Overview

Mission Statement

To borrow the money needed to operate the federal government, account for the resulting debt 

and provide reimbursable support services to federal agencies. 

Program Summary by Budget Activity

Dollars in Thousands

Appropriation FY 2010 FY 2011 FY 2012 Change FY10 to FY12

Enacted Annualized

CR Level

Request $ Change % Change

 Wholesale Securities Services $24,396 $25,049 $23,120 ($1,276) (5.2%)

 Government Agency Investment Services $18,013 $16,706 $15,419 ($2,594) (14.4%)

 Retail Securities Services $139,569 $140,915 $116,260 ($23,309) (16.7%)

 Summary Debt Accounting $10,266 $9,574 $8,836 ($1,430) (13.9%)

 Do Not Pay Implementation $0 $0 $10,000 $10,000 100.0%

Total Appropriated Resources $192,244 $192,244 $173,635 ($18,609) (9.7%)

Total FTE 1,042 1,042 987 (55) (5.3%)

Total Appropriated Resources for FY 2010 and FY 2011 include $10,000,000 in projected user fee collections.

Total Appropriated Resources for FY 2012 include $8,000,000 in projected user fee collections.

FY 2012 Priorities

 Protect and strengthen Treasury’s borrowing capabilities.

 Enhance, when appropriate, government securities market regulation, while maintaining 

market liquidity and efficiency.

 Eliminate new issues of over-the-counter paper savings bonds.

 With the elimination of new issues of paper savings bonds, position Treasury to provide 

other simple, safe, and affordable ways for Americans to save.

 Deliver a high-quality retail customer experience through traditional and emerging 

technologies, opportunities for self-service, and easy-to-use communication channels.

 Continually demonstrate accounting excellence by producing daily financial statements and 

receiving unqualified opinions on the annual audits of the Schedules of Federal Debt.

 Gain efficiencies and strengthen controls by reducing the number of common business 

processes that serve federal investments, special purpose securities and federal borrowings 

from eight to six.

 Consolidate data centers across the Financial Management Service and Public Debt.

 Continue to adopt technological advances to ensure Public Debt’s various information 

technology systems remain secure.

 Expand the Do Not Pay List and enhance analytical capabilities to support agency detection 

of fraud patterns and reduce improper payments.
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Table of Contents

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

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

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

FY 2012 Priorities....................................................................................................................... 1

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

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

1B – Program History and Future Outlook ................................................................................. 4

Section 2 – Budget Adjustments and Appropriation Language............................................... 7

2.1 – Budget Adjustments Table ................................................................................................. 7

2A – Budget Increases and Decreases Description..................................................................... 7

2.2 – Operating Levels Table ...................................................................................................... 9

2.3 – Appropriations Detail Table............................................................................................. 10

2B – Appropriations Language and Explanation of Changes................................................... 10

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

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

3.1 – Budget by Strategic Outcome .......................................................................................... 12

3.2.1 Wholesale Securities Services Budget and Performance Plan......................................... 13

3.2.2 Government Agency Investment Services Budget and Performance Plan ...................... 15

3.2.3 Retail Securities Services Budget and Performance Plan ................................................ 17

3.2.4 Summary Debt Accounting Budget and Performance Plan ............................................. 19

3.2.5 Do Not Pay Implementation Budget and Performance Plan............................................ 20

Section 4 – Supporting Materials .............................................................................................. 21

4A – Human Capital Strategy Description................................................................................ 21

4.1 – Summary of IT Resources Table...................................................................................... 22

4B – Information Technology Strategy..................................................................................... 23
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Section 1 – Purpose

1A – Description of Bureau Vision and Priorities 

The Bureau of the Public Debt’s (Public Debt) vision is to lead the way for responsible, effective 

government through commitment to service, efficient operations, openness to change and 

values-based behavior. In carrying out its mission and vision, Public Debt annually auctions and 

issues more than $8 trillion in Treasury bills, notes, bonds and Treasury Inflation-Protected 

Securities (TIPS); administers on Treasury's behalf its regulatory responsibilities for the 

government securities market; ensures reliable systems and processes are in place for issuing, 

transferring, paying interest on and redeeming Treasury securities; issues and redeems about 

50 million paper savings bonds each year; administers in excess of $4 trillion in investments for 

more than 230 federal trust funds; and provides timely and accurate information on the public 

debt. 

In support of Treasury’s strategic outcome of government financing at the lowest possible cost 

over time, Public Debt’s top priority is to guarantee operational readiness to meet the 

government's critical financing needs by ensuring the most efficient systems are in place to 

conduct borrowing operations and deliver securities services to investors. To that end, the 

bureau continues to enhance its auction process. The Treasury Automated Auction Processing 

System (TAAPS) provides simple bid-entry, quick and easy access to data and superior 

reliability and security. 

A major operational initiative for Public Debt is to consolidate all Government Agency 

Investment Services (GAIS) functions into a single integrated control environment by FY 2012. 

This will result in lower operational risks, stronger internal controls, more timely and accurate 

data and standardized system, business and data elements. To date, the federal investments, 

federal borrowings and Special Purpose Securities functions are operating from the same 

automated platform. 

Public Debt will stop the issuance of paper savings bonds sold over-the-counter at financial 

institutions no later than December 31, 2011 as part of the overall Paperless Treasury initiative. 

This also supports the Department's High Priority Performance Goal to significantly increase the 

number of paperless transactions with the public. The strategy to accomplish Public Debt's 

portion of the goal centers on TreasuryDirect and electronic bonds, which are more efficient to 

issue and service over the long term than paper savings bonds. Public Debt will enhance its 

system and processes to attract investors to TreasuryDirect as their preferred way to buy and 

hold savings bonds.

In placing a high priority on delivering a high-quality customer experience, Public Debt plans to 

implement a business and technical architecture for customer service known as Treasury Retail 

E-Services (TRES). TRES is an initiative to provide Public Debt and the consolidated Treasury 

Retail Securities (TRS) site with a fully integrated view of customer interactions that will allow 

customer service representatives to quickly identify customers and evaluate their needs. 
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In support of Treasury's sustainability program, Public Debt developed a strategy that will 

incorporate all areas within the sustainability efficiency goals, including greenhouse gas 

emissions, increased energy efficiency and high performance sustainable design. By FY 2020, 

Public Debt has set a goal of reducing greenhouse gas emissions by 33 percent from FY 2008 

levels. Public Debt's FY 2012 budget includes projects that increase the overall efficiency of its 

data center operations by lowering energy levels and greenhouse gas emissions. In addition, 

energy initiatives for Public Debt facilities, such as replacing constant speed motors with 

variable frequency drive motors and water conservation projects, are also under consideration.

Another priority receiving attention at Public Debt is telework. The current program is 

undergoing significant changes. Only a small number of employees currently participate in 

telework and the degree to which those employees work from home is minimal. Policy and 

process changes will be implemented to increase participation and improve the quality of the 

program. A greater variety of telework schedules will be offered based on job duties and needs. 

By expanding the use of telework, Public Debt will gain several advantages including increased 

employee morale and satisfaction and a greater ability to operate during an emergency or other 

office closure. In addition, Public Debt hopes to avoid the costs associated with increased space 

requirements. Under consideration is the concept that teleworkers on expanded or full schedules 

will not have dedicated workstations, thus reducing the amount of space needed.

Overall, the total resources required to support Public Debt activities in FY 2012 are 

$198,035,000, including $173,635,000 from direct appropriations, of which $8,000,000 are user 

fees, and $24,400,000 are from offsetting collections.

With its resources, Public Debt:

 Conducts more than 290 marketable securities auctions annually, resulting in the issuance of 

approximately $8.5 trillion in Treasury bills, notes, bonds and TIPS;

 Administers 233 funds in excess of $4 trillion in Government Account Series investments, 

which amounts to approximately 37 percent of the public debt;

 Manages some 5,000 active SLGS securities accounts valued at nearly $195 billion;

 Serves more than 50 million retail customers holding marketable and savings securities, 

including over 300,000 funded investor accounts in the internet-accessed TreasuryDirect 

system;

 Accounts for and reports on $972 billion in federal agency borrowings from Treasury in 86 

funds;

 Accounts for and reports on the balance and composition of more than $13 trillion in public 

debt, the single largest liability on the federal government’s balance sheet, and reconciles 

more than $107 trillion annually in securities transactions reported from numerous systems to 

cash flowing in and out of the federal government each year; and

 Receives unqualified audit opinions on the Schedules of Federal Debt annually.

1B – Program History and Future Outlook

Public Debt continues to enhance the mechanisms for participation by a wide range of investors 

in its wholesale, government agency investment services and retail programs.
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Over the years, the bureau has dramatically reduced the time required to complete marketable 

securities auctions. Results are consistently released within two minutes, plus or minus 

30 seconds, of the closing of the competitive auction. In addition, non-competitive results are 

released 15 minutes prior to competitive close. Treasury has effectively reduced the time that 

bidders are exposed to market risk or adverse market movements by consistently releasing 

flawless auction results within the two minute window.

TAAPS fully automates the announcement, auction, and issuance of marketable securities. At 

the same time, TAAPS provides speed and flexibility to Treasury debt managers in bringing new 

types of securities to market (e.g., the 30-year TIPS bond) and implementing policy changes in a 

timely manner. By eliminating manual processes, the system supports error-free auction results 

and greatly reduces operational risk. Public Debt continues to upgrade TAAPS to keep pace 

with changes in technology and security requirements. 

By reducing the number of common business processes, Public Debt continues its commitment 

to provide efficient mechanisms for federal investments, special purpose securities and federal 

borrowings. Common business processes supporting GAIS are funds management, investment 

accounting, standard reporting, customer interface, enhanced reporting and account maintenance. 

Public Debt will provide its customers with the assistance they need to manage their federal 

investments, special purpose securities and federal borrowings effectively and efficiently as 

possible. One of the ways this will be accomplished is through education, periodic seminars and 

orientation for new customers to ensure they understand and can take full advantage of 

Public Debt’s systems and services. 

Additionally, when Treasury introduces new instruments or changes existing instruments 

available for federal agency investment, Public Debt will assist its customer agencies in 

understanding these changes. As new legislation is enacted or business processes change, the 

bureau will support federal agencies’ implementation of these modifications. 

Public Debt will also support Treasury’s initiative to standardize legislation for all new 

investment funds by actively promoting Treasury’s preferred language to drafters of proposed 

investment legislation. This effort will eliminate operational challenges when legislation 

establishing investment authority for a new fund is vague or inconsistent. 

The retail program supports Treasury's High Priority Performance Goal to significantly increase 

the number of paperless transactions with the public by ending the sale of paper savings bonds

through employer-sponsored payroll savings plans by January 1, 2011 and eliminating new 

issues of paper savings bonds sold over-the-counter financial institutions. This will virtually 

eliminate new issues of paper savings bonds. Public Debt will encourage investors to use 

TreasuryDirect as their preferred way of buying and holding savings bonds. 

Delivering a high-quality customer experience through efficient and effective processes remains 

a key goal for the retail program. In FY 2012, Public Debt will streamline how it processes 

customer service correspondence (i.e., printed forms and letters) by centralizing print and mail 
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functions and by using intelligent barcodes. At the same time, using intelligent barcodes along 

with existing scanning capabilities will create efficiencies in routing correspondence returned by 

customers to appropriate service representatives. Public Debt will also enhance its telephone 

access and interactive voice response architecture.

The retail program also strives to efficiently maintain Public Debt's legacy retail systems. In the 

next few years, the Federal Reserve will move away from mainframe application hosting. To 

avoid substantial hosting costs, Public Debt will decommission its Legacy Treasury Direct 

application, and it will no longer exist in its current mainframe environment. Public Debt will 

implement a solution that makes technical as well as business and financial sense. 

Public Debt continues to work to improve the clarity, usefulness and availability of federal debt 

information. The bureau will work to modernize its system used for public debt accounting by 

migrating common financial information to a shared service solution and continuing to define 

requirements to reengineer business processes that best support the needs of the Summary Debt 

Accounting program. This approach will offer many benefits in terms of a faster migration of 

new or modified functionality and reduced operational risks, while standardizing system, 

business and data elements.

Although not supported by appropriated funding, Public Debt’s franchise program represents a 

significant part of the business and staff resources of the organization. As a recognized Shared 

Service Provider (SSP) in several business lines, the Administrative Resource Center (ARC) 

provides financial management, administrative support and information technology services to 

federal agencies, generating revenue to pay all organizational expenses. Because of the quality 

of the services provided, the depth and breadth of services provided to customers has grown. 

The vision of allowing agencies to focus on mission-related activities, while gaining efficiencies 

and increasing standardization through the use of SSPs is being realized. During FY 2011, ARC 

expects to use 1,012 FTE to service more than 70 customers and generate $165 million in 

offsetting collections. In FY 2012, ARC projects offsetting collections of $245 million.
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Section 2 – Budget Adjustments and Appropriation Language

2.1 – Budget Adjustments Table

Dollars in Thousands

Bureau of the Public Debt FTE Amount

FY 2010 Enacted 1,042 $192,244

FY 2011 Annualized CR Level 1,042 $192,244

Changes to Base:

Adjustment to Reach Policy Level: (33) ($7,458)

Adjustment to Reach FY 2011 President's Policy (33) ($7,458)

Maintaining Current Levels (MCLs): - $1,234

Maintaining Current Levels - $1,234

Efficiencies, Savings & Base Reductions: (42) ($20,385)

Eliminate Paper Savings Bonds Sold Over-the-Counter at Financial 

Institutions no later than December 31, 2011

- ($6,451)

Eliminate new issues of paper payroll savings bonds by 1/1/2011 (12) ($5,700)

Program and Support Services Efficiencies (18) ($5,464)

Data Centers Consolidation - ($470)

Decommission Legacy Treasury Direct System (12) ($1,650)

Procurement Savings - ($650)

Subtotal FY 2012 Changes to Base (75) ($26,609)

Total FY 2012 Base 967 $165,635

Program Changes:

Program Decreases: - ($2,000)

Reduction to Systems Modernization Fund - ($2,000)

Program Increases: 20 $10,000

Do Not Pay Implementation 20 $10,000

Subtotal FY 2012 Program Changes 20 $8,000

Total FY 2012 Request 987 $173,635

User Fees - ($8,000)

Total FY 2012 Request (Net) 987 $165,635

2A – Budget Increases and Decreases Description

Adjustment to Reach Policy Level ...........................................................-$7,458,000 / -33 FTE

Adjustment to Reach FY 2011 President's Policy -$7,458,000 / -33 FTE 

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

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

President's Budget as adjusted for the proposed pay freeze.

Maintaining Current Levels (MCLs) ......................................................+$1,234,000 / +0 FTE

Maintaining Current Levels +$1,234,000 / +0 FTE 

Funds are requested for inflation adjustments in non-labor expenses such as GSA rent, postage, 

supplies and equipment and health benefits and the increase in Federal Employee Retirement 

System participation. No inflation adjustment is requested for pay in FY 2012.

Efficiencies, Savings & Base Reductions ..............................................-$20,385,000 / -42 FTE

Eliminate Paper Savings Bonds Sold Over-the-Counter at Financial Institutions no later than 

December 31, 2011 -$6,451,000 / +0 FTE 

Eliminate new issues of paper savings bonds. Savings of agent fees, postage and printing by 

eliminating new issues of over-the-counter paper savings bonds.
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Eliminate new issues of paper payroll savings bonds by 1/1/2011 -$5,700,000 / -12 FTE 

Savings of agent fees, postage and printing by eliminating new issues of paper payroll savings 

bonds and FTE savings from a decline in customer service transactions after new issues of paper 

payroll bonds are eliminated.

Program and Support Services Efficiencies -$5,464,000 / -18 FTE 

Savings realized from reductions in funded positions across all Public Debt programs and in 

administrative and IT support services. In addition, to increase operational efficiencies and 

reduce operating expenses, Public Debt will centralize its printing, duplicating and scanning 

activities.

Data Centers Consolidation -$470,000 / +0 FTE 

Public Debt, along with the Financial Management Service, will consolidate five data centers to 

two, which will produce savings due to reductions in energy consumption, equipment, software, 

and staff. 

Decommission Legacy Treasury Direct System -$1,650,000 / -12 FTE 

Established in 1986, Legacy Treasury Direct allows marketable securities investors to do 

business by mail and, to a certain extent, through an automated phone system or online. Now 

that marketable securities are available in TreasuryDirect, an online account system, Public Debt 

can decommission the aging Legacy system.

Procurement Savings -$650,000 / +0 FTE 

Cost savings by streamlining procurement operations and reducing procurement spending.

Program Decreases ....................................................................................-$2,000,000 / +0 FTE

Reduction to Systems Modernization Fund -$2,000,000 / +0 FTE 

Savings due to elimination of BPD's Systems Modernization fund.

Program Increases ................................................................................+$10,000,000 / +20 FTE

Do Not Pay Implementation +$10,000,000 / +20 FTE 

Expand the Do Not Pay Portal and increase analytical capabilities to detect fraud patterns and 

reduce improper payments.

Adjustments to Request User Fee .............................................................-$8,000,000 / +0 FTE

User Fees -$8,000,000 / +0 FTE 

Public Debt projects that in FY 2012 there will be fewer users of the Legacy Treasury Direct 

system who are subject to the annual account maintenance fee. Account holders with balances 

over $100,000 (par value) are charged an annual account maintenance fee of $100.
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2.2 – Operating Levels Table 

Dollars in Thousands 

Bureau of the Public Debt

FY 2010

Enacted

FY 2011

Annualized CR 

Level

Proposed 

Reprogram

mings

FY 2011

Proposed Operating 

Level

FY 2012 

Request

FTE 1,042 1,042 - 1,042 987

Object Classification

11.1 - Full-time permanent $71,974 $65,981 $0 $65,981 $64,595

11.3 - Other than full-time permanent $525 $533 $0 $533 $533

11.5 - Other personnel compensation $2,474 $2,151 $0 $2,151 $2,151

11.8 - Special personal services 

payments $0 $32,956 $0 $32,956 $32,956

12 - Personnel benefits $18,874 $19,984 $0 $19,984 $19,950

13 - Benefits for former personnel $40 $30 $0 $30 $30

21 - Travel and transportation of 

persons $1,278 $1,017 $0 $1,017 $1,132

22 - Transportation of things $79 $86 $0 $86 $91

23.1 - Rental payments to GSA $10,605 $9,452 $0 $9,452 $15,299

23.2 - Rental payments to others $7 $2 $0 $2 $2

23.3 - Communication, utilities, and 

misc charges $9,946 $10,010 $0 $10,010 $4,952

24 - Printing and reproduction $1,508 $1,859 $0 $1,859 $935

25.1 - Advisory and assistance 

services $94 $95 $0 $95 $1,987

25.2 - Other services $15,153 $15,332 $0 $15,332 $11,844

25.3 - Other purchases of goods and 

services from Govt. accounts $55,941 $28,609 $0 $28,609 $13,417

25.4 - Operation and maintenance of 

facilities $979 $991 $0 $991 $896

25.6 - Medical care $15 $15 $0 $15 $13

25.7 - Operation and maintenance of 

equip $355 $360 $0 $360 $265

26 - Supplies and materials $1,683 $1,818 $0 $1,818 $1,757

31 - Equipment $576 $813 $0 $813 $687

32 - Land and structures $138 $148 $0 $148 $143

42 - Insurance claims and indemnities $0 $2 $0 $2 $0

Total Budget Authority $192,244 $192,244 $0 $192,244 $173,635

Budget Activities

Wholesale Securities Services $24,396 $25,049 $0 $25,049 $23,120

Government Agency Investment 

Services $18,013 $16,706 $0 $16,706 $15,419

Retail Securities Services $139,569 $140,915 $0 $140,915 $116,260

Summary Debt Accounting $10,266 $9,574 $0 $9,574 $8,836

Do Not Pay Implementation $0 $0 $0 $0 $10,000

Total Budget Authority $192,244 $192,244 $0 $192,244 $173,635
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2.3 – Appropriations Detail Table 

Dollars in Thousands 

New Appropriated Resources for FY 2010 and FY 2011 include $10,000,000 in projected user fee collections. 

New Appropriated Resources for FY 2012 include $8,000,000 in projected user fee collections. 

2B – Appropriations Language and Explanation of Changes 

Appropriations Language Explanation of Changes

DEPARTMENT OF THE TREASURY

BUREAU OF THE PUBLIC DEBT

 Federal Funds

Administering the Public Debt

For necessary expenses connected with any public-debt 

issues of the United States, $173,635,000, of which not to 

exceed $2,500 shall be available for official reception and 

representation expenses, and of which $10,000,000 shall 

remain available until September 30, 2014, for the Do Not 

Pay portal initiative: Provided, That the sum appropriated 

herein from the general fund for fiscal year 2012 shall be 

reduced by not more than $8,000,000 as definitive security 

issue fees and Legacy Treasury Direct Investor Account 

Maintenance fees are collected, so as to result in a final 

fiscal year 2012 appropriation from the general fund 

estimated at $165,635,000. In addition, $165,000 to be 

derived from the Oil Spill Liability Trust Fund to reimburse 

the Bureau for administrative and personnel expenses for 

financial management of the Fund, as authorized by section 

1012 of Public Law 101-380. 

FTE AMOUNT FTE AMOUNT FTE AMOUNT FTE AMOUNT FTE AMOUNT

New Appropriated Resources:

Wholesale Securities Services 133 $24,912 132 $24,396 136 $25,049 129 $23,120 -2.27% -5.23%

Government Agency Investment Services 91 17,058 98 18,013 91 16,706 86 15,419 -12.24% -14.40%

Retail Securities Services 680 127,940 756 139,569 763 140,915 703 116,260 -7.01% -16.70%

Summary Debt Accounting 52 9,832 56 10,266 52 9,574 49 8,836 -12.50% -13.93%

Do Not Pay Implementation 20 10,000 100.00% 100.00%

Subtotal New Appropriated Resources 956 $179,742 1,042 $192,244 1,042 $192,244 987 $173,635 -5.28% -9.68%

Other Resources:

Offsetting Collections - Reimbursable 21,425 21,425 20,815 24,400 0.00% 13.89%

User Fees 6,441

Available multi-year/no-year funds 968 2,988 4,000

Subtotal Other Resources 0 $28,834 0 $24,413 0 $24,815 0 $24,400 0.00% -0.05%

Total Resources Available for Obligation 956 $208,576 1,042 $216,657 1,042 $217,059 987 $198,035 -5.28% -8.60%

Resources Available for Obligation FY 2010 

Enacted

FY 2012 

Request

FY 2010 

Obligations

FY 2011 

Annualized CR 

Level

% Change 

FY 2010 to FY 2012
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2B – Permanent, Indefinite Appropriations

Reimbursements to the Federal Reserve Banks

Public Law 101-509, 104 Stat. 1389, 1394 (1990), established a permanent indefinite 

appropriation to pay such sums as necessary to reimburse the Federal Reserve Banks for acting 

as fiscal agents. A permanent indefinite account was established in FY 1992. Claims for 

reimbursements are closely monitored for compliance with the Instructions for Filing 

Reimbursement Claims for Fiscal Agency Services Provided to the Bureau of the Public Debt 

(current edition). Funding for FY 2012 is estimated at $126,100,000. 

Government Losses in Shipment

Public Law 103-329 established a permanent indefinite appropriation to pay such sums as 

necessary to make payments for the replacement of valuables, or the value thereof, lost, 

destroyed, or damaged in the course of United States government shipments. The Government 

Losses in Shipment Act was approved July 8, 1937, to dispense with the necessity for insurance 

by the government against loss or damage to valuables in shipment and for other purposes. The 

Act was amended in 1943 to cover losses resulting from the redemption of savings bonds (for 

example, stolen bonds which were fraudulently negotiated even though the paying agent 

followed identification guidelines established by the Treasury). All authority of the Treasury 

under the Act has been delegated to the Commissioner of the Bureau of the Public Debt. In 

FY 2012, the funding estimated to support payments for the replacement of valuables is 

$800,000. 

2C – Legislative Proposals

Public Debt has no legislative proposals for FY 2012.
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Section 3 – Budget and Performance Plan

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

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

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

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

http://www.treas.gov/offices/management/budget/strategic-plan/

3.1 – Budget by Strategic Outcome

Dollars in Thousands

Treasury Strategic Outcome FY 2010 

Enacted

FY 2011 

Annualized 

CR Level

FY 2012 

Request

% Change

FY10 to FY12

 Accurate, timely, useful, transparent and accessible 

financial information 11,410 10,611 10,052 -11.90%

 Government financing at the lowest possible cost over 

time 202,259 202,448 187,983 -7.06%

Total $213,669 $213,059 $198,035 -7.32%

FY 2010 and FY 2011 total includes $10,000,000 in projected user fee collections.

FY 2012 total includes $8,000,000 in projected user fee collections.

3A - Wholesale Securities Services ($23,120,000 from direct appropriations, and $3,179,000 

from reimbursable programs): The Wholesale Securities Services (WSS) program is responsible 

for the announcement, auction, issuance and settlement of marketable Treasury bills, notes, 

bonds and TIPS. In FY 2010, Public Debt conducted more than 290 auctions resulting in the 

issuance of more than $8 trillion in marketable securities. WSS also oversees that portion of the 

Fedwire Securities Services infrastructure that provides for the transfer, custody and redemption 

of all Treasury marketable securities, which are purchased mostly by commercial market 

participants. 

As one of the federal government's Primary Mission Essential Functions, Wholesale Securities 

Services ensures communications, systems, processes and contingency plans provide for high 

level performance and business continuity for wholesale auction operations. The program is an 

essential function which enables the federal government to finance government operations and 

programs, including the Financial Stability Plan.

In February 2010, Public Debt resumed debt issuance for the Federal Reserve's Supplementary 

Financing Program (SFP), to restore the balance to levels maintained between February and 

September 2009. The SFP is one of the programs developed in the midst of the economic 

disruption of 2008. Designed to support Federal Reserve initiatives to address liquidity pressures 

in the financial market, the program consists of a series of Treasury bills, in addition to 

Treasury's borrowing program. 

Another major component of this program is the commercial book entry system, which holds 

approximately $7.2 trillion, or 99 percent, of Treasury marketable securities. Treasury uses this 

system to issue most of its marketable debt, make principal and interest payments and support 

the active secondary market in Treasury securities. It is estimated that about $1 trillion per day 
BPD - 13

in Treasury securities are transferred among account holders in the commercial book-entry 

system. 

On behalf of Treasury, Public Debt administers regulations that provide investor protection and 

maintain the integrity, liquidity and efficiency of the secondary market for government securities 

under the Government Securities Act of 1986, as amended. Public Debt also administers 

Treasury's auction and buyback regulations, and monitors for compliance with Treasury’s 

auction rules. As part of this program, the bureau identifies collateral that can be pledged to the 

federal government to secure public monies on deposit at financial institutions and ensure that 

this collateral is valued appropriately. 

Public Debt also evaluates its business processes for ways to enhance reporting capabilities, 

strengthen system security and contingency plans that are aimed at mitigating risk for the 

Treasury and its auction participants. Such safeguards effectively guarantee continuous 

operational readiness in order to meet its primary objective of borrowing at the lowest cost over 

time. Treasury will continue to seek opportunities in U.S. and global markets, to better serve 

holders of its securities and share information to further the understanding of the Treasury 

auction process, debt financing policies and securities.

Other Resources:

Reimbursements totaling $3,179,000 are allocated to this program for providing administrative 

support to Public Debt’s franchise operation.

3.2.1 Wholesale Securities Services Budget and Performance Plan

Wholesale Securities Services Budget Activity

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

Obligated Obligated Enacted Annualized CR 

Level

Request

 Appropriated Resources $21,350 $23,444 $24,396 $25,049 $23,120

 Reimbursable Resources $1,494 $2,821 $2,719 $2,712 $3,179

Total Resources $22,844 $26,265 $27,115 $27,761 $26,299

Budget Activity Total $22,844 $26,265 $27,115 $27,761 $26,299

Measure FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

Actual Actual Actual Target Target

Cost Per Debt Financing Operation ($) (E) 220,732 170,214 162,378 161,726 172,979

Percent of Auction Results Released in Two Minutes +/- 30 

Seconds (%) (Oe)

100.0 100.0 100.0 100.0 100.0

Percent of Primary Dealers that submit live bids from their 

disaster recovery site on two separate auction dates (%) (Ot)

N/A N/A 78.0 70.0 90.0

Key: Oe - Outcome Measure, E - Efficiency Measure, Ot - Output/Workload Measure, M - Management/Cust. Satisfaction, 

DISC - Discontinued, and B - Baseline
BPD - 14

Description of Performance: The cost per debt financing operation is estimated at $161,726 in 

FY 2011 and $172,979 in FY 2012. For FY 2012, the new calculation of the cost per item is 

based upon a five-year rolling average volume to limit exogenous factors impacting this measure 

and establish more meaningful reporting. Cost increases in the cost per debt financing operation 

are primarily due to scheduled upgrades to the TAAPS system to keep pace with changes in 

technology that will ensure financing operations are conducted timely and with 100 percent 

accuracy and to improve the availability of auction-related data for Treasury's debt managers.

Public Debt continues to achieve its target of releasing auction results within two minutes, plus 

or minus 30 seconds, 100 percent of the time. 

Public Debt has implemented a strategic plan with primary dealers for contingency auction 

processing. The plan outlines various operational tests and events that strengthen overall 

readiness to deal with contingencies and ensure the continuity of the auction process. In 

FY 2009, the bureau exceeded its target of 10 percent of all primary dealers participating in a 

live auction from their respective disaster recovery sites. To further improve performance, 

Public Debt developed a new long-term goal which states that 90 percent of primary dealers will 

submit live bids from their disaster recovery sites on two separate auction dates in FY 2012. 

3B - Government Agency Investment Services ($15,419,000 from direct appropriations, and 

$2,121,000 from reimbursable programs): The Government Agency Investment Services 

(GAIS) program includes the offering of specialized investments for government entities at the 

federal, state and local levels, as well as borrowings by federal agencies. This program consists 

of three distinct components: Federal Investments, Special Purpose Securities and Federal 

Borrowings.

The Federal Investments component includes issuing, servicing and redeeming Government 

Account Series securities for federal agencies that have specific statutory authority to invest. 

Federal agencies hold 233 trust and investment funds that total more than $4 trillion in 

investments, which is over one third of the total public debt outstanding. These special, 

nonmarketable Treasury securities include such items as the 18 trust funds in which the Secretary 

of the Treasury, designated by statute, is the managing trustee. Some of the more recognizable 

federal trust funds are the four Social Security and Medicare Funds, as well as the 

Unemployment and Highway Trust Funds.

Special Purpose Securities include issuing, servicing and redeeming a variety of special purpose 

securities including Treasury's State and Local Government Series (SLGS) securities, which 

offer a flexible investment alternative for state and local governments to refinance their 

outstanding, tax-exempt debt. At nearly $195 billion, the SLGS program is critical for the more 

than 5,000 state and local government entities that use these securities to help comply with 

provisions of the Internal Revenue Code.

Federal Borrowings accounts for and reports on the principal borrowings from and repayments to 

Treasury for 86 funds managed by other federal agencies, as well as the related interest due to 

Treasury. These agencies are statutorily authorized to borrow from Treasury to make loans for a 
BPD - 15

broad range of purposes, such as education, housing, farming and small business support. The 

funds hold approximately $972 billion in loans and loan guarantees.

Public Debt's services in the GAIS program directly help customers produce timely and accurate 

financial information contributing to the reliability and usefulness of the government-wide 

financial statements. Instant access to account information has significantly simplified 

reconciliation and audit confirmation efforts across the country and assisted SLGS purchasers in 

complying with Internal Revenue Service requirements related to the issuance of tax-exempt 

securities. 

Other Resources:

Reimbursements totaling $2,121,000 are allocated to this program for providing administrative 

support to Public Debt’s franchise operation. 

3.2.2 Government Agency Investment Services Budget and Performance Plan

Government Agency Investment Services Budget Activity

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

Obligated Obligated Enacted Annualized CR 

Level

Request

 Appropriated Resources $15,445 $17,702 $18,013 $16,706 $15,419

 Reimbursable Resources $4,279 $2,130 $2,008 $1,809 $2,121

Total Resources $19,724 $19,832 $20,021 $18,515 $17,540

Budget Activity Total $19,724 $19,832 $20,021 $18,515 $17,540

Measure FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

Actual Actual Actual Target Target

Cost Per Government Agency Investment Services Transaction 

($) (E)

64.98 41.71 82.08 86.18 33.31

Number of Government Agency Investment Services Control 

Processes Consolidated (Oe)

2.0 0.0 5.0 0.0 2.0

Percent of Respondents Selecting the Highest Rating of 

Customer Satisfaction with Government Agency Investment 

Services (%) (Oe)

N/A N/A 55.0 56.0 57.0

Key: Oe - Outcome Measure, E - Efficiency Measure, Ot - Output/Workload Measure, M - Management/Cust. Satisfaction, 

DISC - Discontinued, and B - Baseline

Description of Performance: Public Debt established a long-term goal to reduce the number of 

systems used to support GAIS. This will streamline the diversity of technology and allow the 

bureau to consolidate and standardize internal controls over GAIS processes. The control 

environment originally consisted of 18 processes in 2006 that will be transformed into six 

standardized processes by FY 2012. The six processes include funds management, investment 

accounting, standard reporting, customer interface, enhanced reporting and account maintenance. 

Consolidating the systems that house GAIS data into a single, integrated control environment 
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now provides one location for all investment activities, which will reduce operational risks, 

while standardizing system, business and data elements. In FY 2012, the eight remaining 

processes will be reduced to six standardized processes. 

The cost per GAIS transaction was projected to be $86.18 for FY 2011. For FY 2012, the 

calculation of the cost per item volumes will change to a summary level indicator that better 

presents all of Government Agency Investment Services and is based upon a five- year rolling 

average volume. This new measure is a direct result of the GAIS program recognizing the 

benefit of streamlining and standardizing common business processes for all components of the 

proposed measure. Even though Federal Funds Investments is the largest component of GAIS, 

from a "unified" program perspective, it is more meaningful to the program managers to include 

all components of GAIS into the reported cost per item calculation. The new consolidated GAIS 

cost per transaction for FY 2012 is $33.31.

Public Debt established a goal to provide high quality customer satisfaction for GAIS. 

In FY 2010, the bureau conducted an initial customer survey to focus on program and system 

satisfaction, set a baseline, and identified opportunities for improvement in the future. This 

GAIS measurement supports an objective to provide quality customer service, transaction 

processing, and accurate and timely payments to investors. 

3C - Retail Securities Services ($116,260,000 from direct appropriations, including $8,000,000

from user fee collections, and $17,884,000 from reimbursable programs): Public Debt’s Retail 

Securities program serves more than 50 million retail customers who have invested in 

marketable and savings securities directly with Treasury. Investors may hold these securities in 

book-entry or paper form. 

The retail program will eliminate new issues of paper savings bonds sold over-the-counter at 

financial institutions no later than December 31, 2011. By January 1, 2011, new issuance of 

paper payroll bonds will have ended. Public Debt will continue to encourage investors to move 

to TreasuryDirect as their preferred way of buying and holding savings bonds. Efforts to 

transition customers will be educational, such as financial literacy programs that target customers 

not yet accustomed to conducting financial transactions online.

In FY 2012, the retail program will continue focusing on delivering a high-quality customer 

experience. Public Debt will streamline how it processes customer service correspondence (i.e., 

printed forms and letters) by centralizing print and mail functions and by using intelligent 

barcodes. Centralized printing and mailing of outgoing correspondence will take advantage of 

postal presort rates. At the same time, using intelligent barcodes along with existing scanning 

capabilities will create efficiencies in routing correspondence returned by customers to 

appropriate service representatives. Public Debt will also enhance its telephone access and 

interactive voice response architecture. Through these changes, Public Debt will be able to 

respond to retail securities customers more quickly and thoroughly.
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Other Resources:

Offsetting collections totaling $8,000,000 are collected for Legacy Treasury Direct Investor 

Account maintenance fees. In addition, $17,884,000 in reimbursements are allocated to this 

program for providing administrative support to Public Debt’s franchise operation. 

3.2.3 Retail Securities Services Budget and Performance Plan

Retail Securities Services Budget Activity

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

Obligated Obligated Enacted Annualized CR 

Level

Request

 Appropriated Resources $127,079 $127,909 $139,569 $140,915 $116,260

 Reimbursable Resources $9,006 $15,393 $15,554 $15,257 $17,884

Total Resources $136,085 $143,302 $155,123 $156,172 $134,144

Budget Activity Total $136,085 $143,302 $155,123 $156,172 $134,144

Measure FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

Actual Actual Actual Target Target

Cost Per TreasuryDirect Assisted Transaction ($) (E) 8.19 8.72 8.23 7.95 6.86

Cost Per TreasuryDirect Online Transaction ($) (E) 4.34 5.21 6.12 5.46 4.16

Percentage of Retail Customer Service Transactions Completed 

within 5 Business Days (%) (Ot)

N/A 86.0 92.7 87.0 87.0

Key: Oe - Outcome Measure, E - Efficiency Measure, Ot - Output/Workload Measure, M - Management/Cust. Satisfaction, 

DISC - Discontinued, and B - Baseline

Description of Performance: Although TreasuryDirect promotes investor self-sufficiency, there 

are times when assistance from a customer service representative is necessary. Representatives 

handle phone and email inquiries, offline authentication forms processing, conversions, changes 

in bank information and transactions requiring legal evidence. One of the performance measures 

of the retail program is the cost per TreasuryDirect assisted transaction, which is projected at 

$7.95 in FY 2011 and $6.86 in FY 2012.

 

In the internet-accessed TreasuryDirect system, investors can set up accounts, purchase 

electronic securities, and manage their holdings, without customer assistance. Since investors 

have self-service capability, Public Debt also tracks the cost of online transactions. The cost per 

TreasuryDirect online transaction is projected at $5.46 in FY 2011 and $4.16 in FY 2012.

The drop in the cost per transaction in FY 2012 for assisted and online transactions is a result of 

an increase in projected volumes as customers are expected to transition to TreasuryDirect from 

employer-sponsored paper savings bond payroll plans and from the Legacy Treasury Direct 

system.
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Public Debt projects to complete 87 percent of time-sensitive retail customer service transactions 

within five business days in FY 2012. Transactions include answering phone and email 

inquiries, processing payments or changes to payment instructions, and handling TreasuryDirect 

requests. The goal will be achieved by continually streamlining work processes and increasing 

the volume of electronic business transactions. 

3D - Summary Debt Accounting ($8,836,000 from direct appropriations, and $1,216,000 from 

reimbursable programs): The Summary Debt Accounting program is key to meeting 

Public Debt's responsibility to annually account for more than $13 trillion of public debt and 

nearly $400 billion in related interest expense incurred to finance the operations of the federal 

government. This program provides the overarching control structure for dozens of subordinate 

securities systems and reconciles more than $107 trillion annually of securities transactions and 

related cash flows handled by these subsystems. These cash flows represent funds received from 

the sale of securities and funds disbursed as interest and principal payments.

The program produces daily reports on the balances and composition of the public debt, the 

Monthly Statement of the Public Debt, and the annual, audited Schedules of Federal Debt, which 

reports on the single largest liability in the annual Financial Report of the United States 

Government. For each year an audit has been conducted, Public Debt has received an 

unqualified opinion on the Schedules of Federal Debt.

Public Debt is currently engaging in a thorough reengineering of Summary Debt Accounting 

business processes. This effort will redefine many reporting requirements, responsibilities and 

informational needs, produce more consistent processes across the board, drive improvements in 

the subsidiary reporting systems and ultimately create greater efficiency within the debt 

accounting programs at the summary and subsidiary levels.

While the Public Debt Accounting and Reporting System currently accounts for the public debt 

of the United States, this investment is nearing the end of its useful life. In response, the bureau 

is seeking a shared-service solution to meet its current and future accounting responsibilities for 

the Summary Debt Accounting program. This approach offers many benefits including faster 

migrations of new or modified functionality and reduced operational risks.

Other Resources:

Reimbursements totaling $1,216,000 are allocated to this program for providing administrative 

support to Public Debt’s franchise operation. 
BPD - 19

3.2.4 Summary Debt Accounting Budget and Performance Plan

Summary Debt Accounting Budget Activity

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

Obligated Obligated Enacted Annualized CR 

Level

Request

 Appropriated Resources $6,793 $7,081 $10,266 $9,574 $8,836

 Reimbursable Resources $475 $852 $1,144 $1,037 $1,216

Total Resources $7,268 $7,933 $11,410 $10,611 $10,052

Budget Activity Total $7,268 $7,933 $11,410 $10,611 $10,052

Measure FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

Actual Actual Actual Target Target

Cost Per Summary Debt Accounting Transaction ($) (E) 9.11 8.66 11.28 15.50 14.95

Percent of Summary Debt Accounting business processes 

restructured or eliminated (%) (Oe)

N/A N/A 6.0 6.0 6.0

Key: Oe - Outcome Measure, E - Efficiency Measure, Ot - Output/Workload Measure, M - Management/Cust. Satisfaction, 

DISC - Discontinued, and B - Baseline

Description of Performance: Public Debt tracks the cost per transaction of performing summary 

debt accounting, which includes reporting all financial activity related to the public debt of the 

United States. Issues, redemptions and interest payments on the public debt must be accounted 

for to calculate the amount of debt outstanding and interest paid. The bureau projects the cost 

per summary debt accounting transaction to be $15.50 in FY 2011 and $14.95 in FY 2012. For 

FY 2012, the calculation of the cost per item is based upon a five-year rolling average volume in 

order to limit exogenous factors impacting this measure and establish more meaningful 

reporting. The projected cost per summary debt accounting transaction is escalating over 

FY 2010 as a result of inflation, increased support charges and the development costs to redefine 

and modernize the Summary Debt Accounting environment. 

Public Debt established a long term goal to migrate Summary Debt Accounting to a shared 

service solution by FY 2013. The measurement of this goal is the percent of Summary Debt 

Accounting business processes restructured or eliminated. In FY 2012, the bureau will 

restructure or eliminate six percent of the business processes that support Summary Debt 

Accounting.

 

3E - Do Not Pay Implementation ($10,000,000 from direct appropriations): In June 2010, a 

Presidential Memorandum (Enhancing Payment Accuracy Through a “Do Not Pay List”) 

established the creation of a comprehensive Do Not Pay List against which agency payments 

could be cross-checked to prevent ineligible recipients from receiving payments from the federal 

government. To make this list more beneficial, VerifyPayment.Gov has been created to serve as 

a one-stop-shop for agencies. The Bureau of the Public Debt has been given responsibility for 

maintaining and expanding VerifyPayment.Gov. Additionally, Public Debt will work with the 
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Recovery Accountability and Transparency Board, to support an operations center to analyze 

fraud patterns and refer potential issues to agency management. 

3.2.5 Do Not Pay Implementation Budget and Performance Plan

Do Not Pay Implementation Budget Activity

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

Obligated Obligated Enacted Annualized CR 

Level

Request

 Appropriated Resources $0 $0 $0 $0 $10,000

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

Total Resources $0 $0 $0 $0 $10,000

Budget Activity Total $0 $0 $0 $0 $10,000

Measure FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

Actual Actual Actual Target Target

Performance Measures Not Yet Created N/A N/A N/A N/A N/A

Key: Oe - Outcome Measure, E - Efficiency Measure, Ot - Output/Workload Measure, M - Management/Cust. Satisfaction, 

DISC - Discontinued, and B - Baseline

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

validation, please go to: http://www.treasury.gov/offices/management/dcfo/accountabilityreports/
BPD - 21

Section 4 – Supporting Materials

4A – Human Capital Strategy Description

Public Debt's employees are its greatest asset and investment in the workforce is crucial. The 

bureau is recognized throughout the local and surrounding communities as a values-based 

employer where candidates want to work and employees want to stay. According to the report, 

Best Places to Work in the Federal Government 2010, the bureau ranked 6thth out of 224 federal 

agencies subcomponents. Additionally, Public Debt has consistently improved its overall score 

in every Best Places to Work in the Federal Government survey over the last five years.

 

As a values-based organization, Public Debt understands the benefits telework provides for 

enhancing employee morale. Telework has the potential to increase employee productivity and 

provides employees an additional method for balancing work and home life. Moreover, it has 

the added benefits of increasing the recruitment of new employees, retaining the current 

workforce and potentially cutting down on employee absences.

To ensure essential business functions are maintained during office closures due to 

weather-related situations or other emergency events, telework will be integrated into continuity 

of operations plans as an alternative way of conducting business. Several offices are piloting 

telework on a trial basis to ensure functionality of systems in the event of a real-world disaster.

Public Debt moved to a performance-based management system for non-supervisory, nonbargaining unit employees at the end of December 2008. The new appraisal system is aligned 

with Public Debt's strategic and annual performance plans. In December 2009, the bureau 

successfully completed the bargaining process to move the remaining non-supervisory 

employees to the same system. The date to transition bargaining unit employees is pending.

The use of statistical analysis continues to be a crucial part of workforce planning and 

deployment. Through FY 2015, 37 percent of Public Debt's permanent employees will be 

eligible for optional retirement. Thanks to the bureau's standing as an employer of choice and 

the large pool of highly qualified candidates in the local community, Public Debt can address the 

anticipated retirements successfully.

A closer analysis of the retirement data reveals 62 percent of Senior Executive Services (SES) 

level employee will be eligible to retire during the same period. Public Debt's SES Candidate 

Development Program concluded in March 2010, at which time, candidates applied for SES 

certification. The candidates, once certified, will be eligible for noncompetitive appointments in 

the Senior Executive Service. By planning ahead, the bureau will be able to counteract the 

potential impact of future SES retirements.
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4.1 – Summary of IT Resources Table

Dollars in Thousands

Information Technology Investments

Major IT Investments / Funding Source Budget Activity

Restated 2/ 

FY 2009 

Enacted

Restated 2/ 

FY 2010 

Enacted

FY 2011 

Annualized CR 

Level

FY 2012 

Request

Government Agency Investment Services Government Agency Investment Services $5,493 $3,759 -31.6% $4,269 13.6% $4,338 15.4%

Summary Debt Accounting Services Summary Debt Accounting $2,030 $2,091 3.0% $5,537 164.8% 3/ $5,721 173.6%

Wholesale Securities Services Wholesale Securities Services $31,725 $34,664 9.3% $29,344 -15.3% $29,152 -15.9%

 Subtotal: Administering the Public Debt $11,562 $12,252 6.0% $6,520 -46.8% 4/ $5,022 -59.0% 4/

 Subtotal: Reimbursements to Federal Reserve Banks $20,163 $22,412 11.2% $22,824 1.8% $24,130 7.7%

Retail Securities Services Retail Securities Services $18,698 $19,108 2.2% $57,518 201.0% $59,082 209.2%

 Subtotal: Administering the Public Debt $18,698 $19,108 2.2% $24,139 26.3% $24,236 26.8%

 Subtotal: Reimbursements to Federal Reserve Banks $0 $0 0.0% $33,379 5/ 100.0% $34,846 5/ 100.0%

Subtotal, Major IT Investments $57,946 $59,622 2.9% $96,668 62.1% $98,293 64.9%

Non-Major IT Investments $1,784 $1,840 3.1% $1,945 5.7% $2,094 13.8%

Infrastructure Investments $0 $0 0.0% $0 0.0% $0 0.0%

Enterprise Architecture $0 $0 0.0% $0 0.0% $0 0.0%

Total IT Investments $59,730 $61,462 2.9% $98,613 60.4% $100,387 63.3%

Prior Year Submissions

Government Agency Investment Services System (GAISS) Renamed. . . 

Public Debt Accounting and Reporting System (PARS) Renamed. . . 

SaBRe Consolidated to . . . 

Treasury Automated Auction Processing System (TAAPS) Renamed. . . 

TreasuryDirect Consolidated to . . . 

Non-Majors IT Investments (Admin Support, Transaction 

Support, Program & Mgmt Support)

Consolidated to . . . Retail Securities Services and Bureau-wide Services

Infrastructure Investments Moved to. . . Treasury Franchise Fund Budget Submission

Enterprise Architecture Moved to. . . Treasury Franchise Fund Budget Submission

2/ Prior years restated for comparison to FY 2012.

Summary Debt Accounting Services

Retail Securities Services

Wholesale Securities Services

Retail Securities Services

3/ SDAS investment increase represents development work to redefine and modernize the debt accounting environment to ensure the collection, verification, and dissemination of all debt accounting information is accurate, appropriate, 

flexible, and standardized. While increasing governance, the project will maintain SDA's ability to account for and report on the public debt and related interest costs, and to establish and maintain reporting requirements and accounting 

procedures and controls.

4/ WSS investment reduction does not result in WSS program savings. Program operations costs were included as investment costs in prior years. In FY 2011 and 2012, program operations costs are removed from the investment baseline, but 

are still incurred as program operations costs.

5/ Represents share of reimbursements to Federal Reserve Banks for IT systems and services performed. Formerly recognized as program costs, starting in FY 2011, they are appropriately captured as IT costs.

Additional Note: The Oracle e-Business Suite is captured in the Franchise Financial and Administrative Services (FFAS) investment and is included in the Treasury Franchise Fund Budget Submission.

1/ Crosswalk of Portfolio Changes:

2012 Submission

Government Agency Investment Services

% Change 

from FY09 to 

FY10

% Change 

from FY10 to 

FY11

% Change 

from FY10 to 

FY12
BPD - 23

4B – Information Technology Strategy

Information Technology (IT) Resource Planning and Strategic Alignment

To ensure the success of Public Debt's mission at the lowest cost to the taxpayer, the bureau 

continues to strengthen its strategic planning processes to make the best possible use of 

resources, including IT. Public Debt created its Enterprise Architecture Group to promote 

strategic alignment across the Public Debt enterprise, optimize business processes by promoting 

an appropriate diversity and reuse of technology solutions and expose strategic planners to 

information that enables informed decisions. 

With this budget submission, Public Debt unveiled a completely restructured IT investment 

portfolio, better aligning budget activities and programs. By aligning with budget activities and 

Enterprise Architecture, the Capital Planning and Investment Control and budget process 

integration provided a structured approach for long-range strategic planning and efficient 

management of the IT portfolio and its resources. Managers will have complete visibility into 

and greater control over IT spending within their respective programs. 

Modern and Secure Technical Environment

The IT strategy embraces a modern and secure technical environment to support Public Debt’s 

programs, workforce, and customers. Public Debt's software engineering framework will 

leverage open source technologies. Public Debt will expand its virtual infrastructure and will 

leverage virtual technologies in the delivery of end user services. Furthermore, social media 

technologies and data services (for both structured and unstructured data) will be available for 

use in a secure manner as a productive means of business collaboration.

Data Centers Consolidation

In late 2009, the Office of the Fiscal Assistant Secretary asked the Commissioners of the 

Financial Management Service (FMS) and the Bureau of the Public Debt to assess where 

improvements could be made in the efficiency and effectiveness of IT infrastructures. As a 

result, FMS in partnership with Public Debt initiated a project to consolidate the data centers 

across the two bureaus to help achieve the Secretary’s objective of increasing the utilization and 

efficiency of combined IT assets, while reducing technology costs. This effort includes 

consolidation of five data centers into two shared by both bureaus with one acting as a back-up 

to the other, creation of a single corporate governing body, in-sourcing of select contractor 

functions, consolidation of application development methodologies and associated infrastructure, 

and importantly results in a more “green” approach to delivery of IT services. In FY 2012, 

Public Debt expects total net cost savings of $470,000.