Treasury Franchise Fund

FY 2017 

President’s Budget

February 9, 2016
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Table of Contents

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

1A – Mission Statement.............................................................................................................. 3

1.1 – Resource Detail Table........................................................................................................ 3

1B – Vision, Priorities and Context............................................................................................ 3

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

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

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

2.2 – Operating Levels Table.................................................................................................... 10

2B – Appropriations Language and Explanation of Changes................................................... 11

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

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

3A – Shared Services Programs (SSP) ..................................................................................... 12

3.1.1 – Shared Services Programs (SSP) Budget and Performance Plan ................................. 14

3B – Administrative Services ................................................................................................... 14

3.1.2 – Administrative Services Budget and Performance Plan ............................................... 16

3C – Information Technology Services.................................................................................... 16

3.1.3 – Information Technology Services Budget and Performance Plan................................ 18

Section 4 – Supplemental Information...................................................................................... 19

4A – Summary of Capital Investments..................................................................................... 19

 4B – Treasury Franchise Fund Program Costs.........................................................20
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Section 1 – Purpose

1A – Mission Statement

To assist customer agencies in meeting their mission by providing responsive, customer-focused, 

cost-effective administrative and information technology support services.

1.1 – Resource Detail Table

1B – Vision, Priorities, and Context

The Treasury Franchise Fund’s (TFF) vision is to be a leader in providing responsible, effective 

administrative and information technology services through commitment to service, efficient 

operations, openness to change, and values-based behavior. The TFF achieves cost savings, 

promotes economies of scale, and increases productivity and efficiency in the use of resources by 

providing centralized services.

The TFF is a key representative of the Administration’s Management Agenda and the Cross 

Agency Priority Goals focused on shared services, smarter information technology (IT) delivery, 

and customer service. The TFF supports these goals through: 1) increasing Treasury’s capacity 

and ability to serve a broader customer base; and 2) providing low-cost, high-performing shared 

services for all interested agencies in the financial, Human Resources (HR), and technology 

areas.

The TFF authority permits a reasonable operating reserve to be maintained for shared service 

providers and will provide a platform for expanding Treasury’s shared services programs. The 

balance reflected in the net results is in general alignment with TFF reserve requirements.

Main Functions TFF, which includes the Shared Services Programs (SSP) and the 

Administrative Resource Center (ARC), provides financial management, procurement, travel, 

Dollars in Thousands

Treasury Franchise Fund

Budgetary Resources

FTE AMOUNT FTE AMOUNT FTE AMOUNT FTE AMOUNT FTE AMOUNT

New Appropriated Resources

Administrative Services - - 3,000 3,000 N/A

Subtotal New Appropriated Resources - - 3,000 3,000 N/A N/A

Revenue/Offsetting Collections

Reimbursables 

Shared Services Programs (SSP) 218,360 219,794 230,329 10,535 4.79%

Administrative Services 131,746 169,084 165,492 (3,592) -2.12%

Information Technology Services 166,792 175,404 184,174 8,770 5.00%

Recovery from Prior Years 14,468 25,480 18,760 (6,720) -26.37%

Unobligated Balances from Prior Years 146,970 171,704 114,272 (57,432) -33.45%

Total Revenue/Offsetting Collections 0 678,336 0 761,466 0 713,027 0 -48,439 N/A -6.36%

Expenses/Obligations

Shared Services Programs (SSP) 251 225,024 286 219,794 287 230,329 1 10,535 0.35% 4.79%

Administrative Services 936 146,282 1,040 153,622 1,102 165,492 62 11,870 5.96% 7.73%

Information Technology Services 459 162,895 459 166,749 499 174,098 40 7,349 8.71% 4.41%

Total Expenses/Obligations 1,646 534,201 1,785 540,165 1,888 569,919 103 29,754 5.77% 5.51%

Net Results 144,135 221,301 143,108 -78,193 -35.33%

Total Budgetary Resources 1,646 534,201 1,785 540,165 1,888 572,919 103 32,754 5.77% 6.06%

FY 2015 FY 2016 FY 2017 FY 2016 to FY 2017

Actual Estimated Estimated $ Change % Change
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HR, IT, and other administrative services to federal customers, including a majority of the 

Department of the Treasury Bureaus, on a fully cost recoverable, fee-for-service basis.

Strategic Goals

• Establish a level of transparency and a governance process that sets the standard for 

government service providers.

• Maintain status as a Financial Management Federal Shared Service Provider (FSSP).

• Continually improve TFF’s operational service levels.

• Implement process improvements and efficiency efforts to reduce costs to customers.

• Promote and maximize shared services benefits in support of Treasury and government-wide 

initiatives.

• Continue to assess and report TFF’s performance and provide timely feedback to customers.

Relationship to Treasury Strategic and Priority Goals

TFF supports the Treasury’s Strategic Goal number 3, to “fairly and effectively reform and 

modernize federal financial management, accounting, and tax systems” and Strategic Goal number 5, 

to “create a 21st-century approach to government by improving efficiency, effectiveness, and 

customer interaction.” Based on the Strategic Objective Annual Review process, TFF’s strategic 

goals align specifically with Objectives 3.1, 5.3, and 5.4. Below are the objectives included in 

the strategic plan:

• Objective 3.1 – Improve the efficiency and transparency of federal financial management 

and government-wide accounting.

• Objective 5.3 – Promote efficient use of resources through shared services, strategic 

sourcing, streamlined business processes, and accountability.

• Objective 5.4 – Create a culture of service through relentless pursuit of customer value.

FY 2017 Priorities 

• Maintain service levels and achieve cost efficiencies wherever possible.

• Expand shared services opportunities throughout Treasury and to federal agencies in order to 

reduce costs to all customers.

• Serve as a champion of the shared services initiative.

• SSP is committed to pricing transparency across business lines, showing each component of 

a customer’s pricing and how all pricing is calculated across the customer base. SSP will 

continue to utilize SharePoint and customer advisory boards to share information and gather 

input from its customers.

• ARC will continue to expand use of Business Process Management and Lean Six Sigma 

principles throughout the Administrative business line.

• Align the resources of the Information Technology business line with the services provided 

to internal and external customers.

Key Accomplishments and Challenges

• Achieve program savings through modernization –

o System development and stabilization efforts underway in FY 2015 and continuing into 

FY 2016 include: Payment Application Modernization; Pay.gov; Treasury Automated 
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Auction Processing System; Treasury Offset Program Next Generation; Treasury Retail 

Investment Manager.

o The Office of Civil Rights and Diversity (OCRD) continues to realize savings through 

managing a consolidated complaints center in support of all Treasury offices.

o The Treasury Executive Institute program entered the TFF in FY 2015. Efficiencies will 

be gained through economies of scale that will be passed on to customers as the user base 

continues to expand.

o Bureau-wide Messaging and Collaboration (M&C) will be implemented by the end of 

FY 2016. The M&C will provide Fiscal Service with a shared email and file 

management system, as well as enhanced tools for collaboration including online 

meetings and document sharing.

• Cyber Initiatives –

o Facilitate the rollout and use of Continuous Diagnostics and Mitigation, a Department of 

Homeland Security (DHS) mandated initiative to establish enterprise cybersecurity 

solutions that provides a consistent government-wide set of information security 

continuous monitoring.

o Support the rollout and use of Data Loss Prevention technology, which is a critical tool 

for preventing the accidental and intentional loss of sensitive information, such as 

personally identifiable information.

o Advance cyber threat defense capabilities of the Government Security Operations Center 

and provide additional visibility and services to Bureaus, including forensics and 

malware examinations, threat activity analysis, and enhanced incident reporting.

• Maintain Cost Levels in Growing Programs – For FY 2015, ARC continued to implement 

process improvements and efficiency efforts to reduce costs to customers. In addition to the 

ongoing challenge of minimizing prices, another key challenge for ARC has been 

maintaining services and customer satisfaction levels while simultaneously pursuing cost 

reduction and containment initiatives, such as transitioning customers to the standardized 

service delivery model and balancing service levels with customer demand and funding 

levels.

• Modernizing Internal Financial Management and Processes – In FY 2015, the Shared 

Services Division (SSD) developed an automated budget loading system to allow for 

centralized access to funding levels for each SSP. SSD designed and developed a new tool 

known as COBRA that will be implemented starting in FY 2016. COBRA aims to automate 

the SSP budget formulation process, creating workflow efficiencies by linking this process 

with the pricing, billing, collecting, and budget loading processes and creating centralized 

access for all SSP data.

• Investments in the HR Connect Line of Business – SSP is making investments to better 

manage and administer the core platform. This will strengthen customer service for existing 

customers and allow for the expansion of products and services to other agencies.

• Treasury Network (TNet): Consolidation, Networx Recompete Planning – Beginning in 

FY 2016, SSP will merge the TNet Circuits program with the TNet program to better align 

these costs with the TNet project management office staff, who are responsible for managing 

the payments and general finances of the circuits for all Bureaus and the TNet program in 

general. Separately, the TNet team will begin gathering Treasury Bureau requirements and 
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planning for the upcoming transition, pending the completion of the General Services 

Administration (GSA) Networx contract recompete.

• Continue Customer Expansion – The ARC has transitioned the Department of Housing and 

Urban Development (HUD) into all service lines (Financial Management, Procurement, 

Human Resources, and Travel). The transition of HUD to full service Human Resources and 

Travel was completed in FY 2015. HUD is also a full service customer of Financial 

Management and platform Procurement Services as of October 2015. Program system 

integration will continue throughout FY 2016. Completion of this project will improve 

HUD’s compliance with the Federal Financial Management Improvement Act as well as 

improve decision making capabilities with the full integration of services in a core financial 

system.

• Federal Shared Service Provider (FSSP) for Financial Management Designation – One of 

only four designated FSSPs, ARC continues to work with Office of Management and Budget 

(OMB) and the Office of Financial Innovation and Transformation (OFIT) to implement 

OMB M-13-08 and successfully transition federal agencies as they require upgrades or 

significant investments to their existing financial management system. Additionally, ARC is

an active participant with OFIT and the other FSSPs to develop the initial Financial 

Management catalog. ARC management is transitioning the organization to be positioned 

competitively for the future shared service environment. ARC remains committed to utilize 

technology and align work processes in preparation for on-boarding larger customers (e.g. 

cabinet level departments) and ensuring compliance with new reporting requirements (e.g. 

DATA Act). To minimize the impact of cost increases, ARC will implement process 

improvements where possible through the expansion of lean business process management. 

ARC’s goal is to keep price rate increases below inflation while maintaining the current 

service level agreements. ARC is improving pricing transparency by providing both 

customer specific performance metrics and a Transparency file. The Transparency file 

reflects the budget for each service provided, detailing the cost model allocations that are 

used to determine the annual customer prices.

• DATA Act Funding for ARC – All costs associated with implementing DATA Act 

requirements are included in the shared services pricing model and would be funded 

through customer prices increases. The Budget requests $3 million in discretionary 

funding for the Administrative Resource Center to implement requirements of the DATA 

Act for Federal agencies. This funding will remain available until expended, provided, that 

such amount shall be in addition to any other amounts available for such purpose.

• Attestation Engagement & Financial Statement Audit Updates – ARC undergoes an annual 

Type II Statements on Standards for Attestation Engagements (SSAE) 16 review. SSAE 16 is 

an attestation engagement of internal controls, in which management is attesting, in writing, 

to the fair presentation and design of controls. ARC has received 12 consecutive unmodified

opinions for these types of engagements. The SSAE 16 results enhance customer confidence 

and reduce annual financial statement audit costs. TFF has received 16 consecutive 

unmodified financial statement audit opinions.

Larger operating environment

In FY 2017, TFF will maintain its commitment to excellence and continue to meet all strategic 

and financial goals and benchmarks. TFF continues to strive for growth opportunities to expand 

existing service lines and provide other valuable in-demand administrative services in an era of 
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fiscal constraint. In order to meet the goal of reducing costs to customers, TFF will maximize 

shared service value and continue to look for opportunities to improve the efficiencies in 

business processes and technologies used in service delivery.

The governance structure for the TFF is composed of three major governing bodies:

1. Assistant Secretary for Management – Responsible for the corporate management and 

oversight for the TFF;

2. Shared Services Council (SSC) – Serves as an advisory body for all TFF programs and 

ensures customers’ perspectives are included in the decision-making process. The SSC plans 

to align and enhance shared services across the Department, and

3. Financial Management Oversight Committee – Functions as a due diligence working group 

that performs preliminary reviews of new shared services and financial and budgetary 

policies and procedures prior to any new activities being considered and presented to the 

SSC.

In addition to the creation of the Shared Services Council, the TFF strives to incorporate the 

customer perspective into the decision-making process. Customer involvement and input 

provide an opportunity for the SSC to obtain constructive and directed feedback and ensure that 

customer concerns are addressed.
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Section 2 – Budget Adjustments and Appropriations Language

2.1 – Budget Adjustments Table

2A – Budget Increases and Decreases Description

Adjustment to Estimate ..............................................................................-$6,179,000 / -1 FTE

Adjustment to Estimate (ARC) -$14,685,000 / -10 FTE 

Administrative Services overestimated the budgetary resources necessary to service the 

Department of Housing and Urban Development.

Adjustment to Estimate (SSP) +$8,506,000 / +9 FTE 

Key investments include several new cybersecurity initiatives and customer support requests, 

such as the improvement of service delivery to support higher customer demand for the HR 

Connect, Enterprise Content Management (ECM), and Enterprise Data Management (EDM) 

programs.

Maintaining Current Levels (MCLs) ......................................................+$9,186,000 / +0 FTE

Pay-Raise +$1,958,000 / +0 FTE 

Funds are required for the proposed January 2017 pay-raise.

Pay Annualization +$650,000 / +0 FTE 

Funds are required for annualization of the January 2016 pay-raise.

Dollars in Thousands

Treasury Franchise Fund FTE Amount

FY 2016 Estimate 1,786 $546,344 

 Changes to Base

 FY 2016 Revised Estimate 1,785 $540,165 

 Adjustment to Estimate (ARC) -10 ($14,685)

 Adjustment to Estimate (SSP) 9 $8,506 

 Maintaining Current Levels (MCLs) 0 $9,186 

 Pay-Raise 0 $1,958 

 Pay Annualization 0 $650 

 Non-Pay 0 $6,578 

 Subtotal Changes to Base 0 $9,186 

Total FY 2017 Base 1,785 $549,351 

 Program Changes

 Program Increases 103 $23,568 

 DATA Act Implementation (ARC) 0 $3,000 

 Customer Growth (ARC) 102 $13,854 

 Customer Growth (SSP) 1 $6,714 

 Subtotal Program Changes 103 $23,568 

Total FY 2017 Request 1,888 $572,919 
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Non-Pay +$6,578,000 / +0 FTE 

Funds are required for non-labor costs such as travel, contracts, rent, and equipment.

Program Increases ..............................................................................+$23,568,000 / +103 FTE

DATA Act Implementation (ARC) +$3,000,000 / +0 FTE (Discretionary Funding)

These costs represent discretionary funding for the Treasury Franchise Fund (Administrative 

Resource Center – ARC) to implement the DATA Act for their client agencies. This funding 

replaces the amount that would have otherwise passed on to ARC clients. ARC will continue 

their engagement of client agencies and identify their unique implementation needs. ARC will 

implement the DATA Act requirements, and submit the data to the Department of the Treasury 

for publication on USAspending.gov.

Customer Growth (ARC) +$13,854,000 / +102 FTE 

Customer growth is expected within the Administrative and Information Technology Services 

budget activities. Expanding services to additional customers allows TTF’s fixed costs to be 

distributed across a greater base. In addition to the economic benefits, customers will receive 

professional services that are consistent in both quality and cost. These benefits strongly align 

with Treasury’s goals of fiscal responsibility and the further standardization of systems and 

business processes through shared services employed across the government.

Key Program Investments (SSP) +$6,714,000 / +1 FTE 

Estimated costs to transition the Treasury Network (TNet) circuits to a new environment as part 

of the GSA Networx contract re-compete, as well as a staffing adjustment to reflect the OCRD’s 

workload following the complaints center transition.
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2.2 – Operating Levels Table

Dollars in Thousands

Treasury Franchise Fund FY 2015 FY 2016 FY 2017

Object Classification Actual Estimated Estimated

11.1 - Full-time permanent 122,942 137,650 149,378

11.3 - Other than full-time permanent 931 928 1,009

11.5 - Other personnel compensation 1,646 2,059 2,239

11.6 - Overtime 1,425 1,513 1,356

11.7 - Other Personnel Compensation 745 497 531

11.9 - Personnel Compensation (Total) 127,689 142,647 154,513

12.0 - Personnel benefits 41,399 47,117 49,500

Total Personnel and Compensation Benefits $169,088 $189,764 $204,013 

21.0 - Travel and transportation of persons 1,506 2,151 2,328

22.0 - Transportation of things 25 25 25

23.1 - Rental payments to GSA 251 5,450 5,659

23.2 - Rental payments to others 75 305 290

23.3 - Communication, utilities, and misc charges 66,160 61,865 64,401

24.0 - Printing and reproduction 3 5 5

25.1 - Advisory and assistance services 46,501 23,325 30,053

25.2 - Other services 36,196 17,358 17,874

25.3 - Other purchases of goods & serv frm Govt accounts 111,274 107,959 112,309

25.4 - Operation and maintenance of facilities 0 10 10

25.7 - Operation and maintenance of equip 72,488 91,241 93,607

26.0 - Supplies and materials 857 911 976

31.0 - Equipment 29,733 39,796 41,369

41.0 - Grants, subsidies, and contributions 15 0 0

91.0 - Confidential Expenditures 30 0 0

Total Non-Personnel 365,114 350,401 368,906

Total Budgetary Resources $534,202 $540,165 $572,919 

Budget Activities:

Administrative Services (Discretionary Appropriation) 0 0 3,000

Shared Services Programs (SSP) 225,024 219,794 230,329

Administrative Services 146,282 153,622 165,492

Information Technology Services 162,895 166,749 174,098

Total Budgetary Resources $534,201 $540,165 $572,919 

FTE 1,646 1,785 1,888
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2B – Appropriations Language and Explanation of Changes

Appropriations Language Explanation of Changes

DEPARTMENT OF THE TREASURY

TREASURY FRANCHISE FUND

ADMINISTRATIVE SERVICES

For provision of necessary financial and administrative 

support services by the Administrative Resource Center to 

implement requirements of the Digital Accountability and 

Transparency Act (DATA Act; Public Law 113-101) for 

Federal agencies,$3,000,000, to remain available until 

expended, provided, that such amount shall be in addition to 

any other amounts available for such purpose.

The FY 2017 President’s 

Budget requests funding to 

minimize risk and enable 

compliance with the DATA 

ACT of 2014.

2C – Legislative Proposals

The Franchise Fund has no legislative proposals.
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Section 3 – Budget and Performance Plan

3A – Shared Services Programs (SSP)

($230,329,000 from expenses/obligations): 

SSP supports the goals of shared services by offering administrative and information technology

services on a competitive basis, as well as delivering outstanding customer service. The Shared 

Services Division (SSD) evaluates and examines any new franchise services that may be added 

to the TFF before they are presented to the SSC for consideration.

TFF supports Treasury’s Strategic Objective number 5.3, to “promote efficient use of resources 

through shared services, strategic sourcing, streamlined business processes, and accountability,” 

by providing reliable, consistent, and cost-effective administrative support services.

The service providers under the SSP are organizational components of the Assistant Secretary 

for Management and Chief Financial Officer (ASM/CFO) within the Departmental Offices (DO).

The SSP provides services within the following program categories:

• Enterprise Business Solutions (EBS) – Provides support through HR Connect, which is 

Treasury’s enterprise Human Capital system. HR Connect is a Human Resources Line of 

Business shared service provider supporting 23 Treasury Bureaus and offices as well as 11

non-Treasury agencies. The EBS provides full lifecycle HR processing such as recruiting, 

personnel actions, payroll, and new employee processing. HR Connect provides 

functionality that is interoperable and scalable, and enables customers to meet their Human 

Capital strategic goals. Additionally, through its Enterprise Data Management team, EBS

provides data architecture and integration services that currently support Workforce 

Analytics (available through HR Connect) and Data ‘N Analytics (DNA, available through 

desktop visualization tools).

• Infrastructure Operations – Provides management of all telecommunications programs 

within the Office of the Chief Information Officer (OCIO). Infrastructure Operations 

provides strategic direction to telecommunications programs, ensures that costs are managed

according to best practices, and reduces costs where possible.

• Cybersecurity – Provides Critical Infrastructure Protection and Information Security services

and supports the direct protection of designated Treasury critical infrastructure/key resources 

against terrorist activity. Cybersecurity also supports the protection (confidentiality, 

integrity, and availability) of the Department’s systems and the information they process. 

Cybersecurity also coordinates the Department’s overall activities to implement the Federal 

Information Security Management Act of 2002.

• IT Strategy & Technology Management – Develops an IT Strategy and Transition Plan to 

meet Treasury’s mission requirements and strategic goals. The Performance Measurement 

and Governance program collaborates with Bureaus and partners with Capital Planning and 

Investment Control to ensure the management of IT portfolios aligns with IT transition plans. 

• Additional Programs –

o Financial System Integration – Develops and maintains the Financial Analysis and 

Reporting System (FARS).

o Office of Civil Rights and Diversity – Provides a service to process complaints under the 

Equal Employment Opportunity Program (mandated by 29 CFR 1614).
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o Office of Emergency Preparedness – Ensures continuity of the Treasury Department’s 

essential functions during disasters and administers emergency mitigation, preparedness, 

response, and recovery activities.

o Office of Small and Disadvantaged Business Utilization – Advises and aids the Bureaus 

on small business policies and initiatives.

o Treasury Operations Excellence – Provides Lean Six Sigma training and other services to 

help Treasury and other federal agencies use entrusted resources more effectively and 

efficiently.

o Privacy, Transparency, and Records – Provides assistance to Treasury customers to 

collect, protect, retain, preserve, disclose, and provide access to Treasury’s information 

resources pursuant to U.S. laws.

o Printing and Graphics – Provides printing services to Treasury customers and assists 

customers in planning and designing printed publications.

o Treasury Executive Institute – Provides continuous growth and learning opportunities for 

executives, executive development candidates, and senior managers. Promotes 

marketplace of ideas by exposing executives to the best practices in leadership models.

o Pass-through Programs – Pass-through payments that support government-wide 

initiatives.

Description of Performance:

• Customer Satisfaction with Financial Planning Staff Survey Results – The Shared Services 

Division (SSD) established a customer satisfaction measure starting in FY 2014. Results 

reflect the percentage of customers that rate their communication experience with the SSD 

Financial Planning staff as either “Good” or “Excellent” on a 5-point scale. The FY 2015

target was 60 percent, and actual results were 69 percent. However, the number of customers 

taking the survey increased from 19 in FY 2014 to 26 in FY 2015. The SSD will continue to 

push towards a higher score on this measure through more customer outreach on billing, 

pricing, financial management and the performance of each of the SSPs.

• ECM/Web Solutions – Response time to resolve ECM and Web Solutions non-critical 

issues/helpdesk tickets is targeted to be within 10 - 15 business days.

• HR Connect: Customer Satisfaction Annual Survey Results – EBS continues to improve and 

strives to maintain the level of customer satisfaction for HR Connect as customer 

expectations are rising. To improve the user experience, EBS has been working for several 

years on InCompass, an HR portal. The FY 2011 results are not directly comparable to those 

from later years as the data collection methodology changed between FY 2011 and FY 2012. 

No surveys were administered for FY 2009 and FY 2010 due to a system platform upgrade.

• HR Connect: Employee Update Files – Transmission of employee update files were made to 

the specified external benefit provider within established timeframes. EBS continues to 

improve and stay in its acceptable range, which is relatively wide due to the limited number 

of transmitted files. EBS’s targets are consistent with the targets used use for quarterly 

Capital Planning and Investment Control process and the Office of Personnel Management

reporting for HR Connect.

• HR Connect: Number of Tickets Escalated to Tier 3 – EBS continues to maintain its current 

target levels. This target is based on implementing process improvements in the Design 

Documents and Quality Assurance environments. 
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3.1.1 – Shared Services Programs (SSP) Budget and Performance Plan

Dollars in Thousands

Shared Services Programs (SSP) Budget Activity

Resource Level FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017

Actual Actual Actual Actual Actual Actual Estimated Estimated

 Expenses

/Obligations $0 $0 $175,258 $187,498 $171,861 $225,024 $219,794 $230,329 

Budget Activity 

Total $0 $0 $175,258 $187,498 $171,861 $225,024 $219,794 $230,329 

Measure FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017

Actual Actual Actual Actual Actual Actual Target Target Target

Customer Satisfaction 

with Financial Planning 

Staff %

N/A N/A N/A 57.2 59.1 69.0 62.0 70.0 72.0

ECM/Web Solutions 

Response Time to 

Resolve ECM and Web 

Solutions Non-Critical 

Issues/Help Desk Tickets 

within 10-15 Business 

Days

N/A N/A 92.8 96.8 95.0 82.0 90.0 90.0 90.0

HR Connect Customer 

Satisfaction % N/A 93.0 90.0 90.0 90.1 84.0 90.0 85.0 91.0

HR Connect Employee 

Update FilesTransmission of 

Employee Update Files 

Made to the Specified 

External Benefit Provider 

Within Established 

Timeframes

N/A N/A 98.3 96.8 100.0 97.3 90.0 90.0 90.0

HR Connect Number of 

Tickets Escalated to Tier 

3

N/A N/A 303.0 212.0 242.0 128.0 222.0 200.0 200.0

Key: DISC - Discontinued 

3B – Administrative Services

($168,492,000 from expenses/obligations): 

ARC’s administrative services activity supports OMB’s and the Department of the Treasury’s 

shared services concept, which furthers “good government” by standardizing the administrative 

financial systems and processes required to operate federal organizations. Value is provided 

through cost sharing opportunities in systems capital investments as well as reduced operating 

costs by providing consolidated, high quality, value added services. ARC has three important 

roles within Treasury:

• OMB designated FSSP for the Financial Management Line of Business.

• Support organization for Treasury's Human Resources Line of Business.

• Designated provider for the Budget Formulation and Execution Line of Business.

These lines of business provide administrative support functions with a focus on financial 

management, procurement, travel, and human resources. The program's success is evidenced by 

the increasing demand for services.

Description of Performance:
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• Administrative Services proposes to discontinue the performance measure, Procurement 

Savings Negotiated, and create a new measure, Timely Contract Issuance. 

• Administrative Services also measures indirect costs as a percentage of total costs. This 

provides TFF management with a measure that encourages efficiency in administrative 

operations and helps to ensure services are provided at the lowest possible cost. TFF will 

continue to pursue customer growth and evaluate indirect cost expenditures to maintain 

actual performance at or below the established target.

Administrative Services created 10 new operational metrics in FY 2014 for each service line. 

These measures provide actual performance of each service line in isolation rather than as a 

blended organizational measure. Administrative Services will continue to pursue customer 

growth, seek business process improvements, and evaluate direct and indirect cost expenditures 

to manage performance.
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3.1.2 – Administrative Services Budget and Performance Plan

Dollars in Thousands

Administrative Services Budget Activity

Resource 

Level FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017

Actual Actual Actual Actual Actual Actual Estimated Estimated

Expenses/

Obligations $93,046 $109,555 $116,571 $127,747 $131,578 $146,282 $153,622 $165,492 

Discretionary 

Appropriation $0 $0 $0 $0 $0 $0 $0 $3,000 

Budget 

Activity Total $93,046 $109,555 $116,571 $127,747 $131,578 $146,282 $153,622 $168,492 

Measure FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017

Actual Actual Actual Actual Actual Actual Target Target Target

Direct Cost as a 

Percentage of 

Award Dollars

N/A N/A N/A N/A 0.4 0.1 0.5 0.5 0.5

Direct Cost per 

AP Transaction N/A N/A N/A N/A 65.4 54.22 74.0 73.0 65.0

Direct Cost per 

FTE in Core HR 

Services

N/A N/A N/A N/A 976.3 963.0 1,100.0 1,075.0 1,050.0

Direct Cost per 

System User -

Oracle

N/A N/A N/A N/A 18,261.0 21,724.0 18,315.0 18,300.0 18,300.0

Direct Cost per 

Travel Voucher N/A N/A N/A N/A 24.8 21.1 28.0 27.0 27.0

First Call 

Resolution -

Oracle %

N/A N/A N/A N/A 61.0 57.0 50.0 50.0 50.0

Hiring 

Timeliness % N/A N/A N/A N/A 89.0 87.0 85.0 85.0 85.0

Indirect Cost 

Admin Services 

%

N/A N/A 24.0 23.0 27.1 27.5 22.0 25.0 25.0

Procurement 

Savings 

Negotiated %

N/A N/A N/A N/A 11.3 2.8 6.0 DISC DISC

Timely Contract 

Issuance N/A N/A N/A N/A N/A N/A N/a 90.0 90.0

Travel Voucher 

Payments 

Timeliness %

N/A N/A N/A N/A 99.0 99.0 98.0 98.0 98.0

Unqualified Audit 

Opinions % N/A N/A N/A N/A 96.0 100.0 100.0 100.0 100.0

Key: DISC -

Discontinued 

3C – Information Technology Services

($174,098,000 from expenses/obligations): 

The Information Technology Services Activity provides shared services to a variety of federal 

customers, both internal and external to Treasury. Value is provided through IT infrastructure 

consolidation and standardized IT service delivery in a modern, technically innovative, and

secure environment. Customers avoid costly, long-term development projects when they take 

advantage of TFF’s shared services and environments. Services include information systems 

security, hosting, and software engineering. Additionally, end-user support and professional 

services are provided to the Fiscal Service and TFF.
TFF - 17

TFF, designated by the OMB as a Shared Service Center for Information Systems Security Line 

of Business, provides agencies with proven Security Assessment and Authorization and 

Continuous Monitoring services. TFF, authorized by the Department, is one of two Treasury 

trusted internet connection providers and hosts Treasury’s public domain name system. TFF 

delivers information security support to other federal agencies, while improving quality, 

accelerating delivery, and reducing customer costs.

Secure hosting services are provided for production, contingency, and development/test regions.

TFF has critical supporting roles in the Public Key Infrastructure (PKI) Shared Service Provider 

designation of the Department of the Treasury. TFF's PKI and directory experience makes endto-end identity management solutions available to customers.

Rapid Application Development techniques and a demonstrated ability to integrate commercially 

available solutions combine to provide high quality software engineering services at a 

competitive price.

Effective in FY 2017, TFF will expand its use of Information Technology Services performance 

measures to better track each of its business lines by discontinuing its current metric and 

establishing the following new measures:

1) Fiscal IT Hosting – Percentage of time service is operational (uptime excluding planned 

maintenance) 

2) Percentage of Annual Testing/Annual Assessment to 800‐53 standard. 

3) Percentage of capital investment projects with improved rating (red to yellow/green or 

yellow to green) on the IT Dashboard within 90 days.

4) Percentage of POA&M's Scheduled for Closure in Last 30 Days Closed Early or On‐

Time.

5) Number of engagements in strategic sourcing or “Service Provider” or other shared 

services opportunity.
TFF - 18

3.1.3 – Information Technology Services Budget and Performance Plan

Dollars in Thousands

Information Technology Services Budget Activity

Resource Level FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017

Actual Actual Actual Actual Actual Actual Estimated Estimated

 Expenses/Obligations $73,858 $72,905 $149,581 $152,050 $149,992 $162,895 $166,749 $174,098 

Budget Activity Total $73,858 $72,905 $149,581 $152,050 $149,992 $162,895 $166,749 $174,098 

Measure FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017

Actual Actual Actual Actual Actual Actual Target Target Target

Fiscal IT Hosting - Percentage 

of Time Service is Operational 

(Up Time Excluding Planned 

Maint.)

N/A N/A N/A N/A N/A N/A N/A N/A 99.0

Indirect Cost IT Services % N/A N/A 19.0 22.0 27.1 11.4 19.0 19.0 N/A

Number of Engagements in 

Strategic Sourcing or "Service 

Provider" or Other Shared 

Services Opportunity

N/A N/A N/A N/A N/A N/A N/A N/A 2.0

Percentage of Annual 

Testing/Annual Assessment to 

800-53 Standard

N/A N/A N/A N/A N/A N/A N/A N/A 90.0

Percentage of Capital 

Investment Projects with 

Improved Rating (Red to 

Yellow/Green or Yellow to 

Green) on the IT Dashboard 

within 90 Days

N/A N/A N/A N/A N/A N/A N/A N/A 100.0

Percentage of POA&Ms 

Scheduled for Closure in Last 

30 Days - Closed Early or On 

Time

N/A N/A N/A N/A N/A N/A N/A N/A 90.0

Key: DISC - Discontinued 
TFF - 19

Section 4 – Supplemental Information

4A – Summary of Capital Investments

ARC’s planned investments enhance the capabilities and capacity of our financial management 

shared services. Investing in Service Oriented Architecture will allow the Bureaus to streamline 

application connections resulting in benefits that include reducing development time, using 

industry development best practices for coding efforts, allowing real time processing of 

transactional data between systems, and system independent communication between systems. 

In addition, this effort will provide more flexibility and more efficient interfaces with customers' 

third-party applications. 

ARC also plans to expand the use of an enterprise-wide financial statement reporting tool and 

update operational (transactional) reporting and analytical tools in order to provide a more 

efficient interpretation of large volumes of data, long-term stability, and improved presentation 

and distribution capabilities.

A summary of capital investment resources, including major information technology and 

non-information technology investments, can be viewed and downloaded at:

http://www.treasury.gov/about/budget-performance/Pages/summary-of-capital-investments.aspx

This website also contains a digital copy of this document.
TFF - 20

4B – Treasury Franchise Fund Program Costs

This information is being provided to fulfill requirements of Section 122, Public Law 113-235, Consolidated Appropriations Action, 2015.

Treasury Franchise Fund – Shared Services Programs FY 2015 Total Charges by Customer

Customers

Enterprise 

Business Solutions

Infrastructure 

Operations Cybersecurity

IT Strategy and 

Technology 

Management

Non-Information 

Technology 

Services Totals

Alcohol and Tobacco Tax and Trade Bureau 235,503 599,478 35,188 21,156 222,785 1,114,110

Alcohol, Tobacco, Firearms and Explosives 1,313,131 31,495 139,601 1,484,227

Architect of the Capitol 245,719 75,390 321,109

Bureau of Engraving and Printing 1,388,692 3,944,341 146,540 84,494 1,120,685 6,684,752

Bureau of the Fiscal Service 3,903,276 835,028 178,136 104,904 1,530,851 6,552,195

Commodities Futures Trading Commission 72,904 72,904

Community Development Financial Institutions Fund 216,904 25,255 5,548 57,041 118,842 423,590

Consumer Financial Protection Bureau 1,553,046 3,387,268 118,558 21,217 381,407 5,461,496

DC Pensions 12,203 93,261 1,314 790 41,940 149,508

Department of Commerce 6,897,492 141,888 399,523 7,438,903

Department of Education 122,479 122,479

Department of Homeland Security - Customs and Immigration Service 77,278 77,278

Department of Homeland Security – Headquarters 196,841 196,841

Department of Housing and Urban Development 3,423,471 33,158 231,619 3,688,248

Department of Justice – Antitrust 43,742 43,742

Department of Justice – Headquarters 126,853 126,853

Department of Labor 4,722,468 67,767 218,429 5,008,664

Departmental Offices Office of Technical Assistance 14,475 104,129 1,460 878 39,494 160,436

Departmental Offices S&E 2,192,605 7,651,368 685,592 54,383 2,737,424 13,321,372

Departmental Offices Terrorism Risk Insurance Program 6,321 51,795 730 439 18,089 77,374

DHS - U.S. Secret Service 1,492,029 27,245 61,383 1,580,657

Environmental Protection Agency 284,952 284,952

Executive Office for Asset Forfeiture 959,232 199,400 2,117 1,273 64,879 1,226,901

Export Import Bank of the Inspector General 5,832 5,832

Federal Communications Commission 51,375 4,759 56,134
TFF - 21

Customers

Enterprise 

Business Solutions

Infrastructure 

Operations Cybersecurity

IT Strategy and 

Technology 

Management

Non-Information 

Technology 

Services Totals

Federal Deposit Insurance Corporation 446,018 17,841 463,859

Federal Emergency Management Agency 396,152 24,938 421,090

Federal Financing Bank 21,097 181,255 2,555 1,536 47,186 253,629

Federal Reserve Board 5,832 5,832

Financial Crimes Enforcement Network 175,740 584,516 25,259 15,187 186,183 986,885

Financial Stability Oversight Council 40,980 124,783 1,825 1,097 31,525 200,210

General Accountability Office 670,554 13,336 31,347 715,237

General Services Administration 131,227 131,227

Internal Revenue Service 40,867,896 61,775,729 6,518,767 3,779,165 14,713,327 127,654,884

Office of Financial Research 366,590 5,529,214 194,121 9,437 179,334 6,278,696

Office of Financial Stability 1,344,440 538,348 9,199 5,531 344,566 2,242,084

Office of Government Ethics 5,832 5,832

Office of Inspector General 119,071 543,535 16,333 9,349 147,560 835,848

Office of the Comptroller of the Currency 1,910,541 1,232,322 288,585 173,508 971,307 4,576,263

Overseas Private Investment Corporation 13,123 13,123

Peace Corps 636,358 25,454 661,812

Small Business Administration 495,995 5,625 501,620

Small Business Lending Fund Administration 18,075 129,529 1,825 1,097 90,458 240,984

Special Inspector General for TARP 164,032 770,827 29,712 8,427 143,802 1,116,800

State Small Business Credit Initiative Administration 14,249 72,609 1,022 615 24,707 113,202

TFF Administrative Resource Center 3,248,504 1,966,799 100,453 60,397 220,842 5,596,995

Treasury Inspector General for Tax Administration 421,177 2,067,125 235,664 36,738 231,868 2,992,572

U.S. Mint 1,738,076 1,450,285 158,586 82,255 1,066,798 4,496,000

United States Agency for International Development 1,972,561 20,235 95,479 2,088,275

Veterans Benefits Administration 86,027 86,027

GRAND TOTAL 83,696,048 94,193,323 8,759,089 4,530,914 27,094,142 218,359,543

CONT. Treasury Franchise Fund – Shared Services Programs FY 2015 Total Charges by Customer
TFF - 21

Treasury Franchise Fund – Administrative Resource Center FY 2015 Total Charges by Customer

Customers 

Financial 

Management 

Services

FMLoB FEES

Human 

Resource 

Services

Procurement 

Services Travel Services

Information 

Technology 

Services

Grand Total

ACCESS BOARD 200,133 60,790 132,529 37,965 431,417 

ADMIN OFFICES OF THE US COURTS 260,306 260,306 

ADMINISTRATION FOR CHILDREN AND FAMILIES 96,474 6,990 103,464 

ADMINISTRATIVE RESOURCE CENTER 18,167,519 18,167,519 

AFRICAN DEVELOPMENT FOUNDATION 1,025,661 453,894 40,468 1,520,023 

AGENCY FOR INTERNATIONAL DEVELOPMENT - OIG 85,542 85,542 

AGENCY FOR INTERNATIONAL DEVELOPMENT U.S. 83,497 91,112 174,609 

ALCOHOL AND TOBACCO TAX AND TRADE BUREAU 784,180 917,000 665,473 226,384 2,593,037 

ALCOHOL TOBACCO FIREARMS AND EXPLOSIVES 533,464 533,464 

ARMED FORCES RETIREMENT HOME 1,119,024 1,409,419 829,578 36,457 3,394,478 

BUREAU OF ENGRAVING AND PRINTING 688,934 98,503 787,437 

BUREAU OF THE FISCAL SERVICE 11,633,169 4,488,062 4,868,990 412,832 137,104,922 158,507,975 

CDFI PROGRAM FUND 938,890 168,527 318,345 33,419 1,459,181 

CENTER FOR DISEASE CONTROL 1,099,092 1,099,092 

CHEMICAL SAFETY AND HAZARD BOARD 256,589 22,398 39,980 318,967 

CONSUMER FINANCIAL PROTECTION BUREAU 1,256,958 3,504,004 1,217,161 1,099,637 4,100 7,081,860 

CONSUMER PRODUCT SAFETY COMMISSION 10,938 10,938 

CORPORATION FOR NATIONAL AND COMMUNITY SERVICE 88,755 88,755 

DC PENSIONS PROJECT OFFICE 1,773,907 32,097 22,884 1,353 1,616,413 3,446,654 

DEFENSE NUCLEAR FACILITIES SAFETY BOARD 81,969 81,969 

DENALI COMMISSION 308,156 61,120 116,303 25,215 510,794 

DEPARTMENT OF AGRICULTURE 159,282 159,282 

DEPARTMENT OF COMMERCE 95,819 262,700 358,519 

DEPARTMENT OF DEFENSE 187,342 187,342 

DEPARTMENT OF EDUCATION 219,288 219,288 

DEPARTMENT OF ENERGY 155,110 124,236 279,346 

DEPARTMENT OF HEALTH & HUMAN SERVICES 219,288 97,229 316,517 

DEPARTMENT OF HOMELAND SECURITY 299,887 187,342 506,434 993,663 

DEPARTMENT OF HOMELAND SECURITY - CIS 590,800 590,800 

DEPARTMENT OF HOMELAND SECURITY - OIG 715,609 317,677 1,033,286 

DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT 8,662,388 230,616 11,720,729 1,311,651 1,934,025 23,859,409 

DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT - OIG 1,597,120 244,817 1,841,937 

DEPARTMENT OF JUSTICE 124,236 124,236 

DEPARTMENT OF JUSTICE - CIVIL DIVISION 107,632 107,632 

DEPARTMENT OF LABOR 211,900 141,399 353,299 
TFF - 23

Customers 

Financial 

Management 

Services

FMLoB FEES

Human 

Resource 

Services

Procurement 

Services Travel Services

Information 

Technology 

Services

Grand Total

DEPARTMENT OF STATE 553,956 95,892 649,848 

DEPARTMENT OF THE INTERIOR 1,313,550 124,236 1,437,786 

DEPARTMENT OF TRANSPORTATION 230,616 230,616 

DEPARTMENT OF VETERANS AFFAIRS 158,998 158,998 

DEPARTMENT OF VETERANS AFFAIRS - OIG 1,440,764 1,440,764 

DEPARTMENT OF VETERANS AFFAIRS - TAC 475,474 475,474 

ELECTION ASSISTANCE COMMISSION 371,779 127,607 19,731 519,117 

ENVIRONMENTAL PROTECTION AGENCY 95,819 48,700 144,519 

FARM CREDIT ADMINISTRATION 311,070 46,925 234,018 592,013 

FARM CREDIT SYSTEM INSURANCE CORPORATION 158,890 1,274 4,165 164,329 

FEDERAL EMERGENCY MANAGEMENT AGENCY 54,982 54,982 

FEDERAL HOUSING FINANCE AGENCY 837,629 218,974 327,232 1,383,835 

FEDERAL HOUSING FINANCE AGENCY - OIG 315,540 455,244 380,814 84,185 1,235,783 

FEDERAL LABOR RELATIONS AUTHORITY 413,124 48,610 34,813 496,547 

FEDERAL MARITIME COMMISSION 264,555 61,414 20,583 346,552 

FEDERAL MINE SAFETY AND HEALTH REVIEW COMMISSION 338,571 145,670 21,931 36,369 542,541 

FINANCIAL CRIMES ENFORCEMENT NETWORK 593,012 217,635 692,250 63,943 2,250,890 3,817,730 

FOOD AND DRUG ADMINISTRATION 680,584 680,584 

GENERAL SERVICE ADMINISTRATION 41,332 41,332 

GULF COAST ECOSYSTEM RESTORATION COUNCIL 198,395 26,567 13,258 238,220 

INTER AMERICAN FOUNDATION 670,735 727,437 28,341 - 1,426,513 

IRS CRIMINAL INVESTIGATION DIVISION 509,216 509,216 

MERIT SYSTEMS PROTECTION BOARD 432,782 24,327 56,236 513,345 

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION 172,721 124,236 459,233 756,190 

NATIONAL ARCHIVES & RECORDS ADMINISTRATION 3,533,196 521,163 338,196 4,392,555 

NATIONAL MEDIATION BOARD 316,155 229,568 51,583 108,300 705,606 

NATIONAL SCIENCE FOUNDATION 132,262 2,511 74,447 209,220 

NUCLEAR REGULATORY COMMISSION 41,332 41,332 

OCCUPATIONAL SAFETY AND HEALTH REVIEW COMMISSION 227,428 17,245 20,758 265,431 

OFFICE OF ADMINISTRATION, EXEC OFF OF THE PRES 1,150,913 300,784 402,457 1,854,154 

OFFICE OF FINANCIAL STABILITY 319,244 252,963 39,217 30,435 641,859 

OFFICE OF GOVERNMENT ETHICS 311,280 204,873 199,824 23,401 739,378 

OFFICE OF INFORMATION TECHNOLOGY 696,078 862,046 1,195,401 101,540 2,855,065 

OFFICE OF NATIONAL DRUG CONTROL POLICY 4,100 4,100 

OFFICE OF PERSONNEL MANAGEMENT 41,332 41,332 

OFFICE OF TECHNICAL ASSISTANCE (OTA) 582,817 25,459 38,852 458,234 1,105,362 

OFFICE OF THE COMPTROLLER OF THE CURRENCY 134,792 134,792 

CONT. Treasury Franchise Fund – Administrative Resource Center FY 2015 Total Charges by Customer
TFF - 24

Customers 

Financial 

Management 

Services

FMLoB FEES

Human 

Resource 

Services

Procurement 

Services Travel Services

Information 

Technology 

Services

Grand Total

OFFICE OF THE INSPECTOR GENERAL 310,334 321,078 144,884 64,570 840,866 

PENSION BENEFIT GUARANTY CORPORATION 177,897 177,897 

RAILROAD RETIREMENT BOARD 21,396 21,396 

SECURITIES AND EXCHANGE COMMISSION 139,992 139,992 

SMALL BUSINESS ADMINISTRATION 67,475 67,475 

SOCIAL SECURITY ADMINISTRATION 67,475 604,681 672,156 

SPECIAL INSPECTOR GENERAL - TARP 310,821 455,186 264,186 114,732 1,144,925 

TREASURY DEPARTMENTAL OFFICES 3,781,301 5,536,797 1,415,565 729,478 4,427,155 15,890,296 

TREASURY FRANCHISE FUND/SHARED SERVICES PROGRAM 519,951 95,892 503,349 321,504 97,840 1,538,536 

TREASURY INSPECTOR GENERAL FOR TAX ADMINISTRATION 680,115 1,232,370 655,071 293,287 2,860,843 

TRICARE MANAGEMENT ACTIVITY 57,829 57,829 

TRUST FUND - BLACK LUNG DISABILITY 179,956 179,956 

TRUST FUND - FEDERAL DISABILITY 499,290 499,290 

TRUST FUND - FEDERAL HOSPITAL INSURANCE 516,550 516,550 

TRUST FUND - FEDERAL OLD AGE & SURVIVORS 499,290 499,290 

TRUST FUND - FEDERAL SUPPLEMENT INSURANCE 559,685 559,685 

TRUST FUND - OIL SPILL LIABILITY 132,763 132,763 

TRUST FUND - UNEMPLOYMENT 707,257 707,257 

UNITED STATES AIR FORCE 1,748,347 1,748,347 

UNITED STATES MINT 7,963,572 2,888,130 2,592,069 222,347 13,666,118 

US ARMY CORPS OF ENGINEERS BALTIMORE DISTRICT 17,000 17,000 

US COURT OF APPEALS FOR VETERANS 225,739 7,266 10,199 243,204 

US HOUSE OF REPRESENTATIVES 120,473 120,473 

USDA FOOD AND NUTRITION - 

USDA FOREST SERVICE 121,939 121,939 

USDA NATURAL RESOURCE CONSERVATION SERVICE 164,544 164,544 

USDA OCIO INTERNATIONAL TECHNOLOGY SERVICES 1,137,729 1,137,729 

USDA OFFICE OF INSPECTOR GENERAL 67,409 67,409 

Grand Total 63,164,562 3,096,857 40,476,473 20,666,155 11,430,597 166,888,178 305,722,822 

CONT. Treasury Franchise Fund – Administrative Resource Center FY 2015 Total Charges by Customer
TFF - 25

Shared Services Programs and Administrative Resource Center Activity Descriptions

The Shared Services Programs (SSP) within the Treasury Franchise Fund provides common 

administrative services that benefit customers both within Treasury and outside agencies. The 

SSP provides these services on a centralized basis, where they can be administered more 

advantageously and more economically than they could be provided otherwise. Descriptions of 

these services are provided below.

Enterprise Business Solutions (EBS) is an organization within the U.S. Department of the 

Treasury’s (Treasury) Departmental Offices (DO), Office of the Chief Information Officer 

(OCIO) that creates, implements, and maintains information technology solutions in an efficient 

and innovative manner through shared and scalable products, platforms and services. EBS offers 

its customers a variety of services available through four (4) distinct product suites; Enterprise 

Content Management, Enterprise Data Management, HR Connect and Web Solutions. HR 

Connect, an Office of Personnel Management officially designated Human Resources Line of 

Business (HR LOB), Shared Service Center (SSC) offers HR solutions across the federal space. 

Infrastructure Operations includes services such as the Enterprise Infrastructure Services (EIS), 

Treasury Enterprise Voice (TEV), Treasury Network (TNet), and the Treasury Enterprise 

Identity Credential and Access Management (TEICAM) services. The EIS program offers 

services including the development and implementation of additional enterprise-wide 

infrastructure capabilities and services available to Treasury Departmental Offices and other 

customers; such as cloud, big data, and others.

The TEV program provides telecommunications capabilities to customers. These services 

include internal telephony service, Voice Mail with email notification, connections to the public 

switched telephone network (PSTN), local and long distance calling, Audio Conferencing and 

certain Video Conferencing, Automatic Call Distribution, Interactive Voice Response Systems, 

Call Center Services, Custom Emergency 911 Services, associated cabling and physical plant 

maintenance and the related support and maintenance for these systems. TNet provides a secure 

enterprise voice, video and data wide area network that connects authorized domestic and 

international government facilities across the US, the US territories, and at select US Embassies 

via the State Department's network. TNet Wide Area Network (WAN) service is a cost effective 

enterprise network supporting Bureau business needs and enabling agency technological 

initiatives, such as Data Center Consolidation and Mobile Treasury. TEICAM provides 

requirements; coordination, management processes, technical coordination for Personal Identity 

Verification (PIV), credential and access management compliance, Public Key Infrastructure 

(PKI), and establishes the Enterprise Identity Credential and Access Management (EICAM) 

capabilities Treasury-wide.

Cybersecurity services include supporting the direct protection of designated Treasury Cyber 

Critical Infrastructure/Key Resources against terrorist activity. The Government Secure 

Operations Center serves as the focal point for management of cyber incidents and is responsible 

for security detection, analysis and incident management lifecycle practices to improve the 

Department’s overall security posture. IT Strategy and Technology Management services include 

assisting customers with collaboration efforts to develop and implement procedures and policies 
TFF - 26

to manage Treasury’s IT portfolio; partners with Enterprise Architecture Programs so 

management of IT portfolios aligns with IT transition plans (e.g., 

refresh/replacement/consolidation of IT systems and facilities) and Department Strategic Plans. 

Additional services include developing and managing an IT Strategy and Transition Plan to meet 

Treasury’s mission requirements and strategic goals. This entails collaborating with Bureaus and 

partnering with Performance Measurement and Governance to ensure management of the 

Treasury IT portfolio aligns with IT transition plans.

Some of the non-IT related services include the Civil Rights and Diversity program (CRD), 

Financial Systems Integration (FSI), Office of Emergency Preparedness (OEP), Small and 

Disadvantaged Business Utilization (SDB) and Treasury Executive Institute (TEI). CRD 

administers an Equal Opportunity Program, mandated by 29 CFR 1614, to provide equal 

opportunity in employment for all persons and to prohibit discrimination in employment, 

including providing prompt, fair and impartial processing of complaints. FSI develops and 

maintains the Financial Analysis and Reporting System, which performs analysis and reporting 

functions for proprietary and budgetary accounting, audit follow-up, management control, and 

risk management. OEP supports Treasury efforts to prepare for emergencies. This program 

supports emergency preparedness and business continuity planning exercises. SDB advises 

customers on small business policies and initiatives; training and advising small businesses on 

how to do business with the Department of the Treasury; advising and training procurement 

officials on small business matters; monitoring and reporting progress toward procurement goals. 

TEI is a shared service provider and center of excellence for delivering and administering high 

quality, cost-effective executive and leadership training and development programs that align to 

and advance the Federal Government’s and Treasury’s mission and performance. TEI sponsors 

and promotes the continued growth, development and success of the Department of the 

Treasury’s Executive Corps, senior leaders and those of its client partners.

The Administrative Resource Center (ARC) within the Treasury Franchise Fund Administrative 

Business Line provides services within the following major service lines, as follows: Financial 

Management Service Line, Procurement Service Line, Travel Service Line, and Human 

Resources Service Line. The Financial Management Service Line provides a complete range of 

accounting and budget services. Total accounting and budget support include transaction 

processing, system setup and support, and comprehensive reporting is offered. Specific financial 

management services include: processing accounting transactions for single, multi, and no-year 

appropriated funds, as well as revolving and trust funds, preparing financial statements and other 

useful financial management reports, providing financial audit support, and budget services 

including payroll projection.

The Procurement Service Line offers support ranging from simplified acquisitions to full-scale 

large contract acquisitions. Contract administration services are also available. Additionally, a 

web-based procurement system, PRISM, that is fully integrated with our accounting system and 

staff dedicated to configuration and maintenance as well as assisting end-users with software 

functionality questions, is offered.

The Travel Service Line provides a full-service, stand-alone travel agency for federal agencies 

compliant with the President's Management Agenda (PMA) and E-Gov requirements and 

adheres to all Federal Travel Regulations. Use of a web-based travel expense reporting software, 
TFF - 27

Concur CGE, supports the processing of travel documents for any itinerary. Further, multiple 

travel management centers with highly experienced travel agencies are used. In addition, full

relocation services and management for transferring employees and their agencies is 

provided. ARC uses moveLINQ, a relocations expense management system developed by

mLINQS, to process relocations for its customers. The Human Resources Service Line

delivers a full range of integrated professional HR services, including: position classification, 

staff acquisition, payroll, processing, and recordkeeping, employee benefits, labor and

employee relations, workers' compensation, and personnel security.

Pricing for the Above Activities

SSP utilizes many different cost methodologies in determining the customer prices. Some

examples of its costs drivers include an FTE-Based methodology that incorporates the cost 

allocation of the FY 2015 FTE levels from the FY 2016 President's Budget Appendix. 

Another example is an Account Based methodology, whereby cost allocations are based on 

FY 2015 Budget Levels from the FY 2016 President’s Budget Appendix. An example of a 

cost driver within the Account Based methodology is the average number of prior year

Treasury Information Executive Repository (TIER) records from pay period 00 through pay

period 12, FY 2012, 2013, and 2014. Another example would be the total number of NC4 

locations for each customer (NC4 is the company that provides the NC4 Risk Center system, 

which allows the Treasury Operations Center to monitor Treasury facilities and personnel on a

global scale). The Procurement Transaction cost methodology - cost allocation is based upon 

the number of Federal Procurement Database Next Generation (FPDNG) transactions from the

FPDSNG for the most recent prior year. Also, some programs utilize the print job valuebased cost methodologies - cost allocations based on the value of print jobs from a specific

period of time. The usage-based cost methodologies - cost allocations is based on multiple

usage cost drivers.

Determining charges for ARC services begins with a process similar to that used by

appropriated agencies whereby labor and non-labor needs are identified for a future year within 

the budget formulation process. The formulated budget is then allocated to each service. These

allocations are guided by existing organizational structure and management input. The

overhead budgets are then allocated to the services based on each service’s proportion of direct 

FTEs. Each Service Budget is then allocated to customers receiving that service based on each

customer’s percentage of total drivers. Drivers are the objective measure of effort defined 

specifically for each service. Each year, reserve requirements are calculated for each service

line. These requirements are then compared to estimated actual reserves by service line. When 

differences are identified, the customers’ costs by service are adjusted pro rata within each 

service line to reduce or eliminate projected differences. Fiscal Service Executive Management 

review pricing recommendations and provide the final approval of customer pricing.

Customers’ Role in Governing the Treasury Franchise Fund

The Treasury Franchise Fund incorporates a governance process in which two governing bodies 

review, vet, and approve various shared services matters. The Financial Management Oversight 

Committee (FMOC) serves as a due diligence working group to perform preliminary reviews of 

new shared services. Reviews will be conducted prior to any new activities being considered

and presented to the Shared Services Council (SSC). The FMOC will support and review

Treasury Franchise Fund related matters for the Assistant Secretary for Management and SSC. 
TFF - 28

The FMOC may also review Treasury Franchise Fund procedures and policies that are for new 

shared services lines of business entering the Treasury Franchise Fund, which includes but is not 

limited to unique policies that are currently in existence in the Treasury Franchise Fund. In order

to ensure that the customer perspective is accounted for in decision-making, there is a process in 

place by which Treasury and non-Treasury organizations can provide feedback and input into the 

Treasury Franchise Fund governance issues. Customer involvement and input will provide an 

opportunity for the SSC to obtain constructive feedback and ensure customer concerns are 

addressed.