DEPARTMENT OF THE TREASURY

INTERNATIONAL AFFAIRS TECHNICAL ASSISTANCE

2023 REPORT TO CONGRESS

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

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

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

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

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

Technical Assistance (OTA).
TABLE OF CONTENTS

I. Introduction and Executive Summary 1 

A. Project Highlights 2 

B. Alignment with Administration Priorities 2 

C. Monitoring and Evaluation 4 

II. Program Organization and Principles 5 

III. Project Allocation, Funding, and Management 6 

IV. Project Selection and Assistance Delivery 9 

V. Program Evaluation and Monitoring 11 

VI. Illustrative Achievements 13 

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

Annex 2: OTA Strategic Plan 2018-2022 20 

Table A: 2023 TIATA Budget Execution Plan 22 

Table B: 2023 Non-TIATA Sources of Funding 26
1 

I. Introduction and Executive Summary

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

Technical Assistance (OTA) for calendar year 2023. The report covers program 

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

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

As discussed further below, in 2023 OTA:

• Executed 61 bilateral technical assistance projects in 39 countries to support 

counterparts in Africa, Latin America, Asia, and Europe achieve improvements – 

in some cases significant improvements – in public financial management and 

financial sector oversight.1

 

• Delivered technical assistance in support of Administration priorities, including 

climate/energy, financial inclusion, and anti-corruption. 

• Significantly increased investment in technical assistance project design to

increase likelihood of strong positive impact by better identifying and 

understanding the problems to be addressed and reforms to be implemented in 

each project, as well as the associated risks.

• Completed three independent (third-party) evaluations of OTA projects under the 

program’s initiative to strengthen project monitoring and evaluation in 

compliance with the Foreign Aid Transparency and Accountability Act (FATAA). 

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

and transitional countries strengthen their ability to manage public finances effectively 

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

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

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

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

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

governments that develop effective financial sector oversight regimes are valuable 

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

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

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

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

can be sustained over the long term. The program is selective and emphasizes country 

ownership, working with governments that are committed to reform – reform that they 

design and own – and to using U.S. assistance effectively. OTA designs and executes 

projects that focus on the implementation of consequential public financial management 

and financial sector reforms that go beyond general awareness raising and capacity 

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

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

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

1 Active OTA projects being implemented as of 12/31/23 (published on OTA website).
2 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Project Highlights

In 2023, several OTA partner countries made significant achievements with OTA 

assistance. For example, Kenya undertook key reforms to strengthen revenue collection, 

including modernizing its tax debt recovery process, which contributed toward a tripling 

of reported tax revenue from 2017 to 2023. OTA worked with India’s National 

Investment and Infrastructure Fund (NIIF) – the country’s largest sovereign infrastructure 

investment vehicle – to incorporate environmental, social, and governance considerations 

into its investment decisions, thereby strengthening NIIF’s capacity to mobilize privatesector investment in critical infrastructure. In the Dominican Republic, the government – 

with OTA support – implemented a Secured Transactions Law to increase access to 

affordable finance, particularly for micro, small, and medium enterprises. Zambia 

worked closely with OTA as it took important steps to combat drug trafficking, including 

the establishment of an inter-agency task force focused on combating illicit financial 

flows, which led to the successful interdiction of a major narcotics shipment and the 

related seizure of more than $13 million in cash and other assets linked to criminal 

activity. OTA supported the Government of Vietnam to implement a risk-based internal 

audit regime to increase the accountability of government entities with regard to 

expenditure of public funds. 

Alignment with Administration Priorities

OTA’s work is closely aligned with Administration priorities. In addition to, and 

complementary with, its traditional focus on public financial management and financial 

sector strengthening, the program responded to partner countries demand in the areas of 

climate and energy, infrastructure finance, financial inclusion, and anti-corruption. OTA 

also continued to contribute to the broader U.S. effort to support Ukraine. 
3 

Climate/Energy and Infrastructure Finance

In 2023, OTA continued to support counterpart countries’ climate-related policy goals, 

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

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

energy and infrastructure projects. OTA executed these projects in Brazil, Colombia, 

Ecuador, India, and Jamaica. OTA’s work with the Government of Ecuador led to the 

successful private financing of two major renewable energy (wind and solar) projects (see 

section VI for more details).

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

of governments to structure and implement infrastructure projects to enhance economic 

growth. Over the last year OTA executed 11 infrastructure finance technical assistance 

projects in Brazil (two projects), Colombia, Ecuador, India, Jamaica, Kenya, Panama, 

Philippines, Ukraine, and Zambia. 

Financial Inclusion

OTA assisted partner countries to implement inclusive financial strategies to expand 

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

and strengthening legal and regulatory frameworks that support the deployment of 

innovative and quality financial products and services (e.g., secured transactions, fintech) 

and supervisory regimes that effectively oversee financial services, protect and educate 

consumers, and promote financial sector safety and soundness. In 2023, OTA executed 

seven engagements that included support in the area of financial inclusion in Costa Rica, 

Dominican Republic, Honduras, Liberia, Madagascar, North Macedonia, and Paraguay. 

Two additional projects in Albania and Jamaica were approved and designed over the last 

year. 

Anti-corruption 

In support of the U.S. Strategy to Counter Corruption, OTA’s work focused on 

strengthening transparency and accountability in public finance systems and combatting 

economic crimes. As part of this effort, OTA helped foreign government counterparts to 

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

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

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

efforts, in 2023 OTA executed 15 engagements in Angola, Botswana, Dominican 

Republic, Ecuador, Estonia, Honduras, Latvia, Liberia, Madagascar, Maldives, Mongolia, 

Philippines, Seychelles, Tajikistan, and Zambia. The program also began designing five

new AML/CFT and financial supervision projects in Albania, Cameroon, Colombia, 

Palau, and Vietnam. 

OTA also executed several projects focused on strengthening public financial 

management systems and processes to enable better prevention and detection of 
4 

corruption. In the revenue area, OTA engaged with national tax authorities in Cameroon, 

Costa Rica, Ecuador, Georgia, Kenya, Moldova, and North Macedonia to build their 

internal control functions and anti-corruption regimes. In the budget area, the program 

worked with the ministries of finance in Madagascar and Indonesia to improve internal 

control processes and enhance the integrity of government payment processes. OTA also 

continues to strengthen procurement practices for infrastructure projects in partner 

countries to reduce the potential for corruption. OTA’s efforts in countries such as 

Colombia and Ecuador focused on increasing open competition and transparency in 

infrastructure procurement and building counterparts’ capacity to analyze the potential 

risk that various infrastructure financing approaches present to the sovereign balance 

sheet. 

Ukraine 

As part of the broader U.S. government effort to support Ukraine, OTA continued to 

provide technical assistance to the Government of Ukraine in the areas of tax 

administration, financial sector crisis response and strengthening, and infrastructure 

finance. Reflecting significant ongoing economic, financial, and security challenges, 

OTA’s efforts focused both on supporting continuity of key Ukrainian public financial 

management and financial sector operations, as well as building the capacity of the 

Government of Ukraine for a post-conflict future. For example, OTA worked closely 

with counterparts in Ukraine’s State Tax Service on the development and approval of a 

multi-year national revenue strategy, a benchmark of Ukraine’s International Monetary 

Fund (IMF) program and a key element of the Government’s efforts to mobilize 

resources to finance essential public services and the rebuilding efforts necessitated by 

Russia’s war on Ukraine (see section VI for more details). OTA assistance is closely 

coordinated with other U.S. agencies as well as other bi-lateral and multi-lateral 

assistance providers. 

Monitoring and Evaluation

OTA continues to strengthen its ability to design, monitor, and measure the effectiveness 

of its technical assistance projects in accordance with the Foreign Aid Transparency and 

Accountability Act (FATAA). In 2023, OTA iterated on its established approach to 

program design, including expanding the time spent with counterparts in-country on 

problem identification, project design, and risk identification. This resulted in more 

specificity about the goals of each project earlier in the engagement, which allowed OTA 

to identify dependencies between project activities, lay out the pathway for meaningful 

reforms, and better articulate program design through Logical Frameworks and other 

project inception documentation. Additionally, OTA further expanded project

monitoring capabilities by refining and disaggregating project-level implementation data 

in user-friendly dashboards to enable project managers and senior management to make 

data-driven decisions about project performance, including investing additional resources 

into projects with high traction, and making timely interventions into stalled or faltering 

projects. Finally, OTA established Communities of Practice in key subject areas (audit, 

transfer pricing, data, secured transactions, financial stability, and problem bank 
5 

resolution) to facilitate information sharing, best practices in program design, and 

learning across the program. 

OTA also worked closely with a third-party contractor to scale up independent evaluation 

of OTA’s projects. Three evaluations were planned and completed in 2023, including in 

Rwanda, Jamaica, and Paraguay. Three additional evaluations, two in Paraguay and one 

in Kenya, were substantially completed in 2023 and will be published in 2024. OTA has 

planned evaluations of projects in Cote d’ Ivoire, Georgia, Madagascar, Mongolia, and 

Indonesia in 2024. In accordance with the Foreign Aid Transparency and Accountability 

Act (FATAA) completed evaluation reports are posted internally within Treasury’s 

network and on Treasury’s public website. 

II. Program Organization and Principles 

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

governments of developing and transitional countries: 

• Revenue Policy and Administration: Creates more effective tax administrations 

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

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

transparency.

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

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

treasury operations, and evaluation.

• Government Debt and Infrastructure Finance: Provides strategic and technical 

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

domestic government securities; increases the efficiency of government debt 

management; implements comprehensive debt strategies that diversify sources of 

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

environments for private investment; and accelerates the development of financially 

sound infrastructure projects.

• Banking and Financial Services: Supports the development of strong, stable, and 

inclusive financial sectors through implementation of effective financial sector 

oversight and problem bank resolution regimes, inclusive financial sector strategies, 

and modern systems that improve government’s ability to mitigate adverse 

macroeconomic conditions.

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

regimes that are compliant with international standards. 

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

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

corruption and increasing transparency and accountability. 

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

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

move towards financial self-sufficiency—including the capability to generate and 
6 

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

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

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

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

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

effectively. OTA is recognized for supporting country ownership; achieving 

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

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

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

specifying activities in support of those aims. 

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

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

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

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

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

• Reform implementation. OTA designs and executes projects to implement public 

financial management and financial sector reforms. This requires sustained 

engagement with counterpart governments at the policy and technical levels – beyond 

general awareness raising and capacity building – to identify and understand the 

specific problems to be addressed and to put in place solutions that will be sustained 

over the long term.

III. Project Allocation, Funding, and Management

Project Allocation

As of the end of 2023, OTA had 61 bilateral technical assistance projects in 39 countries, 

consistent with OTA’s footprint in recent years.

2

 Thirty-six percent of these projects 

were in Sub-Saharan Africa, 30 percent were in the Americas, 20 percent were in Europe 

and Eurasia, and 15 percent were in Asia. Projects in Sub-Saharan Africa, where demand 

from governments for OTA assistance has been strongest, and Europe/Eurasia continue to 

represent an increasing percentage of the program’s global footprint. These projects were 

executed across the program’s five disciplines, with approximately half of OTA projects 

delivered in the areas of Government Debt and Infrastructure Finance (31 percent) and 

Banking and Financial Services (23 percent), and the remainder focused on Budget and 

Financial Accountability (16 percent), Revenue Policy and Administration (16 percent), 

and Economic Crimes (13 percent) (see charts below). 

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

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

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

coordinated way to achieve the greatest possible impact. In 2023, out of OTA’s 39 

country engagements, 11 involved experts from two or more disciplines. 

2 Ibid.
7 

Chart 1 - OTA Projects by Region 2023

Chart 2 - OTA Projects by Discipline 2023 

Note: Details may not add to totals due to rounding

Program Funding 

In FY 2023, Congress appropriated $38 million in Treasury International Affairs 

Technical Assistance (TIATA) resources, a flatline from FY 2022. This funding was 

allocated to support a total of 76 bilateral assistance projects, 12 subject matter-specific 

senior advisors (who work regionally and globally), and 13 Program Officers who 

support project implementation across multiple projects, with a combined budget of 

36%

30%

20%

15%

Sub-Saharan Africa

Americas

Europe/ Eurasia

Asia

31%

23%

16%

16%

13%

Government Debt and

Infrastructure Finance

Banking and Financial

Services

Budget and Financial

Accountability

Revenue Policy and

Administration

Economic Crimes
8 

$44.2 million.3

 TIATA is a “no-year” appropriation, which allows OTA to fund projects 

through a combination of new and carryover funds. 

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

pursuing its mission and is the most reliable, efficient, and effective source of funding for 

Treasury technical assistance. The level of appropriated funding helped maintain 

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

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

increasing access to finance. 

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

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

shown in the chart below, between FY 2019 and FY 2023 the program received $53.2 

million in such transfers. OTA will continue to monitor closely the level of funding it 

receives – both TIATA and transfers from other agencies – in an effort to sustain the 

current level of technical assistance OTA delivers globally and to be able to respond to 

new and emerging priorities. 

Chart 3 - OTA Funding by Source FY 2019-FY 2023 

Notes: 

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

2. OTA expected to receive transfer funding in FY21 from the Department of State for projects in Eastern 

Europe and Central Asia. However, the transfer was delayed and the funds were received by OTA in FY22.

3 Reflects all projects that received TIATA funding in 2023. Includes new projects undergoing design (not 

yet in implementation) and projects that concluded during 2023. 
9 

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

funding in 2023. 

Program Management

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

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

to partner countries globally. These costs, which totaled approximately $10.6 million in 

2023, are largely associated with OTA’s headquarters management and administrative 

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

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

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

information systems security. These program management expenses are funded by 25 

percent of all funds the program receives, whether via direct appropriation (TIATA) or 

inter-agency transfer.4

IV. Project Selection and Assistance Delivery

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

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

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

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

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

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

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

 

Receiving and Assessing Requests. Requests for technical assistance and information 

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

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

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

projects. 

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

is carried out by OTA subject matter experts. The OTA subject matter expert shares the 

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

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

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

counterpart are seldom achieved. 

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

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

Deputy Assistant Secretary (DAS) for Technical Assistance Policy. Decisions about 

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

4 The FY 2023 TIATA appropriation provided $9.5 million – 25% of the $38 million total appropriation – 

to support OTA administrative expenses. 
10 

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. 

Project Design. Following initial project approval, OTA begins project design, typically 

through one or more in-country missions during which OTA assists counterparts to 

determine underlying problems driving the need for technical assistance. OTA and 

counterparts work together to develop project goals and sets of activities to be 

implemented during the life of the project. These scoping missions are critical to 

identifying and documenting program design and potential risks, establishing 

expectations for reform implementation, and identifying appropriate indicators and 

necessary data to measure success. Project design culminates in a project-specific 

Logical Framework, Terms of Reference, and detailed Work Plan for OTA advisors to 

refer to during project implementation. 

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 three to five years, and working side-by-side with 

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

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

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

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

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

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

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

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

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

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

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

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

intermittent project.

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

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

those problems. 

Typically, one resident advisor will be utilized to cover a single large subject area, such 

as program budgeting or debt management, which will require several years to complete. 
11 

Alternatively, an intermittent advisor-based project will use several advisors to cover a 

multitude of specialized assistance topics, such as audits, arrears collection and strategic 

planning in tax administration, or financial intelligence unit development, techniques of 

financial analysis, investigation and prosecution, or asset management, seizure, and 

forfeiture. 

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

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

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

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

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

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

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

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

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

responsibilities and deliverables. 

Implementing advisors provide regular input into OTA’s standardized monitoring 

frameworks and produce monthly progress reports shared with Treasury headquarters. 

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

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

Millennium Challenge Corporation, and the relevant International Financial Institutions. 

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

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

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

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

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

V. Program Evaluation and Monitoring 

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

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

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

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

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

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

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

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

the final status of project activities and outcomes as the project is closed, document 

challenges to project implementation, and capture lessons learned for future project 

planning. OTA completed eight end-of-project reports in 2023. 

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

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

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

actively engaged in working with OTA advisors to achieve technical assistance 
12 

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

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

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

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

of the project being implemented. 

For 2023, OTA achieved an overall program traction score of 3.5, a level of traction

consistent with the program’s historical experience. 

OTA continues to strengthen its ability to design, monitor, and measure the effectiveness 

of its technical assistance projects in accordance with the Foreign Aid Transparency and 

Accountability Act (FATAA). In 2023, OTA fine-tuned its established approach to 

program design, including expanding the time spent with counterparts in-country on 

problem identification, project design, and risk identification. The result is more 

specificity about the goals of the project, earlier in the engagement, which allows OTA to 

identify dependencies, lay out the pathway for meaningful reforms, and better articulate 

program design through Logical Frameworks and other project inception documentation. 

Additionally, OTA further expanded project monitoring capabilities by refining and 

disaggregating project-level implementation data in user-friendly dashboards to enable 

project managers and senior management to make data-driven decisions about project 

performance, including investing additional resources into projects with high traction, 

and making timely interventions into stalled or faltering projects. Finally, OTA 

established Communities of Practice in key subject areas (audit, transfer pricing, data, 

secured transactions, financial stability, and problem bank resolution) to facilitate 

information sharing, best practices in program design, and learning. 

OTA also worked closely with its contractor to scale up independent evaluation of OTA’s 

projects. Three evaluations were planned and completed in 2023, including projects in 

Rwanda, Jamaica, and Paraguay. Three additional evaluations, two in Paraguay and one 

OTA Traction Assessment Rating Scale

Traction

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

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

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

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

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

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

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

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

on this objective. 

 

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

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

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

in Kenya, were substantially completed in 2023 and will be published in 2024. As 

OTA’s library of evaluations has grown, OTA has begun hosting post-evaluation debriefs 

with managers to hear from the evaluation team directly about their findings and 

recommendations and to discuss implications for future project planning. Key takeaways 

from evaluations so far have reiterated the need for enhanced program design, ensuring 

project documentation during implementation, and ensuring appropriate backstopping of 

advisors by OTA management. 

Additionally, the evaluation team recommended that counterparts provide direct feedback 

to OTA regarding project implementation. To that end, OTA developed a new customer 

survey that uses a combination of Likert-scale questions and free-response questions, 

collected through an online platform, to allow for comparable data and direct feedback. 

OTA received nearly 100 responses from counterparts and is currently reviewing the data 

to better inform project design and implementation when necessary. 

OTA has planned evaluations of projects in Cote d’Ivoire, Georgia, Madagascar, 

Mongolia, and Indonesia in 2024. In accordance with the Foreign Aid Transparency and 

Accountability Act (FATAA) completed evaluation reports are posted internally within 

Treasury’s network and on Treasury’s public website. 

VI. Illustrative Achievements

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

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

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

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

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

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

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

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

possible use with committed partners.

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

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

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

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

this on an annual basis. In 2023, TIATA-funded bilateral assistance projects in Brazil, 

Ecuador, Honduras (2), and Uzbekistan were curtailed or ended early due to poor 

performance. Two additional projects that were newly approved for 2023 in Tanzania 

were not initiated due to issues that arose during initial project design, including poor 

traction with counterpart officials and significant changes in host government priorities 

away from capacity building and reform implementation to execution of operational 

activities and other areas outside of the program’s mandate.

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

technical and policy level—are committed to reform and to using Treasury technical 
14 

assistance well. In 2023, a number of OTA partner countries demonstrated such 

commitment and made significant achievements with OTA assistance. Notable 

accomplishments include the following: 

Budget and Financial Accountability 

Vietnam Enhances Public Expenditure Accountability. In 2023, the Government of 

Vietnam implemented a risk-based internal audit regime to enhance control and 

accountability of public expenditures. This achievement is an important part of the 

comprehensive reform program undertaken by the government – with support from OTA 

– to strengthen public financial management and fiscal transparency. OTA helped 

Vietnam’s State Treasury (VST) to identify and prioritize risks within the organization 

and its public expenditure processes and supported VST in executing a pilot internal 

audit, the findings of which helped to determine whether and to what extent public funds 

were received and expended in compliance with appropriate authorities. The pilot audit 

led to VST’s adoption of enhanced internal audit policies and procedures and laid the 

foundation for VST to implement an annual risk-based internal audit plan to increase the 

accountability of government entities with regard to expenditure of public funds. 

Trinidad & Tobago Modernizes Treasury Operations. The Ministry of Finance 

(MoF) of Trinidad & Tobago implemented several new processes over the last year to 

strengthen treasury operations, a key aspect of the government’s public financial 

management reform agenda. OTA assisted the MoF to redesign treasury processes, 

including those related to payroll (for government employees) and tax and non-tax 

revenue collection. As part of the implementation of a new integrated financial 

management information system, OTA helped the MoF to develop a framework for the 

use of electronic signatures on certain transactions to reduce risk, save resources, and 

increase efficiency. Taken together, these reforms will facilitate more accurate and 

timely financial transactions and improve the overall efficiency of treasury operations 

across the government. 

Revenue Administration and Policy 

Kenya Improves Tax Debt Collection. The Kenya Revenue Authority (KRA) 

undertook several reforms to strengthen revenue collection as part of a broader effort by 

the government to improve public financial management. With OTA support, the KRA 

reformed its regime to recover tax debts – amounts owed to the government by taxpayers 

– through the development and implementation of strategies to decentralize authority on 

tax debt cases, including to provide reasonable and acceptable flexibility to tax officials 

in establishing installment payment agreements with taxpayers based on sound financial 

analysis. OTA also helped the KRA to increase organizational efficiency by using riskbased strategies to manage employee workload as well as through optimized – and 

documented – internal procedures and practices. As a result of these reforms and other 

actions, tax revenue collection reported by the KRA has more than tripled from $185 

million in 2017 to $653 million in 2023. 
15 

Ukraine Develops War-time National Revenue Strategy. In 2023, the Government of 

Ukraine, with support from OTA and other international assistance providers, approved a 

multi-year National Revenue Strategy (2024-2030). The strategy is a structural 

benchmark under Ukraine’s program with the IMF. It is also a key component of the 

Government’s ongoing reforms to strengthen Ukraine’s revenue regime and to mobilize 

domestic resources to finance essential public services (e.g., education, health) and the 

rebuilding efforts necessitated by Russia’s war on Ukraine. OTA supported Ukraine’s 

State Tax Service in drafting the revenue strategy and facilitated the inclusion of several 

legislative and administrative recommendations, including the establishment of new 

administrative authorities for tax debt management, risk-based audit case selection, and 

internal security. These enhancements to Ukraine’s tax regime will strengthen revenue 

collection in a manner consistent with international best practices. 

Government Debt and Infrastructure Finance 

India’s National Investment Fund Institutionalizes Environmental Social and 

Governance Considerations. In 2023, the National Investment and Infrastructure Fund 

(NIIF) – India’s largest sovereign infrastructure investment vehicle with nearly $5 billion 

in assets under management – adopted a methodology for incorporating Environmental, 

Social, and Governance (ESG) considerations into its investment decisions. In support of 

this effort, OTA worked with NIIF to implement a new electronic platform to input and 

monitor ESG data in response to investor demand and integrate the information into 

NIIF’s investment decision making process. OTA also assisted NIIF to produce ESG 

impact reports for companies in which the NIIF has invested and to hold annual ESG 

summits to enhance ESG performance among those investee companies. The ESG 

platform also enables NIIF to demonstrate its data-driven approach to institutional 

investors and to track the portfolio’s contribution to India's Sustainable Development 

Goals (SDGs). These enhancements strengthen NIIF’s capacity to mobilize privatesector investment in Indian infrastructure to meet critical development needs.

Ecuador Attracts Private Sector Investment for Green Infrastructure Projects. 

OTA assisted the Government of Ecuador’s efforts to privately finance two major 

renewable energy – wind and solar – projects. These projects were the first large-scale 

renewable energy products in Ecuador to be fully financed with private capital, a critical 

achievement considering the country’s significant infrastructure needs and fiscal 

challenges. OTA assisted the Ministry of Economy and Finance (MEF) and the Ministry 

of Energy and Mines to identify and address serious contract deficiencies and bankability 

issues that had initially stalled both projects. OTA also supported the MEF to establish 

an internal review process whereby the ministry engages with other government agencies 

to assess and improve the bankability and fiscal sustainability of proposed infrastructure 

projects. The government has used this new review process to award 10 additional 

renewable energy projects. 
16 

Banking and Financial Services 

The Dominican Republic Improves Access to Finance. The Government of 

Dominican Republic (GoDR), with OTA support, passed a Secured Transactions Law in 

2020 that went into force in 2023, allowing non-traditional forms of collateral (i.e., 

inventories or crops) to be used to obtain loans, thereby increasing access to affordable 

finance, particularly for micro, small, and medium enterprises. To support 

implementation of the law, OTA assisted the GoDR to launch an electronic collateral 

registry (known as an “e-registry”), establishing a system for the new forms of collateral 

to be officially registered. OTA helped to define technical requirements and to develop, 

test, and socialize the registry with financial sector stakeholders. The system has been 

well-utilized, processing nearly 80,000 new collateral registrations within the first ten 

months of operation. Previously, the registration process was paper-based and would 

often take several months for borrowers to secure loans due to the lack of readily 

available information about existing claims against collateral. The new Secured 

Transactions Law and e-registry will enable financial institutions to make faster and 

better-informed lending decisions with real-time information and provide a foundation 

for non-traditional forms of collateral to improve access to finance for low-income and 

small business borrowers.

Seychelles Launches New Core Banking System. With OTA support, the Central Bank 

of Seychelles (CBS) successfully executed the procurement process for a new core 

banking system, which is scheduled to go live in March 2024. OTA provided critical 

guidance to CBS throughout the multi-year process, including on system design as well 

as measures to ensure the smooth migration of data from the old core banking system to 

the new one. OTA also helped the CBS to develop and document optimized processes to 

automate the daily upload of exchange rates into the new system. The core banking 

system is the nerve center for managing and processing essential central bank functions, 

including monetary policy implementation, financial stability assessment, banking 

supervision, and regulatory compliance. While the current system in Seychelles is 

functional, it lacks certain elements critical to the operation of the central bank, requiring 

certain processes to be performed manually. When fully implemented, the new core 

banking system will enhance efficiency, security, and transparency in Seychelle’s 

financial ecosystem, enabling CBS to fulfill its critical responsibilities in safeguarding the 

financial sector. 

Economic Crimes

Zambia Combats Drug Trafficking through Improved Interagency Cooperation. 

With OTA support, the Zambian Financial Intelligence Unit (FIU) and other Zambian 

AML/CFT stakeholders, including the Drug Enforcement Commission (DEC) and 

Director of Public Prosecution, established an inter-agency task force focused on 

combating illicit financial flows. Throughout 2023, OTA mentored AML/CFT 

stakeholders on how to collaboratively identify proceeds as well as assets linked to 

criminal activity, and how to effectively communicate these findings to prosecutors to 

initiate seizure orders. As a result of improved communication and coordination, the 

DEC successfully interdicted a major narcotics shipment destined for northern Africa. 
17 

An ensuing investigation by the DEC in coordination with other task force members 

further resulted in the seizure by Zambian authorities of more than $5 million in cash, 

approximately $8 million in gold, and two aircraft. 

Dominican Republic Bolsters AML/CFT Enforcement. The Dominican Republic’s 

Financial Intelligence Unit (FIU) partnered with OTA to implement several key reforms 

to strengthen the country’s AML/CFT regime. This included the establishment of a more 

effective process for the FIU to report actionable intelligence to other Dominican 

AML/CFT stakeholders, including the Dominican National Police, Prosecutor General’s 

Office, and Superintendency of Banks. OTA assisted the FIU to establish monthly interagency working group meetings for law enforcement and financial sector supervision 

stakeholders to review FIU referrals and decide on next steps, ranging from criminal 

investigations to civil administrative actions. In 2023, Dominican authorities acted on 

every FIU referral, either by considering civil penalties and/or initiating criminal 

investigations. As a result of these improvements, the Dominican Republic has been 

recognized as a regional AML/CFT leader by its peers. Most recently, the FIU was 

appointed to head the Organization of American States (OAS) Group of Experts for the 

Control of Money Laundering (GELAVEX), as well as to chair the Latin America 

Financial Action Task Force (GAFILAT) Terrorist Financing Working Group. 
18 

Annex 1: U.S. Treasury Strategic Plan 2022-2026 (excerpted)
19 

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

Global Economic Leadership; Strategy 1.2.B 
20 

Annex 2: OTA Strategic Plan 2019-2023 

STRATEGIC PLAN 2019-2023 

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 

maintain a strong economy and create economic and job opportunities by promoting the 

conditions that enable economic growth and stability at home and abroad” 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 works to fully understand the problems faced by counterpart governments 

and to implement solutions that will be sustained.

• 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 the dedication, adaptability, and expertise of its advisors as a 

core program strength. 

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. 

• Design projects that focus on the implementation of consequential public financial 

management and financial sector reforms to be sustained over the long term. 
21 

• 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). 

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

support key U.S. Government priorities. 

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

excellence. 

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

the U.S. Government. 

• Enhance awareness of Treasury’s technical assistance program.

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

mission. 
22 

Table A

2023 TIATA Budget Execution Plan

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

Table A 

2023 Budget Execution Plan

Treasury International Affairs Technical Assistance (TIATA)

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

OTA1098 1 Barbados 01 BANK Intermittent $ 143,695 $ 143,695

OTA4080 2 Brazil IFT DEBT Intermittent $ 230,700 $ 230,700

OTA4103 3 Brazil IFT 02 DEBT Resident $ 325,699 $ 325,699

OTA4111 4 Brazil IFT 03 DEBT Resident $ 504,711 $ 504,711

OTA1088 5 Chile BANK Intermittent $ 204,969 $ 204,969

OTA3103 6 Colombia CRME Intermittent $ 279,344 $ 279,344

OTA4101 7 Colombia IFT 02 DEBT Resident $ 588,380 $ 588,380

OTA1077 8 Costa Rica (Financial Inclusion) BANK Intermittent $ 84,260 $ 84,260

OTA5067 9 Costa Rica 02 RVNU Project Coordinator + Intermittent $ 520,897 $ 520,897

OTA1060 10 Dominican Republic (Financial Inclusion) BANK Intermittent $ 363,343 $ 363,343

OTA3093 11 Dominican Republic CRME Intermittent $ 463,888 $ 463,888

OTA5052 12 Dominican Republic RVNU Intermittent $ 50,000 $ 50,000

OTA1080 13 Ecuador BANK Intermittent $ 291,108 $ 291,108

OTA2086 14 Ecuador BDGT Resident $ 656,554 $ 656,554

OTA3101 15 Ecuador CRME Resident $ 852,185 $ 852,185

OTA5063 16 Ecuador RVNU Project Coordinator + Intermittent $ 681,092 $ 681,092

OTA4081 17 Ecuador 01 DEBT Resident $ 663,256 $ 663,256

OTA1087 18 Ecuador 02 BANK Intermittent $ 219,926 $ 219,926

OTA4082 19 Ecuador IFT DEBT Resident $ 649,743 $ 649,743

OTA1056 20 Honduras BANK Resident $ 1,191,539 $ 1,191,539

OTA2030 21 Honduras 01 BDGT Intermittent $ 110,245 $ 110,245

OTA2044 22 Honduras 02 BDGT Intermittent $ 153,146 $ 153,146

OTA1099 23 Jamaica 03 BANK Intermittent $ 163,278 $ 163,278

OTA2065 24 Jamaica BDGT Intermittent $ 124,375 $ 124,375

OTA4086 25 Jamaica (IFT) DEBT Intermittent $ 354,452 $ 354,452

OTA4078 26 Panama IFT DEBT Intermittent $ 83,026 $ 83,026

OTA1066 27 Paraguay (Financial Inclusion) BANK Intermittent $ 348,269 $ 348,269

OTA1091 28 Peru 03 BANK Intermittent $ 168,708 $ 168,708

OTA2084 29 Trinidad and Tobago BDGT Resident $ 684,420 $ 684,420

Subtotal Latin America and Caribbean 0 $ 11,155,207 $ 11,155,207
23 

ASIA Team Advisor Category Co-Financing TIATA Total 

OTA4102 30 India 03 DEBT Intermittent $ 588,278 $ 588,278

OTA4058 31 India IFT DEBT Intermittent $ 494,988 $ 274,718 $ 769,705

OTA2059 32 Indonesia BDGT Intermittent $ 457,418 $ 457,418

OTA5068 33 Maldives RVNU Project Coordinator + Intermittent $ 271,258 $ 271,258

OTA3091 34 Mongolia CRME Resident $ 868,355 $ 868,355

OTA3110 35 Palau CRME Intermittent $ 415,986 $ 415,986

OTA1082 36 Philippines 02 BANK Resident $ 794,116 $ 794,116

OTA4056 37 Philippines IFT DEBT Intermittent $ 82,850 $ 82,850

OTA4087 38 Uzbekistan DEBT Resident $ 533,683 $ 533,683

OTA1097 39 Vietnam BANK Intermittent $ 365,002 $ 365,002

OTA2007 40 Vietnam BDGT Intermittent $ 330,524 $ 330,524

Subtotal Asia $ 494,988 $ 4,982,187 $ 5,477,175

EUROPE Team Advisor Category Co-Financing TIATA Total 

OTA1100 41 Albania BANK Itermittent $ 273,714 $ 273,714

OTA3099 42 Estonia CRME Resident $ 823,208 $ 823,208

OTA5070 43 Georgia RVNU Project Coordinator + Intermittent $ 952,710 $ 569,555 $ 1,522,265

OTA3100 44 Latvia CRME Resident $ 29,108 $ 772,898 $ 802,006

OTA5051 45 Moldova RVNU Resident $ 1,000,000 $ 309,791 $ 1,309,791

OTA1096 46 North Macedonia BANK Intermittent $ 373,484 $ 373,484

OTA2090 47 North Macedonia BDGT Resident $ 1,259,393 $ 1,259,393

OTA4106 48 North Macedonia DEBT Intermittent $ 156,338 $ 156,338

OTA5071 49 North Macedonia RVNU Project Coordinator + Intermittent $ 689,483 $ 689,483

Subtotal Europe $ 1,981,818 $ 5,227,865 $ 7,209,683
24 

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

OTA3095 50 Angola CRME Intermittent $ 337,256 $ 337,256

OTA4104 51 Angola 02 DEBT Resident $ 968,577 $ 968,577

OTA2072 52 Botswana BDGT Resident $ 890,406 $ 890,406

OTA3096 53 Botswana CRME Intermittent $ 414,311 $ 414,311

OTA3104 54 Cameroon CRME Intermittent $ 395,372 $ 395,372

OTA5057 55 Cameroon RVNU Project Coordinator + Intermittent $ 432,980 $ 432,980

OTA4107 56 Ghana 03 DEBT Resident $ 848,342 $ 848,342

OTA4099 57 Kenya IFT DEBT Resident $ 579,809 $ 579,809

OTA5055 58 Kenya RVNU Project Coordinator + Intermittent $ 508,474 $ 508,474

OTA5072 59 Kenya 02 RVNU Project Coordinator + Intermittent $ 271,656 $ 271,656

OTA1090 60 Liberia BANK Intermittent $ 897,643 $ 897,643

OTA4066 61 Madagascar DEBT Resident $ 173,990 $ 173,990

OTA1054 62 Madagascar 01 (Financial Inclusion) BANK Intermittent $ 135,189 $ 135,189

OTA1084 63 Madagascar 02 (Insurance Supervision) BANK Intermittent $ 232,835 $ 232,835

OTA1085 64 Madagascar 03 (Deposit Insurance) BANK Intermittent $ 465,036 $ 465,036

OTA2056 65 Madagascar BDGT Intermittent $ 233,897 $ 233,897

OTA5073 66 Namibia RVNU Project Coordinator + Intermittent $ 1,057,804 $ 1,057,804

OTA1089 67 Seychelles BANK Resident $ 1,199,141 $ 1,199,141

OTA2088 68 Seychelles BDGT Intermittent $ 90,238 $ 90,238

OTA1055 69 Sierra Leone BANK Intermittent $ 138,527 $ 138,527

OTA2091 70 Tanzania 02 BDGT Intermittent $ 499,975 $ 499,975

OTA5074 71 Tanzania 02 RVNU Project Coordinator + Intermittent $ 402,965 $ 402,965

OTA2092 72 The Gambia 02 BDGT Resident $ 881,844 $ 881,844

OTA4084 73 The Gambia DEBT Resident $ 571,173 $ 571,173

OTA2085 74 Uganda 03 BDGT Resident $ 591,932 $ 591,932

OTA3098 75 Zambia CRME Intermittent $ 425,348 $ 425,348

OTA4108 76 Zambia IFT DEBT Resident $ 863,623 $ 863,623

Subtotal Sub-Saharan Africa 0 $ 14,508,343 $ 14,508,343
25 

Multi-Country Project Development and Implementation Staff Team Advisor Category Co-Financing TIATA Total 

Senior Advisors (12) and Program Officers (13) ALL $ 8,416,561 $ 8,416,561

Subtotal Advisors & Program Officers 0 $ 8,416,561 $ 8,416,561

GRAND TOTAL $ 2,476,806 $ 44,290,163 $ 46,766,969

Notes

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

2. Figures include program management (25% of total).

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

and Infrastructure Finance; RVNU = Revenue Administration and Policy.

4. Co-funding amounts may reflect funds intended for more than one year.
26 

Table B 

2023 Non-TIATA Sources of Funding 

Table B

2023 Non-TIATA Sources of Funding

Treasury International Affairs Technical Assistance (TIATA)

Transfer 

Purpose Source Category Amount

Assistance for Europe, Eurasia and Central Asia State 632(b) $ 7,318,108

Assistance to Moldova (Ukraine Supplemental Funding) State 632(b) $ 1,000,000

Assistance to India State 632(b) $ 494,988

Assistance to Latvia Host Country $ 29,108

TOTAL $8,842,204