Capacity Building and technical Assistance for Beneficiaries

COMMUNICATION FROM THE UNITED Kingdom

The following communication, dated 22 October 2024, is being circulated at the request of the delegation of the United Kingdom.

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1  Context and Background

1.1.  His Majesty's Revenue and Customs (HMRC) provides funding to the UK Aid-sponsored capacity building programme ('Accelerate Trade Facilitation'), as part of our commitment to supporting Members of the World Trade Organization to meet their Trade Facilitation Agreement (TFA) obligations. Since 2015, the programme has successfully supported 26 countries to expedite the movement of goods and strengthen public-private collaboration around the world via the implementation of the TFA. The programme focuses most of its support through funding arms-length delivery partners, the World Customs Organisation and the UN Commission for Trade and Development (UNCTAD), to deliver capacity building directly with beneficiary countries. Each of these organizations specialize in different aspects of capacity building delivery, details of which can be found in Annex I.

1.2.  HMRC also deliver some limited bespoke direct bilateral government-to-government support, through targeted experience and knowledge sharing. HMRC is reviewing their direct support to customs administrations, with a view to expanding this offering in the future.

1.3.  This paper will outline some general guidance that countries could follow to help guide seeking and successfully utilising collaboration with donors for TACB support.

2  Enhancing TACB Proposals

2.1.  Countries that wish to partner with donors such as the UK directly, or our delivery partners UNCTAD and WCO, are invited to submit a proposal clearly articulating their needs. This should include how support will enable effective collaborations and facilitate efficient implementation based on a vision for long-term, sustainable transformation through their National Trade Facilitation Committees, promoting collaborative efforts across government, the private sector, and international partners.

2.2.  There is also support available for countries from the UK-funded Accelerate Trade Facilitation programme that is specifically designed to help articulate and refine their proposals. Our programme provides assistance with needs assessments, diagnostic analyses, and the development of tailored activity plans. By accessing this support early in the process, developing countries and least developed countries (LDCs) can more effectively set priorities, define objectives, and secure the necessary buy-in from key stakeholders.

2.3.  To initiate this process, countries together with our delivery partners are encouraged to start with an internal needs assessment and priority-setting exercise, which might include:

·_              Identifying Key Areas of Need: Reviewing progress to date, identifying which areas need the most work for full implementation, and consulting stakeholders (such as the NTFC, other government agencies, and the private sector) to understand why progress has lagged and where technical assistance is most needed.

·_              Defining Objectives and Priorities: Focusing on where donor assistance would have the most significant impact, such as areas with upcoming completion deadlines or where capacity gaps exist.

·_              Outlining Desired Outcomes: Establishing specific, measurable outcomes for technical assistance, ensuring alignment with broader national strategies.

·_              Securing Buy-In from Key Stakeholders: Ensuring commitment from all relevant parties within the country to support the implementation of potential future projects.

2.4.  By engaging with targeted donor support early on, countries can more effectively prepare proposals that address their specific needs and set the stage for impactful, sustainable projects.

3  Engaging with Donor Countries

3.1.  Taking a more proactive approach to obtaining support will enhance opportunities to have country's needs met. It is worthwhile informally reaching out to donor embassies, aid agencies, or international organizations that might have connections with potential donors. Countries should anticipate required support in advance, based on submitted completion dates of articles and subsequent lack of progress. As donors often commit funding and delivery of multi-year timeframes, it can be difficult to provide urgent last-minute assistance. Useful steps are:

·_              Research Available Support: Reach out to relevant agency or department in the donor country, such as an embassy or development cooperation office to understand available support, timelines, and respective programme focus, ensuring that resources and expertise match your needs. Donors and their partner organisations can help countries to identify their needs more clearly and offer more tailored support.

·_              Agree Ways of Working: If/when a donor is confirmed, engage in discussions to clarify the support, answer questions, evidence local buy-in, agree a scope of work, and adjust as necessary to align with donor priorities.

3.2.  Although there is no 'one size fits all' approach to obtaining TACB support from donors, by taking a strategic, well-prepared approach and clearly aligning the request with both local needs and donor interests, countries can improve chances of securing TACB support for TFA implementation.

4  Creating a Delivery Plan and Embedding National Commitment

4.1.  Once an initial scoping exercise and initial engagement with donors and their partner organizations has been conducted, you could use this as the basis to develop a detailed delivery plan and embed national commitment to ensure implementation success. This includes:

·_              Documenting Strategic and Technical Needs: Draft a formal document detailing the areas where assistance will be utilized, the desired outcomes, high-level priorities, and any specific expertise required. Explain how TACB assistance will help achieve TFA fulfilment, what the timelines are for completion, and any support received to date.

·_              Specifying Resources Required: Outline the types of resources (e.g. experts, technology, training) to be utilized, as well as any in-country resources available to support the effort. This could be in the format of a resource mobilization plan.

·_              Ensuring Commitment and National Ownership: This is a critical success factor in ensuring successful implementation and delivery. TACB activities guide and teach countries to achieve their own objectives. In turn, a vital part is that respective leadership must be able to support, set priorities, and buy-in to the process.

4.2.  If you have any specific questions regarding the HMRC-funded Accelerate Trade Facilitation programme, HMRC have set up a dedicated inbox for our capacity building work: uk-tf-assistance@hmrc.gov.uk. To note that future support through the programme is contingent on both future funding cycles, the capacity of HMRC and delivery partners, and existing commitments with current beneficiary countries.

Annex I

Areas of implementation covered by the World Customs Organisation, funded by UK Aid

The WCO delivers targeted and in-depth technical assistance and capacity building activities directly linked to specific TFA articles, such as:

Ø_  Enhancing Risk Management Processes;

Ø_  Post Clearance Audit;

Ø_  Co-ordinating Border Management;

Ø_  Time Release Studies;

Ø_  Authorized Operator.

The WCO also support organizational development:

Ø_  Leadership & Management Development;

Ø_  Competency-based Human Resources Management;

Ø_  Gender Equality and Diversity;

Ø_  Customs Integrity.

Areas of implementation covered by UNCTAD, funded by UK Aid

UNCTAD's Trade Facilitation work assists countries and regional organizations with the implementation of trade facilitation reforms and measures, including:

Ø_  Elaboration of needs assessments and assistance with the ratification;

Ø_  Categorization and notification of national trade facilitation implementation plans;

Ø_  Development of project plans and trade facilitation strategic roadmaps;

Ø_  Advisory services to National Trade Facilitation Committees;

Ø_  Intensive training for NTFC Secretariats and Chairpersons;

Ø_  Monitoring and evaluation of trade facilitation initiatives, including the use of digital tools such as the Reform Tracker;

Ø_  Establishment of trade information portals;

Ø_  Establishing a legal framework for trade-related single windows and other trade facilitation measures;

Ø_  Business process analysis and simplification of trade-related procedures;

Ø_  Rapid scan for trade facilitation preparedness in times of crisis;

Ø_  Integration of gender perspective in trade facilitation reforms;

Ø_  Training national transit coordinators or supporting regional trade facilitation initiatives.

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