1334ee75 e268 4efa 9afc e8464673b480

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Published on October 15, 2007

Author: Arundel0

Source: authorstream.com

RUSSIAN CUSTOMS DEVELOPMENT PROJECT (CDP):  RUSSIAN CUSTOMS DEVELOPMENT PROJECT (CDP) Indicators were not all that good…:  Indicators were not all that good… Slide4:  Project at a Glance Russia did not need to borrow… Project Amount: $187.2 million Loan Amount: $140.0 million Terms: 17-years, with 5-year grace period, Responsible Agency: RF State Customs Committee Expected Closing Date: 30 June 2009 But borrowing has advantages (stability, know-how). Project::  Project: But Russia wanted to show commitment… Prepared in under one year Implementation: 5 years Designated corridors Pilot sites Lessons learned from past experience:  Lessons learned from past experience Need to focus on an objective rather than an institution Involve closely the private sector Rely on benchmarks and performance indicators Clear strategic approach Minimal pre-requirements Objectives: Accede to the WTO:  Objectives: Accede to the WTO Meet international standards Improve compliance Reinforce the investment climate Project components:  Project components Components 1. Customs Control and Clearance 2. Trade Facilitation 3. Fiscal Policy Legal Framework for Customs Activities Organization Structure and Operational Mgmt Financial Management Human Resource Management Improving Integrity of Customs Service Information Technology Project Management Investment (USD millions) 4.02 9.59 4.05 5.44 10.23 6.48 7.27 2.49 133.23 3.00 Objectives:  Objectives Promoting International Best Practice Improving Compliance and Service Integrity Risk Management DO: Promoting International Practice:  DO: Promoting International Practice Adopt Kyoto-based Customs standards to expedite the processing of low-risk transactions while improving the detection and prevention of contraband Facilitate international commerce and accession to the WTO Stronger partnership between Customs and participants of foreign economic activities Transforming the mindset of SCC officers towards the trade activity from one of protection of the domestic economy to one of facilitating legitimate international commerce DO: Promoting International Practice :  DO: Promoting International Practice Improved business processes and automated systems designed to increase efficiency, and reduce discretion and opportunities for rent seeking behavior Modernize IT infrastructure of the SCC to: Adopt standardized, highly automated operational procedures, including electronic filing of declarations Adopt e-Government facilities for information and interaction with the trade community Further develop the current self assessment system Introduce risk management as a key element of operations DO: Improving Compliance and Service:  DO: Improving Compliance and Service Adopt countrywide standard highly automated procedures to facilitate voluntary compliance and reduce compliance costs Improve the knowledge and training of participants in foreign economic activities about the customs laws and procedures Improve transparency, uniformity and predictability of Customs actions Implement efficient dispute resolution procedures Improve enforcement capacity against smugglers and tax evaders through improved risk management, intelligence, investigation, and more efficiency of inspection activities, including post-release audit of goods and vehicles DO: Improving Compliance and Service :  DO: Improving Compliance and Service Develop the organization of the SCC and its management systems to increase overall organizational effectiveness Enhance professional integrity and technical skills of SCC officers Improve the conditions for countrywide training and retraining of SCC officers Integrity:  Integrity Customs inevitably are blamed for whatever goes wrong at the border Customs are more vulnerable to corruption than other comparable agencies because they have immediate discrete control over tangible wealth Strategy to Promote Integrity :  Strategy to Promote Integrity Measures Addressing Motive Elite ethos and esprit de corps Positive career development High skill oriented training Incentives for high performance Stronger supervision and controls Sanctions for corruption Stakeholder surveys Measures Addressing Opportunity Clarified valuation procedures Automation Inspection based on risk analysis Arms-length transactions and reduction in discretionary authority Transparent clearance requirements Rotation of officers Functional organization Internal anti-corruption strategy and audit unit Stakeholder surveys Risk Management:  Risk Management Selectivity is at times misunderstood “Green” can mean “Red” Negative selectivity: “White lists” Risk management is at the core of the project Automation Feedback It expands beyond cargo processing Fully integrated in SCC management approach Drives the business process and administration What is important:  What is important Commitment Understanding IT supports, it is not an end Job process re-assessment Social pact Performance measurement Pilot sites Regional? Legislation was prepared Focus on risk management IT system was upgradeable Mapping Specificity factored Indicators Corridors EVRAZES support

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