The Pennsylvania Treasury Department, headed by an independently elected State Treasurer, manages and invests the Commonwealth’s financial assets and serves as a fiscal watchdog, ensuring that tens of billions of dollars in state payments are lawful and correct. It operates innovative programs that generate positive returns for taxpayers and improve the economic security of Pennsylvanians. The Treasury is committed to efficient, productive, and transparent operations.
The Pennsylvania Treasury processes about 22.5 million payments totaling $90 billion annually. The PA Treasury embarked on an ambitious Transformation program in 2011 to replace its aging unsupported mainframe system, which failed in 2008 and triggered a DR event. Ever since that event, the mainframe system became a risk for making timely payments to the citizens of the Commonwealth.
Like any modernization project, the Treasury project was very complex, …show more content…
This ERP project helped Treasury consolidate more than 25 internal systems. Since Treasury serves as the hub for all Commonwealth payments, the project had one of the most diversified stakeholders. The direct stakeholders are all three branches of government, all statewide elected officials, three major pension systems, the Pennsylvania Higher Education Assistance Agency, and the Pennsylvania Liquor Control Board (PLCB). Indirect stakeholders are all state employees, citizens who receive benefits like unemployment compensation, medical assistance, low income energy assistance, tax refunds, all of the Commonwealth vendors that provide any type of services or commodities, the IRS for tax payments, and federal, state, and local governments. In addition to bringing enormous efficiency to Treasury business processes, this project improved reliability to payment process that serves millions of vulnerable commonwealth
The Pennsylvania Treasury processes about 22.5 million payments totaling $90 billion annually. The PA Treasury embarked on an ambitious Transformation program in 2011 to replace its aging unsupported mainframe system, which failed in 2008 and triggered a DR event. Ever since that event, the mainframe system became a risk for making timely payments to the citizens of the Commonwealth.
Like any modernization project, the Treasury project was very complex, …show more content…
This ERP project helped Treasury consolidate more than 25 internal systems. Since Treasury serves as the hub for all Commonwealth payments, the project had one of the most diversified stakeholders. The direct stakeholders are all three branches of government, all statewide elected officials, three major pension systems, the Pennsylvania Higher Education Assistance Agency, and the Pennsylvania Liquor Control Board (PLCB). Indirect stakeholders are all state employees, citizens who receive benefits like unemployment compensation, medical assistance, low income energy assistance, tax refunds, all of the Commonwealth vendors that provide any type of services or commodities, the IRS for tax payments, and federal, state, and local governments. In addition to bringing enormous efficiency to Treasury business processes, this project improved reliability to payment process that serves millions of vulnerable commonwealth