Treasury Inspector General for 

Tax Administration

FY 2014 

Capital Investment Plan
The Treasury Inspector General for Tax Administration (TIGTA), Office of Information 

Technology (OIT) provides cost-effective, timely Information Technology (IT) products and 

services that permit successful completion of TIGTA business goals while meeting legislative 

mandates. By developing, providing and supporting a wide variety of IT products and services, 

OIT facilitates the collection, management, analysis and dissemination of information for audit, 

investigative, legal and management services benefit. The OIT Strategic plan provides for IT 

products and services that are critical to fulfilling statutory requirements and mandates. 

TIGTA has no major IT investments based on the OMB and the Department of Treasury criteria. 

Several non-major investments, however, directly support the mission, strategy, and day-to-day 

operations of the bureau. These include:

 Secure Information and Technology (IT) Mobility;

 Server and Storage Infrastructure;

 Refreshed Applications and Collaboration Environment; and

 IT Governance and Total Cost of Ownership. 

Secure Information and Technology (IT) Mobility

As threats against the tax system rise and continue to evolve, TIGTA made strategic investments 

to increase the mobility of TIGTA employees so that they can continue to work effectively 

wherever the need or threat dictates. This was accomplished through deployment of secure 

wireless computer networking infrastructure for the two major wireless technologies, specifically 

broadband (cellular) and Wi-Fi. Wireless communication has certain inherent risks, which, 

given the taxpayer privacy issues represented by the data that TIGTA uses and maintains, must 

be carefully managed. The next iteration in this evolution is to determine and deploy a limited 

number of handheld devices that can be safely attached to the TIGTA domain and interact with 

its systems. This capability when coupled with the already deployed laptops will significantly 

enhance flexibility, responsiveness, collaboration, and effectiveness. 

Server and Storage Infrastructure

Far in advance of directives advising this approach, TIGTA has been a leader in server 

virtualization and, because of the sensitivity of the data it handles, provides a “private cloud” 

style computing environment. Because of expiring leases and end-of-life issues, TIGTA has the 

opportunity to refresh its server and storage area network with updated technology that is more 

energy efficient and cost effective. The majority of virtualized infrastructure needs to be updated 

to provide more computing power at lower cost, greater capability, and provide an opportunity 

for increased resilience and availability. This work coincides with efforts to reduce TIGTA’s 

physical and carbon footprint and aligns with Treasury IT goals including remotely 

administering facilities. 

Refreshed Applications and Collaboration Environment

TIGTA has been a leader for many years in its use of collaborative tools that enable capture, 

storage, editing, distribution, and collaboration across the enterprise. This platform is nearing 

end-of-life and needs to be updated to ensure continuity of operations. Building upon prior 

iterations TIGTA intends to update the infrastructure and examine the requirements for replacing
legacy applications with new capabilities within this new infrastructure. This budget will allow 

TIGTA to continue investing in more powerful, less costly and more robust capabilities.

IT Governance and Total Cost of Ownership

In FY 2010, TIGTA established its new IT governance program. All new IT requests pass 

through a Program Management Board (PMB) chaired by the Associate Inspector General for 

Mission Support. Requests must present a total cost picture, a positive business case, and highlevel work breakdown schedule, adjusted for risks, to gain PMB approval to commence work. 

Projects involving significant financial commitments or high mission visibility require approval 

from the Investment Review Board, composed of TIGTA's senior executives. 

By the end of FY 2012, TIGTA plans to extend its new governance process to all TIGTA 

business units to help manage projects and priorities. Under TIGTA’s program-management 

process, milestones for all projects are established and tracked. At any point, projects that have

cost overruns, are behind schedule, and/or are not delivering at anticipated business performance 

levels are analyzed for cause.