DEPARTMENT OF THE TREASURY

INTERNATIONAL AFFAIRS TECHNICAL ASSISTANCE

2010 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. Executive Summary 1

II. Mission and Background 3

III. Program Management and Funding 4

IV. Project Identification and Selection 6

V. Project Structure 6

VI. Country Achievements 8

VII. Other Highlights 10

A. Financial Crisis Response 10

B. Afghanistan 11

C. Iraq 13

D. Haiti 15

VIII. New Areas of Emphasis 16

A. Financial Inclusion 16

B. Public-Private Partnerships for Infrastructure Finance 17

C. Oil & Gas Revenue Transparency 18

IX. 2010 Program Evaluation 19

Annex 1: Strategic Plan 2006-2010 20

Table A - 2010 Budget Execution Plan 22

Table B - 2010 Non-TIATA Sources of Funding 26
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I. Executive Summary

In 2010, the U.S. Department of the Treasury’s Office of Technical Assistance began its 

20th year of operation by working across five continents to assist countries in the pursuit 

of efficient revenue collection, well-planned and executed budgets, judicious debt 

management, sound banking systems, and strong controls to combat corruption and other 

economic crime. Its advisors worked side-by-side with colleagues in central banks and 

finance ministries to train staff, implement sound and efficient standard procedures, and 

collect and analyze management information to improve public financial management. 

In addition, OTA continued to serve as a U.S. Government rapid response team for 

consultation and technical assistance in national security priority and post-disaster 

countries. Less than three weeks after the January 2010 earthquake in Haiti, at the 

request of Haiti’s Central Bank Governor, Treasury advisors arrived. They conferred with

the U.S. Embassy and Haitian Government on emergency public administration needs,

such as maintaining the integrity of the banking system and reconstituting the public 

payments network.

A number of partner governments made significant accomplishments in 2010 with OTA 

assistance. For example, in Paraguay, customs revenue was up 38% following 

implementation of a web-based information system for importers. Uganda was able to 

save an estimated $500,000 following an advisor’s suggestions regarding a government 

note auction. Similarly, the Zambian Government now saves $7.2 million a year on 

banking fees because of reforms in the way it handles cash. A discussion of these and 

other achievements is included in section VI of this report.

Other highlights of OTA work in 2010 include the following:

Financial Crisis Response. Under plans coordinated with Congress, the Department of 

State and the U.S. Agency for International Development (USAID), OTA provided 

assistance to a number of countries suffering from the global financial crisis, including 

Indonesia, Liberia, Mongolia and Tanzania, which were defined as priority countries in 

the U.S. Government’s response plans. OTA also conducted “rapid-response” 

interventions in 11 additional countries that met the criteria established by Congress. 

These projects were designed to produce government expenditure savings, increase

revenue, decrease debt, lower costs, facilitate budget adjustments, and promote antiThe Department of the Treasury’s Office of Technical Assistance (OTA) is “one of 

the most powerful repositories of interagency expertise...offering host governments 

help in everything from drafting budget, tax, and oversight legislation, to 

undertaking vital, if sensitive, reforms in areas like central banking and increasing 

financial services for the poor.”

- Leading Through Civilian Power: 2010 Quadrennial Diplomacy 

and Development Review, U.S. Department of State
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corruption measures. For example, OTA provided practical, real-time assistance to the 

State Bank of Vietnam (SBV) as the government struggled to contain high inflation while 

maintaining consistent, high economic growth. This assistance improved the SBV’s 

capacity to better understand the objectives of monetary policy, as well as the 

government and SBV’s role in achieving monetary policy objectives. In Liberia, OTA 

helped the tax administration organize and launch an internal audit unit that identified 

$670,000 in revenues generated by government ministries that had not been remitted to 

the central budget as the law requires. While relatively modest, these revenues were 

desperately needed by the government during the 2008 financial crisis and subsequent 

global economic downturn. 

Haiti. OTA advisors responded immediately in the aftermath of the earthquake to support 

revitalization of basic public financial infrastructure. Subsequently, OTA has joined U.S.

and international efforts to rebuild and reform Haitian institutions, particularly the tax 

administration and financial law enforcement. One particularly notable outcome of these 

efforts was the Haitian Government taking possession of real estate and other assets 

valued at approximately $20 million, which were seized from drug dealers as the 

proceeds of crime. This seizure was executed using legal procedures developed under the 

OTA engagement which was targeted at improving anti-money laundering measures. 

OTA is also assisting Haitian authorities in ensuring that unpaid insurance claims can be 

honored, and is set to begin assistance in the fields of debt management and government 

budgeting.

Iraq and Afghanistan. In Iraq, with training and other technical assistance provided by 

OTA, Iraqi local officials and Provincial Reconstruction Teams (PRTs) raised the 

execution rate for provincial investment spending from 27% of the budget in 2006 to 

89% of the budget in 2010. In Afghanistan, the Kabul Bank crisis made an already 

challenging assistance climate even more difficult and ultimately resulted in the 

termination of OTA’s engagement with the Central Bank in the areas of anti-money 

laundering/countering the financing of terrorism (AML/CFT) and financial intelligence. 

Nonetheless, following an expansion of efforts begun the previous year as part of the 

“civilian surge”, OTA assisted the government in the areas of budget formulation and 

execution, internal audit, revenue administration, and financial crimes investigation. 

While the majority of OTA work focuses on developing the fundamental building blocks 

of government – taxation, budgeting, debt management, banking regulation and financial 

law enforcement – a number of specialized areas of emphasis developed throughout 

2010, including the following:

Infrastructure Finance. Decaying and substandard infrastructure is a key roadblock for 

developing countries wishing to increase economic growth and improve their citizens’ 

welfare. OTA’s Infrastructure Finance Team works to create capacity in concession 

agencies and ministries to better equip them to handle complex tasks. These include 

establishing the legal framework for concessions, designing tenders, reaching out to 

prospective investors and creditors, determining the government’s contingent liabilities, 

and managing long-term contracts for construction projects that can be worth hundreds of 
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millions of dollars. In 2010, OTA advised Costa Rica's National Concession Agency 

(CNC) in successfully reaching agreement with a private consortium for the construction 

and administration of a new terminal at one of the country’s two international airports. 

The new terminal, which is scheduled to be completed in late 2011, is slated to be a 

model public-private partnership.

Access to Finance. Another key to economic development is ensuring that historically 

underserved populations have access to loans, savings accounts and other banking 

services. OTA works with regulators in Latin America and the Caribbean to modify 

banking standards that place microfinance institutions on a stable financial foundation 

while allowing them room to grow. In Guatemala, for example, OTA led a commission 

comprised of officials from the Central Bank and Ministry of Finance in drafting a new 

law creating the legal infrastructure to allow NGOs to form microfinance institutions that 

take deposits from the public. In addition, OTA sponsored the first of several meetings 

of microfinance stakeholders, allowing them to iron out differences and create a 

consensus on sector-specific interests. OTA is also working in partnership with the U.S. 

Small Business Administration to assist the Government of Vietnam in strengthening its 

nascent SME Guarantee fund whose goal is to ensure that more financing is provided to 

small and medium enterprises, which are the engine for economic growth and job 

creation. 

Taxation of Extractive Industries. OTA advisors work with officials in countries such 

as Mongolia and Cambodia to ensure that their production sharing agreements and tax 

legislation are harmonized and comprehensive. These advisors also help to develop the 

technical capability of auditors to properly review extractive industry tax returns, and 

understand the nuances of handling depreciation and deductions for exploration costs. 

For example, Mozambique, with assistance from OTA, completed the first ever audit of a 

petroleum importer. Through these and similar efforts to strengthen its financial 

management, a country can maximize the contribution of its natural resources toward its 

own education and health care needs.

II. Mission and Background

Effective financial management is a core element of a functioning state. It fosters 

economic growth and enables a government to provide better services for its citizens. 

For 20 years, OTA has helped finance ministries and central banks of developing 

countries to strengthen their capacity to manage public finances.

OTA operates through 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.
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 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; and implements comprehensive debt strategies that diversify sources of 

finance, reduce liability risk and lower debt service burdens.

 Banking and Financial Services: Supports the development of sound, robust, wellregulated institutions that meet private sector financing needs.

 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 advocates self-reliance. OTA provides countries with the knowledge and skills 

required to move towards financial self-sufficiency – the capability to generate and 

better manage their own revenues – and 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 is created. 

 OTA works with partners who are committed to reform – reform that they 

design and own – and use our assistance well. Among U.S. agencies involved in 

foreign aid, OTA was singled out for praise in a report commissioned by the State 

Department and USAID for strengthening host country capacities; supporting country 

ownership; achieving alignment with host country priorities; managing for 

development results; fostering mutual accountability with host country officials; and 

evaluating its own performance. OTA does not engage with a country without a 

signed bilateral memorandum of understanding (MOU) on the high-level terms and 

aims of the engagement. This is followed by a tactical-level MOU 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. Success in building capacity requires not just presenting theory 

and ideas, but introducing them in actual daily work routines through ongoing 

mentoring and on-the-job training.

III. Program Management and Funding

As of the end of 2010, OTA had 123 projects in 48 countries (including regional 

initiatives). While the specific number of projects and countries fluctuates from year to 

year, OTA has focused on providing more robust assistance to a fewer number of 

countries. This approach recognizes the 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, – simultaneously and in a coordinated way to achieve a stronger overall 

system.
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Funding for OTA projects in 2010 totaled $63.6 million. Sixty-eight of these projects, 

with a combined budget of $28.7 million, were financed either wholly or partly by OTA’s 

direct annual appropriation, formally known as “Treasury International Affairs Technical 

Assistance” or TIATA. About a quarter of the projects were in the Americas, 22% were 

in Asia, 21% in Sub-Saharan Africa, 20% in the Middle East and North Africa, and 12% 

in Europe and Eurasia.

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 the 

State Department via Assistance for Europe, Eurasia and Central Asia (AEECA). 

AEECA resources, however, have declined significantly over the last decade and have 

remained at a relatively low level in recent years as the countries in these regions have 

become more self-sufficient and U.S. Government technical assistance less needed. 

TIATA funding can sometimes be used to co-fund projects with USAID, the Department 

of State’s Bureau of International Narcotics and Law Enforcement (INL), and other 

entities.

 

Notes

1. FY08 funds for AEECA engagements not received by OTA from State until FY09.

2. FY10 TIATA includes $7.1 million supplemental appropriation for assistance to Haiti.

3. FY11 figures include funds received by OTA as of May 9, 2011, and estimates of future/pending transfers.

OTA also receives funding through occasional supplemental appropriations. In some 

cases, such as to support engagements in Iraq and Afghanistan, supplemental funds are 

transferred to OTA from USAID and Department of State. In 2010, OTA received its 

first supplemental TIATA appropriation ($7.1 million) as part of the U.S. Government’s 
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post-earthquake assistance package for the Government of Haiti. Tables A and B at the 

end of this report provide additional data on OTA funding sources in 2010.

IV. Project Identification and Selection

Requests for technical assistance and information regarding potential projects come from 

many sources, including U.S. embassies, USAID missions, other Department of the 

Treasury offices, foreign governments, international organizations such as the 

International Monetary Fund (IMF) and from OTA advisors already on the ground doing 

other projects. 

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

with potential counterpart management and the embassy. No project begins without an 

understanding on the part of country officials that project goals are mutually understood 

and supported. Indeed, counterparts are looked to in defining those project goals in the 

first instance. In our experience, goals and objectives that are not “owned” by the 

counterpart country are seldom achieved. 

To receive OTA funding, a proposal based on the assessment must be submitted by the 

managers of each of OTA’s five core disciplines as part of an annual policy-level review. 

Decisions to initiate new projects, or continue or terminate existing projects, are based on 

a number of criteria and considerations. They 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 policy priorities and broader U.S. Government goals; and the 

availability of funding. In the course of determining the prospects for a given project, 

OTA consults with other Treasury offices, and other partners and stakeholders such as the 

State Department and USAID (both in the field, at the embassy level and at the 

headquarters level in Washington), the International Monetary Fund, World Bank and 

others. 

The number of promising projects typically exceeds available resources. In FY 2010, 

OTA was able to fund 79% of projects that were considered promising enough to merit 

careful consideration. The final results of the project selection process are displayed at 

the end of this report in Table A, 2010 Budget Execution Plan.

V. Project Structure

OTA carries out technical assistance projects based on two basic models: resident and 

intermittent. A resident 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 

counterparts 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 experts in specialized areas who make short-term visits. 

For an intermittent project, an advisor or group of advisors typically spend periods of two 

to three weeks at a time over several years working with 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.

The central factors controlling whether a resident or intermittent project model is selected 

include the understanding between the counterpart and the advisor of the nature of the 

problem to be solved, and the best and most practical solutions to that problem. A project 

might, for instance, use one intermittent advisor who was in-country for a total of three 

months over the course of a year. Another intermittent project might use two intermittent 

advisors who rotated, providing uninterrupted contact with counterparts. Or, several 

intermittent advisors, each with different technical specialties, might be present at any 

one time.

There are certain elements common to both resident and intermittent projects. All 

projects require that advisors carry out their work in the country where the project is 

located. With few exceptions, such as the occasional study tours to other countries to get 

first-hand experience of exemplary practice, meetings at international conferences, and 

regional projects, OTA does not work with non-U.S. government officials outside of the 

counterpart country. We consider this in-country model to be critical to project success. 

Working side-by-side in the same workplace as our counterparts is an important element 

in building trust over time. Often the counterpart organization begins to think of the 

advisor as “one of us” during the course of a project. 

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

in the field (arranging travel, contracting, pay and personnel administration, and 

providing project oversight). 

Once a resident or intermittent project is selected for funding, Terms of Reference (TOR) 

are worked out with the counterpart and signed. The TOR describes the broad goals of 

the project and represents a bilateral understanding at the policy level between the U.S. 

Treasury and the counterpart. 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 and planned 

completion dates, and is the primary basis for regular monthly progress reports to 

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 (MCC) and the relevant International 

Financial Institutions (IFIs). The reports are used as a management tool to oversee the 

progress of the project in real time and to make any necessary changes. The reports also 
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form the information base for responses to project queries generated by 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. 

OTA bears the cost of advisor salary, travel, and personal support and pays for office 

equipment and a local national program assistant. OTA does not transfer funds or 

equipment to the counterpart country ministry as a regular part of project delivery. The 

host institution must provide office space for the advisor in its own headquarters building. 

It must also provide adequate phone and internet communications. 

VI. Country Achievements

As described below, OTA assistance allowed counterpart governments to make 

significant achievements in 2010.

Paraguay Customs Revenue Rises 38%. A package of reforms supported by OTA 

resulted in Paraguayan Customs achieving a new collection record of almost $1.5 billion 

in 2010, representing an increase of 38% over the previous year. The web-based “single 

window” information system allows data on imports to be processed and managed in a 

controlled and standardized environment, reducing opportunities for corruption or 

miscalculated customs duties. Following OTA training and mentoring, the Paraguayan 

Customs interdiction unit executed an average of 39 seizures per month, compared to a 

goal of 26. Over the course of the year, goods worth $14.5 million were seized in a total 

of 468 operations.

Angola Prepares Debt Strategy. A key goal of OTA’s government debt project in 

Angola is to assist the country in the development of a strategy that provides a framework 

for future debt issuance, as well as the capacity to assess its debt sustainability and ensure 

that there are sufficient revenues to repay principal and interest. OTA advises the interministry task force assigned responsibility for this initiative. The group includes three 

ministries (Finance, Economy and Planning) and the Central Bank, which work 

cooperatively. With OTA guidance, the government paid more than half of its 

outstanding arrears (estimated at $6.8 billion) to local suppliers and vendors in the second 

half of 2010. OTA also played an important role in the attainment of Angola’s debut 

sovereign credit ratings (B1/Positive: Moody ́s and B+/Stable: Standard and Poor’s). 

Liberia Conducts Internal Review of Tax Administration. OTA supported the 

creation of an organizational structure, standard operating procedures and annual 

planning for the Department of Revenue’s (DoR) internal audit unit. In November 2010, 

this unit issued its first ever audit report, which focused on income received by the 

ministries of sports and posts. A DoR operations manual was prepared and distributed to 

key managers in order to solicit their comments and build support for clearer and more 

comprehensive processes and procedures. OTA also developed procedures for handling 

tax collector cash receipt books (tracking serial numbers and signature specimens, and 

ensuring physical security) to reduce opportunities for corruption.
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Zambian Government Improves Cash Handling. OTA’s Budget Team works with the 

Zambian Ministry of Finance and National Planning to provide technical assistance in 

supporting the establishment of a modern treasury, and long-range plans to improve the 

fragmented and inefficient revenue, expenditure, cash management and accounting 

processes. Consolidation of cash balances in a central pool is facilitating cash flow 

forecasting, and supporting improved government debt and investment management. As 

part of the reforms, more than 92% of government employees are now paid 

electronically, resulting in $7.2 million in annual savings in banking fees.

Uganda Reduces Interest Payments by $500,000. In his first month in-country, OTA’s 

advisor observed an unscheduled $42.5 million government note auction aimed at 

mopping up excess reserves in the market. Since the average interest rate bid was 11.4%, 

nearly two percentage points higher than a similar auction a month previously, OTA’s 

advisor recommended accepting only about one-third of the bids at 10.6%. The 

remaining unsold notes were re-auctioned at 11.15% two weeks later. By following OTA 

advice, the Government of Uganda will realize savings in interest payments of $500,000 

over the life of the notes. More important than the savings in borrowing costs, the 

Government agreed to eliminate such unscheduled auctions in the future because of the

uncertainty and volatility they cause in the market. 

Mozambique Conducts First Audit of Petroleum Imports. OTA guided a team of tax 

administration officials in Mozambique as it conducted the first-ever audits of petroleum 

importers. After a preliminary review of import volumes and inventories, the team 

prioritized firms according to potential deficiencies in fuel tax payment. Though the 

company with the largest deficiency was the ultimate target, a compliant importer was 

selected for the first audit as a confidence-building measure for the auditors. An OTA 

advisor provided step-by-step procedures, techniques, guidelines and report formats, and 

helped the team plan the audit, conduct the onsite inspection and perform an analysis of 

results. 

Mekong Delta Addresses Money Laundering. The OTA Mekong Delta Project is 

assisting Vietnam, Cambodia and Laos in navigating the process for updating their antimoney laundering standards and avoiding sanctions that would prevent them from fully 

participating in the international financial system. All three countries have undergone 

evaluations by the Asia Pacific Group, which identified broad-based and serious 

deficiencies in their countries’ anti-money laundering and counter terrorist financing 

regimes. The countries are in need of assistance to build the capacity of their financial 

intelligence units and, to a lesser extent, develop the legal and regulatory frameworks 

necessary for implementing an effective regime. In cooperation with the IMF and the 

United Nations Office of Drug Control, OTA has been providing training and mentoring 

on asset seizure, financial intelligence and analysis, and related issues.

Nigeria Implements Time Management System for Tax Officials. The Nigerian 

Federal Inland Revenue Service is rolling out the first stage of an audit management 

information system developed with the assistance of OTA. The first stage is an auditor 

time reporting system, which captures data on both individual and office-wide 

productivity. A pilot was successfully implemented in Abuja area offices and will now 
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be expanded to all offices in the Lagos Region. A pilot for the second stage of the 

system, which will collate information on closed audits, was approved. Initial 

implementation is in the three offices in the Abuja Region that audit tax returns. Future 

stages of the project will utilize data from these efforts to create an annual audit plan and 

improve the selection of tax returns in order to maximize revenue yield.

Indonesia Modernizes Tax Return Processing. In December 2010, OTA completed its 

project with Indonesia’s tax administration to create a modern facility for automated 

scanning and processing of tax returns. OTA helped the counterpart automate tax 

collections; made recommendations to improve facility layout, workflow and staffing; 

and redesigned taxpayer forms to support the pilot document processing center. 

Processes developed at this facility will be used as a model to establish processing centers 

in three other cities. The goal is to have 80% of all taxes filed electronically by 2013. 

Guatemala Human Rights Investigators Receive Training. OTA provided mentoring 

and training for a number of specialized Guatemala investigative law enforcement units, 

as well as Guatemalan officials seconded to the International Commission Against 

Impunity, a joint initiative between the government and the UN aimed at investigating 

and deterring human rights violations. The training will improve their ability to 

investigate financial angles in criminal investigations. 

Vietnam Receives High-Level Central Bank Assistance. OTA provided advice on 

high-level legal, strategic and policy issues to the State Bank of Vietnam. The OTA 

advisor was the only non-Vietnamese individual in attendance at five different meetings 

where the draft Law on the State Bank of Vietnam and the Law on Credit Institutions

were discussed. These two laws were passed by the Assembly and signed into law by 

Vietnam’s President in June 2010.

VII. Other Highlights

A. Financial Crisis Response

The global financial crisis of recent years has been characterized by the freezing up of 

credit on the capital markets and within banking systems, difficulty in rolling over 

domestic and external debt, and widespread bank failures. Low income countries, in 

contrast, have primarily been affected by so called second order effects such as reduced 

revenue and rising unemployment due to the fall-off in international trade. Recognizing 

these effects, Congress appropriated funds for debt relief and “rapid response” technical 

assistance to countries hit hard by the crisis. 

Throughout the course of 2010, under this project OTA provided assistance to 15 

countries – Burkina Faso, Indonesia, Jamaica, Kenya, Lesotho, Liberia, Malawi,

Moldova, Mongolia, Mozambique, Nigeria, Rwanda, Tanzania, Thailand and Vietnam, 

based on selection criteria established by Congress and plans developed by the State 

Department, USAID, Treasury and other agencies. The projects were designed to produce 
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savings, increase revenue, decrease debt, lower costs, facilitate budget adjustments and 

promote anti-corruption measures.1Examples of financial crisis projects include:

Vietnam Bolsters Monetary Policy. The Banking Team’s monetary policy intermittent 

advisor to the State Bank of Vietnam (SBV) provided practical, real-time assistance as 

Vietnam struggles to contain high inflation while maintaining consistent, high economic 

growth. The OTA advisor improved the SBV’s capacity to understand the objectives of 

monetary policy, as well as both the government and central bank’s role in achieving 

monetary policy objectives. 

Moldova Prepares for Bank Resolution. Although the small nation of Moldova was 

largely insulated from the first order effects of the global financial crisis, its banking 

system was wholly ill-prepared for the failure of one or more medium sized banks. The 

OTA Banking Team provided technical assistance to improve the National Bank of 

Moldova’s capacity both to adequately detect problems early enough to take corrective 

action and, if necessary, to resolve and liquidate a failed bank. Banking Team advisors 

provided training to bank supervision staff and worked jointly with the staff to develop a

failed bank resolution manual. 

Burkina Faso Improves Revenue Forecasts. The global financial crisis made it critical 

for Burkina Faso to get better control of its revenues. Previously, the various revenue 

collecting agencies could not provide consistent revenue numbers and forecasting was at 

a very basic level. With the assistance of a resident OTA advisor, the Ministry of 

Economy and Finance was able to systematize the data and forecasts, and create an 

overarching 2012-14 medium term forecast which for the first time incorporated 

scenarios providing a range of potential outcomes.

B. Afghanistan

Following a significant expansion of its efforts begun the previous year, in 2010 OTA 

continued to support U.S. Government policy to create a firm foundation for the Afghan 

state by strengthening institutions that reduce opportunities for corruption, collect and 

properly account for revenues, and act as reliable international partners in the fight 

against terrorist financing. Broadly, there was progress in supporting Afghan efforts to 

strengthen public financial management and setbacks in the banking sector. Significant 

progress was made in linking provinces to the national budgeting system and instituting 

internal audit procedures in the Ministry of Finance. By contrast, projects with the 

central bank were brought to a halt in the first quarter of 2011 due to the Kabul Bank 

issue.

In addition to its longer term technical assistance projects, OTA was asked to provide ad 

hoc help as the Kabul Bank episode crystallized. A quick response team comprised of 

OTA banking advisors was deployed to Afghanistan in August 2010 to assist the central 

 

1 Technical assistance for developing countries impacted by the worldwide financial crisis was funded 

pursuant to section 1105 of the Supplemental Appropriations Act, 2009. In total, OTA received $10.197 

million in financial crisis supplemental funds via transfer from USAID beginning in early 2010.
12

bank in its efforts to address the crisis. The team presented the central bank governor 

with a plan designed to assume control of and resolve Kabul Bank, which was placed in 

conservatorship that month. OTA provided recommendations aimed at developing 

alternative scenarios to ensure that the payment system function that had been served by 

Kabul Bank was not disrupted. As the year played out, however, differences emerged 

with the Government of Afghanistan over the actions necessary to resolve the banking 

sector issues and the utility of Treasury advisors in the central bank. As a result, OTA 

did not renew two capacity building projects with the central bank in the areas of antimoney laundering/countering the financing of terrorism (AML/CFT) and financial 

intelligence. 

In the financial supervision area, OTA efforts were focused on development of 

AML/CFT policies and examination procedures for the formal and informal financial 

sectors. This included the development of AML/CFT policy and examination procedures 

for foreign exchange dealers and other non-bank financial institutions, as well as NGOs.

In 2010, two OTA advisors also worked with their Afghan counterparts with the goal of 

strengthening the country’s financial intelligence unit, FinTRACA, improving financial 

supervision, and building capacity in the area of financial crimes investigations. In 

working with FinTRACA, OTA’s efforts were focused on providing advanced training 

and mentoring in analytical capacity; expanding implementation of cross-border currency 

reporting requirements – currently only in effect at Kabul International Airport – to all 

border crossings in Afghanistan; and implementing electronic transaction reporting by 

money service providers (hawaladars). With OTA assistance, Afghan authorities were 

able to license and register more than 200 money services providers in Kabul. These 

hawaladars have approximately 300 licensed branches throughout Afghanistan. OTA 

efforts were also validated with the admission of FinTRACA into the Egmont Group of 

financial intelligence units. 

Other OTA efforts in financial crimes investigation, revenue collection, and budgeting, 

which were not connected to the central bank, continued to move forward. In late August 

2010, the Afghan Finance Minister issued a directive on internal audit processes which 

had been developed by OTA and the Ministry of Finance Internal Audit Department 

(IAD). In September, OTA advisors and the IAD Director General conducted entry 

conference meetings with the heads of internal audit at the ministries of rural 

development, transportation, health, and energy and water, to explain the process and to 

finalize the audit schedule. OTA advisors worked closely with IAD auditors to plan, 

implement, and evaluate the internal audits, and to assess the internal audit departments 

in each of the four ministries to ensure that they are working at full capacity. One audit 

was completed in December, whereas the other three were completed in the first quarter 

of 2011. The audits reviewed the revenue collection processes from start to finish and 

generated recommendations for improvement. Follow-up in 2011 focuses on reviewing 

whether the ministries took action on the recommendations.

In the financial crimes investigation area, OTA efforts were focused on developing the 

capacity of Major Crimes Task Force investigators to conduct financial crimes 

investigations; continuing to build a cadre of competent financial analysts within this task 
13

force’s intelligence unit through the mentoring of four dedicated investigators; and 

establishing and implementing investigative policies and procedures, case management 

techniques and strategic investigative plans. With OTA assistance, the task force initiated 

several corruption/financial crimes investigations of high-level targets. A prosecutor

froze a bank account containing more than $180,000 belonging to a public sector 

employee.

On the budgeting side, OTA’s Budget and Financial Accountability project focused on 

advancing changes in the Afghan Government’s accounting procedures and the reporting 

of financial information. This effort comprised a comprehensive review and revision of 

the government accounting and administrative manual. Financial information is captured 

using the new financial management system. With the inclusion of the province of

Nuristan, all 34 provinces are now connected, resulting in stronger budgetary control,

improved timeliness of financial reporting, and improved information flow between 

central and local government. 

OTA also organized a series of five workshops for the Deputy Finance Minister, key 

Ministry of Finance departments and the supreme audit institution. These workshops 

produced the Public Finance Management Roadmap ratified at the 2010 Kabul 

Conference on Afghanistan – an outstanding instance of senior MoF management 

collaboration and cooperation.

On the revenue side, OTA worked closely with the Ministry of Transport and Civil 

Aviation to develop a uniform policy in the assessment and collection of fees at Kabul 

International Airport, and to strengthen sanctions for non-compliance. In 2010, the 

Ministry agreed with OTA’s recommendation to increase the over-flight fee and will 

introduce a new security fee, assessed at $5 per passenger. The additional revenue is 

critical to improve airport facilities and transportation infrastructure throughout the 

country.

C. Iraq

In Iraq, the environment for providing sustained, side-by-side technical assistance 

continued to be extremely challenging because of security constraints. Nonetheless, 

OTA worked with Iraqi counterparts in an effort to raise standards and build capacity in 

banking supervision, tax collection, government budgeting, and law enforcement directed 

at financial crimes. Working with a technical advisory committee, OTA helped to 

complete an information technology solution for a project that allows the Central Bank of 

Iraq to receive and analyze financial information from member banks. In the past 

reporting entities sent information to the Central Bank in a variety of media formats. 

Once received, the Bank had used a time-consuming and error-prone mix of manual and 

semi-automated operations to process and analyze the data. The main business objective 

for the project is to streamline and automate the process.

OTA assisted in identifying problem bank issues and recommended corrective action. 

Implementation of the recommendations by the Central Bank of Iraq was slow as staff 

develops experience and training and political considerations are resolved. OTA was able 
14

to assist private banks to obtain new international correspondent relationships and partner 

with international financial institutions. OTA was also able to encourage international 

financial institutions to expand their direct involvement in the country. High level advice 

was provided to the Governor of the Central Bank on the conduct of monetary policy.

OTA's tax project is designed to increase revenue, expand the tax base, and reduce 

corruption by working with the General Commission of Taxes, which is part of the 

Ministry of Finance. Specific objectives are to implement a system of voluntary 

compliance and self-assessment for tax form receipt; reduce opportunities for employee 

corruption; improve general tax return audit capacity; strengthen audit skills for large 

taxpayer entities; develop audit capacity for petroleum industry taxpayers; and to 

establish transparent, risk-based audit selection criteria.

In 2010, OTA assisted the tax administration in delivering compliance classes for the 

large taxpayer office and managers from the main Baghdad branches; conducted a 

workshop on processing of returns and audit selection; and took first steps in reactivating a previously abandoned IT system. Specialized classes on delinquent 

collections, taxpayer service, large case management, audit selection, and criminal 

investigation were delivered. Despite progress, access to counterparts remains a 

challenge. Security constraints limit the technical assistance delivery methodology 

employed by OTA: day-to-day practitioner-led and outcome-focused.

OTA efforts also extend to assisting the Government of Iraq in improving measures 

against money laundering, terrorist financing, corruption and other financial crimes. In 

this regard, Iraqi officials were encouraged to strengthen their legal framework as well as 

the implementation of those laws. Technical assistance towards these goals consisted of 

training and mentoring financial analysts, regulatory supervision staff, law enforcement 

investigators and prosecutors. Particular attention was given to the recovery of stolen 

assets associated with corruption offenses.

OTA’s budget project in Iraq focused on implementation of the Government of Iraq’s

Public Finance Management action plan. Although activities in the plan are not 

anticipated to be fully implemented until 2011, OTA, together with advisors from USAID 

and DFID, assisted the Ministry of Finance and the Council of Representatives in 

improving the budget preparation process, establishing accountability and information 

sharing for the expenditure processes, and improving transparency. 

The Ministry of Finance has undergone efforts to improve the budget preparation and 

execution processes. These improvements included: expanding the membership of the 

budget strategy committee and the preparation of the documentation for the budget 

strategy; preparing an accounting manual that documents existing accounting practices 

and the chart of accounts; formulating a multi-year budget strategy; and improving 

reporting on budget preparation and implementation from the Ministry of Finance to the 

membership of the Council of Representatives.

The budget project provided trainings and technical assistance to Iraqi local officials and 

Provincial Reconstruction Teams (PRTs) to help raise the execution rate for 

provincial investment spending from 27% of budget in 2006 to 89% of budget in 2010.
15

Provincial investment spending increased from $510 million out of a budget of $1.87 

billion in 2006 to $1.95 billion out of a budget of $2.2 billion in 2010. OTA also 

provided technical assistance to the Ministry of Finance, in coordination with the World 

Bank, to help the GoI produce a three-year budget strategy (2011-2013) that 

included recommended budget ceilings by ministry and provided the basis for the 

2011 approved budget.

Despite these and other accomplishments, the project continued to struggle with the Iraqi 

elections, lack of a post-election government, and continued bombings at the Ministry of 

Finance buildings where Iraqi budget and accounting staff work. OTA anticipates that 

the government of Iraq will continue to improve its fiscal accountability and budget 

processes. Progress, however, will be slow and difficult if problems caused by an 

unstable environment continue. 

D. Haiti

Less than three weeks after the January 2010 earthquake, OTA advisors responded to a 

request from the Haitian Government and the U.S. Embassy for expert assistance on 

reconstituting basic public financial infrastructure. Subsequently, OTA has joined U.S.

and international efforts to rebuild and reform Haitian institutions, particularly the tax 

administration, budgeting and debt bodies, and law enforcement. In various visits later in 

2010, OTA conducted a damage assessment of counterpart institutions, and reviewed 

their plans for reconstruction and reform. Significant technical assistance has begun in 

2011. 

In March 2010, OTA was able to continue its longstanding contribution to a joint effort 

between the international community and Haiti to rewrite the country’s archaic criminal 

code. While the final form of the legislation will ultimately be up to the Haitian drafters, 

during the workshop OTA’s legal advisor and his international counterparts were able to 

provide background on modern concepts such as pretrial release, plea bargaining, and 

alternative sentencing. OTA’s emphasis is on proper delineation of financial crimes and 

criminal tax offenses. 

Likewise, OTA advisors resumed efforts to help build Haiti’s capacity to address the 

investigation of financial crime, money laundering, asset seizure and forfeiture by a 

number of specialized units focusing on financial intelligence, financial crimes 

investigation, and anti-drugs. Following start-up technical assistance from OTA, the antidrug unit Bureau d’Administration du Fonds Special de lutte la Drogue (BAFOS) was 

able to conduct the first-ever auction of seized assets in Haiti in April 2010, followed by 

additional sales in June and September.

More than $20 million in real estate and other assets has been confiscated from drug 

dealers and money launderers in Haiti under BAFOS procedures and turned over to the 

Government for its use. This property is especially important because of destruction of 

considerable Government office space in the earthquake. Until BAFOS began operation 

in 2010, there were no procedures for confiscation of assets of drug dealers or money 

launderers. BAFOS works closely with the Haitian financial intelligence and 
16

investigation units to document ownership of the assets and obtain legal approval from 

the courts for confiscation.

Examiners at Haiti’s Central Bank have been trained in detecting anti-money laundering 

violations when examining banks and other entities such as credit unions. Gambling 

establishments, exchange houses and wire transfer establishments are in the process of 

being given instructions on how to provide transaction reports to the government. 

VIII. New Areas of Emphasis

A. Financial Inclusion

The images we have of microfinance are indelible – a Colombian coffee farmer seeking 

to borrow a few hundred dollars to purchase this season’s fertilizer or a Guatemalan 

basket weaver needing a bridge loan of just $50 for another bundle of dyed reeds. 

Microfinance is still that grassroots movement, but it is growing beyond its small scale 

origins. The sums involved are getting larger, and success requires new sources of 

capital. And while the larger international microfinance organizations are generally run 

as nonprofits, the same does not necessarily apply to domestic organizations.

Within this field, some of the broad challenges that the OTA Banking Team is helping 

address include: 

 How to adapt existing bank regulations to ensure that they do not discourage 

banks from reaching down to the micro-entrepreneur (the downscaling challenge).

 How to ensure that successful microfinance institutions are able to transform into 

regulated ones after they reach a certain size or start mobilizing deposits from the 

public (the upscaling challenge). What disclosure and reporting requirements 

should apply, and how should they be examined.

 How to fill the regulatory void created by the existence of a large and diverse 

population of nongovernmental organizations (NGOs) and microfinance 

institutions that are too small to be regulated under the supervisory regime 

applicable to larger financial institutions, but still pose potential challenges tied to 

the absence of minimum corporate governance standards, or the lack of financial 

and managerial transparency.

While microfinance is the better known term, the most accurate term to describe the goal 

ahead may be “financial inclusion” – the process of providing financial services in a 

convenient and affordable manner to individuals with no previous access to such 

services. OTA’s Latin America and Caribbean Financial Inclusion Initiative (LACFII)

was formed to provide advice on regulatory issues and has been operating in Guatemala, 

El Salvador, the Dominican Republic, Jamaica and other countries.

Given the remarkable successes achieved by Peru in addressing the sector’s challenges —

such as seeing banks merge with microfinance institutions to create more vertically 

integrated entities — the OTA team partnered in 2010 with Peru’s Superintendency of 
17

Banks to jointly provide advice to other countries in the region. The Dominican Republic 

and Guatemala are two countries that have already benefited from access to such 

services. In Guatemala, OTA sponsored the first of several meetings of microfinance 

stakeholders, allowing them to iron out differences and create a consensus on sectorspecific interests. In addition, OTA led a commission which drafted a new law creating 

the legal infrastructure to allow NGOs to create a supervised financial institution with the 

capacity to intermediate deposits from the public under prudential regulation. The law 

adheres to international best practices for microfinance institutions. This new type of forprofit corporation will be under the supervision of the Superintendent of Banks.

B. Public-Private Partnerships for Infrastructure Finance

With a projected budget deficit of 5% and extensive infrastructure needs, Costa Rica is an 

ideal customer for the familiar but now revitalized idea of creating Public-Private 

Partnerships (PPP) to finance and build infrastructure which is critical for economic 

development. To that end, in 2010 OTA’s Infrastructure Finance Team advised Costa 

Rica's National Concession Agency (CNC) as it successfully finalized an agreement with 

a private consortium to build and operate a new terminal at the Liberia Airport, one of the 

country’s two international airports. OTA assistance ranged from design aspects, which 

led to a more efficient use of the terminal space, to the financial structure of the project, 

which resulted in the CNC rejecting floating rate financing and negotiating a 12 year 

attractive fixed rate. OTA also advised the CNC regarding organization and staffing 

matters and defined for the Ministry of Finance the appropriate accounting for guarantees 

and contingencies, which will assure transparent national accounting and budgeting for 

public-private partnerships. 

OTA’s work in Costa Rica was done in partnership with the Chilean Government. 

Through its Ministry of Public Works and International Cooperation Agency, Chile has 

been one of the leaders in the PPP field in the past 20 years. They have successfully 

navigated the learning curve, and therefore have much experience to offer as a 

complement to OTA’s assistance. 

In addition to working in Costa Rica, OTA’s Infrastructure Finance Team has a presence 

in Kenya as well as India. Treasury’s high-level U.S.- India Economic & Financial 

Partnership features a PPP working group. In that capacity, OTA participates in policy 

discussions with Ministry of Finance and Reserve Bank of India on topics such as 

instruments for raising long-term funds and successful PPP models. 

Properly executed, a PPP (also known as Build-Operate-Transfer scheme, BOT, or a 

variation thereof) shifts more of the risk of a project to the private sector, and creates 

incentives for on-time and on-budget construction that is built to a high standard as the 

concession will need to be maintained over a 25-30 year period. In the current budget 

environment, the advantage of a PPP being able to deliver its own financing also 

becomes increasingly clear. As projects are designed, OTA provides independent 

feedback — essentially a reality check — on key elements such as project design, 

financing structures and management of contingent liabilities. These areas are critical for
18

attracting multiple bidders at the outset, and for ensuring a viable project going forward. 

In the negotiation process, OTA also can provide good offices to broker better 

communication between concessionaires and government. Often relations between the 

two sides are affected by politics and miscommunication, and OTA can help them get 

back on track.

In the longer term, the Infrastructure Finance Team is working to build capacity in 

concession agencies and infrastructure ministries so that they are better equipped to 

handle the complex tasks inherent in any construction project that can be worth hundreds 

of millions of dollars. OTA helps the agencies and ministries define their organizational 

structures, create employee profiles, and design competitive compensation ranges. 

Concession agencies also need to know how to hire, fund, and manage outside 

consultants as it is simply not possible for a complete range of expertise to be maintained 

in-house.

C. Oil & Gas Revenue Transparency

OTA is assisting countries like Cambodia and Mongolia to help them establish 

mechanisms for transparency well before their emerging energy sources are exploited in 

the next few years. OTA is helping these countries review and harmonize their energy 

revenue legislation, develop implementing regulations, and enhance the procedures and 

abilities of auditors to ensure they have the skills to sort through complex technical issues 

and properly review oil and mineral industry tax returns.

In 2010, OTA guided a team of tax administration officials in Mozambique as its 

government conducted the first-ever audits of petroleum importers. One key step is in 

breaking down the communication barriers between government bodies in order to create 

a joint task force with a wide variety of expertise for monitoring extractive industry 

revenue. In Mozambique’s case, this involved the tax administration and customs

entities, assisted by the national road fund. 

After a preliminary review of import volumes and inventories, the team prioritized firms 

according to potential deficiencies in fuel tax payments. Though the company with the 

largest deficiency was the ultimate target, a compliant importer was selected for the first 

audit as a confidence-building measure for the auditors. An OTA advisor provided stepby-step procedures, techniques, guidelines and report formats, and helped the team plan 

the audit, conduct the onsite inspection, and perform an analysis of results. 

On the policy side, OTA is working with the Cambodian tax administration to improve 

its legislation and ensure that it is harmonized with the production sharing agreement 

with Chevron. Extractive industries generally require specialized tax legislation to deal 

with unique situations such as deductions for exploration costs and mine closing costs. 

Starting at the end of 2010, OTA joined efforts with the State Department’s Energy 

Governance and Capacity Initiative, which is aimed at improving financial management

in countries such as Papua New Guinea that are on the cusp of receiving large amounts of 
19

oil or mineral revenue, but that also face challenges such as low governmental capacity 

and poor infrastructure. 

IX. 2010 Program Evaluation

In 2010, OTA completed the eighth year of its program evaluation process. The effort 

continues to yield sound and encouraging results. The 2010 targets for program traction 

(the degree to which technical assistance projects bring about changes in counterpart 

behavior) and impact (the extent to which technical assistance project objectives 

contribute to achievement of Terms of Reference goals) were set at 3.6, and 3.1 

respectively, on a 5-point scale. Actual scores were 3.5 for traction, and 3.0 for impact. 

During 2010, OTA joined the U.S. Government’s efforts to provide assistance to a 

selected group of developing countries hard-hit by the global financial crisis. These 

projects did not begin until half-way through the fiscal year and low scores for projects in 

those countries were the norm (average 1.9 for traction, and average 1.6 for impact). The 

effect of a large number of countries beginning under very difficult conditions accounted 

for the slight decline in scores, and is not expected to be part of any future pattern.

Considering this, the overall program evaluation results were positive. Narrative 

descriptions of country project performance are annually collected along with the 

numerical ratings. 

In 2009, a customer survey instrument was designed to collect information directly from 

country counterparts who have worked first-hand with OTA advisors. Teams use the 

surveys as an additional point of information on both project focus and customer 

perception of success. Results from these surveys continue to be sought to better 

understand challenges that projects face around the globe. Results from the surveys do 

support the highly favorable praise OTA has received anecdotally over the years. In 

2010, the OTA Revenue Administration and Policy team surveyed project counterparts in 

Bosnia-Herzegovina and Afghanistan. All responses noted that expectations were 

exceeded and that major contributions had been made to strengthening professional 

capacity of staff in the respective organizations and their institutional capacity as well.

A welcome source of organizational evaluation always comes from other organizations 

with professional understanding of development assistance. In 2010, OTA received 

recognition from two separate Department of State-sponsored reports for its expertise and 

program design. In its Quadrennial Diplomacy and Development Review, the State 

Department named OTA as “one of the most powerful repositories of interagency 

expertise...offering host governments help in everything from drafting budget, tax, and 

oversight legislation, to undertaking vital, if sensitive, reforms in areas like central 

banking and increasing financial services for the poor.” Separately, in a report

commissioned by the State Department and USAID covering U.S. Government agency 

understanding and implementation of the Paris Declaration on Aid Effectiveness, the case 

study on OTA stated: “Clearly, the OTA assistance program is well aligned with most of 

the Paris Declaration principles—arguably as much so as any other donor program.” 
20

Annex 1: OTA Strategic Plan

STRATEGIC PLAN 2006-2010

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 intends to be recognized as the provider 

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

and Treasury or 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). 
21

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

support key Treasury and 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. 
22

Table A

2010 Budget Execution Plan

Projects Funded By FY 2010 Treasury International Affairs Technical Assistance (TIATA) Appropriation

Team Advisor Category Co-Financing TIATA Total

LATIN AMERICA AND CARIBBEAN

1 Argentina ENF Intermittent $ - $ 48,887 $ 48,887 

2 Colombia TAX Project Coordinator + Intermittents $ - $ 406,068 $ 406,068 

3 Costa Rica GDIM Resident $ - $ 468,828 $ 468,828 

4 Costa Rica ENF Resident $ 125,000 $ 430,163 $ 555,163 

5 Dominican Republic GDIM Resident $ - $ 553,038 $ 553,038 

6 El Salvador FIT Intermittent $ - $ 145,294 $ 145,294 

7 El Salvador GDIM Resident $ - $ 556,557 $ 556,557 

8 El Salvador ENF Resident $ - $ 147,611 $ 147,611 

9 Guatemala BUD Resident $ - $ 666,443 $ 666,443 

10 Guatemala GDIM Resident $ - $ 523,307 $ 523,307 

11 Guatemala TAX Project Coordinator + Intermittents $ - $ 450,637 $ 450,637 

12 Guatemala (Regional LACFII) FIT Resident $ - $ 712,000 $ 712,000 

13 Guatemala ENF Resident $ 125,000 $ 516,629 $ 641,629 

14 Haiti TAX Project Coordinator + Intermittents $ - $ 102,289 $ 102,289 

15 Honduras BUD Resident $ - $ 736,053 $ 736,053 

16 Honduras GDIM Resident $ - $ 539,657 $ 539,657 

17 Honduras TAX Project Coordinator + Intermittents $ 160,000 $ 673,602 $ 833,602 

18 Honduras ENF Resident $ - $ 489,055 $ 489,055 

19 Infrastructure Finance Team GDIM Intermittent $ - $ 671,726 $ 671,726 

20 Paraguay BUD Resident $ 600,000 $ 205,882 $ 805,882 

21 Paraguay ENF Intermittent $ - $ 65,326 $ 65,326 

22 Uruguay FIT Resident + Intermittent $ - $ 500,000 $ 500,000 

23 Uruguay GDIM Intermittent $ - $ 98,110 $ 98,110 

24 Uruguay ENF Intermittent $ - $ 307,184 $ 307,184 

Subtotal Latin America and Caribbean $ 1,010,000 $ 10,014,346 $ 11,024,346 
23

Team Advisor Category Co-Financing TIATA Total

ASIA

25 Cambodia BUD Resident $ - $ 586,382 $ 586,382 

26 Cambodia FIT Resident $ - $ 800,000 $ 800,000 

27 Cambodia TAX Intermittent $ - $ 407,508 $ 407,508 

28 India ENF Intermittent $ - $ 200,015 $ 200,015 

29 India GDIM Intermittent $ - $ 65,882 $ 65,882 

30 Indonesia FIT Resident $ - $ 376,471 $ 376,471 

31 Indonesia GDIM Resident $ 271,023 $ 271,023 $ 542,046 

32 Indonesia TAX Project Coordinator + Intermittents $ - $ 446,871 $ 446,871 

33 Mongolia GDIM Intermittent $ - $ 70,588 $ 70,588 

34 RegANE (Mekong Regional) ENF Resident $ - $ 669,857 $ 669,857 

35 Vietnam FIT Resident + Intermittent $ - $ 685,000 $ 685,000 

36 Vietnam GDIM Intermittent $ - $ 179,709 $ 179,709 

37 Vietnam TAX Project Coordinator + Intermittents $ - $ 604,166 $ 604,166 

Subtotal Asia $ 271,023 $ 5,363,472 $ 5,634,495 

Team Advisor Category Co-Financing TIATA Total

MIDDLE EAST AND NORTH AFRICA

38 Algeria ENF Intermittent $ - $ 226,913 $ 226,913 

39 Algeria FIT Resident $ - $ 745,000 $ 745,000 

40 Algeria TAX Intermittent $ 165,000 $ 681,093 $ 846,093 

41 Egypt ENF Intermittent $ - $ 31,719 $ 31,719 

42 Jordan ENF Resident $ - $ 438,835 $ 438,835 

43 Morocco ENF Resident $ - $ 583,890 $ 583,890 

44 Palestinian Monetary Authority ENF Intermittent $ - $ 206,523 $ 206,523 

Subtotal Middle East and North Africa $ 165,000 $ 2,913,973 $ 3,078,973 
24

Team Advisor Category Co-Financing TIATA Total

SUB-SAHARAN AFRICA

45 Angola GDIM Resident $ - $ 789,753 $ 789,753 

46 Angola TAX Resident + Intermittent $ - $ 802,251 $ 802,251 

47 Botswana ENF Resident $ - $ 507,580 $ 507,580 

48 Ghana BUD Resident $ - $ 586,600 $ 586,600 

49 Ghana GDIM Resident $ 248,697 $ 248,697 $ 497,394 

50 Ghana ENF Resident $ - $ 458,359 $ 458,359 

51 Lesotho ENF Intermittent $ - $ 168,344 $ 168,344 

52 Liberia TAX Intermittent $ - $ 118,000 $ 118,000 

53

Regional East Africa (Kenya, Uganda, 

Rwanda, Burundi) GDIM Resident $ - $ 600,123 $ 600,123 

54 Senegal GDIM Resident $ - $ 564,005 $ 564,005 

55 Tanzania GDIM Resident $ - $ 605,488 $ 605,488 

56 Uganda GDIM Resident $ - $ 586,312 $ 586,312 

57 Zambia BUD Resident $ - $ 543,000 $ 543,000 

Subtotal Sub-Saharan Africa $ 248,697 $ 6,578,512 $ 6,827,209 

Team Advisor Category Co-Financing TIATA Total

SENIOR AND REGIONAL ADVISORS

58 Regional Global Advisor BUD Resident $ - $ 526,594 $ 526,594 

59 Regional LAC Advisor: US-based FIT Full-time TDY $ - $ 235,685 $ 235,685 

60 Regional LAC Advisor: US-based ENF Full-time TDY $ - $ 355,474 $ 355,474 

61 Regional Africa/Middle East Advisor ENF Full-time TDY $ - $ 328,157 $ 328,157 

62 Regional Global Advisor: US FIT Full-time TDY $ - $ 308,235 $ 308,235 

63 Regional Global Advisors: US TAX Full-time TDY (2) $ - $ 527,256 $ 527,256 

64 Senior Advisor: US GDIM Full-time TDY $ - $ 346,773 $ 346,773 

Subtotal Senior and Regional 

Advisors $ - $ 2,628,174 $ 2,628,174 
25

Team Advisor Category Co-Financing TIATA * ** Total

OTHER FUNDED ACTIVITIES

65 Worldwide Cash Management BUD Intermittent $ - $ 205,882 $ 205,882 

66 Financial Crisis -- Rapid Response FIT Intermittent $ - $ 600,000 $ 600,000 

67 Global FIU Analytical Training ENF Resident $ - $ 262,133 $ 262,133 

68 Money Service Businesses ENF Intermittent $ - $ 135,635 $ 135,635 

Subtotal Other Funded Activities $ - $ 1,203,650 $ 1,203,650 

GRAND TOTAL $ 1,694,720 $ 28,702,127 $ 30,396,847 

Notes

* TIATA figures do not include $7.1 million supplemental appropriation for assistance to Haiti.

** TIATA figures include carryover of prior year TIATA funds.
26

Table B

2010 Non-TIATA Sources of Funding

Treasury International Affairs Technical Assistance (TIATA)

Purpose Source Transfer Category Amount

Financial Crisis Rapid Response - Global USAID 632(a) $9,547,000

Assistance for Europe, Eurasia and Central Asia (AEECA) State 632(a) $5,483,000

Technical Assistance to Government of Iraq State 632(b) $3,827,000

Technical Assistance to Government of Afghanistan State 632(a) $3,465,000

Technical Assistance to Government of Mexico State/INL 632(b) $2,254,956

Technical Assistance to Government of Paraguay (MCC) USAID 632(b) $2,203,019

Technical Assistance to Government of Afghanistan USAID 632(b) $1,450,000

Technical Assistance to Government of Lebanon USAID 632(b) $1,372,494

Central America Regional Anti-Money Laundering Project State/INL 632(b) $500,000

Technical Assistance to Government of Haiti State/INL 632(b) $450,000

Technical Assistance to Government of Algeria USAID 632(b) $400,000

Technical Assistance to Government of Saudi Arabia Treasury-TFI 632(b) $207,787

Technical Assistance to Government of Ecuador State/INL 632(b) $150,000

Technical Assistance to Government of Madagascar Govt. of Madagascar n/a $124,561

Technical Assistance to Government of Jamaica Govt. of Jamaica n/a $99,074

TOTAL $31,533,891