Department-wide Systems and Capital Investment Program 

Mission Statement 

The Department-wide Systems and Capital Investments Program (DSCIP) is authorized to be 

used by or on behalf of the Treasury Department’s bureaus, at the Secretary’s discretion, to 

improve infrastructure, modernize business processes and increase efficiency through 

technology investments. 

Program Summary by Budget Activity 

Dollars in Thousands 

Appropriation FY 2009 FY 2010 FY 2011

Enacted Enacted Request $ Change % Change

 Department-wide Systems and Capital Investments 

Program $26,975 $9,544 $22,000 $12,456 130.5%

Total Appropriated Resources $26,975 $9,544 $22,000 $12,456 130.5%

Total FTE - - - - -

FY 2011 Priorities 

• To continue the program management and initial deployment of the Department-wide 

Enterprise Content Management (ECM) Program. 

• To design and implement the Financial Innovation and Transformation Program 

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Table of Contents 

Department-wide Systems and Capital Investment Program .............................................1

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

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

1B – Program History and Future Outlook ............................................................................3

Section 2 – Budget Adjustments and Appropriation Language ..........................................8

2.1 – Budget Adjustments Table ............................................................................................8

2A – Budget Increases and Decreases Description ................................................................8

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

2.3 – Appropriations Detail Table .........................................................................................9

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

2C – Legislative Proposals ...................................................................................................10

Section 3 – Budget and Performance Plan ..........................................................................11

3.1 – Budget by Strategic Outcome .....................................................................................11

3.2.1 – DSCIP Budget and Performance Plan .....................................................................12

4B – Information Technology Strategy ...............................................................................13

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Section 1 – Purpose

1A – Description of Bureau Vision and Priorities 

DSCIP funding is authorized to be used by or on behalf of Treasury Department bureaus, at 

the Secretary’s discretion, to modernize business processes and increase efficiency through 

technology investments. A new investment for FY 2011 will be the establishment of the 

Financial Innovation and Transformation Program. Continuing investments include the 

Enterprise Content Management (ECM) Program. 

Top Priorities for FY 2010

Enterprise Content Management (ECM) – A key Treasury initiative for 2011 is the 

reduction of paper-based processes and transactions. The ECM program is an essential 

element of this initiative as it will provide a common approach across Treasury to 

modernizing paper-based business processes. FY 2011 funding will allow the program to 

continue, with a focus on enhancing mission effectiveness, reducing total cost of ownership 

by promoting economies of scale, and enabling all Treasury bureaus to progress toward a 

paperless environment. 

Financial Innovation and Transformation– DSCIP funding is also requested to develop 

and expand efforts to support shared, government-wide financial solutions associated with 

agency financial management services (e.g., invoice processing, cash collections, interagency 

agreement management), For example, the program will develop innovations available to 

agencies that can provide access to users and stakeholders to certain financial information or 

append their information without requiring the movement of data. This will also streamline 

processes and allow for more transparency of information to the public. This program will be 

coordinated through a new Office of Financial Innovation and Transformation (OFIT). 

1B – Program History and Future Outlook 

The Treasury Department has utilized DSCIP to fund enhancement of the Treasury Secure 

Data Network, meet Department wireless communications requirements, enhance the high 

priority, classified intelligence capabilities of the Treasury Foreign Intelligence Network, 

upgrade the infrastructure for Treasury’s Back-up Disaster Recovery Capacity, and develop 

Treasury’s automated Personnel System, HR Connect, which serves customers across all 

Treasury bureaus. Additionally, DSCIP funding has strengthened Treasury’s Cyber Security 

program, allowing the Department to approve performance in meeting the requirements of 

the Federal Information Security Management Act (FISMA) and other government-wide 

security initiatives. 

Improvements have resulted in the recent closure of the report on the Department-wide 

security material weakness. 

During FY 2010, DSCIP funding will go toward completion of ECM program planning and 

the initiation phase of the ECM solution. The ECM program will be appropriately scoped, 

with business requirements gathered and prioritized for migration into the prospective 

Treasury ECM architecture, and alternatives analyses will be presented. Treasury will award 

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a contract for system integration (SI) of the ECM functional requirements in 2010. This 

independent industry assessment will constitute the basis for the design, development, and 

implementation of the proposed ECM solution and related changes in organizational business 

and technical management processes. The result will be the establishment of high-level 

functional and technical requirements, revised lifecycle cost estimates, and further 

refinements to the governance structure of the ECM program. The first phase of the ECM 

solution will be implemented (including the preparation of detailed design requirements, 

architecture, and hardware and software requirements) based on the highest ECM priorities 

as determined from the independent assessment. It is anticipated that one or more pilots may 

be deployed in the first phase to expedite deployment of the ECM solution for entities with 

pressing needs. 

Using the requested FY 2011 funds, Treasury will utilize the contract vehicle to implement 

the second phase of the ECM solution, including deployment of the next set of prioritized 

bureau capabilities and infrastructure requirements identified during the independent 

assessment (such as modular hardware and virtual machine technology to enable a scalable 

and incremental build-out of the ECM platform). Treasury will leverage the tools, 

technologies, standards, processes, and lessons learned across all Treasury bureaus, and 

mitigate costs through shared resources. Bureau and office content management needs will 

be continually reviewed for provisioning on the technologically evolving ECM platform, and 

existing systems that continue to possess useful life will be analyzed for eventual migration 

and/or retirement. 

Treasury will also use FY 2011 funds to begin the development of new financial 

management solutions through the Financial Innovation and Transformation Program. This 

program will allow for efficiencies through the implementation of solutions for transaction 

processing and financial report production. Current financial systems require multiple 

agencies to build and maintain multiple systems. This new program will create options that 

will allow agencies to perform essential financial transaction processing, such as invoice 

processing, within a single source. These automated solutions would be web-based; require 

automated data and payments; have complete financial information; enable agencies and 

customers to append data; provide performance information; and, as appropriate, provide 

public access to information. 

The Treasury Department has four strategic goals: 

• Effectively manage U.S. government finances;

• Ensure U.S. and world economies perform at full economic potential;

• Prevent terrorism and promote the nation’s security through strengthened international 

financial systems; and,

• Ensure management and organizational excellence.

The Department uses DSCIP funds to make investments necessary to facilitate achievement 

of these goals. For FY 2011, proposed investments are as follows: 

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Enterprise Content Management (ECM) Program: The ECM Program will allow 

organizations to electronically capture, store, search/analyze, and share documents from 

internal and external customers, including citizens, corporations, intelligence, law 

enforcement, and financial communities. 

ECM will encourage a modern means of information sharing with those supporting the 

counter-terrorism, financial stability, and regulatory missions of Treasury. With a successful 

ECM Program, Treasury’s Strategic Goals can be more effectively met. Front-line staff will 

be better positioned to fulfill core mission objectives (e.g., Terrorism Prevention, Law 

Enforcement, and Financial Stability), quickly process the continuous backlog of FOIAs, and 

advance casework management. ECM will also result in improved information sharing 

among organizations and allow Treasury to make significant progress towards a paperless 

environment. 

Positive results will be achieved in the following business areas that are aligned with the 

Treasury’s and the Administration’s priorities for IT investments: 

Transparency: Through ECM, Treasury will be able to process Freedom of Information Act 

(FOIA) requests from taxpayers and businesses with a faster turnaround time. The majority 

of the processing time is currently dedicated to manual searches for both paper and scanned 

documents and to review and redaction processes that are manually and paper intensive. 

Instituting automated workflows and establishing records repositories that are compliant with 

federal regulations will streamline the processes for reviewers and attorneys and make the 

results more readily available to the public. 

Litigation Efficiencies through Paper Reduction: Implementing a NARA/DOD 5015.2 

compliant database will allow Treasury to store official records electronically, rather than 

just in paper form. The ECM Program will ensure compliance with regulations, eliminate the 

time spent filing and copying paper documents, and automate the workflow process. The 

paper intensity of the current workflow process not only involves human resources, but also 

requires storage space to warehouse multiple working copies and originals of cases. ECM 

will deliver both cost savings and cost avoidance, and will assist in meeting e-Discovery 

requirements. Official electronic records management will improve litigation efficiency 

through paperwork reduction. 

Collaboration in Sanctions Programs: Applications for exceptions to sanctions (an instrument 

of national security and economic power) are currently handled via paper processes. Paper 

applications are received in free form, requiring that the information be manually entered into 

a legacy database for processing and tracking. This manual entry delays sanction licensing 

and has the potential to adversely impact U.S. foreign policy. With a public-facing, 

customer-driven licensing application for specific programs, the sanctions process would 

become electronic, thus reducing licensing time, improving relationships with external 

stakeholders (e.g., the Commerce and State Departments), and fostering transparency, 

accountability, and effectiveness in sanctions processing. 

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Intelligence Reform and Terrorism Prevention - Law Enforcement: Implementation of ECM 

will provide the information infrastructure to comply with the Intelligence Reform and 

Terrorism Prevention Act, Section 1016(e) requirement by facilitating information sharing 

between Treasury, federal agencies, and foreign partners using industry and government 

standards. 

Tax Enforcement: ECM will be used in investigating tax evasion cases, and when made 

public, the compliance impact will be many times the cost of the investigation. ECM will 

enable criminal investigators to reduce the cycle time of cases by improving document 

management, thereby increasing the amount of direct investigative time and enabling more 

investigative cases to be worked. This will directly help to reduce the tax gap. 

End-User Benefits: End-user benefits include time savings and increases to productivity, 

allowing Treasury employees to focus on their core business activities. Information sharing 

will be improved, and accessibility to information will be expedited by providing online 

access to information that was formerly available only on paper, microfilm, or microfiche. 

ECM will achieve greater organizational accountability by: improved control over documents 

and document-oriented processes; security over document access and modification; reliable 

and accurate audit trails; reduction of paper handling, storage, lost documents, and errorprone manual processes. 

Financial Innovation and Transformation Program: OMB and the Department have 

partnered to transform the government’s financial management. This partnership will help to 

reduce costs and improve quality in financial management across government. 

At present, the processes that government agencies use to conduct financial transactions and 

to prepare associated financial reports are fragmented, expensive, and inefficient. 

Improvements can be made to the current approach to financial management, and now is the 

time to make necessary improvements and offer solutions to the way that government 

agencies conduct financial operations. Under the new partnership between the Department 

and OMB, the Fiscal Service would develop innovative solutions for transaction processing 

and financial report production that could offer efficiencies to agency customers. These 

automated solutions will be web-based; require automated processing of data; contain 

necessary financial information; enable agencies and customers to add data; provide 

performance information; and, as appropriate, provide public access to information. The 

objective is to reduce the paper flow for financial transactions and to reduce the submission, 

capture, and movement of data from system to system. 

Promoting innovative methods is important to improving the federal financial process. As 

part of the Financial Innovation and Transformation Program, OMB and the Department will 

actively research potential system solutions, such as the FMS web-based system—the 

Internet Payment Platform (IPP). An IPP-like system could improve the way the government 

deals with vendors, by automating the invoice submission and review process, as well as 

making all payments electronic. Another possible initiative the Financial Innovation Program 

may evaluate is developing a central solution to support interagency transactions. Currently, 

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this process is inefficient and prone to error as well as being material weaknesses for the 

Federal government. 

This program will be run by a new Office of Financial Innovation and Transformation 

(OFIT) and funded by the government-wide CFO Council. 

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Section 2 – Budget Adjustments and Appropriation Language 

2.1 – Budget Adjustments Table 

Dollars in Thousands 

Department-wide Systems and Capital Investments Program FTE Amount

FY 2010 Enacted - 9,544 

Changes to Base: 

Non-Recurring Costs: - ($9,544) 

Zero Base DSCIP - (9,544) 

Subtotal FY 2011 Changes to Base - ($9,544) 

Total FY 2011 Base - - 

Program Changes: 

Program Increases: - $22,000 

Enterprise Content Management Program - 5,000 

Financial Innovation and Transformation Program - 17,000 

Subtotal FY 2011 Program Changes - $22,000 

Total FY 2011 Budget Request - 22,000

2A – Budget Increases and Decreases Description 

Non-Recurring Costs ...................................................................... -$9,544,000 / +0 FTE 

Zero Base DSCIP -$9,544,000 / +0 FTE 

DSCIP is a zero-based budget. 

Program Increases ....................................................................... +$22,000,000 / +0 FTE 

Enterprise Content Management Program +$5,000,000 / +0 FTE 

Using the requested FY 2011 funds, Treasury will utilize the systems integration contract 

vehicle to implement the second phase of the ECM solution, including deployment of the 

next set of prioritized bureau capabilities and infrastructure identified during the independent 

assessment (such as modular hardware and virtual machine technology to enable a scalable 

and incremental build-out of the ECM platform). Using the FY 2011 funding, the 

Department plans to procure the services of an SI vendor to design, develop, and implement 

ECM through integration of the necessary hardware and software into a solution that meets 

Treasury/bureau business needs. Examples of ECM solutions that are utilized by multiple 

bureaus and offices include: FOIA; correspondence management; e-Discovery; records 

management; and law enforcement and financial stability document management. 

Financial Innovation and Transformation Program +$17,000,000 / +0 FTE 

Treasury will use FY 2011 funds to begin the development of financial management 

solutions through the Financial Innovation and Transformation Program. This program will 

develop innovative methods, made available to agencies, for improving the efficiency of 

native financial transactions. These automated solutions would be web-based; require 

automated data and payments; have complete financial information; enable agencies and 

customers to append data; provide performance information; and, as appropriate, provide 

public access to information. 
2.2 – Operating Levels Table 

Department-wide Systems and Capital 

Investments Program

FY 2009 

Enacted

FY 2010 

President's 

Budget

Congressional 

Action 

Including 

Rescission

FY 2010 

Enacted 

Level

Proposed 

Reprogrammings

FY 2010 

Proposed 

Operating 

Level

FY 2011 

Requested 

Level

 

FTE 0 0 0 0 0 0 0

Object Classification: 

21 - Travel and transportation of persons 5 0 0 0 0 0 0

25.1 - Advisory and assistance services 1,000 5,000 0 5,000 0 5,000 0

25.2 - Other services 11,527 0 0 0 0 0 22,000

25.3 - Other purchases of goods and 2,000 0 0 0 0 0 0

services from Govt. accounts 

25.7 - Operation and maintenance of equip 400 0 0 0 0 0 0

26 - Supplies and materials 25 0 0 0 0 0 0

31 - Equipment 500 0 0 0 0 0 0

32 - Land and structures 11,518 4,544 0 4,544 0 4,544 0

Total Budget Authority $26,975 $9,544 $0 $9,544 $0 $9,544 $22,000

Budget Activities: 

Department-wide Systems and Capital 26,975 9,544 0 9,544 0 9,544 22,000

Investments Program 

Total Budget Authority $26,975 $9,544 $0 $9,544 $0 $9,544 $22,000

 

2.3 – Appropriations Detail Table 

Dollars in Thousands 

Appropriation Detail Table

(Dollars in Thousands)

FY 2009 FY 2009 FY 2010 FY 2011

Resources Available for Obligation Obligations Enacted Enacted Request

FTE AMOUNT FTE AMOUNT FTE AMOUNT FTE AMOUNT

New Appropriated Resources:

Department-wide Systems and Capital 

Investments Programs 0 $26,975 0 $9,544 0 $22,000

New Appropriated Resources 0 $26,975 0 $9,544 0 $22,000

Other Resources:

Subtotal Other Resources 0 $0 0 $0 0 $0

Total Resources Available for Obligation $0 $26,975 $0 $9,544 0 $22,000

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2B – Appropriations Language and Explanation of Changes 

Appropriations Language Explanation of Changes 

DEPARTMENT-WIDE SYSTEMS AND CAPITAL 

INVESTMENTS PROGRAM 

Federal Funds 

GENERAL AND SPECIAL FUNDS: 

The legislative language 

change requested will 

allow the Departmentwide Systems and Capital 

Investments Program to For development and acquisition of automatic data implement the Enterprise processing equipment, software, and services for the Content Management Department of the Treasury, [$9,544,000] $22,000,000, to Program Department- remain available until September 30, [2011] 2013: [ wide, by striking the Provided That $4,544,000 is for repairs to the Treasury language prohibiting Annex Building] Provided, That these funds shall be funding for the Internal transferred to accounts and in amounts as necessary to Revenue Service satisfy the requirements of the Department's offices, Business Systems bureaus, and other organizations: Provided further, That Modernization and this transfer authority shall be in addition to any other Operations Support. transfer authority provided in this Act [Provided further, 

That none of the funds appropriated shall be used to 

support or supplement ``Internal Revenue Service, 

Operations Support” or ``Internal Revenue Service, 

Business Systems Modernization''.] (Department of the 

Treasury Appropriations Act, 2008) 

 

2C – Legislative Proposals 

DSCIP has no legislative proposals for FY 2011. 

 

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Section 3 – Budget and Performance Plan

This table lists all FY 2011 resources by strategic goal, objective and outcome outlined in 

the FY 2007-2012 Treasury Department Strategic Plan. The Treasury Strategic Plan is a 

corporate level plan for the Department that 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 

Request Percent Change

 Accountability & trans - 3,500 100.00%

 Aligned organization 4,544 17,000 274.12%

 National security 2,000 500 -75.00%

 U.S. & Intl financial sys 3,000 1,000 -66.67%

Total $9,544 $22,000 130.51%

3A – Department-wide Systems and Capital Investments Program ($22,000,000 from 

direct appropriations): The purpose of DSCIP funds is to modernize business processes 

and increase efficiencies through IT investment. All of the DSCIP efforts provide 

tangible benefits in their specific areas to produce an improved overall IT environment 

for the Department of the Treasury. The following section describes what the Treasury 

Department expects to accomplish with the requested DSCIP funding and the specific 

benefits each program will provide at the completion of FY 2011. 

Enterprise Content Management - ECM encourages critical information sharing in 

support of the counter-terrorism, financial stability, and regulatory responsibilities of the 

Treasury Department. ECM will support Treasury's IT goals by reducing the cost of 

infrastructure operations and increasing bureau productivity and collaboration. The 

enterprise-wide approach will provide the technology foundation and core capabilities to 

ensure that all Treasury ECM efforts map to consistent standards, are aligned with related 

government-wide initiatives, and leverage tools, technologies, licenses, standards, 

processes, lessons learned, and commonalities in requirements among Departmental 

components, thereby achieving economies of scale and efficiencies in information 

sharing. 

ECM Program Performance will be measured through the identification of performance 

metrics. Measures and results to be achieved include reduced paper costs, increased 

efficiency/productivity of staff, reduced time required to share information, reduced 

management reporting burden, and retirement of legacy systems. 

There are a number of benefits to the bureaus and government at large to be realized: 

• Enhanced security for records and documents 

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• Improved regulatory compliance 

• Improved data collection and quality 

• Improved information sharing 

• Quicker and more accurate management reporting 

• Development of Treasury-wide standards for enterprise content management 

Financial Innovation and Transformation Program - This developmental program will 

improve government-wide financial management, streamline processes, and provide 

better service through the development and implementation of state-of-the-art 

information technology solutions made available to agency customers that will reduce 

financial operations costs.. The first initiative under this program will be an E-Gov pilot 

slated for September 2010 in which agencies can use the services of a Treasury webbased system that encompasses electronic payment transactions—from submission of the 

vendor invoice, through review and approval, to notification and payment to the vendor. 

This initial project will analyze government financial operations and implement 

improvements that modernize and harmonize government vendor payments through a 

web-based, resource-pooling technology. This pilot project will pool resources and 

automate financial transaction processing in one place using a developmental Treasury, 

web-based “Cloud Computing” system. 

Performance will be measured by assessing the costs and performance of the 

government’s current financial management. Expected results are: 

• Reduced costs and elimination of duplicative efforts. 

• Streamlined processes between vendors and government agencies. 

• Improvements in agency and government-wide financial data. 

• Financial reports that support policy making and management decision making. 

• Transparency of information. 

3.2.1 – Department-wide Systems and Capital Investments Program Budget and 

Performance Plan 

Department-wide Systems and Capital Investments Program Budget Activity

Resource Level

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011

Obligated Obligated Obligated Enacted Request

 Appropriated Resources $30,268 $10,546 $26,975 $9,544 $22,000

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

Total Resources $30,268 $10,546 $26,975 $9,544 $22,000

Budget Activity Total $30,268 $10,546 $26,975 $9,544 $22,000

For detailed information about each performance measure, including definition, 

verification and validation, please go to: 

http://treas.gov/offices/management/budget/
4B – Information Technology Strategy 

As the steward of the United States government’s finances, the Treasury Department 

plays a critical role in U.S. and global economies. We effectively manage the 

government’s finances, promote economic opportunity at home and abroad through 

sound fiscal policy, work for entitlement reform, strengthen trade and investment 

policies, and maximize voluntary tax compliance. Comprised of thirteen bureaus, each 

with at times very disparate missions, the Treasury Department collects over $2 trillion 

annually, manages over $8 trillion in debt and performs more than $58 billion in daily 

cash transactions. Successfully executing this mission requires not only an extreme focus 

on protecting the security of our nation’s monetary assets, but also on stimulating U.S. 

economic growth and strengthening our financial institutions and markets. None of this 

could be done today without Information Technology. 

As Treasury's goals and objectives shift to address new economic challenges, so must its 

IT capabilities. In developing our Information Technology Strategy it is the Department’s 

goal to provide an enterprise-wide set of information technology capabilities that are 

effective, efficient, flexible and elastic. In summary, Treasury’s IT Strategy is built on 

four major tenets: 

1) The Department will seek to continually transform Treasury's IT organization to 

further enhance our enterprise efficiency and effectiveness. This will be done through an 

even tighter focus on expense optimization, even greater leverage of business and IT 

capabilities across the Department, and by further enabling an agile, delivery focused IT 

organization. 

2) The Department will continually provide innovative solutions to its business needs 

while also ensuring the long term viability of our core systems. Treasury will enable this 

by becoming an information centric organization, by ensuring its core platforms are 

operating as efficiently and effectively as possible, by further enabling its mobile 

workforce and by delivering solutions that promote greater transparency to, and 

collaboration with its customers. 

3) The Department will ensure all of its IT capabilities are adequately secure, robust and 

reliable enough to serve department-wide needs. In support of this, the Department will 

establish even tighter control and protection of its information assets and it will 

continually enhance its information and communication services to make them as reliable 

and robust as economically viable. 

4) The Department will provide high quality solutions by being diligent in its focus on 

enabling its people, improving our processes, managing risk and meeting its customers’ 

needs. 

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