Customs Reform and Modernization Strategies and Action Plan (CRMSAP)
2017-2021
Government of NepalMinistry of Finance
Department of CustomsKathmandu, NepalJanuary 26, 2017
Customs Reform and Modernization Strategies and Action Plan (CRMSAP)
2017-2021
Government of NepalMinistry of Finance
Department of CustomsKathmandu, NepalJanuary 26, 2017
MESSAGE FROM DIRECTOR GENERAL
Department of Customs (DOC) has started planned efforts to reform and modernize Customs administration for many years. The core areas of reforms include trade facilitation, automation, capacity enhancement and infrastructure development which are directed towards reducing time and cost of international trade and are fully in line with relevant international best practices. These reform initiatives have been formalized through a series of periodic three and four yearly action plans dating back to the first plan in 2003. The ongoing fourth Customs Reform Modernization Strategies and Action Plan (CRMSAP) is under implementation from July 2013 and will be completed by July 16, 2017. The department has achieved remarkable achievements during this period in the areas of trade facilitation, enforcement, organization development and automation. However, reform is a continuous process to learn from the weaknesses and adapt with changing national and international environment though the updated Customs strategic plan implementation.
The department is proud to announce the fifth Customs Reform and Modernization Strategies and Action Plan (CRMSAP) covering from July 2017 to July 2021. This important initiative is fundamental to DOC’s reform agenda for the immediate and medium term futures and is built around a series of national documents such an Approach Paper of 14th Three Year Plan 2016, Trade Policy 2015, NTIS 2016 and international standards and best practice such as the WTO Trade Facilitation Agreement, the Revised Kyoto Convention (RKC) and other instruments such as the WCO’s- SAFE Framework, the Data Model, Risk Management and Single Window Compendia and the Immediate Release Guidelines.
The CRMSAP 2017-21 has been formulated around the DOC’s vision, mission, values and guiding principles following a rigorous interaction with concerned stakeholders, officials from the department and officials from Customs offices and national and international experts. This plan rests on three outcomes, namely i) professional and competitive Customs service, ii) fair and accurate revenue collection and iii) social safety and security. It has outlined a series of important principles that should underpin moves to modernize Customs administrations including the adoption of risk management, audit based controls, the maximum use of information technology, cooperation with other border agencies, other administrations and the private sector and the adoption of appropriate international standards. Through the implementation of this plan, we will achieve greater economic efficiency, enhanced export performance and improved prosperity fully aligned with Government policies and priorities.
The department firmly believes that this CRMSAP would serve as a blueprint of Customs reform for the next four years by assimilating all our efforts towards achieving a common vision “Excellence in Customs services to support the economic and social prosperity of Nepal."
I would like to extend my sincere gratitude to Deputy Prime Minister and Finance Minister, Finance Secretary and Secretary (Revenue) for their encouragement, guidance and support to formulate this plan. My special thanks goes to Deputy Director General Mr. Shreekrishna Nepal for leading the entire formulation process. I wish to express my sincere thanks to the World Customs Organization for their expert support. I also extend by sincere thanks to the Asian Development Bank for their technical and financial support under JFPR. I appreciate Deputy Director General, Directors, Chief Customs Audit Administrator, Chief Customs Administrators, Chief Customs Officers, Customs Officials, National and International Experts and stakeholders for their inputs to formulate this plan. My special thanks goes to the Customs Reform and Modernization Section and CRMSAP formulation taskforce led by Customs Reform and Modernization section Director Mr. Mimangsa Adhikari for their untiring effort to make it ready within the short time frame.
Sishir Kumar DhunganaDirector General26 January 2017
ACRONYMS
AEO Authorized Economic Operator
APIS Advance Passengers Information System
ADB Asian Developments Bank
ASYCUDA Automated System for Customs Data
CA Customs Agent
CBM Coordinated Border Management
CITES Convention on International Trade in Endangered Species of Wild Fauna and Flora
COs Customs Offices
CPEIs Customs Procedure with Economic Impacts
CRM Customs Reform and Modernization
CRMSAP Customs Reform & Modernization Strategies and Action Plan
CSD Clients Service Desk
DOC Department of Customs
DMLI Department of Money Laundering Investigation
DRI Department of Revenue Investigation
e-CMP e-Customs Master Plan
EDI Electronic Data Interchange
FTIR Fourier Transform Infrared Spectroscopy
GATT General Agreement on Tariff and Trade
HR Human Resources
HRD Human Resources Development
HRIS Human Resources Information System
HS Harmonized System
ICT Information Communication Technology
ICP Integrated Check Post
ICD Inland Container/Clearance Depot
IRD Inland Revenue Department
IT Information Technology
LAN Local Area Network
MOC Ministry of Commerce
MOF Ministry of Finance
MOU Memorandum of Understanding
NECAS Nepal Customs Automation System
iCRMSAP – 2017-2021
NIRTTP Nepal India Regional Trade and Transport Project
NII Non-Intrusive Inspection Equipment
NNSW Nepal National Single Window
ODS Ozone-Depleting Substances
OGA Other Government Agencies
OLAP Online Analytical Processing
PCA Post Clearance Audit
PIIMP Physical Infrastructure Improvement Master Plan
RKC Revised Kyoto Convention
RM Risk Management
SASEC South Asia Sub-regional Economic Cooperation
SAD Single Administrative Document
SHEES Security, Health, Economy, Environment and Society
SOP Standard Operating Procedure
TEPC Trade and Export Promotion Centre
TFA Trade Facilitation Agreement
TFI Trade Facilitation Indicators
TIA Tribhuvan International Airport
TOR Terms of Reference
TRS Time Release Study
TSC Tariff Specification Codes
TTP Trusted Traders Program
UNCTAD United Nations Conference on Trade and Development
UNCITRAL United Nations Commission on International Trade Law
UNCEFACT United Nations Centre for Trade Facilitation and Electronic Business
VAT Value Added Tax
WAN Wide Area Network
WCO World Customs Organization
WTO World Trade Organization
CRMSAP – 2017-2021ii
Acronyms ............................................................................................................................................... i
Executive Summary ...............................................................................................................................v
Thematic Frame Work ........................................................................................................................xi
1. Introduction ..................................................................................................................................1
2. Rationale for CRMSAP 2017-2021 ..............................................................................................4
3. Vision, Mission, Values and Guiding Principles .........................................................................7
4. CRMSAP 2017-2021 Results Framework ...................................................................................9
5. Strategies and Major Activities .................................................................................................. 11Strategy 1: Expedited Legitimate Trade Facilitation ................................................................ 11Strategy 2: Promoted Integrity and Good Governance ............................................................ 11Strategy 3: Enhanced Customs Automation and Data Management ........................................12Strategy 4: Strengthened HR Management Capacity ...............................................................12Strategy 5: Developed Infrastructure and Physical Facilities ..................................................12Strategy 6: Enhanced Passenger Clearance Services ...............................................................13Strategy 7: Fair and Accurate Revenue Collection ..................................................................13Strategy 8: Strengthened Compliance Management/Voluntary Compliance ...........................13Strategy 9: Advanced Risk Management .................................................................................13Strategy 10: Protected Society/ Safety & Security .....................................................................14Strategy 11: Streamlined Co-ordinated Border Management ....................................................14
Risks and Assumptions .................................................................................................................14
6. Implementation ...........................................................................................................................15
7. Financial Management ...............................................................................................................16
8. Monitoring, Reporting and Evaluations ...................................................................................18Annex 1: CRMSAP 2017-2021 Results Framework ....................................................................21Annex 2: CRMSAP Implementation Plan ....................................................................................25Annex 3: Budget Estimate ............................................................................................................38Annex 4: CRMSAP 2017-2021 Strategic Action Plan .................................................................39
TABLE OFCONTENTS
iiiCRMSAP – 2017-2021
Executive SUMMARY
A. INTRODUCTION:Department of Customs (DOC) has been moving towards making its administration more adept, service oriented and transparent. This is essential since timely improvements in its role are necessitated to meet the changes and challenges brought about in the national and international arena and to fulfill its important responsibility of improving government finances through improved tax collection required for economic development. DOC have been introducing Customs Reform and Modernization Strategies and Action Plan (CRMSAP) since 2003. The ongoing fourth plan started in 2013 and is under implementation till 15th July 2017. This CRMSAP have been prepared for a period of four years covering 6th July 2017 to 15th July 2021.
B. PROGRESS: The progress achievements of the CRM 2013-2017 are given below:
On-track
Risk
Substantial
Twenty-five percent of the activities are carried out as planned, fifty-four percent are on progress; which indicates that the progress status is seventy-nine percent.
vCRMSAP – 2017-2021
C. RATIONALE: The rationales for CRMSAP 2017-2021 are i) facilitating trade for economic wellbeing through import and export ii) complying to the standards of Revised Kyoto Convention, iii) restructuring tariff rate, iv) strengthening Customs procurement, v) building HR capacity, vi) consolidating database in Customs, vii) improving Customs valuation, viii) making post clearance audit effective, ix) minimizing revenue leakage, and x) preparing corporate plan.
D. VISION:Excellence in Customs services to support the economic and social prosperity of Nepal.
E. MISSION: 'We strive for Customs services to respect clients' time and value for money' building conducive environment for global economic activity to ensure growth friendly Customs policy for socio-economic development, social safety and security.
Values: (1) Honesty and Integrity, (2) Impartiality, (3) Responsiveness, (4) Transparency, (5) Mutual Respect and Courtesy, 6) Professionalism, and (7) Dedication and Excellence.
Guiding Principles: (1) Reducing Compliance Costs and Time, (2) Help Fair Operation of the Market, (3) Helping Export Promotion, (4) Enhancing Risk Management based Approach, (5) Establish Conducive Environment for Investment, (6) Right Taxation for Sound Fiscal Framework, and (7) Coordination
F. RESULTS FRAMEWORKObjective: The objectives of the CRMSAP are to make conducive environment for economic prosperity in Nepal.
Goal (Impact): Responsive Customs administration - 'Customs to be recognized as a modern administration that is responsive to the needs of the 21st century customers.
CRMSAP – 2017-2021vi
Outcome 1. Professional and Competitive Customs Service: Strengthened Customs management to enhance its image and to support trade facilitation and travelers.
Strategy 1: Expedited legitimate Trade Facilitation Major activities are - reform legislations to implement effective and efficient import export and transit procedures, review documents required for import and export, introduce Trusted Traders Program (TTP) and plan Authorized Economic Operators (AEO), study deferred payment system, review Customs tariff, develop and implement Advance Ruling, conduct Time Release Study (TRS), establish and operate effective Client Service Desks, improve and update Customs website, promote and improve cooperation with Customs stakeholders, implement exchange of information with other Customs administration, establish grievance redressal mechanism, and execute expedited shipment.
Strategy 2: Promoted Integrity and Good Governance Major activities are - perform an organizational self-assessment, prepare integrity plan, introduce reward, recognition and punishment system, develop Performance-based Management System in Customs, integrate CRMSAP in DOC annual plan, monitor performances of the CRMSAP, plan and manage procurement, and arrange appropriate provision for adequate capital funds to DOC to enable it to carry out its roles and responsibilities effectively and efficiently.
Strategy 3: Enhanced Customs Automation and Data ManagementMajor activities include - improve NECAS, improve connectivity to major Customs, upgrade the operational effectiveness of Customs utilizing computerization, enhance the capability of Customs in all areas of its operation utilizing ICT infrastructure, develop mobile application of NECAS functionalities, develop and implement Single Window System, prepare secure data warehouse for all Customs Data, carry out periodic checks and system audit, disseminate information, and develop broker management system.
Strategy 4: Strengthened HR Management CapacityMajor activities are - approve and implement the Human Resources Master Plan (HRMP), approve and implement the Human Resources Master Plan (HRMP), revisit organogram, establish and develop the core technical capacity of Customs administration, upgrade inventory and record keeping, provide training and education for non-revenue related tasks, facilitate/ provide support to expand performance of Customs Agents/ stakeholders in transacting Customs business, build capacity on CBM, compliance management (including Voluntary Compliance) and risk management, enhance leadership, management and professional capacity, retain staff in Customs,
Outcome Strategies
viiCRMSAP – 2017-2021
create Customs sub-group, establish autonomous Revenue Board to improve institutional capacity of Customs, and re-assess job rotation (functional) system.
Strategy 5: Developed Infrastructure and Physical FacilitiesMajor activities are - approve and implement the Physical Infrastructure Improvement Master Plan (PIIMP), design uniform layout for Customs with the emphasis on construction of ICP and ICD, procure/arrange land for various Customs offices, construct the Customs buildings to improve working environment, establish and modernize Customs laboratory, maintain optimal usage of modern technology led physical facilities for ensuring automated Customs systems, and renovate the infrastructures of northern sides Customs
Strategy 6: Enhanced Passenger Clearance ServicesMajor activities are - develop passenger lane, enhance the facilitation of passenger clearance to improve border security, designate a separate Customs unit for courier cargo clearance, and establish the Advance Passengers Information System/PNR
Strategy 7: Fair and Accurate Revenue CollectionMajor activities include improve compliance environment for Customs valuation, interface valuation database module with the cargo clearance system, provide access to valuation officers to import database and relevant reports, establish and maintain a central valuation database in DOC and provide access to Customs and designated other offices, carry out risk based checks of declared values on import declarations in DOC, develop Tariff Specification Code (TSC) in ASYCUDA World system to interface valuation database module with the cargo clearance system, improve the HS classification, promote system to operate import trade under proper banking channel, update the manuals for Valuation & PCA to ensure that they reflect best practices, strengthen the PCA office, establish PCA units at main Customs offices under PCA office, and strengthen monitoring of revenue systems.
Strategy 8: Strengthened Compliance Management/Voluntary ComplianceMajor activities are - develop a compliance strategy document, set criteria for compliance management, implement compliance management/voluntary compliance, evaluate effectiveness of compliance system, inform & communicate compliance plan, build institutional collaboration, and measure performance of compliance management.
Outcome 2. Fair and accurate revenue collection:Enhanced enforcement and compliance for high revenue yield/minimum leakages through the collection of customs duty, Value Added Tax, Excise Duty and other taxes on imported goods.
CRMSAP – 2017-2021viii
Outcome 3. Social Safety and Security: Strategy and other measures for surveillance and control over the movement of goods, means of transport, and transport equipment (containers, pallets, crates) to prevent illegal trade and trafficking of harmful items in the country.
G. IMPLEMENTATION STRATEGIES The DOC will prepare CRMSAP 2017-2021 plans in ten major Customs offices and all DOC sections and will monitor implementation of the CRMSAP. Change management programs will be introduced in Customs with incorporation of change related measures in the annual plan of the DOC and COs. Resources required for the implementation of the CRMSAP will be arranged and distributed accordingly to the Customs offices. Tangible change and improvements achieved in the CRMSAP implementation will be documented and disseminated. A communication strategy will be used to raise awareness of the Customs team on the positive benefits of the reforms.
H. FINANCIAL MANAGEMENT The estimated resources required for the implementation of CRMSAP 2017-2021 will be Rs. 10,206 million. The available resources are estimated to be around NRs. 9,683 million and the resource gap will be Rs. 523 million. Where there are funding gaps remaining after Development Partners’ financial and technical support commitments, the Government will step in and fill those gaps.
Strategy 9: Advanced Risk ManagementMajor activities are - develop and implement RM strategy, exchange intelligence, risk management information, strengthen the border Customs clearance monitoring system, establish the principles of risk management across the Customs organizations with particular emphasis on cargo clearance, arrange to better control the movement of containers through a Customs seal system, and broaden and fully integrate risk management throughout DOC policies and operations.
Strategy 10: Protected Society/ Safety & SecurityMajor activities are prepare strategy of Customs in the field of protecting society; collaborate/ coordinate among border agencies, local agencies, local security wings & Regional Revenue Investigation Units; design interface model lab in Customs offices; develop mechanism, plan, policy and programs to reduce illegal trade; review the need to form a separate Customs Security force under the Customs Chief command; and establish a mechanism to effectively control the illicit drugs, fake currencies, pirated and counterfeit goods.
Strategy 11: Streamlined Co-ordinated Border Management (CBM)Major activities are - define Customs role in national CBM process, instigate inter-agency agreements and arrangements, enter into Memorandum of Understanding (MOU) with national trade and industry organizations, develop corporate social responsibility programs of Customs at border areas, develop guidelines on level of competency, working hour harmonization and other possible areas for harmonization amongst concerned border agencies
I. MONITORING CRMSAP results and activities will be linked with the DOC monitoring process at the center and at COs. A CRMSAP monitoring software will be developed for monitoring of progress. Field surveys and use of management information systems (MIS) tools will be used for the monitoring of quality indicators to support input, output and outcome monitoring. A formal reporting mechanism will be instituted with each monitoring of CRMSAP. The DOC will be responsible for self-evaluation of all the activities carried out under the CRMSAP. This will ensure self-assessment, evaluation and continuous improvement for the CRMSAP operations.
ixCRMSAP – 2017-2021
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xiCRMSAP – 2017-2021
1CRMSAP – 2017-2021
INTRODUCTION1Department of Customs (DOC) has been gradually changing its traditional roles towards making its management more adept, service oriented and transparent. This is in response to the need to go on making timely improvements in its role according to changes brought about in international trade, technological development, national needs, bilateral and multilateral commitments, open and to foster a liberal economy. In addition, DOC must fulfill its important responsibility of improving government finances through internal resource mobilization for economic development and the minimization of revenue leakage.
The government has recognized the importance of trade facilitation and its links to Customs reform and modernization to attain the nation’s economic wellbeing. The embrace of trade facilitation, especially to improve import and export performance, involves streamlining and simplifying border procedures, in particular for Customs, but also the many other relevant border regulatory agencies. These broad principles also embrace moves to modernize Customs administrations such as the adoption of risk management, audit based controls, the maximum use of information technology, cooperation with other border agencies, other administrations and the private sector and the adoption of appropriate international standards.
In line with its determination to achieve excellence in Customs performance, the DOC has been modernizing its activities, procedures, automation and client services for many years, fully in line with relevant international best practices. That determination has been formalized through a series of periodic action plans that list the several strategies, activities and tasks DOC would pursue in each four-year period in its efforts to modernize dating back to the first such program in 2003.
To this end, the DOC intends to accomplish implementation of the fourth Customs Reform and Modernization Strategies and Action Plan (CRMSAP) 2013-2017 in July 15, 2017; formulation of the CRMSAP 2017-2021, with support from the Asian Development Bank (ADB) and inputs from the World Customs
CRMSAP – 2017-20212
Organization (WCO) Representative1, outlines a set of core values reflecting the current social and economic priorities of the country.
The new CRMSAP covers the four-year period from 16 July 2017 to 15 July 2021. This important initiative is fundamental to DOC’s reform agenda for the immediate and medium term futures and is built around a series of international standards and best practices such as the World Trade Organization (WTO) Trade Facilitation Agreement (TFA), the Revised Kyoto Convention (RKC) and other instruments such as the WCO’s SAFE Framework, the Data Model, Risk Management and Single Window Compendia, the Immediate Release Guidelines, WTO TFA Nepal Gap Assessment and Implementation Action Plan 2015, Fourteenth National Development Plan 2016/17 - 2019/20, Trade Policy 2015, Nepal Trade Integration Strategy 2016, South Asia Subregional Economic Cooperation (SASEC) Operational Plan, CRMSAP 2013-2017 Midterm Review Report 2016, Central and Field level consultations, OECD (Organization for Economic Cooperation and Development) Areas of Action etc.
The CRMSAP 2017-21 has been built around the DOC’s vision, mission, values and guiding principles following a rigorous and proven methodology that is inclusive of the views of all stakeholders in the public and private spheres. Through the adoption of this plan, DOC will help Nepal to achieve greater economic efficiency, enhanced export performance and improved prosperity.
1 Inputs from the WCO Expert provided in the CRMSAP validation workshop (Nov 26-28, 2016 In Sauraha Chitwan)
METHODOLOGIES The methodologies followed in the formulation of CRMSAP 2017-2021 were:
• Review of documents;• Preparation of questionnaire for data/
information collection;• Brainstorming with the DOC Management,
Directors, Officers and other staff;• Central level consultation with government
agencies i.e. Ministry of Finance, Ministry of • Commerce, Ministry of Agriculture
Development, • Department of Food Technology and Quality
Control;• Central level consultation with the private
sector, National Customs Trade Facilitation Committee members and representatives of trade and industry associations; and
• Field level consultation with Customs staff, private sector traders, Chamber of Commerce and Industry representatives, Customs Agents and Local Customs Trade Facilitation Committee members in Nepalgunj, Krishnanagar, Bhairahawa and Birgunj.
3CRMSAP – 2017-2021
AUTOMATION• Testing of Data Warehouse Module has been completed under Republic of Korea assistance and implementation is
awaited. Currently Information is integrated manually in one place.• Revenue statistics are generated daily from Customs Offices.• Annual Foreign Trade and Statistics has been published in time and also availed through DOC website. • The e-CMP is prepared by DOC.• Staffing levels and expertise of the IT section to reflect the current and planned developments in computerisation has
been reviewed for strengthening during O&M survey for organisational restructuring.• Computer and related equipment are available at all the sections of DOC and main Customs Offices.• ASYCUDA++ with Broker module has been implemented in 16 Customs Offices.• ASYCUDA World piloted in Mechi Customs and Dryport Customs. • List and requirement of equipment and infrastructure is available in the Customs Infrastructure Master plan.• Development of suitable infrastructure for ICT application is underway with the design, piloting and implementation of
the ASYCUDA World.• A National National Single Window (NNSW) Committee is formed and functional at DOC.• Fourteen agencies have been identified as stakeholders for the first phase of the NNSW system.• Preparation of a Nepal Trade Information Portal has been initiated with the lead of Trade and Export Promotion Centre
and the DOC as co-lead.• ICT supported risk based ‘selectivity’ module is implemented in 6 COs.
Trade Facilitation• The accession to RKC has been ratified by the parliament. • Study and recommendation for the Tariff restructuring has been completed.• Policy Analysis Unit has been created at DOC.• Legislation and other Customs related information are available in DOC Website for public consumption.• DOC has reviewed TOR of the Trade Facilitation Committee (TFC) including membership provisions.• Client Service Centre (CSC) is well functional in the DOC. Clients are found satisfied with the services provided by the
CSC.• Client Service Desk (CSD) is established in 5 Customs Offices.• Interactions are conducted with TFC frequently and as per needs.
Organizational Development and Capacity Development• Customs organisation has been restructured and the management is functional with new organogram.• Personnel Information Software has been developed and implemented including linkage of personnel profile with
Department of Civil Personnel Record. • Annual training calendar, courses and training modules in different subjects e.g. Valuation, PCA, Classification, ASYCUDA
and its operation, procedures, investigation and enforcement, risk management etc. is prepared and training programmes are ongoing. On-the job training is provided in coordination with Revenue Administration Training Centre.
• The Customs Infrastructure Master plan (CIMP) is available at DOC, which provides recommendations for the development of infrastructure facilities in Customs.
• Yards have been improved in few Customs. Design of the building for DOC is on progress. • Studies have been completed for the arrangement of appropriate non-intrusive equipment including scanner for major 10
Customs.• Existing Code of Conduct has been updated to make it compatible with the Civil Servants' Code of Conduct 2068 and
submitted to MOF for approval. • Integrity Promotion Unit has been created at DOC.• Separate lane for the clearance of cargo and passenger is operational in 2 Customs Offices
Revenue Yields• Risk management system has been redefined in the Customs Act. • Regulatory compliance for Risk-based management i.e. red and green channels has been introduced in 6 Customs
Offices.• Most of the Customs offices and officials are equipped with computer accessories (one officer one laptop).• Modernisation of Laboratory Section of DOC has been initiated with the installation of GCMS and Fourier Transform
Infrared Spectroscopy (FTIR) with FTIR microscope.• Meetings with cross border agencies are organised as per needs.• Action plan to increase searches & surprise visits of bonded and non-bonded warehouses, suspected of holding illegally,
is prepared and partially implemented.• Construction of the Inland Customs Depot (ICD) in Sindhupalchowk and ICP in 4 Customs Offices is ongoing. • IP camera has been installed in 9 Customs Offices. • Connectivity has been arranged in 15 major Customs.• Scanner machine has been installed in 2 Customs Offices • Single entry, as per invoice items, has been started through Customs agents in 18 Customs Offices and 2 Sub-Customs
Offices where ASYCUDA is implemented. • Target for general Post Clearance Audit (PCA) has been set by DOC and is conducted by PCA Office and Customs
Offices (COs). • Tariff structure based on HS Code and integrated tariff is translated in Nepali language and made web-based access
provision in place through DOC website. Mobile apps have also been developed and implemented.
PROGRESS OF CRMSAP 2013-2017
CRMSAP – 2017-20214
The Department of Customs has a traditional commitment to addressing the challenges of revenue collection which accounts for almost half of the government's total tax revenue. The main challenges for the Customs Management, over the coming four years, are to provide a Customs service that is systematic, transparent and accountable. The corresponding rationales for CRMSAP 2017-2021 are:
Facilitating trade for economic wellbeing through modernizing import and export procedures: In Nepal, there has been recognition at all levels of Government of the importance to the nation’s economic wellbeing associated with embracing trade facilitation, especially to improve export performance, through streamlining and simplifying border procedures, in particular for Customs, but also the many other relevant border regulatory agencies.
Trade facilitation is heavily reliant on the ability of the Customs administration to raise the entryway in an effort to achieve an effective balance between trade facilitation and regulatory intervention.
As illustrated in 'Doing Business 2015 Nepal'2, the time taken for Customs clearance in terms of export is 4 days and in terms of import is 5 days; the transaction costs to complete such procedures is about US$ 300. Similarly, ports and terminal handling control for export is 4 days and for import is 6 days; the transaction costs to complete such procedures is about US$ 300 taking into account of the involvement of Customs at Kolkata, India and at the India/Nepal border. Reducing the time and associated costs for these procedures is urgent and vital.
Complying with the standards of Revised Kyoto Convention: Customs operations are governed by the Customs Act, Customs Regulations, Fiscal Act and other provisions. These legislative provisions must be simple and comprehensive. Transparency and predictability are commonly
RATIONALE FOR CRMSAP 2017-20212
2 Doing business 2015, Going Beyond Efficiency, Economy Profile 2015, Nepal, A World Bank Group Flagship Report (12th Edition)
5CRMSAP – 2017-2021
raised issues in Customs administration. Further simplification and harmonization of Customs procedures and documents will have to be conformed through the adoption of risk management, minimal data and documentary requirements, simplified and streamlined procedures etc.
Restructuring tariff structure: Subsequent work on tariff simplification has to demonstrate the same level of sophistication relative to methodology and indicators on tariff policy. Traders raised substantial concerns on the tariff structure during consultations. Tariffs can be low, but high tariff dispersion and escalation can create a disincentive to industries and cause inefficient allocation of resources, which has not been duly recognised in the past
Strengthening Customs procurement: It appears that despite of the DOC allocating increasing funds and initiatives, Customs Offices are still equipped with less than optimal levels of equipment. This implies a clear need to improve procurement planning and procedures at DOC and Customs Offices (COs) level.
Building HR capacity: Human resources strengthening require acceleration including the organization of training programs. The Customs administration is losing its experienced and technically competent staff with the current government transfer and retirement policy. The integration of resources available from different sources such as government and development partners is necessary to scale up capacity building initiatives.
Consolidating databases in Customs: The CRMSAP since 2003 aimed at a step change in effectiveness across the Customs sector focusing on Customs reform and modernization for trade facilitation that has achieved accelerated progress over the years. The e-Customs Master Plan prepared by the DOC intends to initiate paperless Customs in its proposition through deployment of ASYCUDA World as the core system and other subsystem development. ASYCUDA World is the new web based version of ASYCUDA. It provides more controls on customization of the software and aims to operate in paperless environment. ASYCUDA World would assist all stakeholders involved in customs reform. DOC has developed and piloted ASYCUDA World as interfacing modules to cover all Customs processes/procedures and to develop a combined
MIS/operational database for statistical and reporting purposes. Implementing it throughout all the Customs Offices is necessary. CRMSAP should also focus to work with other Customs stakeholders to ensure that the ASYCUDA World reforms are promptly implemented.
Improving Customs Valuation: Customs valuation has remained a subject of dispute between the government and trading community. The trading community complains that valuation policy and procedures are neither transparent nor neutral. The Customs official position contends that traders will work to find ways to undervalue the goods they import. The application of the WTO Agreement on Customs Valuation can address this issue, provided that the importers declare the price actually paid or payable for the goods imported. The Customs Administration cannot use its discretionary power to determine the customs value under the WTO valuation agreement. The system relies on post clearance audit for all types of customs control, including valuation. There is a need for necessary preparations because the valuation procedures are highly technical and demand high skills. Because of the multi-sectoral roles of different agencies in this process such as banks, business houses etc., the DOC has difficulty applying transaction value method because procedures for determining that value are not fully developed or understood by all parties. Developing infrastructure and adopting appropriate valuation automation modules to cope up with the provisions of WTO Valuation Agreement are also necessary.
Making Post Clearance Audit (PCA) effective: Post Clearance Audit is a process which enables customs officers to verify the accuracy of declarations through examination of the books, records, business system and all relevant commercial data held by persons/companies directly and indirectly involved in international trade after all clearance procedures have been completed. It is one of the customs control measures to enhance trade facilitation. It is conducted to verify the accuracy of all legislative requirements in the goods declaration and any other legal requirements including customs value. Thus, the effective implementation of PCA is necessary to properly manage the collection of customs revenue and other taxes while facilitating the customs clearance at border. It is conducted, after customs clearance, to confirm the accuracy of declared value and all provisions stipulated in the Customs Act. There
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is inadequate structure and trained manpower for audit purpose in the DOC. The post clearance audit is the most effective tool to assess fraud and, if developed properly, it can combat the risk of revenue leakage.
Minimizing Revenue Leakage: Revenue leakage has been frequently raised problem by different stakeholders specifically by the traders and the business communities. Full implementation of WTO valuation system, accurate classification and compliance with adequate legal, human and technical support will exert positive impact on trade and revenue.
Preparing the Corporate Plan: Formulation of the CRMSAP will have to be accompanied by systematic organizational corporate planning at Customs Office level and DOC section level so that individual performance plans can be aligned with corporate strategic directions.
7CRMSAP – 2017-2021
VisionExcellence in Customs services to support the economic and social prosperity of Nepal.
Mission'We strive for a Customs service that respects clients' time and value for money' by building conducive environment for global economic activity to ensure growth friendly Customs policy for socio-economic development, social safety and security.
To attain this mission, the DOC will focus its attention on facilitating and promoting legitimate trade, affording leadership in protecting the health and welfare of society through effective control and seamless coordinated border management, and collecting accurate and fair revenue.
Values To accomplish the mission, DOC professional relationships with the commercial community, the public and other organizations will be based on:
• Honesty and Integrity: Nepal Customs officials would demonstrate high moral standards in all facets of their work to ensure objectivity, fairness and transparency and uphold public interest over personal interest.
• Impartiality: Nepal Customs operation will be guided by fairness and impartiality.
• Responsiveness: Nepal Customs will be responsive and transparent in facing and overcoming challenges resourcefully and with enthusiasm and passion for achieving the best possible results towards nation building.
• Transparency: DOC will demonstrate transparency in its interactions and operations to the greatest extent possible with maximum utilization of Information Technology (IT).
• Mutual Respect and Courtesy: Nepal Customs working environment will be based on mutual respect and courtesy.
• Professionalism: Customs professionals will be enabled to handle current socio-economic challenges and to perform their functions efficiently and accurately supported by determination and sense of challenges.
• Dedication and Excellence: Nepal Customs staff will perform their job with dedication and excellence.
VISION, MISSION, VALUES AND GUIDING PRINCIPLES3
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Guiding Principles To realize the mission, the DOC role will be focused towards protecting citizens, the economy and the environment for national economic wellbeing by stimulating voluntary compliance for traders and aiming to ensure the safety and security of the international supply chain.
These guiding principles will be based on the following initiatives:
Reducing Compliance Costs and Time: The DOC will promote simplicity, efficiency and predictability in Customs operation and will coordinate with concerned agencies in eliminating complexities and delays in securing permits, licenses and reporting systems and will work within the specified revenue structure of the country, thereby reducing administrative costs and time for the provision of services. Time Release Study (TRS) will be a continual feature for this endeavor.
Helping Fair Operation of the Market: DOC will promote a sound and fair environment towards an ethical code of conduct in Customs services, by promoting beneficial activities and discouraging unfair market competition, to ensure that those who should be paying revenues are complying.
Helping Export Promotion: Customs policies and actions will be directed towards creating conducive environment for export promotion.
Enhancing Risk Management based approach: Risk management will be effectively and efficiently embedded in the management practices and Customs operations to minimize disruption and cost to legitimate trade and the public.
Establishing Conducive Environment for Investment: The DOC will facilitate the imports of raw materials and export of finished goods in such a way that it will facilitate inclusive growth of enterprises and promote a favorable investment climate for prospective industries.
Right Taxation for Sound Fiscal Framework: The DOC will be committed to revenue maximization with due consideration to trade facilitation.
Coordination: Coordination and collaboration with key stakeholders for systems development will be a prime concern of DOC.
9CRMSAP – 2017-2021
CRMSAP 2017-2021 RESULTS FRAMEWORK4
Objective: The objectives of the CRMSAP are to create a conducive environment for economic prosperity in Nepal by reducing transaction costs, improving trade facilitation, and developing human resources for professional stewardship and facilitation in Customs, while at the same time improving revenue collection and border security.
Goal (Impact): Responsive Customs administration.
The goal (impact) of the CRMSAP 2017-2021 is 'Customs to be recognized as a modern administration that is responsive to the needs of the 21st century customers.’ Customs procedures such as Valuation, PCA, Advance Rulings, pre-arrival clearance, expedited shipment, risk management and TTP will be automated to attribute to the desired goal. Similarly, the aim is to make clients more satisfied by improving trade facilitation services.
Outcome 1 –Professional and Competitive Customs Service: Strengthened Customs management to enhance its image and to support trade facilitation and travelers.
The key focus will be towards: a) promoting certainty, predictability and security of the international movement of goods and goods accompanying people by establishing clear and precise standards; b) reducing duplication and delays in international supply chains such as multiple reporting requirements and inspections; c) strengthening cooperation between Customs administrations as well as between Customs and business and Customs and other government agencies by creating meaningful and beneficial partnerships; and d) providing Customs administrations with the capacity to promote regulatory compliance in a manner that facilitates legitimate trade.
The focus of Customs will be towards making national legislation fully compliant with the Revised Kyoto Convention General Annex and WTO TFA. A Trusted Traders Program will be operational to expedite legitimate trade. Similarly, key performance indicators will be developed and results interfaced with an annual performance evaluation of staff to enhance integrity at Customs. CRMSAP will be fully consolidated into Customs’ annual program and budget (one annual plan in Customs).
Customs automation and data management will be enhanced by processing the majority of declarations (import and export) through NECAS. Centralized Customs clearance will be introduced. A NNSW System will be developed, piloted & interfaced with ASYCUDA World and selected agencies.
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Human resources management capacity of Customs will be strengthened. The organization will be restructured with provisions of functional experts from within and outside Customs staff, and made functional in different thematic areas i.e. HS, Valuation, PCA, Risk Management, TRS, Trusted Traders, Expedited Shipments, Advance Rulings, Pre-arrival Processing, Coordinated Border Management etc. The Human Resource Management Plan will be revisited including the development of a capacity development plan for the short, medium and longer terms. Capacity of the Customs staff and key stakeholders will be strengthened according to a rigorous needs assessment. Technical and functional experts will also be provisioned as "Pool of Expert Scheme" in the new organizational structure.
Infrastructure and physical facilities will be developed in all the main Customs offices. Procurement functions will be strengthened in Customs. Passengers' lanes will be developed in the main Customs Offices with the installation of non-intrusive equipment in major Customs offices. Passenger Name Record (PNR)/Advanced Passenger Information System (APIS) will be initiated at international airport(s) to assist in the risk assessment of relevant baggage and other goods importations/exportations.
Outcome 2: Fair and Accurate Revenue Yield: Enhanced enforcement and compliance for high revenue yield/minimal leakage through the collection of customs duty, Value Added Tax, Excise Duty and other taxes on imported goods.
Recognizing the emerging trends of globalization, proliferation of regional trade agreements and expanding intra-company trade, Customs administrations are required to make a concerted effort for fair, effective and efficient revenue collection.
The process of efficient and effective collection of revenue has become an even greater priority - both from the Customs and trade point of view. Minimization of revenue leakage will be a basis for this phase of CRMSAP. Reform of Customs administration will be at the heart of strengthening revenue mobilization—essential for enhanced and fairer revenue mobilization for wider governance improvement. The DOC will strive for improving the efficiency and effectiveness of revenue collection in compliance with rules, standards and guidelines laid down in relevant international agreements, conventions and supporting tools and instruments.
Delivery of capacity building and training will be
vital for efficient and effective revenue collection and will be reinforced within CRMSAP 2017-2021. This includes not only the fundamentals of Customs modernization (e.g. infrastructure, organizational matters and compliance management), but also technical aspects, including valuation and origin. Greater efficiency and effectiveness in revenue collection will also contribute to improved trade facilitation. To that end, customs administrations will also seek further engagement with tax administrations.
Compliance Management/Voluntary Compliance will be strengthened to increase client compliance levels. Awareness of importers and exporters will be raised about their rights and obligations within a voluntary compliance regime that will reduce the number of amended declarations and penalties through increased accuracy and overall compliance.
NECAS will be functional in Customs for risk management in cargo clearance. A Risk management organization structure will be in place commensurate with effective NECAS, PCA, Valuation and Trusted Traders Program (TTP). All selectivity lanes (Red, Yellow, Blue and Green) will be applied in major Customs offices. Eighty percent of import cargo will be cleared through Yellow and Green channel.
Outcome 3: Social Safety and Security: Strategies and other measures for surveillance and other types of control over the movement of goods, means of transport, and transport equipment (containers, pallets, crates) to prevent illegal trade and trafficking of harmful items in the country.
The Customs administration will pursue the common globally accepted mission of Customs i.e. to develop and implement an integrated set of policies and procedures that ensure increased safety and security, as well as effective trade facilitation and revenue collection. This will be achieved through efficient and effective use of tools and information in dealing with the international movement of goods, conveyances and people connected with the goods.
DOC will play an important role at border crossings to mitigate serious threats to security and safety of people through the proliferation of weapons and materials of mass destruction, trafficking of small arms and explosives, and illicit diversion of dual use goods. Major Customs offices will be equipped with Non-Intrusive Inspection (NII) equipment.
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Outcome 1 –Professional and Competitive Customs Service: Strengthened Customs management to enhance its image and to support trade facilitation and travelers. The strategies and activities to attain this outcome are given below:
STRATEGY 1 EXPEDITED LEGITIMATE TRADE FACILITATION
The DOC will enact appropriate legal, policy, and administrative measures to implement WTO/TFA, and General Annex of Revised Kyoto Convention and other relevant International Conventions and Standards. Time and cost of trade will be reduced through easier and simplified Customs clearance and other core procedures to support doing business. The major activities under the strategy are:
• Reform legislations to implement effective and efficient import export and transit procedures
• Review documents required for import and export• Introduce TTP and plan AEO• Study deferred payment system• Review Customs tariff• Develop and implement Advance Ruling• Conduct Time Release Study (TRS)• Establish and operate effective Client Service Desks (CSD)• Improve and update Customs Website• Promote and improve cooperation with Customs stakeholders• Implement exchange of information with other Customs
administration• Establish grievance redressal mechanism• Execute expedited shipment•
STRATEGY 2 PROMOTED INTEGRITY AND GOOD GOVERNANCE
Integrity will be improved by the development of an organizational culture that will encourage high levels of integrity. The image of Customs will be enhanced as a reliable and integral partner in society through improving credibility and by fulfilling its social obligations (e.g. business oriented behavior, business service standards) and Customs accountability (more transparency and highly qualified/trained staff). The major activities under this
STRATEGIES AND MAJOR ACTIVITIES5
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strategy are: • Perform an organizational self-assessment• Prepare an integrity plan• Introduce a reward, recognition and
punishment system• Develop a Performance-based
Management System in Customs• Integrate CRMSAP in the DOC annual
plan• Monitor performances of the CRMSAP• Plan and manage procurement • Arrange appropriate provision for adequate
capital funds to DOC to enable it to carry out its roles and responsibilities effectively and efficiently
STRATEGY 3 ENHANCED CUSTOMS AUTOMATION AND DATA MANAGEMENTDOC will develop an appropriate ICT infrastructure to support trade facilitation including a system to interface with NNSW when it is in operation. The ASYCUDA World system will be rolled out to several Customs offices. The major activities under this strategy are:
• Improve NECAS• Improve connectivity to major Customs
offices• Upgrade the operational effectiveness of
Customs utilizing computerization• Enhance the capability of Customs in
all areas of its operation utilizing ICT infrastructure
• Develop mobile application of NECAS functionalities
• Develop and implement NNSW System • Prepare secure data warehouse for all
Customs data• Carry out periodic checks and system audit• Disseminate information• Develop Broker Management System
STRATEGY 4STRENGTHENED HR MANAGEMENT CAPACITY The aims of the strategy are towards improving leadership and management capacity of Customs, with a focus on change management, to ensure integrity and building and sustaining a knowledge based professional institution. Similarly, planning and management capacity of DOC will be strengthened. The organisation will have a fully functional human resource planning and management policy in place. The major activities
under the strategy are: • Approve and implement the Human
Resources Master Plan (HRMP)• Revisit the Organogram• Establish and develop the core technical
capacity of Customs administration• Upgrade inventory and record keeping• Provide training and education for non-
revenue related tasks• Facilitate/ provide support to expand
the performance of Customs Agents/ stakeholders in transacting Customs business
• Build capacity on CBM• Build capacity in compliance management
(including Voluntary Compliance)• Build capacity on risk management• Enhance leadership, management and
professional capacity • Retain staff in Customs• Create Customs sub-group • Establish an autonomous Revenue Board
to improve the institutional capacity of Customs
• Re-assess the job rotation (functional) system
STRATEGY 5DEVELOPED INFRASTRUCTURE AND PHYSICAL FACILITIESUnder this strategy, physical facilities will be improved in Customs to provide a modern and efficient working environment. The DOC will implement physical infrastructure improvement plans to ensure the proper functioning of a modernized Customs administration. The major activities are:
• Approve and implement the Physical Infrastructure Improvement Master Plan (PIIMP)
• Design uniform layout for Customs with the emphasis on construction of ICP and ICD
• Procure/arrange land for various Customs offices
• Construct the Customs buildings to improve the working environment for all parties
• Establish/modernize Customs laboratory • Maintain optimal usage of modern
technology led physical facilities for ensuring automated Customs systems
• Renovate the infrastructures of Customs offices on the northern borders
13CRMSAP – 2017-2021
STRATEGY 6ENHANCED PASSENGER CLEARANCE SERVICES
Under this strategy, passenger baggage clearance services will be improved at TIA and major Customs Offices to streamline control and facilitation. The DOC will develop passengers' lanes in main Customs Offices and the automated Customs clearance system will be made operational. The main activities are:
• Develop passenger lanes• Enhance the facilitation of passenger
clearance • Designate a separate Customs unit for
courier cargo clearance• Establish the Advance Passengers
Information System/PNR
Outcome 2: Fair and Accurate Revenue Collection: Enhanced enforcement and compliance for high revenue yield/minimum leakage through the collection of customs duty, Value Added Tax, Excise Duty and other taxes on imported goods. The strategies and activities to attain this outcome are given below:
STRATEGY 7FAIR AND ACCURATE REVENUE COLLECTIONThe DOC will develop mechanisms for the easy access to online valuation database for Customs Offices and strengthen the Central Monitoring Section for regular and on-line monitoring of main Customs Offices. It will also execute monthly grading of Customs Offices and make the necessary amendments in the Customs law to ensure confidentiality with regard to value declarations and residual powers in the department for valuation rulings. Valuation, tariff classification, origin, and other revenue related legislative provisions will be properly enforced for fair and accurate revenue collection. The main activities under this strategy are:
• Improve compliance environment for Customs valuation
• Provide access to valuation officers to the import database and relevant reports
• Establish and maintain a central valuation database in DOC and provide access to Customs and designated other offices
• Carry out risk based checks of declared values on import declarations in DOC
• Develop Tariff Specification Code (TSC) in ASYCUDA World system to interface the valuation database module with the cargo clearance system
• Improve the HS classification• Promote a system to operate import trade
under proper banking channels• Update the manuals for Valuation & PCA
to ensure that they reflect best practices• Strengthen the PCA Office• Establish PCA units at main Customs
Offices under the central PCA office• Strengthen monitoring of revenue systems
STRATEGY 8STRENGTHENED COMPLIANCE MANAGEMENT/VOLUNTARY COMPLIANCECustoms voluntary compliance will be strengthened and aligned with the Inland Revenue Department (IRD) to maintain a well-balanced combination of preventive and enforced measures to stimulate voluntary compliance. The DOC will enhance the efficiency and effectiveness of the overall Customs management system and encourage voluntary compliance by providing web based declaration submission to the clients including access to all information on Customs procedures. The major activities under this strategy are:
• Develop a compliance strategy document• Set criteria for compliance management• Implement compliance management/
voluntary compliance • Evaluate effectiveness of compliance
system• Inform & communicate compliance plan• Build institutional collaboration • Measure performance of compliance
management
STRATEGY 9 ADVANCED RISK MANAGEMENTRisk Management (RM) will be effectively implemented adopting international standards and best practices. The DOC will establish selectivity indicators and criteria, prepare reference database/ risk engine for risk management and implement selectivity / RM System. The major activities are:
• Develop and implement RM strategy• Exchange intelligence, risk management
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information with relevant partners• Strengthen the border Customs clearance
monitoring system• Establish the principles of RM across
Customs with particular emphasis on cargo clearance.
• Arrange to better control the movement of containers through a Customs seal system
• Broaden and fully integrate RM throughout DOC policies and operations
Outcome 3: Social Safety and Security: Strategies and other measures for surveillance and other type of control over the movement of goods, means of transport, and transport equipment (containers, pallets, crates) to prevent illegal trade and trafficking of harmful items in the country. The strategies and activities to attain this outcome are given below:
STRATEGY 10 PROTECTED SOCIETY/ SAFETY & SECURITYDOC functions will be assimilated towards protecting society, the non-regulatory requirements focused upon five segments e.g. Security, Health, Economy, Environment and Society (SHEES). The main Customs offices will be equipped with NII equipment and lab facilities. Customs command will be strengthened in order to better control border smuggling activities including an expected increase in the number and extent of illegal detections. The main activities are:
• Prepare a strategy for Customs in the field of protecting society
• Enhance the capacity of Customs lab to test the controlled and hazardous goods to control border smuggling and illegal trade including environment protection in the areas of CITES and ODS
• Collaborate/ coordinate among border agencies, local agencies, local security wings & Regional Revenue Investigation Units
• Design an interface model laboratory in Customs Offices
• Develop mechanisms, plans, policies and programs to reduce illegal trade
• Review the need to form a separate Customs Security force under the Customs Chief command
• Establish a mechanism to effectively control illicit drugs, counterfeit currencies, pirated and other counterfeit goods
STRATEGY 11 STREAMLINED CO-ORDINATED BORDER MANAGEMENT
Under this strategy, joint initiatives, policies, programs and activities will be developed, formulated and implemented with other border agencies to harmonize and simplify procedures at the border and improving trade facilitation by avoiding duplication/overlap, improving coordination, and reducing dwell time and costs. The major activities are:
• Define the Customs role in a national CBM process
• Instigate inter-agency agreements and arrangements
• Enter into MOU’s with national trade and industry organizations
• Develop corporate social responsibility programs of Customs at border areas
• Develop guidelines on levels of competency, working hour harmonization and other possible areas for harmonization amongst concerned border agencies
RISKS AND ASSUMPTIONSThe major risks and assumptions are:
• National policy remains favorable to the Customs priorities.
• Support of the Development Partners is maintained for DOC.
The Results Framework of the CRMSAP is given in Annex 1.
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IMPLEMENTATION 6CRMSAP activities will be implemented from DOC and Customs Offices. The annual budget allocated to the DOC from GON will be used to implement CRMSAP activities. DOC will work with Development Partners to review each externally supported activity in order to gauge consistency. The implementation strategies will be that:• The DOC will prepare corporate plans built in line with the
CRMSAP i.e. CRMSAP 2017-2021 in ten major Customs Offices (COs). The COs' plan will be closely linked with the CRMSAP 2017-2021 annual action plan for the relevant sections of the DOC. The COs and DOC sections will closely monitor implementation of the progress of the CRMSAP annual action plan in its trimester and annual progress review.
• A monitoring software of the CRMSAP 2017-2021 will be prepared by July 2018 by the Monitoring Section of the DOC and monitor the progress including reporting to the DOC management about its status every year.
• The CRMSAP 2017-2021 implies several reforms that demand formal change management programs in Customs at the central as well as field level. Such results and activities will be identified and change related measures will be incorporated in the annual action plan of the DOC and COs. Any unforeseen conflicts that might arise during this stage will be resolved by the DOC though scheduling activities and identifying potential bottlenecks including its measures for solution.
• The DOC and the COs will make sure that new infrastructure, new institutions and new resources are absorbed in every aspect of the CRMSAP 2017-2021 implementation, ensuring that the financial resources are available and distributed accordingly.
• Tangible change and improvements achieved in the CRMSAP implementation will be documented and disseminated through different medias. Transparency will be ensured in this process
• A communication strategy will be used to raise awareness of the Customs team on the positive benefits of the reforms, as well as explaining that there are necessary trade-offs, such as the usefulness of the trade facilitation for Customs revenue management, which will not please everybody. This will help to further strengthen local ownership of the CRMSAP and encourage participation of the key stakeholders in its implementation. It is therefore important that actions are visible and demonstrate tangible results early to build confidence in the process.
The CRMSAP Implementation Plan is given in Annex 2.
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S. No. Strategy Amount (NRs. '000')1. Expedited Legitimate Trade Facilitation 152,8502. Promoted Integrity and Good Governance 36,840
3. Enhanced Customs Automation and Data Management 2,078,5004. Strengthened HR Management Capacity 185,8105. Developed Infrastructure and Physical Facilities 6,957,7006. Enhanced Passenger Clearance 267,5407. Fair and Accurate Revenue Collection 86,8808. Strengthened Compliance Management/Voluntary Compliance 22,4009. Advanced Risk Management 83,46010. Protected Society/Safety & Society 298,06011. Streamlined Coordinated Border Management 36,32012. Total 10,206,360
7 FINANCIAL MANAGEMENT
The DOC will propose a program & financial planning framework to the GON with clearly defined budget lines. DOC will focus on facilitating, guiding and regulating Customs services. Where there are funding gaps for the implementation of CRMSAP, Development Partners will be urged to support. The DOC will follow Financial Administration Rules and Regulations of the Government. The audit will be carried out by the Office of the Auditor-General.
Development Partners will provide their support through the Government system (Redbook). For those Development Partners who wish to offer their support in other forms, they will be invited to offer financial support or direct technical assistance to the DOC, as per prevailing GON rules and regulations. The estimated resource requirements for the CRMSAP 2017-2021 will be NRs 10,206 million or USD 94 million as summarized below:
17CRMSAP – 2017-2021
A number of development partners have expressed a wish to support the GON in the Customs sector. Estimated budget commitments by GON and Donors for CRMSAP 2017/2021
Agencies Total (in million)
NRs US$GON 5,691 52ADB 2,284 21(Pipeline) World Bank 1708 16Total budget available 9,683 89Total Budget required for CRMSAP 10,206 94Resource Gap 523 5
Exchange rate: 1 US$=108.78
Refer to Annex 3 for calculation
The total resources gap for the implementation of the CRMSAP 2017-2021 is estimated to be NRs. 523 million. However, there are possibilities to reduce the resources gap with Technical Assistance (TA) from Development Partners i.e. ADB3, WCO etc. DOC will also attempt for further fundraising. Where there are funding gaps remaining after Development Partners’ commitments, the Government will step in and fill those gaps. If this is not possible, then the Government will review the situation with Development Partners and reach agreement on a course of action.
3 US$ 1 million is in the pipeline from ADB
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8 MONITORING, REPORTING AND EVALUATIONS
CRMSAP results and activities will be linked with the DOC monitoring process at the centre and at Co. The monitoring will focus on:
• activities planned; • budget allocations to core programs; and • process followed to attain outputs indicators and activity
including progress towards achievements of outcome and purpose level indicators.
A CRMSAP monitoring software will be developed for monitoring of progress. Field surveys and use of Management Information Systems (MIS) tools will be used for the monitoring of quality indicators to support input, output and outcome monitoring. A formal reporting mechanism will be instituted with each monitoring of CRMSAP. Baseline surveys will be conducted to establish baselines, as necessary, for monitoring and evaluation purposes. The status of operational activities and processes will have to be recorded before or at the start of works and during implementation.
MONITORING OF OUTPUTS AND ACTIVITIES WILL COVER AT LEAST
• Whether or not the planned activities have been implemented on schedule,
• Whether or not a regular supervision has been made if the activity requires such supervision, Whether or not their progress in implementation is in proportion to the expenditures incurred in the annual plan of operations, and
• Whether or not the particulars, bills, receipts, documents of the expenditure have been duly kept.
The DOC will be responsible for self-evaluation of all the activities carried out under the CRMSAP. This will ensure self-assessment, evaluation and continuous improvement for the CRMSAP operations.
The CRMSAP 2017-2021 Strategic Action Plan is given in Annex 4.
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ANNEX
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21CRMSAP – 2017-2021
ANNEX 1CRMSAP 2017-2021 RESULTS FRAMEWORK
Results Indicators Means of Verification
Risks and Assumptions
Impact Responsive Customs management established.
By the end of July 2021: Customs procedures4 automatedIncreased number of satisfied clients on Customs services
An overall score of 1.3 on OECD TFIs attained(2015 Baseline: 0.8)
DOC Annual Progress ReportClient satisfaction Survey Report (Baseline and End line)OECD Trade Facilitation Indicators (TFIs)
National policy remains favorable to Customs priorities.
Continued support of Development Partners to Customs.
Outcome 1
Professional and Competitive Customs Services: Strengthened Customs management to enhance its image and to support trade facilitation and travelers.
Document requirement for import and expert is at par of the document required in one of the best countries in South Asia.
Time Release Study (TRS) based time adjusted in Customs
NECAS new functionalities5
introduced
DOC Annual Progress Report
DOC Annual Progress Report
Outcome 2
Fair and accurate revenue collection: Enhanced service delivery and enforcement for high revenue yield/minimum revenue leakage through the collection of customs duty, Value Added Tax, Excise duty and other taxes on imported goods.
Percentage of revenue6 to GDP Customs Statistics
4 Procedures refers to e.g. Valuation, PCA, Advance Ruling, pre-arrival clearance, expedited shipment, risk management and TTP. 5 Refer to footnote 1 6 Revenue refers to total revenue collected from Customs offices
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Results Indicators Means of Verification
Risks and Assumptions
Outcome 3
Social Safety and Security: Strategies and other measures for for surveillance and control over the movement of goods, means of transport, and transport equipment (container, pallets, crates) to prevent illegal trade and trafficking of harmful items in the country.
Customs lab (Animal, Food and Plant) interfaced (under one roof) and functional in 7 major Customs
Trace detecting equipment used in 10 major Customs offices to identify traces of of such materials
DOC Annual Progress Report
DOC Annual Progress Report
StrategiesOutcome 1: Professional and Competitive Customs Services: Strengthened Customs management to enhance its image and to support trade facilitation and travelers.
Strategy 1 Expedited legitimate Trade Facilitation
National legislation made fully compliant with the Revised Kyoto Convention General Annex and WTO TFANo. of Trusted Traders functional by the end of July 2021.
Legislation
DOC Annual Progress Report
Strategy 2 Promoted Integrity and Good Governance
KPI developed and results interfaced with performance evaluation of staffs from the year 2019/20
CRMSAP fully consolidated into Customs annual program and budget (one annual plan in Customs) from the year 2018/19.
Progress of CRMSAP annual plan reviewed (Trimester) and published annually.
Annual KPI Report
Annual Consolidated Plan
DOC Annual Progress Report
Strategy 3Enhanced Customs Automation and Data Management
90% of all declarations (import and export) processed through NECAS
Centralized Customs clearance introduced.
NNSW system developed, piloted & interfaced with ASYCUDA World and selected agencies
DOC Annual Progress Report
DOC Annual Progress Report
DOC Annual Progress Report
23CRMSAP – 2017-2021
Results Indicators Means of Verification
Risks and Assumptions
Strategy 4 Strengthened HR Management Capacity
Customs technical and functional experts provisioned in new organizational structure and capacity developed, from within the Customs staffsTechnical and functional experts provisioned as "Pool of Experts Scheme" under DOC in the new organizational structure.
Accredited WCO experts developed in all the thematic areas
DOC Annual Progress Report
DOC Annual Progress ReportRestructured organogram of DOC
DOC Annual Progress Report
Strategy 5 Developed Infrastructure and Physical Facilities
Main Customs offices functional with necessary equipment and tools
Attained 90% physical progress of the annually planned programs
DOC Annual Progress Report
DOC Annual Progress Report
Strategy 6
Enhanced Passenger's Baggage Clearance Services (Accompanied and Unaccompanied)
Developed the passenger's lane in main Customs Offices
Equipment-based clearance system adopted in 6 major Customs offices
Initiated Passenger Name Record (PNR)/Advanced Passenger Information System (APIS) in international airport(s).
DOC Annual Progress Report
DOC Annual Progress Report
DOC Annual Progress Report
Outcome 2: Fair and accurate revenue collection: Enhanced enforcement and compliance for high revenue yield/minimum revenue leakage through the collection of customs duty, Value Added Tax, Excise duty and other taxes on imported goods.
CRMSAP – 2017-202124
Results Indicators Means of Verification
Risks and Assumptions
Strategy 7 Fair and Accurate Revenue Collection
No. of e-payment users annually
Managed temporary admission of vehicles at all Customs offices
Costs of Customs clearance reduced as compared to Doing Business Nepal 2015 data
DOC Trade Statistics ReportDOC Annual Progress Report
DOC Trade Statistics Report
Strategy 8Strengthened Compliance Management/ Voluntary Compliance
60 % of importers and exporters found aware of their rights and obligations to voluntary compliance
Reduced number of amended declarations and penalties by increased compliance
Survey Report
NECAS Statistics
Strategy 9 Advanced Risk Management
NECAS functional in Customs for risk management
Applied all selectivity lanes (Red, Yellow, Blue and Green) in major Customs
Eighty percent of the import cargo cleared through yellow and Green channel
NECAS Statistics
DOC Annual Progress Report
DOC Annual Progress Report
Outcome 3: Social Safety and Security: Strategies and other measures for surveillance and control over the movement of goods, means of transport, and transport equipment (containers, pallets, crates) to prevent illegal trade and trafficking of harmful items in the country.
Strategy 10 Protected Society/ Safety & Security
By the end of 2020, 7 Customs offices equipped with NII
DOC Annual Progress Report
Strategy 11 Streamlined Co-ordinated Border Management
Legislative provisions enforced for CBM
Integrated various border management agencies under CBM7
A minimum of 2 Customs offices shifted to ICP
Legislation
DOC Annual Progress Report
DOC Annual Progress Report
7 Border management agencies refer to Customs, Security agencies, quarantines, (food, animal and plant), immigration, banks, port/terminal operators, local administration etc.
25CR
MSAP
– 20
17-2
021
AN
NE
X 2
: CR
MSA
P IM
PLE
ME
NTA
TIO
N P
LA
NO
utco
me
1: P
rofe
ssio
nal a
nd C
ompe
titiv
e C
usto
ms S
ervi
ces:
Stre
ngth
ened
Cus
tom
s man
agem
ent t
o en
hanc
e its
imag
e an
d to
supp
ort t
rade
faci
litat
ion
and
trave
llers
.St
rate
gy 1
: Exp
edite
d L
egiti
mat
e Tr
ade
Faci
litat
ion
Act
ivity
Targ
et/M
ilest
one
(Per
form
ance
In
dica
tors
)
Tim
e Fr
ame
Estim
ated
C
osts
(Rs.
'000
)R
espo
nsib
ility
2017
/18
(Trim
este
r)20
18/1
9(T
rimes
ter)
2019
/20
(Trim
este
r)20
20/2
1(T
rimes
ter)
12
31
23
12
31
23
1.1
Ref
orm
Leg
isla
tions
to im
plem
ent
effe
ctiv
e an
d ef
ficie
nt im
port
expo
rt an
d tra
nsit
proc
edur
es
Legi
slat
ion
avai
labl
e11
,080
Dire
ctor
, Tar
iff S
ectio
n
1.2
Rev
iew
doc
umen
ts re
quire
d fo
r im
port
and
expo
rtLe
gisl
ativ
e dr
aft a
vaila
ble
to
redu
ce d
ocum
ent r
equi
rem
ents
7,39
0D
irect
or, T
ariff
Sec
tion
1.3
Intro
duce
TTP
Pro
gram
and
Pla
n A
EON
o. o
f fun
ctio
nal T
rust
ed
Trad
ers
16,2
90D
irect
or, C
RM
Sec
tion
1.4
Stud
y de
ferr
ed p
aym
ent s
yste
mR
evis
ed le
gisl
atio
n av
aila
ble
870
Dire
ctor
, Int
ellig
ence
Se
ctio
n1.
5 R
evie
w C
usto
ms T
ariff
Rec
omm
ende
d fo
r tar
iff
rest
ruct
urin
g1,
870
Dire
ctor
, Tar
iff S
ectio
n
1.6
Dev
elop
and
impl
emen
t Adv
ance
R
ulin
gA
gree
d A
dvan
ce R
ulin
gs
prov
isio
ns im
plem
ente
d2,
450
Dire
ctor
, Tar
iff S
ectio
n
1.7
Con
duct
TR
STR
S co
nduc
ted
in 4
Cus
tom
s O
ffice
s 18
,320
Dire
ctor
, CR
M S
ectio
n
1.8
Esta
blis
h an
d op
erat
e ef
fect
ive
Clie
nt
Serv
ice
Des
ksC
SD fu
nctio
nal i
n 6
mai
n C
usto
ms8
65,5
80D
irect
or, C
RM
Sec
tion
1.9
Impr
ove
and
upda
te C
usto
ms
web
site
.U
pgra
ded
DO
C c
entra
l Cus
tom
s an
d m
ajor
CO
s' W
ebsi
te5,
360
Dire
ctor
, Pla
nnin
g an
d Se
rvic
e Se
ctio
n1.
10
Prom
ote
and
impr
ove
coop
erat
ion
with
Cus
tom
s sta
keho
lder
sNo
. of m
eetin
gs/ i
nter
actio
n or
gani
zed
at ce
ntra
l and
field
leve
l18
,670
Dire
ctor
, CR
M S
ectio
n
1.11
Im
plem
ent e
xcha
nge
of in
form
atio
n w
ith o
ther
Cus
tom
s adm
inis
tratio
nSo
ftwar
e av
aila
ble
3,36
0D
irect
or, C
RM
Sec
tion
1.12
Es
tabl
ish
grie
vanc
e re
dres
sal
mec
hani
smN
o. o
f dis
pute
s han
dled
1,07
0D
irect
or, M
onito
ring
Sect
ion
1.13
Ex
ecut
e ex
pedi
ted
ship
men
t.En
actm
ent o
f leg
isla
tion
with
re
gard
to e
xped
ited
ship
men
t54
0D
irect
or, C
RM
Sec
tion
Estim
ated
Tot
al C
osts
1528
50
8 M
ain/
maj
or C
usto
ms r
efer
s to
high
est r
anke
d re
venu
e co
llect
ing
Cust
oms o
ffice
s
CRMS
AP –
2017
-202
126
Stra
tegy
2: P
rom
oted
Inte
grity
and
Goo
d G
over
nanc
e
Act
ivity
Targ
et/M
ilest
one
(Per
form
ance
In
dica
tors
)
Tim
e Fr
ame
Estim
ated
C
osts
(Rs.
'000
')R
espo
nsib
ility
2017
/18
(Trim
este
r)20
18/1
9(T
rimes
ter)
2019
/20
(Trim
este
r)20
20/2
1(T
rimes
ter)
12
31
23
12
31
23
2.1
Perf
orm
an
orga
niza
tiona
l sel
f-as
sess
men
tR
efor
m
mea
sure
s w
ith
timel
ine
appr
oved
and
impl
emen
ted
3,10
0D
irect
or, C
RM
Se
ctio
n2.
2 Pr
epar
e an
inte
grity
pla
nIm
plem
ente
d an
d co
mpl
ied
to t
he
plan
.4,
060
Dire
ctor
, A
dmin
istra
tion
Sect
ion
2.3
Intro
duce
a re
war
d, re
cogn
ition
an
d pu
nish
men
t sys
tem
Cus
tom
s re
war
d pa
id o
n tim
e (a
t le
ast b
y ne
xt m
onth
)1,
680
Dire
ctor
, A
dmin
istra
tion
Sect
ion
12.4
Dev
elop
a
Perf
orm
ance
-ba
sed
Man
agem
ent
Syst
em i
n C
usto
ms
Inco
rpor
ated
per
form
ance
rep
ort i
n tri
mes
ter m
onito
ring
repo
rt2,
200
Dire
ctor
, Mon
itorin
g Se
ctio
n
2.5
Inte
grat
e C
RM
SAP
in th
e D
OC
an
nual
pla
nO
ne c
onso
lidat
ed a
nnua
l pl
an o
f C
usto
ms m
ade
func
tiona
l11
,020
Dire
ctor
, Pla
nnin
g an
d Se
rvic
es S
ectio
n2.
6 M
onito
r pe
rfor
man
ces
of t
he
CR
MSA
PTr
imes
ter
and
annu
al
revi
ew
cond
ucte
d as
pe
r M
onito
ring
Fram
ewor
k
6,31
0D
irect
or, M
onito
ring
Sect
ion
2.7
Plan
and
man
age
proc
urem
ent
Perf
orm
ance
on
pr
ocur
emen
t in
clud
ed
unde
r pe
rfor
man
ce
indi
cato
rs
7,28
0D
irect
or,
Adm
inis
tratio
n Se
ctio
n2.
8 A
rran
ge a
ppro
pria
te p
rovi
sion
fo
r ad
equa
te c
apita
l fu
nds
to
DO
C t
o en
able
it
to c
arry
out
its
ro
les
and
resp
onsi
bilit
ies
effe
ctiv
ely
and
effic
ient
ly.
Prop
osal
subm
itted
to M
OF
1,19
0D
irect
or,
Adm
inis
tratio
n Se
ctio
n
Estim
ated
Tot
al C
osts
36,8
40
27CR
MSAP
– 20
17-2
021
Stra
tegy
3: E
nhan
ced
Cus
tom
s Aut
omat
ion
and
Dat
a M
anag
emen
t
Act
ivity
Targ
et/M
ilest
one
(Per
form
ance
In
dica
tors
)
Tim
e Fr
ame
Estim
ated
Cos
ts
(Rs.
'000
)R
espo
nsib
ility
2017
/18
(Trim
este
r)20
18/1
9(T
rimes
ter)
2019
/20
(Trim
este
r)20
20/2
1(T
rimes
ter)
12
31
23
12
31
23
3.1
Impr
ove
NEC
AS
NEC
AS
rolle
d up
to a
ll m
ajor
C
usto
ms
253,
840
Dire
ctor
, IT
Sect
ion
3.2
Impr
ove
conn
ectiv
ity to
maj
or
Cus
tom
s offi
ces
At l
east
3 le
vels
con
nect
ivity
in m
ajor
C
usto
ms t
o D
OC
47,3
20D
irect
or, I
T Se
ctio
n3.
3 U
pgra
de th
e op
erat
iona
l ef
fect
iven
ess o
f Cus
tom
s ut
ilizi
ng c
ompu
teriz
atio
n
Com
pute
r/equ
ipm
ent p
urch
ased
/ha
ndov
er d
ocum
ent
165,
930
Dire
ctor
, IT
Sect
ion
3.4
Enha
nce
the
capa
bilit
y of
C
usto
ms i
n al
l are
as o
f its
op
erat
ion
utili
zing
ICT
infr
astru
ctur
e
Nec
essa
ry in
fras
truct
ure
avai
labl
e in
C
usto
ms
2,34
0D
irect
or, I
T Se
ctio
n
3.5
Dev
elop
mob
ile a
pplic
atio
n of
N
ECA
S fu
nctio
nalit
ies
Softw
are
func
tiona
l4,
510
Dire
ctor
, IT
Sect
ion
3.6
Dev
elop
and
impl
emen
t Sin
gle
Win
dow
Sys
tem
C
usto
ms s
yste
m in
terf
aced
with
at
leas
t with
10
agen
cies
1,58
0,38
0D
irect
or, I
T Se
ctio
n3.
7 Pr
epar
e se
cure
dat
a w
areh
ouse
fo
r all
Cus
tom
s Dat
aD
ata
war
ehou
se o
pera
tiona
l on
a se
para
te se
rver
430
Dire
ctor
, IT
Sect
ion
3.8
Car
ry o
ut p
erio
dic
chec
ks a
nd
syst
em a
udit
Rep
ort o
f ann
ual p
erio
dic
chec
ks
avai
labl
e at
DO
C a
nd C
usto
ms o
ffice
s10
,800
Dire
ctor
, IT
Sect
ion
3.9
Dis
sem
inat
e in
form
atio
nH
arm
oniz
ed d
ata
publ
ishe
d an
nual
ly6,
350
Dire
ctor
, St
atis
tics S
ectio
n3.
10 D
evel
op B
roke
r Man
agem
ent
Syst
em
Esta
blis
hed
a te
am, w
ith T
OR
, to
deve
lop
the
syst
em6,
600
Dire
ctor
, IT
Sect
ion
Estim
ated
Tot
al C
osts
2,07
8,50
0
CRMS
AP –
2017
-202
128
Stra
tegy
4: S
tren
gthe
ned
HR
Man
agem
ent C
apac
ity
Act
ivity
Targ
et/M
ilest
one
(Per
form
ance
In
dica
tors
)
Tim
e Fr
ame
Estim
ated
C
osts
(Rs.
'000
)R
espo
nsib
ility
2017
/18
(Trim
este
r)20
18/1
9(T
rimes
ter)
2019
/20
(Trim
este
r)20
20/2
1(T
rimes
ter)
12
31
23
12
31
23
4.1
App
rove
and
impl
emen
t the
H
uman
Res
ourc
es M
aste
r Pla
n (H
RM
P).
HR
MP
Act
ion
plan
app
rove
d an
d im
plem
ente
d1,
310
Dire
ctor
, A
dmin
istra
tion
Sect
ion
4.2
Rev
isit
Org
anog
ram
.R
estru
ctur
ed
Cus
tom
s A
dmin
istra
tion
func
tiona
l by
the
end
of 2
019
7,00
0D
irect
or,
Adm
inis
tratio
n Se
ctio
n4.
3 Es
tabl
ish
and
deve
lop
the
core
te
chni
cal c
apac
ity o
f Cus
tom
s ad
min
istra
tion.
80%
of
the
staf
fs o
f th
e C
usto
ms
offic
es tr
aine
d13
4,20
0D
irect
or,
Adm
inis
tratio
n Se
ctio
n4.
4 U
pgra
de in
vent
ory
and
reco
rd
keep
ing.
Inve
ntor
y re
cord
use
d in
dec
isio
n m
akin
g4,
520
Dire
ctor
, A
dmin
istra
tion
Sect
ion
4.5
Prov
ide
train
ing
and
educ
atio
n fo
r non
-rev
enue
rela
ted
task
s.N
o. o
f tra
inin
g pr
ogra
ms
2,88
0D
irect
or,
Adm
inis
tratio
n Se
ctio
n
4.6
Faci
litat
e/ p
rovi
de su
ppor
t to
exp
and
perf
orm
ance
of
Cus
tom
s Age
nts/
stak
ehol
ders
in
tran
sact
ing
Cus
tom
s bu
sine
ss.
A m
inim
um o
f 2 tr
aini
ngs
orga
nize
d an
nual
ly4,
790
Dire
ctor
, A
dmin
istra
tion
Sect
ion
4.7
Bui
ld c
apac
ity o
n C
BM
.C
BM
trai
ning
pro
vide
d to
the
staf
fs
of a
ll C
usto
ms o
ffice
s7,
700
Dire
ctor
, CR
M
Sect
ion
4.8
Bui
ld c
apac
ity in
com
plia
nce
man
agem
ent (
incl
udin
g Vo
lunt
ary
Com
plia
nce)
.
75%
of
th
e st
affs
tra
ined
in
co
mpl
ianc
e m
anag
emen
t3,
570
Dire
ctor
, A
dmin
istra
tion
Sect
ion
4.9
Bui
ld c
apac
ity o
n ris
k m
anag
emen
t.O
ne p
erso
n fr
om a
ll C
usto
ms O
ffice
s tra
ined
in R
M97
0D
irect
or,
Adm
inis
tratio
n Se
ctio
n4.
10 E
nhan
ce le
ader
ship
, m
anag
emen
t and
pro
fess
iona
l ca
paci
ty.
Staf
fs
from
a
min
imum
of
20
C
usto
ms
offic
es
atte
nd
shor
t-ter
m
train
ing
abro
ad
10,7
20D
irect
or,
Adm
inis
tratio
n Se
ctio
n
29CR
MSAP
– 20
17-2
021Act
ivity
Targ
et/M
ilest
one
(Per
form
ance
In
dica
tors
)
Tim
e Fr
ame
Estim
ated
C
osts
(Rs.
'000
)R
espo
nsib
ility
2017
/18
(Trim
este
r)20
18/1
9(T
rimes
ter)
2019
/20
(Trim
este
r)20
20/2
1(T
rimes
ter)
12
31
23
12
31
23
4.11
Ret
ain
staf
f in
Cus
tom
s.El
igib
ility
crit
eria
for
pos
ting
and
trans
fer
of
offic
ers
in
Cus
tom
s av
aila
ble
350
Dire
ctor
, A
dmin
istra
tion
Sect
ion
4.12
Cre
ate
Cus
tom
s sub
-gro
up.
Cus
tom
s Sub
-gro
up c
reat
ed54
0D
irect
or,
Adm
inis
tratio
n Se
ctio
n4.
13 E
stab
lish
auto
nom
ous R
even
ue
Boa
rd t
o im
prov
e in
stitu
tiona
l ca
paci
ty o
f Cus
tom
s.
Rep
ort a
vaila
ble
– B
oard
's ch
arte
r6,
970
Dire
ctor
, A
dmin
istra
tion
Sect
ion
4.14
Re-
asse
ss
job
rota
tion
(fun
ctio
nal)
syst
em.
Ass
essm
ent
repo
rt av
aila
ble
with
re
com
men
datio
ns29
0D
irect
or,
Adm
inis
tratio
n Se
ctio
nEs
timat
ed T
otal
Cos
ts18
5,81
0
CRMS
AP –
2017
-202
130
Stra
tegy
5: D
evel
oped
Infr
astr
uctu
re a
nd P
hysi
cal F
acili
ties
Act
ivity
Targ
et/M
ilest
one
(Per
form
ance
In
dica
tors
)
Tim
e Fr
ame
Estim
ated
C
osts
(Rs.
'000
)R
espo
nsib
ility
2017
/18
(Trim
este
r)20
18/1
9(T
rimes
ter)
2019
/20
(Trim
este
r)20
20/2
1(T
rimes
ter)
12
31
23
12
31
23
5.1
App
rove
and
impl
emen
t th
e Ph
ysic
al In
fras
truct
ure
Impr
ovem
ent M
aste
r Pla
n (P
IIM
P).
PIIM
P fu
nctio
nal
1,07
3,65
0D
irect
or, C
RM
Se
ctio
n
5.2
Des
ign
unifo
rm la
yout
for
Cus
tom
s with
the
emph
asis
on
con
stru
ctio
n of
ICP
and
ICD
.
ICP
and
ICD
con
stru
cted
1,90
7,45
0D
irect
or, C
RM
Se
ctio
n
5.3
Proc
ure/
arra
nge
land
for
vario
us C
usto
ms o
ffice
s9
cust
oms o
ffice
s1,
579,
640
Dire
ctor
, A
dmin
istra
tion
Sect
ion
5.4
Con
stru
ct th
e C
usto
ms
build
ings
to im
prov
e w
orki
ng e
nviro
nmen
t.
10 C
usto
ms o
ffice
s and
DO
C
build
ing
cons
truct
ed92
0,49
0D
irect
or,
Adm
inis
tratio
n Se
ctio
n5.
5 Es
tabl
ish/
mod
erni
ze
Cus
tom
s lab
orat
ory.
Cus
tom
s lab
orat
ory
func
tiona
l in
7 C
usto
ms O
ffice
s
Safe
ty sa
mpl
e dr
awin
g co
rner
es
tabl
ishe
d in
10
maj
or C
usto
ms
offic
es
218,
920
Dire
ctor
, La
bora
tory
Se
ctio
n
5.6
Mai
ntai
n op
timal
usa
ge
of m
oder
n te
chno
logy
le
d ph
ysic
al fa
cilit
ies f
or
ensu
ring
auto
mat
ed C
usto
ms
syst
ems.
Arr
ange
d in
10
Cus
tom
s offi
ces
893,
050
Dire
ctor
, Pla
nnin
g an
d Se
rvic
es
Sect
ion
5.7
Ren
ovat
e th
e in
fras
truct
ures
of
Cus
tom
s offi
ces o
n th
e no
rther
n bo
rder
s.
Phys
ical
infr
astru
ctur
es im
prov
ed
in 5
Cus
tom
s offi
ces
364,
500
Dire
ctor
, CR
M
Sect
ion
Estim
ated
Tot
al C
osts
6,95
7,70
0
31CR
MSAP
– 20
17-2
021
Stra
tegy
6: E
nhan
ced
Pass
enge
r C
lear
ance
Ser
vice
s
Act
ivity
Targ
et/M
ilest
one
(Per
form
ance
In
dica
tors
)
Tim
e Fr
ame
Estim
ated
Cos
ts
(Rs.
'000
)R
espo
nsib
ility
2017
/18
(Trim
este
r)20
18/1
9(T
rimes
ter)
2019
/20
(Trim
este
r)20
20/2
1(T
rimes
ter)
12
31
23
12
31
23
6.1
Dev
elop
pas
seng
er la
nes.
Func
tiona
l in
10 m
ajor
Cus
tom
s of
fices
95,7
20D
irect
or, C
RM
Se
ctio
n6.
2 En
hanc
e th
e fa
cilit
atio
n of
pa
ssen
ger c
lear
ance
. G
reen
and
red
cha
nnel
est
ablis
hed
in
10 C
usto
ms
162,
960
Dire
ctor
, CR
M
Sect
ion
6.3
Des
igna
te a
sepa
rate
Cus
tom
s un
it fo
r cou
rier c
argo
cle
aran
ce.
Legi
slat
ion
avai
labl
e 1,
780
Dire
ctor
, Tar
iff
Sect
ion
6.4
Esta
blis
h th
e Adv
ance
Pas
seng
ers
Info
rmat
ion
Syst
em/P
NR
.En
acte
d th
roug
h Le
gisl
ativ
e ch
ange
s7,
080
Dire
ctor
, CR
M
Sect
ion
Estim
ated
Tot
al C
osts
267,
540
CRMS
AP –
2017
-202
132O
utco
me
2: F
air
and
accu
rate
rev
enue
col
lect
ion:
Enh
ance
d se
rvic
e de
liver
y an
d en
forc
emen
t for
hig
h re
venu
e yi
eld/
min
imiz
ing
reve
nue
leak
age
thro
ugh
the
colle
ctio
n of
cus
tom
s dut
y, V
alue
Add
ed T
ax, E
xcis
e du
ty a
nd o
ther
taxe
s on
impo
rted
good
s.
Stra
tegy
7: F
air
and
Acc
urat
e R
even
ue C
olle
ctio
n
Act
ivity
Targ
et/M
ilest
one
(Per
form
ance
In
dica
tors
)
Tim
e Fr
ame
Estim
ated
C
osts
(Rs.
'000
)R
espo
nsib
ility
2017
/18
(Trim
este
r)20
18/1
9(T
rimes
ter)
2019
/20
(Trim
este
r)20
20/2
1(T
rimes
ter)
12
31
23
12
31
23
7.1
Impr
ove
Com
plia
nce
envi
ronm
ent f
or C
usto
ms
Valu
atio
n.
Inte
rnal
aud
it re
port
avai
labl
e.5,
040
Dire
ctor
, Va
luat
ion
Sect
ion
7.2
Prov
ide
acce
ss to
val
uatio
n of
ficer
s to
impo
rt da
taba
se
and
rele
vant
repo
rts.
Fina
lized
dat
a ta
ble
with
nec
essa
ry
form
attin
g.1,
080
Dire
ctor
, Va
luat
ion
Sect
ion
7.3
Esta
blis
h an
d m
aint
ain
a ce
ntra
l val
uatio
n da
taba
se
in D
OC
and
pro
vide
acc
ess
to C
usto
ms a
nd d
esig
nate
d ot
her o
ffice
s.
Upd
ated
web
bas
ed v
alua
tion
softw
are
with
inte
rnat
iona
l pric
e in
dex
avai
labl
e.
59,8
80D
irect
or,
Valu
atio
n Se
ctio
n
7.4
Car
ry o
ut ri
sk b
ased
che
cks
of d
ecla
red
valu
es o
n im
port
decl
arat
ions
in D
OC
.
Syst
em e
stab
lishe
d to
mon
itor
addi
tiona
l rev
enue
am
ount
.39
0D
irect
or,
Inte
llige
nce
Sect
ion
7.5
Dev
elop
Tar
iff S
peci
ficat
ion
Cod
e (T
SC) i
n A
SYC
UD
A
Wor
ld sy
stem
to in
terf
ace
valu
atio
n da
taba
se m
odul
e w
ith th
e ca
rgo
clea
ranc
e sy
stem
.
Tarif
f Spe
cific
atio
n C
odes
(TSC
) us
ed
4,01
0D
irect
or,
Valu
atio
n Se
ctio
n
7.6
Impr
ove
the
HS
clas
sific
atio
n.D
isse
min
ated
to th
e st
akeh
olde
rs.
3,21
0D
irect
or, T
ariff
Se
ctio
n7.
7 Pr
omot
e a
syst
em to
ope
rate
im
port
trade
und
er p
rope
r ba
nkin
g ch
anne
l.
Ban
king
cha
nnel
use
d in
impo
rt ex
port
2,10
0D
irect
or, T
ariff
Se
ctio
n
7.8
Upd
ate
the
man
uals
for
Valu
atio
n &
PC
A to
ens
ure
that
they
refle
ct b
est
prac
tices
.
Man
ual d
isse
min
ated
and
im
plem
ente
d as
a w
orki
ng
docu
men
t.
1,57
0D
irect
or,
Valu
atio
n Se
ctio
n
33CR
MSAP
– 20
17-2
021
Act
ivity
Targ
et/M
ilest
one
(Per
form
ance
In
dica
tors
)
Tim
e Fr
ame
Estim
ated
C
osts
(Rs.
'000
)R
espo
nsib
ility
2017
/18
(Trim
este
r)20
18/1
9(T
rimes
ter)
2019
/20
(Trim
este
r)20
20/2
1(T
rimes
ter)
12
31
23
12
31
23
7.9
Stre
ngth
en th
e PC
A O
ffice
. N
o of
PC
A c
ondu
cted
ann
ually
.1,
330
Dire
ctor
, Va
luat
ion
Sect
ion
7.10
Est
ablis
h PC
A u
nits
at m
ain
Cus
tom
s offi
ces u
nder
the
cent
ral P
CA
offi
ce.
PCA
Offi
ces o
pera
tiona
l in
all
Cus
tom
s ter
ritor
y.5,
570
Dire
ctor
, Va
luat
ion
Sect
ion
7.11
Stre
ngth
en m
onito
ring
of
reve
nue
syst
ems.
Mon
itorin
g so
ftwar
e w
ith st
affs
ar
rang
ed.
2,70
0D
irect
or,
Valu
atio
n Se
ctio
n
Estim
ated
Tot
al C
osts
86,8
80
CRMS
AP –
2017
-202
134
Stra
tegy
8: S
tren
gthe
ned
Com
plia
nce
Man
agem
ent/V
olun
tary
Com
plia
nce
Act
ivity
Targ
et/M
ilest
one
(Per
form
ance
In
dica
tors
)
Tim
e Fr
ame
Estim
ated
Cos
ts
(Rs.
'000
)R
espo
nsib
ility
2017
/18
(Trim
este
r)20
18/1
9(T
rimes
ter)
2019
/20
(Trim
este
r)20
20/2
1(T
rimes
ter)
12
31
23
12
31
23
8.1
Dev
elop
a c
ompl
ianc
e st
rate
gy d
ocum
ent.
Com
plia
nce
man
agem
ent
guid
elin
es a
ppro
ved
with
revi
ew
of ru
les
6,03
0D
irect
or,
Inte
llige
nce
Sect
ion
8.2
Set c
riter
ia fo
r com
plia
nce
man
agem
ent.
Clie
nt se
gmen
ts u
sed
in ri
sk
man
agem
ent b
y al
l Cus
tom
s4,
450
Dire
ctor
, In
telli
genc
e Se
ctio
n8.
3 Im
plem
ent c
ompl
ianc
e m
anag
emen
t/ vo
lunt
ary
com
plia
nce.
Trim
este
r pro
gres
s rep
ort
com
pile
d by
DO
C5,
240
Dire
ctor
, In
telli
genc
e Se
ctio
n8.
4 Ev
alua
te e
ffect
iven
ess o
f co
mpl
ianc
e sy
stem
.R
epor
t with
reco
mm
enda
tions
av
aila
ble
260
Dire
ctor
, In
telli
genc
e Se
ctio
n8.
5 In
form
& C
omm
unic
ate
com
plia
nce
plan
.N
o of
pro
gram
s con
duct
ed th
roug
h th
e TF
C w
ith d
iffer
ent t
rade
rs a
nd
stak
ehol
ders
1,58
0D
irect
or,
Inte
llige
nce
Sect
ion
8.6
Bui
ld in
stitu
tiona
l co
llabo
ratio
n.M
OU
sign
ed w
ith IR
D a
nd D
RI
and
impl
emen
ted
3,09
0D
irect
or,
Inte
llige
nce
Sect
ion
8.7
Mea
sure
per
form
ance
of
com
plia
nce
man
agem
ent.
Perf
orm
ance
repo
rt av
aila
ble
with
reco
mm
enda
tions
for
impr
ovem
ents
1,75
0D
irect
or,
Inte
llige
nce
Sect
ion
Estim
ated
Tot
al C
osts
22,4
00
35CR
MSAP
– 20
17-2
021
Stra
tegy
9: A
dvan
ced
Ris
k M
anag
emen
t
Act
ivity
Targ
et/M
ilest
one
(Per
form
ance
In
dica
tors
)
Tim
e Fr
ame
Estim
ated
Cos
ts
(Rs.
'000
)R
espo
nsib
ility
2017
/18
(Trim
este
r)20
18/1
9(T
rimes
ter)
2019
/20
(Trim
este
r)20
20/2
1(T
rimes
ter)
12
31
23
12
31
23
9.1
Dev
elop
and
impl
emen
t RM
st
rate
gy.
Doc
umen
t on
ris
k fin
ding
to
risk
eval
uatio
n/R
M c
ycle
ava
ilabl
e11
,240
Dire
ctor
, In
telli
genc
e Se
ctio
n9.
2 Ex
chan
ge in
telli
genc
e, R
isk
man
agem
ent i
nfor
mat
ion
with
rele
vant
par
tner
s.
Info
rmat
ion
exch
ange
d th
roug
h le
tters
, co
nsul
tatio
n fo
rum
s, m
eetin
gs e
tc.
4,16
0D
irect
or,
Inte
llige
nce
Sect
ion
9.3
Stre
ngth
en
the
bord
er
Cus
tom
s cl
eara
nce
mon
itorin
g sy
stem
.
IP c
amer
as u
sed
in a
dditi
onal
6
Cus
tom
s 10
,460
Dire
ctor
, In
telli
genc
e Se
ctio
n9.
4 Es
tabl
ish
the
prin
cipl
es
of
RM
ac
ross
th
e C
usto
ms
orga
niza
tion
with
par
ticul
ar
emph
asis
on
carg
o cl
eara
nce.
Sele
ctiv
ity m
odul
e/ R
M S
yste
m
impl
emen
ted
(Sof
twar
e dev
elop
ed)
4,70
0D
irect
or,
Inte
llige
nce
Sect
ion
9.5
Arr
ange
to
be
tter
cont
rol
the
mov
emen
t of
con
tain
ers
thro
ugh
a C
usto
ms
seal
sy
stem
.
Impl
emen
ted
cont
aine
rized
car
go
syst
em
49,4
90D
irect
or,
Mon
itorin
g Se
ctio
n
9.6
Bro
aden
and
ful
ly i
nteg
rate
R
isk M
anag
emen
t thr
ough
out
DO
C p
olic
ies a
nd o
pera
tions
.
Softw
are
avai
labl
e3,
410
Dire
ctor
, In
telli
genc
e Se
ctio
nTo
tal C
osts
83,4
60
CRMS
AP –
2017
-202
136O
utco
me
3: S
ocia
l Saf
ety
and
Secu
rity:
Atte
mpt
ed fo
r sur
veill
ance
and
con
trol o
ver t
he m
ovem
ent o
f goo
ds to
pre
vent
ille
gal t
rade
and
traf
ficki
ng o
f har
mfu
l ite
ms
in th
e co
untry
.
Stra
tegy
10:
Pro
tect
ed S
ocie
ty/ S
afet
y &
Sec
urity
Act
ivity
Targ
et/M
ilest
one
(Per
form
ance
Indi
cato
rs)
Tim
e Fr
ame
Estim
ated
C
osts
(Rs.
'000
)R
espo
nsib
ility
2017
/18
(Trim
este
r)20
18/1
9(T
rimes
ter)
2019
/20
(Trim
este
r)20
20/2
1(T
rimes
ter)
12
31
23
12
31
23
10.1
Pr
epar
e st
rate
gy o
f Cus
tom
s in
the
field
of
pro
tect
ing
soci
ety.
Stra
tegy
pap
er d
isse
min
ated
an
d ap
plie
d by
all
Cus
tom
s of
fices
1,77
0D
irect
or, C
RM
Se
ctio
n
10.2
En
hanc
e th
e ca
paci
ty o
f Cus
tom
s lab
to
test
the
cont
rolle
d an
d ha
zard
ous g
oods
to
con
trol b
orde
r sm
uggl
ing
and
illeg
al
trade
incl
udin
g en
viro
nmen
t pro
tect
ion
in th
e ar
eas o
f CIT
ES a
nd O
DS.
Dra
ft gu
idel
ines
pre
pare
d an
d su
bmitt
ed to
the
conc
erne
d m
inis
tries
580
Dire
ctor
, Mon
itorin
g Se
ctio
n
10.3
C
olla
bora
te/ c
oord
inat
e am
ong
bord
er a
genc
ies,
loca
l age
ncie
s, lo
cal
secu
rity
win
gs &
Reg
iona
l Rev
enue
In
vest
igat
ion
Uni
ts.
At l
east
4 m
eetin
g co
nduc
ted
annu
ally
in m
ain
Cus
tom
s Offi
ces
9,85
0D
irect
or, M
onito
ring
Sect
ion
10.4
D
esig
n in
terf
ace
mod
el la
b in
Cus
tom
s of
fices
. La
b fu
nctio
nal i
n 10
C
usto
ms o
ffice
s5,
180
Dire
ctor
, Lab
orat
ory
Sect
ion
10.5
D
evel
op m
echa
nism
, pla
n, p
olic
y an
d pr
ogra
ms t
o re
duce
ille
gal t
rade
.N
o. o
f ille
gal d
etec
tions
an
nual
ly9,
000
Dire
ctor
, Mon
itorin
g Se
ctio
n /C
hief
C
usto
ms O
ffice
r10
.6
Rev
iew
the
need
to fo
rm a
sepa
rate
C
usto
ms S
ecur
ity fo
rce
unde
r the
co
mm
and
of C
usto
ms C
hief
.
Secu
rity
forc
e de
ploy
ed26
9,90
0D
irect
or, M
onito
ring
Sect
ion
10.7
Es
tabl
ish
a m
echa
nism
to e
ffect
ivel
y co
ntro
l illi
cit d
rugs
, cou
nter
feit
curr
enci
es, p
irate
d an
d ot
her
coun
terf
eit g
oods
.
Mul
ti-se
ctor
al c
oord
inat
ion
esta
blis
hed
with
rele
vant
ot
her a
genc
ies
1,78
0D
irect
or, M
onito
ring
Sect
ion
Tota
l Cos
ts29
8,06
0
37CR
MSAP
– 20
17-2
021
Stra
tegy
11:
Str
eam
lined
Co-
ordi
nate
d B
orde
r M
anag
emen
t
Act
ivity
Targ
et/M
ilest
one
(Per
form
ance
Indi
cato
rs)
Tim
e Fr
ame
Estim
ated
C
osts
(Rs.
'000
)
Res
pons
ibili
ty20
17/1
8(T
rimes
ter)
2018
/19
(Trim
este
r)20
19/2
0(T
rimes
ter)
2020
/21
(Trim
este
r)1
23
12
31
23
12
311
.1 D
efine
Cus
tom
s rol
e in
na
tiona
l CB
M p
roce
ssG
ap a
sses
smen
t rep
ort a
vaila
ble
with
act
ion
plan
for i
mpl
emen
tatio
n8,
320
Dire
ctor
, CR
M
Sect
ion
11.2
Ins
tigat
e in
ter-a
genc
y ag
reem
ents
and
ar
rang
emen
ts.
Bor
der
activ
ities
coo
rdin
ated
by
Cus
tom
s of
fices
9,98
0D
irect
or, C
RM
Se
ctio
n
11.3
Ent
er in
to M
OU
with
na
tiona
l tra
de a
nd
indu
stry
org
aniz
atio
ns.
MO
Us s
igne
d w
ith a
min
imum
of 6
nat
iona
l tra
de a
nd in
dust
ry o
rgan
izat
ions
650
Dire
ctor
, CR
M
Sect
ion
11.4
Dev
elop
cor
pora
te so
cial
re
spon
sibi
lity
prog
ram
s of
Cus
tom
s at b
orde
r ar
eas.
Soci
al a
ctiv
ities
car
ried
out i
n 20
Cus
tom
s O
ffice
s15
,470
Dire
ctor
, CR
M
Sect
ion
11.5
Dev
elop
gui
delin
es o
n le
vel o
f com
pete
ncy,
w
orki
ng h
our
harm
oniz
atio
n an
d ot
her p
ossi
ble
area
s for
ha
rmon
izat
ion
amon
gst
conc
erne
d bo
rder
ag
enci
es.
Gui
delin
es a
ppro
ved
and
impl
emen
ted
1,90
0D
irect
or, C
RM
Se
ctio
n
Estim
ated
Tot
al C
osts
36,3
20
CRMS
AP –
2017
-202
138
AN
NE
X 3
: BU
DG
ET
EST
IMAT
E
Partn
ers
Fisc
al Y
ear a
nd C
omm
itmen
ts (
in m
illio
ns)
To
tal
TA ü
R
emar
ks20
17/1
820
18/1
920
19/2
020
20/2
1To
tal
US$
NR
s.U
S$N
Rs.
US$
NR
s.U
S$N
Rs.
US$
NR
s.(m
illio
n)
GO
N12
6312
1364
1314
7314
1591
1456
9152
AD
B1,
087.
810
00
1196
.611
00
2,28
421
ü+U
S$ 1
m
illio
n (T
A)
Wor
ld B
ank
1708
16
NIR
TTP
WC
O
-ü
N
A
IFC
-
ü
NA
IMF
-
ü
NA
Tota
l
96
8389
CR
MSA
P C
ostin
g
10
,206
94
Fund
ing
Gap
523
5
Not
e
1 G
over
nmen
t of N
epal
fina
ncin
g: T
he a
vera
ge in
crem
ent i
n G
ON
bud
get a
lloca
tion
for t
he la
st fo
ur y
ears
(201
3/14
-201
6/17
) is a
roun
d 8
perc
ent.
The
sam
e le
vel o
f inc
rem
ent
has b
een
proj
ecte
d fo
r the
nex
t 4 y
ears
taki
ng th
e FY
201
6/17
as t
he b
ase
year
. NR
s. 11
70 m
illio
n is
the
allo
catio
n fr
om th
e G
over
nmen
t of N
epal
in th
e Fi
scal
Yea
r 201
6/20
17.
2 A
DB
fina
ncin
g: U
S$ 2
1 m
illio
n an
d U
S$ 1
mill
ion
Tech
nica
l Ass
ista
nce
are
in p
ipel
ine.
3 Th
e W
orld
Ban
k Fi
nanc
ing:
USD
16
mill
ion
is c
ompo
sed
of U
S$ 1
4.00
mill
ion
for N
NSW
and
US$
1.7
mill
ion
for I
CT
Cap
abili
ty E
nhan
cem
ent f
or N
epal
Dep
artm
ent o
f C
usto
ms c
ompo
nent
of N
IRTT
P.
4 So
me
of th
e C
RM
SAP
activ
ities
will
be
fund
ed b
y TA
.
Exch
ange
Rat
e: 1
US$
= N
Rs.
108.
78
39CR
MSAP
– 20
17-2
021
AN
NE
X 4
: CR
MSA
P 20
17-2
021
STR
ATE
GIC
AC
TIO
N P
LA
N
Out
com
e 1:
Pro
fess
iona
l and
Com
petit
ive
Cus
tom
s Ser
vice
s: S
treng
then
ed C
usto
ms m
anag
emen
t to
enha
nce
its im
age
and
to su
ppor
t tra
de fa
cilit
atio
n an
d tra
vele
rs.
Stra
tegy
1: E
xped
ited
Leg
itim
ate
Trad
e Fa
cilit
atio
nSt
rate
gic
Obj
ectiv
es:
•A
ppro
pria
te le
gal,
polic
y, an
d adm
inis
trativ
e mea
sure
s to i
mpl
emen
t WTO
/TFA
, Gen
eral
Ann
ex of
Rev
ised
Kyo
to C
onve
ntio
n and
othe
r rel
evan
t Int
erna
tiona
l C
onve
ntio
ns a
nd S
tand
ards
will
be
enac
ted.
•Ti
me
and
cost
of t
rade
will
be
redu
ced
thro
ugh
easi
er a
nd si
mpl
ified
Cus
tom
s cle
aran
ce a
nd o
ther
cor
e pr
oced
ures
to su
ppor
t doi
ng b
usin
ess.
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
C
osts
(Rs.'
000'
)R
espo
nsib
ility
1.1
Ref
orm
le
gisl
atio
ns
to im
plem
ent
effe
ctiv
e an
d ef
ficie
nt im
port
expo
rt an
d tra
nsit
proc
edur
es9 .
1.1.
1 R
evis
e C
usto
ms L
egis
latio
n (A
ct, R
ules
, Adm
inis
trativ
e D
ecis
ion)
to c
ompl
y w
ith th
e G
ener
al A
nnex
of
Rev
ised
Kyo
to C
onve
ntio
n an
d W
TO T
rade
Fac
ilita
tion
Agr
eem
ent.
Enac
ted
Cus
tom
s Leg
isla
tion
July
202
13,
060
Dire
ctor
, Tar
iff S
ectio
n
a.
Con
stitu
te th
e in
terg
over
nmen
tal c
omm
ittee
to re
view
th
e d
raft.
Mee
ting
Min
ute.
July
201
7D
irect
or, T
ariff
Sec
tion
b.
Fina
lize
the
draf
t for
mul
atio
nD
raft
Legi
slat
ion
avai
labl
e Ju
ly 2
018
Dire
ctor
, Tar
iff S
ectio
n
c.
Subm
it th
e dr
aft t
o M
inis
try o
f Fin
ance
.D
raft
Legi
slat
ion
subm
itted
July
201
9D
irect
or, T
ariff
Sec
tion
d.
Enac
t new
Cus
tom
s Act
and
Reg
ulat
ion
Act
and
regu
latio
n en
acte
d.Ju
ly 2
021
Dire
ctor
, Tar
iff S
ectio
n1.
1.2
Form
a Ta
sk F
orce
and
Stud
y an
d pr
epar
e a re
port
on th
e ap
prop
riate
mea
sure
s and
stan
dard
s of t
he S
peci
fic A
nnex
of
RK
C, A
TA C
onve
ntio
n, Is
tanb
ul C
onve
ntio
n, T
IR
Conv
entio
n, W
CO Im
med
iate
Rel
ease
Gui
delin
es an
d ot
her
inte
rnat
iona
l con
vent
ions
aim
to d
evel
op C
usto
ms P
roce
dure
w
ith E
cono
mic
Impa
cts (
CPEI
s)10
for e
xpor
ts pr
omot
ion
Stud
y co
nduc
ted
and
repo
rt su
bmitt
ed.
July
201
86,
110
Dire
ctor
, Tar
iff S
ectio
n
1.1.
3 St
udy
the
CC
PEIs
for e
xpor
t pro
mot
ion
and
subm
it re
com
men
datio
ns fo
cusi
ng o
n pr
oced
ures
.11
Stud
y co
nduc
ted
and
reco
mm
enda
tions
subm
itted
July
201
91,
910
Dire
ctor
, Tar
iff S
ectio
n
a.
Con
stitu
te a
task
forc
e to
stud
y th
e C
usto
ms
Proc
edur
e w
ith E
cono
mic
Impa
cts a
nd re
view
re
leva
nt e
xist
ing
proc
edur
es a
nd/o
r rec
omm
end
new
pr
oced
ures
for i
mpl
emen
tatio
n.
Task
forc
e fo
rmed
.D
ec. 2
017
Dire
ctor
, Tar
iff S
ectio
n
b.
Rev
iew
the
exis
ting
proc
edur
es a
nd g
aps i
n C
PEIs
.C
PEIs
gap
s ide
ntifi
ed.
July
201
8D
irect
or, T
ariff
Sec
tion
c.
Rec
omm
end
with
wor
k pl
an a
n ap
prop
riate
pr
oced
ures
to in
trodu
ce id
entifi
ed C
PEIs
.W
ork
Plan
pre
pare
d.D
ec 2
018
Dire
ctor
, Tar
iff S
ectio
n
d.
Impl
emen
t the
CPE
Is.
Impl
emen
tatio
n co
mm
ence
d.Ju
ly 2
019
Dire
ctor
, Tar
iff S
ectio
n
9 A
s ind
icat
ed in
the
RKC
, WTO
TFA
Stu
dy R
epor
t10
Cu
stom
s pro
cedu
res t
hat f
acili
tate
an
evol
ving
exp
ort o
rient
ed m
arke
t eco
nom
y en
cour
agin
g th
e pr
omot
ion
of in
vest
men
t and
faci
litat
ing
incr
easin
g ex
port
s fro
m th
e co
untr
y ar
e br
oadl
y kn
own
as C
usto
ms
Proc
edur
es w
ith E
cono
mic
Impa
cts (
CPE
Is).
11
Proc
edur
e in
clud
es b
ut n
ot li
mite
d to
(i) S
tora
ge p
roce
dure
s - S
tora
ge w
areh
ousin
g or
cus
tom
s war
ehou
sing,
(ii)
Proc
essin
g pr
oced
ures
- Te
mpo
rary
impo
rtat
ion
for i
nwar
d pr
oces
sing,
Tem
pora
ry
expo
rtat
ion
for o
utw
ard
proc
essin
g, (i
ii) P
roce
dure
s per
mitt
ing
Tem
pora
ry im
port
atio
n/ T
empo
rary
exp
orta
tion,
(iv)
Cus
tom
s tra
nsit
and
(v) D
raw
back
CRMS
AP –
2017
-202
140
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
C
osts
(Rs.'
000'
)R
espo
nsib
ility
1.2
Rev
iew
do
cum
ents
re
quire
d fo
r im
port
and
expo
rt.
1.2.
1 C
ondu
ct d
etai
led
stud
y of
all
nece
ssar
y C
usto
ms
docu
men
ts fo
r im
port
and
expo
rt.R
epor
t ava
ilabl
eSe
pt. 2
017
4,94
0D
irect
or, T
ariff
Sec
tion
1.2.
2 Pr
epar
e tim
e bo
und
actio
n pl
an to
ach
ieve
the
trade
do
cum
ent r
educ
tion
targ
etA
ctio
n Pl
an a
vaila
ble
Sept
embe
r 20
1730
0D
irect
or, T
ariff
Sec
tion
1.2.
3 Pr
epar
e le
gisl
ativ
e dr
aft t
o re
duce
doc
umen
t req
uire
men
ts.
Dra
ft pr
epar
edJu
ly 2
018
930
Dire
ctor
, Tar
iff S
ectio
n1.
2.4
Subm
it pr
opos
al to
MO
F fo
r rev
isio
n in
legi
slat
ion.
Prop
osal
subm
itted
to M
OF
Dec
201
821
0D
irect
or, T
ariff
Sec
tion
1.2.
5 Su
bmit
legi
slat
ive
draf
t to
Cab
inet
.Pr
opos
al su
bmitt
ed to
Cab
inet
.Ju
ly 2
019
1,01
0D
irect
or, T
ariff
Sec
tion
1.3
Intro
duce
TTP
Pr
ogra
m a
nd
Plan
AEO
.
1.3.
1 C
ondu
ct st
udy
incl
udin
g re
view
of i
nter
natio
nal b
est
prac
tices
Stud
y re
port
avai
labl
eD
ec 2
018
1710
Dire
ctor
, CR
M S
ectio
n
a.
Form
a st
udy
grou
p w
ith T
OR
Gro
up fo
rmed
with
TO
RD
ec 2
017
Dire
ctor
, CR
M S
ectio
nb.
C
ondu
ct st
udy
Rep
ort s
ubm
itted
with
re
com
men
datio
nsD
ec 2
018
Dire
ctor
, CR
M S
ectio
n
1.3.
2 D
esig
n/im
plem
ent T
rust
ed T
rade
rs p
rogr
amEn
act l
egis
latio
n
Num
ber o
f Tru
sted
Tra
ders
in
oper
atio
n
July
202
014
,100
Dire
ctor
, CR
M S
ectio
na.
D
eter
min
e be
nefit
s pro
cedu
ral,
finan
cial
, ad
min
istra
tive
crite
ria fo
r TT
July
201
8D
irect
or, C
RM
Sec
tion
b.
Des
ign
and
impl
emen
t com
mun
icat
ion
plan
Dec
. 201
8D
irect
or, C
RM
Sec
tion
c.
Det
erm
ine
elig
ibili
ty c
riter
ia fo
r Tru
sted
Tra
ders
Dec
. 201
8D
irect
or, C
RM
Sec
tion
d.
Des
ign
a M
utua
l Rec
ogni
tion
Agr
eem
ent s
trate
gyD
ec. 2
018
Dire
ctor
, CR
M S
ectio
n
e.
Des
ign
an a
dequ
ate
orga
niza
tion
stru
ctur
e in
clud
ing
role
s and
resp
onsi
bilit
ies
July
201
9D
irect
or, C
RM
Sec
tion
f. D
esig
n a
pilo
t pla
n to
test
and
impl
emen
t the
TT
in a
pr
elim
inar
y st
age
July
201
9D
irect
or, C
RM
Sec
tion
g.
Des
ign
TT p
roce
ss, (
appl
icat
ion,
val
idat
ion,
re
valid
atio
n)D
ec. 2
019
Dire
ctor
, CR
M S
ectio
n
h.
Impl
emen
t TTP
July
202
0D
irect
or, C
RM
Sec
tion
1.3.
3 C
ondu
ct F
easi
bilit
y of
Aut
horiz
ed E
cono
mic
Ope
rato
r in
clud
ing
map
ping
of s
take
hold
ers'
capa
city
Feas
ibili
ty fo
r AEO
Ass
esse
d an
d re
port
avai
labl
eD
ec. 2
020
480
Dire
ctor
, CR
M S
ectio
n
1.4
Stud
y de
ferr
ed
paym
ent s
yste
m.
1.4.
1 C
ondu
ct p
refe
asib
ility
stud
y on
def
erre
d pa
ymen
t of
dutie
s, ta
xes a
nd fe
es fo
r tru
sted
trad
ers
Feas
ibili
ty re
port
with
dra
ft le
gal
fram
ewor
k av
aila
ble
July
201
842
0D
irect
or, I
ntel
ligen
ce
Sect
ion
1.4.
2 R
evie
w le
gisl
atio
n fo
r int
rodu
ctio
n of
def
erre
d pa
ymen
t sy
stem
Legi
slat
ion
avai
labl
eJu
ly 2
019
450
Dire
ctor
, Int
ellig
ence
Se
ctio
n
41CR
MSAP
– 20
17-2
021
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
C
osts
(Rs.'
000'
)R
espo
nsib
ility
1.5
Rev
iew
Cus
tom
s Ta
riff.
1.5.
1 R
evie
w th
e C
usto
ms T
ariff
to m
ake
it in
vest
men
t fr
iend
ly a
nd a
ssis
t leg
itim
ate
com
mer
cial
/ind
ustri
al
ente
rpris
es
Rev
iew
ed T
ariff
stru
ctur
eJu
ly 2
020
Dire
ctor
, Tar
iff S
ectio
n
a.
Rev
iew
the
avai
labl
e st
udy
repo
rt an
d re
com
men
d th
e Ta
riff r
estru
ctur
ing
Rev
iew
ed R
epor
t rec
eive
dJu
ly 2
018
1,87
0D
irect
or, T
ariff
Sec
tion
1.6
Dev
elop
and
im
plem
ent
Adv
ance
Rul
ing.
1.6.
1 St
udy
lega
l and
infr
astru
ctur
e ga
ps to
impl
emen
t the
A
dvan
ce R
ulin
gs p
rovi
sion
s.St
udy
Rep
ort r
ecei
ved.
Dec
. 201
71,
010
Dire
ctor
, Tar
iff S
ectio
n
1.6.
2 A
men
d ex
istin
g le
gal p
rovi
sion
for A
dvan
ce R
ulin
gs
on c
ount
ry o
f orig
in a
nd c
omm
odity
cla
ssifi
catio
nLe
gal P
rovi
sion
dra
fted
July
201
843
0D
irect
or, T
ariff
Sec
tion
1.6.
3 Im
plem
ent A
dvan
ce R
ulin
gsA
dvan
ce R
ulin
gs im
plem
ente
dJu
ly 2
021
1,01
0D
irect
or, T
ariff
Sec
tion
1.7
Con
duct
Tim
e R
elea
se S
tudy
.1.
7.1
Con
duct
a T
RS
Rep
ort o
f 4 C
usto
ms o
ffice
s su
bmitt
ed
Dec
201
917
,110
Dire
ctor
, CR
M S
ectio
n
1.7.
2 R
epor
t con
clus
ions
and
reco
mm
enda
tions
to C
BM
co
mm
ittee
R
epor
t dis
cuss
ed in
the
co
mm
ittee
mee
ting
and
90
perc
ent d
ecis
ions
of t
he m
eetin
g im
plem
ente
d
July
202
050
Dire
ctor
, CR
M S
ectio
n
1.7.
3 Ev
alua
te im
plem
enta
tion
prio
ritie
s and
dev
elop
a
wor
kabl
e sc
hedu
leM
anda
ted
by C
omm
ittee
sO
ctob
er
2020
300
Dire
ctor
, CR
M S
ectio
n
1.7.
4 Im
plem
ent t
he T
RS-
reco
mm
enda
tions
to im
prov
e th
e cl
eara
nce
proc
ess a
t the
bor
der
Rep
ort I
mpl
emen
ted.
Dec
202
081
0D
irect
or, C
RM
Sec
tion
1.7.
5 M
onito
r and
repo
rt pr
ogre
ss o
n im
plem
enta
tion
of
TRS
stud
y re
ports
Com
pile
d m
onito
ring
repo
rts
rece
ived
from
the
Cus
tom
s O
ffice
s
July
202
050
Dire
ctor
, CR
M S
ectio
n
1.8
Esta
blis
h an
d op
erat
e ef
fect
ive
Clie
nt S
ervi
ce
Des
ks.
1.8.
1 St
reng
then
CSD
in 6
maj
or C
usto
ms O
ffice
and
DO
C
Ded
icat
ed d
esks
stre
ngth
en a
t a
min
imum
of 6
mai
n C
usto
ms
poin
t with
ICT
faci
lity
July
201
826
0D
irect
or, P
lann
ing
and
Serv
ice
Sect
ion
1.8.
2 R
ollo
ut C
lient
Ser
vice
Des
k D
edic
ated
des
ks e
stab
lishe
d (a
djac
ent t
o pa
ssen
ger l
ane)
at a
m
inim
um o
f 10
mai
n C
usto
ms
poin
t
July
201
965
,320
Dire
ctor
, Pla
nnin
g an
d Se
rvic
e Se
ctio
n
CRMS
AP –
2017
-202
142
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
C
osts
(Rs.'
000'
)R
espo
nsib
ility
1.9
Impr
ove
and
upda
te C
usto
ms
Web
site
.
1.9.
1 U
pgra
de D
OC
cen
tral C
usto
ms W
ebsi
te to
pro
vide
gr
eate
r acc
ess t
o, a
nd in
crea
sed
leve
l of,
Cus
tom
s in
form
atio
n re
leva
nt to
impo
rters
and
exp
orte
rs
DO
C w
ebsi
te li
nked
with
maj
or
10 C
usto
ms o
ffice
sR
egul
ar2,
240
Dire
ctor
, Pla
nnin
g an
d Se
rvic
e Se
ctio
n
1.9.
2 En
sure
all
info
rmat
ion
is a
ligne
d w
ith th
e N
epal
Tra
de
Info
rmat
ion
Porta
l and
incl
ude
refe
renc
es to
OG
A’s a
s ne
cess
ary
Agr
eem
ent b
etw
een
DO
C
and
TEPC
, DO
C a
nd O
GA
M
anag
emen
t
Dec
201
7In
clud
ed in
tra
inin
gD
P&
S Se
ctio
n
1.9.
3 D
evel
op S
OP
for t
he in
form
atio
n, p
ublic
atio
n an
d av
aila
bilit
y in
the
web
site
.In
form
atio
n av
aila
ble
in D
OC
w
ebsi
teJu
ly 2
018
460
Dire
ctor
, Pla
nnin
g an
d Se
rvic
e Se
ctio
n
1.9.
4 M
ake
Info
rmat
ion
avai
labl
e th
roug
h di
gita
l for
mat
s in
Engl
ish
and
Nep
ali (
incl
udin
g to
the
polic
y m
aker
s)In
form
atio
n av
aila
ble
thro
ugh
digi
tal a
nd h
ard
copy
form
ats.
Reg
ular
2,66
0D
irect
or, I
T Se
ctio
n (O
pr)
1.9.
5 U
pdat
e ho
mep
age
of m
ajor
Cus
tom
s offi
ces
Info
rmat
ion
avai
labl
e in
CO
s' w
ebsi
teR
egul
arIn
clud
ed in
1.
9.1
Dire
ctor
, IT
Sect
ion
(Opr
)1.
10
Prom
ote
and
impr
ove
coop
erat
ion
with
Cus
tom
s st
akeh
olde
rs.
1.10
.1 S
ign
MO
U w
ith th
e ag
enci
es in
volv
ed in
supp
ly c
hain
sId
entifi
ed a
ctor
s inv
olve
d in
su
pply
cha
in, d
efine
d th
eir r
oles
an
d M
OU
sign
ed
Sep
2018
660
Dire
ctor
, CR
M S
ectio
n
1.10
.2 C
ondu
ct in
tera
ctio
ns p
rogr
am w
ith st
akeh
olde
rs th
roug
h N
atio
nal C
usto
ms T
rade
Fac
ilita
tion
Com
mitt
ee a
t DO
CM
eetin
gs h
eld,
at l
east
four
tim
es,
as p
er T
OR
Q
uarte
rly1,
810
Dire
ctor
, CR
M S
ectio
n
1.10
.3 O
rgan
ize
regu
lar m
eetin
g w
ith st
akeh
olde
rs th
roug
h Lo
cal C
usto
ms T
rade
Fac
ilita
tion
Com
mitt
ee (
LCTF
C)
and
repo
rt th
e re
com
men
datio
n to
Nat
iona
l Cus
tom
s Tr
ade
Faci
litat
ion
Com
mitt
ee to
pro
mot
e C
usto
ms-
Bus
ines
s rel
atio
nshi
p
Mee
tings
org
anis
ed b
i-mon
thly
Inte
ract
ions
org
aniz
ed w
ith th
e gr
assr
oots
leve
l tra
ders
thro
ugh
LCTF
C
Bi-m
onth
ly7,
840
Chi
ef C
usto
ms O
ffice
rs
1.10
.4 C
ondu
ct c
ross
bor
der (
regu
lar)
mee
ting
with
cou
nter
part
Cus
tom
s Adm
inis
tratio
nC
ondu
cted
mee
tings
at l
east
4
times
ann
ually
Qua
rterly
5,92
0C
hief
Cus
tom
s Offi
cers
1.10
.5 D
raw
up
& im
plem
ent p
ublic
rela
tions
and
co
mm
unic
atio
n po
licy
Com
mun
icat
ion
and
publ
ic
rela
tions
pol
icy
impl
emen
ted
July
201
826
0D
irect
or, C
RM
Sec
tion
1.10
.6
Esta
blis
h C
usto
ms
Coo
pera
tion
Agr
eem
ent w
ith o
ther
C
usto
ms A
dmin
istra
tions
Cus
tom
s Coo
pera
tion
sign
ed w
ith
addi
tiona
l 4 tr
adin
g pa
rtner
sM
arch
20
21R
ef to
1.1
0.4
Dire
ctor
, CR
M S
ectio
n
1.10
.7
Stud
y an
d re
com
men
d fo
r ac
tion
as p
er t
he C
usto
ms
Coo
pera
tion
agre
emen
t w
ith t
he b
orde
ring
coun
tries
an
d ot
her r
egio
nal a
nd m
ultil
ater
al a
gree
men
ts.
Agr
eed
reco
mm
enda
tions
im
plem
ente
d at
leas
t with
4
Cus
tom
s adm
inis
tratio
ns
Mar
ch
2021
2,18
0D
irect
or, C
RM
Sec
tion
43CR
MSAP
– 20
17-2
021
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
C
osts
(Rs.'
000'
)R
espo
nsib
ility
1.11
Im
plem
ent e
x-ch
ange
of i
n-fo
rmat
ion
with
ot
her C
usto
ms
adm
inis
tratio
n.
1.11
.1
Con
duct
pre
feas
ibili
ty s
tudy
on
elec
troni
c ex
chan
ge o
f im
port/
expo
rt da
ta a
nd in
form
atio
n.St
udy
repo
rt w
ith
reco
mm
enda
tions
ava
ilabl
eJu
ly 2
020
3360
Dire
ctor
, CR
M S
ectio
n
1.11
.2
Exch
ange
of
info
rmat
ion
and
data
with
nei
ghbo
ring
cust
oms a
dmin
istra
tions
.So
ftwar
e fu
nctio
nal
July
202
1R
ef to
3.1
Dire
ctor
, CR
M S
ectio
n
1.12
Es
tabl
ish
grie
vanc
e re
dres
sal
mec
hani
sm.
1.12
.1
Con
duct
fea
sibi
lity
Stud
y to
est
ablis
h st
akeh
olde
rs
Grie
vanc
e re
dres
sal m
echa
nism
Stud
y co
nduc
ted
TOR
dra
wn
Dec
. 201
793
0D
irect
or, M
onito
ring
Se
ctio
n
1.12
.2
Con
sult
with
all
stak
ehol
ders
, for
m c
omm
ittee
and
put
in
form
atio
n on
DO
C w
ebsi
teC
omm
ittee
form
ed w
ith S
OP
July
201
840
Dire
ctor
, Mon
itorin
g
Sect
ion
1.12
.3
Han
dle
disp
utes
No.
of g
rieva
nces
han
dled
an
nual
lyD
ec. 2
018
100
Dire
ctor
, Mon
itorin
g
Sect
ion
1.13
Ex
ecut
e ex
pedi
ted
ship
men
t.
1.13
.1
Stud
y an
d A
men
dmen
t of
exi
stin
g C
usto
ms
Act
and
C
usto
ms
Reg
ulat
ion
to in
corp
orat
e co
ntem
pora
ry b
est
prac
tices
with
rega
rd to
Exp
edite
d sh
ipm
ent.
Dra
ft Pr
opos
al
Dec
. 201
7R
ef to
1.1
.1D
irect
or, T
ariff
Sec
tion
1.13
.2
Prep
are
Dra
ft Pr
opos
al in
clud
ing
Cus
tom
s Tar
iff a
t flat
ra
te fo
r goo
ds im
porte
d by
cou
rier.
Legi
slat
ion
subm
itted
for
appr
oval
July
201
8R
ef to
1.1
.1D
irect
or, T
ariff
Sec
tion
1.13
.3
Subm
issi
on to
Min
istry
of F
inan
ce fo
r app
rova
l.Su
bmitt
ed to
MO
FJu
ly 2
018
Ref
to 1
.1.1
Dire
ctor
, Tar
iff S
ectio
n
1.13
.4
Enac
tmen
t of t
he C
usto
ms A
ct a
nd R
egul
atio
n.Fl
at R
ate
intro
duce
d an
d Se
para
te
unit
esta
blis
hed
July
201
954
0D
irect
or, T
ariff
Sec
tion
Estim
ated
Tot
al C
osts
152,
850
CRMS
AP –
2017
-202
144
Stra
tegy
2: P
rom
oted
Inte
grity
and
Goo
d G
over
nanc
e
Stra
tegi
c O
bjec
tives
:•
The
inte
grity
will
be
impr
oved
by
deve
lopm
ent o
f an
orga
niza
tiona
l cul
ture
that
will
lead
to e
ncou
rage
hig
h le
vels
of i
nteg
rity.
•
The
imag
e of
Cus
tom
s will
be
enha
nced
as a
relia
ble
and
inte
gral
par
tner
in so
ciet
y th
roug
h im
prov
ing
cred
ibili
ty a
nd b
y fu
lfilli
ng it
s soc
ial o
blig
atio
ns
(e.g
. bus
ines
s orie
nted
beh
avio
r, bu
sine
ss se
rvic
e st
anda
rds)
and
Cus
tom
s acc
ount
abili
ty (m
ore
trans
pare
ncy
and
high
ly q
ualifi
ed/tr
aine
d st
aff)
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
C
osts
(Rs.'
000'
)R
espo
nsib
ility
2.1
Per
form
an
orga
niza
tiona
l se
lf-as
sess
men
t.
2.1.
1 C
ondu
ct o
rgan
izat
iona
l sel
f-as
sess
men
t A
nnua
lly o
ne e
vent
hel
d du
ring
DO
C M
anag
emen
t Sem
inar
Reg
ular
1,31
0D
irect
or, C
RM
Sec
tion
2.1.
2 Pr
epar
e im
prov
emen
t/ref
orm
mea
sure
sR
efor
m m
easu
res w
ith ti
mel
ine
appr
oved
and
impl
emen
ted
Reg
ular
1,79
0D
irect
or, C
RM
Sec
tion
2.2
Prep
are
an
inte
grity
pla
n.2.
2.1
Dev
elop
inte
grity
pla
n ba
sed
on R
evis
ed A
rush
a D
ecla
ratio
n pl
us o
ther
rele
vant
sour
ces a
nd e
nsur
e co
mpl
ianc
e
Inte
grity
pla
n de
velo
ped
and
appr
oved
Dec
201
846
0D
irect
or, A
dmin
istra
tion
Sect
ion
2.2.
2 D
evel
op in
tegr
ity to
ols f
or a
dmin
istra
tive
and
man
agem
ent a
udit
to e
nhan
ce in
tegr
ityTo
ols d
evel
oped
and
app
rove
dJu
ly 2
019
460
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n2.
2.3
Supe
rvis
e &
mon
itor i
nteg
rity
Impl
emen
ted
and
com
plie
d w
ith
the
plan
.D
ec 2
019
270
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n2.
2.4
Con
duct
mar
ketin
g of
Cus
tom
s int
egrit
ya.
Pr
epar
e a
mar
ketin
g st
rate
gy b
ased
on
the
rene
wed
inte
grity
pla
n.M
arke
ting
plan
app
rove
dD
ec 2
019
1,91
0D
irect
or, M
onito
ring
Sect
ion
b.
Esta
blis
h re
latio
nshi
p w
ith m
edia
for m
arke
ting
Med
ia c
ampa
igns
initi
ated
Dec
201
980
0D
irect
or, M
onito
ring
Sect
ion
c.
Con
duct
inte
ract
ions
with
med
ia a
nd o
ther
st
akeh
olde
rs to
get
supp
ort i
n in
tegr
ity m
arke
ting
No.
of i
nter
actio
n pr
ogra
ms
July
202
116
0D
irect
or, M
onito
ring
Sect
ion
45CR
MSAP
– 20
17-2
021
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
C
osts
(Rs.'
000'
)R
espo
nsib
ility
2.3
Intro
duce
a
rew
ard,
re
cogn
ition
and
pu
nish
men
t sy
stem
.
2.3.
1 R
evie
w th
e co
de o
f con
duct
with
reas
sess
men
t on
impl
emen
tatio
n ap
proa
chC
ode
of C
ondu
ct R
evie
wed
.Ju
ly 2
018
170
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n
2.3.
2 U
pdat
e fu
nctio
nal i
ndic
ator
s R
epor
t ava
ilabl
eD
ec 2
017
170
Dire
ctor
, Mon
itorin
g Se
ctio
n2.
3.3
Cre
ate
a C
ompl
imen
ts a
nd C
ompl
aint
s Reg
iste
ra.
Pu
t reg
iste
r at C
SDb.
In
clud
e th
e pr
ovis
ion
in c
itize
n ch
arte
rc.
C
ompi
le a
nd re
port
mon
thly
dat
a
Syst
em o
pera
tiona
l and
dat
a m
ade
avai
labl
e to
exe
cutiv
e m
anag
emen
t
Dec
201
740
Dire
ctor
, Pla
nnin
g an
d Se
rvic
e Se
ctio
n
2.3.
4 Im
plem
ent r
ewar
d an
d pu
nish
men
t sys
tem
bas
ed o
n fu
nctio
nal i
ndic
ator
s.R
ewar
d an
d pe
nalty
syst
ems
oper
ated
July
201
810
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n2.
3.5
Con
duct
a st
udy
(Sur
vey)
of C
lient
Sat
isfa
ctio
n an
d im
plem
ent t
he fi
ndin
gsC
lient
satis
fact
ion
surv
ey
cond
ucte
d an
d fin
ding
s im
plem
ente
d
Dec
201
895
0D
irect
or, P
lann
ing
and
Serv
ice
Sect
ion
2.3.
6 In
corp
orat
e cl
ient
satis
fact
ion
repo
rt as
one
of t
he
indi
cato
rs fo
r Cus
tom
s per
form
ance
ince
ntiv
e.C
usto
ms r
ewar
d pa
id o
n tim
e (a
t le
ast b
y ne
xt m
onth
)D
ec 2
018
340
Dire
ctor
, Mon
itorin
g Se
ctio
n2.
4 D
evel
op a
Pe
rfor
man
ce-
base
d M
anag
emen
t Sy
stem
in
Cus
tom
s.
2.4.
1 Si
gn p
erfo
rman
ce a
gree
men
t with
DO
C S
ectio
n C
hief
s an
d C
hief
Cus
tom
s Offi
cers
Incl
uded
impl
emen
tatio
n an
d m
onito
ring
of a
ttain
men
t of
num
bers
or p
erce
ntag
es o
f ac
tions
pla
nned
in th
e M
OU
in
the
PB
IS in
dica
tors
.
Ann
ually
400
Dire
ctor
, Mon
itorin
g Se
ctio
n
2.4.
2 D
evel
op c
asca
ding
org
aniz
atio
nal p
lann
ing
from
the
top
leve
l DO
C P
lan,
CO
s Pla
ns,
Sect
ion
Plan
s dow
n to
indi
vidu
al p
erfo
rman
ce a
sses
smen
t pla
ns so
that
all
are
linke
d.
Rev
ised
pla
nnin
g st
ruct
ure
in
plac
e an
d pe
rson
al p
lans
ass
esse
d on
regu
lar b
asis
Jan
2018
860
Dire
ctor
, Pla
nnin
g an
d Se
rvic
e Se
ctio
n
2.4.
3 Pr
epar
e pe
rfor
man
ce m
anag
emen
t gui
delin
es in
C
usto
ms
Gui
delin
es a
ppro
ved
July
201
968
0D
irect
or, M
onito
ring
Sect
ion
2.4.
4 M
onito
r atta
inm
ent o
f per
form
ance
s in
trim
este
r re
view
a.
In
trodu
ce d
igita
l per
form
ance
mon
itorin
g sy
stem
b.
Intro
duce
inte
rnal
com
petit
ion
mec
hani
sms t
o m
easu
re p
erfo
rman
cec.
In
trodu
ce p
repa
ymen
t sys
tem
Inco
rpor
ated
per
form
ance
repo
rt in
trim
este
r mon
itorin
g re
port
Reg
ular
260
Dire
ctor
, Mon
itorin
g Se
ctio
n
CRMS
AP –
2017
-202
146
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
C
osts
(Rs.'
000'
)R
espo
nsib
ility
2.5
Inte
grat
e C
RM
SAP
in
the
DO
C a
nnua
l pl
an.
2.5.
1 In
built
CR
MS
Act
ion
Plan
as A
nnua
l Pro
gram
and
B
udge
t of D
OC
One
con
solid
ated
ann
ual p
lan
of
Cus
tom
s mad
e fu
nctio
nal
July
201
7 on
war
ds
annu
ally
220
Dire
ctor
, Pla
nnin
g an
d Se
rvic
es S
ectio
n
2.5.
2 Pr
epar
e Ann
ual A
ctio
n Pl
an o
f the
DO
C se
ctio
ns a
nd
Cus
tom
s Offi
ces w
ith c
lear
tang
ible
, fina
ncia
l and
oth
er
perf
orm
ance
targ
ets f
or im
plem
enta
tion
Act
ion
plan
ava
ilabl
e w
ith
trim
este
r mile
ston
e/ta
rget
sJu
ly 2
017
onw
ards
an
nual
ly
10,8
00 D
irect
or, P
lann
ing
and
Serv
ices
Sec
tion
Chi
ef C
usto
ms O
ffice
r2.
6 M
onito
r pe
rfor
man
ces o
f th
e C
RM
SAP.
2.6.
1 Pr
epar
e R
esul
ts-b
ased
Mon
itorin
g Fr
amew
ork
of
CR
MSA
PM
onito
ring
Fram
ewor
k av
aila
ble
with
real
istic
per
form
ance
m
easu
rem
ent i
ndic
ator
s in
plac
e
July
201
8 2,
990
Dire
ctor
, Mon
itorin
g Se
ctio
n
2.6.
2 M
onito
r CR
MSA
P an
d se
ek to
ens
ure
that
all
obje
ctiv
es h
ave
clea
r im
plem
enta
tion
path
s Tr
imes
ter a
nd a
nnua
l rev
iew
of
CR
MSA
P co
nduc
ted
Reg
ular
1,09
0D
irect
or, M
onito
ring
Sect
ion
2.6.
3 D
evel
op so
ftwar
e th
at w
ill fa
cilit
ate
the
DO
C
man
agem
ent t
o up
load
and
mon
itor t
he p
rogr
ess o
n an
nual
pla
n/C
RM
SAP
Softw
are
deve
lope
d Ju
ly 2
020
2,23
0D
irect
or, M
onito
ring
Sect
ion
2.7
Plan
and
man
age
proc
urem
ent.
2.7.
1 Pr
epar
e pr
ocur
emen
t pla
n Pr
ocur
emen
t pla
n av
aila
ble
toge
ther
with
ann
ual p
rogr
am a
nd
budg
et p
lann
ing
Dec
201
787
0D
irect
or, A
dmin
istra
tion
Sect
ion
2.7.
2 R
ecru
it pr
ocur
emen
t exp
ert a
s adv
iser
to e
xecu
tive
man
agem
ent a
nd d
ay-to
-day
man
ager
of p
rocu
rem
ent
polic
y an
d de
cisi
ons.
Posi
tion
TOR
pre
pare
d,
posi
tion
adve
rtise
d, fi
lled
and
proc
urem
ent e
xert
com
men
ces
dutie
s
TOR
Jan
2018
, po
sitio
n fil
led
July
20
18
5230
Dire
ctor
, Adm
inis
tratio
n
2.7.
3 M
onito
r pro
cure
men
t fun
ctio
ns a
t all
leve
ls i.
e.
proc
urem
ent o
f equ
ipm
ent a
nd c
onst
ruct
ion
of
infr
astru
ctur
e in
Cus
tom
s Offi
ces
Plan
ned
proc
urem
ent f
unct
ions
co
mpl
eted
ann
ually
Reg
ular
1,18
0D
irect
or, A
dmin
istra
tion
Sect
ion
2.8
Arr
ange
ap
prop
riate
pr
ovis
ion
for
adeq
uate
cap
ital
fund
s to
DO
C to
en
able
it to
car
ry
out i
ts ro
les a
nd
resp
onsi
bilit
ies
effe
ctiv
ely
and
effic
ient
ly.
2.8.
1 Pr
epar
e a
subm
issi
on se
ekin
g ap
prov
al fo
r a p
erce
ntag
e of
the
rev
enue
col
lect
ed b
y D
OC
to b
e ea
rmar
ked
for
maj
or in
vest
men
ts.
Prop
osal
for c
apita
l fun
ds
appr
oved
from
MO
FJu
ly 2
019
1,19
0D
irect
or, A
dmin
istra
tion
Sect
ion
Estim
ated
Tot
al C
osts
36,8
40
47CR
MSAP
– 20
17-2
021
12
It sh
ould
be
note
d th
at se
vera
l enh
ance
men
ts w
ill n
eed
to b
e de
velo
ped
exte
rnal
ly to
AW
such
as N
ECA
S au
dit a
nd d
eten
tion
notifi
catio
n.
Stra
tegy
3: E
nhan
ced
Cus
tom
s Aut
omat
ion
and
Dat
a M
anag
emen
t
Obj
ectiv
e: D
evel
op an
appr
opria
te IC
T in
fras
truct
ure i
n D
OC
to su
ppor
t the
ove
rall
trade
faci
litat
ion
incl
udin
g a s
yste
m to
inte
rfac
e with
Sin
gle w
indo
w in
ope
ratio
n.
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
C
osts
(Rs.'
000'
)R
espo
nsib
ility
3.1
Impr
ove
NEC
AS.
3.1.
1 A
sses
s and
ext
end
NEC
AS
func
tiona
lity
incl
udin
g fo
r exp
edite
d sh
ipm
ent,
pre-
arriv
al p
roce
ssin
g,
digi
tal s
igna
ture
, e-p
aym
ent,
sele
ctiv
ity m
odul
e,
perf
orm
ance
mod
ule12
.
Softw
are
func
tiona
lJu
ly 2
018
21,8
30D
irect
or, I
T Se
ctio
n (D
ev)
3.1.
2 Re
engi
neer
Dec
lara
tion
Proc
essin
g Pa
th to
supp
ort
NEC
AS
func
tiona
litie
s with
follo
win
g fe
atur
es:
Dec
lara
tion
Proc
essi
ng P
ath
reen
gine
ered
bas
ed u
pon
the
task
list
.D
ec 2
020
910
Dire
ctor
, IT
Sect
ion
(D
ev)
a. Pr
epar
e stan
dard
path
for b
oth
impo
rts an
d ex
ports
Elim
inat
ion
of si
gned
har
d co
py S
AD
an
d do
cum
ents
.b.
A
dapt
for
spec
ific
proc
edur
esc.
W
ork-
out e
ffici
ency
impr
ovem
ents
mea
sure
s to
pro
ceed
to p
aper
less
Cus
tom
s pro
cedu
res.–
e.
g. D
TI, b
roke
r sel
f-as
sess
men
t (af
ter
impl
emen
tatio
n of
gat
e co
ntro
l/man
ifest
), et
c.d.
R
estru
ctur
e Po
st C
lear
ance
Aud
it to
ena
ble
a
maj
or re
duct
ion
in re
d la
ne e
ntrie
se.
U
pdat
e/ad
just
the
path
for e
xped
ited
ship
men
t, pr
e-ar
rival
pro
cess
ing,
dig
ital s
igna
ture
, e-
paym
ent,
sele
ctiv
ity m
odul
e, p
erfo
rman
ce
mod
ule
rela
ting
to 3
.1.1
3.1.
3 Im
prov
e e-
Cus
tom
s mas
ter p
lan
and
Ope
ratio
naliz
e ac
tiviti
es o
utlin
ed b
y th
e e-
Cus
tom
s mas
ter p
lan.
Rev
ise
and
Prog
ress
repo
rt of
e-
Cus
tom
s im
plem
enta
tion
avai
labl
e
Reg
ular
200
Dire
ctor
, IT
Sect
ion
(Opr
)
3.1.
4 D
evel
op a
nd im
plem
ent E
DI a
nd m
oder
n w
eb-f
orm
faci
litie
s to
be u
sed
amon
g in
tern
al
stak
ehol
ders
EDI f
acili
ty d
evel
oped
and
im
plem
ente
d Si
gn M
OU
with
oth
er
Cus
tom
s to
impl
emen
t ED
I
Dec
202
04,
370
Dire
ctor
, IT
Sect
ion
(Dev
)
3.1.
5 R
oll o
ut N
ECA
S an
d su
bsys
tem
(inc
ludi
ng
Dep
osit
Man
agem
ent S
yste
m a
nd G
ate
Con
trol)
to m
ain
Cus
tom
s offi
ces.
NEC
AS
rolle
d up
to a
min
imum
of
15 m
ajor
Cus
tom
s with
subs
yste
ms a
t ap
prop
riate
loca
tions
Dec
201
822
5,44
0D
irect
or, I
T Se
ctio
n (O
pr)
3.1.
6 In
terf
ace
EXIM
Cod
e to
NEC
AS
Softw
are
avai
labl
e w
ith in
terf
ace A
PI/
Web
serv
ices
in p
lace
Dec
. 201
81,
090
Dire
ctor
, IT
Sect
ion
(Dev
)
CRMS
AP –
2017
-202
148
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
C
osts
(Rs.'
000'
)R
espo
nsib
ility
3.2
Impr
ove
conn
ectiv
ity to
m
ajor
Cus
tom
s of
fices
.
3.2.
1 U
pgra
de a
nd im
prov
e Fi
ber/
wire
less
link
A
t lea
st 3
leve
ls c
onne
ctiv
ity in
maj
or
Cus
tom
s to
DO
C
July
201
822
,640
Dire
ctor
, IT
Sect
ion
(Opr
)3.
2.2
Rec
ruit
netw
ork/
com
mun
icat
ions
tech
nolo
gy
spec
ialis
ts
TOR
dev
elop
ed, e
xper
ts re
crui
ted
and
in p
lace
July
201
810
,240
Dire
ctor
IT S
ervi
ces
(Opr
)3.
2.3
Sign
Ser
vice
Lev
el A
gree
men
t with
serv
ice
prov
ider
sIm
prov
ed u
ptim
e to
99%
July
201
814
,440
Dire
ctor
, IT
Sect
ion
(Opr
)3.
3 U
pgra
de th
e op
erat
iona
l ef
fect
iven
ess
of C
usto
ms
utili
zing
co
mpu
teriz
atio
n.
3.3.
1 A
sses
s nee
dsId
entifi
ed p
rese
nt st
atus
of I
CT
infr
astru
ctur
e in
Nep
al C
usto
ms;
ICT
Rep
lace
men
t pla
n
July
201
84,
280
Dire
ctor
, IT
Sect
ion
(Opr
)
3.3.
2 R
evie
w th
e st
affin
g le
vels
and
exp
ertis
e of
the
IT a
nd S
tatis
tics s
ectio
n to
refle
ct th
e cu
rren
t and
pl
anne
d de
velo
pmen
ts in
com
pute
rizat
ion.
Res
truct
ured
org
anog
ram
of I
T an
d St
atis
tics s
ectio
n fu
nctio
nal
Dec
201
811
0D
irect
or, A
dmin
istra
tion
Se
ctio
n
3.3.
3 Pr
ovid
e co
mpu
ter a
nd re
late
d eq
uipm
ent t
o D
OC
an
d C
usto
ms o
ffice
sC
ompu
ter/e
quip
men
t pur
chas
ed/
hand
over
Reg
ular
161,
540
Dire
ctor
, IT
Sect
ion
(Opr
)3.
4 En
hanc
e th
e ca
pabi
lity
of
Cus
tom
s in
all a
reas
of
its o
pera
tion
utili
zing
ICT
infr
astru
ctur
e.
3.4.
1 C
ompi
le a
vaila
ble
stoc
ktak
ing
of in
fras
truct
ure
thro
ugho
ut C
usto
ms i
nclu
ding
ass
essm
ent o
f av
aila
ble
phys
ical
and
ICT
infr
astru
ctur
e
List
of n
eces
sary
infr
astru
ctur
e av
aila
ble
by th
e en
d of
July
201
7D
ec 2
018
2,29
0D
irect
or, A
dmin
istra
tion
Sect
ion
3.4.
2 Pr
epar
e lis
t & sp
ecifi
catio
n of
equ
ipm
ent &
in
fras
truct
ure
List
ava
ilabl
eD
ec 2
018
50D
irect
or, I
T Se
ctio
n (O
pr)
3.4.
3 Pr
epar
e re
plac
emen
t pla
nPl
an a
ppro
ved
Dec
201
8R
efer
to 3
.3.1
Dire
ctor
, IT
Sect
ion
(Opr
)3.
5 D
evel
op m
obile
ap
plic
atio
n of
NEC
AS
func
tiona
litie
s
3.5.
1 Pr
epar
e m
obile
app
licat
ion
softw
are
for r
elev
ant
func
tiona
litie
s.So
ftwar
e fu
nctio
nal
Dec
201
94,
510
Dire
ctor
, IT
Sect
ion
(Dev
)
49CR
MSAP
– 20
17-2
021
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
C
osts
(Rs.'
000'
)R
espo
nsib
ility
3.6
Dev
elop
and
Im
plem
ent N
epal
N
atio
nal S
ingl
e W
indo
w S
yste
m.
3.6.
1 C
ondu
ct le
gal r
evie
w o
n Si
ngle
Win
dow
and
m
ake
requ
ired
conf
orm
ing
amen
dmen
ts. T
hose
am
endm
ents
con
cern
, for
exa
mpl
e, sh
arin
g an
d pr
otec
tion
of c
onfid
entia
l dat
a, re
cogn
ition
of
elec
troni
c si
gnat
ure,
ele
ctro
nic
reco
rds a
nd re
cord
ke
epin
g, a
nd so
forth
Act
ion
plan
dev
elop
ed a
s per
re
com
men
datio
ns o
f the
revi
ew
repo
rt.R
evie
w in
tern
atio
nal l
aw a
nd
othe
r gui
danc
e at
UN
CIT
RA
L,
UN
CEF
AC
T an
d W
CO
Dec
201
919
10D
irect
or, I
T Se
ctio
n (D
ev)
3.6.
2 Im
plem
ent t
echn
ical
infr
astru
ctur
e an
d in
tegr
ate
rele
vant
age
ncy
syst
ems a
nd se
rvic
esIm
plem
ente
d.
Alig
ned
NN
SW w
ith N
epal
Tra
de
Info
rmat
ion
Porta
l
July
202
01,
565,
940
Dire
ctor
, IT
Sect
ion
(Dev
)
3.6.
3 Im
plem
ent W
CO
dat
a-m
odel
/har
mon
izin
g da
ta
requ
irem
ents
WC
O d
ata-
mod
el a
dopt
ed.
July
202
04,
380
Dire
ctor
, IT
Sect
ion
(Dev
)3.
6.4
Cus
tom
s sys
tem
inte
rfac
ed w
ith S
ingl
e w
indo
w in
op
erat
ion.
Inte
rfac
ed w
ith a
t lea
st w
ith 1
0 ag
enci
esJu
ly 2
021
7,61
0D
irect
or, I
T Se
ctio
n (D
ev)
3.6.
5 Es
tabl
ish
chan
ge m
anag
emen
t, pr
ojec
t im
plem
enta
tion,
and
a tr
ansi
tion
plan
, ref
errin
g to
N
epal
Indi
a R
egio
nal T
rade
and
Tra
nspo
rt Pr
ojec
t (N
IRTT
P)
No.
of p
rogr
ams o
rgan
ized
by
Cus
tom
s offi
ces
Dec
201
927
0D
irect
or, C
RM
Sec
tion
3.6.
6 Pi
lot N
NSW
with
sele
cted
stak
ehol
der a
genc
ies
Rep
ort o
f tra
il at
leas
t with
two
sele
cted
stak
ehol
der a
genc
ies
avai
labl
e
July
202
127
0D
irect
or, C
RM
Sec
tion
3.7
Prep
are
secu
re
data
war
ehou
se
for a
ll C
usto
ms
Dat
a.
3.7.
1 D
evel
op d
ata
war
ehou
se u
tiliz
ing
the A
W O
LAP
func
tiona
lity
Dat
a w
areh
ouse
ope
ratio
nal o
n a
sepa
rate
serv
er so
as t
o al
low
op
erat
ions
to ru
n un
affe
cted
by
stat
istic
al o
r rep
ort c
reat
ion
Dec
201
7R
ef to
3.3
.3D
irect
or, I
T Se
ctio
n (D
ev)
3.7.
2 Pu
blis
h an
nual
/ w
eb b
ased
trad
e an
d re
venu
e st
atis
tics i
n ac
cura
te a
nd ti
mel
y ba
sis.
Acc
urat
e an
d tim
ely
stat
istic
s pu
blis
hed
Reg
ular
170
Dire
ctor
, Sta
tistic
s Se
ctio
n 3.
7.3
Gen
erat
e da
ily c
omm
odity
stat
istic
s by
the
Cus
tom
s Offi
ceD
aily
com
mod
ity st
atis
tics g
ener
ated
.R
egul
ar13
0D
irect
or, S
tatis
tics
Sect
ion
3.7.
4 G
ener
ate
mon
thly
com
mod
ity st
atis
tics a
nd
anal
ysis
by
the
Cus
tom
s M
onth
ly c
omm
odity
stat
istic
s ge
nera
ted
Reg
ular
130
Dire
ctor
, Sta
tistic
s Se
ctio
n
CRMS
AP –
2017
-202
150
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
C
osts
(Rs.'
000'
)R
espo
nsib
ility
3.8
Car
ry o
ut
perio
dic
chec
ks
and
syst
em a
udit.
3.8.
1 Fo
rm a
team
for S
yste
m A
udit
Rep
ort o
f ann
ual p
erio
dic
chec
ks
avai
labl
e at
DO
C a
nd C
usto
ms o
ffice
sD
ec. 2
017
2,11
0D
irect
or, I
T Se
ctio
n
3.8.
2 Pr
epar
e pe
riodi
c Sy
stem
Aud
it M
anua
l inc
ludi
ng
audi
t log
s/tra
il, a
rchi
ving
stra
tegy
and
acc
ess
cont
rols
Apr
il 20
1840
Dire
ctor
, IT
Sect
ion
(Dev
/Opr
)
3.8.
3 Pr
ovid
e Tr
aini
ng a
s nee
ded
July
201
882
0D
irect
or, I
T Se
ctio
n (D
ev/O
pr)
3.8.
4 C
ondu
ct th
e pe
riodi
c sy
stem
aud
itJu
ly 2
019
7,83
0D
irect
or, I
T Se
ctio
n (D
ev/O
pr)
3.9
Dis
sem
inat
e in
form
atio
n.3.
9.1
Dev
elop
Tra
de V
olum
e Pr
ojec
tion
and
Ana
lysi
s sy
stem
Syst
em d
evel
oped
Reg
ular
1,91
0D
irect
or, S
tatis
tics
Sect
ion
3.9.
2 D
isse
min
ate
pred
icta
ble
mer
chan
dise
and
reve
nue
stat
istic
s on
perio
dic
basi
s to
publ
ic, p
olic
y m
aker
s and
rese
arch
ers
Publ
ishe
d an
nual
lyR
egul
ar2,
220
Dire
ctor
, Sta
tistic
s Se
ctio
n
3.9.
3 H
arm
oniz
e m
erch
andi
se tr
ade
stat
istic
s am
ong
maj
or p
laye
rs, n
amel
y D
OC
, NR
B a
nd T
EPC
in
clud
ing
diss
emin
atio
n of
aut
hent
ic n
atio
nal
leve
l tra
de d
ata
Mul
ti-se
ctor
al T
eam
form
ed a
nd
Har
mon
ized
dat
a pu
blis
hing
car
ried
out a
nnua
lly
Dec
201
8
Reg
ular
2,22
0D
irect
or, S
tatis
tics
Sect
ion
3.10
Dev
elop
Bro
ker
Man
agem
ent
Syst
em.
3.10
.1
Esta
blis
h a
team
, with
TO
R, t
o de
velo
p th
e sy
stem
Rep
ort s
ubm
itted
D
ec 2
018
1,51
0D
irect
or, I
T Se
ctio
n (D
ev)
3.10
.2
Des
ign
and
Dev
elop
the
Syst
emSy
stem
dev
elop
edSe
p 20
182,
180
Dire
ctor
, IT
Sect
ion
(Dev
)3.
10.3
Te
st a
nd V
alid
ate
the
Syst
emVa
lidat
ion
com
plet
edD
ec 2
018
Ref
er to
3.1
0.2
Dire
ctor
, IT
Sect
ion
(Dev
)3.
10.4
Im
plem
ent t
he sy
stem
Dev
elop
ed a
nd im
plem
ente
d th
e sy
stem
with
trai
ning
(5 tr
aini
ngs)
July
201
92,
910
Dire
ctor
, Mon
itorin
g Se
ctio
n
Estim
ated
Tot
al C
osts
2,07
8,50
0
51CR
MSAP
– 20
17-2
021
Stra
tegy
4: S
tren
gthe
ned
HR
Man
agem
ent C
apac
ity
Obj
ectiv
e: M
anag
emen
t cap
acity
will
be
impr
oved
to e
nsur
e in
tegr
ity w
ith a
focu
s on
cha
nge
man
agem
ent,
build
ing
and
sust
aini
ng k
now
ledg
e ba
sed
prof
essi
onal
in
stitu
tion.
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
C
osts
(Rs.'
000'
)R
espo
nsib
ility
4.1
App
rove
and
im
plem
ent
the
Hum
an
Res
ourc
es
Mas
ter P
lan
(HR
MP)
.
4.1.
1 R
evie
w, u
pdat
e an
d ap
prov
e th
e H
RM
PA
ctio
n pl
an fo
r HR
MP
impl
emen
tatio
n ap
prov
edD
ec 2
017
970
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n4.
1.2
Dev
elop
Cap
acity
Dev
elop
men
t Pla
n fo
r co
re C
usto
ms a
reas
- Tr
ade
Faci
litat
ion,
Ris
k M
anag
emen
t, C
usto
ms A
utom
atio
n, V
alua
tion,
PC
A, A
dvan
ce R
ulin
g, P
re-a
rriv
al P
roce
ssin
g,
expe
dite
d sh
ipm
ent a
nd c
omm
erci
al fr
aud.
Cap
acity
dev
elop
men
t pla
n fo
r C
RM
SAP
2017
-202
1 pr
epar
ed b
y al
l D
OC
sect
ions
July
201
826
0D
irect
or, A
dmin
istra
tion
Sect
ion
4.1.
3 Im
plem
ent H
RM
PH
RM
P im
plem
ente
dJu
ly 2
018
onw
ards
80D
irect
or, A
dmin
istra
tion
Sect
ion
4.2
Rev
isit
Org
anog
ram
.4.
2.1
Rev
isit
DO
C o
rgan
ogra
m fr
om C
usto
ms b
e in
lin
e w
ith th
e ta
sk re
quire
men
ts o
f CR
MSA
P st
rate
gic
prio
ritie
s cov
erin
g bu
t not
lim
ited
to R
isk
Man
agem
ent,
Cus
tom
s Aut
omat
ion,
Val
uatio
n,
PCA
, Adv
ance
Rul
ing,
Pre
-arr
ival
Pro
cess
ing,
ex
pedi
ted
ship
men
t and
com
mer
cial
frau
d an
d Fe
dera
l per
spec
tives
.
Res
truct
ured
Cus
tom
s Adm
inis
tratio
n fu
nctio
nal b
y th
e en
d of
201
9D
ec 2
019
5,96
0D
irect
or, A
dmin
istra
tion
sect
ion
4.2.
2 R
estru
ctur
e Su
b-C
usto
ms O
ffice
s.93
0
4.2.
3 R
ealig
nmen
t of t
he st
aff a
lloca
tion
as p
er re
vise
d O
rgan
izat
ion
Stru
ctur
e.
4.2.
4 Es
tabl
ish
HR
D u
nit i
n D
OC
July
202
0
July
202
0
Ref
er to
4.2
.1
Ref
er to
4.1
.1
4.2.
5 M
ake
func
tiona
l Ris
k M
anag
emen
t Com
mitt
ee
at D
OC
to re
view
app
ropr
iate
org
aniz
atio
nal
stru
ctur
e fo
r effe
ctiv
e R
isk
Man
agem
ent
Func
tiona
l Com
mitt
ee w
ith
reco
mm
enda
tions
dec
isio
ns o
f its
m
eetin
gs
July
201
811
0D
irect
or, I
ntel
ligen
ce
Sect
ion
4.2.
6 D
esig
n an
org
aniz
atio
nal R
M st
ruct
ure
(stra
tegi
c,
tact
ical
and
ope
ratio
nal a
nd in
clud
ing
a R
M U
nit
focu
sing
on
inte
llige
nce,
ana
lysi
s and
targ
etin
g to
w
ork
clos
ely
with
all
rele
vant
ope
ratio
nal a
reas
)
Org
aniz
atio
n re
stru
ctur
ed w
ith d
efine
d ro
les a
nd re
spon
sibi
litie
s Ju
ly 2
019
Ref
to 4
.2.1
Dire
ctor
, Int
ellig
ence
Se
ctio
n
CRMS
AP –
2017
-202
152A
ctiv
ities
Act
ions
/Tas
ksPe
rfor
man
ce In
dica
tors
Due
Dat
eEs
timat
ed
Cos
ts (R
s.'00
0')
Res
pons
ibili
ty
4.3
Esta
blis
h an
d de
velo
p th
e co
re te
chni
cal
capa
city
of
Cus
tom
s A
dmin
istra
tion.
4.3.
1 Fo
rmul
ate
a ca
paci
ty d
evel
opm
ent p
lan.
C
apac
ity D
evel
opm
ent P
lan
form
ulat
ed.
July
201
943
0D
irect
or, A
dmin
istra
tion
Sect
ion
4.3.
2 En
dors
e th
e tra
inin
g pl
an fo
r the
resp
ectiv
e un
itsTr
aini
ng p
lan
endo
rsed
.Ju
ly 2
019
350
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n4.
3.3
Prep
are
annu
al c
alen
dar o
f tra
inin
g re
quire
men
ts
and
appr
opria
te c
ours
es to
mee
t tho
se n
eeds
.3
train
ings
org
aniz
edD
ec 2
017
1,25
0 D
irect
or, A
dmin
istra
tion
Sect
ion
4.3.
4 D
evel
op T
rain
ing
mod
ules
on
vario
us su
bjec
ts
e.g.
Val
uatio
n, P
CA
, Cla
ssifi
catio
n, N
ECA
S an
d its
ope
ratio
n, p
roce
dure
s, In
vest
igat
ion
and
Enfo
rcem
ent,
Ris
k M
anag
emen
t etc
.
Trai
ning
mod
ules
dev
elop
edD
ec 2
018
3,92
0 D
irect
or, A
dmin
istra
tion
Sect
ion
4.3.
5 Fo
rmul
ate
and
com
men
ced
impl
emen
tatio
n of
the
“poo
l of e
xper
t” sc
hem
e.
Pool
of e
xper
t sch
eme
form
ulat
ed a
nd
com
men
ced.
July
201
914
0D
irect
or, A
dmin
istra
tion
Sect
ion
4.3.
6 C
ondu
ct te
chni
cal c
apac
ity tr
aini
ng a
s per
the
appr
oved
trai
ning
cal
enda
r, co
urse
s and
mod
ules
.6
train
ings
org
aniz
ed
Jan
2019
on
war
ds11
,090
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n4.
3.7
Trai
n cu
stom
s offi
cers
on
rele
vant
inte
rnat
iona
l st
anda
rds a
nd re
com
men
datio
ns, i
n pa
rticu
lar t
he
WTO
cus
tom
s val
uatio
n ag
reem
ent.
Trai
ning
repo
rt av
aila
ble
Jan
2019
on
war
ds36
,690
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n
4.3.
8 A
rran
ge fi
nanc
ial a
nd T
A su
ppor
t fro
m
deve
lopm
ent p
artn
ers (
DPs
) for
tech
nica
l cap
acity
de
velo
pmen
t (sh
ort t
erm
trai
ning
in o
ther
co
untri
es)
Con
solid
ated
cap
acity
bui
ldin
g (C
B)
plan
and
ann
ual C
B a
ctio
n pl
an
avai
labl
e (a
ll se
ctio
ns su
ch a
s PM
U,
CR
M p
rovi
des d
etai
ls o
n ca
paci
ty
deve
lopm
ent s
uppo
rt re
ceiv
ed fr
om
DPs
to A
dmin
Sec
tion)
July
201
976
,220
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n
4.3.
9 Tr
ain
cust
oms o
ffice
rs o
n ta
riff c
lass
ifica
tion
rule
s ba
sed
on n
ewly
dev
elop
ed c
ours
e an
d m
odul
e2
train
ings
org
aniz
ed a
nnua
lly
Trai
ning
repo
rt av
aila
ble
Jan
2019
on
war
dsR
efer
to 4
.3.7
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n4.
3.10
C
ondu
ct o
n-th
e-Jo
b tra
inin
g fo
r ope
ratio
nal l
evel
's of
ficia
ls a
t the
Cus
tom
s offi
ces b
ased
on
new
ly
deve
lope
d co
urse
and
mod
ule
On
the
Job
train
ing
cond
ucte
d in
10
maj
or C
usto
ms o
ffice
s (sk
illed
exp
erts
us
ed to
con
duct
on-
the
job
train
ing
at
field
leve
l)
Jan
2019
on
war
ds1,
170
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n
4.3.
11
Con
duct
trai
ning
for r
esea
rch
and
qua
lity
enha
ncem
ent o
f dat
a an
d in
telli
genc
e an
alys
is fo
r cu
stom
s sta
ff/st
akeh
olde
rs
25 p
erso
ns tr
aine
d R
egul
ar33
0D
irect
or, S
tatis
tics
Sect
ion
4.3.
12
Con
duct
trai
ning
on
trade
vol
ume
proj
ectio
n an
d an
alys
is25
per
sons
trai
ned
Reg
ular
Ref
to 4
.3.7
Dire
ctor
, Sta
tistic
s Se
ctio
n4.
3.13
Pr
ovid
e N
ECA
S tra
inin
g to
staf
fs a
nd st
akeh
olde
rsN
ECA
S tra
inin
g pr
ovid
ed to
the
staf
fs
of a
ll C
usto
ms o
ffice
sR
egul
ar2,
610
Dire
ctor
, IT
Sect
ion
(Opr
)
53CR
MSAP
– 20
17-2
021
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
C
osts
(Rs.'
000'
)R
espo
nsib
ility
4.4
Upg
rade
in
vent
ory
and
reco
rd k
eepi
ng.
4.4.
1 U
pgra
de a
nd a
utom
ate
the
inve
ntor
y, re
cord
ke
epin
g an
d ar
chiv
ing
syst
ems.
List
of n
eces
sary
infr
astru
ctur
e av
aila
ble
July
201
83,
540
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n4.
4.2
Mai
ntai
n re
cord
kee
ping
and
arc
hive
man
agem
ent
syst
em in
man
ual a
nd d
igita
l for
mat
sR
ecor
d ke
epin
g an
d ar
chiv
e m
anag
emen
t sys
tem
mai
ntai
ned
Dec
201
822
0 D
irect
or, A
dmin
istra
tion
Sect
ion
4.4.
3 M
aint
ain
indi
vidu
al st
aff p
rofil
eSt
aff p
rofil
e av
aila
ble
in C
usto
ms
Sept
201
954
0D
irect
or, A
dmin
istra
tion
Sect
ion
4.4.
4 R
evis
e an
d u
pgra
de H
RIS
Upd
ated
HR
IS fu
nctio
nal
Sep
2018
220
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n4.
5 Pr
ovid
e tra
inin
g an
d ed
ucat
ion
for n
on-r
even
ue
rela
ted
task
s.
4.5.
1 Es
tabl
ish
a su
stai
nabl
e tra
inin
g pr
ogra
m –
in c
lose
co
oper
atio
n w
ith th
e re
leva
nt m
inis
try/ a
genc
y-
for a
ll no
n-re
venu
e re
late
d ta
sk
Upd
ated
man
uals
ava
ilabl
eJu
ly 2
018
1,44
0
Dire
ctor
, Mon
itorin
g Se
ctio
n
4.5.
2 Pr
ovid
e tr
aini
ngs t
o b
orde
r offi
cers
No.
of t
rain
ings
org
anis
ed
Reg
ular
1,44
0C
hief
Cus
tom
s Offi
cer
4.6
Faci
litat
e/
prov
ide
supp
ort
to e
xpan
d pe
rfor
man
ce o
f C
usto
ms A
gent
s/
stak
ehol
ders
in
tran
sact
ing
Cus
tom
s bu
sine
ss.
4.6.
1 Pr
epar
e co
de o
f con
duct
for C
usto
ms A
gent
sD
isse
min
ated
Cod
e of
Con
duct
Dec
201
733
0D
irect
or, P
lann
ing
and
Serv
ice
Sect
ion
4.6.
2 Se
lect
new
Cus
tom
s Age
nts
No.
of n
ew C
usto
ms a
gent
sFe
b 2
019
2,19
0D
irect
or, P
lann
ing
and
Serv
ice
Sect
ion
4.6.
3 Pr
epar
e a
cale
ndar
of o
pera
tions
of t
rain
ing
Cal
enda
r of o
pera
tion
in p
lace
Dec
201
813
0D
irect
or, P
lann
ing
and
Serv
ice
Sect
ion
4.6.
4 Pr
epar
e tra
inin
g m
anua
lTr
aini
ng m
anua
l pre
pare
d an
d up
date
dJu
ly 2
019
1,49
0D
irect
or, P
lann
ing
and
Serv
ice
Sect
ion
4.6.
5 C
ondu
ct tr
aini
ng lo
cally
and
cen
trally
bas
ed o
n ne
wly
dev
elop
ed tr
aini
ng m
anua
l.C
ondu
ct a
t lea
st tw
o tra
inin
g an
nual
ly
Reg
ular
650
Dire
ctor
, Pla
nnin
g an
d Se
rvic
e Se
ctio
n
4.7
Bui
ld c
apac
ity
on C
BM
.4.
7.1
Trai
n cu
stom
s offi
cers
on
SOPs
rela
ted
to
com
mon
bor
der p
roce
dure
s and
uni
form
doc
umen
t re
quire
men
ts
Trai
ning
pro
vide
d to
all
Cus
tom
s of
fices
Reg
ular
450
Dire
ctor
, Pla
nnin
g an
d Se
rvic
e Se
ctio
n
4.7.
2 O
rgan
ize
stud
y vi
sit t
o ac
quire
kno
wle
dge
and
info
rmat
ion
shar
ing
of i
nter
natio
nal b
est p
ract
ices
fo
r effe
ctiv
e im
plem
enta
tion
of C
BM
Obs
erva
tion
repo
rt av
aila
ble
with
re
com
men
datio
nsR
egul
ar2,
890
Dire
ctor
, CR
M S
ectio
n
4.7.
3 O
rgan
ize
train
ing
to C
usto
ms o
ffici
als a
nd
stak
ehol
der
on N
NSW
impl
emen
tatio
nN
o. o
f tra
inin
g pr
ogra
ms o
rgan
ized
R
egul
ar2,
890
Dire
ctor
, CR
M S
ectio
n
4.7.
4 C
ondu
ct tr
aini
ng p
rogr
am fo
r cus
tom
s ins
pect
or
to id
entif
y ra
w m
ater
ials
, che
mic
als,
coun
terf
eit
good
s, dr
ugs a
nd o
ther
ille
gal g
oods
.
10 tr
aini
ngs o
rgan
ized
90%
OG
As p
rovi
ded
supp
ort a
nd
coop
erat
ion
to C
usto
ms
Reg
ular
DO
C
Ann
ual
Prog
ress
R
epor
t
1,47
0D
irect
or, C
RM
Sec
tion
CRMS
AP –
2017
-202
154A
ctiv
ities
Act
ions
/Tas
ksPe
rfor
man
ce In
dica
tors
Due
Dat
eEs
timat
ed
Cos
ts (R
s.'00
0')
Res
pons
ibili
ty
4.8
Bui
ld c
apac
ity
in c
ompl
ianc
e m
anag
emen
t (in
clud
ing
Volu
ntar
y C
ompl
ianc
e).
4.8.
1 C
ondu
ct tr
aini
ng p
rogr
am o
n co
mpl
ianc
e m
anag
emen
t to
Cus
tom
s sta
ff at
cen
tral a
nd lo
cal
leve
l
No.
of t
rain
ings
con
duct
ed a
nnua
llyR
egul
ar45
0D
irect
or, A
dmin
istra
tion
Sect
ion
4.8.
2 C
ondu
ct tr
aini
ng p
rogr
am o
n co
mpl
ianc
e m
anag
emen
t to
priv
ate
sect
or st
akeh
olde
rs a
t ce
ntra
l and
loca
l lev
el
All
the
key
stak
ehol
ders
from
the
priv
ate
sect
ors t
rain
edR
egul
ar45
0C
hief
Cus
tom
s Offi
cer
4.8.
3 C
ondu
ct tr
aini
ng o
n ch
ange
man
agem
ent
All
man
ager
s at
the
Cen
tral a
nd lo
cal
leve
l tra
ined
Reg
ular
2,67
0C
hief
Cus
tom
s Offi
cer
4.9
Bui
ld c
apac
ity
on ri
sk
man
agem
ent.
4.9.
1 Pr
ovid
e tra
inin
g in
risk
ana
lysi
s and
pro
filin
g O
ne p
erso
n fr
om a
ll C
usto
ms O
ffice
s tra
ined
in R
MR
egul
ar45
0C
hief
Cus
tom
s Offi
cer
4.9.
2 Pr
ovid
e tra
inin
g in
acc
orda
nce
with
Act
ion
9.8
in
term
s of o
rgan
izat
iona
l ris
k m
anag
emen
tR
egul
ar26
0 C
hief
Cus
tom
s Offi
cer
4.9.
3 Pr
ovid
e sp
ecifi
c R
M-r
elat
ed c
hang
e m
anag
emen
t tra
inin
g fo
r man
agem
ent a
nd st
aff.
Reg
ular
260
Chi
ef C
usto
ms O
ffice
r
4.10
En
hanc
e le
ader
ship
, m
anag
emen
t an
d pr
ofes
sion
al
capa
city
.
4.10
.1
Prov
ide
inte
rnal
trai
ning
in st
rate
gic/
cha
nge/
proj
ect m
anag
emen
t to
the
man
agem
ent l
evel
of
DO
C
Stra
tegi
c/ c
hang
e/ p
roje
ct
man
agem
ent t
rain
ing
prov
ided
regu
lar
1,44
0D
irect
or, A
dmin
istra
tion
Sect
ion
4.10
.2
Prov
ide
beha
vior
al tr
aini
ng. t
o of
ficia
ls a
nd
man
ager
s in
oper
atio
nal l
evel
A
nnua
l tra
inin
g ca
lend
ar p
repa
red
and
impl
emen
ted
regu
lar
1,44
0D
irect
or, A
dmin
istra
tion
Sect
ion
4.10
.3
Con
duct
stud
y an
d ob
serv
atio
n to
ur o
f bes
t C
usto
ms p
ract
ice
coun
tries
Stud
y an
d ob
serv
atio
n to
ur c
ondu
cted
re
gula
r6,
530
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n4.
10.4
A
rran
ge sc
hola
rshi
p pr
ogra
m to
abr
oad
stud
ies
/ tra
inin
g in
Cus
tom
s man
agem
ent,
publ
ic a
nd
finan
cial
pol
icie
s for
com
pete
nt C
usto
ms o
ffici
als
Scho
lars
hip
prog
ram
arr
ange
d; (S
hort
term
trai
ning
abr
oad)
regu
lar
1,31
0D
irect
or, A
dmin
istra
tion
Sect
ion
4.11
R
etai
n st
aff i
n C
usto
ms.
4.11
.1
Set i
nter
nal p
olic
y fo
r sta
ff po
stin
g an
d tra
nsfe
r in
Cus
tom
s M
ade
com
pute
r lite
racy
an
elig
ibili
ty
crite
ria in
the
post
ing
and
trans
fer o
f of
ficer
s in
Cus
tom
s
Reg
ular
260
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n4.
11.2
U
pdat
e/Im
plem
ent t
he e
mpl
oyee
s tra
nsfe
r pol
icy
July
201
8 90
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n4.
12
Cre
ate
Cus
tom
s sub
-gr
oup.
4.12
.1
Liai
se fo
r the
form
atio
n of
Nep
al C
usto
ms
Serv
ice
or C
usto
ms s
ub-g
roup
Cus
tom
s Sub
-gro
up c
reat
edJu
ly 2
021
540
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n
55CR
MSAP
– 20
17-2
021
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
C
osts
(Rs.'
000'
)R
espo
nsib
ility
4.13
Es
tabl
ish
auto
nom
ous
Rev
enue
B
oard
to
impr
ove
inst
itutio
nal
capa
city
of
Cus
tom
s.
4.13
.1
Proc
ure
expe
rts
4.13
.2
Rev
iew
Boa
rd F
orm
atio
n O
rder
4.13
.3
Subm
it to
MO
F
Rep
ort a
vaila
ble
– B
oard
's ch
arte
rJu
ly 2
019
5,99
0
260
720
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n
4.14
R
e-as
sess
jo
b ro
tatio
n (f
unct
iona
l) sy
stem
.
4.14
.1
Ass
ess i
mpa
ct o
f the
job
rota
tion
syst
em in
C
usto
ms O
ffice
s not
ing
the
view
s of a
ll ex
tern
al
stak
ehol
ders
Ass
essm
ent r
epor
t ava
ilabl
e w
ith
reco
mm
enda
tions
Mar
ch
2018
160
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n
4.14
.2
Prep
are
guid
elin
es fo
r im
prov
emen
t and
im
plem
ent
July
201
8 13
0D
irect
or, A
dmin
istra
tion
Sect
ion
Estim
ated
Tot
al c
osts
185,
810
CRMS
AP –
2017
-202
156
Stra
tegy
5: D
evel
oped
Infr
astr
uctu
re a
nd P
hysi
cal F
acili
ties
Obj
ectiv
e: P
hysi
cal f
acili
ties w
ill b
e im
prov
ed in
Cus
tom
s to
prov
ide
a m
oder
n an
d ef
ficie
nt w
orki
ng e
nviro
nmen
t.
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
Cos
ts
(Rs.'
000'
)R
espo
nsib
ility
5.1.
App
rove
and
im
plem
ent t
he
Phys
ical
Infr
astru
ctur
e Im
prov
emen
t Mas
ter
Plan
(PII
MP)
.
5.1.
1 R
evie
w a
nd a
ppro
ve th
e PI
IMP
PIIM
P dr
aft r
epor
t rev
iew
edPI
IMP
appr
oved
D
ec 2
017
2,05
0D
irect
or, C
RM
Sec
tion
5.1.
2 Im
plem
ent t
he P
IIM
PA
ctio
n pl
an w
ith ti
mel
ine
for
the
impl
emen
tatio
n of
PII
MP
avai
labl
e PI
IMP
func
tiona
l
July
201
8
Reg
ular
1,07
1,60
0D
irect
or, C
RM
Sec
tion
5.2.
Des
ign
unifo
rm
layo
ut fo
r Cus
tom
s w
ith th
e em
phas
is o
n co
nstru
ctio
n of
ICP
and
ICD
.
5.1.
1 D
evel
op U
nifo
rm C
usto
ms L
ayou
t pla
n (f
ollo
wed
by
desi
gn fo
r Cus
tom
s bui
ldin
g)Cu
stom
s uni
form
layo
ut
avail
able
(pro
toty
pe) U
nifo
rm
all cu
stom
s lay
outs
deve
lope
d
July
201
870
,710
Dire
ctor
, CR
M S
ectio
n
5.1.
2 A
ppro
ve th
e U
nifo
rm C
usto
ms L
ayou
t pla
nU
nifo
rm la
yout
app
rove
dD
ec 2
018
130
Dire
ctor
, CR
M S
ectio
n
5.1.
3 D
evel
op se
para
te a
ccom
mod
atio
n fo
r br
oker
s and
som
e D
OC
non
-ess
entia
l sta
ff fo
r cle
aran
ce o
pera
tions
(adm
in, P
CA
, va
luat
ion)
ow
ing
to sp
ace
shor
tage
in IC
P C
usto
ms b
uild
ing
Sepa
rate
acc
omm
odat
ions
av
aila
ble
in m
ajor
6 C
usto
ms
July
202
156
7,72
0D
irect
or, C
RM
Sec
tion
5.1.
4 Se
t-up
the
NII
x-r
ay fa
cilit
y in
a m
anne
r tha
t m
axim
izes
risk
ass
essm
ent w
ithou
t too
muc
h ne
gativ
e im
pact
on
flow
thro
ugh
Inst
alle
d in
6 m
ajor
Cus
tom
sJu
ly 2
019
565,
790
Dire
ctor
, CR
M S
ectio
n
5.1.
5 C
heck
all
netw
ork
and
com
mun
icat
ions
in
fras
truct
ure
is w
orki
ng w
ell b
efor
e go
ing
live
at IC
P
Insp
ectio
n re
port
avai
labl
e w
ith re
com
men
datio
nsJa
n 20
1823
,710
Dire
ctor
, CR
M S
ectio
n
5.1.
6 Im
plem
ent t
he u
nifo
rm la
yout
in c
usto
ms
Uni
form
layo
ut im
plem
ente
dJa
n 20
19R
efer
to 5
.2.2
Dire
ctor
, CR
M S
ectio
n5.
1.7
Follo
w u
p th
e co
nstru
ctio
n of
ICP
and
real
ign
to fa
cilit
ate
the
mov
emen
t of c
argo
an
d pa
ssen
gers
at B
irgun
j, B
iratn
agar
, B
haira
haw
a an
d N
epal
ganj
and
ICD
at
Tato
pani
and
Ras
uwa
Task
forc
e m
eetin
g co
nduc
ted.
Reg
ular
900
Dire
ctor
, CR
M S
ectio
n
5.1.
8 Im
prov
e ya
rd in
the
maj
or C
usto
ms o
ffice
sA
ctio
n pl
an w
ith ti
mel
ine
avai
labl
e an
d ya
rds i
mpr
oved
in
10
CO
s
Reg
ular
678,
490
Chi
ef C
usto
ms O
ffice
r
57CR
MSAP
– 20
17-2
021
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
Cos
ts
(Rs.'
000'
)R
espo
nsib
ility
5.3.
Pro
cure
/ ar
rang
e la
nd
for
vario
us
Cus
tom
s of
fices
.
5.1.
1 A
cqui
sitio
n of
land
in R
asuw
a, T
hadi
, Sar
lahi
, D
rypo
rt, S
utha
uli,
Sati,
Jan
akpu
r M
ahes
pur,
Lum
bini
etc
. Cus
tom
s.
Ade
quat
e bu
dget
al
loca
ted
for
land
pu
rcha
se
and
proc
urem
ent
atta
ined
as
per
plan
July
202
01,
467,
990
Chi
ef C
usto
ms O
ffice
r
5.1.
2 C
onst
ruct
the
fen
cing
wal
l at
the
acq
uire
d la
ndFe
ncin
g w
all c
onst
ruct
edJu
ly 2
021
111,
650
Chi
ef C
usto
ms O
ffice
r
5.4.
Con
stru
ct t
he C
usto
ms
build
ings
to
im
prov
e w
orki
ng
envi
ronm
ent
for a
ll pa
rties
.
5.1.
1 Pr
epar
e dr
awin
g an
d de
sign
of
the
Cus
tom
s bu
ildin
gsD
raw
ing
and
desi
gn p
repa
red
July
201
86,
790
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n5.
1.2
Con
stru
ct th
e C
usto
ms
build
ing
and
godo
wn
in S
unsa
ri, T
hadi
, Sira
ha M
adar
, Jal
eshw
ar,
Sarla
hi, R
asuw
a M
ahes
pur,
Suth
auli,
Sat
i and
as
dee
med
nec
essa
ry
Cus
tom
s bui
ldin
g co
nstru
cted
July
202
154
4,96
0D
irect
or, A
dmin
istra
tion
Sect
ion
5.1.
3 C
onst
ruct
sta
ffs q
uarte
r with
sou
nd h
ygie
nic
fitne
ss c
ente
r in
maj
or C
usto
ms
Staf
f qu
arte
r av
aila
ble
to
staf
f in
Bira
tnag
ar,
Birg
unj,
Bha
iraha
wa
and
Nep
algu
nj.
July
202
116
3,17
0D
irect
or, A
dmin
istra
tion
Sect
ion
5.1.
4 C
onst
ruct
bu
ildin
g fo
r D
OC
(in
clud
ing
cent
ral
labo
rato
ry,
Cus
tom
s M
useu
m,
PCA
O
ffice
and
Cus
tom
s in
hous
e tra
inin
g ce
nter
)
DO
C b
uild
ing
cons
truct
edJu
ly 2
021
205,
570
Dire
ctor
, Adm
inis
tratio
n Se
ctio
n
5.5.
Est
ablis
h/
mod
erni
ze
Cus
tom
s lab
orat
ory.
5.1.
1 Pr
epar
e im
plem
enta
tion
Plan
Act
ion
plan
ava
ilabl
eD
ec 2
018
3,41
0D
irect
or, L
abor
ator
y Se
ctio
n5.
1.2
Esta
blis
h la
b in
Cus
tom
s offi
ces
Impl
emen
ted
in 7
Cus
tom
s O
ffice
sJu
ly 2
020
43,6
30D
irect
or, A
dmin
istra
tion
Sect
ion
5.1.
3 C
onst
ruct
/upg
rade
th
e ce
ntra
l la
bora
tory
bu
ildin
g.A
ppro
pria
te
offic
e bu
ildin
g fo
r lab
orat
ory
cons
truct
edJu
ly 2
021
Ref
er to
5.4
.4D
irect
or, A
dmin
istra
tion
Sect
ion
5.1.
4 In
stal
l m
oder
n sc
ient
ific
equi
pmen
t in
the
C
entra
l Lab
orat
ory
and
othe
r Cus
tom
s lab
s. M
oder
n eq
uipm
ent
depl
oyed
in
cen
ter a
nd a
min
imum
of 4
C
usto
ms o
ffice
s.
Dec
202
075
,710
Dire
ctor
, Lab
orat
ory
Sect
ion
5.1.
5 D
evel
op th
e sa
fety
sam
plin
g co
rner
Sa
fety
sam
ple
draw
ing
corn
er
esta
blis
hed
in
10
maj
or
Cus
tom
s offi
ces.
Dec
202
096
,170
Dire
ctor
, Lab
orat
ory
Sect
ion
CRMS
AP –
2017
-202
158
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
Cos
ts
(Rs.'
000'
)R
espo
nsib
ility
5.6.
Mai
ntai
n op
timal
usa
ge
of
mod
ern
tech
nolo
gy
led
phys
ical
fa
cilit
ies
for
ensu
ring
auto
mat
ed
Cus
tom
s sys
tem
s.
5.1.
1 C
onst
ruct
nec
essa
ry p
hysi
cal
faci
litie
s fo
r th
e in
stal
latio
n of
non
-intru
sive
ins
pect
ion
equi
pmen
t
10 C
usto
ms o
ffice
sJu
ly 2
020
522,
140
Dire
ctor
, Pl
anni
ng
and
Serv
ices
Sec
tion
5.1.
2 U
tiliz
e th
e ex
istin
g IC
D x
-ray
mac
hine
Dep
loye
d an
d us
edJu
ly 2
017
22,5
20C
hief
Cus
tom
s Offi
cer
5.1.
3 A
rran
ge a
ppro
pria
te n
on-in
trusi
ve in
spec
tion
equi
pmen
t (b
agga
ge s
cann
er,
body
sca
nner
, w
alk
thro
ugh
and
cont
aine
r sc
anne
r)
for
maj
or C
usto
ms s
tatio
ns/o
ffice
s.
Ade
quat
e m
oder
n te
chno
logy
le
d eq
uipm
ent a
rran
ged
in 1
0 C
usto
ms o
ffice
s
Mar
ch 2
021
282,
900
Dire
ctor
, Pl
anni
ng
and
Serv
ices
Sec
tion
5.1.
4 C
oord
inat
e to
upg
rade
link
roa
d to
Cus
tom
s ar
eas
Coo
rdin
atio
n es
tabl
ishe
d w
ith
Roa
ds O
ffice
Mar
ch 2
021
220
Dire
ctor
, Pl
anni
ng
and
Serv
ices
Sec
tion
5.1.
5 In
stal
l wei
ghin
g br
idge
in m
ajor
land
cust
oms
Mac
hine
in
stal
led
and
in
oper
atio
nM
arch
202
165
,270
Dire
ctor
, Pl
anni
ng
and
Serv
ices
Sec
tion
5.1.
6 D
eplo
y an
d tra
in
the
tech
nica
l st
aff
for
equi
pmen
t ope
ratio
ns.
Equi
pmen
t op
erat
ions
m
anag
ed
by
appr
opria
tely
tra
ined
staf
f.
Reg
ular
Incl
uded
in
equi
pmen
t pr
ocur
emen
t pa
ckag
e
Dire
ctor
, Pl
anni
ng
and
Serv
ices
Sec
tion
5.7.
Ren
ovat
e th
e in
fras
truct
ures
of
C
usto
ms
offic
es
on
north
ern
bord
ers.
5.1.
1 Im
prov
e an
d re
cons
truct
th
e C
usto
ms
infr
astru
ctur
e of
Ta
topa
ni,
Ras
uwa,
O
lanc
hung
gola
, K
imat
hank
a,
Nec
hung
, Ya
rinak
a an
d po
ssib
le C
usto
ms
at n
orth
ern
side
.
Act
ion
plan
w
ith
timel
ine
avai
labl
e
Phys
ical
in
fras
truct
ures
im
prov
ed.
Reg
ular
364,
500
Dire
ctor
, CR
M S
ectio
n
Estim
ated
Tot
al C
osts
6,95
7,70
0
59CR
MSAP
– 20
17-2
021
Stra
tegy
6: E
nhan
ced
Pass
enge
r B
agga
ge C
lear
ance
Ser
vice
s (A
ccom
pani
ed a
nd U
nacc
ompa
nied
)
Obj
ectiv
e: P
asse
nger
bag
gage
cle
aran
ce se
rvic
es w
ill b
e im
prov
ed a
t the
Airp
ort a
nd m
ajor
Cus
tom
s Offi
ces t
o st
ream
line
cont
rol a
nd fa
cilit
atio
n.
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
Cos
ts
(Rs.'
000'
)R
espo
nsib
ility
6.1
Dev
elop
pa
ssen
ger l
anes
.6.
1.1
Con
stru
ct p
asse
nger
lane
(Gen
der f
riend
ly).
Pass
enge
r lan
e fu
nctio
nal i
n 10
m
ajor
Cus
tom
s13 o
ffice
sD
ec. 2
020
65,2
70D
irect
or, C
RM
Sec
tion
6.1.
2 M
anag
e te
mpo
rary
adm
issi
on o
f veh
icle
sM
anag
ed a
dmis
sion
of v
ehic
les i
n al
l Cus
tom
s offi
ce
Dec
201
730
,450
Dire
ctor
, IT
Sect
ion
(Dev
)
6.1.
3 In
trodu
ce R
M fo
r pas
seng
ers c
lear
ance
, ba
ggag
e cl
eara
nce
RM
for p
asse
nger
cle
aran
ce
prac
ticed
in a
ll m
ajor
Cus
tom
sJu
ly 2
018
Incl
uded
und
er
stra
tegy
9D
irect
or, I
ntel
ligen
ce
Sect
ion
6.2
Enha
nce
the
faci
litat
ion
of p
asse
nger
cl
eara
nce.
6.2.
1 Es
tabl
ish
the
Gre
en a
nd R
ed C
hann
el sy
stem
.G
reen
and
red
lane
est
ablis
hed
in a
t le
ast i
n 10
Cus
tom
s
Liai
son
esta
blis
hed
with
al
l Cus
tom
s sta
keho
lder
s –
Imm
igra
tion,
Qua
rant
ine,
Airp
ort
Ope
rato
r, ca
rrie
rs, g
roun
d ha
ndle
rs.
Dec
. 202
0
Dec
202
0
330
Dire
ctor
, CR
M S
ectio
n
6.2.
2 In
stal
l aut
omat
ed sy
stem
for P
asse
nger
cl
eara
nce
Ade
quat
e eq
uipm
ent p
rovi
ded
in a
t le
ast 1
0 C
usto
ms
Mar
202
116
2,63
0D
irect
or, C
RM
Sec
tion
6.3
Des
igna
te a
se
para
te C
usto
ms
unit
for c
ourie
r ca
rgo
clea
ranc
e.
6.3.
1 St
udy
and
amen
d ex
istin
g C
usto
ms A
ct
and
Cus
tom
s Reg
ulat
ion
to in
corp
orat
e co
ntem
pora
ry b
est p
ract
ices
with
rega
rd to
of
sepa
rate
uni
t.
Stud
y re
port
avai
labl
e w
ith
reco
mm
enda
tions
Dec
201
8In
clud
ed in
1.1
.1Ta
riff S
ectio
n
6.3.
2 Pr
epar
e D
raft
Prop
osal
incl
udin
g C
usto
ms
Tarif
f at fl
at ra
te fo
r goo
ds im
porte
d by
co
urie
r.
Dra
ft Pr
opos
al
avai
labl
eM
ar 2
019
1,25
0Ta
riff S
ectio
n
6.3.
3 Su
bmis
sion
to M
inis
try o
f Fin
ance
for
appr
oval
Subm
itted
to M
OF
May
201
990
Tarif
f Sec
tion
6.3.
4 En
act t
he C
usto
ms A
ct a
nd R
egul
atio
n.Fl
at R
ate
intro
duce
d an
d Se
para
te
unit
esta
blis
hed
Dec
202
044
0Ta
riff S
ectio
n
13
Defi
ne 1
0 M
ajor
cus
tom
s and
sele
ctiv
ity ch
anne
l on
the
basis
of p
asse
nger
flow
CRMS
AP –
2017
-202
160
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
Cos
ts
(Rs.'
000'
)R
espo
nsib
ility
6.4
Esta
blis
h th
e Adv
ance
Pa
ssen
gers
In
form
atio
n Sy
stem
/PN
R
6.4.
1 St
udy
and
Am
endm
ent o
f exi
stin
g C
usto
ms
Act
and
Cus
tom
s Reg
ulat
ion
to in
corp
orat
e co
ntem
pora
ry b
est p
ract
ices
with
rega
rd to
of
API
S/PN
R.
Stud
y co
nduc
ted
July
201
9In
clud
ed in
1.1
.1D
irect
or, C
RM
Sec
tion
6.4.
2 Pr
epar
e st
rate
gy to
man
age
the
data
priv
acy,
da
ta p
rote
ctio
n an
d in
tegr
ity is
sues
that
aris
e fr
om a
cces
s to
API
/PN
R d
ata.
Liai
son
esta
blis
hed
betw
een
DO
C,
Imm
igra
tion
and
the
Civ
il Av
iatio
n au
thor
ities
plu
s priv
ate
sect
or
stak
ehol
ders
.
July
201
91,
860
Dire
ctor
, CR
M S
ectio
n
6.4.
3 A
naly
ze IT
requ
irem
ents
for m
anag
emen
t of
API
/PN
R d
ata
Ana
lyze
d AW
and
ext
erna
l sys
tem
co
mpa
tibili
ty
Prep
ared
repo
rt
Impl
emen
t dat
a tra
nsfe
r
July
201
9
Oct
201
9
Dec
202
0
5,22
0D
irect
or, I
T Se
ctio
n (D
ev)
a.
Prep
are
of D
raft
Prop
osal
.Pr
opos
al a
vaila
ble
Dec
. 201
9D
irect
or, I
T Se
ctio
n (D
ev)
b.
Subm
it to
Min
istry
of F
inan
ce fo
r ap
prov
al.
Subm
itted
to M
OF
July
201
9D
irect
or, I
T Se
ctio
n (D
ev)
c.
Enac
t the
Cus
tom
s Act
and
Reg
ulat
ion.
Enac
ted
thro
ugh
Legi
slat
ive
chan
ges
July
202
0.D
irect
or, I
T Se
ctio
n (D
ev)
d.
Intro
duce
pre
-dec
lara
tion
thro
ugh
mob
ile/w
ebSy
stem
mad
e fu
nctio
nal
July
202
0D
irect
or, I
T Se
ctio
n (D
ev)
e.
Con
duct
web
bas
ed m
onito
ring
of
pass
enge
r by
rece
ivin
g in
form
atio
n fr
om
airli
ne c
ompa
ny
Dire
ctor
, IT
Sect
ion
(Dev
)
Estim
ated
Tot
al C
osts
267,
540
61CR
MSAP
– 20
17-2
021
Out
com
e 2:
Fai
r and
acc
urat
e re
venu
e co
llect
ion:
Enh
ance
d en
forc
emen
t and
com
plia
nce
for h
igh
reve
nue
yiel
d/m
inim
al re
venu
e le
akag
e th
roug
h th
e co
llect
ion
of
cust
oms d
uty,
Val
ue A
dded
Tax
, Exc
ise
duty
and
oth
er ta
xes o
n im
porte
d go
ods.
Stra
tegy
7: F
air
and
Acc
urat
e R
even
ue C
olle
ctio
n
Stra
tegi
c O
bjec
tives
: Val
uatio
n, ta
riff c
lass
ifica
tion,
orig
in, a
nd o
ther
reve
nue
rela
ted
legi
slat
ive
prov
isio
ns w
ill b
e pr
oper
ly e
nfor
ced
for f
air a
nd a
ccur
ate
reve
nue
colle
ctio
n.
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
Cos
ts
(Rs.'
000'
)R
espo
nsib
ility
7.1
Impr
ove
com
plia
nce
envi
ronm
ent f
or
Cus
tom
s val
uatio
n.
7.1.
1 M
ake
man
dato
ry fo
r val
ue d
ecla
ratio
n fo
r al
l con
sign
men
t abo
ve c
erta
in th
resh
old.
Valu
e de
clar
atio
n fo
rm im
plem
ente
d.D
ec 2
017
330
Dire
ctor
, Val
uatio
n Se
ctio
n
7.1.
2 D
evel
op fe
edba
ck m
echa
nism
of v
alua
tion
frau
d to
Ris
k ba
sed
clea
ranc
eO
n-lin
e sh
arin
g of
val
uatio
n fr
aud
mec
hani
sm in
pla
ce (i
nclu
ding
from
D
RI)
.
Dec
201
82,
180
Dire
ctor
, Val
uatio
n Se
ctio
n
7.1.
3 D
evel
op m
anua
l for
inte
rnal
aud
it sy
stem
Inte
rnal
aud
it m
anua
l pre
pare
d.D
ec 2
019
1,41
0 D
irect
or, V
alua
tion
Sect
ion
7.1.
4 C
ondu
ct p
erio
dic
inte
rnal
aud
it fr
om D
OC
Inte
rnal
aud
it re
port
avai
labl
eSe
pt 2
020
1,12
0D
irect
or, V
alua
tion
Sect
ion
7.1.
5 M
ake
inte
rnal
aud
it un
its fu
nctio
nal i
n C
usto
ms o
ffice
sU
nit c
reat
ed in
new
DO
C
rest
ruct
urin
gSe
pt 2
020
Incl
uded
in 4
.2.1
Dire
ctor
, Val
uatio
n Se
ctio
n
7.2
Prov
ide
acce
ss to
va
luat
ion
offic
ers
to im
port
data
base
an
d re
leva
nt
repo
rts.
7.2.
1 U
pdat
e th
e da
ta re
quire
men
t for
mat
.Fi
naliz
ed d
ata
tabl
e w
ith n
eces
sary
fo
rmat
ting
July
201
854
0 D
irect
or, V
alua
tion
Sect
ion
7.2.
2 Pr
ovid
e ac
cess
to th
e da
taba
se a
nd re
leva
nt
hard
cop
ies.
Acc
ess p
rovi
ded
to V
alua
tion
Offi
cers
Dec
201
854
0 D
irect
or, V
alua
tion
Sect
ion
7.3
Esta
blis
h an
d m
aint
ain
a ce
ntra
l va
luat
ion
data
base
in
DO
C a
nd
prov
ide
acce
ss
to C
usto
ms a
nd
desi
gnat
ed o
ther
of
fices
.
7.3.
1 M
aint
ain
a ce
ntra
l val
uatio
n da
ta b
ase
Inst
alla
tion
and
oper
atio
n of
WA
N.
Dec
201
854
,390
Dire
ctor
, Val
uatio
n Se
ctio
n
7.3.
2 Pr
epar
e m
echa
nism
for e
asy
acce
ss to
on
line
valu
atio
n da
taba
se fo
r Cus
tom
s of
fices
Valu
atio
n D
atab
ase
softw
are
in p
lace
.Ju
ly 2
019
2,18
0 D
irect
or, V
alua
tion
Sect
ion
7.3.
3 Es
tabl
ish
mec
hani
sm fo
r mon
thly
di
ssem
inat
ion
of d
ata
to o
ther
Cus
tom
s of
fices
Upd
ated
web
bas
ed v
alua
tion
softw
are
Dec
201
91,
090
Dire
ctor
, Val
uatio
n Se
ctio
n
7.3.
4 Pr
epar
e a
n in
tern
atio
nal p
rice
inde
xIn
tern
atio
nal p
rice
inde
x av
aila
ble
Dec
202
02,
220
Dire
ctor
, Val
uatio
n Se
ctio
n
CRMS
AP –
2017
-202
162
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
Cos
ts
(Rs.'
000'
)R
espo
nsib
ility
7.4
Car
ry o
ut ri
sk
base
d ch
ecks
of
decl
ared
val
ues o
n im
port
decl
arat
ions
in
DO
C.
7.4.
1 D
esig
nate
com
pete
nt v
alua
tion
offic
ers i
n D
OC
Offi
cers
des
igna
ted
July
201
822
0D
irect
or, I
ntel
ligen
ce
Sect
ion
7.4.
2 Es
tabl
ish
a sy
stem
to m
onito
r add
ition
al
reve
nue/
reve
nue
leak
age
real
ized
/mea
sure
d as
a re
sult
of th
ese
chec
ks.
Syst
em e
stab
lishe
d to
mon
itor
addi
tiona
l rev
enue
am
ount
Mon
itorin
g da
ta a
vaila
ble
July
201
8
Reg
ular
170
Dire
ctor
, Int
ellig
ence
Se
ctio
n
7.5
Dev
elop
Tar
iff
Spec
ifica
tion
Cod
e (T
SC) i
n A
SYC
UD
A W
orld
sy
stem
to in
terf
ace
valu
atio
n da
taba
se
mod
ule
with
the
carg
o cl
eara
nce
syst
em.
7.5.
1 D
evel
op T
SC fo
r eac
h hi
gh ri
sk p
rodu
ctTS
C d
evel
oped
Ju
ly 2
018
2,59
0D
irect
or, v
alua
tion
Sect
ion
7.5.
2 U
pdat
e TS
C in
syst
emTS
C u
pdat
ed w
eekl
yJu
ly 2
018
330
Dire
ctor
, val
uatio
n Se
ctio
n
7.5.
3 Es
tabl
ish
TSC
uni
t und
er V
alua
tion
Sect
ion
Uni
t inc
lude
d in
new
DO
C
rest
ruct
ured
org
anog
ram
July
201
8In
clud
ed in
4.2
.1D
irect
or, v
alua
tion
Sect
ion
7.5.
4 In
terf
ace
valu
atio
n da
taba
se w
ith c
argo
cl
eara
nce
syst
emTS
C c
odes
use
dD
ec 2
019
1,09
0D
irect
or, v
alua
tion
Sect
ion
7.6
Impr
ove
the
HS
clas
sific
atio
n.7.
6.1
Tran
sfor
m H
S 20
12 to
HS
2017
Tran
sfor
med
.Ju
ly 2
017
1,61
0 D
irect
or, T
ariff
Sec
tion
7.6.
2 Pr
ovid
e ac
cess
to H
S cl
assi
ficat
ion.
Acc
ess p
rovi
sion
in p
lace
July
201
954
0 D
irect
or, T
ariff
Sec
tion
7.6.
3 Pr
ovid
e tra
inin
g on
HS
clas
sific
atio
n.Tr
aini
ng o
n H
S cl
assi
ficat
ion
to st
aff
of a
ll C
usto
ms o
ffice
sJu
ly 2
018
1,06
0 D
irect
or, T
ariff
Sec
tion
7.6.
4 Pr
ovid
e C
lass
ifica
tion
Dec
isio
ns to
all
cust
oms o
ffice
s and
stak
ehol
ders
Syst
em in
pla
ce to
ens
ure
on-g
oing
pr
ovis
ion
July
201
9R
efer
to
7.7.
2D
irect
or, T
ariff
Sec
tion
7.7
Prom
ote
a sy
stem
to
ope
rate
impo
rt tra
de u
nder
pro
per
bank
ing
chan
nels
.
7.7.
1 D
evel
op c
once
pt p
aper
for t
he n
eed
to
impl
emen
t the
pro
visi
on o
f man
dato
ry
bank
ing
chan
nel.
Act
ion
plan
with
tim
elin
e av
aila
ble
Con
cept
pap
er d
evel
oped
Dec
. 201
72,
100
Dire
ctor
, Tar
iff S
ectio
n
•D
iscu
ss w
ith st
akeh
olde
rs.
Dis
cuss
ion
Min
ute
July
201
8D
irect
or, T
ariff
Sec
tion
•Fi
naliz
e m
odal
ities
.M
odal
ity d
ocum
ent.
July
201
8D
irect
or, T
ariff
Sec
tion
•Im
plem
ent t
he p
rovi
sion
.B
anki
ng c
hann
el u
sed
in im
port
expo
rtJu
ly 2
019
Dire
ctor
, Tar
iff S
ectio
n
63CR
MSAP
– 20
17-2
021
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
Cos
ts
(Rs.'
000'
)R
espo
nsib
ility
7.8
Upd
ate
the
man
uals
fo
r Val
uatio
n &
PC
A to
ens
ure
that
th
ey re
flect
bes
t pr
actic
es.
7.8.
1 U
pdat
e an
d di
ssem
inat
e th
e m
anua
l Va
luat
ion
Man
ual d
isse
min
ated
and
im
plem
ente
d as
a w
orki
ng d
ocum
ent.
PCA
Man
ual d
isse
min
ated
and
im
plem
ente
d as
a w
orki
ng d
ocum
ent
Reg
ular
1,57
0D
irect
or, V
alua
tion
Sect
ion
7.9
Stre
ngth
en th
e PC
A
Offi
ce.
7.9.
1 C
ondu
ct ri
sk b
ased
Pos
t Cle
aran
ce A
udits
in
clud
ing
for n
on-c
ompl
iers
No
of P
CA
con
duct
ed a
nnua
llyR
egul
ar1,
110
Dire
ctor
, Val
uatio
n Se
ctio
n/PC
A O
ffice
7.9.
2 C
arry
out
maj
ority
of a
udits
at t
he p
rem
ises
of
the
impo
rters
.N
umbe
r of a
udits
car
ried
out a
t im
porte
rs p
rem
ises
Reg
ular
Ref
er to
7.9
.1D
irect
or, V
alua
tion
Sect
ion/
PCA
Offi
ce7.
9.3
Alig
n PC
A u
nit o
pera
tions
with
the
Ris
k M
anag
emen
t Uni
t so
that
all
findi
ngs a
re
fed
back
into
the
inte
llige
nce,
ana
lysi
s and
ta
rget
ing
loop
.
Alig
ned
data
ava
ilabl
eR
egul
ar22
0D
irect
or, I
ntel
ligen
ce
Sect
ion/
PCA
Offi
ce
7.10
Est
ablis
h PC
A
units
at m
ain
Cus
tom
s offi
ces
unde
r the
cen
tral
PCA
offi
ce.
7.10
.1
Esta
blis
h/op
erat
e PC
A U
nits
at C
usto
ms
PCA
Offi
ces o
pera
tiona
l in
all
Cus
tom
sD
ec 2
017
2,72
0 D
irect
or, V
alua
tion
Sect
ion/
PCA
Offi
ce7.
10.2
Pr
ovid
e In
form
atio
n to
trad
ers o
n th
e PC
A
proc
edur
es.
Num
ber o
f sem
inar
s hel
d an
d in
form
atio
n sh
eets
dis
tribu
ted.
Dec
20
17
ongo
ing
2,72
0 D
irect
or, V
alua
tion
Sect
ion
7.10
.3
Liai
se a
nd c
oord
inat
e w
ith IR
D.
Min
utes
of f
orm
al m
eetin
gsD
ec
2018
on
goin
g13
0 D
irect
or, V
alua
tion
Sect
ion
7.11
Stre
ngth
en
mon
itorin
g of
re
venu
e sy
stem
s.
7.11
.1
Bui
ld c
apac
ity o
f th
e C
entra
l Mon
itorin
g Se
ctio
n fo
r reg
ular
and
on-
line
mon
itorin
g of
mai
n C
usto
ms O
ffice
s
Mon
itorin
g so
ftwar
e w
ith st
affs
ar
rang
edD
ec 2
019
2,18
0D
irect
or, M
onito
ring
Sect
ion
7.11
.2
Exec
ute
mon
thly
gra
ding
of C
usto
ms
Offi
ces
Mon
thly
gra
ding
repo
rt av
aila
ble
July
20
18
annu
ally
52
0D
irect
or, M
onito
ring
Sect
ion
7.11
.3
Am
end
the
Cus
tom
s Act
to e
nsur
e co
nfide
ntia
lity
with
rega
rd to
val
ue
decl
arat
ions
.
Legi
slat
ion
avai
labl
e w
ith re
sidu
al
pow
ers i
n th
e D
epar
tmen
t for
va
luat
ion
rulin
gs
July
201
8In
clud
ed in
1.1
.1D
irect
or, T
ariff
Sec
tion
Estim
ated
Tot
al C
osts
86,8
80
CRMS
AP –
2017
-202
164
Stra
tegy
8: S
tren
gthe
ned
Com
plia
nce
man
agem
ent/v
olun
tary
com
plia
nce
Stra
tegi
c O
bjec
tives
: The
cus
tom
s vol
unta
ry c
ompl
ianc
e w
ill b
e st
reng
then
ed a
nd a
ligne
d w
ith In
land
Rev
enue
Dep
artm
ent t
o m
aint
ain
a w
ell-b
alan
ced
com
bina
tion
of p
reve
ntiv
e an
d re
pres
sive
mea
sure
s to
stim
ulat
e vo
lunt
ary
com
plia
nce
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
Cos
ts
(Rs.'
000'
)R
espo
nsib
ility
8.1
Dev
elop
a
com
plia
nce
stra
tegy
do
cum
ent.
8.1.
1 Es
tabl
ish
a w
orki
ng g
roup
to d
evel
op
Com
plia
nce
Man
agem
ent G
uide
lines
(m
anua
ls, p
rovi
sion
s and
tool
s)
Wor
king
gro
up fo
rmed
with
TO
RO
ct 2
017
130
Dire
ctor
, Int
ellig
ence
Se
ctio
n
8.1.
2 C
ondu
ct g
ap a
naly
sis
Gap
ana
lysi
s rep
ort a
vaila
ble
with
reco
mm
enda
tions
Mar
201
889
0D
irect
or, I
ntel
ligen
ce
Sect
ion
8.1.
3 Pr
epar
e co
mpl
ianc
e m
anag
emen
t gui
delin
es
(incl
udin
g fo
r Tru
sted
Tra
ders
)G
uide
lines
ava
ilabl
eSe
pt 2
018
3,04
0D
irect
or, I
ntel
ligen
ce
Sect
ion
8.1.
4 C
onsu
lt w
ith st
akeh
olde
rsFe
edba
ck a
nd su
gges
tions
of t
he
stak
ehol
ders
inco
rpor
ated
in th
e gu
idel
ines
Mar
ch 2
019
630
Dire
ctor
, Int
ellig
ence
Se
ctio
n
8.1.
5 R
evie
w ru
les a
nd re
gula
tions
Gui
delin
es a
ppro
ved
with
re
view
of r
ules
Dec
201
91,
340
Dire
ctor
, Int
ellig
ence
Se
ctio
n8.
2 Se
t crit
eria
for
com
plia
nce
man
agem
ent.
8.2.
1 D
efine
clie
nt/tr
ade
segm
enta
tion
appr
oach
Doc
umen
t ava
ilabl
eM
ar 2
018
790
Dire
ctor
, Int
ellig
ence
Se
ctio
n8.
2.2
Dev
elop
pot
entia
l enc
oura
gem
ent,
prev
entiv
e an
d co
erci
ve m
easu
res
Doc
umen
t ava
ilabl
eD
ec 2
018
460
8.2.
3 M
ake
prov
isio
n of
ince
ntiv
e to
vol
unta
ry
com
plia
nce
(less
insp
ectio
n, g
reen
lane
etc
.) Le
gisl
atio
n av
aila
ble
July
201
946
0 D
irect
or, T
ariff
Sec
tion
8.2.
4 D
ocum
ent c
ompl
ianc
e in
dica
tors
and
fact
ors
that
app
ly to
all
parti
es a
s dis
tinct
from
thos
e th
at a
pply
onl
y to
TT’
s and
AEO
’s.
Com
plia
nce
indi
cato
rs a
nd
fact
ors D
ocum
ente
d.
July
201
91,
040
Dire
ctor
, Tar
iff S
ectio
n
8.2.
5 R
evie
w th
e ta
riff r
ate
for t
hose
goo
ds w
hich
is
gen
eral
ly n
on-c
ompl
iant
R
evis
ed ta
riff r
ate
as p
er li
st o
f no
n-co
mpl
aint
goo
dsJu
ly 2
019
630
Dire
ctor
, Tar
iff S
ectio
n
8.2.
6 D
esig
n po
ssib
le c
ompl
ianc
e sc
enar
ios
Clie
nt se
gmen
ts u
sed
in ri
sk
man
agem
ent p
roce
ss b
y C
usto
ms
July
201
941
0D
irect
or, I
ntel
ligen
ce
Sect
ion
8.2.
7 Pr
epar
e st
rate
gies
for p
rope
r tre
atm
ent
Doc
umen
t ava
ilabl
eJu
ly 2
019
850
Dire
ctor
, Int
ellig
ence
Se
ctio
n8.
2.8
Alig
n co
mpl
ianc
e w
ith o
ther
stra
tegi
es (R
M,
CB
M, T
F et
c.)
Alig
nmen
t rep
ort a
vaila
ble
Dec
201
985
0D
irect
or, I
ntel
ligen
ce
Sect
ion
65CR
MSAP
– 20
17-2
021
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
Cos
ts
(Rs.'
000'
)R
espo
nsib
ility
8.3
Impl
emen
t co
mpl
ianc
e m
anag
emen
t/ vo
lunt
ary
com
plia
nce
.
8.3.
1 Fo
rm a
task
-for
ce g
roup
Task
gro
up fo
rmed
and
is
func
tiona
lM
ar 2
020
410
Dire
ctor
, Int
ellig
ence
Se
ctio
n8.
3.2
Prep
are
impl
emen
tatio
n ac
tion
plan
Act
ion
plan
ava
ilabl
eJu
ne 2
020
440
Dire
ctor
, Int
ellig
ence
Se
ctio
n8.
3.3
Org
aniz
e co
nsul
tatio
n m
eetin
gs w
ith
stak
ehol
ders
No.
of p
rogr
ams o
rgan
ized
Sep
2020
650
Chi
ef C
usto
ms O
ffice
r
8.3.
4 C
ondu
ct st
rong
phy
sica
l ver
ifica
tion,
D
ocum
enta
ry v
erifi
catio
n, c
ross
che
ckin
g et
c.
Verifi
catio
ns re
ports
ava
ilabl
e an
d re
com
men
datio
ns
impl
emen
ted
Reg
ular
410
Chi
ef C
usto
ms O
ffice
r
8.3.
5 C
ondu
ct re
gula
r onl
ine
mon
itorin
g fo
r non
-co
mpl
ier
Mon
itorin
g re
port
impl
emen
ted
Reg
ular
520
Dire
ctor
, Int
ellig
ence
Se
ctio
n8.
3.6
Prep
are
new
inst
rum
ents
for c
ompl
ianc
e m
anag
emen
tPa
ckag
e of
sim
plifi
ed
proc
edur
es p
repa
red
e.g.
clie
nt
segm
enta
tion,
ass
essm
ent o
f cl
ient
beh
avio
r etc
.
Mar
202
12,
810
Dire
ctor
, Int
ellig
ence
Se
ctio
n
8.4
Eval
uate
the
effe
ctiv
enes
s of
com
plia
nce
syst
em.
8.4.
1 O
verv
iew
pre
vent
ion
mea
sure
sR
epor
t with
reco
mm
enda
tions
av
aila
ble
Ann
ual
260
Dire
ctor
, Int
ellig
ence
Se
ctio
n
8.5
Info
rm &
co
mm
unic
ate
com
plia
nce
pla
n.
8.5.
1 Ed
ucat
e an
d co
mm
unic
ate
to im
porte
rs a
nd
expo
rters
to m
ake
them
selv
es a
war
e of
thei
r rig
hts a
nd o
blig
atio
ns a
nd im
pact
of t
he
com
plia
nce
stra
tegy
No.
of p
rogr
ams o
rgan
ized
by
Cus
tom
s offi
ces
Mar
202
044
0C
hief
Cus
tom
s Offi
cer
8.5.
2 C
omm
unic
ate
com
plia
nce
stra
tegy
and
be
nefit
s thr
ough
DO
C w
ebsi
te a
nd c
entra
l an
d lo
cal l
evel
TFC
No
of p
rogr
ams c
ondu
cted
th
roug
h th
e TF
C w
ith d
iffer
ent
trade
rs a
nd st
akeh
olde
rs
Sep
2020
1,14
0C
hief
Cus
tom
s Offi
cer
8.6
Bui
ld in
stitu
tiona
l co
llabo
ratio
n.8.
6.1
Dep
ute
foca
l per
son
for d
ata
shar
ing
with
IR
D a
nd D
RI
Foca
l per
sons
mee
tings
or
gani
zed
quar
terly
Dec
201
726
0D
irect
or, I
T S
ectio
n (D
ev/
Opr
)8.
6.2
Ana
lyze
the
Cus
tom
s and
Tax
com
plia
nce
stra
tegi
es.
Ana
lysi
s rep
ort a
vaila
ble
July
202
052
0D
irect
or, I
T S
ectio
n (D
ev/
Opr
)8.
6.3
Prep
are
inve
ntor
y of
com
mon
issu
es a
nd
diffe
renc
esSo
ftwar
e pr
epar
edD
ec 2
020
2,18
0D
irect
or, I
T S
ectio
n (D
ev/
Opr
)8.
6.4
Inte
grat
e in
form
atio
n w
ith IR
DSo
ftwar
e pr
epar
edD
ec 2
020
600
Dire
ctor
, IT
Sec
tion
(Dev
/O
pr)
8.6.
5 A
lign
com
plia
nce
stra
tegy
with
IRD
Softw
are
func
tiona
lJu
ly 2
021
130
Dire
ctor
, IT
Sec
tion
(Dev
/O
pr)
CRMS
AP –
2017
-202
166
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
Cos
ts
(Rs.'
000'
)R
espo
nsib
ility
8.7
Mea
sure
pe
rfor
man
ce
of c
ompl
ianc
e m
anag
emen
t.
8.7.
1 Pr
epar
e ke
y pe
rfor
man
ce in
dica
tors
(KPI
) to
mea
sure
the
resu
lts o
f com
plia
nce
KPI
pre
pare
d by
DO
C S
ectio
ns
and
all u
nits
of C
usto
ms o
ffice
sJu
ly 2
019
1,53
0 D
irect
or, M
onito
ring
Sect
ion
Chi
ef C
usto
ms O
ffice
r8.
7.2
Mon
itor r
esul
tsR
epor
t ava
ilabl
e w
ith
reco
mm
enda
tions
for
impr
ovem
ents
Reg
ular
110
Dire
ctor
, Mon
itorin
g Se
ctio
nC
hief
Cus
tom
s Offi
cer
8.7.
3 Im
prov
e co
mpl
ianc
e ap
proa
ch a
s per
re
com
men
datio
nsU
pdat
ed K
PID
ec 2
020
110
Dire
ctor
, Mon
itorin
g Se
ctio
nEs
timat
ed T
otal
Cos
ts22
,400
67CR
MSAP
– 20
17-2
021
Stra
tegy
9: A
dvan
ced
Ris
k M
anag
emen
t
Stra
tegi
c O
bjec
tives
: Ris
k-M
anag
emen
t (R
M) w
ill b
e ef
fect
ivel
y im
plem
ente
d ad
optin
g in
tern
atio
nal s
tand
ards
and
bes
t pra
ctic
es.
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
Cos
ts
(Rs.'
000'
)R
espo
nsib
ility
9.1
Dev
elop
and
impl
emen
t R
M st
rate
gy.
9.1.
1 Fo
rm a
team
with
TO
R
TOR
app
rove
dD
ec 2
017
110
Dire
ctor
, Int
ellig
ence
Se
ctio
n9.
1.2
Inco
rpor
ate
the
law
enf
orce
men
t stra
tegy
in
the
RM
app
roac
hD
ec 2
018
860
Dire
ctor
, Int
ellig
ence
Se
ctio
n9.
1.3
Des
ign
and
impl
emen
t an
info
rmat
ion
syst
em
in w
hich
info
rmat
ion
can
be c
olle
cted
, an
alyz
ed a
nd b
e co
nver
ted
to ri
sks
Softw
are
avai
labl
eJu
ly 2
019
2,18
0
9.1.
4 In
corp
orat
e in
the
RM
stra
tegy
oth
er
regu
lato
ry re
quire
men
ts li
ke h
ealth
, ec
onom
y, e
nviro
nmen
t and
, sec
urity
risk
s
Alig
nmen
t rep
ort a
vaila
ble
Prov
ided
full
coop
erat
ion
and
coor
dina
tion
from
OG
A
seni
or m
anag
emen
t
Dec
201
82,
110
Dire
ctor
, Int
ellig
ence
Se
ctio
n
9.1.
5 A
dd su
pply
-cha
in ri
sks a
nd b
ehav
iora
l ris
ks
into
the
risk
man
agem
ent s
trate
gyD
isse
min
ated
upd
ated
st
rate
gy
July
201
997
0D
irect
or, I
ntel
ligen
ce
Sect
ion
9.1.
6 A
dd h
azar
d go
ods c
lear
ance
risk
s int
o th
e ris
k m
anag
emen
t stra
tegy
Tim
e se
t for
haz
ard
good
s cl
eara
nce
from
the
Cus
tom
s an
d fo
llow
ed
July
201
991
0D
irect
or, I
ntel
ligen
ce
Sect
ion
9.1.
7 In
stal
l a w
orki
ng g
roup
with
the
task
to
desi
gn a
revi
sion
pla
n to
alig
n R
M w
ith o
ther
pr
oces
ses l
ike
law
enf
orce
men
t, vo
lunt
ary
Com
plia
nce,
Tra
de F
acili
tatio
n an
d C
BM
Wor
king
gro
up fo
rmed
July
201
910
0 D
irect
or, I
ntel
ligen
ce
Sect
ion
9.1.
8 D
esig
n th
e ris
k m
anag
emen
t pro
cess
step
by
step
(fro
m ri
sk fi
ndin
g to
risk
eva
luat
ion/
RM
cy
cle)
docu
men
t ava
ilabl
eJu
ly 2
019
2,00
0D
irect
or, I
ntel
ligen
ce
Sect
ion
9.1.
9 C
olle
ct In
form
atio
n of
the
risk
Are
as, c
reat
e an
Inte
llige
nce
Uni
t with
in a
bro
ader
RM
U
and
inco
rpor
ate
anal
ysis
and
targ
etin
g sp
ecia
lists
with
in th
at u
nit.
Act
ion
plan
with
tim
elin
e av
aila
ble
Rec
ord
of in
form
atio
n co
llect
ed (D
OC
to a
ssig
n an
of
ficer
in e
ach
CO
).
July
201
814
0D
irect
or, I
ntel
ligen
ce
Sect
ion
9.1.
10
Dev
elop
risk
pro
files
and
mon
itor t
heir
effe
ctiv
enes
sPr
ofile
s of r
isk
area
s de
velo
ped
Dec
. 201
893
0D
irect
or, I
ntel
ligen
ce
Sect
ion
CRMS
AP –
2017
-202
168
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
Cos
ts
(Rs.'
000'
)R
espo
nsib
ility
9.2
Exch
ange
inte
llige
nce,
ris
k m
anag
emen
t in
form
atio
n w
ith
rele
vant
par
tner
s.
9.2.
1 Ex
chan
ge ri
sk m
anag
emen
t inf
orm
atio
n be
twee
n O
GA
with
in th
e pr
opos
ed N
NSW
an
d bi
late
rally
if a
gree
d be
twee
n th
e ag
enci
es
Info
rmat
ion
exch
ange
d th
roug
h le
tters
, con
sulta
tion
foru
ms,
mee
tings
etc
.
July
201
944
0D
irect
or, I
ntel
ligen
ce
Sect
ion
9.2.
2 Ex
chan
ge R
M in
form
atio
n be
twee
n ot
her
Cus
tom
s adm
inis
tratio
ns a
s pro
pose
d in
SA
SEC
CSS
Sub
regi
onal
Pro
ject
5 re
latin
g to
the
WC
O D
ata
Mod
el fo
r Dec
lara
tions
ta
rget
ing
elec
troni
c ex
chan
ge o
f Dat
a in
itiat
ives
.
July
202
02,
070
Dire
ctor
, Int
ellig
ence
Se
ctio
nC
hief
Cus
tom
s Offi
cer
9.2.
3 In
vest
in C
usto
ms m
utua
l adm
inis
trativ
e as
sist
ance
agr
eem
ents
and
oth
er fo
rms o
f no
n-bi
ndin
g ag
reem
ents
such
as M
oU’s
as
appr
opria
te
Upd
ated
list
of m
utua
lly
assi
sted
pro
gram
s and
its
impl
emen
tatio
n re
port
July
202
01,
650
Dire
ctor
, Int
ellig
ence
Se
ctio
n
9.3
Stre
ngth
en th
e bo
rder
C
usto
ms c
lear
ance
m
onito
ring
syst
em.
9.3.
1 In
stal
l/upd
ate
stro
nger
IP
Cam
eras
at
Cus
tom
s Offi
ces
Act
ion
plan
with
tim
elin
e av
aila
ble
IP c
amer
as u
sed
in a
dditi
onal
6
Cus
tom
s
On-
line
mon
itorin
g un
its
func
tiona
l in
maj
or C
usto
ms
offic
es
July
201
810
,460
Dire
ctor
, Int
ellig
ence
Se
ctio
n
9.4
Esta
blis
h th
e pr
inci
ples
of
RM
acr
oss C
usto
ms
with
par
ticul
ar
emph
asis
on
carg
o cl
eara
nce.
9.4.
1 Es
tabl
ish
sele
ctiv
ity in
dica
tors
and
crit
eria
Indi
cato
rs a
nd c
riter
ia
esta
blis
hed.
July
201
82,
190
Dire
ctor
, Int
ellig
ence
Se
ctio
n9.
4.2
Prep
are
refe
renc
e da
taba
se/ r
isk
engi
ne fo
r ris
k m
anag
emen
tR
efer
ence
dat
abas
e/ris
k en
gine
pre
pare
dJu
ly 2
018
330
Dire
ctor
, Int
ellig
ence
Se
ctio
n9.
4.3
Impl
emen
t sel
ectiv
ity /
Ris
k M
anag
emen
t Sy
stem
Se
lect
ivity
mod
ule/
RM
Sy
stem
impl
emen
ted
(Sof
twar
e de
velo
ped)
July
201
921
80D
irect
or, I
ntel
ligen
ce
Sect
ion
9.5
Arr
ange
to b
ette
r co
ntro
l the
mov
emen
t of
con
tain
ers t
hrou
gh a
C
usto
ms
seal
syst
em.
9.5.
1 Im
plem
ent t
he sy
stem
in li
ne w
ith b
est
prac
tice
such
as t
hat d
escr
ibed
in th
e SA
FE
Fram
ewor
k
Con
tain
eriz
ed c
argo
m
ovem
ent i
n op
erat
ion
Dec
. 201
748
,950
Dire
ctor
, Mon
itorin
g Se
ctio
n
9.5.
2 St
reng
then
Por
t Con
trol U
nit (
PCU
) of
Con
tain
er C
ontro
l Pro
gram
(CC
P) a
t Dry
port
Cus
tom
s
No.
of c
onta
iner
insp
ecte
dO
ngoi
ng54
0C
hief
Cus
tom
s Offi
cer
69CR
MSAP
– 20
17-2
021
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
Cos
ts
(Rs.'
000'
)R
espo
nsib
ility
9.6
Bro
aden
and
fully
in
tegr
ate
RM
th
roug
hout
DO
C
polic
ies a
nd o
pera
tions
.
9.6.
1 D
evel
op e
ffect
ive
auto
mat
ed so
ftwar
e to
id
entif
y ris
k ar
eas
Softw
are
avai
labl
eJu
ly 2
018
Ref
er to
9.4
.3In
telli
genc
e Se
ctio
n
9.6.
2 U
pdat
e m
anua
l and
pro
cedu
res r
elat
ing
to
Ris
k M
anag
emen
t not
ing.
U
pdat
ed m
anua
lJu
ly 2
019
2,69
0D
irect
or, I
ntel
ligen
ce
Sect
ion
9.6.
3 Es
tabl
ish
soun
d le
gal b
ase
and
setti
ng u
p R
isk
Man
agem
ent t
eam
Soun
d le
gal b
ase
in p
lace
.Ju
ly 2
020
720
Dire
ctor
, Int
ellig
ence
Se
ctio
nEs
timat
ed T
otal
Cos
ts83
,460
CRMS
AP –
2017
-202
170O
utco
me
3: S
ocia
l Saf
ety
and
Secu
rity:
Stra
tegi
es a
nd o
ther
mea
sure
s for
surv
eilla
nce
and
othe
r typ
es o
f con
trol o
ver t
he m
ovem
ent o
f goo
ds, m
eans
of t
rans
port,
an
d tra
nspo
rt eq
uipm
ent (
cont
aine
rs, p
alle
ts, c
rate
s) to
pre
vent
ille
gal t
rade
and
traf
ficki
ng o
f har
mfu
l ite
ms i
n th
e co
untry
.
Stra
tegy
10:
Pro
tect
ed S
ocie
ty/ S
afet
y &
Sec
urity
Stra
tegi
c O
bjec
tives
: Fun
ctio
ns o
f the
Cus
tom
s w
ill b
e as
sim
ilate
d to
war
ds p
rote
ctin
g th
e so
ciet
y, th
e no
n-re
gula
tory
requ
irem
ents
focu
sing
to fi
ve s
egm
ents
e.g
. Se
curit
y, H
ealth
, Eco
nom
y, E
nviro
nmen
t and
Soc
iety
(SH
EES)
.
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
Cos
ts
(Rs.'
000'
)R
espo
nsib
ility
10.1
Pr
epar
e a
stra
tegy
of
Cus
tom
s in
the
field
of p
rote
ctin
g so
ciet
y14.
10.1
.1
Com
pile
inve
ntor
y of
all
non-
regu
lato
ry
task
s (an
d re
spon
sibl
e en
forc
emen
t age
ncie
s/M
inis
tries
) tha
t are
rela
ted
to im
port,
exp
ort
and
trans
it of
goo
ds.
Upd
ate
inve
ntor
y re
cord
av
aila
ble
July
201
982
0D
irect
or, C
RM
Sec
tion
10.1
.2
Cat
egor
ize
thes
e ta
sks i
n th
e fo
ur m
entio
ned
cate
gorie
s (SH
EES)
Cat
egor
y sh
eet a
vaila
ble
Dec
201
919
0D
irect
or, C
RM
Sec
tion
10.1
.3
Dev
elop
a st
rate
gy h
ow C
usto
ms c
an
stre
ngth
en it
s enf
orce
men
t tas
k in
thes
e ar
eas;
in c
lose
co-
oper
atio
n w
ith O
GA
and
ot
her r
elev
ant a
genc
ies
Stra
tegy
pap
er d
isse
min
ated
to
all C
usto
ms o
ffice
sJu
ly 2
020
490
Dire
ctor
, CR
M S
ectio
n
10.1
.4
Prep
are
an a
ctio
n pl
an fo
r im
plem
enta
tion
Prog
ress
repo
rt of
act
ion
plan
im
plem
enta
tion
com
pile
d by
D
OC
July
202
127
0D
irect
or, C
RM
Sec
tion
10.2
En
hanc
e th
e ca
paci
ty
of C
usto
ms l
ab to
te
st th
e co
ntro
lled
and
haza
rdou
s go
ods t
o co
ntro
l bo
rder
smug
glin
g an
d ill
egal
tra
de in
clud
ing
envi
ronm
ent
prot
ectio
n in
the
area
s of C
ITES
and
O
DS.
10.2
.1
Stud
y th
e le
gisl
ativ
e pr
ovis
ions
Stud
y R
epor
t rec
eive
d by
due
da
teJu
ly 2
019
Ref
er to
1.1
.1D
irect
or, L
abor
ator
y Se
ctio
n10
.2.2
D
raft
the
Gui
delin
esD
raft
guid
elin
es a
vaila
ble
Dec
201
941
0D
irect
or, L
abor
ator
y Se
ctio
n10
.2.3
C
arry
out
con
sulta
tions
with
key
stak
ehol
ders
Rep
ort a
vaila
ble
Jan
2020
170
Dire
ctor
, Lab
orat
ory
Sect
ion
10.2
.4
Subm
it to
con
cern
ed m
inis
tries
Dra
ft su
bmitt
ed.
July
202
0R
efer
to 1
.1.1
Dire
ctor
, La
bora
tory
Se
ctio
n
14
Punt
akan
a D
ecla
ratio
n –
Focu
s on
hum
an se
curit
y (F
ranc
e Pa
ris A
ttack
, 201
5)
71CR
MSAP
– 20
17-2
021
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
Cos
ts
(Rs.'
000'
)R
espo
nsib
ility
10.3
Col
labo
rate
/ co
ordi
nate
am
ong
bord
er a
genc
ies,
loca
l age
ncie
s, lo
cal
secu
rity
win
gs &
R
egio
nal R
even
ue
Inve
stig
atio
n U
nits
.
10.3
.1
Iden
tify
agen
cies
for l
iais
onA
genc
ies i
dent
ified
Jan
2018
130
Dire
ctor
, Mon
itorin
g Se
ctio
n10
.3.2
Pr
epar
e co
ordi
natio
n/m
eetin
g pl
anPl
an p
repa
red.
July
201
813
0D
irect
or, M
onito
ring
Sect
ion
10.3
.3
Liai
se w
ith c
ross
bor
der c
ount
erpa
rts to
es
tabl
ish
a pr
ogra
m o
f reg
ular
mee
tings
.Li
aiso
n ca
rrie
d ou
t and
pr
ogra
m a
gree
dJu
ly 2
019
780
Dire
ctor
, Mon
itorin
g Se
ctio
n10
.3.4
H
old
mee
tings
of c
ross
Bor
der A
genc
ies
quar
terly
At l
east
4 m
eetin
g co
nduc
ted
annu
ally
in m
ain
Cus
tom
s O
ffice
s
Reg
ular
7,83
0D
irect
or, M
onito
ring
Sect
ion
10.3
.5
Run
aw
aren
ess p
rogr
ams o
n C
usto
ms R
isk
Bas
ed A
ppro
ach
to th
e cl
eara
nce
of im
ports
an
d ex
ports
in li
ne w
ith in
tern
atio
nal b
est
Cus
tom
s pra
ctic
es.
Num
ber o
f mee
tings
org
anis
ed
in a
ll m
ain
Cus
tom
s Offi
ces
Reg
ular
980
Dire
ctor
, Mon
itorin
g Se
ctio
n
10.4
D
esig
n an
inte
rfac
e m
odel
labo
rato
ry in
C
usto
ms o
ffice
s.
10.4
.1
Intro
duce
one
stop
serv
ice
unde
r one
roof
in
Cus
tom
sU
mbr
ella
infr
astru
ctur
e de
sign
ed a
nd e
stab
lishe
d w
ith in
stal
latio
n of
nec
essa
ry
equi
pmen
t for
Cus
tom
s pr
oces
sing
inco
rpor
atin
g co
ncer
ned
bord
er a
genc
ies a
t se
lect
ed C
usto
ms o
ffice
s
July
201
944
0D
irect
or, C
RM
Sec
tion
10.4
.2
Prep
are
SOP
to in
tegr
ate
lab
test
ing
of
quar
antin
e, fo
od sa
fety
and
ani
mal
hea
lthA
ctio
n pl
an p
repa
red
for S
OP
impl
emen
tatio
nD
ec 2
019
570
Dire
ctor
, Lab
orat
ory
Sect
ion
10.4
.3
Esta
blis
h sc
reen
ing
test
type
lab
Lab
func
tiona
l in
7 C
usto
ms
offic
es
July
202
0R
efer
to 5
.5.2
Labo
rato
ry S
ectio
n
10.4
.4
Car
ry o
ut jo
int i
nspe
ctio
n Jo
int i
nspe
ctio
n re
port
avai
labl
eD
ec 2
020
700
Dire
ctor
, Lab
orat
ory
Sect
ion
10.4
.5
Enha
nce
the
capa
city
of C
usto
ms
Labo
rato
ries t
o id
entif
y th
e ill
egal
mov
emen
t of
pro
hibi
ted
subs
tanc
es a
nd c
ount
erfe
it go
ods
Scie
ntifi
c in
stru
men
ts in
stal
led
in B
irgun
j and
cen
tral l
ab
Acc
redi
ted
Cus
tom
s lab
Reg
ular
3,47
0D
irect
or, L
abor
ator
y Se
ctio
n
CRMS
AP –
2017
-202
172
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
Cos
ts
(Rs.'
000'
)R
espo
nsib
ility
10.5
Dev
elop
mec
hani
sms,
plan
, pol
icy
and
prog
ram
s to
redu
ce
illeg
al tr
ade.
10.5
.1
Stud
y th
e ca
uses
of i
llega
l tra
deIm
plem
ente
d re
com
men
datio
ns o
f the
stud
yJu
ly 2
018
3,88
0
10.5
.2
Con
solid
ate
Cus
tom
s com
man
d on
co
ntro
lling
the
Bor
der s
mug
glin
g in
clud
ing
incr
ease
in n
umbe
r and
ext
ent o
f ille
gal
dete
ctio
ns
No.
of i
llega
l det
ectio
ns
Jan
2019
1,53
0D
irect
or, M
onito
ring
Sect
ion
Chi
ef C
usto
ms O
ffice
r
10.5
.3
Run
cam
paig
ns to
con
trol i
llega
l tra
de
thro
ugh
mid
dlem
en.
4 ev
ents
org
anis
ed in
eve
ry
Cus
tom
s offi
ces a
nnua
llyJu
ly
2017
on
war
ds3,
150
Chi
ef C
usto
ms O
ffice
r
10.5
.4
Impr
ove
coor
dina
tion
amon
g re
late
d ag
enci
es fo
r the
con
trol o
f ille
gal t
rade
Rev
iew
ed in
regu
lar m
eetin
gs
with
bor
der
agen
cies
July
20
18
onw
ards
440
Chi
ef C
usto
ms O
ffice
r
10.6
Rev
iew
the
need
to
form
a se
para
te
Cus
tom
s Sec
urity
fo
rce
unde
r the
C
usto
ms C
hief
co
mm
and.
10.6
.1
Prep
are
and
appr
ove
Dire
ctiv
e fo
r Sep
arat
e C
usto
ms S
ecur
ity fo
rce
App
rove
d D
irect
ive
July
201
93,
230
Dire
ctor
, Mon
itorin
g Se
ctio
n10
.6.2
D
raw
a w
ork
plan
of i
mpl
emen
tatio
n of
D
irect
ive
Impl
emen
tatio
n w
ork
plan
pr
epar
edD
ec 2
019
890
Dire
ctor
, Mon
itorin
g Se
ctio
n10
.6.3
D
eplo
y se
curit
y fo
rces
und
er th
e cu
stom
s ch
ief c
omm
and
Secu
rity
forc
e de
ploy
edSe
pt 2
020
262,
920
Dire
ctor
, Mon
itorin
g Se
ctio
n10
.6.4
C
arry
out
Mon
itorin
g an
d Ev
alua
tion
of
func
tions
of t
he C
usto
ms s
ecur
ity fo
rce
Wor
k pe
rfor
man
ceM
arch
202
02,
860
Dire
ctor
, Mon
itorin
g Se
ctio
n10
.7 E
stab
lish
a m
echa
nism
to
effe
ctiv
ely
cont
rol
the
illic
it dr
ugs,
fake
cu
rren
cies
, pira
ted
and
coun
terf
eit g
oods
.
10.7
.1
Prep
are
a SO
PSO
P pr
epar
ed.
Act
ion
plan
pre
pare
d to
en
hanc
ed m
ulti-
sect
oral
co
ordi
natio
n in
Cus
tom
s
Dec
. 201
91,
070
Dire
ctor
, Mon
itorin
g Se
ctio
n
10.7
.2
App
rove
the
SOP
afte
r con
sulta
tion
with
st
akeh
olde
rsA
ppro
ved
SOP
July
202
027
0D
irect
or, I
ntel
ligen
ce
Sect
ion
10.7
.3
Impl
emen
t the
SO
PIm
plem
enta
tion
sche
dule
Dec
202
044
0D
irect
or, I
ntel
ligen
ce
Sect
ion
Estim
ated
Tot
al C
osts
298,
060
73CR
MSAP
– 20
17-2
021
Stra
tegy
11:
Str
eam
lined
Coo
rdin
ated
Bor
der
Man
agem
ent
Stra
tegi
c O
bjec
tives
:•
Join
t ini
tiativ
es, p
olic
ies,
prog
ram
s an
d ac
tiviti
es w
ill b
e de
velo
ped,
form
ulat
ed a
nd im
plem
ente
d w
ith o
ther
bor
der a
genc
ies
to h
arm
oniz
e an
d si
mpl
ify
proc
edur
es a
t the
bor
der a
nd im
prov
ing
trade
faci
litat
ion
by a
void
ing
dupl
icat
ion/
over
lap,
impr
ovin
g co
ordi
natio
n, a
nd re
duci
ng d
wel
l tim
e an
d co
sts.
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
C
osts
(R
s.'00
0')
Res
pons
ibili
ty
11.1
Defi
ne C
usto
ms
role
in n
atio
nal
CB
M p
roce
ss.
11.1
.1
Form
CBM
Ste
erin
g Co
mm
ittee
with
bor
der a
utho
ritie
s C
BM
Com
mitt
ee fo
rmed
Dec
201
81,
310
Dire
ctor,
CRM
Sec
tion
11.1
.2
Ass
ess e
xist
ing
situ
atio
n of
CB
M p
roce
ssG
ap a
sses
sed
and
repo
rt av
aila
ble
with
pro
posa
l for
nec
essa
ry a
ctio
ns
Dec
201
9
3,39
0Di
recto
r, CR
M S
ectio
n11
.1.3
Pr
epar
e in
vent
ory
of G
aps a
nd d
iver
genc
e1,
510
Dire
ctor,
CRM
Sec
tion
11.1
.4
Prep
are
prop
osal
for a
ctio
ns o
n:
•Le
gisl
atio
n/m
anag
emen
t & O
rgan
izat
ion,
•
Proc
edur
es,
•H
RM
&Tr
aini
ng, c
omm
unic
atio
ns &
IT,
•In
fras
truct
ure
& e
quip
men
t, an
d•
Bud
get &
tim
etab
le•
Aut
omat
ion
and
data
shar
ing
issue
s (no
t jus
t NN
SW)
2,11
0Di
recto
r, CR
M S
ectio
n
11.2
Ins
tigat
e in
ter-a
genc
y ag
reem
ents
and
ar
rang
emen
ts.
11.2
.1
Defi
ne
resp
onsi
bilit
ies
for
Coo
rdin
ated
B
orde
r M
anag
emen
t in
the l
egal
and
adm
inis
trativ
e pro
visi
ons
need
ed fo
r im
plem
enta
tion
Rep
ort s
ubm
itted
for a
men
dmen
t of
lega
l and
adm
inis
trativ
e pr
ovis
ions
July
201
92,
590
Dire
ctor,
CRM
Sec
tion
11.2
.2
Prep
are
the
requ
ired
guid
elin
es,
form
s, an
d ot
her
info
rmat
ion
Upd
ated
gui
delin
es a
nd f
orm
s us
ed
at C
usto
ms
Sept
202
02,
560
Dire
ctor,
CRM
Sec
tion
11.2
.3
Exch
ange
info
rmat
ion
with
all
bord
er a
utho
ritie
sSo
ftwar
e av
aila
ble
and
used
by
all
bord
er a
utho
ritie
sD
ec 2
020
2180
Dire
ctor,
CRM
Sec
tion
11.2
.4
Dev
elop
and
im
plem
ent
appr
opria
te a
dmin
istra
tive
and
lega
l m
easu
res
to c
oord
inat
e na
tiona
l bo
rder
au
thor
ities
’ ex
chan
ge o
f in
form
atio
n, c
ontro
ls,
and
proc
edur
es
SOP
prep
ared
Dec
202
043
0Di
recto
r, CR
M S
ectio
n
11.2
.5
Esta
blis
h se
rvic
e le
vel a
gree
men
ts o
r MO
Us
betw
een
the
Min
istry
of
Fina
nce/
Dep
artm
ent o
f C
usto
ms
and
rele
vant
bor
der a
utho
ritie
s
MO
Us s
igne
d D
ec 2
020
220
Dire
ctor,
CRM
Sec
tion
11.2
.6
Form
ulat
e a
polic
y fo
r usi
ng a
nd sh
arin
g in
form
atio
nD
isse
min
ated
an
d co
mm
unic
ated
po
licy
on in
form
atio
n sh
arin
gJu
ly 2
021
820
Dire
ctor,
CRM
Sec
tion
11.2
.7
Prop
ose
to
MO
F fo
r th
e pr
ovis
ion
of
Cus
tom
s C
onsu
late
in m
ajor
trad
ing
coun
tries
Cus
tom
s C
onsu
late
s cr
eate
d in
m
ajor
trad
ing
coun
tries
July
202
041
0Di
recto
r, CR
M S
ectio
n
11.2
.8
Esta
blis
h C
usto
ms a
s the
Fro
ntie
r Bor
der S
ervi
ceA
ll bo
rder
act
iviti
es c
oord
inat
ed b
y C
usto
ms o
ffice
sJu
ly 2
020
770
Dire
ctor,
CRM
Sec
tion
CRMS
AP –
2017
-202
174
Act
iviti
esA
ctio
ns/T
asks
Perf
orm
ance
Indi
cato
rsD
ue D
ate
Estim
ated
C
osts
(R
s.'00
0')
Res
pons
ibili
ty
11.3
Ent
er in
to M
OU
w
ith n
atio
nal
trade
and
indu
stry
or
gani
zatio
n.
11.3
.1
Org
aniz
e sta
keho
lder
s con
sulta
tion
with
nat
iona
l lev
el
agen
cies
MO
Us
sign
ed w
ith n
atio
nal
trade
an
d in
dust
ry o
rgan
izat
ions
July
20
17
onw
ards
410
Dire
ctor,
CRM
Sec
tion
11.3
.2
Agr
ee, i
n pr
inci
ple,
with
trad
ing
orga
niza
tion.
July
201
817
0Di
recto
r, CR
M S
ectio
n
11.3
.3
Ente
r in
to d
ialo
gue
with
the
org
aniz
atio
n an
d si
gn
Agr
eem
ent.
July
201
970
Dire
ctor,
CRM
Sec
tion
11.4
Dev
elop
co
rpor
ate
soci
al
resp
onsi
bilit
y pr
ogra
ms o
f C
usto
ms a
t bor
der
area
s.
11.4
.1
Prep
are
conc
ept p
aper
and
task
s for
CSR
C
once
pt p
aper
ava
ilabl
eD
ec 2
019
450
Dire
ctor,
Plan
ning
and
Serv
ices S
ectio
n11
.4.2
Pr
epar
e an
nual
act
ion
plan
.Pl
an p
repa
red
and
appr
oved
.Ju
ly 2
020
450
Dire
ctor,
Plan
ning
and
Serv
ices S
ectio
n11
.4.3
O
rgan
ize
at l
east
tw
o m
eetin
g w
ith t
he b
orde
ring
soci
al a
nd e
duca
tiona
l ins
titut
ions
. Tw
o m
eetin
gs o
rgan
ize
annu
ally
(20
Cus
tom
s Offi
ces)
R
egul
ar1,
960
Dire
ctor,
Plan
ning
and
Serv
ices S
ectio
n
11.4
.4
Org
aniz
e so
cial
eve
nts
Invo
lvem
ent i
n so
cial
act
iviti
es (
20
Cus
tom
s Offi
ces)
Reg
ular
1,63
0Di
recto
r, Pl
anni
ng an
d Se
rvice
s Sec
tion
11.4
.5
Org
aniz
e aw
aren
ess p
rogr
ams o
n sa
fety
mea
sure
s and
pr
ovis
ion
of p
enal
ty a
nd le
gisl
atio
n to
con
trol o
ver
the
illic
it tra
de in
boa
rder
No.
of p
rogr
ams o
rgan
ized
Dec
202
010
,980
Dire
ctor,
Plan
ning
and
Serv
ices S
ectio
n
11.5
Dev
elop
gu
idel
ines
on
leve
l of
com
pete
ncy,
w
orki
ng h
our
harm
oniz
atio
n an
d ot
her
poss
ible
are
as fo
r ha
rmon
izat
ion
amon
gst
conc
erne
d bo
rder
ag
enci
es.
11.5
.1
Con
duct
pr
efea
sibi
lity
stud
y on
w
orki
ng
hour
ha
rmon
izat
ion
and
othe
r fac
tors
Rep
ort
avai
labl
e w
ith
reco
mm
enda
tions
Dec
201
850
0Di
recto
r, M
onito
ring
Secti
on11
.5.2
D
evel
op d
raft
guid
elin
eD
raft
guid
elin
e pr
epar
edJu
ly 2
019
860
Dire
ctor,
Mon
itorin
g Se
ction
11.5
.3
Con
duct
con
sulta
tion
mee
tings
at
cent
er a
nd l
ocal
le
vel w
ith c
once
rned
age
ncie
sC
onsu
ltatio
ns c
arrie
d ou
t w
ith a
ll st
akeh
olde
rsD
ec 2
019
300
Dire
ctor,
Mon
itorin
g Se
ction
11.5
.4
Prep
are
and
final
ize
the
guid
elin
e an
d su
bmit
it fo
r ap
prov
alG
uide
lines
ap
prov
ed
and
impl
emen
ted
July
202
013
0Di
recto
r, M
onito
ring
Secti
on11
.5.5
Im
plem
ent t
he g
uide
line
Mar
ch 2
021
110
Dire
ctor,
Mon
itorin
g Se
ction
Estim
ated
Tot
al C
osts
36,3
20
75CRMSAP – 2017-2021
CUSTOMS REFORM AND MODERNIZATION STRATEGIES AND ACTION PLAN (CRMSAP) 2017-21
FORMULATION TASK TEAM
1. Coordinator Mr. Mimangsa AdhikariDirector, Customs Reform and Modernization Section, Department of Customs
2. Sub Coordinator Mr. Mukti Prasad Pandey Director, Project Management Unit, Department of Customs
3. Member Mr. Mani Ram PaudelSection Officer, Customs Reform and Modernization Section, Department of Customs
4. Member Mr. Harihar Poudel Section Officer, Project Management Unit, Department of Customs
5. Member Mr. Gunaraj Subedi Section Officer, Monitoring Section, Department of Customs
6. Member Mr. Ramesh Kumar Khatiwada
Section Officer, Intelligence Section, Department of Customs
7. Member Mr. Upendra Lamichhane Section Officer, Valuation Section, Department of Customs
8. Member Mr. Gopal Prasad Bhattarai Customs Officer, Bhairahawa Customs Office
9. Member Mr. Ananta Prasad Timsina Customs Officer, Biratanagar Customs Office
10. Member Mr. Prakash Pokhrel Customs Officer, Pashupatinagar Customs Office
11. Member Secretary Mr. Ashok GuragaiSection Officer, Customs Reform and Modernization Section, Department of Customs
RESOURCE PERSON AND EXPERT
1. Expert Mr. Kapil Dev Ghimire Planning and Evaluation Expert, ADB
2. Expert Mr. Shyam Dahal Trade Facilitation Expert, ADB
Validation Seminar, Chitwan
Validation Seminar, Chitwan
Interaction Program, Bhairahawa
Interaction Program, Nepalgunj Customs
Interaction Program, Birgunj
Validation Seminar, Chitwan
CRMSAP Formulation Activities
Formulation Workshop, Nagarkot
Brainstorming Program, Kathmandu
Validation Seminar, Chitwan
Interaction Program, Krishnanagar Customs
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