Treasury Strategic Plan 2026–2030 The U.S. Department of the Treasury's strategic roadmap for fiscal years 2026–2030, pursuing a stronger, fairer, and more secure America through economic growth, fiscal stewardship, national security, operational excellence, and celebration of American achievement. Secretary Scott Bessent's plan organizes Treasury's priorities around five goals — increasing Main Street growth and access to capital, improving stewardship of taxpayer dollars, enhancing national security, improving the efficiency and effectiveness of Treasury operations, and celebrating American achievement. ^^ The plan was developed through stakeholder engagement including 30 leadership interviews with 76 senior career and bureau leaders, Secretary's confirmation hearing priorities, and approximately 45 Treasury documents and reports. ^^ The Government Performance and Results Act Modernization Act of 2010 (GPRAMA) requires federal agencies to publish new strategic plans one year after each presidential inauguration; this plan fulfills that requirement. ^^ Submitter's Note: This StratML rendition compiled from the source by Claude.ai and reviewed in the form at https://stratml.us/forms/Claude/Part1.html U.S. Department of the Treasury TREAS 7ef9fc31-cee4-4397-8a6d-8e7371bac8d0 The U.S. Department of the Treasury is responsible for promoting economic prosperity and ensuring the financial security of the United States. Treasury manages federal finances, collects taxes, produces currency and coinage, manages government accounts and the public debt, and supervises national banks and thrift institutions. Scott Bessent Secretary of the Treasury A stronger, fairer, and more secure America where Treasury's policies improve the lives of citizens on every rung of the economic ladder through Parallel Prosperity — expanding success and economic opportunity on both Main Street and Wall Street. e3abed61-1aba-4995-8570-c10eedfb0384 Maintain a strong economy, foster economic growth, and create job opportunities by promoting the conditions that enable prosperity at home and abroad; strengthen national security by combating threats and protecting the integrity of the financial system; manage the U.S. government's finances and resources effectively and efficiently. 6826f684-1954-41e6-88a6-b18e35c8a081 Parallel Prosperity Treasury pursues policies that expand economic success and opportunity for both Main Street and Wall Street, ensuring growth reaches Americans on every rung of the economic ladder. Fiscal Responsibility Treasury is committed to restoring the U.S. government to a fiscally sustainable trajectory, protecting every taxpayer dollar by reducing waste, rooting out fraud, and modernizing financial systems. National Security Treasury employs its unique financial tools to protect the homeland, disrupt adversaries, and preserve the U.S. dollar as the world's preeminent reserve currency. Operational Excellence Treasury honors the trust citizens place in it by doing its work as efficiently and effectively as possible — improving governance, core processes, workforce, and ways of doing business. American Achievement Treasury celebrates the history, innovation, and contributions of the American people, leveraging unique opportunities such as the nation's 250th anniversary to instill national pride. Main Street Growth Increase Main Street growth and access to capital by unleashing the full potential of the U.S. economy, sustaining 3 percent annual real GDP growth, resetting financial regulation to serve both Wall Street and Main Street, and restoring balance to international economic relationships. 7848f9c7-d33a-4610-94bd-ae9b40ad3b76 1 American Workers and Businesses Main Street businesses, entrepreneurs, workers, homeowners, and consumers whose prosperity depends on strong economic growth, access to capital, and fair trade. Goal 1 ~ Increase Main Street Growth and Access to Capital: Critical programs include implementation of the GENIUS Act for stablecoins, implementation of Working Families Tax Cuts, and World Bank and IMF leadership. Treasury aims to boost domestic production, manufacturing, and industrial investment; expand small business, entrepreneurship, and supply-side capacity; and rebalance the global trade and financial system. Economic Expansion Achieve strong, sustained economic growth by unleashing American industry, empowering Main Street businesses, expanding homeownership, and improving both financial independence and literacy for the American people, with a target of 3 percent annual real GDP growth. 08f14b29-5ea0-44fc-95c0-32b378317673 1.1 Office of Tax Policy (OTP) Lead bureau for Objective 1.1 Office of Economic Policy (EP) Lead bureau for Objective 1.1 Internal Revenue Service (IRS) Supporting bureau for Objective 1.1 Alcohol and Tobacco Tax and Trade Bureau (TTB) Supporting bureau for Objective 1.1 Departmental Offices (DO) Supporting bureau for Objective 1.1 Office of Domestic Finance (DF) Supporting bureau for Objective 1.1 Financial Crimes Enforcement Network (FinCEN) Supporting bureau for Objective 1.1 Bureau of the Fiscal Service (BFS) Supporting bureau for Objective 1.1 Department of Commerce (DOC) External partner for Objective 1.1 Department of Housing and Urban Development (HUD) External partner for Objective 1.1 Small Business Administration (SBA) External partner for Objective 1.1 Federal Housing Finance Agency (FHFA) External partner for Objective 1.1 Office of Management and Budget (OMB) External partner for Objective 1.1 Council of Economic Advisors (CEA) External partner for Objective 1.1 National Economic Council (NEC) External partner for Objective 1.1 Securities and Exchange Commission (SEC) External partner for Objective 1.1 Objective 1.1 ~ Grow the Economy by Expanding Work, Wealth, and Ownership: Strategies: (A) Implement Working Families Tax Cuts to deliver pro-growth reform that lowers taxes, reduces inflation, and restores American prosperity. (B) Empower and grow Main Street and American industry: expand access to capital, reduce regulatory friction, and streamline federal processes to empower entrepreneurs and workers. (C) Work with external partners to promote individual homeownership, including revised Opportunity Zones and new Rural Opportunity Zones. (D) Promote domestic investment, improve access to affordable capital, establish Trump accounts for children, and develop an updated National Strategy for Financial Literacy. Success Criteria: Sustain 3% annual real GDP growth; increase financial services loan volume; increase IPOs and loan volume; modernize TTB permitting and labeling programs; increase access to investment opportunities. Financial System Modernization Reform the regulation and supervision of financial institutions and capital markets, including digital assets, to remove undue impediments to economic growth and foster innovation in financial services, including establishing regulatory clarity on digital assets and building world-leading market infrastructure. 2199fc90-ac87-493c-a845-1dbc22cb7fe6 1.2 Office of Domestic Finance (DF) Lead bureau for Objective 1.2 Financial Crimes Enforcement Network (FinCEN) Supporting bureau for Objective 1.2 Office of the Comptroller of the Currency (OCC) Supporting bureau for Objective 1.2 Office of International Affairs (IA) Supporting bureau for Objective 1.2 Office of Terrorism and Financial Intelligence (TFI) Supporting bureau for Objective 1.2 Office of Management (ASM) Supporting bureau for Objective 1.2 Federal Reserve External partner for Objective 1.2 Commodities Futures Trading Commission (CFTC) External partner for Objective 1.2 Federal Deposit Insurance Corporation (FDIC) External partner for Objective 1.2 Objective 1.2 ~ Modernize the U.S. Financial System: Strategies: (A) Identify potential reforms to the supervision and regulatory framework. (B) Use Treasury's convening authorities to raise and monitor reforms, including through FSOC, the President's Working Group on Financial Markets, and BSA modernization. (C) Provide technical assistance to legislative proposals to reform the supervision and regulatory framework. (D) Build world-leading market infrastructure to support digital assets, including implementing the GENIUS Act and supporting the Strategic Bitcoin Reserve. Success Criteria: Increase safety and soundness of the financial sector while promoting growth; establish regulatory clarity on digital assets; revise AML/CFT framework; improve access to low-cost capital. Trade Rebalancing Safeguard American sovereignty against extraterritorial foreign taxation and sharpen the institutions designed to support the global financial system, leading to a strong, sustainable, and balanced global economy while maintaining and expanding U.S. economic leadership and reducing the U.S. trade deficit in goods. 2e8d5aa1-cb95-46d5-8d6e-fd1c2ac82d70 1.3 Office of International Affairs (IA) Lead bureau for Objective 1.3 Alcohol and Tobacco Tax and Trade Bureau (TTB) Supporting bureau for Objective 1.3 Office of Economic Policy (EP) Supporting bureau for Objective 1.3 Office of Tax Policy (TP) Supporting bureau for Objective 1.3 U.S. Trade Representative External partner for Objective 1.3 Department of Commerce (DOC) External partner for Objective 1.3 Department of State (DOS) External partner for Objective 1.3 International Financial Institutions (IFIs) External partner for Objective 1.3 Objective 1.3 ~ Rebalance Global Trade and End Unfair Practices: Strategies: (A) Work with interagency partners to negotiate reciprocal trade agreements and reduce unnecessary barriers to export markets. (B) Leverage voice and vote at International Financial Institutions to implement reforms justifying continued U.S. financial contributions. (C) Work with interagency and private sector partners to facilitate increased U.S. procurement at multilateral development banks (MDBs). (D) Move MDBs toward a tech-neutral energy approach that prioritizes affordability, including removing the World Bank's prohibition on support for nuclear energy. (E) Build streamlined G20 and G7 host years focused on macroeconomic and financial policy cooperation. Success Criteria: Reduce U.S. trade deficit in goods; return IFIs, G7, and G20 to core missions; facilitate increased U.S. procurement at MDBs; stop unfair foreign taxes and practices on U.S. businesses and workers. Taxpayer Stewardship Improve stewardship of taxpayer dollars by restoring the U.S. government to a fiscally sustainable trajectory, reducing fraud, waste, and abuse in government payments, and completing modernization of tax administration systems. 30ff8a3d-407b-44d5-9d4c-2ef967aec3c9 2 American Taxpayers U.S. taxpayers and beneficiaries of federal programs whose dollars Treasury is responsible for collecting, managing, and disbursing with integrity and efficiency. Goal 2 ~ Improve Stewardship of Taxpayer Dollars: Aligns to the President's Management Agenda priorities of eliminating waste and leveraging technology for faster, more secure services. Critical programs include Electronic Federal Tax Payment System Modernization, Enterprise Data Platform, Taxpayer 360, Payment Integrity Program, and Core Financial Management Consolidation. Fiscal Sustainability Provide long-term fiscal leadership to improve sustainability of the U.S. government's finances by reducing the primary budget deficit, changing the trajectory of the debt-to-GDP ratio, and lowering debt service costs. 6213eb84-dfe0-444d-8bc4-52dd2c53da43 2.1 Office of Domestic Finance (DF) Lead bureau for Objective 2.1 Office of Economic Policy (EP) Lead bureau for Objective 2.1 Bureau of the Fiscal Service (BFS) Supporting bureau for Objective 2.1 Office of Public Affairs (PA) Supporting bureau for Objective 2.1 Office of Legislative Affairs (LA) Supporting bureau for Objective 2.1 Office of Tax Policy (TP) Supporting bureau for Objective 2.1 Office of Management and Budget (OMB) External partner for Objective 2.1 National Economic Council (NEC) External partner for Objective 2.1 Council of Economic Advisors (CEA) External partner for Objective 2.1 Treasury Borrowing Advisory Committee (TBAC) External partner for Objective 2.1 Objective 2.1 ~ Improve Fiscal Sustainability: Strategies: (A) Analyze economic and policy impacts of potential spending cuts, identifying methods to evaluate direct and indirect policy impacts. (B) Assess target GDP growth rates and budget levels that would indicate fiscal sustainability, identifying valid models to assess federal debt sustainability. (C) Finance the government at the lowest cost over time, engaging TBAC, primary dealers, and investors to ensure borrowing strategies align with structural market demand. (D) Work with the White House and advocate to Congress on fiscal sustainability risks to American households and businesses. Success Criteria: Reduce primary budget deficit by decreasing spending as a share of GDP; change trajectory of debt-to-GDP ratio; lower debt service costs; maintain credit rating of U.S. sovereign debt. Payment Integrity Reduce waste, fraud, and abuse in Federal payments across government by expanding agencies' use of Do Not Pay, enhancing pre-certification verification processes, and improving transparency in how taxpayer dollars are spent. 1942932c-7803-43fc-ae1d-6d0fa50c83b5 2.2 Office of Domestic Finance (DF) Lead bureau for Objective 2.2 Office of Management (ASM) Supporting bureau for Objective 2.2 Bureau of the Fiscal Service (BFS) Supporting bureau for Objective 2.2 Internal Revenue Service (IRS) Supporting bureau for Objective 2.2 Financial Crimes Enforcement Network (FinCEN) Supporting bureau for Objective 2.2 Office of Management and Budget (OMB) External partner for Objective 2.2 Interagency Chief Financial Officer (CFO) Council External partner for Objective 2.2 Non-Treasury Disbursing Offices (NTDOs) External partner for Objective 2.2 Objective 2.2 ~ Improve Payment Integrity: Strategies: (A) Modernize stewardship by expanding agencies' use of Do Not Pay, enhancing payment pre-certification verification, streamlining onboarding, expanding databases, and verifying all Federal disbursements made by Treasury prior to agency certification. (B) Enhance controls and partner with agencies to more readily track transactions in the General Fund, classifying all Federal payments to Treasury centralized accounting systems daily. (C) Work with Non-Treasury Disbursing Offices (NTDOs) to transition to Treasury disbursements. Success Criteria: Increase accountability; defend against financial fraud and improper payments; increase efficiency; meaningfully reduce fraudulent and improper payments government-wide; migrate all NTDOs with delegated disbursing authority to Treasury. Taxpayer Experience Modernize tax systems, processes, and the Treasury workforce to improve taxpayer service, protect taxpayer privacy, bolster voluntary compliance, and streamline collections through expanded digital self-service and advanced data analytics. 65006d50-4520-4ce8-83cd-e9953d54bde0 2.3 Internal Revenue Service (IRS) Lead bureau for Objective 2.3 Alcohol and Tobacco Tax and Trade Bureau (TTB) Supporting bureau for Objective 2.3 Office of Management and Budget (OMB) External partner for Objective 2.3 General Services Administration (GSA) External partner for Objective 2.3 (procurement) Objective 2.3 ~ Deliver a Modern Taxpayer Experience to Improve Service, Privacy and Collections: Strategies: (A) Optimize online and self-service resources to resolve issues faster and more efficiently, increasing adoption and customer satisfaction. (B) Improve live assistance to taxpayers through phone, chat, and in-person channels, increasing first-time resolution rates. (C) Improve taxpayer education and information for tax preparers, increasing timeliness and accuracy of guidance. (D) Modernize systems and technology to improve operational efficiencies and reduce paper-based processes, including expanding myTTB functionality. (E) Advance use of technology and analytics to detect and address non-compliance, fraud, and other high-risk activity. Success Criteria: Enhance taxpayer experience by expanding and optimizing service; increase efficiency of tax administration; increase collections through fair and effective enforcement. National Security Enhance national security by employing Treasury's financial tools to dismantle threats from rogue states, terrorist organizations, cartels, and cyber adversaries, while preserving the U.S. dollar as the world's preeminent reserve currency and protecting the integrity of the financial system. 0a1a3d18-3e7f-4ad2-8bf7-2311d306b74b 3 American Public and Financial Sector U.S. citizens, financial institutions, and critical infrastructure operators protected by Treasury's national security, sanctions, anti-money laundering, and cybersecurity programs. Goal 3 ~ Enhance National Security: Treasury employs sanctions, anti-money laundering authorities, investment security review (CFIUS), and cyber defense to disrupt adversaries beyond and within U.S. borders. Critical programs include cybersecurity consolidation, Federal Reserve Note Redesign, the Outbound Investment Security Program, and CFIUS. Aligns to the President's Management Agenda priority of leveraging technology for faster, more secure services. Illicit Finance Curtailment Monitor foreign transaction flows to identify and curtail illicit finance and terrorist organizations by using Treasury financial measures to maximize strategic financial pressure against foreign adversaries while preserving global financial stability and the status of the U.S. dollar. 06744d2a-9ef1-49f2-ab0a-647de7bb11df 3.1 Office of Terrorism and Financial Intelligence (TFI) Lead bureau for Objective 3.1 Office of International Affairs (IA) Lead bureau for Objective 3.1 Office of Economic Policy (EP) Supporting bureau for Objective 3.1 Financial Crimes Enforcement Network (FinCEN) Supporting bureau for Objective 3.1 Office of Domestic Finance (DF) Supporting bureau for Objective 3.1 Department of State (DOS) External partner for Objective 3.1 Department of Justice (DOJ) External partner for Objective 3.1 Intelligence Community External partner for Objective 3.1 Objective 3.1 ~ Monitor Foreign Transaction Flows to Identify and Curtail Illicit Finance and Terrorist Organizations: Strategies: (A) Develop whole-of-Treasury strategies to change rogue behavior, stop illicit finance, and curtail revenue to adversaries, including a common set of Treasury tools and a framework for decision-making. (B) Mature Treasury's approach to articulating and measuring success when deploying tools against adversaries, including regular monitoring over defined intervals. (C) Strengthen Sanctions and Special Measures Decision-making Process, ensuring all relevant data sources are reviewed and risks are clearly articulated before action. Success Criteria: Minimize unintended impact on global financial stability; reduce funding to identified priority state and non-state actors; avoid negatively impacting the status of the U.S. dollar as the world's preeminent reserve currency. Homeland Financial Security Secure the homeland through strategic use of Treasury financial tools to bankrupt cartels, transnational criminal organizations, terrorist entities, and their enablers, including by leveraging FinCEN's financial intelligence and AML/CFT regime modernization. 3806b0fa-d020-49aa-9cc1-7d6c8671c67a 3.2 Financial Crimes Enforcement Network (FinCEN) Lead bureau for Objective 3.2 Office of Terrorism and Financial Intelligence (TFI) Supporting bureau for Objective 3.2 Internal Revenue Service – Criminal Investigations (IRS-CI) Supporting bureau for Objective 3.2 Office of the Comptroller of the Currency (OCC) Supporting bureau for Objective 3.2 Office of Domestic Finance (DF) Supporting bureau for Objective 3.2 Department of Justice (DOJ) External partner for Objective 3.2 Government of Mexico External partner for Objective 3.2 Government of Canada External partner for Objective 3.2 Objective 3.2 ~ Secure the Homeland Through Strategic Use of Treasury Financial Tools: Strategies: (A) Increase the use of financial intelligence in investigations and enforcement actions, including AI modernization to analyze large datasets, growing FinCEN Analytical Hub responsiveness, and boosting production of financial intelligence products by 3–5% annually. (B) Increase exchange of information between government, industry, and stakeholders, growing FinCEN Exchange, International Roundtables, and BSAAG events by 5% annually. (C) Support investigative and prosecutorial action through information collection tools including demand letters, Geographic Targeting Orders, and 314(a) requests; grow FinCEN's rapid response program. (D) Close regulatory gaps and mitigate illicit finance threats through BSA modernization, additional enforcement actions, and growing the Whistleblower Program. Success Criteria: Bankrupt cartels and transnational criminal organizations; ensure key strategic partners take reciprocal actions; strengthen effectiveness of the U.S. AML/CFT regime. Investment Security Address national security risks arising from investment by enhancing CFIUS and implementing the Outbound Investment Security Program through the President's America First Investment Policy, increasing efficiency of reviews and increasing foreign investment in the U.S. bbe6fb99-5090-46b6-9ea7-693959117c1d 3.3 Office of International Affairs (IA) Lead bureau for Objective 3.3 Office of Terrorism and Financial Intelligence (TFI) Supporting bureau for Objective 3.3 Office of General Counsel (OGC) Supporting bureau for Objective 3.3 CFIUS Member Agencies External partner for Objective 3.3 Objective 3.3 ~ Expand Investment Security: Strategies: (A) Conduct full review of Outbound Investment Security Program to evaluate whether coverage addresses security risks without impeding U.S. investor growth; implement changes as determined by the Administration. (B) Work with CFIUS member agencies to design, implement, and optimize a Known Investor program; conduct pilot, formally launch, and fully operationalize; provide technical assistance to allies. (C) Identify and deploy tools to enhance Office of Investment Security diligence and risk assessment, acquiring technology systems and improving fidelity of proprietary internal datasets. Success Criteria: Fully implemented Outbound Investment Security Program; increase efficiency of CFIUS reviews; increase foreign investment in the U.S.; curtail U.S. investments into adversary-linked companies in critical industries. Cyber Defense Harden and protect Treasury's High Value Assets and U.S. financial sector critical infrastructure against cyber threats by maximizing operational continuity, ensuring resiliency of mission essential functions, and enhancing identification, sharing, and response to cyber threats. 5da080c9-e6ca-4288-9a62-2d27ca4f45c1 3.4 Office of Management (ASM) Lead bureau for Objective 3.4 Office of Domestic Finance (DF) Lead bureau for Objective 3.4 Office of Terrorism and Financial Intelligence (TFI) Supporting bureau for Objective 3.4 Treasury Common Services Center (TCSC) Supporting bureau for Objective 3.4 Financial Crimes Enforcement Network (FinCEN) Supporting bureau for Objective 3.4 Department of Homeland Security (DHS) External partner for Objective 3.4 National Security Council (NSC) External partner for Objective 3.4 Financial Sector Organizations External partner for Objective 3.4 Objective 3.4 ~ Strengthen Cyber Defense and Accelerate Recovery from Attacks: Strategies: (A) Increase engagement with Federal, international, and industry partners to enhance Treasury's and financial critical infrastructure's existing threat detection and mitigation capabilities, including cross-border planning exercises and joint response simulations. (B) Enhance High Value Asset resiliency and ensure fast recovery, including increasing number of HVAs with tested recovery plans and expanding post-quantum cryptography. (C) Inform improvements to financial sector cybersecurity through intelligence-driven engagement between Treasury and financial institution CEOs. (D) Review and revise default language for IT contracts and agreements with financial institutions to standardize incident notification processes, updating 100% of Treasury IT contracts with revised cyber clauses. Success Criteria: Maximize operational continuity; ensure resiliency of Treasury's mission essential functions and U.S. financial sector critical infrastructure; enhance identification, sharing, and response to cyber threats. Operational Effectiveness Improve the efficiency and effectiveness of Treasury operations by breaking down information silos, optimizing core processes, reshaping and building workforce capabilities, and centralizing common administrative services through the Treasury Common Services Center. 929d5ffb-0812-442d-ab4c-f9f08391ed27 4 Treasury Workforce and Customers Treasury employees, bureau leaders, and the citizens, businesses, and government agencies that depend on Treasury's services, whose needs are best served by an efficient, well-governed, and capable department. Goal 4 ~ Improve the Efficiency and Effectiveness of Treasury Operations: Aligns to the President's Management Agenda priorities of leveraging technology for faster, more secure services and optimizing federal real estate. Critical programs include the Merit Hiring Plan, Eastern Currency Manufacturing Facility Modernization, Treasury Real Property Consolidation, Treasury Common Services Center stand-up, and expansion of project management capacity. Enterprise Problem-Solving Work across the Department and government to solve systemic and novel problems by enhancing collaboration and information flows, creating healthier Treasury organizations through the Treasury Organizational Health Framework, and improving management of risk through effective response strategies. 08ae79ec-0fa3-40c8-85cb-35f9e7786e2a 4.1 Office of Management (ASM) Lead bureau for Objective 4.1 All Treasury Bureaus Supporting bureaus for Objective 4.1 Objective 4.1 ~ Improve Enterprise Problem-Solving: Strategies: (A) Eliminate information silos within Treasury by increasing cross-Treasury working groups, improving data sharing agreements, and establishing guidelines for stakeholder assessments. (B) Better leverage governance bodies to identify, prioritize, implement, and monitor responses to enterprise risks, assessing effectiveness of 50% of response strategies and decreasing impact and likelihood of risks post-response. (C) Mature organizational health data and tools through enterprise strategic management processes, launching and using the organizational health business intelligence tool for Quarterly Performance Reviews. (D) Standardize and improve Treasury's internal coordination of the interagency public policy-making process, with 100% of Treasury representatives on interagency policy councils adopting standard processes. Success Criteria: Enhance collaboration and information flows; create healthier Treasury organizations; improve management of risk through effective response strategies. Process Excellence Optimize core processes for critical programs and improve federal project management of critical projects to reduce waste, increase value to the customer, and improve mission outcomes, including through automation and AI integration. 27a6ee91-8a6a-4860-a4fb-c984a30698f2 4.2 Office of Management (ASM) Lead bureau for Objective 4.2 All Treasury Bureaus Supporting bureaus for Objective 4.2 Office of Personnel Management (OPM) External partner for Objective 4.2 Objective 4.2 ~ Improve Processes and Project Management Capability: Strategies: (A) Identify and conduct comprehensive baseline assessments of critical programs and their core processes, completing 100% of baseline assessments. (B) Leverage technology and automation to increase capacity and effectiveness of core processes, including piloting automation for 5 core processes and AI for 2 core processes, with 25% of pilots achieving successful results. (C) Implement continuous improvement practices for core processes, completing improvement events for 75% of core processes by 2029 and assigning certified CPI practitioners to 100% of core processes by 2030. (D) Work with OPM and accreditation organizations to enhance federal project management capabilities, creating and implementing a Treasury project management certification program. Success Criteria: Increase percentage of designated core processes assessed at highest maturity level; increase percentage of critical projects on schedule, within cost, and on track; increase number and quality of Treasury's federal project managers. Workforce Optimization Build and maintain a Treasury workforce capable of meeting current and future challenges by structuring workforce size and composition to maximize effective use of budgetary resources, identifying skills gaps, and closing them through merit-based hiring and targeted development. d5e026f2-b759-4049-b3c5-5c44fe5005cb 4.3 Office of Management (ASM) Lead bureau for Objective 4.3 All Treasury Bureaus Supporting bureaus for Objective 4.3 Office of Personnel Management (OPM) External partner for Objective 4.3 Objective 4.3 ~ Reshape and Optimize the Workforce: Strategies: (A) Use workforce planning to promote optimal alignment of an appropriately skilled workforce to Treasury's strategic goals, increasing percent of headcount targets met for High-Risk Mission Critical Occupations and percent of executives and employees on approved performance plans. (B) Work with external partners and the Treasury Talent Team to hire for Mission Critical Occupations using rigorous skills-based assessments, increasing percent of hiring actions resulting in multiple selections. (C) Assess and train employees in skills, certifications, and competencies necessary for mission delivery, including data literacy, use of AI, and analytical ability. Success Criteria: Structure Treasury's workforce size and composition to maximize effective use of available budgetary resources; optimize the workforce by defining skills and competencies, identifying gaps, and closing them. Common Services Delivery Optimize workforce tools, common administrative services, and real estate footprint to maximize quality and customer value at the most optimal price point, including through the Treasury Common Services Center and reduction of the real property footprint by 20 percent. 6a1b4f13-a390-4b00-bf98-a6a0c4adb731 4.4 Office of Management (ASM) Lead bureau for Objective 4.4 All Treasury Bureaus Supporting bureaus for Objective 4.4 Office of Management and Budget (OMB) External partner for Objective 4.4 General Services Administration (GSA) External partner for Objective 4.4 Office of Personnel Management (OPM) External partner for Objective 4.4 U.S. Department of Agriculture (USDA) External partner for Objective 4.4 Objective 4.4 ~ Deliver High-Quality Common Services to the Treasury Enterprise: Strategies: (A) Design and implement a transparent service-delivery model through the Treasury Common Services Center (TCSC), meeting 100% of Service Level Agreement metrics and consolidating duplicative IT systems and financial management systems; achieve successful stand-up of TCSC by FY 2026. (B) Improve quality and reduce quantity of existing facilities through deliberate reduction of least efficient locations, reducing real property and leased space footprint by 20% and achieving a 60% utilization rate for remaining occupied property. Success Criteria: Increase operational efficiency; increase customer satisfaction with administrative services; increase resiliency and capacity of Treasury organizations. American Achievement Celebrate American achievement and serve as a model host by leveraging the nation's 250th anniversary, U.S. presidencies of the G20 and G7, FIFA World Cup hosting, and the Olympics and Paralympics to instill national pride, engage with the public on economic issues, and showcase American manufacturing through numismatic products and outreach. fc47512e-c801-4e04-abfc-1ceb6dee0409 5 American Public and International Community U.S. citizens and international audiences engaged through Treasury's America250 celebration, numismatic products, G7/G20 leadership, and major sporting event hosting activities. U.S. Mint Bureau responsible for circulating and numismatic coin products and America250 commemorative programs under Goal 5 U.S. Olympic and Paralympic Committee External partner collaborating with Treasury on production of medals, challenge coins, and other commemorative items under Goal 5 Goal 5 ~ Celebrate American Achievement and Be a Model Host: Treasury has unique opportunities during FY 2026-2030 including the 250th anniversary of the signing of the Declaration of Independence, U.S. presidencies of the G20 and G7, hosting of the FIFA World Cup, and hosting of the Olympics and Paralympics. Critical programs include Circulating and Numismatic Coin Products, U.S. Presidency of the G7 Finance Track, and U.S. Presidency of the G20 Finance Track. This goal also provides opportunities to broaden Americans' understanding of economic policies through Secretary engagement and public outreach. Desired outcomes include engaging with the public on economic issues; issuing and increasing sales of numismatic products for the 250th anniversary and sports coin program; collaborating with the U.S. Olympics and Paralympics Committee on medals and commemorative items; boosting engagement with targeted demographics through advertising and public awareness campaigns; and hosting celebratory events throughout the United States. 2025-10-01 2030-09-30 2026-06-13 https://home.treasury.gov/system/files/266/Treasury_Strategic_Plan_2026-2030.pdf Owen Ambur Owen.Ambur@verizon.net