DEPARTMENT OF THE TREASURY

INTERNATIONAL AFFAIRS TECHNICAL ASSISTANCE

2021 REPORT TO CONGRESS

Section 129 of the Foreign Assistance Act of 1961, as amended, authorizes the 

establishment of a Department of the Treasury program to provide technical assistance to 

governments and central banks of developing or transitional countries. This legislation 

also requires Treasury to prepare and submit this report on the conduct of the Treasury 

International Affairs Technical Assistance (TIATA) program by Treasury’s Office of 

Technical Assistance (OTA).
TABLE OF CONTENTS

I. Introduction and Executive Summary 1

A. Core Project Highlights 2

B. Alignment with Administration Priorities 2

C. Delivering Technical Assistance During Coronavirus 

(COVID-19) Pandemic 4

D. Monitoring and Evaluation 5

II. Program Organization and Principles 5

III. Project Allocation, Funding, and Management 6

IV. Project Selection and Assistance Delivery 9

V. Program Evaluation and Monitoring 11

VI. Illustrative Achievements 13

Annex 1: U.S. Treasury Strategic Plan 2022-2026 (excerpted) 17

Annex 2: OTA Strategic Plan 2018-2022 19

Table A - 2021 TIATA Budget Execution Plan 21
1

I. Introduction and Executive Summary

This report provides an overview of the activities of the Treasury Department’s Office of 

Technical Assistance (OTA) for calendar year 2021. The report covers program 

organization, funding, and the process for selecting and implementing projects, describes 

changes in the program’s global footprint, and summarizes project-specific highlights.

As discussed further below, 2021 was a year in which OTA:

• Executed 89 bilateral technical assistance projects in 49 countries to help 

counterparts in Africa, Latin America, Asia, and Europe achieve significant 

improvements in public financial management and financial sector oversight. 

• Aligned its program with the priorities of the incoming administration;

• Substantially increased the number of advisors deployed overseas, while taking 

care to assess evolving COVID risks;

• Strengthened its ability to deliver assistance remotely, building on experience 

dealing with COVID constraints;

• Retained a private firm to conduct independent (third-party) evaluations of OTA 

engagements, in compliance with the Foreign Aid Transparency and 

Accountability Act (FATAA); and

• Engaged proactively with Congress and other parts of Treasury in an ongoing 

effort to resolve a critical issue affecting OTA’s program management budget.

For over 30 years, OTA has helped finance ministries and central banks of developing 

and transitional countries strengthen their ability to manage public finances effectively 

and safeguard their financial sectors. Such assistance is in the U.S. national interest. 

Strong economic governance regimes support financial sector stability, growth, and the 

achievement of broader U.S. foreign policy and national security goals. Developing 

countries that generate more domestic revenue and manage their resources effectively are 

less dependent on foreign aid and manage their aid more effectively. Additionally, 

governments that develop effective financial sector oversight regimes are valuable 

partners in the global effort to combat money laundering and terrorist financing. 

OTA’s approach to providing technical assistance is distinguished by a number of 

characteristics, including an emphasis on supporting self-reliance by providing countries 

with the knowledge and skills required to move towards financial self-sufficiency. The 

program is selective and emphasizes country ownership, working with governments that 

are committed to reform – reform that they design and own – and to using U.S. assistance 

effectively. OTA also emphasizes sustained and close interaction between its expert 

advisors and working-level foreign partners, whether in a finance ministry, central bank, 

financial intelligence unit, tax administration, or other relevant government agency. OTA 

advisors work side-by-side with counterparts, typically for a period of three to five years, 

to introduce sound practices in daily work routines through ongoing mentoring and onthe-job training.

OTA’s work supports Treasury’s strategic goal of promoting equitable economic growth 

and recovery. As described in Treasury’s Strategic Plan for 2022-2026 (see Annex 1), 
2

OTA delivers technical assistance to finance ministries and central banks in developing 

and transitional countries as part of Treasury’s efforts to “support sustainable economic 

development, address debt vulnerabilities, and reduce inequality globally in key countries 

and regions.” OTA’s work also has important connections to Treasury’s strategic goals 

related to national security, financial stability, and combatting climate change. This work 

entails focusing on OTA’s five core program disciplines: revenue policy/administration; 

budget and financial accountability; government debt issuance and infrastructure finance; 

banking and financial services; and economic crimes. OTA also has several high-priority 

cross-cutting objectives such as domestic resource mobilization, infrastructure finance, 

expanding access to financial services, strengthening anti-money laundering/combating 

financing of terrorism (AML/CFT) frameworks, and supporting growth.

Core Project Highlights

In 2021, a number of OTA partner countries made significant achievements with OTA 

assistance. For example, Botswana’s Financial Intelligence Agency achieved 

membership in the Egmont Group of Financial Intelligence Units as a result of its efforts 

to strengthen the country’s AML/CFT regime. In Guatemala, the Superintendency for 

the Administration of Taxes automated key processes to streamline customs 

administration, increase transparency, and reduce opportunities for corruption. Ukraine’s 

State Tax Service legally consolidated a collection of nearly thirty local and provincial 

units into a so-called Single Legal Entity in order to maximize revenue collections, 

among other benefits (prior to the Russia-Ukraine war). In India, authorities made 

significant progress in promoting the issuance of local project debt by cities to help to 

foster greater ownership and improved planning of infrastructure and development 

projects, including water treatment and local transportation. Uganda took important steps 

to increase accountability for development results by realigning the national budget to a 

newly developed national development plan using cross-sector programs and outcomes. 

And, in Tajikistan the Central Bank made significant progress in implementing a new 

core banking system to enable strengthened financial sector oversight and financial 

stability. 

Alignment with Administration Priorities

OTA worked closely with the incoming administration during 2021 to align the 

program’s technical assistance with new and emerging priorities. In addition to its 

traditional focus on public financial management and financial sector strengthening, over 

the last year, the program delivered assistance to partner countries in high priority areas, 

such as climate and energy, infrastructure finance, financial inclusion, and anticorruption. 
3

Climate/Energy and Infrastructure Finance

As part of Treasury’s broader climate and energy policy engagement, OTA responded to 

increasing demand from counterpart countries to support climate-related policy goals, 

including by assisting in the development and implementation of fiscally-sound 

approaches to financing climate-related or environmental projects, such as renewable 

energy and sustainable infrastructure projects. OTA executed five such projects in India, 

Colombia, Ecuador, Kenya, and Panama. In Indonesia, the program held discussions 

with the Bank of Indonesia and other officials regarding the importance of strengthening 

and expanding foreign currency exchange markets to improve access to international 

capital needed for climate transition infrastructure and clean energy projects. And, in

Madagascar OTA supported the introduction of microinsurance products in the 

agricultural sector that help low-income clients cope with the heightened risks posed by 

climate change.

OTA also continued to provide technical assistance focused on strengthening the capacity 

of governments to structure and implement infrastructure projects to enhance economic 

growth. In 2021, OTA executed 11 infrastructure finance technical assistance projects in 

Argentina, Brazil, Colombia, Ecuador, India, Jamaica, Kenya, Panama, Philippines, 

Ukraine, and Vietnam.

Financial Inclusion

OTA assisted partner countries with implementing inclusive financial strategies to 

expand access to and enhance usage of financial services. OTA’s work centered on 

developing and strengthening legal and regulatory frameworks that support the 

development of innovative and quality financial products and services (e.g., secured 

transactions, fintech) and supervisory regimes that effectively oversee financial services, 

protect consumers, and ensure financial sector safety and soundness. In 2021, OTA 

executed eight financial inclusion-focused engagements globally, including in Costa 

Rica, Dominican Republic, Honduras, Liberia, Madagascar, Paraguay, Seychelles, and 

Sierra Leone. 

Anti-corruption

In support of the U.S. Strategy to Counter Corruption, an area of increased emphasis by 

the Biden administration, OTA’s work focuses on strengthening transparency and 

accountability in public finance systems and combatting economic crimes. OTA 

collaborated closely with Treasury policy offices, including the Office of Terrorism and 

Financial Intelligence (TFI) and the Office of International Affairs (IA), and other U.S. 

agencies. As part of this effort, OTA helped foreign government counterparts to build 

more transparent and accountable budget, debt management, and tax administration 

systems and processes. In the areas of AML/CFT regime development and financial 

sector supervision, both of which are fundamental to governments’ anti-corruption 

efforts, in 2021 OTA executed 19 engagements in Angola, Belize, Botswana, Brazil, 

Dominican Republic, Ecuador, Estonia, Honduras, Latvia, Liberia, Madagascar, 
4

Maldives, Mongolia, Paraguay, Philippines, Seychelles, Sierra Leone, Tajikistan, and 

Zambia. 

OTA also executed several projects focused on strengthening public financial 

management systems and process to enable better prevention and detection of corruption. 

In the revenue area, OTA engaged with the national tax authorities in Costa Rica, 

Dominican Republic, Ecuador, Guyana, Cameroon, and Moldova to build their Inspector 

General functions and anti-corruption regimes. In the budget area, the program worked 

with the Ministries of Finance in Madagascar, Indonesia, and Honduras to improve 

internal control processes aimed at enhancing the integrity of the government’s payment 

processes. OTA also continues to strengthen procurement practices for infrastructure 

projects in partner countries to reduce the potential for corruption. OTA’s efforts in 

countries such as Colombia, Ecuador, Peru, and Ukraine focused on reducing the use of 

private unsolicited proposals for large infrastructure projects, thereby increasing open 

competition and transparency in procurement and reducing opportunities for bribery and 

corruption, as well as the perception of corruption.

Delivering Technical Assistance During Coronavirus (COVID-19) Pandemic

Broadly, OTA enhanced its delivery of technical assistance to partner countries in 2021, 

despite the ongoing challenges of the global COVID-19 pandemic. Over the course of 

the year, OTA strengthened its deployment of resident and intermittent (temporary) 

advisors, carefully assessing the COVID risks on a case-by-case basis. 

As was the case in 2020, the program relied on a range of measures – including the use of 

collaborative tools (e.g., WebEx, Microsoft Teams), re-prioritizing project work plan 

components in order to focus on the most critical and achievable activities, and increasing 

the frequency of communication with foreign counterparts – to help the program to 

continue to achieve its mission. The program also stepped-up virtual assessments in lieu 

of traditional on-the-ground assessment missions to evaluate requests for technical 

assistance from foreign governments. OTA completed 19 virtual assessments in Angola, 

Azerbaijan, Brazil, Cambodia, Colombia, Democratic Republic of Congo, Liberia, 

Nigeria, Philippines, Seychelles, Sudan, The Gambia, Tunisia, Uganda, and Ukraine.

OTA’s cross-functional team of headquarters managers and staff – known as the “Tiger 

Team” – proactively addressed the administrative, operational, and logistical challenges 

posed by the pandemic and helped ensure the health and safety of OTA personnel, both at 

headquarters and in the field. For example, in consultation with Treasury International 

Affairs management, the team established a mission travel planning and review process

that emphasized the health and safety of program personnel and foreign counterparts. As 

a result, OTA safely and successfully executed nearly 50 intermittent assistance missions 

in 2021. These missions complemented the work of OTA’s 26 resident advisors 

deployed globally in 2021. In addition, the program’s mission continued to be aided by 

OTA project assistants – locally hired staff in OTA partner countries – who remained a 

critical, on-the-ground presence in many countries, including to support projects where 

OTA advisors were not present. 
5

Due to these actions, OTA was able to bring overall project traction back to historical 

levels after a dip in 2020 (see section V). OTA projects in Africa (e.g., Uganda), Asia 

(e.g., India), Latin America (e.g., Guatemala), and other regions helped counterparts to 

mobilize revenues, deepen domestic bond markets, increase infrastructure finance, 

strengthen budget systems, improve banking supervision, and combat economic crimes. 

See section VI for details about these achievements, including measurable results.

 

Monitoring and Evaluation

In 2021, OTA continued to strengthen its ability to measure the results of its technical 

assistance projects in accordance with the Foreign Aid Transparency and Accountability 

Act (FATAA). OTA developed and refined project-specific Logical Frameworks 

(LogFrames) to document project goals, expected outcomes, activities, and outputs. 

LogFrames were completed for all but two active projects. The program also 

implemented a standardized approach to monitoring the status of the technical level 

activities and outputs defined in the LogFrames. Importantly, in 2021 OTA contracted 

for a private firm to perform independent (third-party) evaluations of technical assistance 

engagements, which will strengthen the program’s ability to document the extent to 

which projects objectives are achieved and the associated outcomes. OTA expects to 

complete six independent project evaluations in 2022.

II. Program Organization and Principles

OTA is organized along functional lines, operating in five major disciplines to assist the 

governments of developing and transitional countries:

• Revenue Policy and Administration: Creates more effective tax administrations 

that simplify procedures to encourage voluntary compliance on the part of taxpayers, 

effectively uncover tax evasion, and maintain high standards of fairness and 

transparency.

• Budget and Financial Accountability: Strengthens all phases of the governmental 

budget cycle, including budget formulation, execution, monitoring and reporting, 

treasury operations, and evaluation.

• Government Debt and Infrastructure Finance: Provides strategic and technical 

assistance to develop market-based means of public finance through the issuance of 

domestic government securities; increases the efficiency of government debt 

management; implements comprehensive debt strategies that diversify sources of 

finance, reduce liability risk and lower debt service burdens; strengthens enabling 

environments for private investment; and accelerates the development of financially 

sound infrastructure projects.

• Banking and Financial Services: Supports the development of strong financial 

sectors in which institutions are well-regulated, stable, and accessible, serve as 

efficient intermediaries between savers and investors, and are resistant to criminal 

activity.

• Economic Crimes: Assists the development and implementation of AML/CFT 

regimes that are compliant with international standards. 
6

OTA often draws from two or more of these disciplines in order to address most 

effectively cross-cutting development issues and challenges, such as combatting 

corruption and increasing transparency and accountability.

In providing technical assistance, OTA follows a number of guiding principles:

• Self-reliance. OTA provides countries with the knowledge and skills required to 

move towards financial self-sufficiency—including the capability to generate and 

better manage their own government finances—and to reduce dependence on 

international aid. OTA generally follows a three- to five-year project cycle that is 

aimed at creating maximum impact and exiting when local capacity has been created. 

• Selectivity and country ownership. OTA works with governments that are 

committed to reform—reform that they design and own—and to using U.S. assistance 

effectively. OTA is recognized for supporting country ownership; achieving 

alignment with host country priorities; managing for development results; and 

fostering mutual accountability with host country officials. OTA does not engage 

with a country without a signed bilateral Terms of Reference that sets out the highlevel terms and aims of the engagement, followed by a tactical-level work plan 

specifying activities in support of those aims.

• Embedded and working side-by-side with counterparts. OTA engagements are 

based on close interaction between advisors and working-level partners with advisors 

typically embedded in a finance ministry, central bank, financial intelligence unit, tax 

administration, or other relevant government agency. OTA advisors introduce sound 

practices in daily work routines through ongoing mentoring and on-the-job training.

III. Project Allocation, Funding and Management

Project Allocation

As of the end of 2021, OTA had 89 bilateral technical assistance projects in 49 countries. 

Thirty-six percent of OTA’s total projects in 2021 were in the Americas, 30 percent were 

in Sub-Saharan Africa, 22 percent were in Asia, and 11 percent were in Europe and 

Eurasia. These projects were executed across the program’s five disciplines, with half of 

OTA projects delivered in the areas of Banking and Financial Services (25 percent) and 

Government Debt and Infrastructure Finance (25 percent), and the remainder focused on 

Revenue Policy and Administration (21 percent), Budget and Financial Accountability

(17 percent), and Economic Crimes (12 percent) (see charts below). The total number of 

projects and their regional and subject area distribution are consistent with OTA’s 

footprint in recent years.

OTA strives for depth of engagement and an integrated, multi-disciplinary approach. 

This approach recognizes the complex, systemic nature of public financial management 

and the importance of engaging with a counterpart government in various disciplines in a 

coordinated way to achieve the greatest possible impact. In 2021, out of OTA’s 49 

country engagements, 19 involved experts from two or more disciplines. 
7

Chart 1 - OTA Projects by Region 2021

Chart 2 - OTA Projects by Discipline 2021

Note: Details may not add to totals due to rounding

Program Funding

In FY 2021, Congress appropriated $33 million in Treasury International Affairs 

Technical Assistance (TIATA) resources, an increase of $3 million over the FY 2020 

level. This funding was allocated to support a total of 76 bilateral assistance projects and 

10 subject matter-specific senior advisors (who work regionally and globally) with a 

combined budget of $51.9 million. TIATA is a “no-year” appropriation, which allows

OTA to fund projects through a combination of new and carryover funds.

As the chart below indicates, TIATA is the single largest resource available to OTA for 

pursuing its mission. The level of appropriated funding helped maintain program 

continuity and enabled OTA to initiate engagements in priority assistance areas,

25%

25%

21%

17%

12% Banking and Financial

Services

Government Debt and

Infrastructure Finance

Revenue Policy and

Administration

Budget and Financial

Accountability

Economic Crimes
8

including AML-CFT regime development, anti-corruption, climate/energy, and

increasing access to finance.

Historically, OTA has received funding from other agencies, such as the U.S. Department 

of State and the United States Agency for International Development (USAID). As 

shown in the chart below, between FY 2017 and FY 2020 the program received $66 

million in such transfers. However, in FY 2021 OTA did not receive additional transfer 

funding, which is consistent with the decline in funding that OTA has received from 

other agencies in recent years, and emphasizes the importance of TIATA as the most 

reliable, efficient, and effective source of funding for Treasury technical assistance.

1

 

OTA will continue to monitor closely the level of funding it receives – both TIATA and 

transfers from other agencies – in an effort to sustain the current level of technical 

assistance OTA delivers globally and to respond to new and emerging priorities.

Chart 3 - OTA Funding by Source FY 2017-FY 2021

Note: Details may not add to totals due to rounding.

Table A at the end of this report provide additional data regarding the allocation of OTA 

funding in 2021.

1 OTA receives an annual transfer from the Department of State for projects in Eastern Europe and Central 

Asia. The FY20 funds that OTA expected to receive in FY21 were delayed and were received by OTA in 

FY22.
9

Program Management

Program management is the set of management and administrative activities and related 

costs that OTA requires to effectively develop, deliver, and oversee technical assistance 

to partner countries globally. These costs, which totaled approximately $11 million in 

2021, are largely associated with OTA’s headquarters management and administrative 

functions, include compensation for program office management and staff; headquarters 

office facility and maintenance, utilities, and other services (e.g., computer, telephone 

and internet, supplies); procurement and financial management services; and office and 

information systems security. These program management expenses are funded by 

twenty percent (20%) of all funds the program receives, whether via direct appropriation 

(TIATA) or inter-agency transfer.2 

OTA is proactively working with Treasury administrative service providers to reduce 

costs for services such as procurement, information technology, and facilities, which 

continue to rise significantly from year-to-year, largely outside of the program’s control. 

OTA has also been engaged with Congress to eliminate or increase the current limit on 

program management expenses from the current equivalent of 20% of the program’s total 

appropriation. Resolution of this issue – both in terms of reducing the costs passed on to 

OTA by administrative service providers and increasing or eliminating the limit on 

funding available to the program to support administrative management expenses – is 

critical for effective program management in compliance with all administrative and 

legal requirements, such as those related to financial management, procurement, human 

resources, information technology, and security. If this issue is not resolved, OTA would 

have to lay off essential program management personnel, including some management 

officials, and reduce technical assistance delivery. OTA would endeavor to prioritize

engagements but may not be able to avoid eliminating a number of current bi-lateral 

assistance projects, including in some key policy areas.

IV. Project Selection and Assistance Delivery

Two of the most frequently asked questions about OTA’s work are: “How are projects 

selected?” and “How is assistance delivered?” Project selection is a process that typically 

begins with a request to Treasury for technical assistance as outlined below and is 

informed by a careful assessment of a project’s potential for impact and success. 

Assistance is delivered via a resident advisor or intermittent advisor-based project model, 

or a combination of both. Project documentation, in particular the agreed Terms of 

Reference and progress reports, is a vital part of the assistance architecture. 

Receiving and Assessing Requests. Requests for technical assistance and information 

regarding potential projects come from many sources, including U.S. embassies, USAID 

missions, other Treasury offices, foreign governments, and international organizations 

such as the IMF, as well as from OTA advisors already on the ground implementing other 

projects. 

2 The FY 2021 appropriations act limited the TIATA funding available to OTA to support administrative 

expenses to $6.6 million, or 20%, of the $33 million total TIATA appropriation. 
10

For requests that OTA determines to be within its mandate, an on-the-ground assessment 

is carried out by OTA subject matter experts.3

 The OTA subject matter expert shares the 

assessment’s conclusions with the partner government and the U.S. embassy in the host 

country. OTA looks to its host-country counterparts to define project goals from the 

outset. Experience shows that goals and objectives that are not “owned” by the 

counterpart are seldom achieved. 

If the on-the-ground assessment is favorable, the manager of one of OTA’s five core 

disciplines submits a project proposal based on the assessment to the OTA Director and 

Deputy Assistant Secretary for Technical Assistance Policy. Decisions about whether to 

begin new projects, or to continue or terminate existing projects, are based on criteria and 

considerations that include: the need for technical assistance; evidence of counterpart 

commitment to reform and good use of assistance; whether the project would 

complement other projects in a particular country or region; the relation of the project to 

Treasury’s policy priorities and broader U.S. Government goals; and the availability of 

funding. In the course of assessing the prospects for a given project, OTA consults with 

other Treasury offices, and other partners and stakeholders such as the U.S. Department 

of State and USAID (in the field, at the embassy level, and at the headquarters level in 

Washington), the IMF, and the World Bank. 

Assistance Delivery Models. OTA carries out technical assistance through two basic 

delivery models: a resident advisor-based project and an intermittent advisor-based 

project.4

 A resident advisor-based project is anchored by an expert advisor living in the 

counterpart country, typically for three to five years, and working side-by-side with 

officials in the ministry of finance, central bank, tax administration authority or other 

government institution. Treasury has found that working directly with the counterpart 

over a sustained period of time is critical for transferring knowledge and strengthening 

systems, especially in countries where government capacity is very limited. In addition 

to a resident advisor, a resident project frequently includes the participation of 

intermittent OTA experts in specialized areas who make short-term visits. 

For an intermittent advisor-based project, a group of several advisors typically spends a 

total of 30 to 45 weeks per year over the course of several years, in periods of two to 

three weeks at a time, working with host-country counterparts. In between these multiweek direct engagements, the counterparts are expected to carry out planned activities 

that are directed toward the objectives stated in a mutually-agreed-upon work plan. 

Between trips, advisors and counterparts are in frequent contact by email and phone. 

OTA often hires a permanent, full-time program assistant in-country to support the 

intermittent project.

3 As noted in the Introduction and Executive Summary, due to travel restrictions related to the COVID-19 

pandemic, in 2021 the program continued to conduct virtual assessments in lieu of traditional on-theground assessment missions to evaluate requests for technical assistance. 4 In 2020, OTA pivoted to remote delivery of technical assistance for both resident and intermittent 

advisor-based projects due to COVID-19 related travel restrictions. OTA continued to provide remote 

assistance in 2021.
11

Whether OTA selects a resident or intermittent advisor-based project model depends on 

the extent and nature of the problems to be solved, and the most practical solutions to 

those problems. Typically, one resident advisor will be utilized to cover a single large 

subject area, such as program budgeting or debt management, that will require several 

years to complete. Alternatively, an intermittent advisor-based project will use several 

advisors to cover a multitude of specialized assistance topics, such as audits, arrears 

collection and strategic planning in tax administration, or financial intelligence unit 

development, techniques of financial analysis, investigation and prosecution, or asset 

management, seizure, and forfeiture. 

Project Documents. Once OTA selects a resident or intermittent advisor project for 

funding, Terms of Reference (TOR) are developed with the counterpart agency and 

signed by a policy-level official from the counterpart government and Treasury’s DAS 

for Technical Assistance Policy. The TOR describes the broad goals of the project and 

represents a bilateral understanding at the policy level between OTA and the host 

institution. Within a short period (normally six to eight weeks) after signing the TOR, a 

detailed work plan is agreed upon between the advisor assigned to the project and the 

working-level counterpart. This workplan, which is approved by the Associate Director 

for the relevant OTA team, specifies objectives, planned completion dates, and 

deliverables, and is the primary basis for regular monthly progress reports to Treasury 

headquarters. 

The monthly reports are shared with counterpart institutions, U.S. embassy staff, other 

bureaus and offices in Treasury, and other interested partners such as USAID, the 

Millennium Challenge Corporation, and the relevant International Financial Institutions. 

OTA uses the reports as a management tool to oversee the progress of the project and to 

make any necessary changes. The reports also form the information base for responses to 

project queries from U.S. Government officials. In addition, supervising officials 

conduct field visits to meet counterparts and advisors and review the project’s progress. 

Such visits and reviews are conducted, generally, on an annual basis. 

V. Program Evaluation and Monitoring

One of the most important managerial functions in any assistance program is to monitor 

and evaluate the effectiveness of individual projects and the program overall. OTA 

monitors project performance using a variety of methods, including written monthly 

reports prepared by advisors that describe progress on work plan objectives, on-site 

evaluations by OTA managers, and end-of-project reports which provide a final 

assessment of project outcomes. An OTA expert other than the project implementer 

undertakes end-of-project reports, which are conducted typically within three to six 

months following the end of the project. The purpose of these reports is to better 

understand the program’s longer-term impact. OTA completed 15 end-of-project reports 

in 2021.
12

In addition, each year OTA assesses the level of “traction” of each project being 

implemented using a 5-point scale with 5 representing the highest possible traction. 

Traction levels are assigned based on the degree to which partner governments are 

actively engaged in working with OTA advisors to achieve technical assistance 

objectives. Markers of traction may include the number of foreign officials who are 

taking an active role in pursuing change, or interim deliverables that are on time or ahead 

of schedule. The levels of traction are assessed three times per year by OTA advisors and 

headquarters staff at the project level and consider traction across all the technical areas 

of the project being implemented.

For 2021, OTA achieved an overall program traction score of 3.6. As discussed in the 

Introduction and Executive Summary, this reflected a return to more normal levels of 

traction – overall program traction had dipped to 3.3 in 2020 (reflecting the constraints of 

providing assistance during the pandemic) after averaging 3.8 in the preceding five years 

– as the program transitioned many projects back to in-person assistance and continued to 

refine and strengthen its approach to remote assistance that it began in 2020 due to the 

COVID-19 pandemic.

In accordance with the Foreign Aid Transparency and Accountability Act (FATAA), 

OTA continues to strengthen its ability to measure the results of its technical assistance 

projects. In 2021, OTA continued its work on developing and refining project-specific 

Logical Frameworks (LogFrames) to document project goals and expected outcomes, as 

well as the activities and outputs expected to lead to their successful realization. 

LogFrames were completed for all but two active projects. Additionally, in 2021 OTA 

implemented a standardized approach to monitoring the status of the technical level 

activities and outputs defined in the LogFrames.

OTA Traction Evaluation Rating Scale

Traction

5 – Advisors have regular and frequent meetings with counterparts. Counterparts display high 

levels of involvement. There is an excellent professional relationship between the advisor and the 

counterpart. Schedules are kept. Counterparts take the initiative to advance the project work. 

There is a great deal of energy and activity devoted to this objective. 

3 – While there is interaction and involvement in working on this objective, more focus and 

activity would be desirable and is probably possible. For good and valid reasons, the specific 

project objective does not have a high priority for the counterparts at the present time, but some 

important and worthwhile efforts are being made. The project is doing well but could do better on 

this objective.

1 – There is little if any involvement or activity generated around this objective. It may be that 

the objective has been delayed, suspended, or otherwise given low priority. Though this may 

change in the future, for the time period covered by this evaluation this objective is dormant. 
13

Importantly, in 2021 OTA successfully contracted for a private firm to perform 

independent (third-party) evaluations of OTA technical assistance engagements, as 

required by the FATAA. OTA worked with the selected contractor to complete the 

design methodology that will be used to evaluate the effectiveness of OTA’s technical 

assistance projects. Independent evaluation reports will strengthen OTA’s ability to 

document the extent to which the objectives documented in the LogFrames are achieved 

for each technical assistance project and the associated outcomes. OTA expects to 

complete six independent project evaluations in 2022. Once the evaluation regime is 

fully implemented, each OTA project will be subject to an independent evaluation at its 

midpoint (generally after the second year of technical assistance activities) and 6-12 

months after a project concludes. The results and lessons gained from evaluations will be 

integrated, as appropriate, into future technical assistance activities, and made available 

to the public as required by the FATAA.

VI. Illustrative Achievements

As described in the previous section, Treasury measures the results of technical 

assistance on a project-by-project basis, ranging from engagements that meet – or in 

some cases exceed – project objectives, to those that underperform, or result in little or no 

improvement. With respect to the latter, projects can fall short of expectations for a 

variety of reasons: limited absorption capacity by recipients, a change in host-country 

leadership, difficulty in establishing a good working relationship between the advisor and 

his/her counterpart, a lack of commitment to reform, or reform fatigue. In such cases,

OTA can suspend or terminate projects, thus ensuring that resources are put to the best 

possible use with committed partners.

OTA management conducts quarterly reviews of project progress. For projects with less 

than satisfactory progress, OTA may curtail or end the projects earlier than expected. On 

average, OTA curtails or ends early 4-5 projects, roughly 5% of TIATA-funded projects, 

per year. This has been the case since at least 2017 when OTA began collecting data on 

this on an annual basis. In 2021, eight of the 76 bilateral assistance projects that the 

program approved using TIATA funds were ultimately curtailed or ended early due to 

poor performance.

By contrast, OTA projects are successful when the foreign counterparts—at both the 

technical and policy level—are committed to reform and to using Treasury technical 

assistance well. In 2021, a number of OTA partner countries demonstrated such 

commitment and made significant achievements with OTA assistance. Notable 

accomplishments include the following: 

Budget and Financial Accountability

Uganda Aligns Annual Budget to National Development Plan. The Ministry of 

Finance, Planning and Economic Development (MOFPED) of Uganda undertook an 

ambitious effort to realign the annual National Budget to a newly developed National 

Development Plan using cross-sector programs and outcomes. Traditionally the multi-
14

year planning process has been disconnected from the annual budget process, creating a 

mismatch between planning and budgeting. With OTA’s support, the Ugandan 

authorities developed a process to align budgets and planning targets. OTA supported 

this reform through the development of a database and template used by all ministries, 

agencies, departments, and local governments to realign and frame their budget 

submissions within the context of their programmatic and development goals. When 

fully implemented, the alignment of the multi-year development plan with the annual 

budget will increase accountability for development results and allow for more efficient 

allocation of budget resources.

Uzbekistan Begins Complex Budget Reform. In 2021, the Government of Uzbekistan 

embarked on a comprehensive reform program to strengthen public financial 

management and fiscal transparency. A key element of the reform is to implement a 

program-based budgeting (PBB) system to improve the quality of budget information and 

budget decision-making, and to increase transparency. OTA is supporting the Ministry of 

Finance (MOF) with this complex and multi-year budget reform. In 2021, OTA assisted 

the MOF to introduce PBB to 30 ministries, agencies, and committees by developing 

program structures and performance indicators for the 2022 budget. OTA provided 

introductory training MOF staff, line ministries, agencies, and committees on the 

concepts and methodology of PBB. OTA and the MOF consulted with each institution 

on the format to be used for the 2022 budget and subsequently reviewed budget 

submissions. The 2022 PBB information was formalized in a Presidential Resolution that 

accompanied the budget law and was adopted in December. The PBB system is expected 

to better align ministry budgets with policy priorities, both at the national and ministerial 

level, improving budget transparency and informing budget decision-making.

Revenue Administration and Policy 

Ukraine Tax Authority Consolidates Operations.5 The State Tax Service (STS) of 

Ukraine legally consolidated a collection of nearly thirty local and provincial units into a 

so-called Single Legal Entity starting January 2021. OTA advisors provided ongoing 

advice and assistance to the tax service and Ministry of Finance regarding the importance 

of establishing such an entity, and also advised the counterparts on a range of related 

issues, including change management and organizational structuring. OTA also led postimplementation focus group sessions and surveys with tax employees and designed and 

analyzed surveys of other public and private stakeholders regarding the impact of the 

consolidation. The new legal structure and related reforms are expected to help STS 

maximize revenue collections, minimize taxpayer burden, reduce operating costs, and 

increase both taxpayer and employee satisfaction.

Guatemala Automates Customs Administration. With OTA assistance, the 

Superintendency for the Administration of Taxes (SAT) of Guatemala automated key 

processes to streamline customs administration, increase transparency, and reduce 

opportunities for corruption. Project work focused on increasing revenue collection 

through effective risk management and implementation of a robust post clearance audit 

5 Describes achievements in 2021, prior to Russia-Ukraine war.
15

program. The project, which was executed in close collaboration with the U.S. 

Millennium Challenge Corporation, also focused on strengthening the results of customs 

examinations through improved port security and implementation of effective customs 

valuation databases. As part of this work, OTA oversaw a team of information 

technology consultants, who worked to finalize software changes and train SAT staff to 

maintain the automated customs administration system.

Government Debt and Infrastructure Finance

Ukraine Improves Infrastructure Planning and Procurement.6 Affordable 

infrastructure development is one of the main pillars of Ukraine’s economic growth 

strategy. Ukraine’s Ministry of Infrastructure continued to make improvements in their 

capital project prioritization and in identifying alternative approaches to funding 

infrastructure. The Ministry expanded its work with OTA beyond seaports, inland 

waterways, and railways, to include roads. OTA advised the counterparts on a range of 

issues, including seaport tariff methodology improvements, private sector dredging 

financing options, and road tolling strategies, including for heavy trucks.

Indian Municipalities Pioneer Local Government Bond Issuance. With OTA 

support, India’s Ministry of Housing and Urban Affairs made significant progress in its 

Smart Cities program to promote issuance of local project debt by cities. Local debt 

issuance – in its infancy in India – helps to foster greater ownership and improved 

planning of infrastructure and development projects, which currently range from water 

treatment to improved local transportation. OTA previously worked with the Indian 

municipality of Pune to help facilitate its first bond issuance in 2017. Based on this 

success, OTA and the Ministry of Housing of Urban Affairs expanded collaboration to 

include six additional cities (Vadodara, Pimpri Chinchwad, Rajkot, Faridabad, 

Mangaluru, Mysuru). OTA is working with the cities in coordination with the Ministry

to help incorporate best practices and lessons learned from the U.S. municipal finance 

system, enable better project vetting and monitoring, improve disclosure to investors, and 

lower the cost of capital for the regional capital improvement plan.

Banking and Financial Services

Tajik Central Bank Prepares Banking Operations System. OTA assisted the National 

Bank of Tajikistan (NBT) in drafting a Request for Information (RFI) for the supply and 

implementation of a new core banking system. Once established, the new system will 

enable the NBT to better oversee the financial sector and strengthen financial stability 

through higher quality financial data for timely decision-making, a stronger framework 

for cyber-crime prevention, improved treasury and market management, and more 

effective tools to implement monetary policy. In September of 2021, NBT senior 

leadership approved the draft RFI and the official RFI was announced publicly on the 

NBT website.

6 Describes achievements in 2021, prior to Russia-Ukraine war.
16

Ukraine Prepares Tender for Deposit Guarantee Operations.7 The Deposit 

Guarantee Fund of Ukraine (DGF) – with U.S. Treasury technical assistance – is 

modernizing all facets of its operations to be more efficient in performing its major 

functions: providing payouts to insured depositors and creditors, resolving failed banks 

via asset management and sales, recovering stripped assets, and managing DGF’s and 

failed banks’ day-to-day operations. A major part of this modernization plan has been 

focused on improving the DGF’s ability to optimize and automate its business processes 

to enhance traceability and control of bank assets. Consistent with a recommendation by 

OTA, DGF announced a tender for a Business Process Management (BPM) Analysis 

Project and OTA provided DGF with a number of supporting working papers necessary 

for the BPM project’s successful implementation. Once fully implemented, the BPM 

project will optimize and automate the DGF’s key business processes, enhancing its 

readiness for future bank failures.

Economic Crimes

Botswana AML/CFT Reforms Recognized Internationally. In July 2021, Botswana’s 

Financial Intelligence Agency (FIA) – a key OTA counterpart – achieved membership in 

the Egmont Group of Financial Intelligence Units as a result of its reforms supported by 

OTA to strengthen procedures related to processing inquiries, quality and completeness 

of information, access to appropriate information from other government entities, and 

establishing information security protocols. In October 2021, Botswana was removed 

from the Financial Action Task Force (FATF) International Cooperation Review Group 

process (a.k.a., grey list). The FATF cited Botswana’s significant progress in improving 

its AML/CFT regime, including by developing a comprehensive national AML/CFT 

strategy and improving the dissemination and use of financial intelligence by the FIA and 

others to identify and investigate illicit finance.

Estonia Improves AML/CFT Supervision. One of Estonia’s most important strategic 

goals is to reduce threats to national security via the financial system. The Estonian 

Financial Supervision and Resolution Authority (FSA), with support from OTA, drafted 

its first guidance document on targeted financial sanctions and anti-proliferation 

financing obligations in implementing a risk management and compliance program. The 

FSA also updated its AML/CFT market guidance document, the first update in three 

years. Moreover, the FSA enhanced its examination practices by incorporating statistical 

sampling into its examination procedures and modifying its risk rating scales, resulting in 

more comprehensive identification of risk.

7 Describes achievements in 2021, prior to Russia-Ukraine war.
17

Annex 1: U.S. Treasury Strategic Plan 2022-2026 (excerpted)
18

Strategic Goal 1: Promote Equitable Economic Growth and Recovery; Objective 1.2: 

Global Economic Leadership; Strategy 1.2.B
19

Annex 2: OTA Strategic Plan 2018-2022

STRATEGIC PLAN 2018-2022

U.S. DEPARTMENT OF THE TREASURY

OFFICE OF TECHNICAL ASSISTANCE

Mission. The mission of the Treasury Department’s technical assistance program, 

managed by the Office of Technical Assistance (OTA), is to support the development of 

strong financial sectors and sound public financial management in countries where 

assistance is needed and there is a strong commitment to reform. 

OTA pursues this mission in support of the Treasury Department’s overall mission “to 

promote the conditions for prosperity and stability in the United States and encourage 

prosperity and stability in the rest of the world” as well as broader U.S. Government 

international objectives, such as increasing transparency and accountability, reducing 

corruption, and strengthening the development of market-based policies and practices.

Vision. OTA aims to build upon its reputation as a high-quality provider of financial 

sector technical assistance and policy advice. It aims to be recognized as the provider of 

choice wherever its multi-disciplinary assistance model best addresses country needs and 

U.S. Government objectives. 

The foundation of OTA’s program will continue to reside in five core disciplines—

Revenue Administration and Policy, Budget and Financial Accountability, Government 

Debt and Infrastructure Finance, Banking and Financial Services, and Economic Crimes, 

complemented by the ability to support other aspects of financial sector strengthening.

Values 

• OTA will continue to place the highest priority on capacity building and 

developing country self-sufficiency.

• OTA exits countries when project objectives are accomplished or if country 

commitment to reform is not sustained.

• OTA program engagements are distinguished by flexibility, selectivity, and 

responsiveness.

• OTA recognizes that its core strength lies in the dedication, adaptability, and 

expertise of its advisors. 

Programmatic Goals

• Encourage depth of engagement and an integrated, multi-discipline approach. 

Where circumstances warrant, deeper, stronger, more comprehensive 

engagements may improve the prospects for material impact. 

• Encourage an approach that targets geographic regions and common financial or 

economic problems. Look for opportunities to place advisors in countries with 

common needs by virtue of location, financial structure (e.g., significant 

dependence upon donor revenue), or dislocations (e.g., highly affected by 

extractive industry income). 
20

• Provide specialized multi-discipline programs and rapid response teams to 

support key U.S. Government priorities.

• Recruit, retain and support a cadre of advisors that manifests OTA’s tradition of 

excellence. 

• Continue to strengthen OTA coordination within Treasury and with other parts of 

the U.S. Government. 

• Enhance awareness of Treasury’s technical assistance program.

• Ensure that OTA’s management systems fully support the achievement of OTA’s 

mission. 
21

Table A

2021 TIATA Budget Execution Plan

Projects Funded by Treasury International Affairs Technical Assistance (TIATA) Appropriations

Table A 

2021 Budget Execution Plan

Treasury International Affairs Technical Assistance (TIATA)

LATIN AMERICA AND CARIBBEAN Team Advisor Category Co-Financing TIATA Total 

OTA3088 1 Argentina CRME Resident $ 163,001 $ 163,001

OTA4064 2 Argentina IFT DEBT Resident $ 879,741 $ 879,741

OTA1058 3 Argentina 02 BANK Resident $ 84,029 $ 84,029

OTA3087 4 Belize CRME Intermittent $ 274,791 $ 274,791

OTA1086 5 Brazil BANK Intermittent $ 282,821 $ 282,821

OTA4080 6 Brazil IFT DEBT Resident $ 772,897 $ 772,897

OTA4103 7 Brazil IFT 02 DEBT Resident $ 1,035,460 $ 1,035,460

OTA1088 8 Chile BANK Intermittent $ 169,850 $ 169,850

OTA4101 9 Colombia IFT 02 DEBT Resident $ 1,013,829 $ 1,013,829

OTA1077 10 Costa Rica (Financial Inclusion) BANK Intermittent $ 186,667 $ 186,667

OTA5067 11 Costa Rica 02 RVNU Project Coordinator + Intermittent $ 592,306 $ 592,306

OTA1060 12 Dominican Republic (Financial Inclusion) BANK Intermittent $ 183,971 $ 183,971

OTA3093 13 Dominican Republic CRME Intermittent $ 520,002 $ 520,002

OTA5052 14 Dominican Republic RVNU Project Coordinator + Intermittent $ 732,987 $ 732,987

OTA1080 15 Ecuador BANK Intermittent $ 943,157 $ 943,157

OTA3101 16 Ecuador CRME Intermittent $ 929,920 $ 929,920

OTA4081 17 Ecuador 01 DEBT Resident $ 700,511 $ 700,511

OTA1087 18 Ecuador 02 BANK Intermittent $ 180,621 $ 180,621

OTA5063 19 Ecuador RVNU Project Coordinator + Intermittent $ 918,403 $ 918,403

OTA4082 20 Ecuador IFT DEBT Resident $ 860,905 $ 860,905

OTA5033 21 Guyana RVNU Project Coordinator + Intermittent $ 527,983 $ 527,983

OTA1056 22 Honduras BANK Resident $ 319,217 $ 757,245 $ 1,076,462

OTA2030 23 Honduras 01 BDGT Intermittent $ 469,839 $ 469,839

OTA2044 24 Honduras 02 BDGT Intermittent $ 272,560 $ 272,560

OTA2065 25 Jamaica BDGT Resident $ 699,640 $ 699,640

OTA4086 26 Jamaica IFT DEBT Resident $ 633,425 $ 633,425

OTA4078 27 Panama IFT DEBT Intermittent $ 172,311 $ 172,311

OTA1066 28 Paraguay (Financial Inclusion) BANK Intermittent $ 134,176 $ 134,176

OTA2043 29 Paraguay BDGT Resident $ 1,047,258 $ 1,047,258

OTA4063 30 Paraguay DEBT Resident $ 686,412 $ 686,412

OTA1091 31 Peru 03 BANK Intermittent $ 401,498 $ 401,498

OTA2084 32 Trinidad and Tobago BDGT Intermittent $ 224,273 $ 224,273

Subtotal Latin America and Caribbean $ 319,217 $ 17,452,488 $ 17,771,705
22

ASIA Team Advisor Category Co-Financing TIATA Total 

OTA4058 33 India IFT DEBT Intermittent $ 385,455 $ 385,455

OTA4102 34 India 03 DEBT Intermittent $ 546,154 $ 546,154

OTA2059 35 Indonesia BDGT Resident $ 818,557 $ 818,557

OTA1081 36 Kazakhstan BANK Intermittent $ 312,410 $ 312,410

OTA4079 37 Maldives DEBT Intermittent $ 73,106 $ 73,106

OTA5068 38 Maldives RVNU Project Coordinator + Intermittent $ 559,824 $ 559,824

OTA2005 39 Mongolia BDGT Intermittent $ 239,648 $ 239,648

OTA3091 40 Mongolia CRME Resident $ 899,414 $ 899,414

OTA5059 41 Papua New Guinea RVNU Project Coordinator + Intermittent $ 282,063 $ 282,063

OTA1082 42 Philippines 02 BANK Resident $ 831,313 $ 831,313

OTA4056 43 Philippines IFT DEBT Resident $ 863,888 $ 863,888

OTA1069 44 Sri Lanka BANK Resident $ 200,000 $ 709,651 $ 909,651

OTA4040 45 Sri Lanka DEBT Resident $ 180,000 $ 392,811 $ 572,811

OTA4087 46 Uzbekistan DEBT Resident $ 1,110,863 $ 1,110,863

OTA2007 47 Vietnam BDGT Intermittent $ 590,423 $ 590,423

OTA4083 48 Vietnam IFT DEBT Intermittent $ 268,202 $ 268,202

Subtotal Asia $ 380,000 $ 8,883,781 $ 9,263,781

EUROPE Team Advisor Category Co-Financing TIATA Total 

OTA3099 49 Estonia CRME Intermittent $ 284,597 $ 284,597

OTA3100 50 Latvia CRME Resident $ 718,488 $ 718,488

Subtotal Europe $ - $ 1,003,085 $ 1,003,085
23

SUB-SAHARAN AFRICA Team Advisor Category Co-Financing TIATA Total 

OTA3095 51 Angola CRME Intermittent $ 618,436 $ 618,436

OTA4104 52 Angola 02 DEBT Resident $ 1,039,773 $ 1,039,773

OTA2072 53 Botswana BDGT Resident $ 1,018,359 $ 1,018,359

OTA3096 54 Botswana CRME Intermittent $ 683,851 $ 683,851

OTA5057 55 Cameroon RVNU Project Coordinator + Intermittent $ 659,594 $ 659,594

OTA5049 56 Cote D'Ivoire RVNU Project Coordinator + Intermittent $ 635,608 $ 635,608

OTA1083 57 Ethiopia BANK Resident $ 1,532,231 $ 1,532,231

OTA4085 58 Ethiopia IFT DEBT Resident $ 188,841 $ 590,789 $ 779,629

OTA1078 59 Guinea BANK Intermittent $ 634,208 $ 634,208

OTA4018 60 Kenya DEBT Resident $ 824,361 $ 824,361

OTA4099 61 Kenya IFT DEBT Resident $ 478,893 $ 478,893

OTA1090 62 Liberia BANK Resident $ 1,438,355 $ 1,438,355

OTA1054 63 Madagascar 01 (Financial Inclusion) BANK Resident $ 688,837 $ 688,837

OTA1084 64 Madagascar 02 (Insurance Supervision) BANK Intermittent $ 432,624 $ 432,624

OTA1085 65 Madagascar 03 (Deposit Insurance) BANK Intermittent $ 331,323 $ 331,323

OTA2056 66 Madagascar BDGT Resident $ 840,619 $ 840,619

OTA4066 67 Madagascar DEBT Resident $ 904,250 $ 904,250

OTA1089 68 Seychelles BANK Intermittent $ 579,787 $ 579,787

OTA1055 69 Sierra Leone BANK Resident $ 1,428,991 $ 1,428,991

OTA2082 70 Sierra Leone BDGT Intermittent $ 436,459 $ 436,459

OTA3092 71 Sierra Leone CRME Intermittent $ 410,732 $ 410,732

OTA5064 72 Sierra Leone RVNU Project Coordinator + Intermittent $ 519,713 $ 519,713

OTA4084 73 The Gambia DEBT Intermittent $ 147,877 $ 147,877

OTA2085 74 Uganda 03 BDGT Resident $ 803,967 $ 803,967

OTA3098 75 Zambia CRME Intermittent $ 772,327 $ 772,327

OTA5028 76 Zambia RVNU Intermittent $ 74,089 $ 74,089

Subtotal Sub-Saharan Africa $ 188,841 $ 18,526,053 $ 18,714,893
24

Notes

1. TIATA figures include carryover of prior year TIATA funds.

2. Figures include program management (20% of total).

3. OTA Team abbreviations: BDGT = Budget and Financial Accountability; CRME = Economic Crimes; BANK = Banking and Financial Services; DEBT = Government Debt 

and Infrastructure Finance; RVNU = Revenue Administration and Policy.

4. Co-funding amounts may reflect funds intended for more than one year.

SENIOR ADVISORS Team Advisor Category Co-Financing TIATA Total 

OTA1013 77 Senior Advisor (AFR+EUR) BANK $ 568,644 $ 568,644

OTA1076 78 Senior Advisor (DC-Based) BANK $ 464,282 $ 464,282

OTA1050 79 Senior Advisor (Financial Inclusion) BANK $ 477,572 $ 477,572

OTA2015 80 Senior Advisor BDGT $ 711,398 $ 711,398

OTA2016 81 Senior Advisor (Cash Management) BDGT $ 661,053 $ 661,053

OTA3023 82 Senior Advisor I CRME $ 537,123 $ 537,123

OTA3024 83 Senior Advisor II CRME $ 571,006 $ 571,006

OTA4016 84 Senior Advisor Debt DEBT $ 599,488 $ 599,488

OTA4054 85 Senior Advisor IFT DEBT $ 683,960 $ 683,960

OTA5011 86 Senior Advisor RVNU $ 757,358 $ 757,358

Subtotal Senior Advisors $ - $ 6,031,884 $ 6,031,884

GRAND TOTAL $ 888,058 $ 51,897,291 $ 52,785,348

Note: Co-funding amounts may reflect funds intended for more than year. Amounts listed reflect available budget authority in FY21.