108.47

Total Costs 116.20 21.10 21.22 21.12 21.32 21.93 N/A N/A 222.89

Number of 

FTE 29.50 6.00 6.10 6.10 6.25 6.25 N/A N/A 60.20

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. OTCnet has fully incorporated the functionality of the two legacy systems (PCC 

OTC and TGAnet) into OTCnet. TGAnet was decommissioned in June 2011 and all PCC OTC 

agencies were converted to OTCnet in 2012. PCC OTC has been de-activated for all agency 

access and it was fully decommissioned at the infrastructure level in August 2013. Additional 

conversion activities in 2012 included converting agencies from CashLink and Ca$hLink II, to 

OTCnet to support Ca$hlink II decommissioning. OTCnet is a complex system that utilizes a 

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

uses the system across the globe. Future functionality includes: data quality management 

enhancements, and corrections functionality for deposits. The primary beneficiaries of this 

investment are the agency end users, Financial Institutions, and government. OTCnet yields 

substantial cost savings as a shared service across the government servicing over 96 agencies and 

over 80 Financial Institutions.

Return on Investment: 

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

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

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

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

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

automated user recertification provides productivity improvements to agencies for large number 

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

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

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

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

reconciliation processes.

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

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

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

Requirements/ Benefits/ Mandates: 

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

Treasury Strategic Plan for Fiscal Years 2014 - 2017. Aligns with Treasury Strategic Plans for 

FY 2014 - FY 2017. Specifically, it aligns to Treasury Strategic Goal 1: Promote domestic 

economic growth and stability while continuing reforms of the financial system; and Treasury 

Strategic Objective Goal 1: Strategic objectives 1.1 - 1.4. Also aligns to the Bureau of the Fiscal 

Service Strategic Plan for Fiscal Years 2014-2017.

Accomplishments and Future Objectives: 

FY 2016 accomplishments include a technology upgrade primarily focusing on the application's 

compatibility with the latest Internet Explorer browser versions and improving the design of the 

user interface pages. The goal was to move away from custom developed frameworks and be 

more readily integrated with other frameworks and current technologies.

FY 2017 and beyond objectives include:

- Implement data quality management enhancements to increase revenue collections efficiencies.

- Support Treasury Cyber security strategy

- Sustain and improve business operations and operational and business resiliency.

- Implement Corrections functionality for deposits.

Details of Useful Life Period: 

Year the investment began: 2009

End Year of the current planning cycle: 2020

Description of why the investment is not consistent with life cycle model defined in OMB 
Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

System Availability, 

percent of system will 

be available 24x7x365.

Strategic and 

Business 

Results

Over target Monthly % 97.00 100.00 03/31/2017

Provide Timely ACH 

File Processing via 

Debit Gateway. ACH/ 

Check 21 transactions 

received before the 

daily cutoff times of, 

1:30AM (FedACH) 

and 8:30AM(Check 

21), are sent on time to 

the Debit Gateway per 

month.

Strategic and 

Business 

Results

Over target Monthly % 94.00 100.00 03/31/2017

Deposit reports 

received by OTCnet, 

before daily cutoff 

times of 2:30PM 

(Fedwire) and 9:10PM 

(End of Day), are 

transmitted on time to 

TRS per month.

Financial 

Performance Over target Monthly % 94.00 99.00 03/31/2017

Percent of Deposit and 

Debit Voucher Reports 

that are available on 

time or delivered to 

agencies by 10AM 

daily.

Strategic and 

Business 

Results

Over target Monthly % 100.00 100.00 03/31/2017

Monthly customer 

service telephone call 

abandonment rate will 

not exceed 3%

Customer 

Satisfaction 

(Results)

Under target Monthly % 3.00 0.84 03/31/2017
Investment Name: Pay.gov

Type of Investment: Major IT Investment

Description:

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

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

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 50.26 3.97 3.83 4.73 5.06 5.20 N/A N/A 73.05

O&M Costs 125.01 13.21 18.45 19.24 19.93 20.53 N/A N/A 216.37

Total Costs 175.27 17.18 22.28 23.97 24.99 25.73 N/A N/A 289.42

Number of 

FTE 39.00 5.00 5.00 5.00 5.00 5.00 N/A N/A 64.00

Summary of Purpose, Goals, and Benefits: 

Pay.gov Services (Pay.gov) provides a government-wide Internet collection channel for Federal 

Program Agencies (FPAs) to collect non-tax revenue. It provides a suite of electronic financial 

services and interfaces to enable federal agencies to make financial collections electronically, 

specifically over the Internet. By providing the Internet collection channel, Pay.gov helps 

promote the all-electronic Treasury vision. Pay.gov Services directly support the collection and 

deposit of funds into the Treasury on behalf of federal agencies. This is a key component of the 

multi-faceted government-wide financial management mission of the Fiscal Service. One of the 

critical goals of the Fiscal Service is to convert paper-based transactions to electronic methods; 

Pay.gov is the primary program supporting this goal. Fiscal Service also had the goal of 

providing citizens with convenient and secure payment options, Pay.gov delivers this medium. 

Previous strategic goals that Pay.gov has helped the Fiscal Service meet include: 1) Providing 

timely collection of federal government receipts, at the lowest cost, through an all-electronic 

Treasury; and 2) Establishing policies and processes to facilitate the integration of e-commerce 

technologies into the payments and collections infrastructure. Pay.gov services support the Fiscal 

Service's mission by providing a secure, efficient, and user-friendly collection channel for 

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

efficiency and financial integrity. 

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

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

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

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

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

of Pay.gov.
Return on Investment: 

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

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

Requirements/ Benefits/ Mandates: 

Agency Strategic Plan / Annual Performance Plan: Aligns with Treasury Strategic Plans for 

FY 2014 - FY 2017. Specifically, it aligns to Treasury Strategic Goal 1: Promote domestic 

economic growth and stability while continuing reforms of the financial system; and Treasury 

Strategic Objective Goal 1: Strategic objectives 1.1 - 1.4.

Accomplishments and Future Objectives: 

FY 2016 accomplishments include collecting $136 billion dollars through 159 million 

transactions while increasing agency applications to 2610. Pay.gov exceeded the projection to 

process 138 million transactions worth $120 billion. Pay.gov met its goal for system availability 

of 99.8 percent. Planned milestones include: Implement Digital Wallet #3 provider to offer 

another online payment option for customers, implement Master Case in support of the Treasury 

Centralized Reporting System's use of the eBilling service, implement ACH Credit as a Pay.gov 

Payment option to support high dollar and business customers, transition online reports used by 

agencies and administrators from WebFOCUS to Jasper or Business Intelligence and Reporting 

Tools (BIRT) and infrastructure changes to support environmental upgrades.

FY 2017 objectives include collecting $132 billion dollars through 168 million transactions 

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

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

Payer Profile and Company Profile. Introduce a new Administrative user interface. Implement 

technology and process-based tactics to strengthen the demonstrated level of Operation 

Excellence as measured by downtime, stability, scalability, and availability. Implement Fraud 

prevention and detection measures, improvements to Operational Resiliency and Cybersecurity 

measures.
Performance Evaluation and Metrics: 

Metric 

Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Collect $11.0B 

per month in 

FY17

Strategic and 

Business 

Results

Over target Monthly

Billions of 

dollars 

collected

11.00 13.04 03/31/2017

Process 14. 

million collection 

transactions per 

month in FY17

Financial 

Performance Over target Monthly

Millions of 

transactions 

processed

14.00 16.43 03/31/2017

Maintain system 

availability of 

99.8%

Customer 

Satisfaction

(Results)

Over target Monthly

system 

availability 

%

99.80 100.00 03/31/2017

Percent of ACH 

Files sent to the 

Debit Gateway 

timely (by 2am 

EST cutoff)

Strategic and 

Business 

Results

Over target Monthly Percentage 

of Files Sent 100.00 100.00 03/31/2017

Percentage of 

Credit/Debit card 

payments 

submitted to Card 

Acquiring Bank 

delivered timely 

(by 2am EST 

cutoff)

Strategic and 

Business 

Results

Over target Monthly

Percent of 

transactions 

submitted

100.00 100.00 03/31/2017
Investment Name: Payment Services (PS)

Type of Investment: Major IT Investment

Description:

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

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

and wire transfer payments in a secure manner.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 0.00 18.87 16.71 19.46 19.88 16.37 N/A N/A 91.29

O&M Costs 0.00 24.29 29.44 27.85 28.15 28.62 N/A N/A 138.35

Total Costs 0.00 43.16 46.15 47.31 48.03 44.99 N/A N/A 229.64

Number of

FTE 0.00 154.04 147.60 150.39 149.93 130.09 N/A N/A 732.05

Summary of Purpose, Goals, and Benefits: 

Payment Services (PS) is the only resource for Federal Program Agencies (FPAs) to certify 

ACH, Check, wire transfers, IAT, CTX, ASAP, and ITS.gov payments. PS reduces costs for the 

federal government by eliminating redundant certification tools, overhead, and unique 

applications for over 200 agencies (such as Social Security Administration (SSA), Office of 

Personnel Management (OPM), and the Internal Revenue Service (IRS)). PS provides a security 

assurance level 4 system for payment certification and maintains the only resources for 

processing, settlement, and distribution payments. In addition, PS is the conduit for all eligible 

payments to be screened thru DNP and TOP for possible elimination of improper payments, and 

payment offsets when debts are owed, therefore saving the government dollars. This investment 

also includes the system of record for all payment voucher data eliminating the need for agencies 

to have their own infrastructure for maintaining this information. It also includes Certifying 

Officer Training, which is provided to FPA users to improve the accuracy and data quality with 

the payment initiation process.

Return on Investment: 

Payment Services represents multiple projects that are modernizing or fully replacing outdated 

legacy systems and processes resulting in a -72.65 percent return on investment. The low ROI is 

mainly due to limited data for benefit analysis for several of the projects which were not 

previously reporting via the CPIC process and newly implemented cost policy, which raised cost 

(from a reporting perspective). All the projects under the PS investment contribute to the 

streamlined and automated payment origination service(s) offered by the Fiscal Service to 

Treasury Disbursed Organizations (TDO).
Requirements/ Benefits/ Mandates: 

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

Service Strategic Plans for Fiscal Years 2014-2017. Payment Services aligns to Treasury's 

Strategic Goal 1, "Promote domestic economic growth and stability while continuing reforms of 

the financial system" More specifically, it aligns to Strategic Objective 1.4 "Facilitate commerce 

by providing trusted and secure U.S. currency products and services for use by the public" 

Domestic payments originated through the Payment Services investment are screened through 

Do Not Pay and Treasury Offset Program to ensure payments are made securely and properly.

Accomplishments and Future Objectives: 

The FY 2017 and beyond objectives primarily focus on enhancements that will provide value to 

users and streamline processing. Part of this is fully removing legacy payment processing code, 

systems, and formats that have been replaced with more current technology and have 

standardized domestic payment issuance for the federal government. Security enhancements are 

underway to require PIV cards as part of the logon credential standards for Fiscal Service 

systems by federal employees in other agencies.
Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Number of Production 

Severity 1 problems 

reports

Strategic and 

Business Results Under target Monthly

Number of 

severity 1 

problems 

reported

1.00 1.00 03/31/2017

Percentage of check and 

EFT payments processed 

accurately and on time.

Strategic and 

Business Results Over target Monthly

% of 

payments 

processed 

accurately and 

on time

100.00 100.00 03/31/2017

Average cost per 

payment based on 

project costs and 

transactions processed by 

PAM in cents. The 

metric aligns with the 

Fiscal Service AC's goal 

to keep costs at a cent 

(0.01) or below.

Financial 

Performance Under target Monthly

Cost (in 

Cents) per 

payment 

processed in 

PAM

0.01 0.01 03/31/2017

Percentage of System 

Availability during 

Normal Operations 

(PAM)

Customer 

Satisfaction 

(Results)

Over target Monthly % of System 

Availability 1.00 1.00 03/31/2017

Percentage of System 

Availability during 

Normal Operations 

(NTAP)

Customer 

Satisfaction 

(Results)

Over target Annual % of System 

Availability 99.00 100.00 10/31/2016

Percentage of Schedules 

processed in SPS and 

sent to PAM within 4 

minutes of being 

certified

Strategic and 

Business Results Over target Monthly

% of 

schedules 

processed 

within 4

minutes

99.00 100.00 03/31/2017

Number of Unscheduled 

Outages (PRinCE)

Strategic and 

Business Results Under target Quarterly Number of instances 0.00 0.00 03/31/2017

DSSV System 

Availability

Customer 

Satisfaction 

(Results)

Under target Monthly Hours of 

Downtime 4.00 0.00 03/31/2017

Number of incidents the 

Daily PIR Voucher File 

is not delivered to GWA 

by 12am.

Customer 

Satisfaction 

(Results)

Under target Monthly Number of 

incidents 0.00 0.00 03/31/2017

Percentage of System 

Availability during 

Normal Operations (CO 

Training)

Customer 

Satisfaction 

(Results)

Over target Annual % of System 

Availability 98.00 100.00 10/31/2016
Investment Name: Post Payment Services

Type of Investment: Major IT Investment

Description:

Post Payment Services (PPS) provides a single source for aftermath payment processing for 

Federal Program Agencies. It simplifies reconciliation activities, improves information 

exchange, and reduces paper-based processes for users.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 0.00 11.22 16.34 12.87 7.24 0.00 0.00 0.00 47.67

O&M Costs 0.00 24.98 40.32 41.13 36.14 7.77 7.16 14.33 171.83

Total Costs 0.00 36.20 56.66 54.00 43.38 7.77 7.16 14.33 219.50

Number of 

FTE 0.00 49.16 50.64 28.12 21.75 11.00 11.00 22.00 193.67

Summary of Purpose, Goals, and Benefits: 

Post Payment Services will consolidate all payment aftermath processing into one 

comprehensive application by merging processing currently performed by six legacy systems: 

Post Payment System (PPS), Treasury Check Information System (TCIS), Payments, Claims and 

Enhanced Reconciliation (PACER), Treasury Receivable, Accounting and Collection System

(TRACS), Teletrace, and Treasury Offset Program (TOP) Control System (TCS). The 

consolidation of post payment systems will reduce costs associated with operations and 

maintenance of legacy systems, reduce duplicative functionality, eliminate redundancy of data 

across systems and provide a single source for aftermath payment processing for FPAs.

Post Payment Services will utilize standardized reporting using Common Government-wide 

Accounting Classification (CGAC) structure, and leverage commercial off-the-shelf (COTS) 

software solutions, when appropriate, to provide common, best practice functionality and proven 

implementation methodologies. Post Payment Services will provide enhanced streamlined 

business processes and productivity gains that will simplify reconciliation activities, improve 

information exchange, reduce paper-based processes, integrate disparate processes, improve 

fraud detection, and enable self- service functions for agencies and Financial Institution users. 

PPS will include functionality to process claims/adjudications, cancellations, check 

reconciliation, settlements, offsets, and accounting, with customer service and self-service 

applications. Legacy post payment systems will be retired through phased implementation of 

PPS. Quantitative and qualitative benefits will be realized through cost avoidance, cost savings, 

and performance improvements as measured by: 

- decommission of systems;

- improved ability to deliver services and respond to customer inquiries more accurately and 
quickly;

- improved access to information for FPA and Financial Institution users; 

- elimination of duplicate assets;

- minimized interfaces and duplication of data;

- improved reliability of systems; 

- improved ability to maintain a single system; 

- accommodate increases in workload or demand;

- reduce manual Regional Finance Center (RFC) operations;

- improved efficiency;

- modernized operations; and

- modernized technical environment.

Beneficiaries include government agencies, Non-Treasury Disbursing Offices, the Federal 

Reserve Bank, Financial Institutions, and the American public.

Return on Investment: 

The Post Payment System (PPS) is the only Post Payment Services system with active DME 

project, and expects to achieve a five year ROI of 236.68 percent with a break-even point in FY 

2017. PPS will yield significant benefits and productivity gains through process improvements, 

centralization and automation of functionality and systems consolidations. Cost savings will be 

achieved through decommissioning of legacy systems, elimination of contracts, and reductions 

and re-purposing of staff resources.

The centralized PPS will provide Treasury many qualitative benefits including:

- increased IT system flexibility and efficiency;

- compatibility with Treasury and Fiscal Service Enterprise Architecture (EA);

- improved risk management and control;

- improved mission performance;

- increased reporting capabilities;

- increased ability to implement organizational strategies; and

- improved reliability of information and increased confidence from agency customers.

PPS will enhance development capabilities by elimination of obsolete software and technology 

platforms, and increasing scalability for future expansion. Monetary benefits from staff savings 

or reinvestment will be realized through:

- future cost avoidance; 

- permanent reduction in staff hours related to the affected Fiscal Service business processes;

- re-purposing of saved staff hours within the identical business process to meet discretionary 

workload increases 

- staff savings across government due to reduced reporting and reconciliation requirements; and

- staff savings across government due to more timely availability and accuracy of data to support 

decision making.

System of record functionality will be transferred from legacy applications to PPS with each 

phase, and legacy systems will be decommissioned as appropriate. PPS customers from 

Philadelphia Finance Center, FPAs, and Financial Institutions will benefit from a consolidated 
source of all post payment data and reconciliation tools with minimized use of paper based 

communication. Customers will have access to summary and detailed reports to perform 

transaction and accounting reconciliation in a central location. Portal users will have access to all 

payment and post payment data, with the ability to research issues through use of standard 

reports, analytical tools, and enhanced communication with PFC personnel via instant chat and 

inbox messaging. FPAs will be able to perform online tasks via self-service functions.

Requirements/ Benefits/ Mandates: 

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

Service Strategic Plans for Fiscal Years 2014-2017. Post Payment Services supports Treasury 

Strategic Goal #1: Promote domestic economic growth and stability while continuing reforms of 

the financial system. Post Payment Services will provide a single source, efficient and modern 

post payment processing environment, while replacing legacy systems. Post Payment Services 

consolidation of Fiscal Service's post payment systems will reduce costs associated with the 

maintenance of legacy systems, eliminate redundancy of data across systems, and provide onestop payment aftermath processing.

Accomplishments and Future Objectives: 

In FY 2017, PPS Release 3.0 will be implemented and include accounting functionality, and the 

establishment of a parallel production simulation model for a full year. Production tests will 

ensure complete accuracy of all incoming and outgoing agency data transfers prior to the 

accounting model going live with PPS Release 4.0. PPS Release 3.0 will also transfer 

cancellations processing from the legacy PACER system to PPS. During 2017, a significant 

portion of legacy TRACS and PACER functionality will move to PPS, and establish PPS as the 

Treasury system of record for payments. PPS will become responsible for: processing of claim 

and cancellation transactions; generation of accounting events, reports, and interface files; and 

storage of all data related to payments and cancellations.

In FY 2017 and beyond, PPS plans to implement Release 4.0, 5.0 (FY 2018), and 6.0 (FY 2019). 

Functionality will include that of CTS, TRACS, and Teletrace, and permit their 

decommissioning. Release 5.0 expands PPS with additional components for ACH claims 

processing, check claims, call center, workflow enhancements, and an interactive Portal. Release 

5.0 will transfer remaining functionality from legacy systems PACER and TCIS, and allow for 

their concurrent decommissioning. The final PPS development phase, Release 6.0, will complete 

the fulfillment of remaining PPS requirements, with the addition of Straight Through Processing 

(STP) and NTDO Payment Reporting.
Performance Evaluation and Metrics: 

Metric 

Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Percentage of 

published hours 

of availability 

met by the PPS 

application

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 0.97 1.00 03/31/2017

Percentage of 

non-match's with 

PACER 

identified and 

reported within 

24 hours of the 

exception

Strategic and 

Business Results Over target SemiAnnual Percentage 0.97 1.00 03/31/2017

Percentage of ad 

hoc query request 

are processed 

within 48 hours

Strategic and 

Business Results Over target Monthly Percentage 0.97 1.00 03/31/2017

Percentage of 

payee object file 

updated within 24 

hours of activity

Strategic and 

Business Results Over target Monthly Percentage 0.97 1.00 03/31/2017

TCIS Percentage 

of published 

hours of 

availability

Customer 

Satisfaction 

(Results)

Over target Monthly percentage 0.96 0.98 03/31/2017

PACER: System 

Response Time 

for requests

Customer 

Satisfaction 

(Results)

Over target Monthly seconds 2.00 1.00 03/31/2017

Suspect payment 

amount.

Financial 

Performance Over target Monthly dollars 0.13 0.73 03/31/2017

TRACS 

Percentage of 

published hours 

of availability of 

the TRACS 

application

Customer 

Satisfaction 

(Results)

Over target Monthly percentage 0.98 0.99 03/31/2017

TRACS Ad-Hoc 

Query requests 

are processed 

within 48 hours

Customer 

Satisfaction 

(Results)

Over target Monthly percentage 0.98 0.99 03/31/2017
Investment Name: Retail Securities Services (RSS)

Type of Investment: Major IT Investment

Description:

Retail Securities Services (RSS) is a consolidated investment containing multiple systems and 

applications used to sell and service U.S. Treasury securities held directly by private individuals 

and organizations.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 64.51 11.36 7.76 13.98 5.04 2.58 N/A N/A 105.23

O&M Costs 177.10 27.02 29.85 28.03 31.31 32.61 N/A N/A 325.92

Total Costs 241.60 38.38 37.61 42.01 36.35 35.19 N/A N/A 431.15

Number of 

FTE 542.00 88.68 94.71 107.21 77.28 75.47 N/A N/A 985.35

Summary of Purpose, Goals, and Benefits: 

The Fiscal Service 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, the Fiscal Service manages the Retail program.

The mission of the Retail program is to provide private individuals and organizations the means 

to purchase U.S. Treasury securities directly from the U.S. Department of the Treasury, and to 

have these holdings maintained and serviced by representatives of the Department at minimal or 

no cost to the customer. This program was initiated to provide the U.S. citizenry with the option 

to directly own debt obligations of their federal government with minimal involvement of a third 

party. Throughout its long history, the Retail program has continuously re-engineered its 

business processes and exploited the latest technological innovations to remain relevant to its 

customer base, and to operate in the most cost-effective and efficient manner.

In addition to selling new Treasury securities, the Retail program is also responsible for servicing 

older Treasury debt instruments that matured years ago but remain un-redeemed by the owners. 

This legacy debt dates back to the founding of our federal republic in 1789. This servicing is not 

provided as a courtesy, but directly serves a core goal of our federal republic to maintain the 

"ï¿1⁄2full faith and credit of the U.S. Federal government," by honoring all debt obligations of the 

federal government regardless of its age.

In order to achieve its mission, the Retail program maintains multiple IT applications to sell and 

service its products. These systems are maintained under the consolidated investment portfolio 

known as the Retail Securities Servicing (RSS). These applications include relatively new 

internet-based systems and older mainframe-based systems that are hosted on various IT 
platforms maintained by both Fiscal Service and Federal Reserve personnel. 

For the last twenty years, the Retail program has aggressively pursued its goals by utilizing IT 

innovations, telecommunication improvements and the internet to upgrade its product line, 

services and operations. The internet has provided us an opportunity to provide our customers 

more interactive services that empower self-servicing. These innovations allow the Retail 

program to continue to remain relevant into the 21st century.

Return on Investment: 

The updated 5-Year ROI (FY2016 - FY2020) is estimated to be 77.54 percent. This investment 

provides benefit to the taxpayer and translates to opportunities for greater versatility and 

improved operational effectiveness of the Federal Government. The government's borrowing 

needs are continuing to be met through the accounts and relationships effectively processed and 

managed by Retail's systems. Retail's Development Modernization and Enhancement (DME) 

dollars are presenting the additional benefit of offering customers more self-service options 

reducing the need for customer service intervention. Retail's DME dollars are also working 

towards reducing the duplication of effort between processing sites and increasing first contact 

resolution which should reduce staffing requirements.

For the future, Retail is engaging in a long-term project to develop a replacement for the 

TreasuryDirect system (our current public facing internet application) that will modernize the 

current servicing program by providing better tools and infrastructure to accomplish directaccess retail investing. The project's goal is to deploy a system with more streamlined 

functionality that will appeal to a wider and more diverse clientele. In addition to developing 

new application, Retail is actively reviewing its inventory of IT resources in order to better 

assess its IT needs and how to best meet these needs with a reduce IT foot-print.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: - Borrowing Authority for Bonds; Title 31, United States Code (USC), 

Subtitle III, Chapter 31, Subchapter I, Section 3102.

- Borrowing Authority for Notes; Title 31, USC, Subtitle III, Chapter 31, Subchapter I, Section 

3103.

- Borrowing Authority for Certificates of Indebtedness and Bills; Title 31, USC, Subtitle III, 

Chapter 31, Subchapter I, Section 3104.

- Borrowing Authority for U.S. Savings Bonds and Savings Certificates; Title 31, USC, Subtitle 

III, Chapter 31, Subchapter I, Section 3105.

- Borrowing Authority for Retirement and Savings Bonds; Title 31, USC, Subtitle III, Chapter 

31, Subchapter I, Section 3106.

Agency Strategic Plan / Annual Performance Plan: This investment aligns with the following 

Bureau strategic goals.

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

- 1.1 Model the way for transformation of financial management.

- 1.2 Promote good stewardship of the public's money.

- Goal Two: Cultivate an engaged, highly effective, and skilled workforce.

- 2.3 Establish an effective, integrated organizational infrastructure.
- Goal Three: Deliver exceptional programs and services.

- 3.2 Sponsor new electronic strategies that expand ways for the public and agencies to do 

business with the government. 

- 3.3 Simplify user experience.

- 3.4 Administer a strong strategic, tactical and operational planning process.

- 3.5 Utilize effective project management.

Accomplishments and Future Objectives: 

The accomplishments for RSS in FY16 were:

- completed the IRS reporting changes for TreasuryDirect (TD);

- completed the FY16 portion of on-going TD enhancements to better ingrate the system into 

Retail's overall business processes;

- successfully upgraded the Treasury Retail E-services (TRES) application to operate with an I.E. 

11 browser;

- completed the FY16 portion of on-going TRES enhancements to implement deferred 

enhancements and improve the system's inter-operability;

- successfully upgraded Retail's various small operational support applications to operate on a 

Windows 7 platform;

- completed the build out of the enterprise service bus for the Treasury Retail Investment 

Manager (TRIM); and

- continued on-going development on the core framework for TRIM.

The planned efforts for FY17 and beyond are:

- complete the development of the TRIM core framework;

- complete the on-going TD enhancements to better ingrate the system into Retail's overall 

business processes;

- complete testing and implement the final deferred enhancements to TRES;

- develop a smaller and more efficient application to process the issuance of paper savings bonds 

for the Tax-Time Bond program; and

- continue efforts to eliminate, consolidate or replace aging applications to make Retail's IT footprint more efficient and effective.

Details of Useful Life Period: 

Year the investment began: 2010

End Year of the current planning cycle: 2030

Description of why the investment is not consistent with life cycle model defined in OMB 
Performance Evaluation and Metrics: 

Metric Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Percentage of 

customer satisfaction 

survey results rated 

Good or Better

Strategic and 

Business 

Results

Over target Monthly Percentage. 86.50 91.82 03/31/2017

Percentage of 

maturing marketable 

par that customers 

reinvest into new 

purchases

Strategic and 

Business 

Results

Over target Monthly Percentage 65.00 66.19 03/31/2017

Percentage of time 

with 24/7 mainframe 

system access.

Strategic and 

Business 

Results

Over target Monthly Percentage 99.50 99.86 03/31/2017

Percentage of time 

financial and 

accounting data is 

sent to the Summary 

Debt Accounting 

System (SDAS) by 

7:00 am each 

business day.

Financial 

Performance Over target Monthly Percentage 99.50 100.00 03/31/2017

Percentage of 

accounts 

successfully verified 

online.

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 82.00 87.11 03/31/2017

Customer Service 

(CS) Work-Load 

Completion Rate: 

the monthly volume 

of CS work 

completed divided 

by the volume of 

new work received 

during the same time 

period. The goal is a 

value of 1.000, 

which means that no 

back-log of work is 

being created, and 

resources are being 

used effectively to 

deal with incoming 

work.

Strategic and 

Business 

Results

Over target Monthly

Numeric 

value of 

three 

decimal 

points

1.00 1.06 03/31/2017
Investment Name: Revenue Collections Support Services (RCSS)

Type of Investment: Major IT Investment

Description:

RCSS is a collection of systems that improve the collection and concentration of the flow of 

government funds into the Treasury General Account.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 0.00 3.71 6.92 6.16 6.78 7.04 N/A N/A 30.61

O&M Costs 0.00 29.11 19.91 17.66 18.31 18.90 N/A N/A 103.89

Total Costs 0.00 32.82 26.83 23.82 25.09 25.94 N/A N/A 134.50

Number of 

FTE 0.00 13.73 18.00 15.59 18.09 18.09 N/A N/A 83.50

Summary of Purpose, Goals, and Benefits: 

RCSS consolidates the following systems: Collections Information Repository (CIR), Cash 

Management Improvement Act System (CMIAS), FRB Ca$hlink, Treasury Collateral 

Management and Monitoring (TCMM) and Treasury Cash Management System (TCMS). 

Collectively, these systems enable revenue collection and associated information that enable the 

federal government to operate and serve the public. The systems provide a general support role 

in the revenue collections broader business line. Most of the systems are in a steady state and 

have a low funding level. FRBCa$hlink is on track to be decommissioned in FY 2016. The Bank 

Management System (BMS) will be incorporated into RCSS in FY17.

Return on Investment: 

RCSS became into existence in FY16 as a new major investment, it consolidated the previous 

DDM (M), CMIAS (NM), FRB CASHLINK (NM), TCMM (NM) and TCMS (NM) 

investments. In FY17 BMS will also be incorporated into RCSS. The five-year Return on 

Investment for RCSS is calculated as 107.73 percent. Benefits, both quantitative and qualitative, 

of this investment include: tailored functionality; speed and efficiency; reduction of errors; and 

strong internal controls.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: Cash Management Improvement Act of 1990.

Agency Strategic Plan / Annual Performance Plan: Aligns with Treasury Strategic Plans for 

FY 2014 - FY 2017. Specifically, it aligns to Treasury Strategic Goal 1: Promote domestic 

economic growth and stability while continuing reforms of the financial system; and Treasury 

Strategic Objective Goal 1: Strategic objectives 1.1 - 1.4. 

RCSS also aligns to Treasury Strategic Goal #3, "Fairly and effectively reform and modernize 
federal financial management, accounting, and tax systems"; and Strategic Objective #3.2, 

"Improve the disbursement and collection of federal funds and reduce improper payments made 

by the U.S. government".

Accomplishments and Future Objectives: 

FY 2017 objectives include:

- enhance BMS with two releases;

- fully deploy three releases for CIR; and

- fully deploy five releases for TCMS.

Performance Evaluation and Metrics: 

Metric 

Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

TCMS NSS 

voucher transfers

Customer 

Satisfaction 

(Results)

Over target Monthly

Percentage 

of Transfers 

on expected 

Transfer 

date

100.00 100.00 03/31/2017

Time of Day that 

the DVS CBAF 

closes out their 

processing day.

Customer 

Satisfaction 

(Results)

Over target Monthly

percentage 

closure by 

9:00pm ET

100.00 96.00 03/31/2017

BMS - Production 

Issues 

communicated to 

Fiscal Service 

within 60 minutes

Financial 

Performance Under target Monthly minutes 100.00 100.00 03/31/2017

TCMM - Deposits 

eligibility verified 

within 2 hours

Strategic and 

Business 

Results

Under target Monthly hours 98.00 100.00 03/31/2017

CIR - Percentage 

of calls answered 

in less than 40

seconds

Customer 

Satisfaction 

(Results)

Over target Monthly seconds 80.00 88.00 03/31/2017

CMIAS - Users 

enrolled within 5 

business days of 

receipt Rules of 

Behavior form

Customer 

Satisfaction 

(Results)

Over target Quarterly percentage 

enrolled 80.00 100.00 03/31/2017

CIR - Percentage 

of time CIR is 

available to 

customers during 

normal processing 

time

Strategic and 

Business 

Results

Over target Monthly Percentage 99.00 99.90 03/31/2017
CIR 

- Collection 

Data available for 

agency use within 

90 minutes from

receipt of a good 

file

Strategic and 

Business 

Results

Over target Monthly minutes 99.00 99.90 03/31/2017
Investment Name: Stored Value Card (SVC)

Type of Investment: Major IT Investment

Description:

SVC is a cash management service that uses smart cards to reduce/eliminate cash and associated 

workload/risk in "closed" environments such as military bases and ships.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 8.45 4.58 10.06 7.23 9.71 9.17 N/A N/A 49.20

O&M Costs 7.99 16.31 48.47 31.77 32.55 32.55 N/A N/A 169.64

Total Costs 16.44 20.89 58.53 39.00 42.26 41.72 N/A N/A 218.84

Number of 

FTE 6.50 4.50 6.00 6.00 6.00 6.00 N/A N/A 35.00

Summary of Purpose, Goals, and Benefits: 

SVC manages the U.S. Government's finances effectively by converting previous paper based 

financial transactions into electronic payments. The primary goal of the SVC program is to 

provide a cost effective solution for the government that enables them to meet their electronic 

cash management needs. In this effort SVC is consolidating the current three separate and 

distinct SVC programs (EZpay, EagleCash, and Navy Cash/Marine Cash) into a universal OneCard Solution to minimize duplication, avoid proprietary technologies, and gain more economies 

of scale through reuse of shared services across military services, as measured by successful 

consolidation, which will result in a cost savings of over $728.9 million by FY 2018. 

SVC's key customers are the military starting in basic training and continuing on through the life 

of the military personnel while deployed on land as well as on ships at sea. There are over 20 

stakeholders for SVC. The primary stakeholders are: The Departments of the U.S. Army, Air 

Force, Marine Corp. and Navy; Defense Finance and Accounting Service (DFAS); Navy Supply 

System (NAVSUP); Federal Reserve Bank of Boston (FRBB); J.P. Morgan Chase (JPMC); and 

PNC Bank.

Return on Investment: 

SVC's five year ROI is estimated at 60.44 percent. SVC reduces the more than $2 billion in 

coins, currency, and checks in circulation at military bases across the world with electronic 

currency, thus reducing the high costs associated with securing, transporting, and accounting for 

cash. In FY 2015, over 3.6 million EFT transactions in excess of $459.7 million were processed 

through the SVC e-commerce program. Program to date through August 2016, over 60 million 

EFT transactions in excess of $8.2 billion. SVC helps Fiscal Service reach the President's 

mandate to complete government-wide implementation of shared e-commerce solutions. SVC 

has effectively replaced or reduced cash at over 56 military bases and installations in 16 
countries (including the U.S.) and on 127 naval ships. Benefits that have been gained are 

estimated at over $500 million since program inception through August 2016.

Requirements/ Benefits/ Mandates: 

Agency Strategic Plan / Annual Performance Plan: Aligns with the Treasury Strategic Plan for 

Fiscal Years 2015-2018. Specifically, SVC supports Treasury Strategic Goal #1, "Promote 

domestic economic growth and stability while continuing reforms of the financial system"; and 

Strategic Objective #1.4, "Facilitate commerce by providing trusted and secure U.S. currency, 

products and services for use by the public." 

Additionally, SVC aligns with the Fiscal Service Strategic Plan and supports Fiscal Service 

Strategic Goals #1 and 3: "Serve as a catalyst for effective government through initiative and 

innovations"; and "Deliver exceptional programs and services."

Presidential Priority: In October 2014, Executive Order 13681 - Improving the Security of 

Consumer Financial Transactions - mandated the use of chip-and-PIN Euro MasterCard and Visa 

(EMV) technology for all government debit, credit, and payment cards. SVC will be 

implementing the EMV card solution with the One-Card project.

Accomplishments and Future Objectives: 

SVC began the consolidation of the three SVC programs (EZpay, EagleCash, and Navy 

Cash/Marine Cash) into a universal One-Card Solution in FY 2015. The first Phase of the OneCard will be completed in FY 2018. Additionally in FY 2015, SVC began the transition of the 

development and operational management of the Navy/Marine Cash program from JP Morgan 

Chase to FRB Boston (FRBB) including moving the back-office systems into the Treasury Web 

Application Infrastructure (TWAI). This project will be completed in FY 2017. Fiscal Service 

and FRBB brought on a new host bank, PNC Bank, to manage the debit portion of the 

Navy/Marine Cash SVC. In FY 2017 Fiscal Service will select a bank to represent the debit 

portion of the One-Card solution. Navy Cash is undergoing a complete device replacement that 

started in FY 2016 and will continue through first quarter FY 2018.
Performance Evaluation and Metrics: 

Metric 

Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Transaction Unit 

Cost: cost to 

process 

transactions.

Financial 

Performance Under target Monthly Dollars 1.14 0.87 03/31/2017

Cost for Dollars 

Moved: cost 

based on dollars 

moved through 

SVC.

Strategic and 

Business Results Under target Monthly Dollars 0.12 0.10 03/31/2017

Average amount 

of time for calls to 

be answered.

Customer 

Satisfaction 

(Results)

Under target Monthly Seconds -

Time 15.00 11.00 03/31/2017

Abandoned Calls 

(3% is good).

Customer 

Satisfaction 

(Results)

Under target Monthly Percent 3.00 2.31 03/31/2017

Kiosk File 

Delivery Success

Strategic and 

Business Results Over target Monthly Percent 0.88 0.83 03/31/2017

Average Number 

of Days to 

Complete an 

initial Suspicious 

Activity Report 

(SAR) filing.

Strategic and 

Business Results Under target Monthly Number of days 30.00 28.00 03/31/2017
Investment Name: USAspending.gov

Type of Investment: Major IT Investment

Description:

USAspending.gov fulfills certain requirements of the Federal Funding Accountability and 

Transparency (FFAT) Act of 2006, and Digital Accountability and Transparency (DATA) Act of 

2014. It is a Treasury investment reporting under the Fiscal Service.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 11.01 14.93 4.49 5.17 4.43 N/A N/A N/A 40.03

O&M Costs 7.63 13.32 10.02 9.45 13.10 N/A N/A N/A 53.52

Total Costs 18.64 28.25 14.51 14.62 17.53 N/A N/A N/A 93.55

Number of 

FTE 0.25 16.00 16.00 16.00 14.00 N/A N/A N/A 62.25

Summary of Purpose, Goals, and Benefits: 

USAspending.gov provides the public with government spending information in response to the 

Federal Funding Accountability and Transparency Act of 2006 (FFATA) which directed that a 

free, single, searchable website be available to the public and described the type of information 

that must be included with each award (e.g. unique name, award amount, description). 

USAspending.gov promotes the principles of open government (transparency, participation, and 

collaboration) by collecting and publicly publishing data on federal obligations for contracts, 

first-tier subcontracts, grants, first-tier sub grants, direct payments, insurance, and other forms of 

financial assistance. USAspending.gov allows the user to search and view government spending 

in several ways, such as by state, time period, recipient, contractor, and program. Specific types 

of spending can also be viewed. USAspending.gov obtains data from multiple external sources 

including agency systems and government-wide systems.

Under the Digital Accountability and Transparency Act of 2016 (DATA Act), Treasury is 

required to post additional financial data reported by Federal agencies on the USAspending.gov 

(or a successor website) by May 2017. Federal agencies are required to report to Treasury 

additional financial information using the established DATA Act definition standards provided 

by OMB and Treasury for reporting of agency appropriations account summary-level data 

(pursuant to Section 3) of FFATA, as amended) and Federal award-level data (pursuant to 

Section 2(b)(l) of FFATA, as amended). Agencies are required to report the additional 

information in accordance with the technical guidance provided in the DATA Act Information 

Model Schema (DAIMS), which will enable Treasury to post consistent and comparable data.

As such, Treasury will modernize USAspending.gov to meet Treasury's statutory responsibilities 

under the DATA Act. This includes developing and supporting the technical reporting 
specifications (i.e., DAIMS); the technical platform/architecture to collect, validate, and publish 

data across disparate systems in the federal Government; and developing visualizations to 

improve the user experience as well as enhancing place-based reporting capabilities. Once 

submitted, the data is to be displayed on a searchable website available to taxpayers and policy 

makers so that they can track Federal spending more effectively.

Return on Investment: 

The USAspending.gov website and associated investment were originally mandated by OMB to 

be part of the Fiscal Service investment portfolio in 2014. Subsequently, the enactment of the 

DATA Act required Treasury to enhance USAspending.gov to meet the statutory requirements. 

Per the DATA Act, the purpose is to expand FFATA by disclosing direct Federal agency 

expenditures and linking Federal contract, loan, and grant spending information to programs of 

Federal agencies to enable taxpayers and policy makers to track Federal spending more 

effectively; establish Government-wide data standards for financial data and provide consistent, 

reliable, and searchable Government-wide spending data that is displayed accurately for 

taxpayers and policy makers on USASpending.gov (or a successor system that displays the data); 

and improve the quality of data submitted to USASpending.gov by holding Federal agencies 

accountable for the completeness and accuracy of the data submitted.

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 publishing additional Federal spending data.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: - Federal Funding Accountability and Transparency Act of 2006 

(FFATA), Public Law 109-282 as amended by Section 6202(a) of Public Law 110-252, required 

the establishment of a single, free, searchable website.

- E-Government Act of 2002 required an integrated internet-based system of providing the public 

with access to Government information and services which is aided by USAspending.gov.

Audit Finding or Material Weakness: US Government Accountability Office (GAO) Report 

GAO10-365, Implementation of the Federal Funding Accountability and Transparency Act of 

2006.

GAO-16-261, DATA ACT: Data Standards Established, but More Complete and Timely 

Guidance Is Needed to Ensure Effective Implementation.

GAO-16-824R, JC 100966, DATA ACT: Initial Observations on Technical Implementation.

GAO-16-698, DATA ACT: Improvements Needed in Reviewing Agency Implementation Plans 

and Monitoring Progress.

Treasury IG Audit of Treasury's Implementation of the DATA Act of 2014 (ongoing reports).

Agency Strategic Plan / Annual Performance Plan: Treasury Strategic Goal 1: Promote 

domestic economic growth and stability while continuing reforms of the financial system. 

Strategic Goal 3: Fairly and effectively reform and modernize federal financial management, 

accounting, and tax systems. Strategic Objective 3.1 and Strategic Objective 5.2.

Presidential Priority: - Presidential Memorandum on Transparency and Open Government.

- Presidential Memorandum on the Interagency Task Force on Federal Contracting Opportunities 

for Small Business issued April 26, 2010. 

- OMB Memorandum M-15-12 "Increasing Transparency of Federal Spending by Making 
Federal Spending Data Accessible, Searchable, and Reliable".

- OMB Management Procedures Memorandum (MPM) No. 2016-03 "Additional Guidance for 

DATA Act Implementation: Implementing Data-Centric Approach for Reporting Federal 

Spending Information".

Other Requirement: - Open Government Directive - Federal Spending Transparency issued on 

April 6, 2010.

- Department of the Treasury Open Government Plan 2.1, issued in September 2012, describes 

USAspending.gov's assistance in the Department's compliance with the Open Government 

Directive. 

- Department of the Treasury Agency Priority Goal FY16-17, Develop and promote financial 

transparency policies and their adoption that reflect a 21st century economy and data-driven 

decision-making to enable a more efficient and effective government. By May 2017, federal 

spending data is standardized, reliable, and accessible to public in a structured industry format.

Accomplishments and Future Objectives: 

By May 2017, federal agencies must report spending information in accordance with the Digital 

Accountability and Transparency Act (DATA Act). In support of the DATA Act, the investment 

will provide consistent, reliable, and searchable Government-wide spending data on 

USAspending.gov. The DATA Act requires federal agencies to report award and financial data 

and to establish a linkage between this data using an award ID. In FY2015, Treasury, in 

collaboration with the Office of Management and Budget (OMB) and federal agency 

stakeholders, established data standards, provided various tools to assist in the implementation 

process, and continued outreach efforts to keep all federal and external stakeholders informed of 

progress toward compliance with the statutory deadline.

Continuing throughout the implementation period, Treasury will use agile and user-centered 

design principles. Accordingly, information will continue to be released incrementally, providing 

agencies an opportunity to test using real data, and will regularly be seeking and incorporating 

stakeholder feedback. In FY2016, Treasury launched openbeta.usaspending.gov, which offers a 

glimpse into the features and functions of the new DATA Act website and allows us to collect 

feedback and suggestions as development continues. In addition, we continue to maintain current 

federal spending information on USAspending.gov. Treasury also continues to further the 

development of the technical platform/architecture to collect, validate, and publish data across 

disparate systems in the federal Government. The investment will also support developing 

visualizations to improve the user experience as well as enhancing place-based reporting 

capabilities. Finally, it will support further developing the DAIMS and provide implementation 

support to agencies.
Performance Evaluation and Metrics: 

Metric 

Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Maintain 

availability of 

system

Financial 

Performance Over target Monthly Percentage 

of time 95.00 100.00 03/31/2017

Trend of usage 

and effectiveness 

of the website

Strategic and 

Business 

Results

Over target Monthly Number of 

site visits 48000.00 73644.00 03/31/2017

USAspending.gov 

mobile users

Strategic and 

Business 

Results

Over target Monthly

Percentage 

of mobile 

users

9.00 13.81 03/31/2017

Help Desk 

Response

Customer 

Satisfaction 

(Results)

Under target Monthly Number of 

days 2.00 0.69 03/31/2017

Help desk resolve

Strategic and 

Business 

Results

Under target Monthly Number of 

days 2.00 0.85 03/31/2017
Investment Name: Wholesale Securities Services (WSS)

Type of Investment: Major IT Investment

Description:

Wholesale Securities Services (WSS) supports the sale and issuance of Treasury marketable 

securities through the Treasury Automated Auction Processing System (TAAPS), which 

conducts over 260 marketable securities auctions a year.

Investment Anticipated Outlay: ($000,000s): 

Type 2015 and 

Prior 

Actual

2016 

Actual

2017 

Enacted

2018 

Estimated

2019 

Estimated

2020 

Estimated

2021 

Estimated

2022 and 

Beyond 

Estimated

Total

DME Costs 30.72 15.16 20.18 14.12 4.19 4.41 4.41 22.07 115.26

O&M Costs 116.11 10.74 19.86 20.94 27.78 28.08 28.08 140.42 392.01

Total Costs 146.83 25.90 40.04 35.06 31.97 32.49 32.49 162.49 507.27

Number of 

FTE 242.00 30.94 57.85 46.99 39.62 39.62 39.62 198.11 694.75

Summary of Purpose, Goals, and Benefits: 

The Fiscal Service's Treasury Securities Services, operating under the auspices of Treasury, 

conducts more than 260 marketable securities auctions a year to borrow the monies needed for 

U.S. government operations. Treasury auctions are high dollar volume, time critical operations, 

with a broad range of bidders in each auction. Approximately $17.4 to $32.5 trillion in auction 

bids are received and processed annually, with about $6.7 to $8.5 trillion in securities awarded at 

auction and issued. Treasury has statutory authority to designate Federal Reserve Banks as 

depositaries and fiscal agents of the United States (12 USC 391). 

Federal Reserve Bank of New York (FRB NY) effectively manages the capital permanent and 

indefinite funding for the WSS investment. Treasury reimbursed the cost for WSS through the 

fiscal agent reimbursable process for the project services provided. It is crucial that the U.S. 

Government maintain its excellent credit rating and liquidity. This assures Treasury securities 

remain secure and are offered without service disruptions. Through state of the art technology, 

WSS will greatly reduce its dependence on human intervention, thus enabling it to carry out the 

mission of maintaining flawless Treasury financing operations.

WSS is supported by Treasury Automated Auction System (TAAPS), which handles the 

announcement, auction, reporting of results, and settlement of all Treasury securities. TAAPS 

includes both inbound and outbound data flow dependencies with numerous financial IT 

investments.

Return on Investment: 

WSS estimated five year return on investment is 21,403,355 percent. The functional return on 

investment for WSS is to make Treasury Debt Financing better by evaluating the automated 
systems, operational processes, and methods supporting Treasury Auctions. The return that WSS 

receives is measured by the cost efficiencies, change flexibility, and customer responsiveness, 

which is worth lower cost to taxpayers, quicker time to market and improved customer 

satisfaction. The return on investment is calculated based on the dollar amount issued divided by 

the cost to perform the auctions. Given the large dollar amount raised each year, and the 

efficiencies obtained from TAAPS, a high return on investment results. The increase from the 

return on investment reported in the BY 2017 submission is due to a clerical error with the 

amount reported previously.

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.

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

Service Strategic Plans for Fiscal Years 2014-2017. The Wholesale Securities Services program 

specifically supports Treasury Strategic Goal One to "Promote domestic economic growth and 

stability while continuing reforms of the financial system" which includes the objective "to 

promote savings and increased access to credit and affordable housing options." WSS promotes 

savings through ensuring the availability of a system responsible for the announcement, auction, 

issuance, and settlement of marketable Treasury bills, notes, bonds, Treasury Inflation-Protected 

Securities and Floating Rate Notes.

Accomplishments and Future Objectives: 

FY 2016 accomplishments include continued stabilization and modernization of the TAAPS 

technical infrastructure as well as the implementation of security enhancements.

FY 2017 and beyond objectives include modernizing the remaining infrastructure components of 

TAAPS. The program has also begun another multi-year initiative to modernize TAAPS' 

software components and rewrite the application by FY 2019.

Details of Useful Life Period: 

Year the investment began: 2005

End Year of the current planning cycle: 2025

Description of why the investment is not consistent with life cycle model defined in OMB 
Performance Evaluation and Metrics: 

Metric 

Description

Performance 

Measurement 

Category 

Mapping

Measurement 

Condition

Reporting 

Frequency

Unit Of 

Measure

CY 

Target

Latest 

Actual 

Result

Date of 

Latest 

Actual 

Result

Percent of auction 

results released 

accurately.

Financial 

Performance Over target Monthly Percentage 100.00 100.00 03/31/2017

Percent of time 

TAAPS is 

available to 

customers during 

normal hours of 

operation

Strategic and 

Business Results Over target Monthly Percentage 100.00 100.00 03/31/2017

Time in months 

to evaluate new 

risks and ensure 

all gaps are 

addressed.

Strategic and 

Business Results Under target Monthly Months 12.00 12.00 03/31/2017

Percent of 

customer 

feedback 

evaluated through 

configuration 

management.

Customer 

Satisfaction 

(Results)

Over target Monthly Percentage 100.00 100.00 03/31/2017

Percent of action 

items from dealer 

feedback 

addressed.

Strategic and 

Business Results Over target Monthly Percentage 100.00 100.00 03/31/2017