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Strategic Objective

Support effective, data-driven decision-making and encourage transparency through intelligent gathering, analysis, sharing, use, and dissemination of information

Strategic Objective

Lead Office: Management

Themes:

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Overview
Progress Update

Overview

Decision-makers are most effective when information and data are readily available to help them understand the issues at hand and weigh the available options. Treasury will encourage government-wide access to information unique to Treasury to facilitate increased use of evidence and evaluation in decision-making. By better leveraging the use of existing data across government (with the requisite controls in place for privacy and other considerations), Treasury can encourage better data-based decision-making and enable effective risk analysis, enhancing organizational

Progress Update

During FY 2015, Treasury advanced several leading management practices. Treasury continued the workforce planning effort that began in FY 2014 and will focus next on the cybersecurity workforce. Treasury also established the Office of Risk Management, headed by the Chief Risk Officer, and Treasury’s Deputy Secretary established the Treasury Risk Management Committee, which she co-chairs with the Chief Risk Officer, and introduced a more robust risk discussion in Treasury’s organizational performance reviews for leaders from different areas to surface potential risks and identify effective mitigation actions.

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Strategic Goals

Strategic Goal:

Create a 21st-century approach to government by improving efficiency, effectiveness, and customer interaction

Statement:

Create a 21st-century approach to government by improving efficiency, effectiveness, and customer interaction

Strategic Objectives

Increase workforce engagement, performance, and diversity by instilling excellence, innovation, and inclusion in Treasury’s organizational culture and business practices

Statement:

Increase workforce engagement, performance, and diversity by instilling excellence, innovation, and inclusion in Treasury’s organizational culture and business practices

Description:

People are the source of excellence and innovation in any enterprise. Treasury aims to create and sustain a high-performing and inclusive organizational culture that celebrates shared values and diverse contributions so that all employees will be inspired and motivated to do their best in service to the American people. Treasury leaders and managers will communicate mission goals and priorities, provide necessary resources and developmental opportunities, and recognize accomplishments enabling Treasury employees to align their efforts to departmental goals and produce high quality results by working collaboratively, effectively, and efficiently.

Treasury will inspire excellence by supporting individual and organizational growth through continuous learning and improvement. We will cultivate an inclusive workplace by supporting equal opportunity and diversity, and by offering work life options that enable employees to contribute to Treasury’s mission.

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Support effective, data-driven decision-making and encourage transparency through intelligent gathering, analysis, sharing, use, and dissemination of information

Statement:

Support effective, data-driven decision-making and encourage transparency through intelligent gathering, analysis, sharing, use, and dissemination of information

Description:

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Promote efficient use of resources through shared services, strategic sourcing, streamlined business processes, and accountability

Statement:

Promote efficient use of resources through shared services, strategic sourcing, streamlined business processes, and accountability

Description:

Treasury will continue to focus on achieving cost savings for the American people, modernizing operations, and increasing productivity by governing strategically, working smarter, and leveraging technology. Increasing the use of shared services and better leveraging strategic sourcing plays a big role in working smarter and governing strategically. Treasury’s “shared services first” approach has enabled Treasury to manage across organizational boundaries, which has helped improve operational effectiveness and coordination across the Department. We aim to expand shared information technology platforms to decrease cost per capita and increase the efficiency and effectiveness of commodity functions.

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Create a culture of service through relentless pursuit of customer value

Statement:

Create a culture of service through relentless pursuit of customer value

Description:

Treasury is a service organization; we provide services and products to the American people, businesses, federal agencies, partners within Treasury, and other entities, both foreign and domestic. Each of these groups has unique needs, values, and measures of success. Improving customer service at Treasury means creating a culture among our leadership and employees where everyone understands each unique customer and defines their success as customer success. This effort involves every part of Treasury and reaches beyond the Management Offices into each bureau and policy office.

Taxpayers expect to interact with the Department of the Treasury in a manner that is fair and straightforward. To meet this expectation, we aspire to provide the best service in the federal government.

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