Bureau of the Fiscal Service 

FY 2015 

Capital Investment Plan 
Bureau: Fiscal Service 

Investment Name: Automated Standard Application for Payments (ASAP) 

Type of Investment: Major IT Investment 

Description: 

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

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

services on behalf of the government, and EBT disbursements to stat. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 63.00 8.84 6.80 7.06 6.41 6.28 0.00 0.00 98.38 

O&M Sub Total (Including Gov FTE) Costs 65.05 7.35 5.94 5.68 5.81 6.02 6.27 0.00 102.12 

Total Cost (Including Gov FTE) 128.05 16.18 12.74 12.74 12.22 12.30 6.27 0.00 200.50 

Total Gov FTE Cost 19.74 1.76 1.86 1.82 1.83 1.89 1.10 0.00 30.00 

Number of FTE represented by costs 214.00 16.25 16.25 16.00 16.00 16.00 16.00 0.00 310.50 

Summary of Purpose, Goals, and Benefits: 

Consistent with Bureau of the Fiscal Service (Fiscal Service) and Treasury missions, ASAP is a 

recipient-initiated electronic payment and information system used to make: federal grant 

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

government; and EBT disbursements to states. It is a shared service provider. The Federal 

Reserve Bank, Treasury's fiscal agent (12 U.S.C. 391), develops and operates ASAP under 

Fiscal Services' direction. For PY 2013, ASAP had 14,000+ users and made payments totaling 

$594 billion - 20% of all Fiscal Service payments in dollars. 

Primary beneficiaries of the investment include states, financial institutions, universities, nonand for-profit organizations, Indian tribal organizations, FPAs, and the Fiscal Service. As 

stakeholders, users receive direct benefit from using the system for payment and/or 

reporting/information services. 

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

management practices and controls. It does so by directly contributing to the Fiscal Service’s 

Strategic Goals #1 & 5: "Achieve timely, accurate, and efficient disbursement of Federal 

payments"; and "Achieve timely and accurate financial information that contributes to the 

improved quality of financial decision making". ASAP's primary function is to make payments 

electronically via ACH and Fedwire. Its real-time interface with these systems provides next-day 

and same-day payments to recipients and immediate financial information to recipients, FPAs 

and Treasury, enabling informed decisions. 

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

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

the administration of grant payment processing using ASAPs business processes and cash 

management functions. 

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

Design efficiencies and robust functionality eliminates the need for redundant payment systems. 
ASAP management is dedicated to CPIC best practices, ensuring effective use of taxpayer 

funds. An EVMS is used to measure the project performance and certified project managers 

employ sound practices to manage development, production, and control activities. 

Return on Investment: 

The ASAP investment's 5-year rate of return is 44% and payback period is less than 2 years. 

The following benefits noted are derived from an alternatives analysis / cost benefit analysis 

(AA/CBA) performed in 2010. The investment is planning to conduct another AA/CBA in winter 

2013/2014. 

Quantitative benefits: 

1) Time Saved due to RFC and CBAF Functions rolled into ASAP.gov: Achieved. 

2) Streamlined Problem Diagnosis Process: FY 2014. 

3) Alignment with Treasury's Enterprise Architecture: Ongoing. 

4) Elimination of Duplicative FPA Payment Systems: Achieved. 

5) No Retraining of Legacy ASAP Staff on Platform Architecture and Processes: FY 2014. 

6) O&M Savings: Ongoing. 

7) Less Testing (business resumption tests) due to Collocation of ASAP's Back and Front Ends: 

FY2014. 

8) Repurpose Development Resources: FY2014. 

Qualitative benefits: 

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

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

operational activities. 

3) ASAP is accessible by technical support and external systems to perform business functions. 

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

entities and inappropriate use by authorized entities. 

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

requirements. 

6) The platform offers support and technology with demonstrated track record of success for a 

similar application type. 

7) Ability of a platform to be operationally ready. 

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: The ASAP investment is recognized as 

being a contributor to the Fiscal Service's Strategic Goals #1 & 5: "Achieve timely, accurate, and 

efficient disbursement of Federal payments" and "Achieve timely and accurate financial 

information that contributes to the improved quality of financial decision making". 

Presidential Priority: N/A 

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

Budget, selected ASAP as one of two approved grant payment systems for civilian grants. See 

OMB Circular A-110, "Grants and Agreements with Institutions of Higher Education, Hospitals 

and Other Non-Profit Organizations". 

Accomplishments: 

ASAP continues to exceed monthly operational metric goals and achieving major and minor 
milestones to meet critical deadlines required to migrate the ASAP system's database and ACH 

and Fedwire jobs/processes off the Federal Reserve Information Technology (FRIT) mainframe 

platform to the Treasury Web Application Infrastructure (TWAI) distributed platform by 

12/31/2013. The investment is still on target to avoid $20M - $26M in FRIT platform costs 

starting in CY 2014. 

Major accomplishments: 

 Implemented version 2.0 of XML schemas for batch transactions on January 14, 2013; 

 Implemented full GWA/CARS TAS-BETC functionality on December 8, 2012 (R14.0); 

 Migrated the ASAP system's ACH and RFC functions from the FRIT to the TWAI on June 

22, 2013 (R15.0); 

 Implemented one minor release; and 

 Added four new FPA bureaus. 

Planned Objectives and Accomplishments: 

FY2014 

 Release 17.0 (October 26, 2013 implementation) will move ASAPs database to TWAI. The 

mainframe migration effort will conclude with a minor decommissioning effort (17.1) on 

December 20, 2013 to confirm a zero footprint. Release 18.0 (March 8, 2014) will implement 

code to interface with the Payment Information Repository (PIR) to pass grant data for 

analytics and reporting capabilities on payment transactions. Release 19.0 (October 11, 

2014 implementation) implements code to interface with a new enterprise provisioning 

system (ITIM) that enrolls and provides access permissions to ASAP users. These DME 

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

Services has chosen the TWAI as the Bureau cloud solution. Costs are reflected in the 

TWAI investment costs. 

 Continue all production efforts and required infrastructure upgrades. 

 Conduct an AA/CBA that will establish new qualitative and quantitative benefits for ASAP. 

 Continue to achieve stated benefits. 

 Enroll five new FPAs, as planned. 

FY2015 

 Release 20.0 (April 11, 2015 implementation) will ultimately allow ASAP to use an enterprise 

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

PIV credentials to authenticate and digitally sign funding transactions in ASAP. Release 

21.0 (September 12, 2015 implementation) will implement the Straight-Through-Processing 

effort for immediate settlement of payments to improve Treasury's knowledge of their 

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

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

 Continue all production efforts and required infrastructure upgrades. 

 Continue to achieve stated benefits. 

 Enroll new FPAs. 

FY2016+ 

 It is expected that ASAP implement code that provides ASAP the ability to efficiently hold 

and control payments in a debt ceiling or budgetary crisis; interface with PPS to provide 

payment data given that PACER has been slated for sunset; and interface with TOP so 

ASAP can collect delinquent debts owed to the government by recipients. These future DME 

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

 Continue all production efforts and required infrastructure upgrades. 
 Continue to achieve stated benefits. 

 Enroll new FPAs. 

Development, modernization, and enhancement timeframe: 

BY+1: Release 22.0 (March 12, 2016 implementation) will interface with PPS to provide 

payment data given that PACER has been slated for sunset. Release 23.0 (September 10, 2016 

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

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

required infrastructure upgrades. 

BY+2: Releases 24.0 and 25.0 (March 11, 2017 and September 9, 2017 implementations) will 

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

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

upgrades. 

BY+3: At this time, no DME is planned for ASAP in FY 2018. An AA/CBA and BCR is planned 

for 2014 that will change the current baseline. ASAP will continue all production efforts and 

required infrastructure upgrades. 

BY+4: At this time, no DME is planned for ASAP in FY 2019 and beyond. An AA/CBA and BCR 

is planned for 2014 that will change the current baseline. ASAP will continue all production 

efforts and required infrastructure upgrades. 

Useful Life: 

Year the investment began: 1998 

End Year of the current planning cycle: 2018 

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

Circular A-131.: The lifecycle cost model defined assumes a finite lifecycle and includes a 

known end date as well as disposal costs. ASAP is the Treasury's sole solution for recipientinitiated payments and is not planned for replacement. All known DME efforts were included 

through FY17 as well as O&M estimates through FY18. The cost model employed in the 

alternatives analysis, completed March 2010 (updated July 2013), was adapted with only two 

minor modifications from the published standard. Given the above, the only inconsistency 

between the standard cost model and the one ASAP used in its alternatives analysis are: 1) no 

disposal costs were included, and 2) ASAP is expected to continue operating beyond the 

implied end date of FY18 in the alternatives analysis. PLEASE NOTE: As of March 2013, 

executive management has identified significant additional requirements for ASAP; how these 

requirements will be met has not been determined. An AA/CBA in FY 2014 will determine new 

cost and schedule. 

Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency 

Unit Of 

Measure 

CY 

Target 

Latest 

Actual 

Result 

Date of 

Latest Actual 

Result 

Percent of ASAP Help Desk calls that are abandoned before 

answered. Percent of abandoned ASAP Help Desk calls should 

not exceed 3%. Metric supports the Bureau of the Fiscal Services 

performance measure to indicate an overall service rating of 

satisfactory or better in customer service. 

Customer Results - 

Service Quality Under target Monthly Percent 3.00 2.65 12/31/2013 

Percent of ASAP Help Desk calls from the call queuing system 

responded to timely. Answer at least 90% of help desk calls in the 

call queuing system within 60 seconds. Metric supports the 

Bureau of the Fiscal Services performance measure to indicate 

an overall service rating of satisfactory or better in customer 

service. 

Customer Results - 

Timeliness and 

Responsiveness 

Over target Monthly Percent 90.00 93.00 12/31/2013 
Bureau: Fiscal Service 

Investment Name: Central Accounting and Reporting System 

Type of Investment: Major IT Investment 

Description: 

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

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

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 20.30 15.05 5.78 0.00 0.00 0.00 0.00 0.00 41.13 

O&M Sub Total (Including Gov FTE) Costs 11.76 17.84 14.16 15.55 13.45 13.72 0.00 27.24 113.72 

Total Cost (Including Gov FTE) 32.05 32.90 19.94 15.55 13.45 13.72 0.00 27.24 154.84 

Total Gov FTE Cost 3.34 2.27 2.66 2.30 2.32 2.36 0.00 6.69 21.94 

Number of FTE represented by costs 27.00 34.00 34.00 34.00 34.00 34.00 0.00 34.00 231.00 

Summary of Purpose, Goals, and Benefits: 

This project eliminates the need for the Central Summary General Ledger by implementing a 

USSGL compliant Standard General Ledger. The Fiscal Service, acting as service provider, 

provides for Budgetary Reporting by completing the definition of the General Fund Entity, 

provides WebFocus to allow for generation of standard reports and generation of the Combined 

Statement and Monthly Treasury Statement and provides for ongoing maintenance and help 

desk support for the CARS Database and Web Services. CARS is the final requirement to 

decommission the current STAR, GOALS II IAS, and dependent interfaces. 

The CARS investment ends the development activity currently underway to fully transition all 

required functionality onto the TWAI and is identified as a tactical priority. During FY 2014 and 

FY 2015 CARS will provide the following benefits to government stakeholders. 

 Consolidates multiple legacy systems. 

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

weaknesses. 

 Fully accounts for the intragovernmental assets and liabilities 

 Resolve material weaknesses contributing to the disclaimer of the Audit of the Financial 

Report (FR) 

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

consolidated financial statement 

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

Fund Balance with Treasury 

 Reduce the reconciliation period from 1 month to 1 day. 

 Support agency transition from CA$HLINK II to Transaction Reporting System (TRS) by 

eliminating the Statement of Difference 

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

Statements of Transaction 

 Allow for daily transaction posting 

 Establish consistency with OMB 

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

 Reduce the time to produce the Combined Statement (CS). 
Return on Investment: 

CARS has identified significant benefits including productivity improvements, cost avoidance 

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

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

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

reduced transaction processing time; improved efficiencies; increased accuracy of data; and 

improved resource management, decision making and planning. Cost avoidance benefits 

include eliminating printing and distribution of Treasury Reports. Cost Savings are substantial 

and include productivity improvements; eliminated costs of maintaining outdated systems and 

from the elimination of redundant Help Desk services. The rate of return on the investment is 

238%, the payback period is projected to be 3 years and the total benefits are $203,968,476. 

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A 

Audit Finding or Material Weakness: 

 Eliminate all material weaknesses in the FR related to Treasury's systems, policies, and 

procedures used to collect and consolidate government-wide financial information by 2018. 

 By implementing the General Fund Entity, the CARS Project addresses the Intragovernmental Elimination material weaknesses.

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

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

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

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

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

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

is generating efficiency savings. 

Presidential Priority: N/A 

Other Requirement: 

 Provide timely and accurate financial information that contributes to the improved quality of 

federal decision making. 

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

information by enabling agencies to classify transactions at inception. 

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

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

and MTS in a timelier manner. 

 By implementing WebFocus, the project addresses the Financial Report compilation 

material weakness. 

Accomplishments: 

During FY 2013, CARS met or exceeded its performance goals. 

The CARS investment implemented the following critical milestones during FY 2013: 

1. Deployed and integrated the USSGL at the Fiscal Service and generated an initial financial 

statement. 

2. Implemented Agency Standard Reports to provide agencies with access to their financial 

data. 

3. Implemented the Monthly Treasury Statement allowing for the generation of the statement on 

schedule. 
The project reacted to significant schedule and reorganization issues by initiating a sustainable 

operations model that transitioned CARS operations from FRB NY to FRB St. Louis and began 

training of new Fiscal Service personnel to support the business operations. 

During FY 2014 CARS will implement Bank Transaction Module (BTM) which eliminates 34 

Bank interfaces and allows for real-time posting to Treasury's general account supporting 

straight-through processing and intra-day payments and collections. 

Planned Objectives and Accomplishments: 

During FY 2014 and FY 2015, CARS will provide the detailed benefits to government 

stakeholders described earlier as well as provide a foundation for future modernization efforts 

with a central accounting system founded on standard financial terms and formats. CARS will 

transition to an operations mode in FY 2015. The DME activity that is planned for FY 2015 will 

be a period of system-wide integration testing to verify that the system end-to-end processing 

supports all stakeholder requirements and that the system controls are in place prior to CARS 

becoming the System of Record. 

Development, modernization, and enhancement timeframe: 

BY+1: During FY 2015(Q2) and beyond the CARS Program will be in operations and 

maintenance. 

BY+2: During FY 2015 and beyond the CARS Program will be in operations and maintenance. 

BY+3: During FY 2016 and beyond the CARS Program will be in operations and maintenance. 

BY+4: During FY 2017 and beyond the CARS Program will be in operations and maintenance. 

Useful Life: 

Year the investment began: 2011 

End Year of the current planning cycle: 2022 

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

Circular A-131.: CARS is in compliance with the life cycle model as defined in OMB Circular A131. 

Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency 

Unit Of 

Measure 

CY 

Target 

Latest Actual 

Result 

Date of Latest 

Actual Result 

New users will be enrolled within 48 

hours 95 - 100% of the time. 

Customer Results - 

Customer Benefit Over target Monthly Percentage 95.00 100.00 12/31/2013 

 
Bureau: Fiscal Service 

Investment Name: Debit Gateway 

Type of Investment: Major IT Investment 

Description: 

The Debit Gateway: receives check and ACH debit data from collection channels; determines 

best clearing method; creates/delivers entry presentment/origination files to payment 

mechanisms; processes returned items. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 13.66 2.80 0.74 0.92 1.23 0.96 0.79 0.00 21.10 

O&M Sub Total (Including Gov FTE) Costs 15.32 8.99 9.21 9.24 8.69 8.71 9.11 0.00 69.27 

Total Cost (Including Gov FTE) 28.98 11.79 9.95 10.16 9.92 9.67 9.90 0.00 90.37 

Total Gov FTE Cost 1.32 0.28 0.27 0.27 0.27 0.27 0.26 0.00 2.94 

Number of FTE represented by costs 7.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 19.00 

Summary of Purpose, Goals, and Benefits: 

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

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

agencies, which results in the depositing of funds into the Treasury. It includes the ability to 

"decision" electronic check transactions whereby checks are converted to ACH debits or 

truncated and presented as image cash letters to optimize collectability and reduce unit clearing 

costs. It is built as a reusable service that can be utilized by other applications, so that these 

applications no longer need to present these transactions for settlement on their own. The Debit 

Gateway is designed to implement an enterprise architecture goal of having one (and only one) 

system per Fiscal Service business line. In this case, the business line is the settlement of 

electronic check and ACH debit transactions on behalf of federal agencies. 

The Gateway benefits the Fiscal Service's mission of providing financial services, because a 

large portion of the government's revenue is received through this application. In addition, the 

Debit Gateway replaces a number of unnecessarily duplicative solutions in favor of a single, 

dedicated application for this business line. In so doing, the Debit Gateway benefits agencies by 

providing better service and benefits the Fiscal Service by doing so at a reduced cost. 

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

collection channel applications: Pay.gov, OTCnet, ECP and Agency Direct. Eventually it will also 

process transactions for Electronic Federal Tax Payment System. These systems depend on 

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

Return on Investment: 

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

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

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

Debit Gateway, is the cost avoidance benefit. This benefit is projected to yield a return on 

investment of 17.07 over the period FY2013 through FY FY2018. 
Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: N/A 

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

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

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

Analysis for Debit Gateway (required every three years) was completed in March 2012. Based 

on this analysis, the Debit Gateway was found to have zero single points of failure. The CI/KR's 

and assets directly in contact with the Debit Gateway application have sufficient, redundant or 

alternate means to ensure the continued functionality of Debit Gateway in the event of failures 

of any of the components that are documented and tested annually, or, as warranted by major 

system changes. 

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

services. 

Accomplishments: 

In FY2013, the Debit Gateway implemented functionality to take advantage of NACHA rules 

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

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

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

for late-FY2013 (DG r1.6). Both releases were on schedule and below planned cost; all 

operational performance metrics met or exceeded their targets. 

Planned Objectives and Accomplishments: 

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

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

For the current year the Debit Gateway is planning to implement the final functionality necessary 

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

other enhancements (DG r1.7). 

Proposed: In FY2015, planned enhancements will include performance improvements, the final 

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

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

Development, modernization, and enhancement timeframe: 

BY+1: In FY2016, planned enhancements include a code upgrade (DG r1.9) and other 

necessary system improvements, 2016 TWAI environmental changes if necessary, and other 

enhancements. (DG r1.10). 

BY+2: In FY 2017: necessary system improvements, 2017 TWAI environmental changes, 

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

enhancements. 

BY+3: In FY 2018: necessary system improvements, 2018 TWAI environmental changes, 

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

enhancements. 

BY+4: N/A. 
Useful Life: 

Year the investment began: 2008 

End Year of the current planning cycle: 2018 

Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency 

Unit Of 

Measure 

CY 

Target 

Latest 

Actual 

Result 

Date of Latest 

Actual Result 

Customer Service Calls 

Answered Within 30 Seconds. 

Customer Results - Timeliness 

and Responsiveness Over target Monthly percentage 80.00 83.10 12/31/2013 

 
Bureau: Fiscal Service 

Investment Name: Deposit and Data Management (DDM) 

Type of Investment: Major IT Investment 

Description: 

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

manage financial transaction information and improve the efficiency of the collections 

information reporting processes. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 68.32 19.56 13.75 13.62 0.00 0.00 0.00 0.00 115.25 

O&M Sub Total (Including Gov FTE) Costs 97.60 7.69 8.61 7.43 0.00 0.00 0.00 0.00 121.32 

Total Cost (Including Gov FTE) 165.92 27.25 22.35 21.05 0.00 0.00 0.00 0.00 236.57 

Total Gov FTE Cost 8.05 4.50 0.93 0.96 0.00 0.00 0.00 0.00 14.44 

Number of FTE represented by costs 55.00 11.00 9.00 0.00 0.00 0.00 0.00 0.00 75.00 

Summary of Purpose, Goals, and Benefits: 

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

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

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

Government agencies to more effectively manage financial transaction information by 

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

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

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

and collection systems. 

Return on Investment: 

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

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

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

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

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

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

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

related external system interfaces. 

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: N/A 

Presidential Priority: N/A 

Other Requirement: N/A 

Accomplishments: 

In PY 2013, DDM completed the deactivation and decommissioning of CA$HLINK II (CL II), 
completed the conversion of CL II users to CIR for reporting, a name change, the OTCnet 

implementation, TCMS implementation, agency conversion, updates to the ACH, Voucher and 

Fedwire reports, completion of Phase 1 of the CIR Data Warehouse and Data Mart building out, 

and Bank Management Service implementation. 

Planned Objectives and Accomplishments: 

In CY 2014, CIR will be completing Phase II of the Data Warehouse and Data Mart 

implementation, moving the Test and Development environments from PNC's dedicated 

platform to AWS Amazon Cloud, completion of the CIR Metadata Repository, upgrade Business 

Objects, implementation of CIR Open Source Connectivity Solution, implementation of XML 

schema, processing the FIRD File for Straight Through Processing to support FRB CL 

Decommissioning, and interfacing with the Financial Information Repository. In BY 2015, CIR 

will be moving its' production and disaster recovery environments from PNC's dedicated 

platform to a new platform. 

Development, modernization, and enhancement timeframe: 

BY+1: This investment's planned end date is FY 2019. 

BY+2: This investment's planned end date is FY 2019. 

BY+3: This investment's planned end date is FY 2019. 

BY+4: This investment's planned end date is FY 2019. 

Useful Life: 

Year the investment began: 2009 

End Year of the current planning cycle: 2019 

Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency Unit Of Measure CY Target 

Latest Actual 

Result 

Date of Latest 

Actual Result 

CIR unscheduled 

outages per month 

Customer Results - 

Service Quality Under target Monthly hours 5.00 0.00 02/03/2014 

CIR System Availability Customer Results - 

Service Coverage Over target Monthly Percentage of CIR System Availability 98.00 100.00 02/04/2014 

CIR System Availability Customer Results - 

Service Accessibility Under target Monthly 98 98.00 100.00 11/07/2013 

 
Bureau: Fiscal Service 

Investment Name: Do Not Pay (DNP) (previous name GOVerify Business Center (GVBC)) 

Type of Investment: Major IT Investment 

Description: 

The DNP Business Center (DNPBC) investment will provide centralized access to data as well 

as analytical services to help detect and prevent improper payments. DNPBC is comprised of 

the DNP Portal and Data Analytics Services. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 11.48 5.32 4.68 4.06 4.00 4.09 4.17 8.59 46.39 

O&M Sub Total (Including Gov FTE) Costs 0.18 4.31 6.36 6.63 6.71 6.85 6.98 14.35 52.37 

Total Cost (Including Gov FTE) 11.66 9.63 11.04 10.69 10.71 10.94 11.15 22.94 98.76 

Total Gov FTE Cost 3.70 0.86 0.44 0.44 0.45 0.47 0.48 0.98 7.82 

Number of FTE represented by costs 28.00 35.00 46.00 46.00 43.00 45.00 47.00 47.00 337.00 

Summary of Purpose, Goals, and Benefits: 

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

Federal payments or benefits. To the extent permitted by law, the Data Analytics center 

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

made in federally-funded programs. 

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

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

initial implementation allowed for on-line interaction by program offices and contracting officers 

through a user interface used for program decision-making. Since its initial launch, the 

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

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

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

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

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

Return on Investment: 

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

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

improper payments made through programs funded by the Federal Government. Improper 

payments occur when funds go to the wrong recipient, the recipient receives the incorrect 

amount of funds (including overpayments and underpayments), documentation is not available 

to support a payment, or the recipient uses funds in an improper manner. 

By reducing the amount of improper payments, the Do Not Pay Business Center estimates it will 

achieve $245.88 million in gross cost-savings in FY 2014. In addition, by reducing the time 

employees spend verifying eligibility and payment accuracy, the Do Not Pay Business Center 

estimates nearly $23.28 million in gross cost-avoidance in FY 2014, for a total savings of 

$269.16 million for FY 2014. 
Requirements/ Benefits/ Mandates: 

Legislative Mandate: 2010 Improper Payments Elimination and Recovery Act Requires 

agencies to access their level of improper payments and establish internal controls to mitigate 

improper payments. 

Improper Payments Elimination and Recovery Improvement Act of 2012 (IPERIA): Calls for the 

establishment of a "Do Not Pay Working System" and requires all Executive Branch agencies to 

review, as appropriate the five databases listed in the 2010 Presidential Memorandum prior to 

making a payment or award. 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: Department of the Treasury Strategic 

Plan 2014-2017. 

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

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

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

Investment serves as this single point of entry. 

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

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

Accomplishments: 

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

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

and Recovery Act 

PY 2013 

 Added additional data source, bringing the total number available through the Portal to 

seven 

 Added filtering capability to allow agencies to prioritize their batch match and continuous 

monitoring results 

 Developed matching capability to enable the investment to match payments against the 

Excluded Parties List System and the Death Master File to meet the IPERIA deadline of 

June 1, 2013. 

Planned Objectives and Accomplishments: 

CY 2014 

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

Death Master File via the Do Not Pay Portal 

 Enhance payment integration and adjudication reporting capability in the Do Not Pay Portal 

 Develop and apply automated business rules to payments matched through the Do Not Pay 

Portal to facilitate the identification and prevention of improper payments 

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

agencies in identifying and preventing improper payments 

BY 2015 

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

Do Not Pay Portal 

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

agencies in identifying and preventing improper payments 

 Develop web services capability to assist integration into agency business process 

 Provide up-loadable results files to agency customers to assist integration into agency 

business process. 
Development, modernization, and enhancement timeframe: 

BY+1: Implementation of advanced analytics software to support identification of improper 

payments and flag potential fraud. 

Budget Requested: $10.7 million. 

BY+2: --Add user-defined enhancements 

--Expand and enhance data analytics/fraud detection capabilities 

--Increase the number and quality of data sources 

Budget Requested: $10.9 million. 

BY+3: --Develop and implement new business rules for additional data sources 

--Increase the number and quality of data sources 

Budget Requested: $11.2 million. 

BY+4: --Implement user-defined enhancements 

Budget Requested: $22.9 million. 

Useful Life: 

Year the investment began: 2012 

End Year of the current planning cycle: 2020 

Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency 

Unit Of 

Measure 

CY 

Target 

Latest 

Actual 

Result 

Date of Latest 

Actual Result 

Number of data sources accessible through 

the portal within 12 months 

Customer Results - 

Customer Benefit Over target Quarterly Number of Data Sources 9.00 8.00 09/30/2013 

Percentage of payment integration reports 

available by the 2nd business day of the 

month 

Customer Results - 

Customer Benefit Over target Monthly Percentage 95.00 100.00 01/31/2014 

 
Bureau: Fiscal Service 

Investment Name: EFTPS (Electronic Federal Tax Payment System) 

Type of Investment: Major IT Investment 

Description: 

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

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

individual taxpayers to pay all their federal taxes electronically. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 35.65 8.05 8.31 8.56 8.83 0.00 0.00 0.00 69.40 

O&M Sub Total (Including Gov FTE) Costs 389.85 65.70 67.88 69.77 71.72 0.00 0.00 0.00 664.92 

Total Cost (Including Gov FTE) 425.50 73.75 76.19 78.34 80.55 0.00 0.00 0.00 734.33 

Total Gov FTE Cost 2.78 0.82 0.88 0.92 0.96 0.00 0.00 0.00 6.36 

Number of FTE represented by costs 25.00 6.00 6.00 6.00 6.00 6.00 0.00 0.00 55.00 

Summary of Purpose, Goals, and Benefits: 

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

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

third party to initiate tax payments. EFTPS is managed by a designated Treasury Financial 

Agent (TFA), pursuant to the authority delegated to the Fiscal Service by the Secretary of the 

Treasury to designate financial institutions to provide banking services to the Federal 

government (12 U.S.C. 90 and 265). This multi-function investment directly supports the 

Government-wide financial management mission of the Fiscal Service and is a partnership 

program with the Internal Revenue Service (IRS). 

The primary justifications for investing in EFTPS are the following: 

 Maximize the percentage of tax collections received electronically by the Federal 

government (General Government Taxation Management) 

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

payments (Customer Results Timeliness and Responsiveness Response time) 

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

Activities Financial Savings and Cost Avoidance) 

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

Availability) 

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

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

critical banking services on behalf of the Federal Government including for the purposes of tax 

collection for FY2004 and beyond. Funds for this investment are allocated from this authority 

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

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

operations and maintenance of the following critical functions: new taxpayer enrollment, tax 

payment processing, fulfillment/mail services, customer service, and general operations. 

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

accommodate changes to the tax code. 
Return on Investment: 

Based on the current Alternative Analysis the ROI for this investment is $32 million. The 

projected benefit is down from the expected ($247 million to $32 million) due to radical drop in 

overnight interest rates. 

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: Increase Electronic Transactions with the 

Public to Improve Service, Prevent Fraud, and Reduce Costs. 

Presidential Priority: N/A 

Other Requirement: All Electronic Treasury 

Treasury Directive 9507 Regulation 153340-09. 

Accomplishments: 

EFTPS successfully completed the following enhancements in the PY 2013: 

 EFile 2013 

 Batch Provider Inquiry Pin 

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

 Percentage of Depository Employment Taxes Received Electronically 

 Mean time to complete a payment 

 Percentage of calls answered in 30 seconds 

 Average cost per transaction 

 Percentage of Reports issued on time 

 Accuracy of Paper Reports Data Captured 

 Duration of outages during critical periods 

EFTPS has not missed any of its baseline goals. 

Planned Objectives and Accomplishments: 

EFTPS will engage in the following enhancement projects: 

 Bulk provider Inquiry Pin 

 EFile 2014 

 Email Improvement 

 IRS ACH Debit pilot 

 Municipal Tax Levy and Alaska Permanent Fund Dividend Program 

 Web Redesign 

Development, modernization, and enhancement timeframe: 

BY+1: Tax code changes, ACH Debit Pilot to support a new payment input method for nonenrolled individual tax payers, enhance the State Levy ACH Credit Program to add the 

Municipal Tax Levy and Alaska Permanent Dividend Fund, align a standard approach to ensure 

that taxpayers enrolled by Bulk Provider Inquiry Pin can view payment history on the EFTPS 

website, Improvements for the Taxpayer on the Web for the Enrollment functions to include 

express enrollment. 

BY+2: Tax code changes and replacement of end of life components. 
BY+3: Tax code changes and replacement of end of life components. 

BY+4: Tax code changes and replacement of end of life components. 

Useful Life: 

Year the investment began: 1996 

End Year of the current planning cycle: 2016 

Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency 

Unit Of 

Measure 

CY 

Target 

Latest Actual 

Result 

Date of Latest 

Actual Result 

Mean time to Complete 

a Payment 

Customer Results - Timeliness and 

Responsiveness Under target Monthly Seconds 210.00 193.20 12/31/2013 

Calls Answered in 30 

Seconds Customer Results - Service Quality Over target Monthly Percentage 95.00 92.20 12/31/2013 

 
Bureau: Fiscal Service 

Investment Name: FedDebt 

Type of Investment: Major IT Investment 

Description: 

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

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

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 60.33 6.83 15.30 13.68 14.17 14.70 15.23 0.00 140.24 

O&M Sub Total (Including Gov FTE) Costs 47.91 8.79 7.49 7.96 8.20 8.44 8.69 0.00 97.48 

Total Cost (Including Gov FTE) 108.24 15.62 22.79 21.64 22.37 23.14 23.92 0.00 237.72 

Total Gov FTE Cost 27.19 4.18 6.61 6.74 6.88 7.02 7.15 0.00 65.77 

Number of FTE represented by costs 146.00 30.00 72.00 52.00 52.00 52.00 52.00 0.00 456.00 

Summary of Purpose, Goals, and Benefits: 

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

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

Servicing Center/Private Collection Agency Monitoring and Control (DMSC/PMAC). FedDebt 

provides the Fiscal Service organization with a single platform for its business applications, a 

single entry portal for its business applications, online access for creditor agencies via a webbased customer interface, and a single database for reporting. NOTE: As recommended by the 

McKinsey study, accounting for debt collection functions is maintained separately in a system 

which interfaces with FedDebt. 

FedDebt integrates the collection services that Fiscal Services provides to Federal Program 

Agencies (FPAs) through its TOP and Cross-Servicing programs. TOP matches a database of 

delinquent debtors against outgoing Federal payments and offsets or levies those payments to 

recipients who owe delinquent debts. The Cross-Servicing program uses Treasury demand 

letters, Private Collection Agencies, administrative wage garnishment, repayment agreements, 

and other collection tools to collect delinquent debt owed to the Government. 

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

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

to monitor agency compliance with the Debt Collection Improvement Act of 1996 (DCIA). The 

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

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

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

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

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

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

Return on Investment: 

The Return on Investment bottom line, over a five year (2014-2018) life cycle is 293.0%. 
Requirements/ Benefits/ Mandates: 

Legislative Mandate: Debt Collection Improvement Act of 1996. 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: Treasury Strategic Goal 1: Promote 

domestic economic growth and stability while continuing reforms of the financial system. 

Presidential Priority: N/A 

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

carrying out its responsibilities under DCIA and in bringing in over $5 billion annually in 

collections. 

Accomplishments: 

Completed Collection Improvement 5 which implemented changes to FedDebt to improve and 

enhance functionality and reporting and implemented a new Autodialer. 

DataMart: Completed multiple releases to provide Accounting reports and data and increased 

source system data. 

TOP Next Generation (NG): The Fiscal Service implemented processes to improve the 

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

Program. 

Planned Objectives and Accomplishments: 

Collection Tools: DMS will implement Collection Improvement 6 which will improve and enhance 

functionality and reporting by creating a new role, enhancing file exchanges, and adding 

bankruptcy capabilities. Autodialer functionalities will be enhanced. DataMart will be enhanced 

with Centralized Receivables Service (CRS) and (Treasury Reports on Receivables) TROR 

data 

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

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

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

Program. 

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

implementation of new application functionalities and improve offset matching effectiveness. 

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

the TWAI investment. 

Development, modernization, and enhancement timeframe: 

BY+1: FedDebt NG will: optimize debt collection procedures by providing a new state of the art 

debt collection and debt management tool, which will enable industry best practices and meet 

government regulations. 

BY+2: Functionality to be determined by Fiscal Service. 

BY+3: Functionality to be determined by Fiscal Service. 

BY+4: Functionality to be determined by Fiscal Service. 

Useful Life: 

Year the investment began: 2001 

End Year of the current planning cycle: 2018 
Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency 

Unit Of 

Measure 

CY 

Target 

Latest Actual 

Result 

Date of Latest 

Actual Result 

Percentage of eligible debts referred to 

BFS for collection 

Customer Results - 

Service Coverage Over target Quarterly Percentage 97.00 69.60 09/30/2013 

Percentage of total incoming TOP 

calls handled by automation. 

Customer Results - 

Service Coverage Over target Monthly Percentage 89.00 96.00 01/31/2014 
Bureau: Fiscal Service 

Investment Name: Financial Management Line of Business 

Type of Investment: Major IT Investment 

Description: 

The scope of this investment is to transform financial management across the federal 

government by identifying, testing, and facilitating the deployment of common innovative 

solutions to reduce cost improve data quality, and create efficiencies. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 5.94 3.14 3.14 3.14 3.14 0.00 0.00 0.00 18.50 

O&M Sub Total (Including Gov FTE) Costs 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Cost (Including Gov FTE) 5.94 3.14 3.14 3.14 3.14 0.00 0.00 0.00 18.50 

Total Gov FTE Cost 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Number of FTE represented by costs 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Summary of Purpose, Goals, and Benefits: 

The primary beneficiaries of the investment include Federal agencies, as they move to 

implement financial systems or financial system solutions at less cost with emphasis on a build 

once and use many model. Federal agencies should also experience a reduction in the cost of 

their financial accounting operations. The general public will also benefit from the delivery of 

financial accounting information that is more timely and reliable and that is compliant with open 

standards. 

Return on Investment: 

Specific Tasks FMLOB will undertake through the PMO include: 

 Analyzing the landscape of existing Federal Shared Service Providers (FSSPs) to identify 

and resolve capability gaps. 

 Evaluating agencies’ current financial system and core accounting needs. 

 Exploring the need for additional Federal/Commercial SSPs. 

 Developing a roadmap of potential agency migrations to a limited number of shared service 

providers for core accounting systems. 

 Supporting existing system migration efforts and learning best practices to inform the new 

roadmap. 

 Supporting government-wide data standardization efforts for financial assistance and 

Federal spending transparency. 

 Supporting efforts to improve accessibility and reliability of public financial data. 

 Providing support to COFAR efforts to develop resources to support a well-qualified financial 

assistance and financial management community. 

 Supporting efforts in government-wide federal real property management policy 

development and implementation. 

 Supporting data collection, data analytics, and system needs to further develop the grants 

workforce and/or provide enhanced functionality and transparency of Single Audits. 
Requirements/ Benefits/ Mandates: 

Legislative Mandate: Chief Financial Officers Act of 1990; 

Government Performance and Results Act of 1993; 

Government Management Reform Act of 1994; 

Federal Managers Financial Integrity Act of 1982; 

Federal Financial Management Improvement Act of 1996; 

Clinger-Cohen Act of 1996; 

Debt Collection Improvement Act of 1996; 

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

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: N/A 

Presidential Priority: N/A 

Other Requirement: N/A 

Accomplishments: 

FY 2011 (using FY 2011 funds) 

Do-Not-Pay-List (GOVerify Business Center): The Fiscal Service accomplished the following: 

1. Identified key target data sources. 

2. Identified legislative changes that would facilitate/streamline data matching process. 

3. Developed business requirements. 

Customer Control Boards: GSA provided analytic and logistical support for the activities of the 

three active Customer Control Boards initiatives. 

Centralized Receivable Management - FIT initiated the development of operating model for a 

shared service that manages billing and collection. 

FY 2013: Management of the FMLoB investment was at GSA, not at Treasury in FY2013. 

Planned Objectives and Accomplishments: 

FY 2014 (using FY13 Funds) 

1. Develop and establish the FIT Agency Modernization Evaluation (FAME) process to assist 

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

systems. 

2. Federal Financial Management Benchmarking. 

3. Support the Single Audit work completed by the Census Bureau. 

Planned for FY 2015 (using FY14 funds) 

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

Management Line of Business (FMLoB) Program Management Office (PMO). The FMLoB PMO 

will work to reduce the footprint of Federal financial management by promoting Financial 

Management shared service solutions to agencies and tracking agencies’ progress toward 

adopting those solutions. 

Development, modernization, and enhancement timeframe: 

BY+1: FY 2016: To be determined in coordination with OMB's Office of Federal Financial 

Management (OFFM). 

BY+2: FY 2017: To be determined in coordination with OMB's OFFM. 

BY+3: FY 2018: To be determined in coordination with OMB's OFFM. 

BY+4: FY 2019: To be determined in coordination with OMB's OFFM. 

Useful Life: 

Year the investment began: 2010 

End Year of the current planning cycle: 2022 
Bureau: Fiscal Service 

Investment Name: Fiscal Service End User Systems and Services (formerly known as BPD 

End User Systems and Services) 

Type of Investment: Major IT Investment 

Description: 

Comprised of office automation (ie: word processing, Excel, etc); in addition but not limited to: 

workstations, desktop, laptop computers; help desk, call centers, telephones, fax machines, 

color printers, workgroup distributed servers and software. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 1.25 1.12 0.27 0.28 0.28 0.28 0.28 0.28 4.04 

O&M Sub Total (Including Gov FTE) Costs 24.14 11.33 15.89 15.96 16.04 16.13 16.21 16.29 131.98 

Total Cost (Including Gov FTE) 25.39 12.45 16.16 16.24 16.32 16.40 16.49 16.57 136.02 

Total Gov FTE Cost 19.14 4.36 5.66 5.68 5.71 5.74 5.77 5.80 57.86 

Number of FTE represented by costs 172.00 43.00 60.90 61.20 61.50 61.90 62.20 62.50 585.20 

Summary of Purpose, Goals, and Benefits: 

This investment provides meaningful and timely operational performance information to the 

Fiscal Service and Treasury management, which meets the Treasury strategic objective to 

continuously improve our operations and processes to generate efficiency savings. As service 

demand increases, this investment improves access to Fiscal Service infrastructure and 

provides the desktop capability and capacity to increase the performance of internal systems. 

This is accomplished through effective and efficient processing of accurate, timely, and 

accessible information to key personnel concerning relative customer service, operational, and 

transactional information gained through customer satisfaction surveys, issues tracking, 

statistics, and quality assurance. In addition, Fiscal Service has several initiatives underway that 

will change the manner in which users interact with the data network. They will be using devices 

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

universal trend toward ubiquitous connectivity and industry experts expect that wireless 

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

LAN offers the users seamless mobility and greatly facilitate the enforcement of security 

policies. These capabilities enable Fiscal Service to support the latency, security, throughput 

and mobility requirements of the virtual desktop and Voice Over Internet Protocol (VOIP) users 

that will appear during the next few years. Other initiatives include leveraging virtual 

technologies and modernize voice communications to create a streamlined, more efficient 

approach in the delivery of end user services. 

The End User Systems and Services investment help meet these expectations and through 

providing critical operational performance information to the Fiscal Service and Treasury 

management which leads to the improvement of customer service and quality decision-making. 

The investment is a shared service and receives reimbursement from Treasury Franchise Fund 

customers limited to Fiscal Service and the Administrative Resource Center. 
Return on Investment: 

The ROI for the investment is $0.02141 on every dollar spent. The ROI is calculated based on 

projected revenues from FY 2014 franchise services agreements of $16.507 million and FY 

2014 planned costs of $16.161 million. The investment return is invested in capital 

improvements through management of capital and operating reserves. 

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: N/A 

Presidential Priority: N/A 

Other Requirement: N/A 

Accomplishments: 

FY 13 Operations and Maintenance 

1. Rollout of the virtual desktop. 

2. Implemented wireless network access in Parkersburg and Liberty Center. 

3. Centralized provisioning and recertification of End User access to strengthen the internal 

control environment. 

-Began integration of 35-40% of legacy Public Debt applications into a centralized access 

provisioning system. 

Planned Objectives and Accomplishments: 

1. FY 14 and BY 15 Operations and Maintenance. 

2. FY 14 and BY 15 Increase workforce mobility - Establish technology solution for use of nongovernment furnished equipment on the Fiscal Service network (PC on a Stick); implement a 

common service solution for messaging and collaboration within the Fiscal Service organization; 

various maintenance projects such as headset replacements and software purchases for the 

Fiscal Service. 

Development, modernization, and enhancement timeframe: 

BY+1: Operations and Maintenance, Increase capability and mobility of End User services 

through wireless technology -Begin standard maintenance and equipment refresh cycle of 

wireless infrastructure, Centralized provisioning and recertification of End User access to 

strengthen the internal control environment, Complete integration of at least 100% of Public 

Debt applications into a centralized access provisioning system. 

BY+2: Operations and Maintenance. 

BY+3: To Be Determined. 

BY+4: To Be Determined. 

Useful Life: 

Year the investment began: 1970 

End Year of the current planning cycle: 2025 

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

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

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

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

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency 

Unit Of 

Measure 

CY 

Target 

Latest 

Actual 

Result 

Date of Latest 

Actual Result 

Percentage of inbound IT service desk 

calls abandoned at 12 or more seconds 

Customer Results - 

Timeliness and 

Responsiveness 

Under target Monthly percentage 5.00 15.50 01/31/2014 

Percentage of End User customer 

satisfaction survey results rating good 

(4.25) to excellent (5.0) 

Customer Results - Service 

Quality Over target Monthly percentage 85.00 84.34 01/31/2014 

 
Bureau: Fiscal Service 

Investment Name: Fiscal Service Mainframe and Servers Support and Services (formerly 

known as BPD Mainframe and Servers Support and Services) 

Type of Investment: Major IT Investment 

Description: 

Comprised of centralized data center facilities; mainframe computers and servers; peripherals; 

data storage; support operations; management oversight, etc. in support of reliable and secure 

technology. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013 

CY 

2014 

BY 

2015 

BY+1 

2016 

BY+2 

2017 

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 6.68 6.74 18.09 18.18 18.28 18.37 18.46 18.55 123.34 

O&M Sub Total (Including Gov FTE) Costs 80.02 62.64 52.31 52.57 52.83 53.09 53.36 53.63 460.44 

Total Cost (Including Gov FTE) 86.70 69.37 70.40 70.75 71.11 71.46 71.82 72.18 583.78 

Total Gov FTE Cost 36.91 15.96 16.19 16.27 16.35 16.44 16.52 16.60 151.23 

Number of FTE represented by costs 286.00 172.20 172.20 173.10 174.00 174.80 175.70 176.60 1504.60 

Summary of Purpose, Goals, and Benefits: 

This investment provides meaningful and timely operational performance information to the 

Fiscal Service and Treasury management, which meets the Treasury strategic objective to 

continuously improve our operations and processes to generate efficiency savings. Aging 

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

more modern equipment. In addition, older equipment generally requires significantly more floor 

space and power than that required by current equipment. 

In the current competitive environment, Fiscal Service must provide reliable service while 

minimizing overall IT infrastructure expenses. The use of next generation technologies available 

with newer equipment can improve infrastructure reliability, reduce operating expenses and 

minimize the floor space required to support infrastructure services. In addition, server 

virtualization for Window platforms provides primary and backup support for hosted applications 

of Fiscal Service and Treasury Franchise customers. 

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

The Fiscal IT initiative consolidated five data centers into two Fiscal IT data centers, upgrading 

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

compliance to promote customer confidence, implementing a software engineering 

infrastructure for all Fiscal Service systems, and the installation of shared architectures, policies, 

and best practices to effectively manage IT resources. 

The investment is a shared service and receives reimbursement from Treasury Franchise Fund 

customers. 

Return on Investment: 

The ROI for the investment is $0.045 on every dollar spent. The ROI is calculated based on 

projected revenues from FY2014 franchise services agreements of $73.564 million and FY 2014 
planned costs of $70.401 million. The investment return is invested in capital improvements 

through management of capital and operating reserves. 

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: N/A 

Presidential Priority: N/A 

Other Requirement: N/A 

Accomplishments: 

1. Fiscal IT: Consolidated five data center into two Fiscal IT data centers 

-Completed closing of three data centers, consolidated Legacy FMS and Legacy Public Debt 

infrastructure into the Fiscal Service. 

2. Upgraded Fiscal IT Mainframes, including making the Parkersburg FIPS 199 High. 

3. Implemented Server Virtualization 

-Completed virtualization of 75% of the Windows servers and implementation of a full 

production/backup environment 

4. Refreshed Windows/Unix/Linux Servers and Network Devices completed. 

Planned Objectives and Accomplishments: 

1. FY 14 FY 15: Operations and Maintenance. 

2. FY 14 FY 15: Upgrade Fiscal IT Mainframe Processors -Continue modernization of 

mainframe hardware and software products activities. 

3. FY 14 FY15: Implement a Data Storage Solution in support of data management services. 

4. FY 14 FY15: Expand Enterprise Log Management Capability to all BFS systems. 

5. FY 14 FY15: Expand configuration management reporting and compliance capabilities. 

Development, modernization, and enhancement timeframe: 

BY+1: Operations and Maintenance, Upgrade Fiscal IT Mainframes, Refresh 

Windows/Unix/Linux Servers and Network Devices. 

BY+2: Operations and Maintenance, Refresh Windows/Unix/Linux Servers and Network 

Devices. 

BY+3: To Be Determined. 

BY+4: To Be Determined. 

Useful Life: 

Year the investment began: 1970 

End Year of the current planning cycle: 2025 

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

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

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

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

Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency 

Unit Of 

Measure 

CY 

Target 

Latest 

Actual 

Result 

Date of Latest 

Actual Result 

Percentage of mainframe and server services 

(hosting)customer satisfaction survey results rating 

good (4.25) to excellent (5.0) 

Customer Results 

- Service Quality Over target Monthly percentage 85.00 73.77 01/31/2015 
Bureau: Fiscal Service 

Investment Name: Fiscal Service Telecommunications Systems and Support (formerly known 

as BPD Telecommunications Systems and Support) 

Type of Investment: Major IT Investment 

Description: 

Comprised of the following but not limited to: trunking and network services; lines and services; 

switching systems and components; local voice; long distance; inbound/outbound Internet 

services; TIC services, virtual private networks. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 0.00 2.77 3.42 3.44 3.46 3.47 3.49 3.51 23.55 

O&M Sub Total (Including Gov FTE) Costs 29.01 11.86 15.23 15.30 15.38 15.46 15.53 15.61 133.36 

Total Cost (Including Gov FTE) 29.01 14.62 18.65 18.74 18.83 18.93 19.02 19.12 156.91 

Total Gov FTE Cost 14.16 3.80 4.85 4.87 4.90 4.92 4.95 4.97 47.41 

Number of FTE represented by costs 90.00 41.00 52.50 52.70 53.00 53.20 53.50 53.80 449.70 

Summary of Purpose, Goals, and Benefits: 

This investment provides meaningful and timely operational performance information to the 

Fiscal Service and Treasury management, which meets the Treasury strategic objective to 

continuously improve our operations and processes to generate efficiency savings. 

In addition, Fiscal Service has several initiatives underway that will change the manner in which 

users interact with the data network. These capabilities enable the Fiscal Service to support the 

latency, security, throughput and mobility requirements of the virtual desktop and Voice Over 

Internet Protocol (VOIP) users that will appear during the next few years. Fiscal Service is in the 

process of modernizing the voice communications to increase capabilities to our customers and 

end users. The VoIP initiative is designed to determine the best and most cost effective and 

efficient way to provide seamless voice communication services for employees regardless of 

their location. This initiative will provide the following benefits: 

 Use of voice over IP to provide remote users onsite phone capabilities 

 Test moving voice communications from costly dedicated circuits to existing data circuits 

utilizing VoIP 

 Rove the use of wireless voice devices within Bureau of the Fiscal Service facilities 

 Support the increased focus on flexiplace and telework. 

The investment also will expand the Trusted Internet Connection (TIC) service and the 

DNS/DNSSec service to support all Treasury bureaus, except IRS. 

The investment is a shared service and receives reimbursement from Treasury Franchise Fund 

customers.

Return on Investment: 

The ROI for the investment is 1.67 or $0.0167 on every dollar spent. The ROI is calculated 

based on projected revenues from FY 2014 franchise services agreements of $18.959 million 
and FY 2014 planned costs of $18.648 million. The investment return is invested in capital 

improvements through management of capital and operating reserves.

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: N/A 

Presidential Priority: N/A 

Other Requirement: N/A 

Accomplishments: 

FY 2013 

1. Modernize Voice Communications. 

-Implemented Voice over Internet Protocol (VoIP) technologies for internal and remote users. 

2. Began providing TIC services to Treasury bureaus, excluding IRS. 

3. Began providing DNS/DNSSec services to Treasury bureaus, excluding IRS. 

4. Established wireless network in multiple BFS facilities, including Parkersburg and Liberty 

Center. 

Planned Objectives and Accomplishments: 

FY 2014: Operations and Maintenance. 

FY 2014: Modernize Voice Communications. 

FY 2014: Continued expansion of TIC services, implement a common remote access service for 

the Fiscal Service employees, upgrade the network infrastructure, and upgrade the telephony 

infrastructure. 

Development, modernization, and enhancement timeframe: 

BY+1: Operations and Maintenance. 

BY+2: Operations and Maintenance. 

BY+3: To Be Determined. 

BY+4: To Be Determined. 

Useful Life: 

Year the investment began: 1970 

End Year of the current planning cycle: 2025 

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

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

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

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

Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency 

Unit Of 

Measure 

CY 

Target 

Latest 

Actual 

Result 

Date of Latest 

Actual Result 

Percentage of network/communication service 

available to customers during normal hours of 

operation (excluding planned maintenance outages). 

Customer Results - 

Timeliness and 

Responsiveness 

Over target Monthly percentage 99.00 100.00 01/31/2014 

Percentage of network/communications customer 

satisfaction survey results rating good (4.25) to 

excellent (5.0) 

Customer Results - 

Service Quality Over target Monthly percentage 85.00 85.71 01/31/2014 
Bureau: Fiscal Service 

Investment Name: Franchise Financial and Administrative Services (FFAS) 

Type of Investment: Major IT Investment 

Description: 

Franchise Financial & Administrative Services (FFAS) investment provides quality financial 

management. It is supported by Oracle e-Business Suite: a web-enabled, integrated, 

accounting, budgeting, procurement, and reporting COTS system. Self-funded. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017 

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 13.34 4.77 6.88 6.97 7.04 7.11 7.18 7.46 60.75 

O&M Sub Total (Including Gov FTE) Costs 37.00 19.68 18.15 18.87 19.46 20.24 21.06 21.90 176.36 

Total Cost (Including Gov FTE) 50.35 24.45 25.03 25.84 26.50 27.35 28.24 29.36 237.12 

Total Gov FTE Cost 33.27 9.89 9.91 10.25 10.60 10.96 11.34 11.79 108.01 

Number of FTE represented by costs 155.00 71.00 73.00 93.00 97.00 101.00 105.00 109.00 804.00 

Summary of Purpose, Goals, and Benefits: 

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

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

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

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

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

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

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

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

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

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

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

There are no dependencies between this investment and other investments. Continuing 

initiatives include an upgrade to the Administrative Resource Center's (ARC) core financial 

system to Oracle Release 12 (R12), which is expected to improve functionality of the system in 

areas of reporting and workflow to improve service offering to current and prospective 

customers. 

Return on Investment: 

The organization is able to function as a Shared Service Provider. The organization uses a 

common platform and utilizes common resources in order to eliminate duplication of efforts 

across government agencies. This can lead to cost reductions and increased efficiencies across 

the Federal Government. It also allows agencies to focus on their core missions. 

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A 

Audit Finding or Material Weakness: N/A 

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

of the Fiscal Service Strategic Plan for Fiscal Years 2014-2017. 
Presidential Priority: N/A 

Other Requirement: N/A 

Accomplishments: 

Development, testing, and approximately 100% of customers using our C1 shared instance of 

Oracle were migrated from Oracle 11i (version 11.5.10.2) to R12. The transition to R12 includes 

adoption of the Common Government-wide Account Code (CGAC) and implementation of 

project accounting. Performance of investment stayed within acceptable variance of target while 

zero corrective actions were needed due to no performance deficiencies. 

Planned Objectives and Accomplishments: 

Business needs were reassessed during the FY14 costing exercise which resulted in the 

initiatives listed below for FY14 and FY15. 

1) Complete planning, requirements, design, development, testing, implementation, and 

migration of 100% of customers in manufacturing instance of C3. 

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

implementation of HUD into R12. 

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

the TWAI investment. 

Development, modernization, and enhancement timeframe: 

BY+1: FY16: Oracle Analytics/Hyperion (Business Intelligence) which is expected to improve 

financial performance analysis by providing up-to-the-minute information for management. 

BY+2: FY17: Oracle Hyperion/Analytics (Business Intelligence) which is expected to improve 

integration of financial and operational planning processes along with improving business 

predictability. 

BY+3: Initiatives yet to be determined. 

BY+4: Initiatives yet to be determined. 

Useful Life: 

Year the investment began: 1999 

End Year of the current planning cycle: 2022 

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

Circular A-131.: As the FFAS investment does not have an identifiable end point, it does not fit 

all of the criteria to be considered consistent with the life cycle model. All other criteria are met. 

Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency 

Unit Of 

Measure 

CY 

Target 

Latest 

Actual 

Result 

Date of Latest 

Actual Result 

Average call response time 

(seconds) for system support 

Customer Results - Timeliness 

and Responsiveness Under target Monthly Seconds 8.00 7.21 01/31/2014 

 
Bureau: Fiscal Service 

Investment Name: International Treasury Services (ITS.gov) 

Type of Investment: Major IT Investment 

Description: 

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

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

centralized federal payments and OFAC screening. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 3.70 4.04 4.08 4.00 3.15 0.00 0.00 0.00 18.98 

O&M Sub Total (Including Gov FTE) Costs 6.80 6.99 6.88 6.77 6.64 6.96 0.00 0.00 41.05 

Total Cost (Including Gov FTE) 10.50 11.03 10.96 10.77 9.80 6.96 0.00 0.00 60.02 

Total Gov FTE Cost 0.85 0.87 0.74 0.77 0.76 0.66 0.00 0.00 4.65 

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

Summary of Purpose, Goals, and Benefits: 

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

and reporting services. ITS.gov processes payments (FY13 6.6 million items, $32 billion) to 

more than 200 international destinations using over 100 currencies on behalf of 65 Federal 

Agencies, including Department of Defense, Social Security Administration, etc. Primary gaps 

addressed by ITS.gov include: multiple international payment systems across government, large 

cash balances held outside of Treasury, inefficient cash management practices, inability to meet 

legislative (OFAC compliance) and FPA system changes/requests quickly, labor intensive 

manual processes, delayed payments (approx. 30 days to receive payment), and inaccurate 

financial reporting (i.e. SF224). 

Justification: ITS.gov provides a single comprehensive international payment, collection, 

reporting system to Treasury-Disbursed Offices (TDO) and Non Treasury-Disbursed Offices 

(NTDO). Electronic payments are received within 2 business days and check payments are 

received within 5 business days. Agencies receive electronic reports which enable them to meet 

Treasury’s financial reporting requirements and timeframes. 

Benefits: File format suitable to agency, data consolidated in a single relational database, 

distributed stable processing platform, supports single sign-on capabilities, ability to efficiently 

implement legislative mandated programming changes, operational efficiencies resulting from 

reduction of manual processing, expedited payment delivery, reduces foreign exchange costs 

through economies of scale, multiple payment and foreign exchange options, enhanced security 

with multiple verification levels, formalized performance management and tracking, and 

agencies do not pay for development or maintenance. ITS.gov supports the Fiscal Service to be 

Enterprise Architecture, Treasury and Fiscal Service strategic goals, and federal cash 

management regulations. ITS.gov is linked directly with Fiscal Service strategic goals: Goal 1 - 

Timely, accurate and efficient disbursement of federal payments, and Goal 2 - Timely, accurate 

and efficient collection of federal government receipts; to support the effective management of 

U.S. Government Finances. 
Return on Investment: 

The ROI for ITS.gov is calculated at 338.5% with a short 3-year payback period. ITS.gov 

provides a unique and valuable combination of capabilities and shared services for the Federal 

Agency community. ITS.gov is a web-based international payments and collections application 

that provides Federal Agencies with the ability to use either automated batch or ad-hoc 

solutions to make international payments and collections. ITS.gov provides a single point of 

delivery to over 200 countries and territories and in more than 100 currencies. This investment 

has allowed the Fiscal Service to continue to expand its international financial service 

capabilities and while saving money by leveraging a critical mass of volume to achieve 

economies of scale and realize huge foreign exchange cost savings. ITS.gov has been able to 

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

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

by supporting both spot and guaranteed advanced exchange rate options. ITS.gov also 

provides valuable shared service with the enterprise Office of Foreign Assets Control (OFAC) 

screening service that is integrated in the payment flow and allows other Treasury applications 

to leverage capabilities to compare payments to various source lists without BFS incurring 

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

collection facility which has been automated to interface with Treasury's Credit Gateway 

application and Credit Information Repository (CIR). 

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: N/A 

Presidential Priority: N/A 

Other Requirement: N/A 

Accomplishments: 

PY 2013 Accomplishments: Fiscal 2013: Release 11.0 Phase two of the CARS reporting 

functionality for TDO vendor and salary payments and the Debit Gateway release. Release 11.1 

SSA legacy software decommissioning and new payment flow and support PACER Issues file 

updates for CARS reporting. Release 12.0 Enhance Fedwire support to include the delivery of 

service messages and Fedwire origination through ITS.gov, and automation of End of Day. 

Planned Objectives and Accomplishments: 

CY 2014 and BY 2015 Objectives: Release 12.0.1 deploys Siteminder to support HSPD-12 PIV 

and PIV-I authentication and credentialing, Release 12.1 Implements Security updates to 

resolve outstanding POAM items and deploys European Banking Statement requirements to 

support SEPA mandates, Release 12.2 implements IDD File Conversions, IDD TAS BETC 

Support, and Phase 1 of planned Reclamation Automation enhancements, Release 12.3 

supports Phase 1 PIR Interface enhancements and Phase 2 of the Reclamation automation 

upgrades as well as IDD country expansion to support Benefit Agency customer requirements, 

Support SSA iClaim automation and interface initiatives. 

Development, modernization, and enhancement timeframe: 

BY+1: BY 2016: 9.795M; Implement strategic objectives/security mandates/tactical initiatives: 

Create GWA TAS/BETC Difference Report, PPS interface, automate USD conversions for 

collections, reporting enhancements, modify PAM acknowledgements for SPS certs and 

IAT/Fedwires, PIR Enhancements, automate NOCs and Reclamations from Global Service 

Provider, update MD 103 File Handler for Korean Won, implement vulnerability scanning tools, 
OFAC enhancements, and implement security and agency enhancements. 

BY+2: BY 2017: 6.957M: O&M, essential Websphere, Oracle, and required security upgrades. 

BY+3: N/A - Not defined in current project projections and plans. 

BY+4: N/A - Not defined in current project projections and plans. 

Useful Life: 

Year the investment began: 2009 

End Year of the current planning cycle: 2017 

Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency 

Unit Of 

Measure 

CY 

Target 

Latest 

Actual 

Result 

Date of Latest 

Actual Result

Percentage of timely availability of FX rate files to 

customers by 8:00am ET. (The number of business days in 

which ITS.gov has FX rates available for customers by 

8:00am ET divided by the number of business days). 

Customer Results - 

Timeliness and 

Responsiveness 

Over target Monthly % 0.96 1.00 01/31/2014 

 
Bureau: Fiscal Service 

Investment Name: Invoice Processing Platform 

Type of Investment: Major IT Investment 

Description: 

The Invoice Processing Platform (IPP) provides a centralized electronic invoicing and payment 

information portal accessible to all participants in Federal payment transactions. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 12.29 3.47 4.14 4.87 3.85 2.28 0.00 0.00 30.88 

O&M Sub Total (Including Gov FTE) Costs 26.51 18.58 27.61 29.40 31.31 31.31 31.31 28.65 224.67 

Total Cost (Including Gov FTE) 38.80 22.04 31.75 34.27 35.15 33.59 31.31 28.65 255.55 

Total Gov FTE Cost 2.00 0.70 0.79 0.81 0.81 0.81 0.52 1.04 7.49 

Number of FTE represented by costs 2.00 7.00 7.00 7.00 7.00 7.00 0.00 7.00 44.00 

Summary of Purpose, Goals, and Benefits: 

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

participants in Federal payment transactions: agencies, payment recipients, and the Fiscal 

Service. IPP enables the presentation of electronic orders, receipt of electronic invoices, 

automated routing and approval (workflow), electronic notifications, and treasury payment 

information. 

IPP is designed to yield Government-wide efficiencies by (1) reducing or eliminating paper 

based processing by accounts payable, (2) enhancing Treasury's value and service to its 

citizens by increasing access to and quality of payment data, and (3) providing a single central 

application in which government finance departments can engage with their suppliers, and in 

which government suppliers can engage with agencies. IPP supports the Fiscal Service's goal 

to provide accurate, timely payments by optimizing agency use of electronic mechanisms. IPP 

investment supports presentation of electronic orders, receipt of electronic invoices, automated 

routing and approval, and electronic notifications to ensure accurate and timely payments. 

IPP stakeholders include Federal Agencies and their commercial vendors. 

Responsive customer service is a key performance indicator for most Federal agencies. Fiscal 

Service and the Federal agencies it serves encounter difficulties and delays in obtaining 

information needed to respond to customer inquiries about payment transactions. Currently, 

detailed data required by agencies to address inquiries and handle payment disputes is housed 

in multiple, disparate systems (procurement, accounts payable, and Treasury accounting 

systems), which makes research time-consuming and costly for the agencies and suppliers. IPP 

will provide a single central repository that will allow suppliers access to the data they need to 

handle many inquiries on their own and avoid numerous disputes. 

Return on Investment: 

While the initial cost of the investment was $255,348,000.00, the projected return on investment 

will be $187,272,402,000.00, resulting in a financial gain/cost saving approximately 725 times 

over the initial investment cost. IPP will prove to be beneficial both within the government (to 
Agencies) and external to the government (to Vendors) in the following ways: 

Federal Agency Benefits 

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

Federal agencies can save time and money by adopting IPP: 

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

 IPP is available at no charge to federal agencies. 

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

discounts. 

 IPP supports paperwork reduction initiatives. 

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

federal cloud first policy. 

Vendor Benefits 

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

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

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

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

associated with a PO. 

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

 IPP is available at no charge to vendors. 

 IPP enables vendors to better manage their cash flow projections. 

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: This supports goal 4 of the Fiscal Service 

Strategic Plan, which is to provide timely and accurate financial information that contributes to 

the improved quality of financial decision making. 

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

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

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

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

FY12. Additionally, in FY13, the Department required that its commercial vendors submit their 

invoices using IPP. This mandate only applies to Treasury Bureaus and does not require 

additional government agencies to adopt IPP. 

Other Requirement: OMB and Treasury established the Do Not Pay Program or solution 

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

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

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

2012, Invoice Processing Platform (IPP) began utilizing the Do Not Pay continuous monitoring 

feature as a value-added service to assist agencies in their efforts to reduce improper 

payments. 

Accomplishments: 

FY 2013’s accomplishments indicate the progress and acceptance of IPP among government 

agencies. IPP implemented 11 new agencies and processed more than 229K invoices. In 

February 2013, DoD gave formal approval to use IPP for intra-gov transactions and processed 

its first transactions for US Marine Corps. USDA implemented IPP for commercial business. In 
March 2013, Library of Congress FedLink signed an APA and the Department of Justice 

formally signed an Agency Participation Agreement to use IPP for commercial transactions. IPP 

completed a SA&A in June and received an ATO through June 2016. Rel 2.5 and 3.0 were 

implemented in February and July respectively. Rel 2.5 encompassed seven requirements to 

include VAN support for file based xml e-file; Attachments for POs, Intra-Gov Orders and IntraGov GT&C; WebFocus Reporting and ALC Filter Configurations. Rel. 3.0 included Collector 

Permissions, Single User Multi Module Access, Return to Previous Level and other 

enhancements. Rel 3.1 started in FY 2013. 

Planned Objectives and Accomplishments: 

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

electronic invoicing transactions submitted through IPP; electronic invoicing enhancements; 

enhancements to intra-governmental processing functions; infrastructure modernization and 

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

and suppliers. Activities in CY will address the following: Implementation of an upgraded 

interface with PAM (SRF) and the Acknowledgement File, Disburser Filtering. Invoice 

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

Upload and Download, Intra-Gov Sep. Module; Order Upload, Automated Novations, Vendors 

w/o TIN, FRAC, and Distribution Record Limits. Activities in BY will address the following: 

Migration from UPS to ITIM, Search and Archive Capabilities; Intra-Gov FRAC Data Elements; 

Usability Improvements for the Collector; Disburser Notification Enhancements, Agency Bulk 

User Enhancements, Identity Proofing for Vendors and Security Enhancements. A cloud 

alternative was chosen for this investment and associated costs are accounted for in the TWAI 

investment. 

Development, modernization, and enhancement timeframe: 

BY+1: IPP activities for FY 2016 will include the following new functionality: Allow post 

payments to Collector without requiring matching, add contract related data elements to PO 

schema and PO upload, implement final requirements to make IPP compliant with the Federal 

Records Act, create intra-gov invoice exception notification, collector e-file and disburser selfservice batch enhancements, and conduct and complete a SA&A. 

BY+2: IPP DME Activites will end in FY 17. The following new functionality will be added: 

Disburser Filtering Enhancements, Modify GT&C and Order Number, Mapping vendors TINS to 

DUNS Numbers, Develop additional disburser notifications, allow amount only PO items, 

support BPN data import, create remaining intra-gov interfaces, and complete remaining 

customer approved enhancements. 

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

customer service, and continuing user training on the application. 

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

customer service, and continuing user training on the application. 

Useful Life: 

Year the investment began: 2007 

End Year of the current planning cycle: 2020 
Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency 

Unit Of 

Measure 

CY 

Target 

Latest 

Actual 

Result 

Date of Latest 

Actual Result 

Number of Vendor organizations enrolling 

in IPP (out of remaining 55,000) 

Customer Results - 

Service Coverage Over target Monthly Number 4.00 21.80 08/30/2013 

Number of Vendor organizations enrolling 

in IPP (out of remaining 55,000) 

Customer Results - 

Service Coverage Over target Monthly Number 4.00 0.31 01/31/2014 
Bureau: Fiscal Service 

Investment Name: Over the Counter Channel Application (OTCnet) 

Type of Investment: Major IT Investment 

Description: 

OTCnet is the Government's one system solution for the collection of $150 billion annually in all 

types of checks, currency, and coins transacted at federal agency Point of Sale locations 

worldwide. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 38.98 8.27 12.68 9.62 0.00 0.00 0.00 0.00 69.55 

O&M Sub Total (Including Gov FTE) Costs 12.88 10.35 8.51 11.14 10.57 10.78 10.90 11.37 86.50 

Total Cost (Including Gov FTE) 51.86 18.62 21.19 20.76 10.57 10.78 10.90 11.37 156.05 

Total Gov FTE Cost 1.72 0.88 0.83 0.83 0.68 0.68 0.68 0.68 6.98 

Number of FTE represented by costs 12.00 5.35 5.00 5.00 5.00 5.00 5.00 5.00 47.35 

Summary of Purpose, Goals, and Benefits: 

OTCnet is a web-based system that enables federal agencies to integrate check conversion and 

deposit reporting activities, so that all checks and cash deposits are handled by one web-based 

application. As part of Fiscal Services strategic Collections and Cash Management 

Modernization (CCMM) initiative, OTCnet has redesigned its business lines by developing one 

system per channel and streamlining the collection process. OTCnet has fully incorporated the 

functionality of the two legacy systems (PCC OTC and TGAnet) into OTCnet. TGAnet was 

decommissioned in June, 2011 and all PCC OTC agencies were converted to OTCnet in 2012. 

PCC OTC has been de-activated for all agency access and it was fully decommissioned at the 

infrastructure level. Additional conversion activities in 2012 included converting agencies from 

Ca$hLink II to OTCnet to support Ca$hLink II decommissioning. By implementing the 

GWA/TRS project in 2012, OTCnet has facilitated data capture to support Central Accounting 

and Reporting System reporting requirements for both check conversion and deposit reporting. 

OTCnet is a complex system that utilizes a broad range of technologies with 12 external 

interfaces and a substantial user community who uses the system across the globe. Future 

functionality enhancements include: Supporting Straight Through Processing, Archiving and 

Dynamic TAS. The primary beneficiaries of this investment are the end users from agencies, 

financial institutions and government as this investment yields substantial cost savings being a 

shared service across the government servicing over 96 Agencies and over 130 Financial 

Institutions, from decommissioning the two legacy systems and Ca$hLink II as well as providing 

efficiency gains through improved reconciliation processes. 

Return on Investment: 

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

instead of two from the legacy systems. By providing a shared service across the government 

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

government. Using automated check processing functionality in OTCnet eliminates the need for 

manually processing the checks at TGA locations. Using ITIM system for single sign-on and 

automated user recertification provides productivity improvements to agencies for large number 

of users and less manual effort from the customer support team. Utilizing a web-based training 
tool for agencies reduces number of the Instructor Led training requests in OTCnet and provides 

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

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

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

information to CIR. This provides cost savings for the government in streamlining and 

centralizing the reporting of revenue collection information and eliminates agency's redundant 

reconciliation processes. With summary classification for TGA deposits and with the C-Key 

classification for checks, agencies can be GWA compliant. 

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

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

update the TGA balance throughout the day. This will support the Treasury goals of intra-day 

cash position, earlier end-of-day close, and faster proofing, balancing and reconciliation 

processes. 

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

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

reconciliation processes. 

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: 

o Fiscal Service Strategic Goal #2 - Achieve timely, accurate and efficient collection of federal 

government receipts. 

o Fiscal Service Strategic Goal #5 - Achieve timely and accurate financial information that 

contributes to the improved quality of financial decision-making. 

Presidential Priority: N/A 

Other Requirement: N/A 

Accomplishments: 

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

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

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

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

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

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

Enterprise Schema version 4.6. 

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

been completed to meet the 2012 timeline for decommissioning the two systems (i.e. PCC OTC 

and Ca$hLink II). A number of maintenance releases also have been implemented in this fiscal 

year to improve system performance including Oracle upgrade and address conversion needs 

from agencies. 

Planned Objectives and Accomplishments: 

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

scheduled for implementation in June, 2014. The June 2014 implementation will include 

processing Treasury Routing Transit Number information, transmitting the information to 

Collections Information Repository and ultimately to TGA accounts. Archiving Phase 1 will 
separate the Online Transaction Processing database from Archive database containing 

historical information. 

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

be implemented in December 2014. Full solution for Archiving will include deposit processing 

and reports and is scheduled in 2015. 

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

the TWAI investment. 

Development, modernization, and enhancement timeframe: 

BY+1: Support for 64 bit and a Technology Refresh are planned as maintenance items. 

BY+2: Maintenance and operational activity to include one maintenance release. 

BY+3: A technology refresh is planned as part of maintenance activity. 

BY+4: Maintenance and operational activity. 

Useful Life: 

Year the investment began: 2009 

End Year of the current planning cycle: 2019 

Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency 

Unit Of 

Measure 

CY 

Target 

Latest 

Actual 

Result 

Date of Latest 

Actual Result 

Monthly customer service telephone call 

abandonment rate will not exceed 3% 

Customer Results - Timeliness 

and Responsiveness Under target Monthly % 3.00 1.18 01/31/2014 

 
Bureau: Fiscal Service 

Investment Name: Pay.gov 

Type of Investment: Major IT Investment 

Description: 

Pay.gov is the Government's Internet Collection channel for all non-tax collections. Pay.gov 

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

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 40.37 2.66 3.33 3.68 3.78 3.89 4.00 0.00 61.71 

O&M Sub Total (Including Gov FTE) Costs 81.40 14.29 15.98 17.20 17.31 18.14 18.48 0.00 182.80 

Total Cost (Including Gov FTE) 121.77 16.95 19.31 20.88 21.09 22.03 22.48 0.00 244.51 

Total Gov FTE Cost 4.69 0.51 0.60 0.60 0.60 0.60 0.60 0.00 8.20 

Number of FTE represented by costs 24.00 5.00 5.00 5.00 5.00 5.00 5.00 0.00 54.00 

Summary of Purpose, Goals, and Benefits: 

Pay.gov Services (Pay.gov) provides a Government-wide Internet collection channel for FPA to 

collect non-tax revenue. Pay.gov provides a suite of electronic financial services and interfaces 

to enable Federal agencies to make financial collections electronically, specifically over the 

Internet. By providing the Internet collection channel, Pay.gov helps promote the all-electronic 

Treasury vision. Pay.gov Services directly supports the collection and deposit of funds into the 

Treasury on behalf of Federal agencies. This is a key component of the multi-faceted 

government-wide financial management mission of the Fiscal Service. One of the critical goals 

of Revenue Collection Management (RCM) is to convert paper based transactions to electronic 

methods; Pay.gov is the primary program supporting this goal. RCM also had the goal of 

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

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

timely collection of Federal Government receipts, at the lowest cost, through an all-electronic 

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

technologies into the payments and collections infrastructure. Pay.gov Services support the 

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

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

efficiency and financial integrity. 

The Key beneficiaries of Pay.gov are the FPA and citizens. By collecting funds over the Internet, 

Treasury and FPA receive the funds faster than mailed or in person transactions. Also by 

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

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

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

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

customers and stakeholders of Pay.gov. 

Return on Investment: 

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

Internet based collection transactions vs. the unit cost of paper based collection methods. The 
cost avoidance realized by processing transactions over the Internet, is the cost avoidance 

benefit. 

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: 

Treasury Strategic Goal 5: Create a 21st century approach to government by improving 

efficiency, effectiveness and customer interaction. 

Presidential Priority: N/A 

Other Requirement: N/A 

Accomplishments: 

As of January 31, 2014, Pay.gov has collected over $38 Billion dollars and 43 million 

transactions this fiscal year. Both metrics are ahead of schedule for meeting the fiscal year goal 

of $115 billion collection through 117 million transactions. Pay.gov currently hosts 978 agency 

applications, which is well ahead of the fiscal year goal. Also as of January 31, 2014, Pay has 

maintained an annual production availability metric of 99.72%, this is slightly behind schedule of 

the 99.98% fiscal year goal. To date, Pay.gov has successfully implemented all three planned 

software releases on schedule. These releases successfully accomplished milestones 1) Credit 

Card Service SOA redesign, and 2) Addition of the Trusted Collection Service Online Interface. 

No corrective actions have been taken to date. 

Planned Objectives and Accomplishments: 

CY objectives include collecting $105 Billion dollars through 105 million transactions while 

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

99.8%. 

BY objectives include collecting $110 Billion dollars through 110 million transactions while 

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

99.8%. 

Planned milestones for reach target benefit include: for CY- CC Service SOA redesign, User 

Interface redesign, Paypal Implementation -Phase 2, Recurring CC transaction functionality, 

eBilling enhancements include a new email solution, and Payment Service Provider #2. For BYPayment service provider #3, online banking bill presentment, Adjustment and Corrections 

interface with the Debit Gateway, and final SOA re-architecture tasks. 

Development, modernization, and enhancement timeframe: 

BY+1: BY+1: Anticipated support costs based on volume projects, and projected development 

costs based on historical rates, current projections and anticipated support of e-commerce 

projects, NTPI projects, e-Billing, infrastructure and environmental upgrades. 

BY+2: BY+2: Anticipated support costs based on volume projects, and projected development 

costs based on historical rates, current projections and anticipated support of e-commerce 

projects, NTPI projects, e-Billing, infrastructure and environmental upgrades. 

BY+3: BY+3: Anticipated support costs based on volume projects, and projected development 

costs based on historical rates, current projections and anticipated support of e-commerce 

projects, NTPI projects, e-Billing, infrastructure and environmental upgrades. 

BY+4: N/A. 
Useful Life: 

Year the investment began: 2004 

End Year of the current planning cycle: 2018 

Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency Unit Of Measure CY Target 

Latest 

Actual 

Result 

Date of Latest 

Actual Result 

Process 9 million collection 

transactions per month in FY14 

Customer Results - 

Customer Benefit Over target Monthly 

Millions of 

transactions 

processed 

9.00 11.57 01/31/2014 

 
Bureau: Fiscal Service 

Investment Name: Payment Application Modernization (PAM) 

Type of Investment: Major IT Investment 

Description: 

PAM is an effort to replace 32+ existing RO legacy payment applications which generate check, 

ACH, IAT Transactions, and Wire Transfer payments (1 billion, $2.3 trillion) on behalf of FPAs 

with a single application. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 85.98 7.91 8.52 6.98 3.07 3.12 3.17 13.29 132.03 

O&M Sub Total (Including Gov FTE) Costs 32.10 6.71 5.98 2.02 3.07 3.12 3.17 13.29 69.45 

Total Cost (Including Gov FTE) 118.08 14.61 14.49 9.00 6.14 6.24 6.34 26.58 201.48 

Total Gov FTE Cost 51.96 5.14 5.52 2.02 2.06 2.10 2.14 9.02 79.97 

Number of FTE represented by costs 472.00 54.50 54.50 18.50 18.50 18.50 18.50 74.00 729.00 

Summary of Purpose, Goals, and Benefits: 

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

PAM is a standard application used by the two Fiscal Service Regional Financial Centers 

(RFCs) to annually distribute approximately 1 billion checks, ACH, and Wire Transfer Federal 

payments on behalf of FPAs. 

Goals/Benefits: 

 One file format 

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

control 

 Data consolidated in a single relational database 

 Ability to efficiently implement legislative mandated changes in one application 

 Ability to respond efficiently to change requests made by FPAs 

 Operational efficiencies resulting from significant reduction of required manual and 

exception processing interventions 

 Implementation of standard processes and procedures across two RFCs, allowing the ability 

to absorb volume into fewer centers 

 Reduce data center and RFC Fiscal Service costs associated with continued maintenance 

of the 32+ payment applications (file formats) 

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

NTDOs, such as Department of Defense 

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

processing costs. 

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

standards 

 Implementation of improved BCP, DR and COOP (e.g. one system to recover, rather than 

32+ payment applications/file formats) 

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

 Support the DNP process by reducing improper payments 
Key Customers and Beneficiaries 

Fiscal Service: 

 Payment Management, Fiscal Service Technical and Operations Staff 

 Executive Leadership Team 

 FPAs processing payments 

 Social Security Administration 

 Social Security Supplemental Income 

 Internal Revenue Service 

 Office of Personnel Management 

 Railroad Retirement Board 

 Veterans Administration 

 National Finance Center 

 General Services Agency 

 National Business Center 

 200+ Vendor FPAs 

FRB: 

 Treasury Relations and Support Office 

 FRBs KC & Philadelphia: Payments Management Team, Tech Staff, Senior Management, 

Board of Directors, Software QA Team, Vendors/Consultants 

Interfacing Applications/Systems 

 GWA, IPP, PACER, FedACH, ITS.gov, TOP, TCS, TCIS, SPS, SAM, FOMF, 1691, DNP. 

Return on Investment: 

PAM's ROI for FY 2013 through 2017 is -55.3%. 

Through the PAM Project, 32+ mainframe-based applications are being replaced and their 

functions consolidated to one central payment processing application. PAM significantly reduces 

manual processing and modernizes the technologies employed, incorporating new and 

enhanced functionality that improves the efficiency of the payments process. These efficiencies 

position the Fiscal Service to consolidate payment processing to one RFC and check printing to 

two RFCs. Additionally, the PAM Project will support other long term Fiscal Service objectives 

and organizational realignments, including the Proper Pay and Transparency in Government 

initiatives. 

Fiscal Service will realize cost savings related to the centralization of payment processing to the 

Kansas City Financial Center, as well as savings related to improper payments by integrating 

with the Do Not Pay initiative. 

The ROI for this investment does not include any savings associated with projected conversion 

of current Non Treasury Disbursed Offices to Treasury. It also does not account for the cost 

savings associated with over 200 Federal Program Agencies who process payments through 

PAM, as they do not have to perform check printing, ACH, Wires, IAT, or ACH processing. 

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: PM Assistant Commissioner area's 
primary focus is to manage/operate federal disbursement and related aftermath systems. PM 

disburses an enormous volume of payments and associated dollars that represent 

approximately 85% of all federal payments. 

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

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

Presidential Priority: N/A 

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

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

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

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

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

transfer payments (over 1 billion) on behalf of Federal Program Agencies (FPAs) with a single 

application. Gaps addressed by PAM include: multiple systems written in outdated languages, 

inability to meet legislative and FPA changes/requests quickly, and extensive manual 

processes. The legacy applications are written in COBOL and Assembler languages, for which 

new resources to support the legacy applications are scarce. 

Accomplishments: 

FY 2013 

Implemented: 

 PR 5.0 (CTX payments). 

 PR 6.0 (2013-1) to support PIR interface. 

 Convert IRS & VA education to SPR. 

 Support legacy applications decommissioning. 

Performance Discrepancies 

Due to deteriorating trends on a performance metric (number of Sev 1s) through an internal 

Bureau Tech Stat was conducted in Apr 2013 to address variances in Dec 2012 thru Feb 2013. 

Tech Stat addressed platform issues including network/timing, space allocation, and dataset 

permissions. Close coordination with all parties assisted to resolve and eliminate these issues. 

PR 2013-1 project experienced a month delay as a result of unavailability of critical stakeholders 

for requirements analysis sessions. New requirements were also identified after the close of the 

requirements session. Mitigation activities conducted by the PMO reduced the delay for the 

project to two weeks, which impacted the overall cost of the project. 

Planned Objectives and Accomplishments: 

FY 2014 

 Implementation of PR 6.1 (2013-2), which will include mandated functionality for the Full 

Service Intelligent Barcode required being in place by January 2014, to allow Fiscal Service 

to continue receiving postal service discounts. 

 Initiate architecture design and environmental upgrade for DataStage Parallel Jobs 

conversion. 

 Implementation of PR 7.0 (2014-1), which will include full integration with Do Not Pay. 

 Support agencies as they convert to the PAM Standard Payment Request (SPR) by the 

October 2014 mandate. 

 Support legacy applications decommissioning. 

 Implement PR 2015-1, which is yet to be defined. 

 Support legacy applications decommissioning. 
Beyond: 

 Implement PR 2015-2, which will include the completing the migration from DataStage MVS 

to DataStage Parallel Jobs. 

 Implement future production releases, which are yet to be defined. 

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

the TWAI investment. 

Development, modernization, and enhancement timeframe: 

BY+1: 2016: Final functionality to be determined by Fiscal Service. Backlog items below may be 

included during RAD session. 50% of project resources is planned for DME. 

1. TCIS Re-Issues 

2. Courtesy Disbursements 

3. Same Day ACH Payments 

4. Technical Refresh -Complete development environment prototype for DataStage Parallel 

Jobs conversion. Manage software/hardware upgrades 

Perform a review of the Project Requirements. 

BY+2: 2017: Functionality to be determined by Fiscal Service. 50% of project resources is 

planned for DME and O&M. 

BY+3: 2018: Functionality to be determined by Fiscal Service. 50% of project resources is 

planned for DME and O&M. 

BY+4: 2019: Functionality to be determined by Fiscal Service. 50% of project resources is 

planned for DME and O&M. 

Useful Life: 

Year the investment began: 2005 

End Year of the current planning cycle: 2022 

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

Circular A-131.: This program/investment's system life cycle model is intended to extend 10-15 

years after full functionality is developed. PAM replaces COBOL/ASSEMBLER applications that 

process payments for approximately 85% of all Federal Program Agencies (Treasury Disbursed 

Offices). Beginning in FY 2016, project resources are projected to be split 50/50 between DME 

and O&M. This methodology assumes there will always be development projects. The AA 

contains both legacy and PAM resources. Additional outer years include an inflation factor. The 

AA accounts for FMS FTE resources that are tied to the maintenance of the legacy applications 

and the PAM project management office. The AA also incorporates FRB reimbursable and FMS 

direct appropriated funds that are applied to applicable DME and O&M milestones. 

Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency Unit Of Measure CY Target 

Latest 

Actual 

Result 

Date of Latest 

Actual Result 

Percentage of Federal Program Agencies (FPAs) 

satisfied with payment processing with their 

respective servicing Regional Financial Center. 

Customer 

Results - Service 

Quality 

Over target Annual 

% of FPAs satisfied 

with their servicing 

RFC 

90.00 87.77 10/31/2013 

 
Bureau: Fiscal Service 

Investment Name: Post Payment System (PPS) 

Type of Investment: Major IT Investment 

Description: 

The Post Payment System consolidates Treasury payment aftermath processing into one 

comprehensive application, which eliminates redundancy of data across systems and provides 

one-stop aftermath processing for Federal Agencies. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 1.04 3.08 11.90 11.28 11.54 9.25 6.97 6.98 62.05 

O&M Sub Total (Including Gov FTE) Costs 0.00 0.00 0.00 1.98 3.59 4.40 6.50 40.35 56.82 

Total Cost (Including Gov FTE) 1.04 3.08 11.90 13.26 15.14 13.64 13.47 47.34 118.88 

Total Gov FTE Cost 0.00 0.00 0.87 0.87 0.89 0.90 0.92 3.88 8.33 

Number of FTE represented by costs 0.00 0.00 5.00 5.00 5.00 5.00 5.00 20.00 45.00 

Summary of Purpose, Goals, and Benefits: 

The new Post Payment System (PPS) investment will consolidate all payment aftermath 

processing into one comprehensive application by merging processing currently performed in 

five legacy systems; Treasury Check Information System (TCIS), Payments, Claims and 

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

(TRACS), Teletrace, and TOP Control System (TCS). The consolidation of the Fiscal Service's 

post payment systems will reduce costs associated with operations and maintenance of legacy 

systems, reduce duplication of functionality, eliminate redundancy of data across systems and 

provide a single source for aftermath payment processing for Federal Program Agencies. 

PPS will utilize standardized reporting Common Government-wide Accounting Classification 

(CGAC) structure, and leverage COTS software solutions when appropriate to provide common, 

best practice functionality and proven implementation methodologies. PPS will provide 

enhanced streamlined business processes and productivity gains that will simplify reconciliation 

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

processes, improve fraud detection, and enable self- service functions for Agencies and 

Financial Institution (FI) users. 

PPS will include functionality to process Claims/Adjudications, Cancellations, Check 

Reconciliation, Settlements, Offsets, and Accounting, with Customer Service & Self-Service 

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

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

savings as measured by: 

 Retirement of systems 

 Improved ability to deliver services and respond to customer inquiries more accurately and 

quickly 

 Improved access to information for FPA and FI users 

 Elimination of duplicate assets 

 Minimization of interfaces and duplication of data 

 Improved reliability of systems 

 Improved ability to maintain a single system 
 Accommodation of increases in workload or demand 

 Reduction in manual RFC operations 

 Improved efficiency 

 Modernization of operations 

 Modernization of technical environment 

 PPS beneficiaries include Government Agencies (such as SSA, VA, OPM, IRS, and RRB), 

Non-Treasury Disbursing Offices (such as DOD, U.S. Courts, U.S. Marshalls Service), the 

FRB, FIs, and U.S. Public 

Return on Investment: 

The PPS investment enters the Acquisition phase in CY 2014 with a projected five year ROI of 

203.9%, developed in a 2013 Cost-Benefit Analysis. PPS will yield significant productivity gains 

through process improvements, centralization, and automation of functionality and systems 

consolidations. Cost savings will be achieved through retirement of legacy systems, elimination 

of contracts, and reductions and re-purposing of staff resources. 

The centralized Post Payment System will provide Treasury with numerous qualitative benefits, 

including: 

 Increased IT system flexibility and efficiency 

 Compatibility with Treasury and Fiscal Service Enterprise Architecture 

 Improved risk management and control 

 Improved mission performance 

 Increased reporting capabilities 

 Increased ability to implement organizational strategies 

 Improved reliability of information and increased confidence from agency customers 

PPS will enhance Fiscal Service development capabilities by elimination of obsolete 

software and technology platforms, and increased scalability for future expansion 

Monetary benefits from staff savings or reinvestment will be realized through: 

 Future cost avoidance 

 Reduce staff hours with respect to the affected Fiscal Service business process 

 Re-application of saved staff hours within the identical business process to meet 

discretionary workload increases 

 Staff savings across Government due to reduced reporting and reconciliation requirements 

 Staff savings across Government due to more timely availability and accuracy of decision 

support data 

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

phase, and legacy systems will be decommissioned when appropriate. 

PPS customers from PFC, FPAs, and FIs will benefit from a consolidated source of all post 

payment data and reconciliation tools with minimized use of paper based communication. 

Customers will have access to summary and detailed reports to perform transaction and 

accounting reconciliation from a central location. Portal users will have timely access to all 

payment and post payment data, and will have the ability to research issues through use of 

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

chat and inbox messaging. FPAs will further benefit from the PPS self-service environment 

which will enable users to perform online tasks. 
Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: N/A 

Presidential Priority: N/A 

Other Requirement: N/A 

Accomplishments: 

PPS met all performance targets and goals in PY 2013. Key investment planning activities were 

accomplished in FY 2013. In line with a McKinsey Payments Management Study 

recommendation to take advantage of COTS products, the PPS project team performed market 

research and conducted an RFP process, incorporating vendor proposals, conferences, and 

proof of concept demonstrations. A full Alternatives Analysis, with Cost Benefit Analysis, was 

performed to determine the best value and lowest risk PPS solution. A major risk mitigation 

effort is underway through a PPS Pilot program, devised to validate the chosen data model, 

design, and system architecture. PPS will process over 1 billion payments a year, and the Pilot 

study will address significant potential risks of scalability and performance early in the project 

lifecycle. A major operational accomplishment was the implementation of the transfer of 

ownership of the Top Control System to the Philadelphia Financial Center. 

Planned Objectives and Accomplishments: 

PPS will move from the planning to the acquisition phase in CY 2014 in October 2013. The PPS 

implementation plan encompasses a phase-in by function approach, allowing for parallel 

processing with legacy systems, and a modular development strategy to accomplish all 

objectives. Initial project activities will include: build-out and deployment of development and 

testing environments, execution of a Pilot program establish data architecture, overall design 

and performance scalability, and conversion and migration of some legacy data to the PPS data 

store 

PPS will deploy Release 1.0.0 in September 2014. The initial production release will deliver the 

foundational component of PPS Payments and Payee information featuring a secure technical 

environment, a scalable database, payee information, fraud detection, legacy data conversion, 

and query, reporting and analysis capabilities. 

With Release 2.0.0 in BY 2015, PPS will become the Treasury System of Record for Payments, 

Returns and Cancellations. Processing of returns and cancellations will transfer from the legacy 

applications to PPS. PPS will become responsible for: Processing of the transactions, 

Generation of accounting events, Generation of reports, Generation of interface files, and 

Storage of all data related to payments and cancellations 

PPS 2.0.0 will also introduce a web interface for agency users to perform record queries, 

access reports, and basic self-service functions related to payments, returns, and cancellations. 

This release will result in significant benefits to the Fiscal Service and Federal agencies by 

providing a single channel for payments and cancellation functions. Agency users will transition 

from legacy data sources and reports to the PPS portal for daily reconciliation of payment and 

cancellation schedules. PPS 2.0.0 will provide ENR (Enrollments) and NOC (Notification of 

Change) information to agency users. NOC and ENR data will be fed to PPS during release 

1.0.0 for fraud detection purposes. The NOC and ENR data will be passed to agency users 

during release 2.0.0 via the portal and/or interface files for agency analysis. 
In out years 2016 and 2017, legacy systems will be de-commissioned as PPS major releases 

3.0.0, 4.0.0 and 5.0.0 will implement all remaining PPS requirements, with the addition of 

Claims processing, Workflow, Portal, and Check Reconcilement. A cloud alternative was 

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

Development, modernization, and enhancement timeframe: 

BY+1: The PPS development team will build additional layers of post payment functionality into 

PPS with 2 major production releases in 2016. Major Release 3.0.0 will go live in March 2016 

with an online 

Claims processing component for FPAs. PPS will support the claims adjudication process 

between PFC, FIs and FPAs. Major Release 4.0.0 in September 2016 will integrate Workflow 

process improvements and a fully functional User Portal. 

BY+2: Major Release 5.0.0 in September 2017 will add check reconcilement and accounting 

functionality to PPS, and permit the retirement of the all legacy applications. PPS will be a 

mixed life cycle investment, with concurrent DME and O&M activities. 

BY+3: By 2018, PPS will be fully operational and achieve all planned benefits. PPS will 

continue as a mixed life cycle investment, with a planned major release 6.0.0 to provide 

enhanced reporting capabilities, 

additional DME requirements, and investment fixes. 

BY+4: PPS will continue as a mixed life cycle investment, with annual minor and major releases 

designed to keep the investment viable and responsive to Agency, user, and statutory 

mandates and 

requirements. 

Useful Life: 

Year the investment began: 2012 

End Year of the current planning cycle: 2023 

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

Circular A-131.: The PPS investment is consistent with life cycle model management as 

defined in OMB Circular A-131. 

 
Bureau: Fiscal Service 

Investment Name: Retail Securities Services (RSS) 

Type of Investment: Major IT Investment 

Description: 

Retail Securities Services (RSS) investment supports various retail program IT systems, such 

as TreasuryDirect, SaBRe and Treasury Retail E-Services (TRES), to deliver effective retail 

customer service and products. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 28.68 10.86 11.39 4.32 3.57 3.60 4.21 0.00 66.63 

O&M Sub Total (Including Gov FTE) Costs 74.71 35.53 35.86 34.44 33.86 34.28 35.04 0.00 283.72 

Total Cost (Including Gov FTE) 103.39 46.39 47.24 38.76 37.43 37.88 39.25 0.00 350.34 

Total Gov FTE Cost 34.53 9.97 10.28 9.91 9.53 9.58 10.08 0.00 93.88 

Number of FTE represented by costs 247.00 97.00 88.00 82.00 77.00 77.00 83.00 0.00 751.00 

Summary of Purpose, Goals, and Benefits: 

The Fiscal Service's mission is to promote the financial integrity and operational efficiency of the 

U.S. government through exceptional accounting, borrowing, collections, payments, and shared 

services. Within this core mission, Fiscal Service manages the RSS Program, which exists to 

enable private citizens and organizations to directly own and maintain U.S. Treasury securities. 

The types of securities included are non-marketable securities in the form of savings bonds and 

marketable securities in the form of bills, notes, bonds, and Treasury Inflation-Indexed 

Securities (TIPS). 

The RSS Program also oversees various programs for older, outstanding paper marketable 

securities and supports this mission through various IT systems, such as TreasuryDirect, 

SaBRe, and TRES, to deliver effective retail customer service and products. 

Several systems within the RSS investment have data flow dependencies with other 

investments. The first major dependency is reporting daily financial transactions to the Summary 

Debt Accounting System (SDAS) to be included in the Daily Treasury Statement, which is part 

of the SDAS investment. The current modernization initiative of the SDAS investment will impact 

the RSS investment, as RSS systems will have to be altered to continue reporting daily financial 

transactions to the new system. The second major dependency is providing auction information 

to TAAPS which is part of the WSS investment. 

Return on Investment: 

As of August 2013, the estimated five year return on investment for the RSS portfolio was 

105.07%. The SaBRe system retains records of all paper savings bonds, which benefits the 

government in the cost avoidance of making duplicate payments to owners of the paper savings 

bonds. The TreasuryDirect system was built for customer self-sufficiency and benefits the 

government in the cost avoidance of customer service support to complete transactions. The 

various Retail systems also expand the investor base to keep cost down. As Retail works to 

eliminate paper savings bonds, cost savings have been realized in the RSS investment as it is 

less costly to buy, hold, and redeem an electronic savings bond than a paper savings bond. 
Treasury Retail E-Services has enabled Retail to consolidate to two processing sites and has 

allowed less hand-on customer service support resulting in cost savings to the government. 

Requirements/ Benefits/ Mandates: 

Legislative Mandate: 

- Borrowing Authority for Bonds; Title 31, United States Code (USC), Subtitle III, Chapter 31, 

Subchapter I, Section 3102. 

- Borrowing Authority for Notes; Title 31, United States Code (USC), Subtitle III, Chapter 31, 

Subchapter I, Section 3103. 

- Borrowing Authority for Certificates of Indebtedness and Bills; Title 31, United States Code 

(USC), Subtitle III, Chapter 31, Subchapter I, Section 3104. 

- Borrowing Authority for U.S. Savings Bonds and Savings Certificates; Title 31, United States 

Code (USC), Subtitle III, Chapter 31, Subchapter I, Section 3105. 

- Borrowing Authority for Retirement and Savings Bonds; Title 31, United States Code (USC), 

Subtitle III, Chapter 31, Subchapter I, Section 3106. 

Audit Finding or Material Weakness: N/A 

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

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

Presidential Priority: N/A 

Other Requirement: N/A 

Accomplishments: 

 December 2012: Implemented system changes to the TreasuryDirect system to 

accommodate negative bidding in Treasury auctions. 

 February 2013: Upgraded the TreasuryDirect system to a new version of authentication 

software. 

 February 2013: Released a Request for Information (RFI) to gain a list of potential software 

vendors that have software capable of supporting a new Retail account management 

system. 

 July 2013: Fully implemented a consolidated and centralized print-site for outbound 

correspondence to Retail customers. 

 July 2013: Released a Request for Proposal (RFP) to obtain proposals from vendors 

capable of providing a Commercial Off-the-Shelf (COTS) software solution for an online 

application to allow Retail customers to purchase, reinvest, redeem, transfer, and hold Retail 

securities. 

Planned Objectives and Accomplishments: 

 FY14-TD-DME1: Modify the conversion process in TreasuryDirect to allow electronic 

reissues of EE and I savings bonds. 

 FY14-TD-DME2: Define, Design, and begin to develop changes to TreasuryDirect that will 

enable the system to hold and maintain securities with Legacy Treasury Direct registrations. 

 FY14-CC-DME1: Complete remaining modifications to fully enable Retail systems to 

interface and inter-operate with the Summary Debt Accounting (SDA) application and 

process Retail payments as a Treasury Disbursement Office (TDO). 

 FY14-TRIM-DME1: Define Retail's new account management system. 

 FY14-TRIM-DME2: Complete, define, and begin designing Retail's new account 

management system. 

 FY14-TRES-DME1: Design and develop changes to Treasury Retail E-Services (TRES) to 

create a virtual case file system. 
 FY14-TRES-DME2: Build the acceptance environment in the Treasury Web Application 

Infrastructure (TWAI) for the virtual contact center. 

 FY15-TD-DME1: Implement changes to TreasuryDirect to enable Legacy Treasury Direct 

registrations to be held and maintained in TreasuryDirect. 

 FY15-TD-DME2: Define and design changes to TreasuryDirect to enable HH/H securities to 

be held and maintained in TreasuryDirect. 

 FY15-TD-DME3: Develop and test changes to TreasuryDirect to hold and maintain HH/H 

securities in TreasuryDirect. 

 FY15-TRIM-DME1: Design Retail's new account management system. 

 FY15-TRIM-DME2: Design and begin to develop Retail's new account management system. 

 FY15-TRES-DME1: Deploy changes to Treasury Retail E-Services (TRES) to create a 

virtual case file system. 

 FY15-TRES-DME2: Define and design requirements for a secure customer self-help portal. 

 FY15-TRES-DME3: Build the secure portal changes in the Treasury Web Applications 

Infrastructure (TWAI) development environment. 

Development, modernization, and enhancement timeframe: 

BY+1: Implement changes to TreasuryDirect to enable various legacy Retail systems to be held 

and maintained in TreasuryDirect. Deploy a maintenance release to Treasury Retail E-Services. 

Update various screens and programs in Treasury Retail Investment Manager. 

BY+2: Implement changes to TreasuryDirect to enable various legacy Retail systems to be held 

and maintained in TreasuryDirect. Deploy a maintenance release to Treasury Retail E-Services. 

Update various screens and programs in Treasury Retail Investment Manager. 

BY+3: Update various screens and programs in Treasury Retail Investment Manager. 

BY+4: Update various screens and programs in Treasury Retail Investment Manager. 

Useful Life: 

Year the investment began: 2010 

End Year of the current planning cycle: 2030 

Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency 

Unit Of 

Measure 

CY 

Target 

Latest 

Actual 

Result 

Date of Latest 

Actual Result 

Percentage of maturing marketable par that 

customers reinvest into new purchases 

Customer Results - 

Service Quality Over target Monthly Percentage 61.00 66.04 01/31/2014 

 
Bureau: Fiscal Service 

Investment Name: Summary Debt Accounting Services (SDAS) 

Type of Investment: Major IT Investment 

Description: 

SDAS provides accounting information on financial and security transactions to effectively meet 

the borrowing needs of the federal government and accurately account for the debt of the 

United States. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 10.38 6.76 2.33 1.48 1.50 1.52 0.00 0.00 23.99 

O&M Sub Total (Including Gov FTE) Costs 7.81 3.97 5.15 5.62 5.74 5.84 0.00 0.00 34.14 

Total Cost (Including Gov FTE) 18.19 10.73 7.49 7.11 7.24 7.36 0.00 0.00 58.12 

Total Gov FTE Cost 11.89 5.71 5.81 5.52 5.66 5.78 0.00 0.00 40.36 

Number of FTE represented by costs 90.00 34.00 34.00 35.00 36.00 37.00 0.00 0.00 266.00 

Summary of Purpose, Goals, and Benefits: 

The SDAS investment supports the Summary Debt Accounting program within the Fiscal 

Service. The SDAS investment fulfills the organization's strategic goal of effectively accounting 

for the debt of the Federal Government by providing accurate and timely financial information to 

assist the Bureau and Treasury in managing the government's finances effectively. SDAS 

provides value to the taxpayer and government and is a contributor to the consumer confidence 

associated with reporting of the federal debt. 

Furthermore, the SDAS investment allows the Fiscal Service to produce daily, unaudited reports 

on the balances and composition of the public debt; the Monthly Statement of the Public Debt; 

and the annual, audited Schedules of Federal Debt (Schedules). The Schedules report on the 

single largest liability in Treasury's Agency Financial Report (AFR) and has received an 

unqualified opinion for the past 17 years. History of this investment demonstrates effective and 

innovative use of technology, high quality customer service, risk mitigation, and efficient use of 

resources. 

To ensure that the roles and efficiency of the SDAS investment advances well into the future, 

migration efforts continue to focus on modernizing the debt accounting environment. The 

modernization of the SDAS investment will allow the Summary Debt Accounting program to 

better respond to shifts in reporting requirements, responsibilities, and financial information 

needs. The overall goal is to increase governance over the debt accounting environment to 

ensure the collection, verification, and dissemination of all debt accounting information is 

accurate, appropriate, flexible, and remains standardized. 

Return on Investment: 

The five-year Return on Investment for SDAS is calculated as -29.85%. Benefits, both 

quantitative and qualitative, of this investment include: tailored functionality; customer 

satisfaction; user friendliness; speed and efficiency; reduction of errors; and strong internal 

controls. 
Requirements/ Benefits/ Mandates: 

Legislative Mandate: Chief Financial Officer's Act of 1990 (Public Law 101-576). 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: N/A 

Presidential Priority: N/A 

Other Requirement: N/A 

Accomplishments: 

The investment continues to provide a high level of performance including producing daily 

financial statements within 3 business days, closing monthly ledgers within 1 business day, and 

maintaining application availability during published business hours. The SDAS Modernization 

Project has completed the development phase, user acceptance testing, parallel testing, quality 

assurance, and successfully changed over to the new system environment in November 2013. 

With the completion of the SDAS Modernization project, financial reporting has been 

strengthened and business processes have been redefined to accommodate and adapt to 

anticipated changes in the future debt accounting environment. The new modernized summary 

debt accounting environment provides for investment, redemption, and debt service 

transactions, promotes accurate and timely reporting of debt information, and delivers the ability 

of Summary Debt Accounting customers to conduct business over the internet. 

Planned Objectives and Accomplishments: 

CY 2014: Reengineer reporting to advance Treasury initiatives for financial reporting, cash 

management, and management of securities. 

BY 2015: Improve reporting capabilities to advance Treasury initiatives for financial reporting, 

cash management, and management of securities. 

Development, modernization, and enhancement timeframe: 

BY+1: FY 2016: Continue to improve reporting capabilities to advance Treasury initiatives for 

financial reporting, and cash management, and management of securities. 

BY+2: FY 2017: Continue to improve reporting capabilities to advance Treasury initiatives for 

financial reporting, and cash management, and management of securities. 

BY+3: FY 2018: Continue to improve reporting capabilities to advance Treasury initiatives for 

financial reporting, and cash management, and management of securities. 

BY+4: FY 2019: Continue to improve reporting capabilities to advance Treasury initiatives for 

financial reporting, and cash management, and management of securities. 

Useful Life: 

Year the investment began: 2010 

End Year of the current planning cycle: 2022 

Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency 

Unit Of 

Measure 

CY 

Target 

Latest 

Actual 

Result 

Date of Latest 

Actual Result 

Percentage of monthly ledgers closed within 1 

business day. Closing within 1 business day aids in 

receiving an unqualified opinion on the annual 

schedule of Federal Debt. 

Customer Results - 

Timeliness and 

Responsiveness 

Over target Monthly Percentage 100.00 100.00 01/31/2014 
Bureau: Fiscal Service 

Investment Name: TWAI Services (formerly known as Legacy Infrastructure, Communication, 

Security, Services and Support (IT LICSSS)) 

Type of Investment: Major IT Investment 

Description: 

This investment replaces the investment previously known as Legacy Infrastructure, 

Communication, Security, Services and Support (IT LICSSS). The investment will now be 

known as TWAI Services. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 5.74 29.50 20.70 22.70 0.00 0.00 0.00 0.00 78.64 

O&M Sub Total (Including Gov FTE) Costs 188.76 34.76 48.36 59.66 0.00 0.00 0.00 0.00 331.53 

Total Cost (Including Gov FTE) 194.50 64.26 69.06 82.36 0.00 0.00 0.00 0.00 410.17 

Total Gov FTE Cost 19.16 0.56 0.56 0.56 0.00 0.00 0.00 0.00 20.83 

Number of FTE represented by costs 56.00 3.00 3.00 3.00 0.00 0.00 0.00 0.00 65.00 

Summary of Purpose, Goals, and Benefits: 

The investment will now be known as TWAI Services. This is the first year in which the 

investment will be recognized as TWAI Services. The goal is to better align the TWAI spend to 

the requested budget. 

Return on Investment: 

The ROI value for this Investment is not applicable. 

Requirements/ Benefits/ Mandates: 

Legislative Mandate: N/A 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: N/A 

Presidential Priority: N/A 

Other Requirement: N/A 

Accomplishments: 

Software upgrades, server replacements, and hardware and software maintenance. 

Planned Objectives and Accomplishments: 

Software upgrades, server replacements, and hardware and software maintenance. This 

Investment serves as the Cloud alternative for the majority of the Fiscal Service Investments. 

Development, modernization, and enhancement timeframe: 

BY+1: Capacity upgrades, EOL upgrades, server replacements. 

BY+2: To improve the infrastructure to accommodate all electronic incentives. To take 

advantage of new technology. 

BY+3: Continuing operations. 

BY+4: To be determined. 
Useful Life: 

Year the investment began: 2003 

End Year of the current planning cycle: 2022 

Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency Unit Of Measure CY Target 

Latest 

Actual 

Result 

Date of Latest 

Actual Result 

SLA #1 Critical hour of production 

availability 

Customer Results - Service 

Quality Over target Monthly 

Full Day of 

Infrastructure 

availability 

99.99 100.00 01/31/2014 

SLA Metric #3 Priority 1 incident 

response. The Mean Time to Restore 

P1 Infrastructure Incidents 

Customer Results - 

Timeliness and 

Responsiveness 

Under target Monthly minutes 120.00 40.00 01/31/2014 

 
Bureau: Fiscal Service 

Investment Name: USAspending.gov 

Type of Investment: Major IT Investment 

Description: 

This is a new Treasury investment to transfer program responsibility for USAspending.gov from 

GSA to Treasury. USAspending.gov fulfills certain requirements of the Federal Funding 

Accountability and Transparency Act (FFATA) of 2006. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 0.00 0.00 3.42 1.88 1.88 1.88 1.88 1.88 12.82 

O&M Sub Total (Including Gov FTE) Costs 0.00 0.00 1.13 1.40 1.40 1.40 1.40 1.40 8.13 

Total Cost (Including Gov FTE) 0.00 0.00 4.55 3.28 3.28 3.28 3.28 3.28 20.95 

Total Gov FTE Cost 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Number of FTE represented by costs 0.00 0.00 0.00 0.00 0.00 

Summary of Purpose, Goals, and Benefits: 

USAspending.gov provides the public with government spending information in response to the 

FFATA. FFATA directed that a free, single, searchable website be available to the public and 

described the type of information which must be included with each award (e.g. unique name, 

award amount, description). USAspending.gov is also aligned with the Administration's Open 

Government Plan to promote the principles of open government (transparency, participation, 

and collaboration) by collecting and publicly publishing data on federal obligations for contracts 

and first-tier subcontracts, grants, and first-tier sub grants, loans, direct payments, insurance, 

and other forms of financial assistance. USAspending.gov allows the user to search and view 

government spending in several ways such as by state, time period, recipient, contractor, and 

program. Specific types of spending can also be viewed. USAspending.gov obtains data from 

multiple external sources (e.g. FPDS-NG, CCR, CFDA, FSRS, DUNS) and it is dependent upon 

the continued operation of those systems. 

Return on Investment: 

This is a new investment. 

Requirements/ Benefits/ Mandates: 

Legislative Mandate: Federal Funding Accountability and Transparency Act (FFATA), Public 

Law 109-282 as amended by Section 6202(a) of Public Law 110-252, required the 

establishment of a single, free, searchable website. The E-Government Act of 2002 required an 

integrated internet-based system of providing the public with access to Government information 

and services which is aided by USAspending.gov. 

Audit Finding or Material Weakness: US Government Accountability Office (GAO) Report 10-

365, Implementation of the Federal Funding Accountability and Transparency Act of 2006, 

issued in March 2010 recommended that OMB develop and implement a process to regularly 

ensure that all federal agencies report required award information to USAspending.gov. 

Agency Strategic Plan / Annual Performance Plan: N/A 

Presidential Priority: Presidential Memorandum on Transparency and Open Government. 
Presidential Memorandum on the Interagency Task Force on Federal Contracting Opportunities 

for Small Business issued on April 26, 2010. 

Other Requirement: 

 Open Government Directive - Federal Spending Transparency issued on April 6, 2010. 

 Department of Treasury Open Government Plan 2.1, issued in September 2012, describes 

USAspending.gov's assistance in the Department's compliance with the Open Government 

Directive. 

Accomplishments: 

This is a new investment. Baseline goals, targets, significant milestones and performance 

measures are under development. 

Planned Objectives and Accomplishments: 

Detailed objectives are under development; however, the goal during the current year is to 

make meaningful improvements to the website by focusing on improving the usability of the 

website and implementing simple data validation techniques. Attainment of this goal will address 

two main categories of stakeholder feedback: website usability and data quality. Initial 

identification of needed improvements planned to be accomplished during Fiscal Year 2014 and 

Budget Year 2015 include: presenting additional data elements; website enhancements by 

correcting the website refresh; improved accuracy and timeliness by implementing data 

validation techniques; updated visualizations and enhanced data exploration by added 

interactive maps; and improved operation support by providing a dedicated help desk for the 

public and support for agencies in resolving data collection issues. A long-term strategy for 

improving the website's data quality will also be developed. 

The Department's implementation of the Award ID Solution is planned to begin during FY 2014 

during which necessary changes will be made to the Department's financial management 

systems to allow them to feed into USAspending.gov. 

During BY 2015, the Department plans to begin implementing the 360 Degree Transparency 

Approach (lifecycle of Federal receipts and spending). Full implementation is expected to take 

five to ten years. 

Development, modernization, and enhancement timeframe: 

BY+1: Detailed objectives are under development; however, continued progress toward 

implementation of the 360 Degree Transparency Approach is planned. 

BY+2: Detailed objectives are under development; however, continued progress toward 

implementation of the 360 Degree Transparency Approach is planned. 

BY+3: Detailed objectives are under development; however, continued progress toward 

implementation of the 360 Degree Transparency Approach is planned. 

BY+4: Detailed objectives are under development; however, continued progress toward 

implementation of the 360 Degree Transparency Approach is planned. 

Useful Life: 

Year the investment began: 2014 

End Year of the current planning cycle: 2099 

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

Circular A-131.: This is a new investment. The type of management model is under 

determination. 
Bureau: Fiscal Service 

Investment Name: Wholesale Securities Services (WSS) 

Type of Investment: Major IT Investment 

Description: 

Wholesale Securities Services (WSS) investment supports the sale and issuance of Treasury 

marketable securities through the Treasury Automated Auction Processing System (TAAPS) 

which conducts over 280 marketable securities auctions a year. 

Investment Anticipated Outlay: (In Millions of $): 

Type PY-1 and Prior PY 

2013

CY 

2014

BY 

2015

BY+1 

2016

BY+2 

2017

BY+3 

2018 BY+4 and Beyond Total 

DME Sub Total (Including Gov FTE) Costs 7.85 5.77 5.80 4.23 4.23 4.23 4.23 4.23 40.57 

O&M Sub Total (Including Gov FTE) Costs 50.87 22.46 21.98 23.86 23.86 23.86 23.86 23.86 214.61 

Total Cost (Including Gov FTE) 58.71 28.23 27.78 28.09 28.09 28.09 28.09 28.09 255.18 

Total Gov FTE Cost 11.42 6.52 6.61 6.69 6.61 6.61 6.61 6.61 57.68 

Number of FTE represented by costs 102.00 47.00 47.00 47.00 51.00 51.00 51.00 51.00 447.00 

Summary of Purpose, Goals, and Benefits: 

The Fiscal Service's Office of Financing (OF), operating under the auspices of Treasury, 

conducts more than 260 marketable securities auctions a year to borrow the monies needed for 

U.S. government operations. Treasury auctions are high dollar volume, time critical operations, 

with a broad range of bidders in each auction. Approximately $17.4 to $32.5 trillion in auction 

bids are received and processed annually, with about $6.7 to $8.5 trillion in securities awarded 

at auction and issued. Treasury has statutory authority (12 USC 391) to designate Federal 

Reserve Banks as depositories and fiscal agents of the United States. 

Federal Reserve Bank of New York (FRB NY) effectively manages the capital permanent and 

indefinite funding for the WSS investment. Treasury reimbursed the cost for WSS through the 

fiscal agent reimbursable process for the project services provided. It is crucial that the U.S. 

Government maintain its excellent credit rating and liquidity. This assures Treasury securities 

remain secure and are offered without service disruptions. Through state-of-the-art technology, 

WSS will greatly reduce its dependence on human intervention thus enabling it to carry out the 

mission of maintaining flawless Treasury financing operations. 

WSS is supported by TAAPS, which handles the announcement, auction, reporting of results, 

and settlement of all Treasury securities. Dependencies with other IT investments: TAAPS 

Change Advisory Board (CAB) consists of representatives from the Fiscal Service, Federal 

Reserve Bank of New York, and Federal Reserve Information Technology. Changes in all 

inbound and outbound data flow dependent systems, as well as changes to the TAAPS critical 

infrastructure and application code base are closely monitored and controlled to mitigate risk to 

the Treasury auctions. 

Data flow dependencies: TAAPS includes both inbound and outbound data flow dependencies 

with numerous financial IT investments which include, but are not limited to, the National BookEntry System(NBES), Fixed Income Clearing Corporation(FICC), SDAS(Summary Debt 

Accounting System),RSS(Treasury Direct(TD)), System Open Market Account(SOMA), and 

News Agencies. 
Return on Investment: 

To make Treasury Debt Financing better by evaluating the automated systems, operational 

processes and methods supporting Treasury Auctions, which can be measured by the cost 

efficiencies, change flexibility and customer responsiveness, which is worth lower cost to 

taxpayers, quicker time to market, and improved customer satisfaction. 

Requirements/ Benefits/ Mandates: 

Legislative Mandate: The Chief Financial Officer's Act of 1990 (Public Law 101-576) mandates 

that agency CFOs are to develop and maintain agency financial management systems that 

comply with applicable accounting principles, standards, and requirements; internal control 

standards; and requirements of OMB, the Department of the Treasury, and others. Agency 

financial management systems are to provide complete, reliable, consistent, and timely 

information. Financial data are to be prepared on a uniform basis and be responsive to the 

financial information needs of agency management. 

Audit Finding or Material Weakness: N/A 

Agency Strategic Plan / Annual Performance Plan: US Department of Treasury, Bureau of 

Fiscal Service Strategic Plan for 2014-2017. 

Presidential Priority: (31 U.S.C. Subtitle III, Subchapters I & II) authorizes the Treasury to 

borrow money through the sale of Treasury securities. 

Other Requirement: N/A 

Accomplishments: 

TAAPS Release 11 (LTD Decommissioning) 

 TAAPS changes to support discontinuance of purchases and reinvestments during the 

Legacy Treasury Direct (LTD) decommissioning project. 

TAAPS Release 12 (Competitive Single Bid Limits) 

 The Office of Debt Management requested that TAAPS implement broader policy, 

technological, and procedural options for mitigating the risk that an unintended bid is 

submitted in a Treasury auction by a direct bidding participant. Reducing the likelihood of a 

"fat finger error" can potentially reduce settlement risk faced by Treasury. 

 Release 12.0 focused on Bidding Limits set to No and functionality for external users to 

establish their competitive single bid limits. 

TAAPS Release 12.5 (Competitive Single Bid Limits) 

 Continuation of TAAPS Release 12.0. 

 Release 12.5 focused on Bidding Limits set to "Yes" and bidding limits being enforced. 

TAAPS Release 12.6 

 Enhanced security features. 

Planned Objectives and Accomplishments: 

FY 2014 DME 1 and DME 1 B: TAAPS Business Process Review and other System 

Enhancements (Improve auction screen, report, and interface to provide timely, accurate, and 

informative qualitative/quantitative analysis of Treasury Auctions). 

FY 2015 DME 1 A and DME 1 B: TAAPS Business Process Review and other System 

Enhancements (Improve auction screen, report, and interface to provide timely, accurate, and 

informative qualitative/quantitative analysis of Treasury Auctions). 
Development, modernization, and enhancement timeframe: 

BY+1: System Enhancements including improvements to auction screens, reports, and 

interfaces to provide timely, accurate, and informative qualitative/quantitative analysis of 

Treasury Auctions. Additionally, enhancements to strengthen system security and strategic 

platform initiatives. 

BY+2: System Enhancements including improvements to auction screens, reports, and 

interfaces to provide timely, accurate, and informative qualitative/quantitative analysis of 

Treasury Auctions. Additionally, enhancements to strengthen system security and strategic 

platform initiatives. 

BY+3: System Enhancements including improvements to auction screens, reports, and 

interfaces to provide timely, accurate, and informative qualitative/quantitative analysis of 

Treasury Auctions. Additionally, enhancements to strengthen system security and strategic 

platform initiatives. 

BY+4: System Enhancements including improvements to auction screens, reports, and 

interfaces to provide timely, accurate, and informative qualitative/quantitative analysis of 

Treasury Auctions. Additionally, enhancements to strengthen system security and strategic 

platform initiatives. 

Useful Life: 

Year the investment began: 2005 

End Year of the current planning cycle: 2017 

Performance Evaluation and Metrics: 

Metric Description FEA Category Measurement 

Condition 

Reporting 

Frequency 

Unit Of 

Measure 

CY 

Target 

Latest 

Actual 

Result 

Date of Latest 

Actual Result 

Percent of time TAAPS is available to 

customers during normal hours of 

operation 

Customer Results - 

Service Accessibility Over target Monthly Percentage 100.00 100.00 01/31/2014