DEPARTMENT OF THE TREASURY

INTERNATIONAL AFFAIRS TECHNICAL ASSISTANCE

2013 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 Identification and Structure 6

V. Country Achievements 7

VI. Special Initiatives 

A. Clean Energy in Indonesia 9

B. Harnessing Infrastructure Finance for Economic Development 10

VII. Program Evaluation and Monitoring 11

Annex 1: Strategic Plan 2011-2015 13

Table A - 2013 TIATA Budget Execution Plan 15

Table B - 2012/13 Overseas Contingency Operations (OCO) 

Budget Execution Plan 19

Table C - 2013 Non-TIATA Sources of Funding 20
I. Introduction and Executive Summary

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

Office of Technical Assistance (OTA) for calendar year 2013. The report includes 

information on 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 more than 20 years, OTA has helped finance ministries and central banks of 

developing and transitional countries to strengthen their ability to manage public finances 

effectively and safeguard their financial sectors. Such assistance is also 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 governments that develop effective 

financial sector oversight regimes are valuable partners, including in the global effort to 

combat money laundering and terrorist financing. 

In 2013, OTA supported financial sector strengthening in many regions and countries. In 

Africa, assistance to develop domestic debt markets and capital markets helped broaden 

the investor base, thereby reducing the host governments’ over-reliance on the 

commercial banking sector, encouraging real sector lending, and lowering borrowing 

rates. As one example, in Tanzania, the government began selling longer-dated, 15-year 

bonds, thereby tapping a wider range of non-bank investors. Another example is OTA’s 

work in the East African Community, helping central banks establish deposit insurance 

funds, modernize core banking systems, and develop national and regional payments 

systems. With OTA support, the East African Payments System went “live” in 2013. 

This integrated, harmonized payment platform will facilitate regional trade and 

investment, and the development of regional financial markets. 

In Asia, OTA neared the successful conclusion of revenue administration projects that 

have led to more efficient management and higher revenues in Vietnam, Cambodia, and 

Mongolia. In Latin America, several countries partnered with the United States on 

successful money laundering investigations and implemented new asset forfeiture and 

management systems. 2013 also saw the expansion of OTA’s Latin American and 

Caribbean Financial Inclusion Initiative (LACFII), now active in Paraguay, Uruguay, 

Guatemala, El Salvador, and the Dominican Republic. LACFII has supported financial 

literacy and the development of regulatory regimes that give underserved populations 

access to at least basic financial services. 

Across all of these regions, a number of countries improved their cash management with 

the help of an OTA global initiative now in its third year. Better cash management 

increased transparency and decreased the need for debt issuance in countries as diverse as 

Zambia and El Salvador. 

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Demand for OTA assistance continues to grow. In 2013, OTA commenced important 

new projects in financial reporting, investment budgeting, and cash management in 

priority countries such as the Philippines and Haiti. OTA started an innovative program 

with the West African Regional Central Bank to stimulate greater local currency debt 

issuance throughout the eight-country currency zone. OTA is partnering with the U. S. 

Department of State’s Energy Governance and Capacity Initiative to help nascent energy 

producing countries improve their ability to manage new petroleum revenues effectively 

and accountably. OTA also expanded its technical assistance offerings to address the role 

that money service businesses and non-financial businesses and professions may play in 

facilitating illicit finance.

In 2013, OTA involvement in Iraq and Afghanistan declined in line with broader U.S. 

transition efforts in those countries and as projects reached their conclusion. In regions

of engagement, OTA maintains a critical eye on existing projects and proactively closes 

out projects where the host-country counterparts have an insufficient commitment to 

reform. 

OTA is also deepening its own internal reforms. OTA management is on track to 

complete by the end of 2014 a multi-year overhaul and improvement of its business 

processes, including financial management, human resources, logistical support, travel, 

and other areas.

II. Program Organization and Principles 

OTA is organized along functional lines, operating in five major disciplines:

• Revenue Administration and Policy: 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 the effectiveness of ministries 

of finance, the readability and transparency of budget documents, and the 

management and expenditure of government resources.

• Government Debt Issuance and Management: 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; and strengthens enabling 

environments for private investment, particularly in infrastructure.

• 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 anti-money 

laundering and counter terrorist financing regimes that are compliant with 

international standards. 

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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. Among 

U.S. agencies involved in foreign aid, OTA was singled out for praise in a report 

commissioned by the U.S. Department of State and U.S. Agency for International 

Development (USAID) 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.

III. Project Allocation and Funding

As of the end of 2013, OTA had 100 projects in 50 countries. Forty percent of OTA’s 

total projects in 2013 were in the Americas, 27 percent in Sub-Saharan Africa, 17 percent 

in Asia, 11 percent in Europe and Eurasia, and 5 percent in the Middle East and North 

Africa (see chart below). This breakdown represents an increase in the share of OTA 

projects in Latin America and the Caribbean due primarily to the program’s work to 

support regional security initiatives (e.g., Central America Regional Security Initiative) in 

partnership with the U.S. Department of State’s Bureau of International Narcotics and 

Law Enforcement (INL). These figures also represent a decline in the share of projects in 

Asia and the Middle East and North Africa reflecting largely the wind down of OTA’s 

engagements in Afghanistan and Iraq, and very limited engagement in Arab countries in 

transition because of security constraints.

While the specific number of projects and countries fluctuates from year to year, OTA 

has focused on providing even deeper assistance to fewer countries. This selective 

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

the importance of engaging with a counterpart government in various disciplines—tax 

administration, budget execution, debt management, financial sector supervision, and 

anti-corruption—both simultaneously and in a coordinated way to achieve more 

convincing results and a stronger overall system.

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Chart 1 - OTA Projects by Region 2013

OTA received total funding of $39.3 million in 2013, including funds directly 

appropriated to the program and transfers from other U.S. agencies. Eighty-six projects, 

with a combined budget of $31.518 million, were financed either wholly or partly by 

OTA’s direct annual appropriation, formally known as “Treasury International Affairs 

Technical Assistance” or TIATA. 

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

pursuing its mission. In addition to TIATA funding, OTA receives resources from other 

agencies, such as the U.S. Department of State as part of the Assistance for Europe, 

Eurasia and Central Asia (AEECA) program. AEECA resources have declined 

significantly over the last decade and have remained at a relatively low level in recent 

years as the countries in these regions become more self-sufficient and U.S. Government 

technical assistance is needed less. 

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Chart 2 - OTA Funding by Source FY 2009-FY 2013

 

Notes

1. FY10 TIATA figure includes a $7.1 million supplemental appropriation for assistance to Haiti.

2. FY10 figure includes $9.5 million in one-time supplemental Financial Crisis Rapid Response funding from USAID.

3. FY11 and FY12 AEECA figures include multi-year funding for certain projects.

4. FY12 TIATA figure includes $1.552 million in Overseas Contingency Operations (OCO) funding.

5. FY13 TIATA figure includes $1.473 million in OCO funding. Both TIATA and OCO amounts were subjected to 

sequester.

6. Details may not add to totals due to rounding.

Occasionally, OTA has received funding through supplemental appropriations. In some 

cases, such as OTA’s work in Iraq and Afghanistan, supplemental funds are transferred to 

OTA from USAID and the U.S. Department of State. In other cases, supplemental funds 

may be appropriated directly to OTA, such as the 2010 supplemental TIATA 

appropriation ($7.1 million), which was part of the U.S. Government’s post-earthquake 

assistance package for the Government of Haiti. Tables A, B, and C at the end of this 

report provide additional data regarding the allocation of OTA funding sources in 2013.

As shown by Table A, TIATA funding has sometimes been used to co-fund projects with 

USAID and INL. However, OTA has experienced significant decreases in transfers from 

other U.S. agencies. In 2013, funding received by OTA through interagency transfers 

declined by 39 percent compared to the average level of funds received in the preceding 

four years.

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IV. Project Identification and Structure

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 International Monetary Fund (IMF), as well as from OTA advisors already on 

the ground implementing other projects. 

For promising requests that are determined to be within the OTA mandate, an on-theground assessment is carried out by OTA subject matter experts. Assessment 

conclusions are shared with the partner government and the U.S. embassy. OTA looks to 

its host-country counterparts to define project goals from the outset. In our experience, 

goals and objectives that are not “owned” by the counterpart are seldom achieved. 

A project proposal based on the assessment is submitted by the manager of one of OTA’s 

five core disciplines. 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; 

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 (both in the field, at the embassy level 

and at the headquarters level in Washington), the IMF, and the World Bank. 

Project 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. Our experience has been 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. 

A resident project frequently includes, in addition to a resident advisor, the participation 

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

For an intermittent advisor-based project, a group of 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 a resident or intermittent project model is selected depends on the extent and 

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

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Typically a 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 a resident or intermittent project is selected for funding, Terms 

of Reference (TOR) are worked out with the counterpart agency and signed. 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. 

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. 

The reports are used 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, 

generally on an annual basis. 

Project Cost Sharing. OTA covers the cost of advisor salary, travel and personal support, 

and pays for office equipment and a local program assistant. The host institution must 

provide office space for the advisor in its own headquarters building and adequate phone 

and internet communications. 

OTA’s small administrative staff in Washington, D.C., is focused on supporting projects 

in the field, such as providing project oversight and program management, arranging 

travel, and performing other administrative functions. 

V. Country Achievements

In 2013, OTA partner countries made significant achievements across all five areas of 

public financial management and financial sector strengthening in which OTA is 

involved. Notable accomplishments include the following: 

Revenue Administration and Policy

Colombia Creates First Revenue Inspector General (IG) in Latin America. 

Following recommendations and assistance from OTA, Colombia has instituted the first 

IG for revenue issues in Latin America, creating a body tasked with investigating 

corruption and rooting out systemic weaknesses in the tax and social security 

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administrations. The new IG could serve as an exemplar in the region. OTA provided 

feedback on the organizational structure, as well as on the scope of authority of the 

investigation and internal audit departments. It also advised on the set-up of 

administrative functions such as information technology (IT) and public affairs, in 

addition to providing investigation training. Internal audit can look at processes —

uncovering risks, failures, and inefficiencies — as well as organizational effectiveness as 

measured against established benchmarks. One of the first internal audits that the IG 

agency conducted looked at the tax administration’s ability to handle implementation of a 

new social welfare tax. The audit showed that, in fact, the tax administration did not have 

the informational and other infrastructure necessary to support implementation of the new 

tax. In addition, demonstrating the interplay between internal audit and investigation, the 

audit showed that an IT official had shut down firewalls for several days, leaving the 

system vulnerable to unauthorized access. The information led to an investigation, which 

resulted in the firing of the official. 

Budget and Financial Accountability

Honduras Improves Procurement Practices. A government-owned Honduran hospital 

lowered its costs by 54% on its first purchase of medical supplies under a procurement 

system designed with the help of OTA. OTA worked closely with the national 

purchasing office, the health ministry, and hospitals to create a request for bids for a 

range of medical supplies, providing examples of U.S. and World Bank procurement 

documents, discussing pros and cons of various approaches, and reviewing drafts of bid 

documents. This approach allows for hospitals to purchase supplies on an as-needed basis 

at fixed prices that are considerably lower than if they were spot-purchased. Cost savings 

are expected to continue as the procurement system is utilized by other state institutions.

Government Debt Issuance and Management

Indonesia Improves Bond Rating. In early 2013, Indonesia was awarded its second 

investment-grade rating. In issuing its rating, Moody’s Investors Services cited a number 

of factors including the presence of policy buffers and tools that address financial 

vulnerabilities. OTA worked with the Finance Ministry’s Debt Management Organization

to formulate and implement debt management policies and strategies that reinforced a 

continued improvement in Indonesia’s sovereign credit rating. For example, there was a 

focus on developing demand for long-dated securities in order to reduce refinancing risk. 

Another example was work on the procedures for implementing the Bond Stabilization

Framework, which has provided a safety valve during several periods of market 

volatility.

Banking and Financial Services

East African Community (EAC) Moves Towards Payment System. A key aspect of 

the EAC economic agenda is the integration of the national payment systems, known as 

the East African Payments System (EAPS), which will allow the five member states to 

effectively and efficiently make cross-border payments, facilitating movement of goods, 

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services, and capital. With OTA help, three of the five EAC countries have implemented 

national payment systems with common standards, which enable an integrated cross 

border system. Final implementation of an integrated system, however, is predicated on 

each of the five member countries meeting all of the prerequisites for EAPS. Burundi 

does not yet have a modern payments system that could link into EAPS, while the Bank 

of Tanzania (central bank) lacks a modern core banking system, the system upon which 

all other IT functions (including the national payments system) operate. In 2013, OTA 

successfully launched technical assistance engagements with the aim of assisting the 

central banks in acquiring and implementing a modern payments system (Burundi) and 

core banking system (Tanzania). This will clear major impediments and provide a clearer 

path toward EAC financial integration.

Economic Crimes

Costa Rica Seizes $21.5 Million in Money Laundering Case. Costa Rican prosecutors 

and investigators successfully coordinated with U.S authorities to take down an online 

money transfer business operating from Costa Rica. Described by U.S. prosecutors as the 

largest money laundering prosecution in history, Liberty Reserve operators allegedly 

laundered approximately $6 billion in illicit proceeds. Costa Rican prosecutors froze 

approximately $21.5 million deposited in local banks as well as other assets linked to this 

complex international money laundering operation. OTA provided guidance to Costa 

Rican regulatory authorities and training for investigators and prosecutors, and brokered 

cooperation between Costa Rican and U.S. law enforcement authorities, all of which was 

critical to the swift seizure of bank accounts as Liberty Reserve operators attempted to 

transfer its assets out of Costa Rica. 

VI. Special Initiatives 

This section focuses on two special initiatives being undertaken by OTA: clean energy 

investment and infrastructure finance. 

A. Clean Energy in Indonesia. 

OTA is accelerating the Indonesian State Electricity Company’s (PLN) shift away from 

overreliance on expensive and dirty diesel generators by improving the investment 

climate for independently-owned clean energy projects.

The electric company operates 4,000 isolated power networks across the country’s 

myriad islands. Since many of those grids rely solely on diesel, the cost of generation in 

those areas is up to four times higher than the average electricity rate charged to the 

consumer. As a result, the Indonesian electricity subsidy, totaling $9.5 billion in 2011, is 

a huge burden on the national budget. Switching to cheaper (and cleaner) sources of 

energy will help ease this financing burden. 

OTA is working with the PLN to create standardized agreements under which the 

company agrees to purchase output from independently-owned power plants. Operations 

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at the PLN are currently decentralized, and the regional offices have the authority to sign 

agreements with the power producers, creating inconsistencies and increased risks to the 

developer, government, and PLN. Some mini-hydro projects reached agreement with the 

PLN but remain stalled due to lack of financing. Project developers and banks do not 

understand each other’s requirements and constraints. 

Under the auspices of its Infrastructure Finance Team, OTA is addressing the 

inconsistencies and different standards that are applied to such agreements. The focus is 

mainly on the issues of risk distribution and security of the contract, with the aim of 

making the contract, and therefore the project, attractive to developers, banks, and 

investors. To address these issues, OTA is working with the PLN to provide 

recommendations for the development of a standard agreement for mini-hydro (projects 

under 10 megawatt), which will then be made available to PLN regional offices.

B. Harnessing Infrastructure Finance for Economic Development

Basic infrastructure, such as transportation (airports, ports, and roads), public safety and 

health facilities (jails, hospitals, waste management), and energy, is critical to a country’s

economic development and quality of life. OTA helps governments build capacity to 

design, negotiate, and execute financially viable infrastructure projects, particularly those 

utilizing the public-private partnership (PPP) model. Equally important, OTA helps 

governments to understand and plan for a project’s contingent financial liabilities. 

In Costa Rica, OTA is providing technical assistance on a full-time basis to the country’s 

agency for PPP development. OTA played a substantial role in the project to modernize 

the tourist gateway airport at Liberia. The airport’s first year of operation exceeded 

expectations and the development process serves as a learning model for future projects. 

Current projects where OTA is engaged include the major Caribbean port at Moín, and 

the nearby private-initiative transshipment port. 

In El Salvador, OTA is providing intensive support for the country’s most important 

infrastructure project: modernization and expansion of the principal international airport. 

In the initial modernization phase, OTA provided valuable input to assist the negotiation 

of a $58 million securitized financing. In addition, OTA is advising the airport’s holding 

company on a hedging strategy to mitigate the risk of previously contracted volatile yen 

financing. OTA was instrumental in the vetting of candidates for the airport’s Master 

Plan consultant. The study is currently being reviewed, and OTA expects to help the 

government evaluate and determine the best financing and execution model to proceed 

with the expansion project. 

OTA’s resident advisor in Peru is building a solid advisory relationship with 

ProInversion, the Peruvian institution responsible for investment promotion and PPP 

infrastructure projects. The scale and number of projects in Peru’s infrastructure 

development pipeline exceed that of other countries receiving OTA assistance. The 

Executive Director of ProInversion has noted the utility of OTA advice on implementing 

best international practices in the selection of consultants and fair compensation terms at 

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contract termination. Currently, the resident advisor is assisting ProInversion with seven 

projects in various stages of development. The advisor also works closely with the 

Ministry of Economy and Finance to ensure proper recognition and accounting for 

contingent liabilities arising from PPPs.

In Uruguay, OTA advisors are advising the Corporacion Nacional para el Desarollo

(CND), the national PPP agency, and other stakeholder ministries that are responsible for 

implementing the country’s first PPP project, a jail. CND and the Ministry of the 

Economy and Finance (MEF) have asked OTA to evaluate the potential risks to the 

Ministry of Interior (MOI) of the financial and economic conditions offered by the three 

project finalists. The concern is that, during the life of the PPP contract, the “financial 

and economic equilibrium” could change from the government’s original assumptions, 

which in turn could prompt the concessionaire to require an unfavorable change in the 

defined availability payments made by the MOI. OTA is attempting to help the 

government mitigate those risks by assisting in drafting suitable contractual clauses. In 

addition, OTA is delivering small group training sessions to CND, MEF and the MOI to 

raise awareness of project and process risks and their appropriate allocation, PPP lessons 

learned from other countries, and fiscal accounting issues. 

VII. Program Evaluation and Monitoring 

OTA evaluates its projects using a variety of methods, including on-site evaluations by 

OTA managers and written monthly reports prepared by advisors that describe progress 

against work plan objectives. In 2012, OTA placed a renewed emphasis on evaluating 

the outcome of concluded engagements through end-of-project reports. These reports are 

independent – undertaken by someone in OTA other than the project implementer – and 

are conducted typically within three to six months following the end of OTA’s assistance 

activities. The purpose is to better understand the program’s longer-term impact. OTA 

completed 17 end-of-project reports in 2012 as part of an effort that year to address a 

backlog of close out reports. The program completed two additional end-of-project 

reports in 2013.

OTA also utilizes a formal project evaluation to measure project performance. The 

evaluation focuses on the level of “traction” (the degree to which changes in behavior 

occur—e.g., officials take an active and participative role in pursuing change, interim 

deliverables are on or ahead of schedule), and “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. 

Revenue team indicators, for example, include adoption of modern functional processes 

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

matters by the tax agency. The outcome of this evaluation process informs OTA’s 

thinking about the effectiveness of program engagements, and may include steps either to 

improve traction and impact, or, in cases where that does not happen, to terminate

projects. The setting of annual baseline targets and measuring results against those 

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targets are done in accordance with Office of Management and Budget guidance on 

program evaluations.

For 2013, the baseline targets for OTA’s traction and impact were set on a 5-point scale 

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

OTA’s performance goal for traction was exceeded with an actual score of 3.8, while the 

actual score for impact was 3.0, just below the target but consistent with the program’s 

historical averages. The program’s ability to achieve greater impact in a given country 

has been hampered in part by declining funding, which inhibits OTA from investing more 

resources to broaden the scope of engagements and tackle the host country’s problems in 

a more robust and systematic way. For example, OTA might be successful in working 

with its host country counterparts to increase tax collections through improved 

administration, but a lack of program resources prevents OTA from helping to ensure that 

the revenues are properly budgeted and accounted for, thereby diminishing the overall 

potential impact of the reforms.

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Annex 1: OTA Strategic Plan

STRATEGIC PLAN 2011-2015

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 Issuance and Management, 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). 

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• 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 our 

mission. 

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Table A

2013 TIATA Budget Execution Plan

Projects Funded By FY 2013 Treasury International Affairs Technical Assistance (TIATA) Appropriation

Team Advisor Category Co-Financing TIATA Total 

LATIN AMERICA AND CARRIBBEAN

1 Colombia TAX Project Coordinator + Intermittents $ - $ 385,551 $ 385,551 

2 Costa Rica ECRIMES Resident $ 252,592 $ 580,791 $ 833,383 

3 Costa Rica (Infrastructure Finance) GDIM Resident $ 170,851 $ 316,474 $ 487,325 

4 Dominican Republic GDIM Intermittent $ - $ 38,568 $ 38,568 

5 Dominican Republic 01 BUD Resident $ 107,094 $ 261,915 $ 369,009 

6 Dominican Republic 02 BUD Resident $ 283,791 $ 287,187 $ 570,978 

7 Dominican Republic 03 BUD Intermittent $ 56,611 $ 56,611 $ 113,222 

8 El Salvador BUD Resident $ - $ 531,574 $ 531,574 

9 El Salvador GDIM Resident $ - $ 482,224 $ 482,224 

10 El Salvador BANK Intermittent $ - $ 77,568 $ 77,568 

11 El Salvador (Infrastructure Finance) GDIM Intermittent $ - $ 52,592 $ 52,592 

12 El Salvador Regional Financial Inclusion (CAFTA and DR) BANK Resident $ 90,591 $ 143,129 $ 233,720 

13 Guatemala BUD Resident $ - $ 437,422 $ 437,422 

14 Guatemala GDIM Resident $ - $ 498,562 $ 498,562 

15 Guatemala TAX Project Coordinator + Intermittents $ - $ 218,454 $ 218,454 

16 Guatemala ECRIMES Resident $ 251,776 $ 462,008 $ 713,784 

17 Honduras BUD Resident $ - $ 491,052 $ 491,052 

18 Honduras GDIM Resident $ - $ 533,362 $ 533,362 

19 Honduras ECRIMES Resident + Intermittent $ 361,053 $ 529,500 $ 890,553 

20 Peru ECRIMES Resident $ - $ 62,322 $ 62,322 

21 Peru (Infrastructure Finance) GDIM Resident $ - $ 686,140 $ 686,140 

22 Regional LACFII BANK Resident/Regional $ - $ 586,648 $ 586,648 

23 Uruguay BANK Intermittent $ - $ 217,487 $ 217,487 

Subtotal Latin America and Caribbean $ 1,574,359 $ 7,937,141 $ 9,511,500 

15
Team Advisor Category Co-Financing TIATA Total 

ASIA

24 Burma BUD Intermittent $ - $ 105,256 $ 105,256 

25 Burma ECRIMES Intermittent $ - $ 149,192 $ 149,192 

26 Burma GDIM Intermittent $ - $ 30,588 $ 30,588 

27 Burma TAX Intermittent $ - $ 174,714 $ 174,714 

28 Cambodia BANK Resident + Intermittent $ - $ 718,075 $ 718,075 

29 Cambodia BUD Resident $ - $ 373,618 $ 373,618 

30 Cambodia TAX Project Coordinator + Intermittents $ - $ 623,976 $ 623,976 

31 Cambodia ECRIMES Resident $ - $ 583,558 $ 583,558 

32 Indonesia BANK Intermittent $ - $ 550,756 $ 550,756 

33 Indonesia GDIM Resident $ - $ 495,123 $ 495,123 

34 Mongolia GDIM Resident $ - $ 776,224 $ 776,224 

35 Mongolia TAX Project Coordinator + Intermittents $ - $ 511,110 $ 511,110 

36 Mongolia BUD Resident $ - $ 876,837 $ 876,837 

37 Nepal BANK Intermittent $ - $ - $ - 

38 Philippines BUD Resident $ - $ 493,958 $ 493,958 

39 Philippines TAX Intermittent $ 250,000 $ 39,986 $ 289,986 

40 Thailand BANK Intermittent $ - $ 32,400 $ 32,400 

41 Vietnam BANK Resident + Intermittent $ - $ 346,026 $ 346,026 

42 Vietnam BUD Resident $ - $ 802,880 $ 802,880 

43 Vietnam ECRIMES Intermittent $ - $ 163,745 $ 163,745 

44 Vietnam GDIM Intermittent $ - $ 222,739 $ 222,739 

45 Vietnam TAX Project Coordinator + Intermittents $ - $ 426,980 $ 426,980 

Subtotal Asia $ 250,000 $ 8,497,742 $ 8,747,742 

Team Advisor Category Co-Financing TIATA Total 

MIDDLE EAST AND NORTH AFRICA

46 Morocco ECRIMES Resident $ - $ 65,007 $ 65,007 

47 Palestinian Authority ECRIMES Resident $ - $ 600,144 $ 600,144 

Subtotal Middle East and North Africa $ - $ 665,151 $ 665,151 

16
Team Advisor Category Co-Financing TIATA Total 

SUB-SAHARAN AFRICA

48 Angola ECRIMES Resident $ - $ 608,512 $ 608,512 

49 Angola GDIM Resident $ 275,000 $ 580,364 $ 855,364 

50 Botswana ECRIMES Resident $ - $ 104,411 $ 104,411 

51 Cote D'Ivoire BUD Resident $ - $ 6,905 $ 6,905 

52 Ghana BANK Resident + Intermittent $ - $ 755,740 $ 755,740 

53 Ghana BUD Resident $ 320,680 $ 319,235 $ 639,915 

54 Ghana ECRIMES Intermittent $ 234,135 $ 221,873 $ 456,008 

55 Ghana TAX Project Coordinator + Intermittents $ - $ 513,542 $ 513,542 

56 Kenya BUD Resident $ - $ 615,586 $ 615,586 

57 Lesotho TAX Project Coordinator + Intermittents $ - $ 248,114 $ 248,114 

58 Liberia TAX Project Coordinator + Intermittents $ 41,685 $ 216,389 $ 258,074 

59 Malawi TAX Project Coordinator + Intermittents $ - $ 235,294 $ 235,294 

60 Nigeria BANK Resident In Kind $ 676,110 $ 676,110 

61 Nigeria TAX Project Coordinator + Intermittents In Kind $ 243,210 $ 243,210 

62 Regional East Africa EAC IFT Initiative (Kenya and Tanzania) GDIM Resident $ - $ 89,983 $ 89,983 

63 Regional East Africa (Kenya, Rwanda, Burundi) GDIM Resident $ - $ 513,714 $ 513,714 

64 Regional East Africa (Kenya, Uganda, Rwanda, Burundi) BANK Resident + Intermittent $ - $ 785,102 $ 785,102 

65 Rwanda BANK Intermittent $ - $ 92,094 $ 92,094 

66 Senegal GDIM Resident $ - $ 635,125 $ 635,125 

67 South Africa BUD Intermittent $ - $ 100,676 $ 100,676 

68 Tanzania GDIM Resident $ - $ 601,275 $ 601,275 

69 Tanzania TAX Project Coordinator + Intermittents $ 444,992 $ 85,154 $ 530,146 

70 Uganda GDIM Resident $ - $ 440,788 $ 440,788 

71 Zambia BUD Resident $ - $ 685,434 $ 685,434 

72 Zambia TAX Project Coordinator + Intermittents $ - $ 663,081 $ 663,081 

Subtotal Sub-Saharan Africa $ 1,316,492 $ 10,037,710 $ 11,354,202 

17
Team Advisor Category Co-Financing TIATA Total 

SENIOR ADVISORS

73 Senior Advisor (LAC/MENA) BANK $ - $ 314,317 $ 314,317 

74 Senior Advisor (AFR/EUR) BANK $ - $ 444,321 $ 444,321 

75 Senior Advisor (FIN STB) BANK $ - $ 323,051 $ 323,051 

76 Senior Advisor: 1 BUD $ - $ 476,444 $ 476,444 

77 Senior Advisor: (Business Process Redesign) BUD $ - $ 122,853 $ 122,853 

78 Senior Advisor: 1 ECRIMES $ - $ 359,124 $ 359,124 

79 Senior Advisor: 2 ECRIMES $ - $ 260,359 $ 260,359 

80 Senior Advisor GDIM $ - $ 351,876 $ 351,876 

81 Senior Advisor TAX $ - $ 485,479 $ 485,479 

Subtotal Senior Advisors $ - $ 3,137,824 $ 3,137,824 

Team Advisor Category Co-Financing TIATA Total 

OTHER FUNDED ACTIVITIES

82 Cash Management BUD/GDIM Full-time TDY $ - $ 432,038 $ 432,038 

83 Deposit Insurance BANK Intermittent $ - $ 223,646 $ 223,646 

84 Global FIU Development ECRIMES Full-time TDY $ - $ 222,512 $ 222,512 

85 Infrastructure Finance Team GDIM Intermittent $ - $ 157,220 $ 157,220 

86 Natural Resources Audit TAX Full-time TDY $ 82,672 $ 207,946 $ 290,618 

Subtotal Other Funded Activities $ 82,672 $ 1,243,362 $ 1,326,034 

GRAND TOTAL $ 3,223,523 $ 31,518,931 $ 34,742,454 

Notes

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

2. Figures include program management (15% of total).

3. Excludes Overseas Contingency Operations (OCO) funds (see Table B).

4. OTA Team abbreviations: BUD = Budget and Financial Accountability; ECRIMES = Economic Crimes; BANK = Banking and Financial Services; GDIM = Government Debt 

Issuance and Management; TAX = Revenue Administration and Policy.

18
Table B

2012/13 Overseas Contingency Operations (OCO) Budget Execution Plan

Projects Funded By FY 2012/13 OCO Funding

Notes

1. Figures include program management (15% of total).

2. Unallocated includes amounts previously obligated.

Country Team OCO Amount

Burm a BUD $ 8,758

Burm a TAX $ 79,980

D jib outi BUD $ 556,060

Lib ya BANK $ 10,298

Lib ya BUD $ 21,975

Tunisia BANK $ 60,033

Yemen BANK $ 117,647

Yemen ECRIMES $ 31,221

U nallocated $ 666,029

TOTAL $ 1,552,000

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Table C

2013 Non-TIATA Sources of Funding

Treasury International Affairs Technical Assistance (TIATA)

Purpose Source Amount

Technical Assistance to Governm ent of Iraq State Econom ic Support Fund 632(b ) $4,700,000

Technical Assistance to Governm ent of Afghanistan State 632(b ) $2,418,000

Assistance for Europe, Eurasia and C entral Asia State/U SAID /EBR D 632(a); 632(b ) $1,902,175

Energy Governance C apacity Initiative USAID 632(b ) $1,475,000

Technical Assistance to MEN A Office of Program Managem ent - Ministry of Interior 632(b ) $727,967

Technical Assistance to Governm ent of Indonesia State 632(b ) $650,000

Pathways to Prosperity State 632(b ) $620,000

Technical Assistance to Governm ent of D om inican R epub lic USAID 632(b ) $461,503

Technical Assistance to Governm ent of Ghana USAID 632(b ) $320,680

Technical Assistance to Governm ent of Philippines MCC 632(b ) $250,000

C arib b ean Basin Security Initiative State/IN L 632(b ) $108,706

Technical Assistance to Governm ent of C am b odia CDC 632(b ) $50,000

TOTAL $13,684,031

Transfer 

Category

20