UNECE UN/CEFACT INTRODUCTION TO ORBUS (SINGLE WINDOW SYSTEM OF SENEGAL)
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UNECE UN/CEFACT
INTRODUCTION TO ORBUS
(SINGLE WINDOW SYSTEM OF SENEGAL)
UNECE UN/CEFACT
1. BACKGROUND
2. ACHIEVEMENTS
3. OUTCOMES
4. LESSONS LEARNED
5. ONGOING PLANS
UNECE UN/CEFACT
BACKGROUND
UNECE UN/CEFACT
Background (from customs….)
In 2001 the Minister of finance and the Minister of Commerce agreed to
transfer ORBUS management to Customs. The Minister of Finances was
personally involved and gives instructions to customs to restart the project.
In 2002, Customs, through a management committee (CGPID), creates a
private company to develop and deploy the ORBUS system.
From 2002 to 2004, The company has updated the system, designed the
services built the organization, and developed the management tools.
In 2004 the pilot of ORBUS was launched in January. With a scalable
approach, the system was officially operational since July 1st. There was no
legal reforms. A simple letter from the MOF to his colleagues and a simple
information notice from the Customs Director General were enough to
support the SW implementation.
UNECE UN/CEFACT
ACHIEVEMENTS
UNECE UN/CEFACT
LES SOLUTIONS
UNECE UN/CEFACT
OUTCOMES
UNECE UN/CEFACT
Participants
GOVERNMENT AGENCIES: GOVERNMENT AGENCIES:
1. Change Control Authority (DMC) 2. Department of Agriculture (DPV)3. Department of Breeding (DIREL)4. Department of Commerce (DCE )5. Department of Fishing (DOPM) 6. Quality Control Division (DCQ) 7. Metrology Division (DM)8. Industry Department (DI)9. Waters and Forests Department (DEF)
UNECE UN/CEFACT
PRIVATE STAKEHOLDERS:PRIVATE STAKEHOLDERS:
1.1.Banks (all banks)Banks (all banks)2.2.Insurance companies (3)Insurance companies (3)3.3.Inspection : Inspection : COTECNACOTECNA
CLIENTS:CLIENTS:
1.1.Importers (All)Importers (All)2.2.Custom brokers (all)Custom brokers (all)
UNECE UN/CEFACT
EVOLUTION COMPAREE DELAIS ET DUREES ORBUS
0,00
0,50
1,00
1,50
2,00
2,50
3,00
3,50
4,00
4,50
5,00
Dec 0
4jan
v-05
févr-0
5ma
rs-05 avr-0
5ma
i-05
juin-0
5jui
l-05
août-
05se
pt-05
oct-0
5no
v-05
déc-0
5jan
v-06
févr-0
6ma
rs-06 avr-0
6ma
i-06
juin-0
6jui
l-06
août-
06se
pt-06
oct-0
6no
v-06
déc-0
6jan
v-07
févr-0
7ma
rs-07 avr-0
7ma
i-07
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7jui
l-07
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pt-07
oct-0
7no
v-07
déc-0
7
MOIS
TEMP
S (EN
JOUR
)
Délai Orbus Durée Orbus
Time reduction from the starting of the system
UNECE UN/CEFACT
Evolution du taux d'utlisation du CF.
00,05
0,10,15
0,20,25
0,30,35
0,40,45
Mois
Ratio
s
% of traders using the facilitation center
UNECE UN/CEFACT
LEASSONS LEARNED
UNECE UN/CEFACT
Key factors of success
Single windows system is a combination of Technologies, business organization and human factors.
High level government support is necessary, customs involvement as well.
Map the reality before reengineering Skills and leadership ability of the
appointed person to manage the project are critical.
Users training is a critical aspects PPP is probably the best context to set up SW
UNECE UN/CEFACT
To Avoid
Decide for others Ignore stakeholders interest in the project. Thinking just from on perspective (Gov, or
private sector or users). Have a complex view of issues Ignore human factor in the change
process.
UNECE UN/CEFACT
To manage subtly
Leadership in the project (Trade, Transport or Customs?)
PPP implementation body PPP operation body.
UNECE UN/CEFACT
Communication strategy:
1. SET THE CREDIBILITY OF THE PROJECT INVOLVING THE CHAMPIONS OF THE PROJECT (high government position, customs, private sector) IN THE PUBLIC EVENT
In Senegal the credibility of the project was set because the Head of State has announced it as his project in his new year speech and has instructed his Minister of Commerce to do the necessary.
UNECE UN/CEFACT
Communication strategy:
2. BRING ON BOARD THE PUBLIC STAKEHOLDERS (OPERATION LEVEL AND DECISION MAKERS LEVEL) FOR THEM TO BE SUPPORTERS OF THE PROJECT.
3. CONVINCE PRIVATE STAKEHOLDERS BY SHOWING THEM THAT THEY WILL SAVE COSTS IN OPERATION AND WILL HAVE POSSIBILITY TO EXPLORE NEW MARKET OPPORTUNITY.
UNECE UN/CEFACT
Communication strategy:
4. EXPLAIN, EXPLAIN, EXPLAIN TO CUSTOMS BROOKERS THAT THE PROJECT IS NOT ABOUT TO TAKE THEIR BUSINESS.
5. EXPLAIN, EXPLAIN, EXPLAIN TO TRADERS THAT THE PROJECT IN NOT ABOUT TO ADD A LINE OF CHARGE IN THE BILL OF IMPORT/EXPORT PROCEDURE.
In Senegal, private sector was not supporting the project as expected because there was not enough confidence between the management team of the project and them.
UNECE UN/CEFACT
GO TO OPERATION:
TO ASSURE QUALITY OF SERVICE:o pilot phase and gradual coverage of services.o large public communicationo contract of performance between the project and the
public stakeholders.o set up of facilitation centers for SMEso development of management tools to monitor the
processes. TO IMPROVE QUALITY OF SERVICE:
o Monthly reporto Performance comparisonso regular meeting to adjust process
UNECE UN/CEFACT
THE CONTEXT (3 MN VIDEO)
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