About the Financial Management Service

Strategic Plan For Fiscal Years 2008-2013

Appendices to the FMS Strategic Plan

• Back to Plan

• A. Financial Management Service Organizations
• B. Linkage Between Treasury Department Goals & Objectives and FMS' Goals
• C. Linkage Between Treasury Department Value Chains & Outcomes and FMS' Goals
• D. FMS Long-Term Strategic Performance Goals / Measures
• E. Key Factors Affecting All FMS' Strategic Goals
• F. Strategic Management Process
• G. Consultations and Stakeholders

Appendix A.
Financial Management Service Organizations

The Financial Management Service (FMS) is comprised of a Commissioner's Office and six major Assistant Commissioner Areas: Debt Management Services, Federal Finance, Governmentwide Accounting, Information Resources, Management, and Payment Management organized to accomplish its mission.

Office of the Commissioner
The Office of the Commissioner includes the Office of the Chief Counsel, the Office of Legislative and Public Affairs, and the Federal Reserve Bank (FRB) Liaison. The Office of the Chief Counsel provides legal counsel and advice to support the Financial Management Service in all aspects of its mission, including program and policy initiatives as well as general administrative activities. The Office of Legislative and Public Affairs serves as the FMS' liaison with Congress, the news media and the public.

Debt Management Services
Debt Management Services' (DMS) Assistant Commissioner area's primary focus is to improve the quality of the federal government's financial management by increasing the collection of delinquent debt owed to the government, by providing debt management services to all federal agencies, and by protecting the financial interests of the American taxpayer. DMS also develops and implements governmentwide debt management policies.

Federal Finance
Federal Finance's (FF) Assistant Commissioner area's primary focus is to evaluate, develop and operate collection and cash management programs that minimize cost and maximize the effectiveness and efficiency of federal government's financial management.

Governmentwide Accounting
Governmentwide Accounting (GWA) Assistant Commissioner area's primary focus is to provide the financial infrastructure for federal central accounting and governmentwide reporting, reconcile agency and bank reporting differences, and generate the Daily Treasury Statement (DTS), Monthly Treasury Statement (MTS), and quarterly financial reports. In addition, Governmentwide Accounting is responsible for the annual compilation and publication of the Financial Report (FR) of the United States Government.

Information Resources
Information Resources' (IR) Assistant Commissioner area's primary focus is to direct and support all aspects of FMS' technology and information systems, and ensure the effective use of information technology throughout FMS.

Management
The Management Assistant Commissioner area's primary focus is to provide direction and leadership for FMS' administrative and financial programs, ensuring that policies developed and implemented for resource management conform to federal and departmental regulatory requirements. Management is FMS' primary checkpoint for administrative services - from procurements to personnel actions, from building services to security.

Payment Management
Payment Management (PM) Assistant Commissioner area's primary focus is to manage and operate federal disbursement and related aftermath systems. PM is headquartered in Washington, DC and Hyattsville, MD and supported by four regional financial centers located in: Austin, TX; Kansas City, MO; Philadelphia, PA; and San Francisco, CA. PM disburses an enormous volume of payments and associated dollars that represents approximately 85% of all federal payments issued. PM also handles payment aftermath functions that include researching claims of non-receipt, processing returns, handling reclamation requests, and performing related accounting functions.

See the FMS Organizational Chart

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Appendix B.
Linkage Between Treasury Department Goals & Objectives and FMS' Goals

The FMS implementation of Government Performance and Results Act (GPRA) links the FMS Strategic Plan, the Annual Performance Plans and Reports, and the budget. Our performance goals in the Budget/Annual Plans and Reports are identical to our strategic goals in the strategic plan.

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Appendix C.
Linkage Between Treasury Department Value Chains & Outcomes and FMS' Goals

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Appendix D.
FMS Long-Term Strategic Performance Goals / Measures

The following long-term goals/measures support the major FMS mission activities. These goals/measures may be revised and/or changed as a result of business environment changes. The targets listed below are set for 2018.

Payments

Ninety percent of all payments will be made electronically

Collections

Ninety percent of the dollar amount of all collections will be made electronically

Debt Collection

There will be $8 billion dollars collected annually from delinquent debt referrals.

Governmentwide Accounting and Reporting

By 2018, there will be no material weaknesses in the FR as it relates to Treasury's systems, policies, and procedures used to collect and consolidate governmentwide financial information.

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Appendix E.
Key Factors Affecting All FMS' Strategic Goals

• Budget Environment - Tight fiscal constraints will drive FMS to continue leveraging its resources for maximum program efficiencies.

• Reliance on other Government Agencies - Given the breath and scope of FMS' mission, we are dependent on other government agencies when implementing changes and in achieving our goals.

• Technology - FMS' systems must adapt to new technological advancements, including those in the area of electronic commerce and security. Also, as mentioned above, the optimal operation of FMS' systems is often dependant on other agencies' ability to adapt to these new technological advancements.

• Human Capital - Forces such as cultural attitudes and expectations, structural issues related to federal employment, workforce demographics, and security concerns produce a human resources environment that is fluid, complex, and challenging.



• Future Skill Needs - FMS' primary challenge is to successfully recruit and retain employees who fulfill our current occupational skill set.
• Workforce / Succession Planning - The executive management team considers succession planning an integral part of its responsibilities. This consideration permeates much of the decision process relative to staffing and development.

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Appendix F.
Strategic Management Process

FMS' strategic management process reflects the vision of the Commissioner and the FMS senior management team and engages the executive level planning group in a continuous effort. This effort focuses on evaluating the nature of the business; articulating a futuristic vision for how FMS business will be conducted; defining long-term goals; developing realistic objectives and strategies to reach those goals; aligning those goals and objectives with our budget and with Department of the Treasury's Strategic Plan; establishing performance measures; and allocating resources appropriately to carry out the goals, objectives and strategies. This effort embodies inclusiveness and participation from FMS managers, employees, customers and stakeholders. Accountability for the strategic plan is two-fold: 1) tactical or action level plans that are in alignment with the strategic plan; and 2) Senior Executive Service Performance Plans.

Set strategic goals and priorities for the long-term. FMS' Strategic Plan sets goals and strategies to guide the entire organization. It also serves as the baseline for the development of tactical or action level plans, performance goals, annual plans, and budget initiatives. As with all other government agencies, FMS operates in an environment (e.g., political, economic, social) that is constantly changing. These changes may affect FMS' ability to meet its goals. As a result, FMS' Strategic Plan includes descriptions of the external factors that may affect our ability to achieve our goals.

Set annual performance targets. FMS has formatted its budget submission to serve as both a budget request and as the Government Performance and Results Act (GPRA) performance plan. The performance goals included in the budget submission drive program decision-making and serve to justify the resource request. We derive the performance goals and targets presented in the budget justification from the strategic goals presented in the strategic plan.

Manage and budget to achieve those targets. FMS links program results and budget activities to fulfill GPRA requirements. FMS has four budget activities that link functions to FMS' current performance measures and strategic goals: Payments, Collections, Debt Collection, and Governmentwide Accounting and Reporting. The budget activities represent the major activities that support the FMS mission.

Systematically report on annual performance. FMS' annual budget submission also includes the annual performance report required by GPRA. Annually, we compare actual performance with the estimated targets, and we provide explanations for the differences between planned and actual target levels.

Program Evaluations

A number of ongoing and one-time program evaluations/audits have influenced FMS goals and strategies. FMS accomplishes program evaluations through a variety of sources: internal reviews conducted by individual program offices; reviews conducted by FMS' Comptroller Directorate, Finance and Internal Control Division; reviews and audits performed by Treasury's Office of the Inspector General (OIG) and reviews conducted by the General Accounting Office (GAO).

FMS continuously reviews and evaluates its programs. Included in the review process are periodic and spot reviews related to lockbox operations, certification and accreditation of all information technology systems, and management annual assurances in compliance with the Federal Financial Integrity Act and the Federal Financial Management Improvement Act.

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Appendix G.
Consultations and Stakeholders

This Strategic Plan was developed in accordance with the provisions of the GPRA and OMB Circular A-11. We have shared our initial draft plan with the Department and OMB. Their views and comments are reflected in this draft. We have sent letters to various Congressional Committees, Federal Program Agencies, and the National Treasury Employees Union requesting their review of and comments about our draft plan; and made the plan available at the FMS web site at http://fms.treas.gov/strategicplan/index.html.

Our consultation efforts are summarized below:

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