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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.

11CRMSAP – 2017-2021

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

CRMSAP – 2017-202112

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.

15CRMSAP – 2017-2021

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


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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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



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


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


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




23CRMSAP – 2017-2021



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 ReportRestructured organogram of DOC


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



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).




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



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



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


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



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

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erne

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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

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To

tal

TA ü

R

emar

ks20

17/1

820

18/1

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19/2

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US$

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Rs.

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Rs.

US$

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illio

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GO

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6312

1364

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7314

1591

1456

9152

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00

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A)

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ank

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N

A

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CR

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Fund

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5

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get a

lloca

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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

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Tech

nica

l Ass

ista

nce

are

in p

ipel

ine.

3 Th

e W

orld

Ban

k Fi

nanc

ing:

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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

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4 So

me

of th

e C

RM

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activ

ities

will

be

fund

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y TA

.

Exch

ange

Rat

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US$

= N

Rs.

108.

78

39CR

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– 20

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AN

NE

X 4

: CR

MSA

P 20

17-2

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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

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reat

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Dec

201

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3.3

.3D

irect

or, I

T Se

ctio

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ev)

3.7.

2 Pu

blis

h an

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/ w

eb b

ased

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e an

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venu

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atis

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mel

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sis.

Acc

urat

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ely

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istic

s pu

blis

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Reg

ular

170

Dire

ctor

, Sta

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s Se

ctio

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7.3

Gen

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the

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.R

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ar13

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or, S

tatis

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Sect

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4 G

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thly

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mod

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atis

tics a

nd

anal

ysis

by

the

Cus

tom

s M

onth

ly c

omm

odity

stat

istic

s ge

nera

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Reg

ular

130

Dire

ctor

, Sta

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CRMS

AP –

2017

-202

150

Act

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Perf

orm

ance

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ate

Estim

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C

osts

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)R

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nsib

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ut

perio

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ks

and

syst

em a

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3.8.

1 Fo

rm a

team

for S

yste

m A

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Rep

ort o

f ann

ual p

erio

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ks

avai

labl

e at

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nd C

usto

ms o

ffice

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ec. 2

017

2,11

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irect

or, I

T Se

ctio

n

3.8.

2 Pr

epar

e pe

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stem

Aud

it M

anua

l inc

ludi

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audi

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s/tra

il, a

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stra

tegy

and

acc

ess

cont

rols

Apr

il 20

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Dire

ctor

, IT

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ion

(Dev

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)

3.8.

3 Pr

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e Tr

aini

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s nee

ded

July

201

882

0D

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or, I

T Se

ctio

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ev/O

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4 C

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e pe

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ly 2

019

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irect

or, I

T Se

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n (D

ev/O

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sem

inat

e in

form

atio

n.3.

9.1

Dev

elop

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de V

olum

e Pr

ojec

tion

and

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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

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mer

chan

dise

and

reve

nue

stat

istic

s on

perio

dic

basi

s to

publ

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aker

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arch

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Publ

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ar2,

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Dire

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, Sta

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s Se

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3.9.

3 H

arm

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andi

se tr

ade

stat

istic

s am

ong

maj

or p

laye

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amel

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OC

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B a

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clud

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diss

emin

atio

n of

aut

hent

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atio

nal

leve

l tra

de d

ata

Mul

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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

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or, S

tatis

tics

Sect

ion

3.10

Dev

elop

Bro

ker

Man

agem

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3.10

.1

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TO

R, t

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ec 2

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1,51

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or, I

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dev

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p 20

182,

180

Dire

ctor

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10.3

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st a

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alid

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the

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lidat

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com

plet

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ec 2

018

Ref

er to

3.1

0.2

Dire

ctor

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ion

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10.4

Im

plem

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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

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0

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MSAP

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Stra

tegy

4: S

tren

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ned

HR

Man

agem

ent C

apac

ity

Obj

ectiv

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anag

emen

t cap

acity

will

be

impr

oved

to e

nsur

e in

tegr

ity w

ith a

focu

s on

cha

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man

agem

ent,

build

ing

and

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aini

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now

ledg

e ba

sed

prof

essi

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orm

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cato

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ate

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ated

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osts

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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

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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

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Sect

ion

4.2

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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

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omat

ion,

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uatio

n,

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, Adv

ance

Rul

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-arr

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Pro

cess

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ex

pedi

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ship

men

t and

com

mer

cial

frau

d an

d Fe

dera

l per

spec

tives

.

Res

truct

ured

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tom

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inis

tratio

n fu

nctio

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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

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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

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M st

ruct

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(stra

tegi

c,

tact

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and

ope

ratio

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nd in

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ing

a R

M U

nit

focu

sing

on

inte

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s and

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w

ork

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ely

with

all

rele

vant

ope

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nal a

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)

Org

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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

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ts (R

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pons

ibili

ty

4.3

Esta

blis

h an

d de

velo

p th

e co

re te

chni

cal

capa

city

of

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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

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resp

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itsTr

aini

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lan

endo

rsed

.Ju

ly 2

019

350

Dire

ctor

, Adm

inis

tratio

n Se

ctio

n4.

3.3

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are

annu

al c

alen

dar o

f tra

inin

g re

quire

men

ts

and

appr

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te c

ours

es to

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t tho

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train

ings

org

aniz

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ec 2

017

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0 D

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4 D

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mod

ules

on

vario

us su

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uatio

n, P

CA

, Cla

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and

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ning

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dev

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ec 2

018

3,92

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irect

or, A

dmin

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5 Fo

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and

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impl

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the

“poo

l of e

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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

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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

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nanc

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nd T

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ppor

t fro

m

deve

lopm

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artn

ers (

DPs

) for

tech

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acity

de

velo

pmen

t (sh

ort t

erm

trai

ning

in o

ther

co

untri

es)

Con

solid

ated

cap

acity

bui

ldin

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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

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ifica

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rule

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sed

on n

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train

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nnua

lly

Trai

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repo

rt av

aila

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Jan

2019

on

war

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efer

to 4

.3.7

Dire

ctor

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inis

tratio

n Se

ctio

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3.10

C

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inin

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ls a

t the

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tom

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ased

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new

ly

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the

Job

train

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cond

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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

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duct

trai

ning

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and

qua

lity

enha

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ent o

f dat

a an

d in

telli

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e an

alys

is fo

r cu

stom

s sta

ff/st

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olde

rs

25 p

erso

ns tr

aine

d R

egul

ar33

0D

irect

or, S

tatis

tics

Sect

ion

4.3.

12

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duct

trai

ning

on

trade

vol

ume

proj

ectio

n an

d an

alys

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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

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S tra

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g pr

ovid

ed to

the

staf

fs

of a

ll C

usto

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ffice

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egul

ar2,

610

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ctor

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)

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esA

ctio

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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

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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

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ll no

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ated

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uals

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ly 2

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Dire

ctor

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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

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man

ce o

f C

usto

ms A

gent

s/

stak

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ders

in

tran

sact

ing

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tom

s bu

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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

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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

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M S

ectio

n

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5 C

heck

all

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ork

and

com

mun

icat

ions

in

fras

truct

ure

is w

orki

ng w

ell b

efor

e go

ing

live

at IC

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Insp

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n re

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labl

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men

datio

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Dire

ctor

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5.1.

6 Im

plem

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nifo

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in c

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ms

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form

layo

ut im

plem

ente

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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

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tom

s in

hous

e tra

inin

g ce

nter

)

DO

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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

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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

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blis

h la

b in

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tom

s offi

ces

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ted

in 7

Cus

tom

s O

ffice

sJu

ly 2

020

43,6

30D

irect

or, A

dmin

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Sect

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5.1.

3 C

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th

e ce

ntra

l la

bora

tory

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g.A

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te

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e bu

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orat

ory

cons

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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

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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


Interaction Program, Bhairahawa

Interaction Program, Nepalgunj Customs

Interaction Program, Birgunj


CRMSAP Formulation Activities

Formulation Workshop, Nagarkot

Brainstorming Program, Kathmandu


Interaction Program, Krishnanagar Customs

customs reform and modernization strategies and … · customs reform and modernization strategies...

Documents