OTR shifts focus from revenue management to resource mobilisation marks new direction

DAR ES SALAAM: AS Tanzania advances toward a more investment driven economy, the Office of the Treasury Registrar (OTR) is redefining how it executes its mandate as the government’s custodian of public investments.

The institution is undertaking a strategic transition from traditional revenue management toward proactive resource mobilisation a shift aimed at strengthening Public and Statutory Corporations (PSCs) and maximising returns from public investments.

With oversight of 308 entities and that is 252 public entities and 56 government minority interests valued at 92.3 tril/-, OTR sits at the centre of one of the country’s largest investment portfolios.

The scale of this responsibility underscores why the institution’s role must extend beyond routine revenue management to actively growing and mobilising resources for stronger returns.

The impact of OTR’s stewardship is evident in recent achievements. On June 10, 2025, President Samia Suluhu Hassan, received a historic 1.028tri/- in Non-Tax Revenue as dividends and contributions from public entities and companies in which the government holds minority shares.

This record collection, supervised by OTR, is the highest since the office was established in 1959, representing a 68 per cent increase compared to the same period last year and accounting for 34 per cent of total collections for the fiscal year 2023/24.

It clearly demonstrates how effective management of public investments can generate tangible results for the nation.

As Austrian-American management guru Peter Drucker once said, “The best way to predict the future is to create it,” a principle that reflects OTR’s proactive approach, guiding its transition from revenue management to revenue catalysation and ensuring public investments generate maximum returns.

For years, OTR’s work has mainly revolved around managing revenues already within the system, ensuring public funds are properly collected, allocated and used.

That function has safeguarded accountability and financial discipline. However, managing what exists is no longer enough to drive the scale of growth required from PSCs.

What is now required is a broader, more forward-looking approach.

Rather than concentrating only on administering existing resources, OTR is repositioning itself to focus on resource mobilisation, attracting new financial sources and unlocking capital that can drive expansion and competitiveness across PSCs.

American self-help author Napoleon Hill once said, “Opportunities come to those who create them,” a philosophy that guides OTR as it proactively shapes its strategic direction.

Treasury Registrar Mr Nehemiah Mchechu said recently that this shift reflects the changing demands of the economy.

“OTR must move beyond managing what is already available. We have to actively mobilise resources, explore innovative financing mechanisms and ensure our Public and Statutory Corporations are financially empowered to maximise investments and generate sustainable returns for the nation,” he underscored.

This direction recognises that PSCs operate in sectors that carry Tanzania’s growth prospects energy, infrastructure, finance, telecommunications and natural resources, all of which require sustained and large-scale investment.

Relying primarily on government budget allocations slows expansion and limits the ability of these corporations to compete effectively in a dynamic economic environment.

Through resource mobilisation, OTR is widening the financing landscape. Greater engagement with private sector investors, both local and international, offers access not only to capital but also to technology, managerial expertise and stronger governance practices.

At the same time, strategic use of surplus revenues from natural resources such as oil, gas and mining provides an opportunity to convert temporary gains into long-term productive investments.

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As physicist Albert Einstein wisely said, “In the middle of difficulty lies opportunity,” highlighting the potential in turning resources into growth.

Mr Mchechu emphasised that attracting resources must go hand in hand with institutional readiness. Resource mobilisation, he noted, is not only about finding money but also about ensuring that PSCs are structured, governed and managed in ways that make them attractive and credible investment partners.

That is why performance management has become central to OTR’s strategy. Stronger board oversight, clear performance expectations and improved corporate governance are being prioritised to ensure that both existing and newly mobilised capital translate into tangible results.

The objective is to improve profitability, enhance efficiency and increase dividends returned to the government.

“Every investment must deliver value,” Mr Mchechu said.

“Through effective oversight and performancedriven management, Public and Statutory Corporations can grow in value and contribute more significantly to Tanzania’s development,” stressed Mr Mchechu.

This aligns with Drucker’s insight: “Efficiency is doing things right; effectiveness is doing the right things.” This evolution positions OTR not merely as a supervisor of state assets, but as a catalyst for investment growth.

By combining resource mobilisation with strong performance oversight, the institution is aligning its role with Tanzania’s longterm development vision one where public investments are not only protected, but actively grown. Revenue management keeps the system stable. Resource mobilisation is what enables it to grow.

● Prepared by the Office of the Treasury Registrar.