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Digital Government Strategy

Governance Structure 

Approach Documentation

Department of the Treasury

Submitted pursuant to Milestone 4.2 of the 

Office of Management and Budget’s 

Digital Government Strategy for the 21s t Century

November 23, 2012 (Submitted)

December 3, 2012 (Revision)

Version 1.0
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Revision History

Version 

Number Edits by

Revision 

Date

Reason

0.1 11/01/2012 Baseline Draft

0.2 11/02/2012 Baseline Draft update

0.3 11/14/2012 

Structural, content, and revisions to incorporate 

details from the IT Roadmap and Open 

Government Plans

0.35 11/15/2012 Incorporated TTIRB diagram

0.45 11/19/2012 Editorial and grammatical changes

0.6 11/19/2012 

Treasury CIO and Deputy CIO Feedback 

incorporated, which included structural and 

content updates

0.65 11/19/2012 

Formatting and content updates for clarity, 

parallelism, and rhetoric based on feedback from 

Treasury CIO

0.7 11/20/2012 Additional editorial and structural updates

0.85 11/21/2012 Approved Document within OCIO purview

0.9 11/29/2012 Small editorial change

1.0 12/3/2012 Approved Document

Redacted Redacted

Redacted

Redacted

Redacted Redacted Redacted Redacted

Redacted Redacted Redacted
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Letter of Transmittal and Approval

This document is the Department of the Treasury’s (“Treasury”, “Department”) Digital Government 

Strategy Governance Document (“Governance Document”, “Document”) pursuant to Milestone 4.2 of 

the Digital Government Strategy for the 21st Century (“Digital Strategy”, “DGS”). The Document

describes the approach to providing governance for DGS and is an addendum to Treasury’s

“Enterprise Information Technology (IT) Roadmap”. The IT Roadmap describes the FY 2013-2016 

plans for continuing to improve the effectiveness and efficiency with which the Treasury enterprise 

leverages IT to fulfill mission objectives. The DGS document is subject to change as the IT Roadmap 

is updated in the future. The governance approach will continue to be coordinated with Treasury’s 

Office of the Assistant Secretary for Management, the Treasury CIO Council (includes the Bureau 

CIOs), and the Treasury Technology Investment Review Board (TTIRB). 

Robyn East

Deputy Assistant Secretary for Information Systems and 

Chief Information Officer

Redacted
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Contents

Revision History ..................................................................................................................................ii

Letter of Transmittal and Approval.................................................................................................... iii

Contents.............................................................................................................................................. v

1 Project Description ....................................................................................................................... 1

1.1 Overview ............................................................................................................................... 1

1.2 Background ........................................................................................................................... 1

1.3 Impact and Benefits............................................................................................................... 1

1.4 Compliance References........................................................................................................... 1

2 Strategic Framework..................................................................................................................... 2

2.1 Core Values........................................................................................................................... 3

2.2 Strategic Practices................................................................................................................. 3

3 Governance Structure ................................................................................................................... 4

3.1 Results Oriented Governance................................................................................................. 4

3.2 Treasury Technology Investment Review Board (TTIRB)..................................................... 5

3.3 Digital Government Governance and Open Government Consolidation................................. 5

3.4 Treasury Technology Investment Review Board (TTIRB) Diagram ...................................... 6

3.5 TTIRB Summary................................................................................................................... 7

3.5.1 TTIRB Members – Informational and Proposed Structure ............................................. 7

3.6 DGS Governance - Next Steps............................................................................................... 7

3.7 Established Governance Bodies and Mechanisms................................................................... 8

3.8 Measuring and Managing IT Investment Performance........................................................... 8

4 Current Strategic Use in Data ...................................................................................................... 9

4.1 Opening up Data Assets........................................................................................................ 9

4.1.1 Customer Engagement.................................................................................................... 9

4.1.2 Understanding Customer Utilization............................................................................... 9

4.2 Strategic Action Plan for Data Quality and Transparency in Tandem with Open 

Government, Current State.............................................................................................................. 9

4.2.1 Data Quality .................................................................................................................10

5 Conclusion ...................................................................................................................................10
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1 Project Description

1.1 Overview

This document outlines the governance structure under which Treasury will implement Digital 

Government Strategy (DGS). The governance structure will enable the Department to monitor the 

effectiveness and efficiency of implementation of the Digital Government Strategy. 

1.2 Background

The DGS was announced by the Federal Chief Information Officer Steven Van Roekel on May 23, 

2012. The Digital Strategy requires each federal agency to embrace the opportunity to innovate more 

with less and enable entrepreneurs to better leverage government data to improve the quality of 

services to the American people. Through the understanding of the agency’s information architecture, 

shared platforms, customer engagements, and security and privacy protocols 1

, the Digital Strategy

plans to:

• “Enable the American people and an increasingly mobile workforce to access high-quality 

digital government information and services anywhere, anytime, on any device;” 2

• “Ensure that as the government adjusts to this new digital world, we seize the opportunity to 

procure and manage devices, applications, and data in smart, secure and affordable ways;” 3

and

• “Unlock the power of government data to spur innovation across our Nation and improve the 

quality of services for the American people.” 4

As a visionary strategy, the DGS will transform and enhance government services through mobile 

neutral platforms and secure, ubiquitous information access.

1.3 Impact and Benefits

DGS is an opportunity for Treasury to leverage the organizational enhancements created under M-11-

295

. A Treasury Technology Investment Review Board (TTIRB) sub-committee will be convened. 

The Sub-Committee will provide oversight for three initiatives: Open Government 6

, Smart Disclosure, 

and DGS. This will leverage the TTIRB governance structure and facilitate a cohesive approach to 

implementing these initiatives under one supportive hierarchy. 

1.4 Compliance References

This document complies with the following policies and guidance documents:

 

1 See Digital Government: Building a 21st Century Platform to Better Serve the American People, pg. 5-7.

2 Excerpt from Digital Government: Building a 21st Century Platform to Better Serve the American People, p. 

2, May 23, 2012.

3 Id.

4 Id.

5 See M-11-29, Chief Information Officer Authorities.

6 See The President’s Memorandum on Transparency and Open Government.
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• M-10-06, Open Government Directive

• M-11-29, Chief Information Officer Authorities

• M-12-10, Implementing PortfolioStat

• The President’s Memorandum on Transparency and Open Government

• Informing Consumers through Smart Disclosure, September 8, 2011

• Digital Government: Building a 21st Century Platform to Better Serve the American People, 

May 2012

• Executive Order 13571, Streamlining Service Delivery and Improving Customer Service

• Executive Order 13576, Delivering an Efficient, Effective, and Accountable Government

• Digital Services Governance Recommendations, August 23, 2012

2 Strategic Framework

It is the mission of Treasury IT to:

• foster the prudent use of IT resources to operate the U.S. Department of the Treasury 

efficiently and effectively;

• meet priorities set by Treasury, Bureau, and government-wide management;

• help ensure Treasury’s IT capabilities remain in alignment with, and relevant to, the markets 

it serves.

To achieve this mission, Treasury IT has established a strategic framework within which our core 

organizational values combine with our strategic practices to deliver capability to the markets we 

serve. This framework is particularly relevant because it depicts not only Treasury IT’s commitment 

to its constituency but also the importance of our organizational values as the foundation of 

everything we do.

Figure 1. The 

Six Domains of 

Treasury’s 

Strategic 

Practices for 

FY 2013 - FY 

2016
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2.1 Core Values

Through all Treasury IT activity, management and staff will exhibit the values described below in the 

performance of their duties. Specifically:

• Service: Work for the benefit of our customers and the American people

• Integrity: Adhere to the highest ethical standards of honesty, trustworthiness, accountability, 

and dependability

• Transparency: Promote openness, information-sharing, and collaboration 

• Innovation: Recognize that Treasury must renew IT to meet evolving demands for cost 

effective solutions

• People: Recruit, advance, and retain skilled IT people to work at all levels of the organization

• Respect: Value the dignity, talent, and diverse perspectives of employees, customers, and 

partners

These values are the foundation upon which we deliver solutions and capability to our constituency.

2.2 Strategic Practices

Our strategic practices describe the key capability areas essential to ensuring the continued delivery of 

effective, efficient, and timely functionality to our customers and partners. These practice areas are 

particularly relevant in today’s time of austere budgets as they serve as the strategic context within 

which all development work is assessed. These practice areas specifically include the following six

domains with two practices (shaded portions) specifically applicable to the Digital Strategy:

Practices Desired Impact on People, Processes, and Technology

Scalable/Innovative 

Enterprise 

Infrastructure

A reliable foundation for IT across Treasury

• Secure interoperable networks

• Common methods for identity and access management

• Facilities and equipment readily available and accessible for use

• Architecture and processes prepared for new technologies (ex: wireless 

communications, ubiquitous use of mobile devices, expansion of public, 

private, and hybrid clouds, virtualization, social networks) and a 

technology-savvy customer community

Expanded Shared 

Service Offerings

More efficient and effective IT platforms

• Common suite of solutions available for addressing commodity IT 

requirements

• Business solutions developed with greater agility

• Shared applications and business solutions leveraged across federal, 

financial, and workforce communities

• Simplified adoption of next generation service offerings through use of 

common standards and mechanisms for service integration
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Collaborative, 

Adaptive Culture

Improved mission efficiency

• Culture of continuous improvement in the way we recruit, train, 

evaluate and reward employees of all tenures and positions

• IT staff responsive to customer needs as demonstrated by the timely 

delivery of technology solutions that improve business outcomes

• Commitment to best practices in our IT processes to ensure stability 

and availability of our services through use of methodologies such as 

the Capability Maturity Model (CMM) and the Information 

Technology Infrastructure Library (ITIL)

• IT staff with the means to dynamically adapt to new technologies

Proactive 

Cybersecurity

Protection of information, services and assets

• Effective continuous monitoring and comprehensive situational 

awareness

• Increasingly cost effective Cybersecurity investments

• Thoughtful and effective approach to risk management

• Treasury environment equipped for continuously evolving threats

Strategic Use of 

Data

Data-centric infrastructure that supports policy analysis and decision making

• Processes, operations, and customer service continuously improved 

through data-driven technology

• Improved data integrity through use of common data standards and 

definitions across Treasury

• Transparency into information used to support policy decisions

Results-oriented 

Governance

Improved management effectiveness

• IT investment/cost-benefit decisions based on robust project and 

operational metrics

• Improved purchasing power and alignment of IT resources through 

consolidation of duplicative investments

• Advocacy of Treasury best practices through Office of Management 

and Budget (OMB) and government-wide working groups

• Mechanisms available for coordinating decision-making on policy 

improvements and the management of key interdependencies

3 Governance Structure

3.1 Results Oriented Governance

Treasury is actively putting governance structures in place to enable a more open, dynamic and 

business-oriented dialog on Treasury’s key business priorities and the enabling technologies they 

require. In addition to looking at how we measure and monitor the performance of our IT 

investments, an effective IT governance structure requires the ability to discover and act on 

opportunities whether they be specific to a bureau or office, or across the overall enterprise. An 

effective governance process should serve as a conduit for communicating Treasury’s priorities and 

objectives to the appropriate constituency.
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3.2 Treasury Technology Investment Review Board (TTIRB)

Treasury is currently completing the implementation of the Treasury Technology Investment Review 

Board (TTIRB). This body will provide a forum for decision making on enterprise-wide IT platforms 

and help with surfacing to the Shared Services Council opportunities to increase enterprise-wide 

efficiency and effectiveness through shared solutions.

3.3 Digital Government Governance and Open Government Consolidation

As referenced in the TTIRB diagram, Figure 2, an early activity of the TTIRB will be formation of a 

DGS Sub-Committee. The TTIRB will collaborate with/make recommendations to Shared Services 

Council as necessary for new or significantly changing investments. With the DGS and parts of nonPrivacy, Transparency, and Records (PTR) related activities in Open Government (e.g., Information 

Collection Reporting, Paper Reduction Act, etc.) consolidated under the TTIRB, performance 

measurement processes can be enhanced through a more consistent framework along with better 

communications among bureaus and between bureaus and the Department. Furthermore, there will 

be motivation towards strategic collaboration to reduce duplicative IT portfolio efforts. This 

multidimensional governance framework can eliminate one-time “trade-off” decisions and ensure 

balanced decision making according to the priorities of the Department. DGS, Smart Disclosure, and 

Open Government initiatives have many overlaps that can be consolidated in order to produce 

consistent APIs7

, mobile content, and datasets for Data.gov through better information, funding and 

resource commitments. 

 

7 APIs, also known as application programming interfaces, permit a secure system of machine-to-machine 

interaction over a network, which will require a scalable infrastructure (from security to monitoring to disaster 

recovery to the physical hardware) to be in place for good performance. Web APIs involve the transfer of data, 

but not a user interface.
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Digital 

Government 

Strategy SubCommittee

Reporting

Sub-Committee

CFO Council

3.4 Treasury Technology Investment Review Board (TTIRB) Diagram

IT Governance Framework Core Components

DO IT 

Investment 

Review Board

(including

Enterprise Apps)

Technical 

Advisory

Working Group

Configuration 

Management & 

Quality Control

Working Group

Capital Planning 

& Investment 

Control

Working Group

Performance 

Management

Working Group

Change 

Management & 

Communications

Working Group

Informs/ Advices

Communicates

through

Informs/ Advices/ Solicits Guidance

Treasury 

Technology 

IRB

Treasury 

Shared 

Services 

Council

Sub-Councils

Treasury CIO 

Council

Indicates new 

entities, flows, 

or processes

Key:

Key Objectives/ Outcomes

• DO’s IT investments aligned with key 

business priorities

• Greater business ownership of investments 

in shared technology platforms (i.e., 

SharePoint)

• IT investment decisions based on robust 

project and operational metrics

• More transparent cost allocation for shared 

platforms and infrastructure

Enterprise Governance Bodies

Investment pipeline

New Investments

• Business case/ ROI

• Mission alignment

• Success metrics

• Budget/ Costs (300A)

• Work plan (300B)

Existing Investments

• Updated budget (300A)

• Updated work plan (300B)

• Variances to plan

Selects, Controls

& Evaluates

Investment Priorities

Treasury QuadCouncil

Requirements for

Shared Technologies/ Platforms

Budget

Working Group

Enterprise 

Business 

Solutions Customers

• Offices

• Bureaus

• Federal 

Entities

Policy/ 

Oversight

• OMB

• Audit/IG

• Cyber

Infra. &

Ops.

IT Strat

EA

CTO

Cyber

Security

Figure 2. Treasury Technology Investment Review Board and the potential Digital Government Strategy 

Sub-Committee.

Funding 

Sources
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3.5 TTIRB Summary

The scope of the TTIRB spans Treasury’s operational, business, and IT units. Under the oversight of 

the TTIRB, the DGS, Open Government, Smart Disclosure governance structures will be consolidated 

into one group, known as the DGS Sub-Committee (DGS SC). The TTIRB will perform the 

governance of the DGS until the DGS subcommittee’s structure is completely defined with a scope, 

list of members, and responsibilities. During the transition period, the TTIRB will build the 

framework for the DGS Sub-Committee based on the recommendations provided by OMB on Digital 

Services Governance and also perform all necessary responsibilities for the Digital Strategy.

3.5.1 TTIRB Members – Informational and Proposed Structure

The main TTIRB body will consist of the following groups and voting members:

• TTIRB Voting Members

o Assistant Secretary for Management (ASM) – Chair

o Deputy Assistant Secretary for Information Systems/Chief Information Officer 

(DASIS/CIO) – Vice Chair (also the designated Department lead for DGS)

o Deputy CIO (alternate)

o Bureau CIO (Treasury CIO Council Representative)

o Treasury Budget Officer

o Bureau Chief Financial Officer 

o Treasury Procurement Executive

o Bureau Procurement Representative

o Treasury Chief Human Capital Officer (CHCO)

o Bureau Human Capital Officer

o Deputy Assistant Secretary for Privacy, Transparency, and Records (DAS PTR)

• TTIRB Non-Voting Members

o Associate CIO for Enterprise Business Solutions (ACIO EBS)

o Associate CIO for IT Strategy and Technology Management/Chief Technology Officer 

(ACIO ITSTM/CTO)

o Associate CIO for Infrastructure Operations (ACIO IO)

o Associate CIO for Cybersecurity/Chief Information Security Officer (ACIO 

Cyber/CISO)

o Chief Enterprise Architect

o Director of IT Capital Planning

• Other TTIRB participants may include bureau representatives of their respective divisions 

and/or branches as needed.

3.6 DGS Governance - Next Steps 

The Department and OCIO are finalizing the membership of the TTIRB and will hold the first 

meeting in January 2013. The DGS Sub-Committee will be stood-up by the end of the second quarter 

of FY2013. In the interim, the TTIRB will act and perform the governance of the implementation of 
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DGS. Treasury will have a more definitive governance structure once the DGS Sub-Committee is 

established. 

3.7 Established Governance Bodies and Mechanisms

To help improve organizational visibility into, and business ownership of, Treasury’s IT investment 

decision making, several governance bodies have been established. These include the following:

• The Office of the CIO, in conjunction with the Treasury’s Management and Budget 

Office, has recently initiated a Departmental Offices IT Investment Review Board

(DO IT IRB). Comprised of senior business and technology leaders within DO, this Board has 

representation from IRS Procurement, IT, Finance, Budget, and the department-wide 

Treasury CIO Council. This Board has met regularly since its first meeting on February 29, 

2012 and has oversight responsibility for DO’s IT investment portfolio. Since DO operates a 

number of Treasury-wide shared services (i.e., HR Connect, Treasury.gov, ECM and others), 

the DO IT IRB currently has oversight responsibility for these investments funded through 

Treasury’s Working Capital Fund (WCF). Chaired by the Assistant Secretary for 

Management (ASM), and comprised of the deputy commissioners from each of Treasury’s 

Bureaus, a Shared Services Council was established to create an executive level forum for 

decision making around the development and utilization of shared services across Treasury.

• The Treasury Acquisition Council (TAC) provides a forum for senior leaders to work 

together to create a world class acquisition system (people, process, organization, and 

technology) across the Department of the Treasury. The TAC develops and implements 

strategies and initiatives to continuously improve acquisition performance. The TAC provides 

a forum for the Bureau Chief Procurement Officers and other interested stakeholders to 

coordinate cross-cutting policy and management issues, develop and implement innovative 

acquisition approaches, share best practices and lessons learned, oversee and track progress 

against improvement goals, and make other decisions on issues that have a potential for 

Treasury-wide impact on acquisition and financial management programs. The CIO, Chief 

Financial Officer (CFO) and Chief Human Capital Officer (CHCO) are ex officio members of 

the TAC.

• The Treasury Quad Council is a leadership group chaired by the ASM and comprised of 

membership from representative Treasury Bureaus’ Chief Financial Officer, Chief Information 

Officer, Chief Procurement Officer, and Chief Human Capital Officer Communities. The Quad 

Council makes recommendations to the ASM and CFO on matters requiring strong 

interdisciplinary and inter-bureau cooperation and coordination, including strategic sourcing.

3.8 Measuring and Managing IT Investment Performance

In FY 2012, Treasury’s Capital Planning and Investment Control (CPIC) community worked to 

establish cost, schedule and operational metrics by which Treasury’s major and minor initiatives are 

currently measured. Reporting is provided monthly to bureau executive management and is the basis 

by which the Chief Information Officer (CIO) determines the health of all IT investments (as reported 

on the IT Dashboard). Furthermore, it is the degree of variance in these metrics that determines 

whether a TechStat is required on any particular investment.
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4 Current Strategic Use in Data

4.1 Opening up Data Assets

Data is the lifeblood of the financial services community and the federal government is an owner of 

many key datasets. Whether it is information related to construction, trade, Gross Domestic 

Product, housing, employment, income, expenditures or any other macro/ micro- economic related 

information, the U.S. Federal government plays an essential role in that data ecosystem. Treasury 

plays a particularly valuable role as the steward of important economic and financial data that is in 

turn consumed by both private and public sector entities. Fostering greater consumption and 

leverage of the nation’s financial and economic data is important to the ongoing evolution and 

maturation of the financial marketplace.

4.1.1 Customer Engagement

As the Federal Reserve System regularly consumes Treasury data, Treasury has identified it as a key 

customer for engagement with DGS and other application building opportunities. As a method of 

outreach, Treasury will review data collection from our partners, data “munging” 8 by data users, and 

data metrics on the Federal Reserve Economic Database (FRED) as provided by Federal Reserve 

Bank of St. Louis (FRSTL). 

4.1.2 Understanding Customer Utilization

As a method of outreach, Treasury will evaluate GSA/OMB-provided website performance metrics to 

support the scope of Treasury.gov, IRS.gov and other bureau-specific sites. Specific areas of interest 

for Treasury can include tracking content usage, mobile usage of the website, and other social 

analytics. Analytics reporting will be incorporated into TTIRB meetings on a monthly basis to ensure 

compliance with all existing rules, policies, and guidance, which includes civil liberties/privacy and 

cybersecurity. Further, Treasury is actively working on projects to facilitate the consumption of 

Treasury data via mobile platforms, which includes IRS2Go, m.irs.gov (mobile version of IRS.gov), 

Auction Results Table, and Debt to the Penny and Who Holds It.

4.2 Strategic Action Plan for Data Quality and Transparency in Tandem 

with Open Government, Current State

Among the many initiatives to promote transparency, participation, and collaboration, the Open 

Government Directive 9 requires agencies to address the quality of federal spending information. 

Treasury’s plan will address the quality of both financial and non-financial data made available to the 

public.

 

8 Data munging “describes the overall process of manipulating unstructured and/or messy data into a structured 

or clean form. The word has snuck its way into the jargon of many modern day data hackers. Munge rhymes 

with “lunge”. (As defined by Wes McKinney in “Python for Data Analysis” [O’Reilly Media, 2013])

9 See 6.
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4.2.1 Data Quality

Treasury submitted its first Open Government and Data Quality Plans to OMB in May 2010. The 

second update to the Open Government Plan was made in August 2012, with a focus on internal 

information sharing and process improvements. The Data Quality Plan describes the current processes 

used within Treasury to ensure the quality of the data posted online, with an emphasis on the 

contracts and grants data on USASpending.gov. The Data Quality Plan also lays out the additional 

actions Treasury is taking to improve the quality of Treasury data released to the public.

5 Conclusion

Treasury’s DGS Governance structure will support Part B of Milestone 4.2 goals to deliver better 

services at lower costs in the following areas:

• Content lifecycle management;

• Adoption of third-party online tools;

• Mobile application delivery;

• Sharing of infrastructure and digital information; and

• Data management and inventory.