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1、Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed CountriesTRANSPORT AND TRADE FACILITATIONSeries No 17U N I T E D N AT I O N S C O N F E R E N C E O N T R A D E A N D D E V E L O P M E N TCompendium of Good Practices in

2、Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed CountriesTRANSPORT AND TRANSPORT AND TRADE FACILITATIONTRADE FACILITATIONSeries No 17U N I T E D N AT I O N S C O N F E R E N C E O N T R A D E A N D D E V E L O P M E N TGeneva,2022ii 2022,United Nation

3、sThis work is available through open access,by complying with the Creative Commons licence created for intergovernmental organizations,at http:/creativecommons.org/licenses/by/3.0/igo/.The designations employed and the presentation of material on any map in this work do not imply the expression of a

4、ny opinion whatsoever on the part of the United Nations concerning the legal status of any country,territory,city or area or of its authorities,or concerning the delimitation of its frontiers or boundaries.The findings,interpretations and conclusions expressed herein are those of the author(s)and do

5、 not necessarily reflect the views of the United Nations or its officials or Member States.Mention of any firm or licensed process does not imply the endorsement of the United Nations.Photocopies and reproductions of excerpts are allowed with proper credits.This publication has not been formally edi

6、ted.United Nations publication issued by the United Nations Conference on Trade and Development.UNCTAD/DTL/TLB/2021/4eISBN:978-92-1-001317-8ISSN:2708-1672eISSN:2708-1680TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExper

7、iences from Developing and Least Developed CountriesiiiTABLE OF CONTENTSAcknowledgments.ivForeword.vIntroduction.viArticle 1.2 Information Available Through the Internet-Kenya.1Article 7.1 Pre-Arrival Processing-Kazakhstan.7Article 7.2 Electronic Payment-Sri Lanka.15Article 7.4 Risk Management-Colom

8、bia.21Article 8-Border Agency Cooperation-Azerbaijan.29Article 10.4 Single Window-Rwanda.37Article 23.2 National Trade Facilitation Committee(NTFC)-Paraguay.45TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences fro

9、m Developing and Least Developed CountriesivACKNOWLEDGMENTSUnder the overall guidance of Shamika N.Sirimanne,Director of the Division on Technology and Logistics,and under the direct supervision of Jan Hoffmann,Chief of the Trade Logistic Branch,and Poul Hansen,Chief of the Trade Facilitation Sectio

10、n,this Compendium was prepared by Tom Butterly and Brook Kidane with the support and contributions of Arantzazu Sanchez and the Trade Facilitation Section.This Compendium would not have been possible without the keen collaboration of UNCTADs Automated System for Customs Data(ASYCUDA),the countries i

11、ncluded in the study,the United Nations Economic Commission for Europe(UNECE),International Trade Centre(ITC),Global Alliance for Trade Facili-tation and the Standards and Trade Development Facility(STDF).TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the W

12、TO Trade Facilitation AgreementExperiences from Developing and Least Developed CountriesvFOREWORDThe high cost of doing business is often one of the major challenges in developing and least developed countries.Trading across borders is no exception.This includes high transaction costs,complex tradin

13、g procedures,excessive documentation,inadequate and inefficient infrastructures leading to high transportation costs,and a lack of transparency and good governance which,in many cases,facilitates corruption.The World Trade Organization Trade Facilitation Agreement(TFA)that entered into force on the

14、22 February 2017 addresses many of the challenges in cross border trade by providing a framework of trade facilitation regulations that,if implemented by WTO member countries,will assist to boost international trade,and also contribute to meet the 2030 Sustainable Development Goals.Given the multi-s

15、takeholder nature of trade facilitation,implementation of the TFA obligations usually requires the involvement of multiple government agencies as well as the private sector.This is by no means a straightforward process.The TFA has foreseen this complication by making the establishment of a National

16、Trade Facilitation Committee obligatory(Article 23.2 of the TFA)in each of the TFAs signatory countries with a view to undertaking this coordination role.Moreover,in many cases technical and/or financial assistance is needed for the implementation in developing and least developed countries,an issue

17、 which is addressed in Section II of the TFA under the heading of Special and Differential Treatment.This is in line with the unified mandate bestowed upon UNCTAD by the Maafikiano decision that cut across divisional boundaries and focuses on the implementation of the 2030 Agenda alongside the four

18、principal SDGs of:equality;growth;multilateralism for trade and development;and productive capacities for structural transformation.It is heartening to see that a number of these countries have progressed the implementation of the various TFA measures,particularly considering the implementation chal

19、lenges faced by developing and least developed countries.With this in mind and with a view to sharing such experiences,UNCTAD,with inputs from developing and least developed countries,has compiled a first volume of Compendium of Good Practices on the Implementation of the TFA.The Compendium is inten

20、ded to inspire policymakers to implement various measures drawing on experiences that have been tried and tested elsewhere.These good practices not only present the implementation activities but also the challenges faced in their development and execution,as well as the key factors for a successful

21、outcome.The intention is to help transfer the experience and lessons learned so that others can avoid common pitfalls and achieve results more efficiently.The Compendium aims to eventually cover all measures under the TFA.This first volume includes measures such as Publication and Information Availa

22、ble through the Internet;Pre-Arrival Processing;Electronic Payment;Risk Management,Single Window,SPS related measures and National Trade Facilitation Committees.Following this,other volumes will be published with a view to having at least one country example for each of the measures of the TFA,and a

23、dditional examples will be added over time.I hope this Compendium will assist countries in implementing trade facilitation measures by drawing on good practices and lessons learned elsewhere.An electronic version of this compendium,technical notes of the TFA measures,as well as other information on

24、the capacity building and technical assistance work of UNCTAD in the field of trade facilitation can be found at:https:/unctad.org/en/Pages/DTL/TTL/Trade-Facilitation.aspx Shamika N.SirimanneTRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facil

25、itation AgreementExperiences from Developing and Least Developed CountriesviINTRODUCTIONCase studies are one of the most effective ways to demonstrate good practice.Done correctly,a case study can be a huge asset and help transfer knowledge to achieve successful projects.Such cases show what has wor

26、ked in a specific context and the challenges faced.In this light,UNCTADs Compendium of Good Practices in Implementing the WTO Trade Facilitation Agreement(TFA)has a specific aim:to help developing and least developed countries implement the TFA effectively by taking lessons from other developing and

27、 least developed countries that have successfully implemented specific measures of the TFA.The UNCTAD Compendium involves an up-close,in-depth,detailed,and first-hand description of the good work of developing and least developed countries with a real-life context in implementing measures under the

28、TFA.It shares experiences with other countries planning on implementing similar measures and builds on existing knowledge.Each case study represents an opportunity to spread knowledge amongst countries by looking at one case,in one place,at one time.The Compendium revolves around a limited number of

29、 measures.This first volume includes measures such as:making information available through the Internet;pre-arrival processing;electronic payment;risk management;Single Window;SPS related measures;freedom of transit via border agency cooperation;and NTFCs.With the publication of additional volumes,t

30、he Compendium aims to eventually cover all measures under the TFA.Going forward,it is intended to have at least one country example for each measure,and additional examples will be added over time.The Compendium case story template is structured as a series of questions,where countries provide detai

31、ls of the specific actions and steps taken to design,develop,and implement the measures.Lessons learned and key success factors are highlighted.The purpose of this structure is to ensure that all of the key points are covered and recorded in a systematic way,and to facilitate comparison of implement

32、ation approaches between measures(and eventually between implementing countries).We believe that the first volume of the compendium will assist developing and least developed countries to effectively implement the TFA and invite you to follow us on our twitter account:UNCTAD_TLB and to visit our web

33、site for more information:https:/unctad.org/en/Pages/DTL/TTL/Trade-Facilitation.aspx.TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries1RELEVANT WTO TFA PROVISIONArtic

34、le 1.2 Information Available Through the InternetThis measure aims at facilitating the dissemination of information related to cross-border trade in a cost-effective and accessible manner.Pursuant to Article 1.2.1 of the TFA,WTO members“shall make available”through the Internet information,practical

35、 steps,and forms related to import,export,and transit procedures among others,so as to ensure that the uploaded information is readily accessible to any traders,government,or other interested party.Good Practice Case I-KenyaObligationMembers have the obligation to make available through the Internet

36、 information,practical steps and forms related to import,export,and transit procedures among others,so as to ensure that the uploaded information is readily accessible to any traders,government,or other interested party.Scope Pursuant to Article 1.2.1 of the TFA,WTO members are obliged to upload to

37、the Internet at least the following information:A description of their import,export,and transit procedures A description of their procedures for appeal or review A description of the practical steps needed for importation,exportation,and transit Forms and documents required for importation into,exp

38、ortation from and transit through their territory Contact information on their enquiry point(s)NatureThe nature of the measure is mandatory,and each WTO member is required to implement this provision.The use of the expression“shall make available”mandates members to ensure that the availability of t

39、he listed items.Shall make available2ServicesprovidedServices Serve as a database of import,export and transit procedures,forms,laws,contacts and trade facilitation agreements The portal is available 24/7 The portal has been published in English,however the system uses google translator to intepret

40、to other languages To include some value adds on the portal to achieve its sustainability:HS coe search,tariff calculator,app for mobile,preinspection checklists(standards)The EAC regional trade portal is ongoing which connects to other Trade Portals implemented in the regionProject Design&Managemen

41、tKenyaPublicationINFOGRAPHICSConceptionUNCTAD and ITC have provided the trade procedures documentation platform(eregulations)and the technical supportUSAID and TMEA Provided financial supportStakeholder Committee has been established to guide the projectTechnology UsedTechnology Admin Web App applic

42、ation runs on Windows Server,.NET Framework,Internet Information Services(IIS)and SQL Server.Public Web App application runs on Windows Server,.NET Framework,Internet Information Services(IIS)and SQL Server.API Server application runs on both Windows Server with Internet Information Services(IIS)or

43、OSX/*nix Server CRAlerts CLI application runs on Windows Server and SQL Server Statistics CLI application runs on Windows Server and SQL ServeCost&SustainabilityCosts Approximately USD 495000Main Cost AreaHuman Resources,to collect and organize data collection and system development Ongoing Operatio

44、nal Cost 5000 USD for 2 officers and supervision 15000 USD for Transportation and Communication 5000 USD for office and sundries Total-75000 USDSustainabilityBudget from KenTrade and additional budget from donors will ensure the sustainability of the operationCapacity BuildingAssistanceUNCTAD and IT

45、C have provided the trade procedures documentation platform(e-regulation)and the technical support to train and accompany the project teamTRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Leas

46、t Developed Countries3The Complete Case Story-Kenya Trade Portal1.Trade Facilitation PortalThe Trade Facilitation Portal is a key tool for transparency-a cornerstone of all the TFAs provisions.For traders,it gives a detailed picture of what needs to be done to comply with national regulations.For po

47、licymakers,it helps with the identification of all unnecessary redundancies and administrative bottlenecks.2.Implementation OverviewThe portal was developed to ensure that the trading community had access to all necessary cargo clearance information and that those involved in international trade cou

48、ld find procedures in one location.In Kenya,due to a lack of easily accessible trade information,most traders were unaware of the requirements for both pre-clearance and clearance activities,making the process longer and more costly.Publishing the trade procedures and“Information about Trade in Keny

49、a”trade portal(InfoTradeKenya)unveiled numerous complexities,bottlenecks,and redundancies in the import,export,and transit processes.Furthermore,the regulators of import,export,and transit cargo often lack proper administration of the clearance process from start to finish.As such,their individual i

50、nterventions in cargo clearance are opaque,making it difficult for one agency to know what the other is doing.This has led to duplication of interactions and requirements,leading to lengthy and inefficient trade procedures.Through the InfoTradeKenya portal,a trader can see all the obligations they n

51、eed to comply with to import or export a specific good.With the information now readily available through clearly understandable,step-by-step instructions on how to export or import,traders find it quicker,cheaper,and easier to be compliant,while undertaking the necessary formalities with fewer time

52、-consuming interactions.It took approximately two years to become operational,without any specific legislation necessary for its implementation.3.Services ProvidedThe InfoTradeKenya portal builds on a database of import,export,and transit:procedures;forms;laws;contacts;and trade facilitation agreeme

53、nts.The publically acessible InfoTradeKenya portal publishes import,export,and transit procedures for over 50 commodities.Documentation of procedures for more commodities is ongoing.4.Lead AgencyThe lead agency responsible for the Trade Facilitation Portal is Kenya Trade Network Agency(KenTrade).5.M

54、ain ClientsThe clients are traders and useage is growing since the official launch of the portal in November 2017.In March 2019 alone,9,000 traders used the portal.6.Services Available Before the WTO TFABefore implementation of the WTO TFA,Kenya had developed the Single Window system to enable onlin

55、e cargo clearance.TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries47.Use of the Facility&Plans for Further DevelopmentThe Trade Facilitation Portal is accessible for

56、 everyone who needs to use its services and is available 24/7 with an excellent response time.It has been published in English and the system uses google translate to provide other languages.There are plans to include additional features on the portal such as HS code search,tariff calculator,and a m

57、obile app.8.Regional ContextWork to create a regional trade portal has commenced.The development of an EAC regional trade portal,which intents to connect to other Trade Portals implemented in the region,is ongoing.9.Benefits Reduced movement of traders between agencies when searching for information

58、 Proper planning for first time traders as documentation,fees,and charges required are readily available Agencies no longer work in silos Identification of redundant/unnecessary procedures which require harmonization Identification of duplication in agenciess requirements Increased level of complian

59、ce both by traders and regulatory agencies10.Dollar Value of the BenefitValuing the information provided at an average of$10,the monthly benefit of the information provided was estimated at$90,000(March 2019).Estimating that each step saves businesses$10,000 per year,the improvements achieved on phy

60、tosanitary certificates alone equated to a$60,000 saving in 2019.Further work to assess the administrative burden of steps is ongoing.11.Impact on Customs Revenue,if anyIt is too early to provide evidence,but the belief is that if more SMEs engage in foreign trade because of the information provided

61、 and simplification,customs revenue should grow.12.Cost,Fees&SustainabilityTo establish the new facilities/services,the cost was approximately$495,000.The main cost areas of the facility are its system development and the human resources required to collect and organize the data collection.The ongoi

62、ng operational annual costs of this facility is around$75,000.This includes:two trade officers and supervision costing$50,000;hosting which costs$5,000;transport and communication for$5,000;and office and sundries at$5,000.There are no user fees and no revenue streams.The facility/service will be su

63、stained through KenTrade budget and additional funding from donors.13.Funding,Capacity Building&Technical AssistanceThe project is financed by both USAID and TMEA.UNCTAD and ITC provided the trade procedures documentation platform(e-regulations)and technical support to train and accompany the projec

64、t team in the conceptualization of the countrys approach and implementation of the measure.14.Project Design and Management&Stakeholders EngagementA steering committee was established to guide the project.Key stakeholders include:local and international investors;regulators of import,export,and tran

65、sit trade;the Government of Kenya;clearing and forwarding agents;and private sector associations.The aforementioned were,however,not engaged in the design of the service.Also,a pilot project was conducted prior to full implementation.TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Pr

66、actices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries515.Change Management and CommunicationsThere was some resistance from specific sectors/agencies to establishing the facility.To handle this issue:change management sensitization semi

67、nars were conducted;change agents were identified and mobilized;and stakeholders were engaged in the planning and implementation processes.More specifically,KenTrade used the existing change management networks and held several forums with change agents,CEOs of various agencies,and clearing and forw

68、arding agents.The stakeholders were kept informed about the facilitys progress through the use of social media and official letters.16.Promotion&User SupportThe Trade Facilitation Portal was promoted through social media,sensitization seminars,and workshops.The training was also done through seminar

69、s,workshops,and by providing a demo video.Further,a helpdesk/customer service is on hand to support users.17.Monitoring,Evaluation&Key Performance Indicators(KPIs)UsedThe progress of the project was monitored against the project plan and the expected project deliverables.The KPIs used were the compl

70、etion of the documentation,publishing of the planned trade procedures,and the implementation and development of the communication plan for the Trade Facilitation Portal.18.Technology Used Admin WebApp application runs on Windows Server,.NET Framework,Internet Information Services(IIS)and SQL Server.

71、Public WebApp application runs on Windows Server,.NET Framework,Internet Information Services(IIS)and SQL Server.API Server application runs on both Windows Server with Internet Information Services(IIS)or OSX/*nix Server.CRAlerts CLI application runs on Windows Server and SQL Server.Statistics CLI

72、application runs on Windows Server and SQL Server.19.Success Factors&Lessons Learned LessonsExperienceLessons LearnedIn the beginning,the project implementation team members did not clearly understand their role in the project.There is a need,at an early stage,to make project implementation team mem

73、bers aware of the terms of reference.Majority of the partner government agencies felt that the portal would expose their internal weaknesses.It was hard to obtain sign-offs.Change management strategies should be employed from project inception.There was little traffic to the portal after the launch.

74、A marketing strategy should be deployed at the beginning of the project so that potential users are made aware of its existence pre-launch.Inconsistent information from some government agencies.Frequent review and validation of captured procedures with the relevant stakeholders.TRANSPORT AND TRADE F

75、ACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries6 Success Factors1.Effective Project ManagementThe complexity of the project demands full-time and effective project management.Successful

76、 implementation requires input from multiple organizations,interfaces,and dependencies that must be planned and sequenced.Delays within one organization may impact the entire project and,as part of project management,close monitoring of progress is required.Escalation of issues must be carried out i

77、n a timely manner in order to minimize the impact on the overall project schedule.2.Stakeholders EngagementIt is necessary to have all stakeholders actively involved throughout the project.Regular meetings ensured effective and continuous involvement of key project stakeholders,and encouraged their

78、ongoing support.3.Commitment of Project SponsorThe commitment of the project sponsor and financiers was necessary for the timely completion of the project.The intervention of the project sponsor to interact with top executives of affected organizations was also necessary.4.Change ManagementIt was im

79、portant that the projects stakeholders were adequately prepared for the anticipated changes that would result from the projects implementation.This would break resistance to change,resolve stakeholder concerns,and guarantee the projects success.Contactinfotradekenya.go.keJane Musyoki jmusyokikentrad

80、e.go.ke Juliet Wangechi-jwangechikentrade.go.keTRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries7RELEVANT WTO TFA PROVISIONArticle 7.1 Pre-arrival ProcessingPursuant

81、to Article 7.1 of the TFA,WTO members are requested to allow the pre-arrival processing of the following information to expedite the clearance and release of goods,all types of import documentation,all other required information pertaining to the trade transaction,and manifests.TFA mandates members

82、to make arrangements to allow the advance lodgement of the mentioned items prior to the arrival of goods at the port of entry,so as to expedite the decision of customs authorities whereby they approve the release of the goods.Good Practice Case II-KazakhstanObligationAll members are required to adop

83、t or maintain a mechanism whereby traders can submit documents and other required information pertaining to their import trade transactions ahead of the goods arrival at the port of entry.The overall intent and purpose of this provision is to allow quicker clearance and release of goods,and to save

84、time and costs borne by businesses.ScopePursuant to Article 7.1 of the TFA,WTO members are requested to allow the pre-arrival processing of the following information to expedite the clearance and release of goods:All types of import documentation All other required information pertaining to the trad

85、e transaction ManifestsNatureThe TFA obliges member countries to make arrangements for the advance lodgement of the mentioned items prior to the arrival of goods at the port of entry,so as to expedite processing and release by customs authorities.Shall adopt or maintain8Services providedIncreased Pe

86、rformance in:Increased use of advance electronic information and application of risk management to facilitate the pre-arrival processing Reduced delays at the border crossings/entry points by automating the Arrival and Presentation of goods and their placement under a customs procedure Reduced relea

87、se time by facilitating the fast or immediate release upon arrival,release for transit or placement under Temporary storage procedure Reducing the number of documents and eliminating redundant information required for the purpose of opening of transit Increased effectiveness of Customs controls perf

88、ormed at the border Improved coordination with other government agencies in respect of border controls by using an integrated customs information system for the submission,collection,dissemination,integration and processing of all information and data related to cross-border trade Assistance to trad

89、ers to easily comply with relevant legal requirements while ensuring an adequate degree of controlUse of the FacilityVoluntary/ObligatoryThe submission of advance electronic information is obligatory for goods imported into customs territory of Kazakhstan directly from countries outside the Union,by

90、 road and rail mode of transport However,the requirement for submission of advance electronic information does not apply to the following goods:Goods for personal use,transported across the customs border of the EurAsian Economic Union by individuals Goods sent in international postal items Relief c

91、onsignments in case of natural disasters,accidents and calamities Military equipment brought into the customs territory in accordance with the legislation of the Republic of KazakhstanBenefitsIn GeneralKazakhstan is amongst the Worlds Top 30 Economies in Ease of Doing Business.Kazakhstan jumped 8 pl

92、aces from 36th last year to 28th place in the 2019 World Bank Doing Business ranking,ahead of other Eurasian Economic Union(EAEU)members.INFOGRAPHICSKazakhstanRelease and Clearance of GoodsTRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilit

93、ation AgreementExperiences from Developing and Least Developed Countries9The Complete Case Story-Kazakhstan Pre-Arrival Processing1.Implementation OverviewThe State Revenue Committee(SRC)of the Republic of Kazakhstan is actively involved in the implementation of trade facilitation reforms,and the mo

94、dernisation and automation of customs procedures,in accordance with international standards and best practices.This is aimed at strengthening the potential of Kazakhstans participation in international and regional trade,in light of the countrys recent accession to the WTO and its membership of the

95、EurAsian customs union.Furthermore,Kazakhstans membership of the EurAsian customs union brings about the need to address key modernisation issues related to the implementation of the EAEUs customs code,which entered into force on 1st January 2018,ensuring efficient interoperability between its custo

96、ms union members.Kazakhstan is facing an increased volume of trade and movement of goods across the national/customs union borders.Goods travel mainly via road and rail on traditional international transit corridors(including in the framework of the One Belt,One Road initiative).Responding to the ne

97、eds of the business community,SRC engaged in a comprehensive process of applying modern technologies to increase automation of transit and border clearance processes and facilitate pre-arrival submission and processing of import documentation,and other required information.These facilities help ensu

98、re predictable,secure,and integrated border management that can scale to future opportunities,threats,and volumes.Between 2008 and 2011,a total of six IT systems were developed in the customs sector.These systems were not integrated with one another and this led to fragmented business processes and

99、data management,where information was stored separately in largely unconnected systems.Therefore,the SRC developed and introduced a paperless,fully electronic,and interoperable environment“ASTANA-1 Secure e-Borders”to improve the efficiency and effectiveness of border clearance processes.As the worl

100、ds largest landlocked country,Kazakhstan implemented the“ASTANA-1 Secure e-Borders”system component on 1st October 2017,reducing the time of documentary and border compliance,making trade across borders easier.According to the Minister of Finance,Mr.Bakhyt Sultanov,the new system has resulted in an

101、average clearance time of only 16 minutes which is four times faster than before.2.Detailed Services ProvidedThe introduction of ASTANA-1 Secure e-Borders in 2017 led to increased automation of border clearance processes in the following areas:Increased use of advance electronic information and appl

102、ication of risk management to facilitate pre-arrival processing Reduced delays at border crossings/entry points by automating the arrival and presentation of goods and their placement under a customs procedure Reduced processing time by facilitating the fast or immediate release upon arrival,release

103、 for transit,or placement under temporary storage procedure Reducing the number of documents and eliminating redundant information required for the purpose of opening of transit Increased effectiveness of customs controls performed at the border Improved coordination with other government agencies i

104、n respect of border controls by using an integrated customs information system for the submission,collection,dissemination,integration,and processing of all information and data related to cross-border tradeTRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the

105、 WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries10 Assistance to traders to easily comply with relevant legal requirements while ensuring an adequate degree of control3.Lead agency responsible for delivering this serviceThe Government of Kazakhstan appointed

106、 the State Revenue Service to be the lead agency for the automation of border clearance processes and implementation of an integrated border management solution.4.Use of the Facility-Obligatory or VoluntaryThe submission of advance electronic information is obligatory for goods imported into the cus

107、toms territory of Kazakhstan directly from countries outside the union,by road and rail.However,the requirement for submission of advance electronic information does not apply to the following goods:Goods for personal use,transported across the customs border of the EAEU by individuals Goods sent in

108、 international postal items Relief consignments in case of natural disasters,accidents,and calamities Military equipment brought into the customs territory in accordance with the legislation of the Republic of Kazakhstan5.Hours of Availability of the Service and Response TimesThe“ASTANA-1 Secure e-B

109、orders”system component is available throughout the year,seven days a week,and 24 hours a day,with real-time responses and notifications.6.Language(s)in which the Service is ProvidedAdvance electronic information can be submitted in Kazakh,Russian,or English.7.Plans for Further Development of the Fa

110、cility/ServiceAdvance electronic information shall be extended to cover other modes of transport such as air and maritime traffic(subject to availability of additional funds).8.Benefits ObtainedImplementation of a large-scale business transformation,involving:End-to-end 100%electronic processing of

111、information Data pipeline to streamline border processes:Electronic declarations and notifications:electronic pre-arrival Information(standard or simplified),eTransit(T1,TIR carnet,temporary admission of vehicle,guarantee certificate or escort decision where applicable),electronic temporary storage,

112、document management for digital images of supporting documents,automatic validation of data against its associated rules&conditions,formats and required fields to ensure data workability and data consistency.Transformation,re-use of data and automatic reconciliation for seamless flow of information:

113、Pre-arrival/arrival transit temporary storage.Improved balance between trade facilitation and control Integrations with specialised equipment to receive and process data regarding results of technical controls e.g.e-GATE/Automatic Number Plate Recognition(ANPR),weighbridge,x-ray/radiation equipment,

114、and surveillance cameras(multimedia/digital images of means of transport crossing the border entry and exit);TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries11 Impro

115、ved coordination with border agencies in respect of controls and information exchange-integration with OGAs to facilitate interventions by other border agencies(e.g.SPS controls);Increased effectiveness of customs controls by application of risk management techniques at different stages e.g.pre-arri

116、val stage,upon arrival/presentation etc.Reduced number of controls.Automatic exchange of information(national,customs union and international level)Information exchange messages with KTZ(national railway company).Information exchange messages with IRU(TIR EPD,SAFETIR,etc.).Information exchange messa

117、ges with customs union countries(EAEU,incoming and outgoing).Assisting traders to easily comply with relevant legal requirements SMS and internal/external email alerts and notifications about the status of documents during the movement.Notification of mandatory documents to be presented upon arrival

118、(application of NTMs)and possible interventions to be performed by OGAs.Allowing better monitoring and supervision of customs procedures to minimise fraud and protect financial and economic interests System of automatic notification/alerts for pre-arrival information not submitted within prescribed

119、time-limits,transit not arrived at the office of destination within prescribed time-limits;Goods arrived at temporary storage facilities in excess or shortage,alerts on expired time-limit for goods in temporary storage,extensions of time-limits etc.9.Benefits in GeneralKazakhstan is amongst the worl

120、ds top 30 economies for ease of doing business.Kazakhstan jumped 8 places from 36th to 28th place in the 2019 World Bank Doing Business ranking,ahead of other EAEU members.10.Costs&SustainabilityASTANA-1 Secure e-Borders is the first component developed by UNCTAD in the framework of the State Revenu

121、e Committee of the Ministry of Finance of Kazakhstan project“Modernisation of Customs Procedures and Implementation of the Integrated Customs Component of the Automated System of Customs and Taxation Administration(ASTANA-1)”.This was funded by the Republican Fund for the Support of the Fight Agains

122、t Crime and Law Violations through a direct agreement with UNCTAD,at a cost of$3,429,593.11.Main Cost AreasThe main cost areas were system development,deployment and rollout;integration with other systems,databases and specialized equipment(national and international level);capacity building,trainin

123、g and communication.12.User Fees(if any)&Annual RevenueThere are no processing fees for external or internal users of ASTANA-1 Secure e-Borders.13.Funding Source(s)Through funding provided by the Republican Fund for the Support of the Fight Against Crime and Law Violations via a direct agreement wit

124、h UNCTAD.TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries1214.Capacity Building&Technical Assistance Delivery of awareness activities to the State Revenue Committee

125、Ministry of Finance of the Republic of Kazakhstan(SRC MF RK)-presentation of projects goals and tasks to the National Project Team(NPT)and senior management of SRC MF RK Training of the members of the NPT on ASTANA-1 technical and functional,installation/configuration,and technology(basic level)Deli

126、very of awareness activities to the business community-delivered by the NPT SRC MF RK with the assistance of UNCTAD experts and the participation of the National Chamber of Commerce,as well as associations of entities performing activities in the customs domain Delivery of training programmes for AS

127、TANA-1 users SRC staff at headquarters,regional,and customs office levels System and user documentation ASTANA-1 user-manuals and training materials were made available in Russian15.Project Design&ManagementThe project design was based on a thorough study of the customs business processes and an aud

128、it of the previous IT systems,performed jointly by the State Revenue Committee and UNCTAD experts.Several study tours to ASYCUDA-users(Georgia,Gibraltar/UK)were undertaken to present the participants with detailed information on best practices on integrated border management.A working group on e-Bor

129、ders(WG),coordinated by the SRC Deputy Chairman,was established to supervise the design and implementation of the new system.Members of the WG included senior experts with extensive knowledge and skills in the field of entry/exit of goods,transit,temporary storage,and risk management.The WG reported

130、 to the Ministry of Finance,Prime Minister,and Presidents Office on a regular basis.A phased approach was applied in the implementation process to avoid overwhelming those learning the new business processes and IT systems.The implementation of ASTANA-1 e-Borders system component was carried out wit

131、hin the framework of the Nations Plan“100 Concrete Steps”and the regulatory framework of the new customs code,which came into force 1 January 2018.16.Stakeholder Engagement,Change Management&Communications Stakeholder EngagementThe private sector,National Chamber of Entrepreneurs,as well as associat

132、ions of customs brokers and carriers were involved in all stages of the project.Regular national customs reform workshops were organized in Astana,Almaty,and other regions for both private and public sector representatives.The awareness activities of the SRC MF RK and business community were complem

133、ented by articles in the national press,and presentations at forums and conferences,including EAEU meetings.17.Communication,Help-Desk&Customer ServiceA 24/7 helpdesk was established in the SRC MF RK,run by the trained national team with the support of international experts.A dedicated group chat wa

134、s opened on an android application,Telegram,for more interactive,real-time feedback with end-users.The chat was regularly reviewed by the SRC MF RK and Ministry of Finance senior management.TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facili

135、tation AgreementExperiences from Developing and Least Developed Countries13The chat became an efficient real-time communication channel to provide feedback to end-users queries,and to serve as a forum for users to learn from similar experiences.It was also the announcement board for SRC MF RK alerts

136、(e.g.on systems updates,problems solved,etc).18.Monitoring&EvaluationThe UNCTAD evaluation and monitoring approach was used in this technical assistance project.The RBM logical framework matrix is the integrated component/annex of all project documents.It helps to monitor outcomes,outputs,and impact

137、s of the project,including its contribution to SDG implementation.Feedback was obtained through:regular meetings with the beneficiary;quarterly updated work plans;weekly and daily reports on the progress;as well as direct feedback from users.19.Legislation Changes RequiredThe biggest challenge regar

138、ding legislation was related to the new EAEU customs code as well as the new RK customs code,both adopted during the course of the project.The full alignment with the new legislation required an extension of the projects duration by an additional 12 months.20.Technology UtilizedThe ASYCUDAWorld plat

139、form was used for the implementation of the e-Borders package,including its sub-components:pre-arrival declaration;transit;multi-agency risk management;e-payment;and electronic document storage.21.Success Factors&Lessons LearnedThe biggest challenges were related to:aligning new legislation and proc

140、edures with the Single Window;as well as ensuring the efficient exchange of large volumes of data at the national level between the ASTANA-1 e-Borders component and other systems and equipment used at the border(large media files),as well as at the regional level between Kazakhstan and EAEU Member S

141、tates.Contacthttp:/kgd.gov.kz/enDmitry.godunovunctad.orgTRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries15RELEVANT WTO TFA PROVISIONArticle 7.2 Electronic PaymentArt

142、icle 7.2 of the TFA poses a legal obligation upon WTO members to arrange the electronic payment of duties,taxes,fees,and charges imposed on importation and exportation to customs authorities.However,the nature of the obligation is softened by the use of the words“shall,to the extent practicable”,whi

143、ch means that each member will have to assess its capability to adopt or maintain this measure,and will be guided by different degrees of“practicability”in the implementation.Good Practice Case III-Sri LankaObligationWTO members shall,to the extent practicable,provide the option of electronic paymen

144、t for duties,taxes,fees,and charges related to importation and exportation collected by customs.ScopeIt covers the duties,taxes,fees and charges,which are collected by the customs authorities either on their own behalf or on behalf of some other government agency,as per the national legal framework.

145、NatureIt implies that each member will have to assess their capability to adopt or maintain this measure and will be guided by the“practicability”of implementation.Shall to the extent practicable16ServicesprovidedOnline PaymentsSri Lanka Customs allow the traders to settle their taxes and dues in tw

146、o ways,either by,directlysettling them through an On-Line Bank Transaction,logging into their own bank accounts,or by settling them at the Two Government Banks Branches located at the Customs premisesProject Design&ManagementUpon Implementation Traders are no longer required to come before the custo

147、ms premises to make the tax payments Eliminated delays for Brokers waiting in queues just to make tax payments and to get the payments updated in the ASYCUDA system Provides a proper mechanism to accepts Customs taxes and dues even outside of the routine working hours Payments can even be made using

148、 mobile phones and apps The Customs Officers which were previously allocated for Customs tax and dues manual updating in ASYCUDA are now assigned to more productive and efficient activities,such as Post Clearance,Auditing and Examination.Sri LankaE-PaymentINFOGRAPHICSConceptual DesignAll preliminary

149、 discussions regarding the conceptual design of the On-Line Payment facility were held among the Central Bank of Sri Lanka,the Customs,the Commercial Banks of Sri Lanka,the Traders,the Brokers and M/s Lanka Clear Pvt Ltd.The On-Line Payment facility was designed with the support from UNCTAD/ASYCUDA

150、alongside with M/s Lanka Clear Pvt Ltd.Stakeholder engagement,Management&CommunicationPartnershipWhen the issue of changing from the manual collection of taxes and dues by the Customs to an automated system was initially discussed,the government owned Sri Lanka Information and Communication Technolo

151、gy Agency(ICTA)proposed to develop a new solution to connect the Commercial Banks.It required considerable effort to persuade the Government to show that the benefits of moving forward with a solution which was already in place and tested would be wiser than introducing a new solution.The fact that

152、M/s Lanka Clear Pvt Ltd was partially owned by the Central Bank of Sri Lanka was an added advantage when deciding on the final solution.Benefits ObtainedTRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Deve

153、loping and Least Developed Countries17The Complete Case Story:Sri Lanka Electronic Payment1.Implementation OverviewCustoms declarations have been submitted electronically in Sri Lanka through ASYCUDA since 1993.However,customs taxes and dues continued to be collected manually.Discussions on a mechan

154、ism to facilitate the direct electronic payment of customs duty arose with the introduction of Direct Trader Input(DTI)in early 2003-2004,and it took a number of years to develop the current online customs declarations payment facility.This case story details the various steps that were taken to dev

155、elop and implement this facility.Up until 2011,customs brokers had to be physically present at customs payment counters to pay dues either in cash or/and as pay orders.After payment was made,the customs declaration(CusDec)could be manually updated in ASYCUDA.In 2010,while still using ASYCUDA+,custom

156、s and the Bank of Ceylon(BOC)-one of two government banks managing the accounts of the Director General of Customs(DGC)-established a mechanism that enabled the BOC to send XML messages to the ASYCUDA+server upon payment of customs taxes and dues.The ASYCUDA+server processed the payments and informe

157、d the bank,eliminating the need for manual tax payment updates in ASYCUDA+.In 2011,the Peoples Bank,the other government bank with a DGC account,requested and was granted the same facility as the BOC,on condition that if any other commercial bank requested the facility from customs,the Peoples Bank

158、should take responsibility for providing the payment gateway.However,with the introduction of ASYCUDAWorld(2011),the BOC and Peoples Bank were able to collect monies owed directly from customs brokers and send an electronic message to customs(as an XML file)to update the relevant customs declaration

159、s.Although this was significantly quicker than collecting the taxes and dues through customs payment counters,brokers still had to physically visit a bank to make the payments.Additionally,this service at the banks only operated during business hours.As the government institution which collects near

160、ly 60%of total government tax revenue,having a fast and reliable solution for collecting taxes and dues was,in 2012,a major concern for Sri Lankan customs.These obstacles were overcome with the upgrade of ASYCUDA to its latest release in 2014,which introduced the possibility for traders with online

161、banking facilities to pay their customs declaration taxes and dues electronically,without visiting a bank,and also independently of the bank where their own accounts are held.This service was opened to traders as a web service through an application program interface(API).The challenge at the time w

162、as how to make the service available to traders at a minimum cost.Understanding the strength of inter-bank electronic transactions and the potential future development of internet banking,Sri Lanka customs requested LankaClear(Pvt)Ltd,to consider taking on the challenge of providing a payment gatewa

163、y for traders,via commercial banks,to settle customs taxes and dues electronically.LankaClear(Pvt)Ltd.,which is monitored and owned by the Central Bank of Sri Lanka and all the other commercial banks,was already acting as the payment gateway that connects the countrys banks.LankaClear(Pvt)Ltd gladly

164、 accepted the challenge and started working on a solution in close collaboration with customs,the Central Bank and the Ministry of Finance.They already had extensive practical experience with inter-bank transactions and,after a number of discussions with the Central Bank,BOC,and Peoples Bank,customs

165、 were able to introduce online payments with the relevant taxes and dues updated in real-time.TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries182.Detailed Services P

166、rovidedThe online payment facility provided by LankaClear(Pvt)Ltd enables traders to settle their customs taxes and dues straightaway,at any time,through their online bank.Sri Lanka customs acts as the lead agency on this initiative with technical assistance to traders provided by LankaClear(Pvt)Ltd

167、.Sri Lanka customs allow traders to settle monies owed in two ways.Either by directly settling them through online banking or by paying them at the two government banks branches located at the customs premises.Currently,taxes and dues for almost all customs declarations are settled electronically vi

168、a online bank payments.Traders can transfer money from their bank account to the DGCs bank account,against a customs declaration,with LankaClear(Pvt)Ltd acting as the intermediary hub.Regardless of the way the customs declaration gets paid,the payments status is updated in the ASYCUDA system automat

169、ically and,thus,brokers are no longer required to physically visit a customs counter.The online bank transaction facility,which is provided by all banks including the two government banks,operates all year,around the clock.The two bank branches at customs,on the other hand,are only open on weekdays

170、between 09:00 and 20:00.The service is currently provided in English but will soon be offered in the national languages,Sinhala and Tamil.Currently,overtime payments collected by the distributed customs offices throughout the country and penalty payments are still collected through customs payment c

171、ounters.Facilities are to be introduced to collect these as online payments.3.Benefits ObtainedWith the implementation of the online customs declaration payment facility,traders are no longer required to physically attend customs premises to pay taxes.This has eliminated delays for brokers queuing t

172、o make payments and get these updated in the ASYCUDA system.The facility also provides a proper mechanism to accept customs taxes and dues even outside of routine working hours.Payments can even be made using mobile devices and apps.There are also major benefits for customs management,as customs off

173、icers,who were previously allocated to work on taxes and the manual updating of ASYCUDA,are now assigned to more productive and efficient activities,such as post clearance,auditing,and examination.4.Costs&SustainabilityThe cost of implementing the Sri Lanka online customs declaration payments facili

174、ty was minimal as the facility was implemented using Sri Lanka customs internal resources.The Sri Lanka customs ICT team worked on the program developments and enhancements,with technical support from ASYCUDA.Sri Lankas partner in the project,LankaClear(Pvt)Ltd.,had an established team that was expe

175、rienced in offering this type of service,so they were able to adjust the new interface for customs tax payments.Small technical program developments were needed to the customs interface,both by customs and LankaClear(Pvt)Ltd.With assistance from ASYCUDA,the customs ICT team was able to develop the r

176、equired API which LankaClear(Pvt)Ltd interacts with.As is the case for other inter-bank transactions which they handle,LankaClear(Pvt)Ltd charges Rs 50/-per transaction for customs tax payments.This is a small cost relative to the time saved from the previous manual system.LankaClear(Pvt)Ltd had to

177、connect the commercial banks which were not already working with them at that time,in order to promote safe,electronic inter-bank transactions.These payments ensure the sustainability of the LankaClear(Pvt)Ltd service.The customs ICT team will continue to provide this service,as long as an electroni

178、c system is needed by the customs management,regardless of the software system used.TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries195.Funding Source(s)As stated ab

179、ove,this programme was implemented with the internal resources of Sri Lanka customs.The Sri Lanka customs ICT team worked on the program developments and enhancements,with support from the ASYCUDA technical team.LankaClear Pvt Ltd had already done their own developments and their team was also manag

180、ed by themselves internally.6.Capacity Building&Technical AssistanceThe Sri Lanka customs ICT technical team had more than 20 years experience and some of the team members had completed ASYCUDAWorld technical training,specifically in the development of ASYCUDA modules.LankaClear(Pvt)Ltd,on the other

181、 hand,also had a team of experienced specialists in inter-bank transactions.It was the combination of these two teams that made the project a success.7.Project Design&ManagementAll preliminary discussions regarding the conceptual design of the online payment facility were held between the Central Ba

182、nk of Sri Lanka,the commercial banks of Sri Lanka,customs,traders,brokers,and LankaClear(Pvt)Ltd.The online payment facility was designed with support from ASYCUDA,alongside LankaClear(Pvt)Ltd.There was no need to establish a new organization in setting up the facility as the entities concerned,i.e.

183、customs,the commercial banks,and LankaClear(Pvt)Ltd,were already operating electronically.Work invovled understanding the process,allowing for a higher volumne of transactions,and creating the communication link between the different entitites.8.Stakeholder Engagement,Change Management&Communication

184、sWhen the issue of changing from the manual collection of taxes and dues by customs to an automated system was initially discussed,the government-owned Sri Lanka Information and Communication Technology Agency(ICTA)proposed to develop a new solution to connect the commercial banks.It required consid

185、erable effort to persuade the government of the benefits of using an existing,tested solution rather than a completely new system.The fact that LankaClear(Pvt)Ltd was partially owned by the Central Bank of Sri Lanka was an added advantage.Once the decision to proceed was made,both customs and LankaC

186、lear(Pvt)Ltd organised awareness and training programs targeting the banks,traders,and brokers to demonstrate the potential beneftis of an online payment facility.All questions and issues that arose were addressed by the customs ICT team and LankaClear(Pvt)Ltd,and this is still the case.9.Success Fa

187、ctors&Lessons LearnedCollaborating with LankaClear(Pvt)Ltd was key to the success of the online payment facility implementation as it was already being used by the commercial banks for inter-bank transactions.Several other private and public organizations approached customs to propose alternative so

188、lutions,however,deciding to select a solution which had already been tested and proven to be successful worked well.Change management was also critical to success.Customs staff had to be convinced that cash payment tasks could simply be automated while reassigning the workforce to tasks where their

189、skills and experience were also required.Contactwww.customs.gov.lkictcustoms.gov.lk TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries21RELEVANT WTO TFA PROVISIONArtic

190、le 7.4 Risk ManagementArticle 7.4 of the TFA mandates WTO members to undertake the arrangement and implementation of a risk-based management system for carrying out customs controls on all import,export,and transit transactions.However,the mandatory nature of this measure is diluted by the use of th

191、e expression“to the extent possible”,which induces a certain degree of flexibility for member countries when complying with the provision.Therefore,while the concerned country shall be able to demonstrate that it has endeavoured every possible effort to put in force the measure,the country may,nonet

192、heless,implement partially the provision in terms of scope and/or geographical coverage on the basis of its resources and capacity to do so.Good Practice Case Story IV-ColombiaObligationRequires member countries to ensure that customs administrations handle the nature of risk and compliance through

193、a systematic application of risk management principles in trade transactions,to ease the process of releasing goods while at the same time ensuring the safety of the released merchandise.ScopeWhile the concerned country shall be able to demonstrate that it has endeavoured any possible effort to put

194、in force the measure,the country may implement partially the provision in terms of scope and/or geographical coverage based on its resources and capacity to do so.NatureThe mandatory character of this measure is diluted using the expression to the extent possible,which induces a certain degree of fl

195、exibility for member countries when complying with the provision.Shall to the extent possible22Services providedMonitored Products Food and Drinks Medicine and Biological Products Cosmetics and Pesticides Medical DevicesProject Design&ManagementConceptThe project concept emerged through the Alliance

196、s co-creation process.A series of public-private dialogues were held bringing together the government and businesses to identify areas where trade facilitation reforms could benefit all stakeholders.As the project concept developed,a series of public-private dialogues,workshops and bilateral meeting

197、s were held to focus the project scope.An inclusive stakeholder engagement plan has ensured that the Colombian private sector has had the opportunity to bring forward ideas,understand the design of the system in advance of its introduction and to submit feedback.Colombia Risk Management INFOGRAPHICS

198、Costs&SustainabilityEstimationThe budget for the project is USD 139,000.In addition,the Alliance succeeded in leveraging more than USD 1 of in-kind contribution from the private sector for every USD 1 in the budget.This includes the development of the RMS for medicines and medical devices.The main c

199、osts were the purchasing of software licenses which were funded by INVIMA.SustainailityINVIMA has the technical and staffing capacity to manage and scale up the operation.INVIMA must put in place a mechanism to periodically update the system and gather feedback on its operation to ensure that the sy

200、stem is kept up-to-date and reflects any developments in risk management.Success FactorsElementsTwo essential factors in the projects success to date have been:1)the designation of trade facilitation as a priority by the government of Colombia;and 2)the support from senior leadership at INVIMA who h

201、as made the project a priority,ensuring that implementation remained on track despite the electoral cycle.Their willingness to work with the private sector has been crucial.TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementE

202、xperiences from Developing and Least Developed Countries23The Complete Case Story:Colombia Risk Management1.Implementation OverviewThe ability to move food across borders safely,quickly,and efficiently is fundamental for society.The Global Alliance for Trade Facilitation(the Alliance)is working with

203、 Colombias National Food and Drug Surveillance Institute(INVIMA),the agency responsible for regulating the import and export of frozen and processed food,beverages,medicines,and medical devices,to design and implement a risk management system(RMS)based on SOA Puertos,a best practice system.The first

204、 phase of the project,which is covered in this case study,is the introduction of the RMS for food and beverages.A second phase of the project is planned.Without a modern RMS,INVIMA had to physically inspect 100%of food and beverage consignments at borders.By upgrading IT systems to store historical

205、data and develop risk profiles,INVIMA can prioritise imported and exported goods for inspection,making trade more predictable and cost-effective for business and relieving unnecessary strain on the agency.The RMS for food and beverages was piloted across 13 ports,airports,and border crossings and in

206、terim data showed promising results.Between the launch of the pilot in March 2018 and the end of March 2019,INVIMA recorded a 28%reduction in physical inspections.That means over 18,000 less inspections and translates to a reduction in processing time from 16-24 hours,to one to two hours for low ris

207、k food and beverage products.INVIMA and the private sector have found the open public-private dialogue that underpinned project selection,design,and implementation has helped to build trust and understanding between the two sectors,which potentially facilitates future trade reform.2.Detailed Service

208、s ProvidedThe project emerged through the Alliances process of co-creation,bringing together representatives from government and business in public-private dialogues to identify areas where trade facilitation reforms would benefit all stakeholders.The Alliance brought in expertise to support INVIMA

209、with developing the application,working to ensure it reflected international best practices.After successfully piloting the RMS at Bogot International Airport and Buenaventura Port,it was scaled up to the remaining 11 points of entry.Workshops between the public and private sectors have helped to en

210、sure that business ideas on how to make the system as effective and efficient as possible are taken into account.3.Lead Agency Responsible for Delivering this ServiceThe lead agency is the National Food and Drug Surveillance Institute(INVIMA),a national public institution attached to the Ministry of

211、 Health and Social Protection.It implements policies on health surveillance and quality control intervening on food,beverages,medicines,and medical devices leaving or entering the country at ports,airports,and border crossings.The project is overseen by the Global Alliance for Trade Facilitation.The

212、 Alliance supports INVIMA which has primary responsibility for implementing the project.4.Other Agencies(Public&Private)Involved in Delivering this ServiceThe Colombian private sector has been actively involved in the project design and piloting the RMS through the Alliances public-private approach

213、to trade facilitation reform.Partners include the National Business Association of Colombia(ANDI),National Association of Foreign Trade(ANALDEX),Colombian-American Chamber of Commerce(AMCHAM),Latin American Association of Express Delivery Companies(CLADEC),ICC Colombia,Bogot Chamber of Commerce,Coun

214、cil TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries24of American Enterprises(CEA),Colombian Federation of Customs and Logistics Brokers(FITAC),and Business Alliance

215、 for Secure Commerce(BASC).The Colombian Ministry of Trade and the National Planning Department are also following the implementation of the project.5.Main ClientsThe main clients for the service are importers and exporters of food and beverages in Colombia.In 2015,INVIMA processed 50,081 import req

216、uests and 6,755 export requests for food items.6.Services that Already Existed Before the WTO TFA&the New AdditionsColombia had begun work to introduce risk-based systems,including INVIMAs RMS for sanitary surveillance of around 14,000 local industries in 2015.However,prior to this project,INVIMAs I

217、T system did not allow for a risk-based approach for imports and exports of food and beverages.The new RMS allows INVIMA to prioritise goods for inspection.7.Use of the Facility-Obligatory or VoluntaryUse of the system is mandatory for importers and exporters of food and beverage products covered by

218、 INVIMA.8.Hours of Availability of the Service&Response TimesThe service is available Monday to Friday,08:00-18:00.Weekend service is by request at no additional charge.9.Language(s)in which the Service is ProvidedThe system is in Spanish.10.Plans for Further Development of the ServiceA series of pu

219、blic-private workshops involving INVIMA and businesses remains ongoing,aiming to assess the functioning of the pilot RMS and identify opportunities for further improvements.One potential area for improvement is the interoperability of the RMS with the main agency software,SIVICOS.The Government of C

220、olombia plans to harmonise the RMS across the different agencies involved in border processes to improve coordination at the national and port level,for example through the Single Window.11.Time Taken for the Facility to Become OperationalIt took one year to assess the functional and technical gaps,

221、propose recommendations for the RMS for food and beverages,and introduce it at 13 points of entry.12.Arrangements with Other Countries Concerning Providing this Service on a Regional LevelOther countries have expressed interest in learning from the project to inform their own work in risk management

222、.Once the RMS has been completely developed,if this interest is confirmed,Colombia could share the RMS with them,but this is outside of the scope of the current project.13.BenefitsThe RMS aims to increase the efficiency of inspections,allowing INVIMA to focus on high-risk shipments.The inspection ra

223、te for food and beverage products has been reduced by 28%from March 2018 to March 2019,with the pilot not yet complete.TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countri

224、es25Overall,the system aims to reduce the cost and time involved for traders in importing and exporting food and beverages across Colombias borders.This can be particularly important for food products which often have a critical delivery time.One importer and exporter of food,Alianza Team,experience

225、d a 127%increase in non-inspected export operations and a 27%increase in non-inspected import operations in 2018.In the longer term,this can lead to increased trade and investment in Colombia,which can,in turn,unlock inclusive economic growth.14.Estimated Dollar Value on the Benefits AchievedIt is t

226、oo early to accurately measure cost savings.Preliminary survey data from the private sector indicates that costs have been reduced for goods that did not undergo inspections.These include the cost of transport from the port to the inspection site,and storage costs.15.Impact on Customs Revenues,if an

227、yIt is possible that customs revenues will increase in the long term through efficiency gains and if the RMS contributes to a reduction in the cost of trade which consequently boosts trade volumes,but it is too early to make an assessment.16.Costs&SustainabilityThe budget for the project was$139,000

228、.In addition,the Alliance succeeded in leveraging more than$1 of in-kind contribution from the private sector for every$1 in the budget.This includes the development of the RMS for medicines and medical devices.The project is on track to be delivered within budget.The main costs were the purchasing

229、of software licenses which were funded by INVIMA.INVIMA has the technical and staffing capacity to manage and scale up the operation.INVIMA must put in place a mechanism to periodically update the system and gather feedback on its operation to ensure that the system is kept up-to-date and reflects a

230、ny developments in risk management.17.Funding Source(s)The project is funded by the Alliance which in turn is funded by the governments of Australia,Canada,Denmark,Germany,United Kingdom,and United States.The business contributes its resources and expertise in-kind.18.Capacity Building&Technical Ass

231、istanceThe project was carried out by the Alliance in cooperation with INVIMA and the private sector.The Alliance provided an international expert on risk management who evaluated INVIMAs current systems,assessed the gaps in the existing process,and made technical recommendations to address those ga

232、ps based on international best practices.The Alliance also brought its expertise in creating public-private dialogue.In line with the Alliances model of implementing reforms through public-private partnerships,the private sector supported the project in-kind.19.Project Design&ManagementThe project c

233、oncept emerged through the Alliances co-creation process.A series of public-private dialogues were held bringing together the government and businesses to identify areas where trade facilitation reforms could benefit all stakeholders.As the project concept developed,a series of public-private dialog

234、ues,workshops,and bilateral meetings were held to focus the project scope.The Alliance carried out an early-stage mission to evaluate existing arrangements and made technical recommendations based on best practice.This mission covered INVIMAs headquarters TRANSPORT AND TRADE FACILITATION Series No 1

235、7Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries26in Bogot and operations at the ports of Buenaventura and Aguadulce,as well as the operation of the El Dorado international airport.An inclusive stakeholder eng

236、agement plan has ensured that the Colombian private sector has had the opportunity to bring forward ideas,understand the design of the system in advance of its introduction,and to submit feedback.Throughout the project,their ideas have been incorporated.Businesses are reached through the main busine

237、ss associations and are kept updated as the project progresses.In-kind contributions from companies,in particular(though not exclusively)technical expertise allowed the project to connect with more beneficiaries.The project was able to gather data on trade facilitation directly from businesses to su

238、pport project scoping.20.Stakeholder&Change Management&CommunicationExternal stakeholders were kept informed through public-private dialogues,roundtables,and bilateral meetings,as well as the communication channels of the key business associations in Colombia.The new system has been promoted and exp

239、lained in the media and on the INVIMA website.INVIMA provides customer service through one-to-one meetings,phone,chat-bot and email.Further information can be found online.The Alliances approach to implementing reforms through public-private partnership has ensured there has been no resistance to da

240、te.On the contrary,both INVIMA and the business community have strongly supported the change.INVIMA has made outstanding progress in developing a culture within its operations that understands the value of risk management,both to smooth the process for business and to help agency staff to control an

241、d supervise efforts.Senior leadership has been instrumental in instilling this culture.21.Monitoring&EvaluationAs the project is still under implementation,monitoring is ongoing and evaluation is not complete.INVIMA is currently monitoring the reduction in physical inspections and reduction in proce

242、ssing time for low-risk food products.The Alliances monitoring and evaluation team undertook a mid-term internal review of the project in 2018,aimed at assessing whether it had maintained its strategic relevance,was on track to achieving its objectives,and was likely to achieve its outcomes.The team

243、 also assessed the sustainability of the system post-project and made recommendations to ensure this is prioritised.The review found that the project remains strategically relevant given Colombias priorities and business needs and that it had succeeded in building a strong partnership between the pu

244、blic and private sectors.A full evaluation will be conducted by the Alliance once the project is complete in the second half of 2019.INVIMA is also working to develop its own M&E framework for risk management22.Legislation Changes RequiredLegislative change was not necessary.23.Technology UtilizedIN

245、VIMA uses a custom-built platform in programming languages Power Builder and Java and on Windows7,and Sesuite in PHP and Java on Windows Server 2012.Both platforms use SQL Server.For inspection coordination,INVIMA uses the SIVICOS system.It is developed in Java on Linux Centos and Android 4.4.3 Wind

246、ows with SQL Server Database.TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries27Both platforms are on an in-house server and the Alliance is supporting the interopera

247、bility among the software platforms.INVIMA is overhauling its use of software systems to provide first-generation support to the entire organisation using a platform based on micro-services technology such as Oracle BPM,supported by the operating system Network Hat using Open Shift,Jboss,and LifeRay

248、.24.The Role of International StandardsThe risk management system has been developed in compliance with the technical standards defined by INVIMA.The RMS SOA Puertos software identifies products using a codification system based on the World Customs Organizations harmonized system.25.Success Factors

249、&Lessons LearnedTwo essential factors in the projects success to date have been:The designation of trade facilitation as a priority by the Government of Colombia The support from senior leadership at INVIMA who have prioritized the project,ensuring that implementation remained on track despite the e

250、lectoral cycle.Their willingness to work with the private sector has been crucialThe Alliances co-creation approach and diligent stakeholder engagement throughout implementation have ensured that the RMS incorporates private sector recommendations.For example,one business association suggested that

251、Authorized Economic Operator(AEO)status be taken into account by the RMS so that AEO users are not subject to additional inspections.Qualitative survey data from project,public,and private stakeholders shows that this approach has also helped to build trust and understanding between the two sectors.

252、Contactwww.tradefacilitation.orginfotradefacilitation.orgTRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries29In order to facilitate trade,all national authorities and

253、agencies responsible for border controls and procedures dealing with importation,exportation,and transit of goods(such as those issuing licences and certificates,testing laboratories,etc.)should cooperate with one another and coordinate their activities to provide a better end-to-end experience for

254、traders.The TFA also stipulates member countries that share a common border should cooperate with one another to facilitate trade.Good Practice Case V-AzerbaijanObligationMandates cooperation between border regulatory agencies on two levels:national and international.ScopeCovers national and interna

255、tional cooperationNatureImply that members will have to ensure that its authorities and agencies responsible for border controls and procedures dealing with the importation,exportation,and transit of goods cooperate with one another and coordinate their activities in order to facilitate trade.Shall

256、ensureRELEVANT WTO TFA PROVISIONArticle 8.1 Border Agency Cooperation30Services providedEquipmentsThe STDF project provided laboratories with modern equipment,training to SPCS and SCC staff and developing coordinated protocols and procedures on importing and exporting processes.FacilitiesThe Republi

257、c Quarantine Expertise Center and the Baku Regional Experimental Laboratory have been provided with modern laboratory equipment,along with 12 laboratory protocols and 15 operational procedures.Moreover,60 inspector kits were procured(20 to SPCS and 40 to SCC).Cost&SustainabilitySustainabilityThe num

258、ber of local experts working in this field is limited in the country,in relation to current needs.Therefore,the likelihood of staff being hired in long term positions is higher.Additionally,the existing staff will transfer their acquired knowledge to younger staff through an internal formal communic

259、ation and training process.Increased phytosanitary capabilities will help the country to increase phytosanitary protection and at the same time facilitate trade flows.This will increase the confidence of trading partners.Higher levels of trade will increase demand of qualified staff and good quality

260、 phytosanitary services.CostThe STDF contributed 1,120,000 USD to the project.This amount was supplemented by an in-kind contribution from SPCS,valued at US$250,000,which included expenses related to use of premises,transport costs,office material,staff time and minor infrastructure.INFOGRAPHICSAzer

261、baijan Strengthening PhytosanitaryControl&Coordination at the Border Project design and managementConceptual designThe project was developed through an STDF-funded Project Preparation Grant(PPG),requested by the SPCS and implemented by the International Plant Protection Convention(IPPC)SecretariatSt

262、eering CommitteeDuring project implementation,a National Project Steering Committee(NPSC)was created to provided oversight and guidance.TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least

263、Developed Countries31The Complete Case Story:Azerbaijan Strengthening Phytosanitary Control and Coordination at the Border1.Implementation OverviewIn Azerbaijan,the State Phytosanitary Control Service(SPCS)faced numerous challenges in implementing its plant health mandate effectively.One important c

264、hallenge was related to the establishment of the national Single Window system,which gave responsibility to the State Customs Committee(SCC)for the inspection of plants and plant products at border control points,while SPCS stayed responsible for the overall phytosanitary situation in the country.Th

265、e main problem addressed by the STDF project was the lack of capacity by the SPCS to ensure the phytosanitary security of imported/exported consignments of regulated articles,particularly the detection and diagnosis of plant quarantine pests,and the need to strengthen integration and cooperation bet

266、ween the two agencies and their services.Regional inspection points were contemplated in the legislation and could consist of places designated by the SPCS as points for inspection of high-risk commodities or consignments.These regional points could include diagnostic and/or treatment facilities to

267、ensure the effectiveness of trade flows(imports and exports).The precise operation of these authorized points required,however,good coordination and collaboration between the SPCS and the SCC.Under the STDF project,capacity building activities for inspectors and laboratory staff,including training a

268、nd language courses,were held for both the SPCS and SCC.New and modern equipment was provided to them together with new laboratory protocols and procedures.This approach of holding joint training and the joint development of protocols contributed to the improvement of collaboration between the two a

269、gencies.The project managed to improve national capabilities for phytosanitary inspection and diagnostic,based on coordination and collaboration between the SPCS and the SCC,which has led to the improvement of the necessary level of phytosanitary protection for agriculture production in the country.

270、New quarantine pests have been detected and diagnosed and,in case of infestation,consignments have been rejected.These more efficient and reliable phytosanitary controls have strengthened the confidence of trading partners and have increased the export potential of the country.In 2018,the new Azerba

271、ijan Food Safety Agency(AFSA)was created and took over SPCS responsibilities.Staff trained under the project,as well as the equipped laboratories,were transferred from SPCS to AFSA.2.Detailed Services ProvidedThe STDF project improved coordination,facilities,and services of Azerbaijans phytosanitary

272、 control system.This was achieved by:providing laboratories with modern equipment;training SPCS and SCC staff;and developing coordinated protocols and procedures on importing and exporting processes.In terms of facilities,the Republic Quarantine Expertise Center and the Baku Regional Experimental La

273、boratory have been provided with modern laboratory equipment,along with 12 laboratory protocols and 15 operational procedures.Moreover,60 inspector kits were procured(20 to SPCS and 40 to SCC).In terms of services,44 inspectors(from SPCS and SCC)were trained on basic inspection and pest diagnostics,

274、30 of them completed a training workshop on“import inspection of consignments of plants and plant products”and 40 have been trained on export certification.Additionally,15 laboratory staff members were trained on pest diagnostics and 13 of them on validation methods TRANSPORT AND TRADE FACILITATION

275、Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries32for research in quarantine phytosanitary laboratories.Complementarily,9 procedures have been developed for import control and 3 for import and expor

276、t controls.Finally,20 personnel undertook language courses.The implementation of all these measures has led to better coordination between government agencies and improved the overall phytosanitary control system,including export and import services.3.Lead&Other Agencies Responsible for Delivering t

277、his Service or FacilityThe mandate of the SPCS is to ensure phytosanitary safety of the Republic of Azerbaijan on import,manufacture,storage,and processing of plants and plant products.However,since 2011,activities regarding the import inspection of plants and plant products has been the responsibil

278、ity of the SCC,with the SCC issuing Import Quarantine Permits.The permit is created in accordance with the applicable phytosanitary legislation and the pest risk analysis performed by the State Phytosanitary Service.The official customs clearance process for imported regulated articles is completed

279、at the destination after phytosanitary quarantine inspection and laboratory analysis.In order to prevent the introduction and spread of harmful organisms in the country,the SCC constantly informs the SPCS about cases of non-compliance.Generally,these are imported products that are not accompanied by

280、 relevant documentation or where there is a high risk of contamination by harmful organisms,as determined by the SPCS.The SCC authorities apply corresponding measures whenever indicated by the SPCS.The project worked on improving procedures for customs clearance and for phytosanitary risk mitigation

281、 at border points.4.Main ClientsThe main clients and beneficiaries of the project were producers and farmers.Other beneficiaries included the trading partners of the Republic of Azerbaijan,because of increased confidence in its ability to ensure phytosanitary security of exported consignments.Other

282、beneficiaries of the project were the technical inspection and pest diagnostic staff of the SPCS and SCC,responsible for the management of consignments at points of entry,as they learned new technical and managerial skills,and obtained new equipment to help them deliver their services more effective

283、ly.5.Services Already Existed Before the WTO TFA and the New AdditionsBefore the WTO TFA,the President of the Republic of Azerbaijan issued a decree regarding the implementation of the Single Window principle.In order to comply with this decree,hardware and software for a Unified Automated Managemen

284、t System(UAMS)were installed at the SPCS.This system was the main element for the application of the Single Window principle in the SPCS.This network facilitated the exchange of relevant phytosanitary information and integrated the procedures for delivery of the Phytosanitary Certificate and the Imp

285、ort Quarantine Permit.During the implementation of the project,a database on import requirements of importing countries was created and added to the UAMS.Plans for E-certification and registry of producers and exporters have been developed by AFSA and are expected to be implemented in the future.6.U

286、se of the facility-Obligatory or VoluntaryOfficial facilities,such as laboratories,are the only ones allowed to perform official diagnostics.Therefore,customers must use them to obtain import permits and export certifications.TRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices

287、in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries337.Language(s)in which the Service is ProvidedPersonnel of the SPCS and the SCC can communicate in Azeri and Russian.The project provided English training to 20 officials from these institut

288、ions.8.Plans for Further Development of the Facility/ServiceAFSA aims to develop and integrate new modules for the e-certification system and the registry of producers and exporters into the current Single Window state certification system.9.Time Taken for the Facility to Become OperationalLaborator

289、ies were equipped between 2017 and 2018,with protocols and operational procedures developed between 2016 and 2018.Training started in May 2016 and finished in December 2018.10.Benefits ObtainedThe project managed to improve national capabilities for phytosanitary inspection and diagnostics,by increa

290、sing coordination and collaboration between the SPCS and the SCC,which has improved the level of phytosanitary protection for agriculture production in the country.More efficient and reliable phytosanitary controls have strengthened the confidence of trading partners and increased the export potenti

291、al of the country.11.Costs&SustainabilityThe STDF contributed$1,120,000 to the project.This amount was supplemented by an in-kind contribution from SPCS,valued at$250,000,which included expenses related to the use of premises,transport costs,office material,staff time,and minor infrastructure.In add

292、ition,the project complemented the third phase of a World Bank project(Agriculture Competitiveness and Improvement Project-ACIP),which had as one of its components the strengthening of SPS services,including plant protection and quarantine,in Azerbaijan.Cost areaSTDF contribution($)Pest diagnostics

293、service strengthened295,000Improved management of import regulatory system203,000Improved pre-border inspection and export certification system in Azerbaijan372,00012.SustainabilityFacilities and services improved through the project will have a lasting impact due to the following reasons:Staff trai

294、ned in pests diagnostic,import inspection and export certification,following international standards and the Azerbaijan national legislation,are in accordance with international obligations that the country needs to fulfil under trade agreements The number of local experts working in this field is l

295、imited in the country,in relation to current needs.Therefore,the likelihood of staff being hired in long term positions is higher.Additional ly,the existing staff will transfer their acquired knowledge to younger staff through an internal formal communication and training process Increased phytosani

296、tary capabilities will better protect the country and at the same time facilitate trade flows.This will increase the confidence of trading partners.Higher levels of trade will increase the demand for qualified staff and good quality phytosanitary services.TRANSPORT AND TRADE FACILITATION Series No 1

297、7Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries3413.Funding Source(s)The project was funded by the STDF.The SPCS and SCC provided staff time to support project implementation(in-kind support).14.Donor Support

298、The STDF funded the project,which also benefitted from in-kind support from the SPCS,and complemented the World Bank Agriculture Competitiveness and Improvement Project(ACIP).Specifically,the ACIP project included a component to strengthen plant protection and quarantine services,which involved the

299、Pest Risk Analysis Unit of the SPCS.Pests identified through ACIP activities were incorporated in the national regulated pest list developed by the project.15.Project Design&ManagementThe project was developed through an STDF-funded Project Preparation Grant(PPG),requested by the SPCS and implemente

300、d by the International Plant Protection Convention(IPPC)Secretariat.During the project development phase,key stakeholders were consulted.When implementing the project,a National Project Steering Committee(NPSC)was created to provided oversight and guidance.The NPSC constituted representatives from:S

301、tate Phytosanitary Control Service State Customs Service Scientific-Research Institute of Zoology Scientific-Research Institute of Botany Azerbaijan National Academy of Sciences Genetic Resources Institute State Agrarian University World Bank Group Project Management Unit(and ACIP project)16.Stakeho

302、lder Engagement,Change Management&CommunicationsSince the aim of the project was to improve inspection and diagnostic services by the SPCS and the SCC in order to maintain the necessary level of phytosanitary protection in the country,efforts were made to increase coordination and strengthen dialogu

303、e between these agencies.As a result of better cooperation achieved through increased dialogue and collaboration between the two agencies,phytosanitary services in the country have improved.Project implementation was monitored through biannual project progress reports submitted to the STDF Secretari

304、at.17.Capacity Building&Technical AssistanceStaff from SPCS and CSS received technical capacity building trainings in:Pest diagnostics Phytosanitary control of imported plants and plant products English language courses Export certification18.Key Performance Indicators(KPIs)Performance indicators in

305、cluded in the projects logical framework helped to measure and monitor the achievement of the projects milestones.For example,by the end of the project,it was reported that 60 Customs and SPCS officials were trained in the inspection of plant consignments and TRANSPORT AND TRADE FACILITATION Series

306、No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries35laboratory diagnostic and were able to work together more effectively at borders.Other indicators are available in the project final report19.Technology Ut

307、ilizedSPCS staff were trained to use the newly purchased laboratory technology/equipment.20.Use of International StandardsThe improvement of Azerbaijans phytosanitary control system was aligned with international standards.21.Success Factors and Lessons LearnedThe main lesson learned from this proje

308、ct was the importance of cooperation among institutions,achieved by identifying a common goal.In this case,SCC and SPCS were responsible for protecting the phytosanitary status of the country.Along with the implementation of the project,it became visible that coordinated actions between these agenci

309、es strengthened phytosanitary protection and,at the same time,facilitated safe trade in the country.22.Crucial Success FactorsThe main elements of the project success were:Focus on building the national human capital instead of solely focusing on the provision of the necessary infrastructure or equi

310、pment Provision of modern equipment and inspection kits Supporting the dialogue between beneficiary organizations and improving their cooperation and coordination Helping beneficiary organizations strengthen bonds with international counterparts Establishing cooperation between government institutio

311、ns and producers/exporters Staff from SPCS and CSS received technical capacity building training in pest diagnostics,phytosanitary control of imported plants and plant products,English language,and export certification23.Greatest ObstaclesThe main issue that the project faced during implementation w

312、as the uncertainty linked with the establishment of AFSA.AFSAs functions and responsibilities in the phytosanitary field were not clear at the beginning and some adaptation time was required before the new agency could start exercising its functions.The National Phytosanitary Laboratory was transfer

313、red to AFSA.All the capacities built by the project,technical skills and infrastructure,were transferred to the newly created agency.Contacthttp:/www.standardsfacility.org/PG-316stdfsecretariatwto.orgTRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Tr

314、ade Facilitation AgreementExperiences from Developing and Least Developed Countries37RELEVANT WTO TFA PROVISIONArticle 10.4 Single WindowAimed at expediting and streamlining the processing of export,import,and transit documentation,this measure obliges WTO members to make any reasonable effort to es

315、tablish or maintain a Single Window.Considering its best-endeavour nature,this measure requires members at least to attempt to implement the provisions under consideration in a credible and consistent manner.Nonetheless,members are not legally bound to achieve the specific outcome of the action fost

316、ered,that is,the actual establishment or maintenance of the Single Window.Good Practice Case Story VI-RwandaObligationAimed at expediting and streamlining the processing of export,import,or transit documentation,this measure obligates countries to make efforts to establish or maintain a Single Windo

317、w that serves as a single entry point for traders to submit only once the required documentation.ScopeThe measure outlines the general function of a Single Window and ensures all participating authorities or agencies would receive and examine the documentation and/or data requirements and shall tran

318、smit their responses back to applicants through the same Single Window in a timely manner.Nature Implementation of this measure is not mandatory but making efforts to implement the measure is mandatory.Members are obliged to undertake at least certain steps/make efforts to implement the provision un

319、der consideration.Shall endeavour to establish38Services providedProcessesProcessing and generation of cargo manifest,Customs declarations and release orderDocumentationIssuance of licenses for various trade operators,permits and exemptions by regulatory agencieRisk managementIntegrated risk managem

320、entProject design and managementConceptual designA steering committee was established,chaired by the Ministry of Trade and Industries and composed of various stakeholders in Trade including the private sector.This option of engaging them at an early stage contributed in making them own and custodian

321、 of the facilityStandardBenchmarking against international standards was used to provide guidance and a clear picture of the Single Window systemBenefitsobtainedTime releaseFrom 11 days in 2012 to 1.5 days in 2014ProductivityShorter turnaround time which increased productivity of transporters and ot

322、her logistics providersExport clearanceFrom 3 days to 1.5 daysEasy accessEasy Access andSingle submission of documents which reduced the burden of dealing with multiple agenciesSurveillanceEasy follow up of the files since the business community get notification on the progress of the fileInformatio

323、nReal time informationRwandaSingle WindowINFOGRAPHICSTRANSPORT AND TRADE FACILITATION Series No 17Compendium of Good Practices in Implementing the WTO Trade Facilitation AgreementExperiences from Developing and Least Developed Countries39The Complete Case Story:Rwandan Single Window1.Implementation

324、OverviewIn Rwanda,agencies involved in international trade had to regularly prepare and submit large volumes of information and documents to the customs service department to comply with import,export,and transit-related regulatory requirements.The information and documentation required had to be su

325、bmitted through several different agencies,each with their own specific procedures and paper forms.These extensive requirements-their associated compliance costs and the time needed to process the same paperwork with multiple agencies-were a barrier to doing business in Rwanda.The Rwanda electronic

326、Single Window(ReSW)was a critical reform agenda implemented with the aim of facilitating,simplifying,and streamlining procedures for the clearance of goods(import,export,and transit),with the aim of achieving efficient coordination of the different key players involved in international trade at all

327、levels,through sharing of real-time information.Piloting started in February 2012 with one major office,all accredited clearing and forwarding firms,and four other government agencies connected to the facility.The full rollout to all customs stations began on January 2013.The electronic Single Windo

328、w system,powered by ASYCUDA,plays an essential coordination role among stakeholders in Rwandas cross-border trade.The ReSW has been up and running since 2013.All major stakeholders involved in trade can submit documentation and/or data requirements for importation,exportation,or transit of goods thr

329、ough a single entry point to the participating authorities or agencies.2.Legislation ChangeThe ReSW implementation was enabled by a legal framework(Law N 18/2010 of 12/05/2010)relating to electronic messages,electronic signatures,and electronic transactions.This law puts into consideration Recommend

330、ation No.35:Establishing a legal framework for international trade Single Window.3.Service ProvidedThe ReSW is powered by UNCTADs ASYCUDA and provides the following:Processing and generating cargo manifests,customs declarations,and release orders Generation of statistics by various stakeholders usin

331、g data mining order Generation of statistics by various stakeholders using data mining Issuance of licenses for various trade operators,permits and exemptions by regulatory agencies Electronic payments through links with all commercial banks in RwandaThe ReSW system also includes other services such

332、 as:tracking of blacklisted motor-vehicles as it is interfaced with Interpols database;managing transit bond guarantees as a result of connectivity with COMESAs Regional Customs Transit Guarantee Information Management System;and facilitating line ministries in processing and approving exemptions on

333、line.Integrated risk management is yet another service embedded in the ReSW system.The Standards Board and Rwanda Agricultural Board undertake risk profiling and assessment through the Single Window system.The system allows all parties to log in and submit their documents within the Single Window and the information is disseminated to all respective users for processing.Once processing is complete