DEPARTMENT OF THE TREASURY

INTERNATIONAL AFFAIRS TECHNICAL ASSISTANCE

2014 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 6

VI. Achievements 8

VII. Spotlight on Ukraine 11

Annex 1: Strategic Plan 2011-2015 13

Table A - 2014 TIATA Budget Execution Plan 15

Table B - 2014 Non-TIATA Sources of Funding 19
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 2014. 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 25 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 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 2014, OTA supported financial sector strengthening in many regions and countries. 

As discussed in greater detail in section VI, OTA projects in Africa (e.g., Tanzania and

Zambia), Asia (e.g., the Philippines and Indonesia), Latin America (e.g., Guatemala), and 

the Balkans (e.g., Kosovo) helped mobilize revenues, deepen domestic bond markets, 

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

This report includes a special section (VII) on Treasury’s technical assistance work in 

Ukraine. OTA is an important part of the U.S. government’s efforts to stabilize the 

Ukrainian financial sector and implement economic reforms in the wake of Ukraine’s

political and economic crisis. This is the latest example of OTA’s ability to respond

quickly to emerging crises in countries where the United States has important foreign 

policy and national security interests. 

In 2014, OTA began to re-engage with Afghanistan as part of the broader U.S. effort to 

support the new Afghan government. This re-engagement is the latest chapter in OTA’s 

work in Afghanistan, which dates back to the beginning of U.S. involvement in that 

country after the fall of the Taliban. Treasury participated in the London Conference in 

December 2014, where President Ghani provided a new strategy for Afghan

reconstruction and development. Following the conference, Treasury reached an 

understanding with the Afghan government on a technical assistance cooperation 

framework to support capacity building in various areas of public financial management

and financial sector oversight. These projects began in early 2015.

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II. Program Organization and Principles 

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

• 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 the effectiveness of ministries 

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

management and expenditure of government resources.

• 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 anti-money 

laundering and counter terrorist financing 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. 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 

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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 2014, OTA had 99 projects in 42 countries. Forty-two percent of OTA’s 

total projects in 2014 were in the Americas, 26 percent in Sub-Saharan Africa, 19 percent 

in Asia, nine percent in Europe and Eurasia, and four percent in the Middle East and 

North Africa (see chart below). This breakdown is largely unchanged from 2013.

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

has focused on providing more in-depth 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 in a 

coordinated way to achieve more convincing results and a stronger overall system. For 

example, in the past year OTA has initiated five new projects in Paraguay to address 

simultaneously reforms in in the areas of revenue policy and administration, budget, 

infrastructure finance, banking and deposit insurance, and combatting economic crimes.

Chart 1 - OTA Projects by Region 2014

OTA received total funding of $37.7 million in 2014, including funds directly 

appropriated to the program and transfers from other U.S. agencies. Eighty-seven

projects, with a combined budget of $38.4 million, were financed either wholly or partly 

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

Technical Assistance” or TIATA. 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 addition to TIATA funding, OTA receives resources from other 

agencies, such as the U.S. Department of State, United States Agency for International 

Development, the Millennium Challenge Corporation, and host country governments.

42%

19%

9%

4%

26% Americas

Asia

Europe/ Eurasia

Middle East/N. Africa

Sub-Saharan Africa

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Chart 2 - OTA Funding by Source FY 2010-FY 2014

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 Assistance for Europe, Eurasia, and Central Asia (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 for 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 postearthquake assistance package for the Government of Haiti. Tables A and B at the end of 

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

2014.

As shown by Table A, TIATA funding is in some cases used to co-fund projects with 

other USG agencies. In the case of the Economic Crimes and Revenue teams’ work in 

Burma, TIATA funds were used to initiate activities and allowed OTA to quickly respond

$5.5 $6.8 $6.9

$1.6 $1.9

$32.1

$25.4 $27.0

$25.6 $23.5

$26.1

$12.3 $10.0

$12.0 $12.3

0

10

20

30

40

50

60

70

FY10 Actual FY11 Actual FY12 Actual FY13 Actual FY14 Actual

Department of Treasury

Office of Technical Assistance

Funding FY10 - FY14

($ in millions)

AEECA (Formerly SEED & FSA) TIATA State / USAID / Dept. of Defense / MCC / Foreign Govt.

$44.6

$63.6

$43.9 $39.3

$37.7

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to unfolding events while details of an inter-agency agreement were negotiated with 

USAID. Similarly, OTA used TIATA resources to provide rapid response assistance to

Ukraine in 2014 in advance of resources being provided by the Department of State for a 

sustained OTA engagement.

IV. Project Selection and Assistance Delivery 

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

which projects to conduct?” and “How do you deliver your assistance?” As described 

further below, project selection is a process that typically begins with a request for 

Treasury technical assistance and is informed by a careful assessment of a project’s 

potential for impact and success. Assistance is delivered via a resident or intermittent 

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 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 (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. 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. 

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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. 

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. 

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 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. 

Starting in 2012, OTA placed a renewed emphasis on evaluating the outcome of 

concluded engagements through end-of-project reports. These reports are independent –

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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 six

end-of-project reports in 2014.

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 

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

program evaluations.

For 2014, 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. OTA’s performance goal for traction was exceeded in 2014 with an actual 

score of 3.7, while the actual score for impact was 2.9, below the target but consistent 

with the program’s historical averages. The program’s ability to achieve greater impact 

in a given country often has been hampered 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.

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 

outside of the program who have an interest in receiving high quality technical assistance, 

and who in many cases have a basis for comparing assistance programs. In 2014, OTA 

received 42 survey responses covering projects in 22 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.

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VI. Achievements

In 2014, 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 Policy and Administration

Tanzania Improves Audit of International Tax Transactions. The Tanzanian 

Revenue Authority (TRA) improved its ability to audit complex international tax issues, 

particularly those involving cross border transactions between a multinational company 

and its related subsidiary, commonly referred to as transfer pricing. Using the skills

developed with OTA support, TRA auditors proposed changes in tax assessments 

amounting to $48 million in two cases involving international transactions, as well as a 

third case involving determination of whether a foreign company had a permanent 

establishment in Tanzania. While the assessments are proposed and have yet to be 

resolved in subsequent administrative and judicial proceedings, they nonetheless 

represent a significant advancement in this complex technical audit area. OTA provided 

assistance to TRA on conducting an audit, establishing guidelines for exchanging 

information with foreign tax authorities, and documenting audit findings.

Zambia Strengthens Coordination on Corruption Investigations. Improved 

cooperation brokered by OTA between the Zambia Revenue Authority’s (ZRA) internal 

affairs and internal audit units resulted in the identification of the loss of significant fees 

from transport operators. In May 2014, the internal audit unit (similar to the Government 

Accountability Office in the United States) compared records of the ZRA and of the road 

safety agency regarding tax certificates for minibus operators. A number of 

discrepancies were found, including issuance of certificates by unauthorized employees, 

and the loss of up to $166,000 in fees that were not turned over to the ZRA. The internal 

audit unit referred the findings to the internal affairs unit, following both working-level 

cooperation and a formal written agreement, resulting in the suspension of seven 

employees. While the amount of money at stake in this specific case is relatively small, 

the demonstration effect of a strengthened internal audit unit should pay far greater 

dividends in terms of deterring corrupt activities.

Budget and Financial Accountability

Philippines Implements New Payroll System. The Philippines’ Department of Budget 

and Management and the Department of Finance’s Bureau of the Treasury have partnered 

with OTA to design and implement a new payroll and human resources system. The 

centralized payroll and human resource system will be used by all national government 

agencies, covering an estimated workforce of two million. In 2014, OTA assisted its 

Philippine counterparts in successfully procuring a software system and engaging 

consultants to support the system implementation. Assistance also has focused on 

adopting improved controls, using position budgeting to decrease the number of "ghost" 

and redundant employees, and ensuring that payment is made only to authorized workers. 

8
Additionally, OTA provided support for the adoption of new civil service policies to 

simplify and harmonize payroll administration. While the project is still in the 

implementation stage, when the new system is up and running across the government it is 

expected to result in significant savings of scarce public resources.

Vietnam Adopts Accounting Standards. The Vietnamese Ministry of Finance with 

OTA support is implementing International Public Sector Accounting Standards (IPSAS) 

to improve the transparency, quality, and comparability of its financial reporting. In 

2014, Vietnam developed a new chart of accounts to bring the government’s financial 

management framework in compliance with international standards, drafted changes to 

national laws and regulations to harmonize them with the IPSAS, and supported the 

development of a standardized financial reporting template to be used by all spending 

units within the government.

Government Debt and Infrastructure Finance

Indonesia Supports Financial Sustainability of Renewable Energy. One of 

Indonesia’s fiscal and environmental policy goals is to reduce subsidies for fossil fuel 

energy, while increasing private sector investment in renewable energy. With funding 

from the Department of State’s Office of Global Climate Change, OTA is helping 

Indonesia’s State Electricity Company (PLN) overcome barriers to renewable energy 

development and to build its project finance capabilities. OTA support has increased 

PLN’s capacity to prioritize renewable energy projects for accelerated implementation,

execute project development phases from feasibility studies to project construction, and 

ensure proper accounting and reporting of project contingencies. The project also 

focuses on implementing a market outreach program to potential investors and creditors,

and fostering improved communications among government agencies and donor 

groups. PLN achievements include implementing its first commercial scale solar 

photovoltaic project procurement program and developing and negotiating its first wind 

power project contract. 

Philippines Deepens Bond Market. The Philippine Government has an ambitious 

program to develop a liquid government securities market. As part of this initiative, OTA 

is helping implement critical structural reforms, including improving financial 

infrastructure and overcoming regulatory, tax, and structural obstacles. These obstacles 

have traditionally blocked the development of a well-functioning market that will allow 

bonds to be used as collateral for loans. As a result of collaboration with OTA, the 

Bureau of the Treasury publicly announced the launch of a market that will allow 

participants to quote “buy” and “sell” prices for government securities, thereby boosting

liquidity. With OTA’s help, the Bureau of the Treasury is also making solid progress in 

upgrading its aging information system infrastructure, including government securities 

market registry, clearing, and settlement systems.

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Banking and Financial Services

Kosovo Bolsters Insurance Industry Oversight. The Central Bank of Kosovo, with 

OTA support, implemented new insurance sector examination policies and procedures

that have resulted in audit findings and the imposition of penalties. Taken together, these 

actions have bolstered the credibility of the Central Bank in overseeing the growing 

insurance sector. For example, Central Bank insurance auditors discovered and 

documented that an insurance company had completed several illegal insurance policy 

transactions and discovered that more than 60% of the company’s outstanding claims 

were over 12 months old, exceeding the limit for processing claims. As a result, the 

company and its management were fined heavily and ordered to comply with the law on 

such transactions. 

Indonesia Develops Cost-effective Ways to Resolve Problem Banks. Treasury 

technical assistance began working with the Indonesian Deposit Insurance Corporation 

(IDIC) in 2010 after local banking problems emerged in the wake of the global financial 

crisis. With OTA support, IDIC has worked closely with the Parliament to develop new 

methods for addressing failing banks in a cost-effective way through purchase and 

assumption of liabilities. The IDIC also developed an early warning system (EWS) to 

identify problem banks more quickly and facilitate intervention. Shortly after 

implementing the EWS, IDIC coordinated with Indonesia’s banking supervision body to 

take prompt corrective action to deal with a bank’s liquidity issues that had been 

identified by the IDIC. To further strengthen Indonesia’s capacity to identify such 

problems, OTA provided on-site examination training for IDIC staff with a focus on loan 

classification and valuation, and the development of a procedural manual. While there 

have been no commercial bank failures since 2010, IDIC has greatly improved its

capacity to effectively resolve potential crises.

Economic Crimes 

Cambodia Strengthens Financial Crime Investigation. Based on OTA 

recommendations and assistance, Cambodia’s Minister of Justice issued an instruction 

requiring that parallel financial investigations be conducted for all crimes that generate 

significant proceeds, resulting in a deeper level of collaboration between the Financial 

Intelligence Unit (FIU) and law enforcement agencies. As a consequence, there has been 

an increase in the quality and quantity of investigations and prosecutions of financial 

crimes, including those related to corruption offenses. 

Guatemala Prosecutes Complex Money Laundering Case. In October 2014, a threejudge panel ruled that a criminal organization operating through a shell import/export 

company had laundered more than $48 million in Guatemala. The ringleader and seven 

other currency exchange operators located on the border with Mexico were sentenced to 

six to ten years in prison for money laundering. OTA helped to strengthen the financial 

intelligence, analytic, and investigative capabilities of the Guatemalan Financial 

Intelligence Unit, all of which contributed to the development of this case. OTA also 

worked closely with the Public Ministry to help prosecutors understand and manage 

financial crimes cases, including how to utilize information from the FIU and other 

10
sources, and how to present financial crimes cases in court. OTA also facilitated 

interagency coordination among the FIU, Public Ministry, and U.S. and Mexican law 

enforcement counterparts, to fully develop the case. 

VII. Spotlight on Ukraine

Shortly after the fall of the Yanukovych administration in early 2014, the interim 

Ukrainian government requested Treasury technical assistance as part of the U.S. 

government’s rapid response. Over the ensuing months, OTA initiated a range of 

projects to stabilize the banking sector and strengthen government finances.

One of the greatest risks during the transition was Ukraine’s shaky financial sector. OTA 

expertise was sought to help manage problem bank resolution and to create a more 

sustainable public debt portfolio. Through intense, intermittent engagements with senior 

management of the National Bank of Ukraine (NBU), Deposit Guarantee Fund (DGF), 

and Ministry of Finance (MoF) in the areas of banking supervision, government fiscal 

operations, and debt and liability management, OTA advisors were a key component of 

the broader U.S. strategy to support the Ukrainian government. 

A key focus of OTA’s engagement early on was improved communication between the 

NBU and the DGF. Better communication has helped ensure that the DGF was quickly 

made aware of banks that were at risk of being deemed insolvent by the NBU. This was 

particularly important as a significant number of banks were being closed and remanded 

to the DGF. Without proper coordination between the NBU and DGF, asset erosion 

would have increased the cost of problem bank resolution. OTA also assisted in

developing and implementing a valuation methodology for the assets of failed banks to 

facilitate their auction. 

In addition, OTA helped the NBU formulate an overall strategy for strengthening the 

financial sector, including a bank recapitalization program. OTA continues to provide

assistance in this area with the goals of eliminating insolvent banks, creating incentives 

for healthy banks to resume providing credit to the economy, and improving the capacity 

of bank supervisors to assess reports submitted by financial institutions.

As part of the initial rapid response, OTA also assisted the Ministry of Finance to address 

debt sustainability challenges and meet significant government financing requirements. 

With OTA support, the MoF undertook an analysis of existing debt and liability 

management processes and focused its efforts on strengthening fiscal operations. OTA 

also advised the MoF on non-fiscal operations to mitigate the risks inherent in 

government guarantees and contingent liabilities for state owned enterprises and other 

entities. This partnership with the MoF in the debt area, along with OTA’s banking 

sector support to the NBU and DGF, is ongoing.

While the Government of Ukraine still faces many financial challenges, OTA’s initial 

response was important in helping to limit the negative impact of Ukraine’s financial 

crisis. The response also laid the groundwork for a robust, ongoing Treasury technical 

assistance engagement aimed at implementing fiscal and financial sector reforms under 

11
International Monetary Fund (IMF) and World Bank programs, promoting economic 

growth, and fighting corruption. Going forward OTA will initiate additional 

engagements in Ukraine in the areas of infrastructure finance and development, Treasury 

cash management, and tax administration. Altogether, OTA expects to have three full 

time advisors engaged in Kiev and four intermittent advisor-based technical assistance 

projects. 

OTA is coordinating its work in Ukraine closely with the World Bank, IMF, European 

Bank for Reconstruction and Development, and USAID. Along with these and other 

U.S. and international stakeholders, OTA will continue to be an important part of the 

efforts to stabilize the Ukrainian economy and implement economic reforms with the 

goal of building a foundation for sustainable post-crisis economic growth.

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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 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). 

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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. 

14
Table A

2014 TIATA Budget Execution Plan

Projects Funded By FY 2014 Treasury International Affairs Technical Assistance (TIATA) Appropriation

Team Advisor Category Co-Financing TIATA Total 

LATIN AMERICA AND CARIBBEAN

1 Colom b ia RVNU Project C oordinator + Interm ittents $ - $ 288,842 $ 288,842

2 C osta R ica (Infrastructure Finance) DEBT Interm ittent $ - $ 291,644 $ 291,644

3 Dom inican Repub lic DEBT Interm ittent $ - $ 189,357 $ 189,357

4 Dom inican Repub lic 01 BDGT Resident $ - $ 20,977 $ 20,977

5 Dom inican Repub lic 02 BDGT Resident $ 84,856 $ 551,385 $ 636,241

6 El Salvador BANK Interm ittent $ - $ 331,695 $ 331,695

7 El Salvador BDGT Resident $ - $ 473,286 $ 473,286

8 El Salvador DEBT Resident $ - $ 147,350 $ 147,350

9 El Salvador (Infrastructure Finance) DEBT Resident $ - $ 497,147 $ 497,147

1 0 El Salvador CRME Resident $ 828,376 $ 365,311 $ 1,193,687

1 1 Guatem ala BDGT Resident $ - $ 205,033 $ 205,033

1 2 Guatem ala CRME Resident $ 902,540 $ 333,543 $ 1,236,083

1 3 Guatem ala DEBT Resident $ - $ 228,978 $ 228,978

1 4 Honduras BDGT Resident $ - $ 242,685 $ 242,685

1 5 Honduras CRME Resident $ 169,462 $ 364,221 $ 533,683

1 6 Honduras DEBT Resident $ - $ 640,901 $ 640,901

1 7 Paraguay BDGT Resident $ - $ 588,165 $ 588,165

1 8 Paraguay RVNU Project C oordinator + Interm ittents $ - $ 504,384 $ 504,384

1 9 Paraguay (Infrastructure Finance) DEBT Interm ittent $ - $ 86,590 $ 86,590

2 0 Peru (Infrastructure Finance) DEBT Resident $ - $ 517,232 $ 517,232

2 1 Peru CRME Resident $ - $ 635,491 $ 635,491

2 2 Latin Am erica and C arib b ean Financial Inclusion Initiative (LABANK R esident/R egional $ - $ 1,149,750 $ 1,149,750

2 3 U ruguay (Infrastructure Finance) DEBT Resident $ - $ 19,554 $ 19,554

Subtotal Latin America and Caribbean $ 1,985,234 $ 8,673,521 $ 10,658,755

15
Team Advisor Category Co-Financing TIATA Total 

ASIA

2 4 Afghanistan BANK Interm ittent $ - $ 58,824 $ 58,824

2 5 Afghanistan BDGT Interm ittent $ - $ 58,824 $ 58,824

2 6 Afghanistan CRME Interm ittent $ - $ 58,824 $ 58,824

2 7 Afghanistan DEBT Interm ittent $ - $ 58,824 $ 58,824

2 8 Burm a BDGT Interm ittent $ - $ 173,033 $ 173,033

2 9 Burm a CRME Interm ittent $ 492,865 $ 118,764 $ 611,629

3 0 Burm a RVNU Resident $ 952,135 $ 465,987 $ 1,418,122

3 1 Cam b odia BANK R esident + Interm ittent $ - $ 694,550 $ 694,550

3 2 Cam b odia BDGT Interm ittent $ - $ 221,477 $ 221,477

3 3 Cam b odia RVNU Project C oordinator + Interm ittents $ - $ 694,588 $ 694,588

3 4 Cam b odia CRME Resident $ - $ 813,121 $ 813,121

3 5 India BANK Interm ittent $ - $ 291,212 $ 291,212

3 6 Indonesia BANK Interm ittent $ - $ 477,632 $ 477,632

3 7 Indonesia DEBT Resident $ 346,880 $ 41,988 $ 388,868

3 8 Mongolia BDGT Resident $ - $ 640,207 $ 640,207

3 9 Mongolia DEBT Resident $ - $ 753,880 $ 753,880

4 0 Mongolia RVNU Project C oordinator + Interm ittents $ - $ 603,885 $ 603,885

4 1 Philippines BDGT Resident $ - $ 554,560 $ 554,560

4 2 Philippines DEBT Resident $ - $ 535,551 $ 535,551

4 3 Philippines BANK Interm ittent $ - $ 156,943 $ 156,943

4 4 Vietnam BANK Interm ittent $ - $ 128,023 $ 128,023

4 5 Vietnam BDGT Resident $ - $ 717,586 $ 717,586

4 6 Vietnam RVNU Project C oordinator + Interm ittents $ - $ 410,744 $ 410,744

Subtotal Asia $ 1,791,880 $ 8,729,027 $ 10,520,907

Team Advisor Category Co-Financing TIATA Total 

EUROPE AND EURASIA

4 7 Ukraine BANK Interm ittent $ - $ 543,914 $ 543,914

4 8 Ukraine BDGT Interm ittent $ - $ 17,830 $ 17,830

4 9 Ukraine DEBT Interm ittent $ 21,649 $ 105,251 $ 126,900

5 0 Ukraine RVNU Interm ittent $ - $ 27,750 $ 27,750

Subtotal Asia $ 21,649 $ 694,745 $ 716,394

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Team Advisor Category Co-Financing TIATA Total 

MIDDLE EAST AND NORTH AFRICA

5 1 Palestinian Authority CRME Resident $ - $ 489,255 $ 489,255

Subtotal Middle East and North Africa $ - $ 489,255 $ 489,255

Team Advisor Category Co-Financing TIATA Total 

SUB-SAHARAN AFRICA

5 2 Angola DEBT Resident In-kind $ 647,333 $ 647,333

5 3 Angola BANK Interm ittent $ - $ 270,228 $ 270,228

5 4 W est Africa R egional (BC EAO) DEBT Resident $ - $ 560,352 $ 560,352

5 5 D jib outi BDGT Interm ittent $ - $ 318,376 $ 318,376

5 6 Ghana BANK Interm ittent $ - $ 106,117 $ 106,117

5 7 Ghana BDGT Resident $ 232,577 $ 371,832 $ 604,409

5 8 Ghana CRME Interm ittent $ - $ 376,846 $ 376,846

5 9 Ghana RVNU R esident + Interm ittent $ - $ 927,636 $ 927,636

6 0 Kenya BDGT Resident $ - $ 247,424 $ 247,424

6 1 Kenya DEBT Resident $ - $ 601,222 $ 601,222

6 2 Lesotho RVNU Project C oordinator + Interm ittents $ - $ 201,545 $ 201,545

6 3 Lib eria RVNU Project C oordinator + Interm ittents $ - $ 366,834 $ 366,834

6 4 Malawi RVNU Project C oordinator + Interm ittents $ - $ 551,045 $ 551,045

6 5 Nigeria BANK Interm ittent $ - $ 487,632 $ 487,632

6 6 Nigeria RVNU Project C oordinator + Interm ittents $ - $ 57,510 $ 57,510

6 7 R egional East Africa BANK R esident + Interm ittent $ - $ 1,191,632 $ 1,191,632

6 8 Rwanda and Burundi DEBT Resident $ - $ 608,669 $ 608,669

6 9 Senegal / W est Africa R egional DEBT Full-tim e TD Y $ - $ 474,476 $ 474,476

7 0 Tanzania DEBT Resident $ - $ 617,374 $ 617,374

7 1 Tanzania RVNU Project C oordinator + Interm ittents $ 343,751 $ 206,235 $ 549,986

7 2 Uganda DEBT R esident + Interm ittent $ - $ 788,299 $ 788,299

7 3 Zam b ia BANK Interm ittent $ - $ 122,737 $ 122,737

7 4 Zam b ia RVNU Project C oordinator + Interm ittents $ - $ 763,555 $ 763,555

Subtotal Sub-Saharan Africa $ 576,328 $ 10,864,909 $ 11,441,237

17
Notes

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

2. Figures include program management (15% 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.

Team Advisor Category Co-Financing TIATA Total 

SENIOR ADVISORS

7 5 Senior Advisor (AFR /EU R ) BANK $ - $ 399,400 $ 399,400

7 6 Senior Advisor (LAC /MEN A) BANK $ - $ 359,533 $ 359,533

7 7 Senior Advisor BDGT $ - $ 358,068 $ 358,068

7 8 Senior Advisor (Business Process Redesign) BDGT $ - $ 119,686 $ 119,686

7 9 Senior Advisor I CRME $ - $ 278,046 $ 278,046

8 0 Senior Advisor II CRME $ - $ 306,754 $ 306,754

8 1 Senior Advisor DEBT $ - $ 349,181 $ 349,181

8 2 Senior Advisor RVNU $ - $ 452,329 $ 452,329

Subtotal Senior Advisors $ - $ 2,622,997 $ 2,622,997

Team Advisor Category Co-Financing TIATA Total 

OTHER FUNDED ACTIVITIES

8 3 Cash Managem ent BDGT Full-tim e TD Y $ - $ 373,266 $ 373,266

8 4 D eposit Insurance BANK Interm ittent $ - $ 635,160 $ 635,160

8 5 Glob al Financial Stab ility BANK Full-tim e TD Y $ - $ 431,353 $ 431,353

8 6 Glob al Operations and Inform ation Technology BANK Interm ittent $ - $ 208,828 $ 208,828

8 7 Infrastructure Finance Team DEBT Interm ittent $ 314,275 $ 314,275

Subtotal Other Funded Activities $ - $ 1,962,882 $ 1,962,882

GRAND TOTAL $ 4,375,091 $ 34,037,336 $ 38,412,427

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Table B

2014 Non-TIATA Sources of Funding

Treasury International Affairs Technical Assistance (TIATA)

Purpose Source Amount

Technical Assistance for the C AR SI region State IN L 632(b ) $3,000,000

Technical Assistance to Governm ent of H onduras MCC 632(b ) $2,928,169

Technical Assistance to Governm ent of H aiti State IN L/U SAID 632(b ) $2,770,000

Assistance for Europe, Eurasia and C entral Asia State/Governm ent of Kosovo 632(b ) $2,113,779

Technical Assistance to Governm ent of Burm a USAID 632(b ) $1,700,000

Technical Assistance to Governm ent of Paraguay State IN L 632(b ) $719,701

Technical Assistance to Governm ent of Afghanistan State 632(b ) $399,000

Technical Assistance to MEN A Office of Program Managem ent - Ministry of Interior 632(b ) $312,366

Technical Assistance to Governm ent of Guatem ala MCC 632(b ) $212,523

Technical Assistance to Governm ent of Guinea USAID 632(b ) $79,325

TOTAL $14,234,863

Transfer 

Category

19