DEPARTMENT OF THE TREASURY

INTERNATIONAL AFFAIRS TECHNICAL ASSISTANCE

2018 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

II. Program Organization and Principles 2

III. Project Allocation and Funding 3

IV. Project Selection and Assistance Delivery 5

V. Program Evaluation and Monitoring 7

VI. Achievements 9

Annex 1: U.S. Treasury Strategic Plan 2018-2022 (Strategic Objective 2.3: 

 Foreign Technical Assistance) 13

Annex 2: OTA Strategic Plan 2016-2020 15

Table A - 2018 TIATA Budget Execution Plan 17

Table B - 2018 Non-TIATA Sources of Funding 22
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 2018. 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.

For 25 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. Additionally, governments that develop effective financial 

sector oversight regimes are valuable partners in the global effort to combat money 

laundering and terrorist financing. 

In 2018, OTA supported financial sector strengthening in many regions and countries. 

As discussed in greater detail in section VI, OTA projects in Africa (e.g., Cabo Verde), 

Asia (e.g., Philippines), Latin America (e.g., Honduras), and Eastern Europe (e.g., 

Ukraine) helped mobilize revenues, deepen domestic bond markets, increase 

infrastructure finance, strengthen budget systems, improve banking supervision, and 

combat economic crimes. In 2018, OTA began promising new engagements in Ecuador 

and Panama; they show good prospects of supporting Treasury’s America Crece 

(America Grows), energy framework, and debt transparency initiatives. 

OTA’s work supports Treasury’s strategic goal of promoting financial stability globally. 

As described in Treasury’s Strategic Plan for 2018-2022, OTA provides “technical 

assistance to enable foreign partner countries to better raise and manage financial 

resources and protect their financial sectors.” This work entails focusing on OTA’s five 

core program disciplines (revenue policy and administration; budget and financial 

accountability; government debt issuance and infrastructure financing; banking and

financial services; economic crimes) as well as 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 and rising median real incomes. (See 

Annex 1: U.S. Treasury Strategic Plan 2018-2022.) 
2

II. Program Organization and Principles 

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

governments of developing and transition 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. 

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

• OTA supports 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. 

• OTA is selective. 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 high-level terms and aims of the 

engagement, followed by a tactical-level work plan specifying activities in support of 

those aims.

• OTA works side-by-side with counterparts. OTA engagements are based on close 

interaction between advisors and working-level partners, whether 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.
3

III. Project Allocation and Funding 

As of the end of 2018, OTA had 110 projects in 48 countries. Thirty-six percent of 

OTA’s total projects in 2018 were in the Americas, 25 percent in Asia, 24 percent in SubSaharan Africa, 10 percent in Europe and Eurasia, and 5 percent in the Middle East and 

North Africa (see chart below). The total number of projects and their regional 

distribution are consistent with OTA’s footprint in recent years, with a marginal increase 

in projects in the Americas (e.g., Argentina, Colombia, Dominican Republic) while the 

share of projects in Sub-Saharan Africa declined slightly as several long standing 

engagements in that region concluded (e.g., Malawi and Zambia). 

OTA strives for depth of engagement and an integrated, multi-discipline 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 2018, out of OTA’s 48 

country engagements, 26 involved experts from two or more disciplines. 

Chart 1 - OTA Projects by Region 2018

OTA received total funding of $34.9 million in 2018, including funds directly 

appropriated to the program and transfers from other U.S. agencies. OTA’s direct annual 

appropriation, formally known as “Treasury International Affairs Technical Assistance” 

or TIATA, financed either wholly or partly a total of 105 projects, with a combined 

budget of $48.2 million. TIATA is a multi-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. In FY 2018, Congress appropriated $30 million in TIATA 

resources. This level of funding helped to offset the decline in inter-agency transfers (see 

below) and enabled the program to maintain, and in some cases, initiate engagements in 

36%

25%

24%

10%

5%

Americas

Asia

Sub-Saharan Africa

Europe/ Eurasia

Middle East/N. Africa
4

priority assistance areas, including AML/CFT, spurring domestic resource mobilization, 

and increasing access to finance.

In addition to TIATA funding, OTA receives resources from other agencies, such as the 

U.S. Department of State and the United States Agency for International Development. 

Funding transferred to OTA from other agencies in 2018 totaled $4.9 million, a decline of 

$18.7 million, or 79%, from the previous year (2017). This decline is due in part to 

timing, as funds that were planned to be transferred to OTA in FY 2018, including 

funding from the State Department for OTA projects in Ukraine, Kosovo, and Moldova

were delayed into FY 2019. The program continues to monitor closely the level of 

funding it receives—both TIATA and transfers from other agencies—to ensure that it is 

sufficient to sustain the current level of technical assistance OTA delivers globally and to 

respond to new and emerging priorities.

Chart 2 - OTA Funding by Source FY 2014-FY 2018

Notes

1. AEECA refers to State Department Assistance for Europe, Eurasia, and Central Asia. AEECA funding includes

multi-year funding for certain projects.

2. Details may not add to totals due to rounding.
5

Tables A and B at the end of this report provide additional data regarding the allocation 

of OTA funding sources in 2018, including funds received as transfers.

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 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.

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 for Treasury 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 or intermittent advisor-based project model, or a combination of 

both. Project documentation, in particular 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. 

For promising requests that OTA determines to be within their mandate, an on-theground assessment is carried out by OTA subject matter experts. The OTA subject 

matter expert shares the 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. 

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 to begin new projects or 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; 
6

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

counterpart country, typically for a period of several 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 several years, in periods of two to three weeks at a 

time, working with host-country counterparts. Between these multi-week 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.

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. 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 project for funding, 

Terms of Reference (TOR) are worked out 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 describe the broad goals of the project and represent 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 plan specifies objectives, planned completion dates and deliverables, 

and is the primary basis for regular monthly progress reports to Treasury headquarters. 
7

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 individual projects and the overall program. OTA monitors project

performance using a variety of methods, including on-site evaluations by OTA managers, 

written monthly reports prepared by advisors that describe progress on work plan 

objectives, 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 is to better understand the program’s longer-term impact. OTA 

completed seven end-of-project reports in 2018.

OTA closely monitors the level of “traction,” or the degree to which changes in partner

governments’ behavior occur as a result of OTA assistance (e.g., 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). OTA also measures “impact” (the extent to which the 

objectives are actually achieved) for each technical assistance project. The level of 

traction and impact is measured by OTA advisors and headquarters staff according to 

specific indicators that are relevant to each of the five OTA financial disciplines. For 

example, revenue team indicators include adoption of modern functional processes and 

procedures, and adequacy of investigation and adjudication of internal conduct matters by 

the tax agency. 

For 2018, the baseline targets for OTA’s traction and impact were set using a 5-point 

scale (with 5 representing the highest possible traction and impact), at 3.6 and 3.1, 

respectively. The targets reflect a reasonable expectation of project traction and impact 

taking into consideration the inherent challenges of achieving a meaningful engagement 

with foreign partners that leads to tangible outcomes. OTA exceeded performance goals 

for traction in 2018 with an actual score of 3.8. OTA’s impact score declined slightly to 

3.0, but is in line with historical averages. (See rating scale below for additional 

explanation of the meaning of these scores.) 
8

In addition to the traction and impact evaluation, OTA surveys country counterparts 

(policy and working-level counterparts in the host country) who have worked first-hand

with OTA advisors. The survey is valuable as it provides direct feedback from those 

directly affected by the program who have an interest in receiving high quality technical 

assistance, and who, in many cases, have a basis for comparing OTA assistance with that 

of other providers. In 2018, OTA received 41 survey responses covering projects in 28

countries. The results indicate that, within the respondent countries, project objectives 

are being met and assistance is making an important contribution to strengthening 

institutional capacity.

OTA is in the process of enhancing its evaluation regime in accordance with the Foreign 

Aid Transparency and Accountability Act of 2016 (FATAA). The proposed 

OTA Traction and Impact 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. 

Impact

5 – This objective has been completed and/or is having a noticeable and positive effect. The work 

being accomplished makes a difference that all involved in the project recognize and value. The 

project is making substantive and substantial differences that can be verified by any observer who 

understands the technical nature of this work.

3 – Though the effects of this objective are unmistakable and positive, the objective was designed to 

achieve more than has been done to date.

1 – There has been little if any substantive achievement or change as a result of work on this 

objective. It may be because little work has been done to date; because what has been done has been 

inadequate; or because what was done failed. 

Use the numbers 4 and 2 to indicate levels of Traction and Impact between 5 and 3, or 3 and 1, if that 

best reflects the professional assessment of the evaluator.
9

enhancements would include an independent (third-party) evaluation of projects after the 

completion of the second year of technical assistance activities and 6-12 months after 

project activities cease. The evaluations will provide objective insights into projects that 

would allow for course-corrections and inform both ongoing and planned engagements. 

For example, an evaluation of a project in the budget area may measure the extent to 

which the project helped to enhance transparency, accountability, and control over 

financial resources through the implementation of a new budget classification system. 

Results of evaluations will be made available to the public.

VI. 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. On 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. OTA 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 6% of TIATA-funded projects, per year.

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 2018, several OTA partner countries demonstrated such commitment 

and made significant achievements with OTA assistance. Notable accomplishments 

include the following: 

Banking and Financial Services

Ukraine Implements Distressed Loan Sales. One of the most important aspects of 

strengthening Ukraine’s banking sector, and in turn the overall economy, has been to sell 

the assets of failed banks. Ukraine’s Deposit Guarantee Fund (DGF), with OTA support, 

successfully implemented a bulk sales process for loans taken over from bank failures

that were precipitated by the country’s 2014 political and economic crisis. Starting in the 

last quarter of 2018, the DGF sold 419 loans valued at $790 million by balance (principal 

plus interest accrued) through three successful bulk sales with international loan sale 

advisors, resulting in the return of these assets to the private sector at a market price and 

substantial recovery of funds to the government. In addition, these sales have attracted 

European and US investors, and have created a secondary market in purchasing, 

collecting, and servicing distressed debt. This process is the first successful state bulk 

sales program in Central and Eastern Europe since the early 2000s and is the culmination 

of five years of sustained engagement by OTA.
10

Revenue Policy and Administration

Burma Audits Construction Industry. Due to the high visibility of the construction 

sector in Burma, as well as the opportunities for tax revenues to be lost in the nexus 

between contractor and subcontractors, the construction industry is a prime candidate for 

a tax compliance improvement plan. In 2018, a team of auditors from the Internal 

Revenue Department’s (IRD) Large Taxpayer Office and Medium Taxpayer Office 

began implementing a compliance improvement plan, identifying 22 firms that did not 

file taxes, or had indicators of under-reported earnings. Using improved risk 

management concepts, field research, audit case development, informational meetings, 

and interview techniques imparted by OTA, the compliance improvement teams are 

registering the non-filing firms, and correcting taxpayer misinformation, setting the stage 

for the newly registered businesses to then file and pay at the taxpayer offices. OTA will 

work with the IRD to transfer compliance risk management concepts piloted in the 

construction sector to other specialized industries, allowing the IRD to target additional 

revenue sources, bring delinquent taxpayers into the fold, and ensure a level playing field 

where all companies are meeting their taxpayer obligations.

Dominican Republic Investigates Tax Fraud. OTA’s partnership with the Dominican 

Republic’s Dirección General de Impuestos Internos (DGII) has advanced the 

institution’s investigation and prosecution of tax fraud and tax evasion cases. Following 

the creation of the DGII Tax Crimes and Anti-Money Laundering Unit, OTA helped 

develop an investigations operational manual, documenting a structured investigative 

approach and trained tax crimes investigators in case and investigation

management. Since the completion of the new unit, DGII has received 205 allegations 

and initiated 104 investigations. In March 2018, the DGII Tax Crimes unit made its first 

arrest of a tax preparer for tax fraud involving an estimated loss of $8.2 million. The Tax 

Crimes Unit has submitted six investigations to the DGII Legal Division for potential 

prosecution of individuals alleged to have evaded taxes of as much as $21 million.

Budget and Financial Accountability

Honduras Decreases Payment Arrears. In an important initiative to improve 

transparency and efficiency in public finances, the Honduran Treasury, with OTA 

assistance under a Millennium Challenge Corporation (MCC) Threshold Program, 

implemented a system that selects invoices (from vendors who provided goods or 

services to the government) to pay based on a set of objective criteria, such as due date 

and class of expenditure. The system selects the oldest unpaid invoices for the class of 

expenditure that is scheduled to be paid based upon a published calendar. This system has 

reduced the opportunity for government officials to solicit bribes to get invoices paid and 

creates an environment where vendors have confidence that payments will occur in a fair 

and objective manner. The Government of Honduras is now tracking and limiting the 

payment arrears as required by its fiscal responsibility law. Since the beginning of the 

Threshold Program, arrears in payments to vendors based on MCC indicators have gone 

from 2.2% of GDP in 2014 to 1.1% of GDP in 2017. While final GDP numbers are not 

available for 2018, the absolute value of arrears has continued to decline.
11

Ukraine Institutionalizes Medium Term Budgeting. With OTA assistance, Ukraine 

developed and approved amendments to its Budget Code in 2018 to allow for the 

implementation of medium-term budget planning. The amendments included 

modifications to the national budget calendar, addition of specific fiscal rules, and 

strengthening responsibilities of budget managers. When fully implemented, the transition 

to medium-term budgeting will reinforce fiscal discipline, facilitate informed 

policymaking and better monitoring of expenditure commitments, and improve 

predictability in planning and executing the budget. OTA also assisted in the development 

of changes to a Ministry of Finance order setting out the methodology for fiscal impact 

calculations of proposed legislation. 

Government Debt and Infrastructure Finance

Philippines Launches Online Bond Auctions. In August 2018, the Philippine Bureau 

of the Treasury launched the National Registry of Scriptless Securities, an electronic 

government security auction platform and central securities depository system, to replace

an outdated and fragmented system that required significant manual processing. The 

registry will allow the Government of the Philippines to manage its government debt 

operations more efficiently, securely, and transparently. OTA advisors have been 

working with the Philippine Treasury on the conceptualization and implementation of the 

registry since 2014. 

Philippines Develops Green Investing. With OTA assistance, the Philippines Securities 

& Exchange Commission (SEC) has become a leader among the Association of Southeast 

Asian Nations (ASEAN) capital market regulators in promoting green finance, which 

involves engaging traditional capital markets in creating and distributing a range of 

financial products and services that deliver both investable returns and environmentally 

positive outcomes. Working closely with the Malaysian Securities Commission, the 

Philippines SEC spearheaded the adoption of ASEAN Green Bond Standards as a way to 

attract foreign capital and develop its own domestic market. The Philippines’ effort to 

appeal to global sustainable investors, capitalize on its growing renewables industry, and 

spur investment in resilient infrastructure that can sustain severe weather events has been 

successful. Since 2016, the country has executed seven green transactions totaling $1.33 

billion.

Economic Crimes 

Argentina Issues Order to Freeze Funds. Argentina’s Financial Intelligence Unit 

(UIF) issued a freeze order requiring financial institutions in Argentina to restrain any 

funds associated with individuals or entities that the UIF had determined were connected 

to the Barakat Clan, a transnational criminal organization operating in the tri-border area 

of Argentina, Brazil and Paraguay. Since 2016, OTA has provided significant assistance 

to the UIF and other anti-money laundering/countering the financing of terrorism 

stakeholders in Argentina, which contributed to the UIF’s ability to successfully issue the 

freeze order.
12

Cabo Verde Formalizes Currency Declaration Requirements. Government of Cabo 

Verde stakeholders in late-2018 began to conduct routine interagency investigative 

operations premised on the existence of newly implemented cross-border currency 

declaration requirements that were developed with OTA assistance and are consistent 

with international standards. As part of this effort, and based on OTA recommendations, 

Cabo Verde is making currency declaration forms available for download on social media 

platforms and agency websites, including the Ministry of Finance homepage, and also to 

entering and departing passengers at immigration booths. Formal protocols between law 

enforcement agencies have also been established by Cabo Verdean authorities to address 

the post-collection handling of currency declaration forms to ensure their effective use as 

financial intelligence. 
13

Annex 1: U.S. Treasury Strategic Plan 2018-2022 (Strategic Objective 2.3: Foreign 

 Technical Assistance)
14
15

Annex 2: OTA Strategic Plan 2016-2020

STRATEGIC PLAN 2016-2020

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). 
16

• 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. 
17

Table A

2018 TIATA Budget Execution Plan

Projects Funded by FY 2018 Treasury International Affairs Technical Assistance (TIATA) Appropriation

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

1 Argentina BANK Resident + Intermittent $ - $ 794,343 $ 794,343

2 Argentina BDGT Intermittent $ - $ 122,625 $ 122,625

3 Argentina CRME Resident $ - $ 759,747 $ 759,747

4 Argentina (Infrastructure Finance) DEBT Resident $ - $ 608,973 $ 608,973

5 Argentina RVNU Intermittent $ - $ 215,578 $ 215,578

6 Colombia IFT DEBT Intermittent $ - $ 171,181 $ 171,181

7 Colombia IFT 02 DEBT Resident $ - $ 706,702 $ 706,702

8 Colombia RVNU Intermittent $ - $ 128,483 $ 128,483

9 Dominican Republic (Financial Inclusion) BANK Intermittent $ - $ 246,613 $ 246,613

10 Dominican Republic (Financial Stability) BANK Intermittent $ - $ 148,673 $ 148,673

11 Dominican Republic CRME Intermittent $ - $ 218,156 $ 218,156

12 Dominican Republic RVNU Project Coordinator + Intermittents $ - $ 544,391 $ 544,391

13 Dominican Republic 02 BDGT Resident $ - $ 65,479 $ 65,479

14 ECCB-Saint Kitts CRME Intermittent $ - $ 144,102 $ 144,102

15 El Salvador BDGT Resident $ - $ 445,465 $ 445,465

16 Guatemala (Financial Inclusion) BANK Intermittent $ - $ 57,665 $ 57,665

17 Guyana RVNU Project Coordinator + Intermittents $ 113,877 $ 395,888 $ 509,765

18 Honduras BDGT Intermittent $ - $ 71,847 $ 71,847

19 Honduras DEBT Intermittent $ - $ 403,025 $ 403,025

20 Jamaica (Financial Inclusion) BANK Intermittent $ - $ 226,619 $ 226,619

21 Jamaica (Deposit Insurance) BANK Intermittent $ - $ 135,305 $ 135,305

22 Jamaica BDGT Resident $ - $ 584,359 $ 584,359

23 Mexico (Financial Inclusion) BANK Intermittent $ - $ 175,324 $ 175,324

24 Panama DEBT Intermittent $ - $ 69,228 $ 69,228
18

25 Paraguay (Financial Inclusion) BANK Intermittent $ - $ 196,895 $ 196,895

26 Paraguay (Financial Stability) BANK Intermittent $ - $ 178,768 $ 178,768

27 Paraguay (Deposit Insurance) BANK Intermittent $ - $ 135,509 $ 135,509

28 Paraguay BDGT Resident $ - $ 912,700 $ 912,700

29 Paraguay CRME Resident $ - $ 801,977 $ 801,977

30 Paraguay RVNU Project Coordinator + Intermittents $ - $ 128,892 $ 128,892

31 Paraguay DEBT Resident $ - $ 555,529 $ 555,529

32 Paraguay IFT DEBT Resident $ - $ 543,238 $ 543,238

33 Peru (Financial Inclusion) BANK Resident $ - $ 539,769 $ 539,769

34 Peru (Deposit Insurance) BANK Intermittent $ - $ 165,192 $ 165,192

35 Peru CRME Intermittent $ - $ 563,983 $ 563,983

36 Peru IFT DEBT Intermittent $ - $ 362,187 $ 362,187

37 Peru RVNU Intermittent $ - $ 241,283 $ 241,283

38 Saint Vincent and the Grenadines CRME Intermittent $ - $ 143,891 $ 143,891

39 Trinidad & Tobago BANK Intermittent $ - $ 76,278 $ 76,278

40 Uruguay (Deposit Insurance) BANK Intermittent $ - $ 108,724 $ 108,724

41 Uruguay (Financial Inclusion) BANK Intermittent $ - $ 72,911 $ 72,911

Subtotal Latin America and Caribbean $ 113,877 $ 13,167,497 $ 13,281,374
19

ASIA Team Advisor Category Co-Financing TIATA Total 

42 Burma 01 BDGT Intermittent $ - $ 257,651 $ 257,651

43 Burma CRME Intermittent $ - $ 526,030 $ 526,030

44 Burma RVNU Resident + Intermitent $ - $ 1,084,997 $ 1,084,997

45 Cambodia BANK Resident $ - $ 92,843 $ 92,843

46 Cambodia (Financial Stability) BANK Intermittent $ - $ 110,996 $ 110,996

47 Cambodia 02 BDGT Intermittent $ 324,842 $ 371,066 $ 695,908

48 India 02 IFT DEBT Intermittent $ - $ 492,386 $ 492,386

49 Indonesia 02 BDGT Resident $ - $ 939,292 $ 939,292

50 Indonesia IFT DEBT Resident $ - $ 678,988 $ 678,988

51 Maldives DEBT Intermittent $ - $ 31,250 $ 31,250

52 Mongolia DEBT Resident $ - $ 105,386 $ 105,386

53 Mongolia 02 IFT DEBT Intermittent $ - $ 83,822 $ 83,822

54 Mongolia BDGT Resident $ - $ 376,450 $ 376,450

55 Mongolia CRME Resident + Intermittent $ - $ 802,941 $ 802,941

56 Nepal BANK Intermittent $ - $ 268,052 $ 268,052

57 Papua New Guinea RVNU Intermittent $ - $ 253,530 $ 253,530

58 Philippines DEBT Intermittent $ - $ 316,218 $ 316,218

59 Philippines BANK Resident + Intermittent $ - $ 329,509 $ 329,509

60 Philippines IFT DEBT Resident $ - $ 734,726 $ 734,726

61 Southeast Asia IFT DEBT Resident $ - $ 348,781 $ 348,781

62 Sri Lanka BANK Resident + Intermittent $ - $ 419,770 $ 419,770

63 Sri Lanka RVNU Project Coordinator + Intermittent $ - $ 551,450 $ 551,450

64 Vietnam BDGT Resident $ - $ 53,665 $ 53,665

Subtotal Asia $ 324,842 $ 9,229,799 $ 9,554,641

EUROPE AND EURASIA Team Advisor Category Co-Financing TIATA Total 

65 Kosovo BANK Intermittent $ 94,337 $ 126,198 $ 220,535

66 Moldova RVNU Resident $ 46,616 $ 253,750 $ 300,366

67 Ukraine BANK Intermittent $ 222,371 $ 1,003,789 $ 1,226,160

68 Ukraine 02 DEBT Intermittent $ 1,009,250 $ 125,000 $ 1,134,250

69 Ukraine RVNU Intermittent $ 205,261 $ 375,000 $ 580,261

$ 1,577,835 $ 1,883,737 $ 3,461,572
20

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

70 Botswana BDGT Resident $ - $ 996,003 $ 996,003

71 Cameroon RVNU Project Coordinator + Intermittents $ - $ 497,964 $ 497,964

72 Cote D'Ivoire BDGT Resident $ - $ 891,961 $ 891,961

73 Cote D'Ivoire DEBT Resident $ - $ 861,726 $ 861,726

74 Cote D'Ivoire RVNU Project Coordinator + Intermittents $ 173,686 $ 669,400 $ 843,086

75 Gambia BDGT Resident $ - $ 852,017 $ 852,017

76 Gambia RVNU Project Coordinator + Intermittents $ - $ 322,939 $ 322,939

77 Guinea-Bissau RVNU Intermittent $ - $ 498,644 $ 498,644

78 Kenya BANK Intermittent $ - $ 157,148 $ 157,148

79 Kenya DEBT Resident $ - $ 749,646 $ 749,646

80 Liberia CRME Intermittent $ - $ 322,219 $ 322,219

81 Madagascar (Financial Inclusion) BANK Resident + Intermittent $ - $ 1,139,343 $ 1,139,343

82 Madagascar BDGT Resident $ 45,614 $ 260,426 $ 306,040

83 Madagascar DEBT Resident $ - $ 796,113 $ 796,113

84 Malawi 01 BDGT Resident $ - $ 188,181 $ 188,181

85 Namibia (IFT) DEBT Resident $ 166,499 $ 250,071 $ 416,570

86 Niger RVNU Project Coordinator + Intermittents $ - $ 978,674 $ 978,674

87 Rwanda RVNU Project Coordinator + Intermittents $ - $ 796,944 $ 796,944

88 Rwanda DEBT Resident $ - $ 670,074 $ 670,074

89 Senegal BDGT Resident $ - $ 953,146 $ 953,146

90 Sierra Leone (Financial Inclusion) BANK Resident + Intermittent $ - $ 1,182,714 $ 1,182,714

91 Sierra Leone CRME Intermittent $ - $ 314,245 $ 314,245

92 Uganda BDGT Resident $ - $ 437,938 $ 437,938

93 Uganda IFT DEBT Resident $ - $ 673,457 $ 673,457

94 WAEMU Regional Securities Agency DEBT Resident $ - $ 717,282 $ 717,282

95 Zambia 02 BANK Intermittent $ - $ 456,371 $ 456,371

Subtotal Sub-Saharan Africa $ 385,799 $ 16,634,646 $ 17,020,445
21

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

96 Senior Advisor AFR/EUR BANK $ - $ 514,597 $ 514,597

97 Senior Advisor Financial Inclusion BANK $ - $ 485,548 $ 485,548

98 Senior Advisor BDGT $ - $ 464,069 $ 464,069

99 Senior Advisor Cash Management BDGT $ - $ 477,180 $ 477,180

100 Senior Advisor I CRME $ - $ 447,750 $ 447,750

101 Senior Advisor II CRME $ - $ 374,486 $ 374,486

102 Senior Advisor DEBT $ - $ 456,617 $ 456,617

103 Senior Advisor IFT DEBT $ - $ 436,395 $ 436,395

104 Senior Advisor RVNU $ - $ 890,066 $ 890,066

Subtotal Senior Advisors $ - $ 4,546,708 $ 4,546,708

OTHER FUNDED ACTIVITIES Team Advisor Category Co-Financing TIATA Total 

105 International Tax RVNU $ - $ 348,118 $ 348,118

Subtotal Other Funded Activities $ - $ 348,118 $ 348,118

GRAND TOTAL $ 2,402,353 $ 45,810,505 $ 48,212,858
22

Table B

2018 Non-TIATA Sources of Funding 

Treasury International Affairs Technical Assistance (TIATA)

Purpose Source Amount

Assistance for Europe, Eurasia and Central Asia State 632(b) $489,650

Technical Assistance to the Government of Cambodia USAID 632(b) $84,000

Technical Assistance to the Government of Jordan USAID 632(b) $515,381

Technical Assistance to Government of Mongolia State 632(b) $104,495

Technical Assistance to Government of Sri Lanka State 632(b) $766,000

Technical Assistance to Government of Trinidad and Tobago State 632(b) $200,000

Technical Assistance for Energy Governance and Capacity Building (Albania) State 632(b) $569,223

Technical Assistance to for Domestic Resource Mobilization (Ghana, Kenya) USAID 632(b) $2,144,000

TOTAL $4,872,749

Transfer 

Category