LAO PEOPLE’S DEMOCRATIC REPUBLIC - World Bank...Department (LCD); obtain project progress data and update the result framework indicators; and take stock of Lao Customs Department’s

Aide Memoire – [March 4, 2016]

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LAO PEOPLE’S DEMOCRATIC REPUBLIC

AIDE MEMOIRE

Implementation Support Mission for the Customs and Trade Facilitation Project

(P101750 IDA Grant H4030-LA/H8430-LA)

February 8-12, 2016 in Vientiane

KEY PROJECT INFORMATION Project Number P101750 Board approval date June 17, 2008

Project closing date June 30, 2017 Disbursement as of February

2016

US$ 8.6 million

Total Grant Amount US$12.5 million Grant number H4030-LA/H8430-LA

I. INTRODUCTION

1. A World Bank Group team carried out a project implementation support mission for the

Customs and Trade Facilitation Project (CTFP) in Vientiane Capital during the period February 8-

12, 2016.

2. The key mission objectives were to: review implementation performance and quality of

activity outputs of the project, including pace of disbursements and the likelihood of achieving

development objectives and results before the scheduled closing date June 30, 2017; assess the

implications of the funding gap (due to SDR losses) that may have an adverse impact on overall

project implementation; review progress and the quality of implementation of Customs Automation

Support (Component A) and Organizational Development (Component B) for Lao Customs

Department (LCD); obtain project progress data and update the result framework indicators; and

take stock of Lao Customs Department’s initiative to improve law enforcement and anti-smuggling

on illegal trade of wildlife and timber.

3. The team would like to express its sincere thanks to Dr. Athsaphangthong Siphandone

(Director General, LCD) and Mr. Bounpaseuth Sikounlabout (Deputy Director General, LCD) for

their guidance and cooperation during the mission. The mission would also like to express its thanks

to Lao Customs staff at Thanaleng Customs Checkpoint, Lao-Thai Friendship Bridge 1 Customs

Checkpoint and the Project Implementation Unit for their support.

4. This Aide Memoire details the mission findings and agreed next steps related to

implementation of all activities in CTFP. According to the World Bank's Access to Information

Policy, Aide Memoires are to be publicly disclosed unless otherwise indicated by counterparts. The

disclosure of the Aide Memoire was discussed and agreed to during the mission with LCD

representatives.

II. OVERALL IMPLEMENTATION STATUS AND MANAGEMENT PRIORITIES

5. Implementation Status. The overall progress of project implementation is on track and remains

“Satisfactory” to meet the Project Development Objective (PDO). As of February 11, 2016, the

overall project disbursement stands at 69% for the total grant US$12.5 million; of which the

additional financing grant US$6.5 million has reached a disbursement level of 43%. LCD completed

all agreed actions identified during the last mission in August 2015, and made good progress of

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delivering key project outputs. The ASYCUDA 1 World is now in operation at 21 customs

checkpoints nationwide, and is reported to be functioning in a reliable and stable manner in

facilitating almost 99 percent of formal trade in Lao PDR. The key functions including automated

selectivity system, revenue reconciliation and trade statistics are in live operation. Customs

operational procedures have been standardized at all major border checkpoints. As part of the

disaster recovery efforts and business continuity plans, LCD completed the establishment of the

Disaster Recovery Center (DRC) at Thanaleng Customs Checkpoint with a fast fiber-optic link to

Customs HQ. The first set of back-up ASYCUDA World server equipment has already been

relocated in the DRC. LCD completed the installation of the first lot of back-up generators in six

locations that have high volumes of trade but are vulnerable to power outages. The back-up

generators are in place to ensure that the ASYCUDA World kiosk, customs clearance facilities can

be operated without disruption to service the trading community. Some areas in rural and

mountainous regions are more vulnerable to electrical outage due to the poor transmission grid and

seasonal climate condition. Prior to the generator upgrade the duration of a typical electrical outage

was reported at around 2-3 hours with a frequency of about 2-3 times a month2.

6. Additional good progress has been made in capacity building and customs modernization since

the previous mission in August 2015. LCD completed all procurement actions agreed during the

previous mission by the end of November 2015. All large technical assistance packages including

customs capacity enhancement program and the customs training center development have already

commenced. Initial work has centered on establishing the required counterpart team to work with

the various component experts and on discussing specific activities, deliverables, and timeframes

for each component of the assignment. The inception phase of these assignments has now been

completed and the overall work program has been discussed and agreed with LCD management.

Inception reports on customs training center development program (CS-8) and customs capacity

enhancement program (CS-12) were delivered on time and are of good quality, acceptable to the Lao

Customs Department. The inception phase for customs legal support and Time Release Study (TRS)

has now commenced.

7. Management Attention. Important project challenges include performance of key contractors

and contract management issues. The mission highlighted serious concerns over limited progress of

ASYCUDA World support and maintenance. The considerable delay with poor and unpredictable

performance of the UN Agency—United Nations Conference on Trade and Development

(UNCTAD) - pose serious threats to the reliability and sustainability of the ASYCUDA World

implemented by Lao Customs. Such delays in required support represent a significant continuing

operational and technical risk to the reliability of the ASYCUDA World. Operationally, this is an

untenable situation for LCD and potentially threatens the movement of goods (imports and exports)

across Lao PDR’s borders. Technically, the ASYCUDA World has several dependencies on the

system upgrade to resolve a number of bugs and improve overall stability. Noting that this project

will be closed by June 30, 2017, the mission recommends that LCD ensures an effective and efficient

management of contractors with attention to output quality and delivery. The high quality and timely

delivery of outputs are crucial for the project to achieve its PDO. In respect to addressing the above

challenges and concerns, the mission agreed with LCD on a series of follow-up actions listed in

ANNEX 3.

1ASYCUDA refers to Automated SYstem for CUstoms DAta, developed and managed by UNCTAD. 2 World Bank Enterprise Survey in Lao PDR (2012)


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III. STATUS OF PROJECT COMPONENTS

8. The Customs and Trade Facilitation Project (CTFP) is financed by the International

Development Association (IDA) with a total grant of US$ 12.5 million, of which US$6 million

(effective on October 20, 2008 and closed in December 31, 2013) and an additional financing of

US$6.5 million (effective on May 28, 2013 and will close on June 30, 2017). CTFP is implemented

by Lao PDR Customs Department of the Ministry of Finance. The PDO is to facilitate trade by

improving the efficiency and effectiveness of customs administration and simplifying customs

procedures to eliminate duplication and redundancy, reduce transactions costs and time to clear

goods, and increase transparency and accountability. CTFP has two components: (a) Automation

support (including implementation of ASYCUDA World); and, (b) Organizational development

(including customs modernization support).

Component A: Automation Support (including Implementation of ASYCUDA World)

9. ASYCUDA World Implementation, Support and Maintenance. The support and

maintenance contract with UNCTAD was signed in March 2015 and an inception mission was

carried out by UNCTAD in early June 2015. LCD has identified 25 specific support and maintenance

activities that need to be undertaken by UNCTAD as part of the agreement. After considerable delays

and ongoing negotiations between LCD and UNCTAD, a work plan to resolve these issues and

upgrade the ASYCUDA World system to the most current release was agreed in August 2015. The

upgrade was scheduled to be completed by Q3 2015 (September). While UNCTAD began to work

on the test environment, the work was neither completed satisfactorily nor was it moved over to a

production footing. After repeated requests from LCD, UNCTAD further committed to sending their

technical resource person to Vientiane Capital from February 9 – 23, 2016 to resolve outstanding

issues as well as to upgrade the production environment to the latest release of the ASYCUDA World.

This site visit by UNCTAD’s Technical expert was unexpectedly cancelled by UNCTAD on

February 5, 2016. LCD informed the mission that they were concerned that UNCTAD was not

meeting the terms of the ASYCUDA World support and maintenance agreement, and that this

represents a significant continuing risk to the operation and reliability of the system. With the

exception of the single inception mission, all other activities and milestones that were agreed and

documented in the agreement have not been carried out or met. This is an untenable situation for

LCD and potentially threatens the movement of goods (import and export) across Lao’s borders.

The mission strongly urges LCD to document its concerns carefully and seek rapid resolution

with the highest levels of management in UNCTAD.

10. ASYCUDA World Upgrade. LCD informed the mission of the urgent and critical need to

upgrade the AW system to the latest release. This upgrade is expected to resolve a number of bugs

and improve overall stability. Additionally, the upgrade will provide more functional versions of

certain modules (e.g. Valuation) that LCD is anxious to implement. The upgrade is also on the

critical path for a number of other LCD activities. These dependencies are detailed as appropriate in

the following paragraphs. Of greater concern, however is the finding by the LCD IT team that the

ASYCUDA World system (both the current production system and the version to be upgraded to) is

built on Java version 6. This version has a number of documented major security vulnerabilities and

is no longer supported by Oracle. This potential security flaw is preventing LCD from offering

access to ASYCUDA World through the internet. According to LCD, UNCTAD has not confirmed

a timeframe for ASYCUDA World to upgrade to a more secure Java version 7 or 8. The mission


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concurs with LCD’s concerns and recommends that LCD delay offering internet access to

ASYCUDA World until these security flaws are addressed.

11. Strategic ICT capability development. The focus of the capability development to date has

been to implement the core systems and processes that underpin the deployment of any ICT business

system in Government. This includes a properly configured and managed network, data backup and

recovery and disaster recovery measures, data security systems, virus detection and prevention. The

majority of this work has been completed and the ICT infrastructure for LCD has been stabilized

and has been operating in robust and reliable manner.

12. Disaster Recovery Center and Business Continuity. The refurbishment of the DRC in

Thanaleng Customs Checkpoint has been completed. All necessary equipment has been procured,

delivered and installed. LCD has obtained a fast fiber-optic link between Customs HQ and the DRC

site in Thanaleng Customs Checkpoint. This link has also been extended to the Customs Training

Center located approximately three kilometers away. The DRC is currently in the commissioning

phase with the final pieces of equipment being relocated from the HQ data center. The DRC is

expected to be fully operational by February 29, 2016.

13. Back-up Generators. The first lot of back-up generators were procured, delivered and

installed at 6 locations (Lao-Thai Friendship Bridge 1 Customs Checkpoint, Boten Customs

Checkpoint, Boten Warehouse, Dansavanah Customs Checkpoint, Vangtao Customs Checkpoint

and Namheuang Customs Checkpoint). A second lot of back-up generators for 9 additional sites will

be procured shortly. The supply and implementation of the second lot is expected to complete in

June 2016.

Component B: Organizational Development (including Customs Modernization Support)

14. Customs Capacity Enhancement. The LCD Customs Capacity Enhancement Program is

designed to support the implementation and further development of a range of modern approaches

to customs administration consistent with WTO 3 and WCO 4 standards. It includes six core

components: risk management and intelligence; compliance improvement and authorized economic

operators (AEO); communication and change management; performance monitoring and client

service standards; administrative appeals; and integrity and anti-corruption.

15. The consultant (QI/BIVAC) commenced work in Vientiane Capital on January 11, 2016 and

the work program is expected to be undertaken over an 18 month period. Initial work has centered

on establishing the required counterpart team to work with the various component experts and on

discussing specific activities, deliverables, and timeframes for each component of the assignment.

The inception phase of the assignment has now been completed, and the overall work program has

been discussed and agreed with LCD management. Work on the specific component inputs will

commence in late February and are expected to be completed by June 30, 2017. The LCD expressed

concerns that the expert on administrative appeals and the expert on performance monitoring and

client services standards may not be available. This may present some risks of delays in these

respective work clusters. The mission suggests that LCD clarify the availability of the two experts

so that there will not be any delay in commencement of the respective task clusters. In any

3 WTO refers to World Trade Organization in Geneva, Switzerland. 4 WCO refers to World Customs Organization in Brussel, Belgium.


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circumstance, the consultant should address the concern urgently within the contract terms and

conditions, and ensure that there will be no delay in delivering the outputs of these two task clusters.

16. The mission discussed the overall scope of the program and progress to date with the LCD

team and highlighted the need for component activities to be well coordinated with the consultancy

team contracted to deliver the Customs Training Center Development program. The LCD

acknowledged the complementarily between the two assignments and confirmed that they had

emphasized the need for effective collaboration in meetings with both consultancy teams. The

mission was informed by the Training Center Development team that contacts have already been

established and both teams have agreed to meet regularly to ensure consistency in approach and

coherence in content.

17. Training Center Development. The Training center Development Program is designed to

strengthen the LCD’s human resource development capabilities. This includes activities associated

with the development of a HRD strategy; the preparation of a comprehensive training curriculum;

preparation of relevant modularized training materials; training of trainers; the selection of training

aids; and implementation and translation of selected modules of the WCO’s e-learning program.

18. The consultant (Nathan Associates) commenced work in October 2015. Initial meetings were

held with the LCD to agree on the overall work program and to establish the necessary counterpart

team. Field visits were also undertaken to the Customs Training Center and Thanaleng Customs

Checkpoint. Work on the competency framework necessary to underpin the training needs

assessment has commenced with the conduct of an eight day design and validation workshop with

participation from all key customs technical areas. The competency framework is based broadly on

the European Union (EU) customs competency framework but has been modified to better align

with LCD needs, priorities and organizational framework.

19. Work has now commenced on identifying any gaps between the agreed competency

framework and existing competency levels. This work will, in turn, inform the work on curriculum

design and training material preparation. It will also assist in identifying the most appropriate

delivery approaches. Once prepared, the curriculum and course materials will be reviewed by the

LCD and approved prior to commencing the training of trainers.

20. In discussion with the consultant the mission was informed that the assignment experienced

some initial delays as a result of the time taken for the LCD to formally identify members of the

counterpart team and to agree on the specific work program. The consultant also highlighted the

impact of recent organizational changes associated with implementation of the Ministerial Decision

No. 1765/MOF, dated on June 3, 2015. The latter has led to some degree of uncertainty on specific

organizational roles and individual position requirements. Both issues are expected to result in some

slippage in the expected delivery timeline of individual assignment components. In particular, the

delivery of the training needs analysis will be delayed by one month to February 20, 2016 and the

delivery of the human resource development strategy to late March. These delays on intermediate

deliverables are not, however, expected to impact on the delivery timetable for the training

curriculum, training materials and training of trainers.

21. The LCD acknowledged that there were some early delays during the inception phase of the

assignment but that these issues had largely been resolved and that day to day contact between the

consultants and LCD staff has now improved. They also noted that the workshop had been very well

received by participants and that progress on the competency framework was now on track. They


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also recognized that the Ministerial Decision No. 1765/MOF had created a degree of uncertainty

amongst staff but stressed that it was unlikely to result in major differences in the overall knowledge

and skill requirements of LCD staff. The mission stressed that it was important for LCD staff to

work closely with the consultants to ensure requests for information were addressed promptly and

that the consultant’s time was used effectively. The mission therefore recommends that the LCD

consider assigning a suitably senior official on a full time basis to take day to day responsibility

for all LCD training related activities including managing the work program of the consultants.

22. Customs legal advisor. The inception mission for the consultant legal advisor was held from

25 January – 8 February during which time the consultant met with key LCD personnel and obtained

copies of all relevant legal texts. The focus of the consultant’s work will be on assessing the gap

between the current legal framework and the requirements of the WCO Revised Kyoto Convention

(RKC) on the Harmonization and Simplification of Customs Procedures, the WTO Trade

Facilitation Agreement, and relevant ASEAN customs commitments. Early analysis undertaken by

the LCD suggests that a significant amount of revision will be required to the legal framework. The

assignment covers a ten month time period with monthly progress reports and a final report due at

the end of October 2016. The consultant’s inception report is due in April 2016.

23. Time Release Study. The consultant (EMC) has now been engaged to undertake Time Release

Studies (TRS) in 2016 and 2017. The mission met with the consultancy team to discuss the proposed

methodology and study timetable. Based on the current schedule, the 2016 TRS will be launched

by the Deputy Director General of the LDC on February 18, 2016 with data collection activities

expected to be undertaken between March 20, 2016 and May 30, 2016. A draft report will be

prepared by mid-July 2016 and a final accepted report to be delivered to the LCD by mid-August

2016. In meetings with LCD personnel the mission stressed the importance of moving quickly to

launch the 2016 TRS in order to ensure sufficient time between the 2016 and 2017 surveys. The

surveys provide data necessary for monitoring project performance in meeting PDOs and will

contribute to the overall evaluation of project results. LCD officials acknowledged the importance

of the surveys and indicated their full commitment to supporting the consultancy team during their

data collection activities.

24. Customs Valuation Support Database. As reported in the last Implementation Support

Mission Aide Memoire, the LCD has postponed a decision on the valuation support database until

such time as they assess the enhanced functionality available through the latest version of the

ASYCUDA World system. This cannot be tested until such time as the new version is installed. This

was initially scheduled to be implemented by UNCTAD in October 2015 but the LCD was advised

that due to unforeseen circumstance the visit has had to be delayed until February 9 – 23, 2016.

UNCTAD have since advised that they cannot meet this revised timetable and are yet to confirm the

timing of the implementation visit.

25. Lao PDR National Single Window implementation. During the visit the mission and LCD

staff visited the office of the Lao National Single Window (LNSW) concessionaire, Bureau Veritas

(BV) to view a demonstration of the system currently under development. BV advised that Ministry

of Industry and Commerce (MOIC) had selected the licensing process associated with imported

motor vehicles as a pilot. Following successful testing the pilot is currently underway and feedback

to date from public and private sector users has been positive. While the pilot is focused on only one

specific license, the basic functionality demonstrated will apply, with slight modifications, to all

licenses and permits ultimately offered by the system. The approach taken by BV is broadly in line

with the proposed functionality described in the WB-financed LNSW Blueprint developed in 2013.


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The BV team advised the mission that a joint venture company was established in September 2015

with shares of 30% to the Lao PDR Government and 70% to BV. The company will operate the

LNSW system with fees and any dividends shared in line with the ownership ratios. The company

board will include the Vice Minister of Finance, the Director General of the LCD (MOF), and the

Director General of the Department of Imports and Exports—DIMEX (MOIC).

26. While development of the LNSW is progressing broadly according to the agreed timetable,

full and effective deployment will depend heavily on achieving full interoperability with the

ASYCUDA World. The mission understands the new version of the ASYCUDA World, once

installed (see above) should facilitate connection to the LNSW. Securing the necessary

interoperability will require close coordination between BV and UNCTAD. The BV team agreed to

keep the Bank team briefed on developments and will share relevant information and materials as

they are developed. Once fully operational the LNSW system will provide traders with a single

gateway to submit process and clear all regulatory requirements associated with import, export and

transit activities.

27. Progress on LCD’ initiative to improve law enforcement and anti-smuggling operation.

During the visit the mission met with the Deputy Executive Director of the Environmental Protection

Fund (EPF) to discuss progress on approval of the LCD sub-project proposal for assistance under

the second Lao PDR Environmental and Social Project (LENS-II) to strengthen the LCD’s anti-

smuggling capacity of illegal wildlife trade. The mission was informed that while the important role

played by Customs in combating wildlife and timber smuggling was acknowledged by all, members

of the Technical Committee had raised concerns about the size of the grant requested under the

proposal and specifically the procurement of an ICT system that they believe may fall outside of the

scope of the grant facility. The Deputy Executive Director recommended that the LCD review the

proposal with a view to restructuring the proposed activities into two separate but closely interrelated

phases. Under such an approach, Phase I would support the critically important technical assistance

and advisory elements of the project and Phase II could potentially support procurement of the ICT

system. It was felt such an approach would be more likely to receive support from the entire technical

Committee and would allow time for a thorough examination of specific ICT support requirements.

The mission agreed to convey these recommendations on to the relevant LCD officials and offered

to contribute to redrafting the sub-proposal if the EPF recommendations are accepted. The next

meeting of the EPF Technical committee is scheduled for March 2016 which suggests the necessary

revision should be undertaken promptly.

IV. MONITORING AND EVALUATION

Project implementation remains on track in delivering key outputs and results. The PDO is focused

on improving customs efficiency and the effectiveness of customs administration by simplifying the

customs procedures and reducing the time and cost associated with customs clearance. The

automated selectivity in the Lao AW is in live operation. However, the mission was informed that

no changes were made by LCD to adjust risk profiles and risk parameters. Customs declarations that

are subject to full customs inspection remains at about 51 percent for August –December 2015,

compared to 50.4 percent for October 2014-July 2015, indicating no improvement in the level of

inspection activity since October 2014. Much of risk management based selectivity work still needs

to be further developed through the on-going work on strengthening risk management and

intelligence under the customs capacity enhancement program. Further analysis of customs

performance in terms of efficiency and effectiveness will be captured by the ongoing Time Release

Study (TRS) that was commenced in February 2016, and is expected to be completed by July 2016.


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Additional measurement of customs performance and efficiency relies on the upcoming World Bank

Enterprise Survey for Lao PDR that will be completed by mid-2016.

V. FIDUCIARY ISSUES

Procurement

28. The overall procurement performance for the CTFP project is “Moderately Satisfactory”.

The detailed status of each procurement package attached in ANNEX 5. Due to the currency

depreciations, the remaining budget is not adequate to finance a number of procurement packages.

Therefore, three shopping packages and two technical assistances packages are suspended and

deleted from the procurement plan. The remaining two goods packages are still delayed from the

expected dates. The procurement post review was conducted and the findings will be provided by

February 29, 2016.

29. Procurement staffing. The project’s procurements have been carried out by a full time

national procurement consultant with the intermittent inputs from the International Procurement

Specialist. There is no government officer assigned to work for the project’s procurement after the

full time national procurement consultant was on board since December 2014. The LCD agreed that

a refresher training on procurement guidelines and procedures will be conducted for senior customs

management officers by the end of March 2016. The training aims to enhance understanding of

senior customs management officers of the LCD in procurement.

Financial Management

30. The overall financial management performance is “Moderately Satisfactory”. While most

project resources are now committed, disbursement is still low and needs to be accelerated given the

remaining time to the project closure. Upgrade of accounting software is also not yet completed.

Remaining funds need to be closely monitored.

31. Disbursement. Disbursement as of February 11, 2016 is 69%, for the total grant US$12.5

million; of which the additional financing grant US$6.5 million is disbursed at 43%. However,

disbursement is still considered low since the project only has about 17 months before project

closure. Based on Client Connection records, the mission also noted the depreciation of SDR against

USD. As of February 11, 2016, the USD equivalent of the grant amount signed is no longer US$6.5

million but only US$6.1 million. Therefore, we strongly recommend that the project team review

every quarterly the remaining funds against funds needed (expected expenditure) to implement

remaining activities to the closure of the project. Refer to sample format in ANNEX 4.

32. External audit. The mission was informed that the field work for the audit of FY14-15 is almost

completed. The auditor is still waiting for certain supporting documents for contributions made by

the government to the project. To ensure that the audit report can be submitted on time, we request

that the project team assists the auditors in following up of the supporting documents required. The

audit report and management letter are due for submission to the World Bank no later than March

31, 2016.

33. Financial reporting. Interim unaudited financial report for the quarter ended September 30 has

been submitted timely without errors. However, variance analysis needs to be improved. The latest

IFR due on February 15, 2016 was submitted on time.


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VI. CONCLUSION

34. The overall progress of project implementation has been on track with an increasing

disbursement over the past several months. Significant improvements has been made since August

2015 mission by commencing all large technical assistances in customs training center development;

customs capacity enhancement program, customs legal support and time release study (TRS). The

ASYCUDA World that is running live operation in 21 customs checkpoints continues to show

reliability and experiences no disruption in customs clearances. However, the considerable delays

of the UNCTAD support and maintenance, including system upgrade, continue to post serious risks

of potential disruption and vulnerability to system security failure. The mission suggests that LCD

shall document its concerns carefully and seek rapid resolution with the highest levels of

management in UNCTAD to resolve the pending issues promptly. Other challenges are related to

LCD’s capacity to effectively and efficiently manage all signed contracts with attention to high

quality and delivery of large technical assistance outputs so that it will be able to maximize the

benefits of customs capacity enhancement and modernization. The proposed next project

implementation support mission will take place in October 2016.


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ANNEX 1. List of government officials and stakeholders met during the mission

Name Position Organization

1 Dr. Athsaphangthong Siphandone Director General, Lao Customs

Department/Project Director

MOF

2 Mr. Bounpaseuth Sikounlabout Deputy Director General, Lao

Customs Department/Project Leader

MOF

3 Mr. Anousak Sisa-ad Deputy Director of ICT and Planning

Division, Lao Customs Department

MOF

4 Mr. Vongvanhpheng

Phoumsavanh

Deputy Director of Customs

Exemption Division, Lao Customs

Department

MOF

5 Mr. Phoukhong Ouanlamany Project Analyst, CTFP, Lao Customs

Department

MOF

6 Mr. KetmanySivongsa Financial Management Officer,

CTFP, Lao Customs Department

MOF

7 Ms. Lattanaphone Financial Management Assistant,


MOF

8 Mr. Sengphet Thanongsakd National Procurement Consultant,


MOF

9 Mr. Thanomsit Khaophibane Deputy Director of Legislation

Division, Customs Department

MOF

10 Mr. Singsavanh Deputy Chief of Thanaleng Customs

Checkpoint

MOF

11 Mr. Bouasone Sayasouk Deputy Chief of Lao-Thai Friendship

Bridge 1 Customs Checkpoint,

Vientiane Capital

MOF

12 Mr. Khamphong Sivilay Deputy Director of Administration

Division

MOF

13 Mr. KhamphanhSoulit Deputy Director of PCA division MOF

14 Mr. Sompasong Amphaengphai Deputy Director of Customs

Procedures and Formalities Division,

Lao Customs Department

MOF

15 Mr. Khamphanh Soulit Deputy Director of PCA division MOF

16 Mr. Sythui Philavong Deputy Director of PCA division

17 Mme. BanesatyThephavong

Director General, Import and

Export Department

MOIC

18 Mr. Frédéric Lamy BIVAC Manager QI-BIVAC

19 Mr. Michael Squirrell International ICT Advisor, ICT and

Planning Division, Lao Customs

Department

MOF

20 Mr. Michael Watts Team Leader, Customs Training

Center Development Program

Nathan

Associates Inc.

21 Mr. Sean Power Senior Consultant, Emerging Markets

Consulting

EMC


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22 Mr. Bernardo Contri Project Management, Emerging

Markets Consulting

EMC

23 Mr. Phoutavanh Sithammavanh Field Team Leader, Emerging

Markets Consulting

EMC

24 Ms. Manida Unkulvasapaul Consultant EPF

25 Ms. Bounphama Phothisane Deputy Executive Director EPF

26 Mr. Jean-Michel Pavy Senior Environment Specialist WB

ANNEX 2. List of Mission Team Members

1. Konesawang Nghardsaysone, Trade Economist and Task Team Leader (GTCDR)

2. Gerard McLinden, Lead Customs and Trade Facilitation Specialist (GTCDR)

3. Ramesh Siva, Lead Information Specialist (GTIDR)

4. Mombert Hoppe, Senior Trade Economist (GTCDR)

5. Siriphone Vanitsaveth, Financial Management Specialist (GGODR)

6. Souksavanh Sombounkhanh, Program Assistant (EACLF)

7. Sirirat Sirijaratwong, Procurement Specialist (GGODR), also provided remote support from

Bangkok.

8. Alina Phonvisay, Program Assistant (EACLF)


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ANNEX3. Table of Agreed Actions

TABLE OF AGREED ACTIONS

Action Responsible entity Proposed

timeline Comments

Component A

1.

Document LCD’s concerns carefully and

seek rapid resolution with the highest levels

of management in UNCTAD on AW

support and maintenance activities.

LCD/MOF 1. By February

20, 2016

Ensure no impact on

the live operation and

reliability of the Lao

AW

2. Delay offering internet access to Lao AW

until the system upgrade and the security

flaws are addressed.

2. LCD/IT Team Immediately 3. Reduce exposures to

internet security

threats.

3. Complete the relocation of all backup

servers in the established DRC

LCD/IT February 29,

2016

Ensure a full and live

replication of DRC

4. NCB for the second lot of back-up

generators

LCD/Procurement

Unit

June 2016 Reduce vulnerability

and risk of disruption

by power outage.

Action Responsible entity Proposed

timeline Comments

Component B

5. Training Need Assessment Report LCD/Nathan

Associates

End February

2016

6. HRD Strategy and Implementation Plan LCD/Nathan

Associates

End March

2016

7. Assign a suitably senior official on a full

time basis to take day to day responsibility

for all LCD training related activities

including managing the work program of

the consultants

LCD End of April

2016

Ensure knowledge

transfers and

sustainability

8. Gap Assessment Report of Risk

Management and Intelligence

LCD/QI-BIVAC End of

February

2016

9. Seek clarification on availability of the

expert for performance and client services

standards (CS-12—Customs Capacity

Enhancement Program)

LCD/QI-BIVAC End of March

2016

Ensure no delays in

commencing of the

assignment.

10. Seek clarification on availability of the

expert for administrative appeals (CS-12—

Customs Capacity Enhancement Program)

LCD/QI-BIVAC End of April

2016

Ensure no delays in

commencing of the

assignment.

11. Conduct refresher procurement training for

LCD’ selection committee and

management staff

LCD/Procurement

Advisor

End of March

2016

Raise understanding of

procurement rules and

guidelines

12. Submit the revised Procurement Plan for

NOL

LCD/Procurement

Unit

End of

February


13

ANNEX4. Sample of remaining project fund monitoring

Category

Description

Undisbursed per

Client

Connection

(USD) as of xx

(A)

Commitment

(B)

Unliquidated

advance (C)

Undocumented

expenditure

(including UN

advance) (D)

Total

expected

expenditure

E=B+C+D

Cash and

bank

balances

(F)

Total

remaining

funds

G=A-E+F

Goods, CS,

Non-CS, IOC

& Training


14

ANNEX 5. Revised Procurement Plan

Lao PDR: Customs and Trade Facilitation Project-Additional Financing

I. GENERAL

1. Project information:

Country : Lao PDR

Borrower/Recipient : Ministry of Finance

Project Name : Customs and Trade Facilitation Project - Additional Financing

Project ID No : P144992

Project Implementing Agency : Lao Customs Department, Ministry of Finance

Bank’s approval date of the Procurement Plan:

( O ) : 04 April 2013

(R1) : 10 December 2013

(R2) : 19 May 2014

(R3) : 29 December 2014

(R4) : 01 April 2015

(R5) : 16 October 2015

(R6) : 16 December 2015

(R7): 11 February 2016

2. Date of General Procurement Notice: 3 May 2013

3. Period covered by this procurement plan: 18 months

II. PROCUREMENT OF GOODS and WORKS

1. Prior Review Threshold: Procurement Decisions subject to Prior Review by the Bank as stated in Appendix 1 to

the Guidelines for Procurement:

No. Procurement Method

Procurement

Method

Threshold

Prior

Review

Threshold

Comments

1. ICB (Goods) >= US$600,000 All

2. NCB (Goods) < US$600,000 First contract

3. Shopping (Goods) <= US$100,000

4. Direct Contracting

(Goods) - All

Where justified and subject to IDA’s prior

agreement

2. Procurement of all contracts for Goods financed wholly or partially by IDA will be carried out through the

applicable procurement methods in accordance with the thresholds in the above table and as defined against each

contract package in the procurement plan. Procurement using NCB or shopping procedures will use procedures,

set forth in the Recipient’s Decree of the Prime Minister on Government Procurement of Goods, Construction,

Maintenance and Services, 03/PM dated January 9, 2004, and the Implementing Rules and Regulations on

Government Procurement of Goods, Works, Maintenance and Services, 0861/MOF dated May 5, 2009, including

national standard bidding document with IDA’s prior concurrence, will be followed subject to the improvements

listed in the NCB-Annex to the Legal Agreement.

3. Procurement Packages with Methods and Time Schedule

1 2 3 4 5 6 7 8 9

Ref.

No.

Contract

(Description)

Estimated

Cost

(US$)

Procurement

Method

Prequali-

fication

(yes/no)

Domestic

Preference

(yes/no)

Review

by

Bank

(Prior

/ Post)

Start

Bidding

/

Selection

Process

Comments


15

Component A – Automation Support

G-05 Software for

the helpdesk

(A4.3.1)

20,000 Shopping No No Post (O) Dec.

2013

(R1) Apr.

2014

(R2) Jul.

2014

(R3)

Mar.

2015

(R4)

May

2015

(R5)

Nov.

2015

Deleted.

Local ICT

team will

provide an

alternative.

G-16 CCTV

equipment

(A1.4.5)

100,000 Shopping No No Post (O) Jul.

2013

(R1) Apr.

2014

(R2)

May

2014

(R3) Jun.

2015

Deleted due

to shortfall

in funding—

depreciated

SDR

G-18 Generators for

remaining

international

check points**

(A5.2.2)

250,000 NCB No No Post Dec.

2015

(R1) Jun.

2014

(R2) Oct.

2015

(R3) Jan.

2016

Component B – Organizational Development

G-12 Video

conference

facility for 5

regional offices

(B2.2.3)

30,000 Shopping No No Post (O) Feb.

2014

(R1) Jun.

2014

(R2) Jul.

2014

(R3) Jul.

2015

(R4)

Mar.

2016

Deleted due

to shortfall

in funding—

depreciated

SDR.

G-14 WCO e-

learning

material access

(B2.3)

75,000 Direct

Contracting

(*)

No No Post (O) Apr.

2014

(R1) Jun.

2014

(R2) Oct.

2014

(R3) Jun.

2015

(R4)

Nov.

2015

Consult

Mike Watts

on

prioritization

of e-learning

modules to

be selected.


16

(R5) Apr.

2016

Note:

(*) Direct contracting will be considered subject to request with justifications to be submitted for the

World Bank’s no objection.

(**) Government will finance civil works and minor infrastructure development costs including office

renovation/site preparation for system rollout and disaster recovery center, and training center

(O) Original

(R) Revised

NCB National Competitive Bid

III. SELECTION OF CONSULTANTS

1. Prior Review Threshold: Selection decisions subject to Prior Review by Bank as stated in Appendix 1 to the

Guidelines Selection and Employment of Consultants:

No. Selection Method Procurement

Method Threshold

Prior Review

Threshold Comments

1. QCBS, QBS (Firms) > US$100,000 >=US$100,000

2. CQS (Firms) <= US$100,000 First Contract

3. Single Source (Firms) - All Where justified and subject to

IDA’s prior agreement

4. Least Cost Selection - >= US$ 100,000 For Auditor

5. Individual Consultants - Only the fiduciary,

legal and some

long term positions

Comparison of qualifications of at

least three candidates. SSS may be

used where justified and subject to

IDA’s prior agreement

2. Short list comprising entirely of national consultants: Short list of consultants for services, estimated to cost

less than $100,000 equivalent per contract, may comprise entirely of national consultants in accordance with the

provisions of paragraph 2.7 of the Consultant Guidelines

3. Consultancy Assignments with Selection Methods and Time Schedule

1 2 3 4 5 6 7

Ref.

No.

Contract

(Description)

Estimated

Cost

(US$)

Selection

Method

Review

by

Bank

(Prior

/ Post)

Start Bidding

/ Selection

Process

Comments

Component B – Organizational Development

CS-

06

Customs valuation support

database development

(B1.2.2)

150,000 QBS Prior (O) May 2013

(R1) Jan.

2015

(R4) Jun.

2015

Deleted due to shortfall

in funding—

depreciated SDR. LCD

will customize and use

the valuation module in

ASYCUDA World

upon system upgrade

through support and

maintenance to be

provided by UNCTAD.

CS-

07

Risk management

software support (B1.2.3)

150,000 QBS Prior (O) Jun. 2013

(R1) Sep.

2014

Deleted due to shortfall

in funding—

depreciated SDR. LCD

continues to use and


17

1 2 3 4 5 6 7

Ref.

No.

Contract

(Description)

Estimated

Cost

(US$)

Selection

Method

Review

by

Bank

(Prior

/ Post)

Start Bidding

/ Selection

Process

Comments

(R2) Nov.

2014

(R3) Sep.

2015

(R4) Jan.

2016

enhances selectivity in

ASYCUDA World.

Note:

SSS Single-Source Selection

will be considered subject to request with justification to be submitted for the World Bank’s no

objection.

IC Selection of Individual Consultants

QCBS Quality and Cost-Based Selection

CQS Consultants’ Qualifications Selection

QBS Quality-Based Selection

LCS Least-Cost Selection

IV. LIST OF AWARDED AND ON-GOING CONTRACTS

The following tables list the awarded and on-going contracts, and completed contracts.

Goods and Works

Packag

e

Numbe

r

General

Descriptio

n

Estimate

d Value

Contract

Value

Proc.

Method

Review

by Bank

(Prior/Pos

t)

Date of

Contra

ct

Signed

Supplier Status

G-01

Disaster

recovery

servers,

related

hardware

and UPS

($100,000)

and Racks

($20,000)

(A5.3 &

A5.1.4)

120,000 115,319

USD NCB Post

30-Jan-

15

Khampaseu

th

Computer

Co., Ltd

goods

delivere

d

G-02

ICT

hardware

equipment

for

ASYCUD

A geo

rollout and

helpdesk

PCs

(A1.4.1,

A1.4.4 &

A1.4.6)

221,000

2.267.909.6

00 Kip

(282,324

USD)

NCB Prior 26-Sep-

14

Alice

Computer

Co., Ltd

goods

delivere

d

G-03

Network

equipment

(LAN &

184,000 840,966,000

Kip NCB Post

12-Sep-

14

NAMI

Computer

Co., Ltd

goods

deliverin

g


18

WAN);

network

gear

(A1.4.2 &

A1.4.3)

(104,689

USD)

G-04

Additional

licenses for

ASYCUD

A rollout

for 500

users

(A1.4.6)

50,000 113.148

Direct

Contracti

ng

Prior 17-Oct-

12

Strategy

Object

OOD of

Bulgaria

G-04

Additional

licenses for

ASYCUD

A rollout

for 500

users

(A1.4.6)

50,000 34,711

Direct

Contracti

ng

Prior 15-Jan-

16

Strategy

Object

OOD of

Bulgaria

G-05

Additional

licenses for

ASYCUD

A rollout

for 500

users

NA 113,148

Direct

Contracti

ng

Prior 17-Oct-

12

Strategy

Object

OOD of

Bulgaria

G-06

Partition

and

furniture

for disaster

recovery

setup and

LCD

training

center set

up

including

white

board,

shelves

(A5.1.1,

A5.1.2,

B2.2.1 &

B2.2.2)

95,000 706,000,000

Kip Shopping Post

1-Dec-

14

SB Lab 856

Co., Ltd.

Installin

g

complete

d

G-07

Air

Conditioner

s for DRC

and TRC

(A5.1.3 &

B2.2.3)

40,000

440,495,000

Kip

(54,720

USD)

Shopping Post 30-Apr-

2015

Cooler

Master Sole

Co., Ltd.

Installin

g

complete

d

G-10

Generators

for 5

Internation

al check

points and

1

warehouse*

* (A5.2.1)

350,000 239,130

USD NCB Post

13-Jul-

15

NNC

Pharma

Co., Ltd

Installin

g

complete

d


19

G-11

Infrastructu

re

monitoring

tools

(software,

training and

installation)

(A5.4)

50,000 43,230 USD Shopping Post 16-Dec-

15

TK Support

Sole Co.;

Ltd.

G-13

IT and ICT

equipment

for LCD

training

center,

Operational

Training

(Roll out)

and CTFP

Office

30,000

553,410,000

Kip

(68,892

USD)

Shopping Post 16-Oct-

14

Khampaseu

th

Computer

Co., Ltd

goods

delivere

d

G-15

Project

Vehicles

(B6.10)

50,000 59,059 USD Shopping Post 18-Jun-

14

Chevrolet-

Lao Co.,

Ltd.

goods

delivere

d

G-19

ICT

Hardware

for

ASYCUD

A Support

(A1.3.3)

100,000 98,915 USD Shopping Post 13-Jul-

15

Khampaseu

th

Computer

Co., Ltd

Ongoing

G-020

Audio

System and

IT

Equipment

for TRC

(B2.2.6)

33,000 34,711 USD Shopping Post 16-Dec-

15

Khampaseu

th

Computer

Co., Ltd

G-22

ACCPAC

(software,

crease

accounting

code and

training)

(B6.7.1)

20,000 16,830 USD

Direct

Contracti

ng

Prior

Motive

Solutions

(Lao) Co.,

Ltd

TOTAL: 1,343,00

0 1,353,380

Consulting Services

Packa

ge

Numb

er

General

Description

Estimat

ed Value

Contra

ct

Value

Recrui

t.

Metho

d

Review

by Bank

(Prior/Pos

t)

Date of

Contra

ct

Signed

Consultant Status

CS-001

ASYCUDA

Support and

Maintenance

(A1.3.1)

266,000 266,054 SSS Prior 6-Mar-

15 UNCTAD

CS-002 International

IT Specialist 400,000 371,091 IC Prior

8-Aug-

14

Michael David

Squirrell

CS-002 International

IT Specialist 533,499 IC Prior

4-Jan-

16

Michael David

Squirrell


20

CS-003

Local ICT

Support

(including

help desk

establishmen

t) (A4.2)

230,000 191,119 QCBS Prior 27 May

15 NCG Sole Co., Ltd

CS-004

Survey &

Design of

Back-up

Generators

for 11

checkpoints

& LCD

50,000 20,285 IC Post 30-Apr-

14 SomsanithSadettan

CS-05

Time

Release

Studies

(B1.2.1)

100,000 133,441 CQS Prior 15-Jan-

16 EMC

CS-008

Technical

Assistance

for Customs

Training

Center

Developmen

t Program

(B2.1)

400,000 449,770 QCBS Prior 18-Sep-

15

Nathan Associates

Inc.,

CS-010

Customs

Regulation

Specialist

(B3.2)

106,000 44,400 IC Prior 17-

Nov.-14 Thongdy Soulichack

CS-012

Technical

Assistance

for Customs

Capacity

Enhancemen

t Program

(B5.1)

1,000,00

0

1,095,4

15 QCBS Prior

30-Oct-

15 QI-BIVAC

CS-

013-1

Administrati

ve Assistant 32,400 8,640 IC Post

18-Oct-

12

Bangonn

Phommachanh

CS-

013-2

Assistant to

Customs

Advisory

Team

49,600 15,180 IC Post 17-

Nov-14

Phonethipha

Sensoulintha

CS-

013-3

Finance

Assistant 38,000 9,600 IC Post

30-Sep-

14

Thipkesone

Sanasackda

resigne

d

CS-

013-3

Financial

and Admin

Assistant

(B6.2)

38,000 8,400 IC Post

08-

May-

2015

LattanaphoneVannas

ouk

replace

d

CS-014

Project

Analyst

(B6.5)

75,000 28,800 IC Post 17-Dec-

14

Phoukhong

Ouanlamany

CS-015

National

Procurement

Specialist

90,000 42,000 ICS Prior 01-Dec-

14

Sengphet

Thanongsakd

CS-016

National

Finance

Specialist

75,000 61,875 ICS Prior 23-Dec-

14 Ketmany Sivongsa


21

CS-017

Project

Auditor

(B6.8)

20,000 22,836 LCS Prior 25-Mar-

2015

Ernst & Young Lao

Co., Ltd.

CS-018

International

Procurement

Advisor

(B6.6.2)

120,000 104,636 IC Prior 3-Apr-

2015 Mr. Marian Nenita

CS-20

International

Legal

Advisor

(B3.1)

150,000 153,847 IC Prior 30-Oct-

15 Mr. Thomas Walsh

CS-021

Technical

Supervision

of the

Installation

of

Generators

Consultant

(A5.2.2)

8,000 6,370 SSS Prior 20-Sep-

15 Somsanith Sadettan

TOTAL: 3,248,00

0

3,196,1

67

VI. LIST OF CONTRACTS TO BE EXTENDED (CONSULTING SERVICES)

Packag

e No.

Descriptio

n Budget

Spent

to Date

Price of

Service

in the

Previou

s Period

Price of

Extensio

n

(+ 2%

approx.)

Period of

Extension

Consultant Comment

s Signe

d End

CS-010

Customs

Regulation

Specialist

(B3.2)

106,00

0 44,400 44,400 44,880

17-

Nov-

15

16-

Nov-

16

Thongdy

Soulichack

Annual

Extension

CS-

013-3

Financial

and Admin.

Assistant

(B6.2)

38,000 18,000 8,400 8,568

11-

May-

16

10-

May

-17

Lattanaphon

e

Vannasouk

Annual

Extension

CS-014

Project

Analyst

(B6.5)

75,000 57,600 28,800 29,376

29-

Nov-

15

28-

Nov-

16

Phoukhong

Ouanlamany

Annual

Extension

CS-015

National

Procuremen

t Specialist

(B6.6.1)

90,000 42,000 42,000 42,840

01-

Dec-

15

30-

Nov-

16

Sengphet

Thanongsak

d

Annual

Extension

CS-021

Technical

Supervision

of the

Installation

of

Generators

Consultant

(A5.2.2)

8,000 6,370 6,370 6,497

1-

Dec-

15

15-

Feb-

16

Somsanith

Sadettan

For

second

batch of

generators

TOTAL: 317,00

0

168,37

0 132,161


22

ANNEX 6. List of International Customs Checkpoints with live operation of the ASYCUDA World

System

Table 1. Additional Financing –Geographical Rollout of 10 checkpoints

Checkpoints Date of rollout completion Network Connection Mode

Phoukeu (Attapeu) 9-Feb-15 Fibre

Naphao (Khammouan) 11-Feb-15 Fibre

Paksan (Bolikhamsay) 18-Feb-15 Fibre

Namkan (XiengKhouang) 1-Mar-15 Fibre

Namngern (Xayabouly) 2-Mar-15 Fibre

Nongnokkhien (Champasack) 1-Apr-15 Internet 3G

Phoudou (Xayabouly) 2-Apr-15 Internet 3G

Pahang (Houaphanh) 6-May-15 Internet 3G

Banmom (Bokeo) 7-May-15 Internet 3G

Panghok (Phongsaly) 18-May-15 Internet 3G Note: Pakse and LuangPrabang Airports are not deployed with the system because of limited volume of trade.

Table 2. Original Financing – Main rollout in 11 checkpoints

and the Rollout of SmartTax System in 2015

Checkpoints Date of rollout

completion

Network

Connection

Mode

SmartTax

Rollout in

2015

Boten (LuangNamtha) 2012 Fibre Yes

Namphao (Bolikhamxay) 2012 Fibre

Friendship Bridge 1 (Vientiane

Capital) 2011 Fibre

Yes

Friendship Bridge 2 (Savannakhet) 2012 Fibre Yes

Friendship Bridge 3 (Khammuan) 2012 Fibre Yes

Friendship Bridge 4 (Bokeo) 2012 Fibre Yes

Vangtao (Champasack) 2012 Fibre Yes

Dansavanh (Savannakhet) 2012 Fibre Yes

Namheuang (Xayabouly 2012 Fibre

Namsouay (Houaphanh) 2012 Fibre

Wattay International Airport

(Vientiane Capital)

2012 Fibre

Yes


23

ANNEX7. Attached an update to the Result Framework

Revised Project Results Framework – Customs and Trade Facilitation Project

Project Development Objective (PDO): To facilitate trade by improving the efficiency and effectiveness of customs administration and simplifying customs procedures to eliminate

duplication and redundancy, reduce transactions costs and time to clear goods, and increase transparency and accountability.

PDO Level Results

Indicators Co

re

UOM5

Baseline

Original

Project

Start

(2009)

Progress

To Date

(2012)

Cumulative Target Values

Frequen

cy

Data

Source/

Methodolog

y

Responsibi

lity for

Data

Collection

Comments 2013 2014 2015 2016

1. Reduction in mean

import, export and

transit clearance

times for commercial

shipments by 10

percent per year.

Hours 17.9

11.2 10.1 9.1 8.2 7.4 Every 1-

2 years

Time

Release

Survey

(TRS)

LCD

Reduction in mean

time to clear imports

of 34% during 2009-

12 Actual 11.2 11.2 11.26

2. Reduction in the

number of steps to

clear commercial

shipments by 25

percent.

Number

of steps

9 / 7

(import /

export)

5 / 4 5 / 4 4 / 3 4 / 3 4 / 3

Every 1-

2 years

LCD

regulations LCD

Reduction in number

of steps to import

from 9 to 5 and to

export from 7 to 4

during 2009-12 Actual 5 / 4 5 / 4 5 / 4

3. Increase in the

ratio of

detections/inspections

by 10 percent per

year [based on

available ASYCUDA

data and reports for

the purposes of

customs control].

% N/A

1.2 1.5 1.9 2.3 2.9

Annual

ASYCUDA

management

reports

LCD

Indicator of increased

use and effectiveness

of customs risk

management and

ASYCUDA

selectivity Actual No data 0.887 0.918 0.91

5 UOM = Unit of Measurement. 6 Tracking the indicator by using the TRS2012 since no new TRS data is available. The 2016 TRS is now under way and data will be available in July 2016. 7 The ratio was calculated based on the selectivity data (October 2013-March 2014) from the Lao Customs Department 8 The ratio was calculated based on the selectivity data (Nov 2014 – July 2015) from the Lao Customs Department.


24

4. Increase in client

perceptions of

customs performance

and integrity as

measured by World

Bank survey results

by 25 percent.

Index 2.08

2.38 2.5 2.6 2.7 2.8 Every 2-

3 years

Logistics

Performance

Index (LPI)

WB

Sustained

improvements in

performance as

measured by the LPI.

Next LPI to be issued

in 2016 Actual 2.38 2.45 2.45

Intermediate Results and Indicators

Intermediate Results

Indicators Co

re

UOM

Baseline

Original

Project

Start

(2009)

Progress

To Date

(2012)

Target Values

Frequen

cy

Data

Source/

Methodolog

y

Responsibi

lity for

Data

Collection

Comments 2013 2014 2015 2016

Intermediate Result 1:Improved customs processes and procedures.

1. Full acceptance of

electronic data

submission for

customs declaration

procedures by the end

of 2013

Text

Not

initiated

Partially

completed

Comple

ted

Progress

reports LCD

Pilot would

be completed

by next

mission (Jan

2016)

Partiall

y

complet

ed

Partially

completed

: Pilot to

be

conducted

Intermediate Result 2: Improved ICT infrastructure which supports the implementation of the new customs processes and procedures and is sustainable and reliable.

2. Prototype

developed and

accepted by

government

Text Not

initiated Completed

Progress

reports LCD

Task completed at

AF approval

3. Accepted

prototype validated at

pilot site

Text Not

initiated Completed

Progress

reports LCD

Task completed at

AF approval


25

4. Prototype

replicated at

remaining checkpoint

sites

Text Not

initiated

Planned 11

check point

Completed

Progress

reports LCD

Original No. of

checkpoint to

replicate was 11. AF

finances additional

12 checkpoints.

5. Integrated ICT

system is in place by

2011, pilot completed

and reviewed by

2012, and fully

operational in all

implementation sites

by 2014.

Text Not

initiated

Original 11

checked

point

completed

Complete

d: Roll out

at 10 out

of 12

check

points

completed

Progress

reports LCD

AF covers

additional 12

sites to roll

out the

prototype.

However, the

remaining

two

checkpoint

would be

dropped from

the plan due

to its little

volume

traded.

6. Appropriate front

line staff and affected

traders trained in

advance of pilot

testing and pre

nationwide rollout.

Text Not

initiated

Original 11

checked

point

completed

Roll out at

10 out of

12 check

points

completed

Progress

reports LCD

AF covers additional

12 sites to roll out the

prototype by end of

the project

Documents

LAO PEOPLE’S DEMOCRATIC REPUBLIC - World Bank...Department (LCD); obtain project progress data and update the result framework indicators; and take stock of Lao Customs Department’s