“200”, Aptitude
Test Questions and Answers for Senior Finance Management Officer II – The Office
of Treasury Registrar (OTR).
ABSTRACT
This
collection of 200 multiple-choice questions is designed to help serving public
officers prepare effectively for the Senior Finance Management Officer online
aptitude test, especially for roles linked to the Office of the Treasury
Registrar and similar public investment oversight institutions. The questions
reflect real public service exam style—closely related answer choices,
scenario-based judgment, and emphasis on supervision, policy alignment,
governance, performance monitoring, and financial oversight rather than basic
calculations. Candidates are required to analyze corporate plans and budgets,
evaluate performance contracts, assess risks in public enterprises, review
personnel emoluments and strategic plans, and make sound recommendations that
balance accountability, sustainability, and government policy direction.
Overall, the set is meant to sharpen critical thinking, strengthen senior-level
decision-making, and build confidence for officers moving from technical
finance roles into higher oversight and advisory responsibilities in the public
sector.
Prepared by: Senior
Finance Management Officer II
Date: September 10,
2025 I 0628729934.
Dear applicants,
This
collection of questions and answers has been carefully prepared to help all of you
to understand the key areas tested during the interview. The goal is to provide
a useful, and practical study guide so you can all perform confidently and
fairly in the selection process. I wish you the best of luck, and may this
resource support you in achieving success!
Warm regards,
Johnson Yesaya
Mgelwa
For
Personal Use by Applicants Preparing for Senior Finance Management Officer II –
The Office of Treasury Registrar (OTR) aptitude test.
Question 1
A Commercial
Public Enterprise submits its annual budget with projected revenue growth of
40% despite declining market demand in the sector. As a Senior Finance
Management Officer, what is the most appropriate action?
A. Approve the
budget due to management autonomy B. Recommend immediate rejection of the
budget C. Request justification supported by market evidence D. Forward it
directly to the Ministry for decision
Answer: C
Rationale: A
Senior officer must apply analytical judgment rather than automatic approval or
rejection. A 40% projected increase during declining market demand signals
possible unrealistic assumptions. The correct response is to request
substantiated justification supported by credible market data before
recommending approval or rejection. This reflects oversight responsibility
while respecting management autonomy.
Question 2
During review of
performance contracts, you notice KPIs are measurable but not aligned with the
entity’s strategic objectives. What is the best course of action?
A. Recommend
realignment of KPIs with strategic objectives B. Approve since KPIs are
measurable C. Focus only on financial indicators D. Remove KPIs that are
difficult to measure
Answer: A
Rationale:
Performance contracts must align with strategic objectives to ensure meaningful
accountability. Even if KPIs are measurable, lack of alignment weakens
performance monitoring and institutional direction. A Senior officer must
ensure strategic coherence rather than simply technical compliance.
Question 3
A Non-Commercial
Entity consistently meets expenditure limits but fails to deliver service
targets. What should be prioritized in your evaluation?
A. Compliance
with procurement procedures B. Budget absorption rate C. Cost-saving measures D.
Outcome effectiveness assessment
Answer: D
Rationale:
Senior-level evaluation goes beyond budget compliance. Delivering public value
is central in non-commercial entities. Failure to meet service targets despite
budget discipline indicates performance inefficiency. Outcome effectiveness
must therefore be prioritized over mere expenditure compliance.
Question 4
Oversight reports
reveal repeated delays in dividend remittance by a profitable enterprise. What
should be examined first?
A. Staff payroll
records B. Dividend policy compliance and liquidity management C. Procurement
plan adherence D. Office administrative expenses
Answer: B
Rationale:
Persistent delay in dividend remittance despite profitability suggests issues
in dividend policy adherence or liquidity planning. A Senior officer must
assess whether the entity is complying with dividend guidelines and whether
cash flow constraints justify delays before escalating further action.
Question 5
An entity
proposes increasing board allowances significantly without documented
benchmarking. What is the most appropriate response?
A. Endorse
proposal to motivate the Board B. Defer the proposal indefinitely C. Approve
partially without review D. Request benchmarking analysis and justification
Answer: D
Rationale: Board
remuneration must be justified, benchmarked, and aligned with public service
principles. Approving without analysis exposes government to governance and
public accountability risks. A Senior officer must demand evidence-based
justification before recommending approval.
Question 6
During
monitoring, you observe that strategic plans are approved but rarely linked to
annual budgets. What institutional weakness does this indicate?
A. Weak
integration between strategic planning and budgeting B. Excessive staff
capacity C. Overregulation of procurement D. Strong financial independence
Answer: A
Rationale: Lack
of linkage between strategic planning and budgeting reflects weak integration
in performance management systems. Strategic objectives must translate into
budget allocations. Failure to do so undermines monitoring and institutional
accountability.
Question 7
A Public
Enterprise reports strong financial results but receives adverse findings from
oversight bodies regarding governance. What should weigh more heavily in your
recommendation?
A. Financial
profitability alone B. Governance compliance and risk exposure C. Public
relations statements D. Size of the enterprise
Answer: B
Rationale:
Governance weaknesses pose long-term sustainability and reputational risks
regardless of profitability. Senior officers must evaluate compliance,
transparency, and risk exposure as equally critical factors in performance
assessment.
Question 8
A proposal
suggests guaranteeing a loan for a struggling Commercial Entity without updated
financial projections. What is your best response?
A. Support
guarantee to protect jobs B. Decline immediately without review C. Recommend
independent financial viability assessment D. Approve conditionally without
documentation
Answer: C
Rationale: Loan
guarantees expose government to contingent liabilities. A Senior officer must
ensure updated financial projections and independent viability assessment
before recommending such commitments. Decision-making must be evidence-based
and risk-aware.
Question 9
Performance
reports show frequent revisions of targets mid-year without formal approval.
What does this most likely indicate?
A. Adaptive
management strength B. Weak performance governance controls C. Budget
efficiency D. Policy flexibility compliance
Answer: B
Rationale:
Unapproved revisions undermine performance contract integrity and
accountability systems. Senior oversight requires adherence to formal approval
procedures to maintain transparency and governance discipline.
Question 10
An entity shows
compliance in PEPMIS reporting but staff performance outcomes remain poor. What
is the likely issue?
A. Overinvestment
in technology B. Lack of salary increments C. Formal compliance without
effective utilization D. Excessive monitoring frequency
Answer: C
Rationale:
Compliance in reporting systems does not guarantee effectiveness. If outcomes
remain poor, it suggests that the system is being followed procedurally but not
used meaningfully for performance improvement.
Question 11
A strategic
investment opportunity appears profitable but contradicts government policy
direction. What is the correct stance?
A. Prioritize
policy alignment over profitability B. Focus solely on projected returns C.
Recommend silent approval D. Delegate decision entirely
Answer: A
Rationale: Public
investment decisions must align with government policy objectives.
Profitability alone cannot override strategic national direction. Senior
officers must ensure consistency with broader public interest mandates.
Question 12
In reviewing
Personnel Emoluments submissions, you detect unexplained growth in allowances.
What should you do first?
A. Approve due to
inflationary pressure B. Recommend audit investigation immediately C. Request
detailed breakdown and policy reference D. Escalate to oversight bodies
Answer: C
Rationale: Before
escalation, a Senior officer must request detailed justification and verify
alignment with approved salary structures and regulations. Due diligence
requires evidence-based clarification before further action.
Question 13
Monitoring
reveals repeated borrowing by an entity to cover operational expenses. What
does this primarily suggest?
A. Efficient debt
structuring B. Short-term liquidity stress and structural weakness C. Strong
investment planning D. Budget surplus
Answer: B
Rationale:
Borrowing to finance operations rather than capital investments signals
liquidity strain and potential structural inefficiencies. This requires deeper
financial sustainability review.
Question 14
An annual
economic report draft includes unverified market data from informal sources.
What is your response?
A. Retain data
for diversity of views B. Publish with disclaimer C. Replace with verified and
credible data sources D. Ignore verification concerns
Answer: C
Rationale: Public
economic reports require credibility and accuracy. Inclusion of unverified data
compromises reliability and institutional reputation. Senior officers must
insist on validated sources.
Question 15
A performance
contract framework emphasizes output quantity but not service quality. What
risk does this create?
A. Increased
staff morale B. Misallocation of monitoring resources C. Reduced documentation D.
Distorted performance incentives
Answer: D
Rationale:
Overemphasis on quantity may encourage superficial target achievement at the
expense of quality. Balanced indicators are essential to prevent distortion of
institutional priorities.
Question 16
An entity’s
strategic plan includes ambitious expansion without risk assessment. What
should be recommended?
A. Immediate
approval to encourage growth B. Suspension of all projects C. Proceed without
delay D. Integration of comprehensive risk assessment
Answer: D
Rationale:
Strategic expansion without risk analysis exposes government to financial and
operational hazards. Senior officers must ensure that growth plans are
supported by structured risk evaluation frameworks.
Question 17
Frequent changes
in salary structure proposals are submitted without supporting labour analysis.
What is the most appropriate action?
A. Request labour
market benchmarking evidence B. Approve to maintain staff morale C. Reject
without explanation D. Forward automatically
Answer: A
Rationale: Salary
structure revisions require empirical benchmarking and labour market analysis.
Without evidence, approval could create unsustainable fiscal commitments.
Question 18
An enterprise
reports compliance with strategic plans but lacks measurable milestones. What
does this indicate?
A. Strong
autonomy B. Overregulation C. Weak monitoring framework D. Budget flexibility
Answer: C
Rationale:
Without measurable milestones, monitoring and evaluation become ineffective.
Senior oversight demands clear indicators to track implementation progress.
Question 19
Oversight
recommendations remain unimplemented for two consecutive years. What should be
prioritized?
A. Issuing
reminders only B. Ignoring historical issues C. Public announcement of
sanctions D. Escalated follow-up with accountability measures
Answer: D
Rationale:
Persistent non-implementation signals weak accountability. Escalated follow-up
mechanisms are necessary to enforce compliance and strengthen governance
discipline.
Question 20
A commercial
entity’s projected future performance is based solely on historical averages.
What limitation exists?
A. Overreliance
on past performance trends B. Ignoring dynamic market conditions C. Double
counting risk D. Excessive optimism
Answer: B
Rationale: Sole
reliance on historical averages ignores changing market trends and structural
shifts. Senior analysis must incorporate forward-looking assumptions and
scenario evaluation.
Question 21
A proposal
suggests centralizing all monitoring activities in one unit to improve
efficiency. What should be assessed first?
A. Impact on
coordination and independence B. Public perception C. Office space availability D.
Travel budget reduction
Answer: A
Rationale:
Structural changes must consider coordination efficiency and independence
risks. Centralization can improve efficiency but may weaken checks and
balances.
Question 22
A Public
Enterprise achieves financial surplus but accumulates unpaid statutory
obligations. What is the primary concern?
A. Revenue growth B.
Market expansion C. Compliance risk and contingent liabilities D. Shareholder
confidence
Answer: C
Rationale:
Surplus without compliance is misleading. Unpaid statutory obligations expose
government to legal and financial risks, requiring urgent corrective oversight.
Question 23
An entity’s
investment model excludes sensitivity analysis. What is the key weakness?
A. Reduced
documentation B. Absence of risk scenario evaluation C. High profitability D.
Low operational cost
Answer: B
Rationale:
Sensitivity analysis tests resilience under varying assumptions. Its absence
weakens investment evaluation and increases exposure to unforeseen risks.
Question 24
A strategic plan
emphasizes infrastructure but neglects human capacity development. What
long-term risk arises?
A.
Overcapitalization B. Underreporting C. Policy contradiction D. Institutional
inefficiency
Answer: D
Rationale:
Infrastructure without skilled personnel undermines operational effectiveness.
Sustainable performance requires balanced investment in human and physical
capital.
Question 25
A Non-Commercial
Entity depends heavily on government subventions despite income-generating
mandate. What should be evaluated?
A. Staff training
needs B. Asset valuation methods C. Revenue diversification strategy
effectiveness D. Office location
Answer: C
Rationale: Heavy
reliance on subventions suggests weak internal revenue generation strategy.
Senior oversight requires evaluation of diversification initiatives and
sustainability planning.
Question 26
A Commercial
Entity proposes revising its performance contract mid-year due to external
market shocks. What is the most appropriate response?
A. Reject any
mid-year revisions outright B. Approve immediately to maintain flexibility C.
Suspend monitoring until year-end D. Evaluate justification and approve through
formal process
Answer: D
Rationale:
Performance contracts can be adjusted when justified by significant external
shocks, but such revisions must follow formal approval procedures. Automatic
rejection or approval undermines governance discipline. A Senior officer must
ensure structured evaluation and documented approval to preserve
accountability.
Question 27
An enterprise
consistently meets financial targets but records declining customer
satisfaction ratings. What should this signal?
A. Balanced
performance achievement B. Potential long-term sustainability risk C. Excessive
regulatory pressure D. Immediate dividend increase
Answer: B
Rationale:
Financial success without stakeholder satisfaction may indicate emerging
structural weaknesses. Customer dissatisfaction can erode revenue base and
public trust over time. Senior-level analysis must consider non-financial
indicators as predictors of sustainability.
Question 28
During review of
debt management reports, you observe frequent short-term borrowing replacing
long-term financing. What concern arises?
A. Improved
liquidity management B. Reduced interest exposure C. Heightened refinancing
risk D. Strong capital expansion
Answer: C
Rationale:
Excessive reliance on short-term borrowing exposes entities to refinancing and
rollover risks. Senior officers must identify such structural vulnerabilities
to prevent financial instability.
Question 29
A proposal to
revise organizational structure increases management layers without clear
functional justification. What is the primary risk?
A. Reduced
reporting time B. Improved supervision C. Lower salary expenditure D.
Bureaucratic inefficiency and cost escalation
Answer: D
Rationale:
Additional layers without clear functional need increase administrative costs
and slow decision-making. Organizational restructuring must enhance efficiency,
not complicate governance structures.
Question 30
An enterprise
submits a strategic plan with clear objectives but vague funding sources. What
is the most appropriate assessment?
A. Financial
feasibility weakness B. Strong policy compliance C. Adequate operational design D.
Implementation feasibility remains uncertain
Answer: A
Rationale:
Strategic objectives must be supported by identifiable funding mechanisms.
Without clear financing plans, implementation feasibility becomes doubtful.
Senior oversight requires alignment between strategy and resource availability.
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