DTIS, Volume I - Enhanced Integrated Framework (EIF)

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The main user groups of customs services are composed of the public and private sector importers and exporters. Only registered importers/exporters and transport providers are allowed to process cargo declarations at customs. A fairly substantial group of individual and small companies provides maritime and air transport – the latter handles only limited amounts of goods as virtually all transport of goods to and from the Maldives and within the country is by sea. There are six shipping agents responsible for providing services and facilities to aircraft and cargoes. They also provide air inward and outward manifests for customs clearance formalities. A similar number of direct trader input agents, one of which is government owned, are responsible for processing import and export declarations (cargo goods and passenger carrying items subject to duty). Two government-owned corporate companies play key roles in import and transport. The State Trade Organization (STO) is responsible for the import of strategic goods such as basic food items, petrol and a vast number of other merchandise. The STO owns and operates several warehouses in Male’ and the atolls. It holds almost monopoly rights regarding the import of engines for the fishing and other privet sector transport vessels. The main player in inter- and intra-atoll maritime transport is the Maldives Transport and Contracting Company (MTCC), which are partially privatized. MTCC also imports most of the construction material and transport equipment and carries out major construction activities. Small-scale operators provide inter-atoll transport. III. Issues for Customs Services Reform Transaction costs are lower when customs procedures are carried out efficiently. The <strong>DTIS</strong> research confirmed that there is a perception among private sector users that customs procedures are not applied in a uniform and customary way across the country. Malpractice is alleged arising from face-to-face contact between clients and customs officers. But the overall assessment of the <strong>DTIS</strong> team is that customs procedures are satisfactory although there is room for improvement. A. IMPORTS Goods at import must go through four main stages before they are cleared from Customs control: • Valuation • Documentation • Payment to Cashier • Examination & Release These procedures comply with international standards and are generally performed according to the manuals developed by MCS at a satisfactory level. The cashier collects 79
the correct amount of customs duty using ASYCUDA++ software. But there are concerns arising from valuation and invoice amounts. Table 6.1 below indicates the level of fraudulent invoicing. Standard procedures for appeal are in operation. Table 6.1: Invoice corrections period Jan-June 2005 (no of invoices) Month Price accepted Price uplifted Total invoices Uplifted % scrutinised January 1,849 533 2,382 22% February 1,609 427 2,036 21% March 2,133 579 2,712 21% April 1,862 503 2,365 21% May 2,137 537 2,674 20% June 1,944 490 2,434 20% Source: Maldives Customs Service - 2005 B. EXPORTS Goods for export go through the following control procedures: • Export License • Export Declaration • Examination & Release • Documentation Again, internationally accepted procedures are followed at a satisfactory level. C. ISSUES FOR REFORM The Maldivian MCS has come a long way in terms of carrying out its duties, and the organization appears to be relatively efficient. Management and staff appear to be resilient and committed to carrying out the services under their responsibility. Accountability is satisfactory for meeting agreed revenue targets. A code of conduct has been issued to all customs staff, and this greatly assists the establishment of a high degree of integrity within the organization. The facilities available, rooms and equipment are generally modern and spacious. Notwithstanding the foregoing, weaknesses were observed. These include the fact that although the MCS is computerized and officers have received training in operating such tools and facilities, there are still gaps at the technical level hindering an optimal use of the technology and IT software systems available. For example, the ASYCUDA++ is not fully utilized and all potential application towards more efficient use has not been explored. In addition, current operational systems and procedures in the cargo control area impede the movement of goods and do not meet the set objective of obtaining maximum revenue at minimum cost. There is also a lack of effective communication and coordination among customs services, the trading community and other agencies (port authority, aviation services, clearing agents, coast guard or police), which adversely affects the efficiency of processes relating to the movement of goods. 80
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FINAL R E P O R T Volume 1 MALDIVES
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GSP HACCP HDFC HDI HIES HH HRD HS I
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TRIPS TRTA TSA TTMP UAE UK UNCTAD U
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CHAPTER 6: CUSTOMS SERVICES AND TRA
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major stakeholders as the basis of
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C. ECONOMIC TRENDS Buoyant GDP grow
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WTO members (through the Committee
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The recommendations cover these iss
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Requirements Action no. Action reco
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government, and lawmakers are elect
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. 4
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to Sri Lanka. However, by 2004 the
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This relatively high proportion of
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On an annual basis, total NFA of th
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elow provides data on the public in
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According to the estimates prepared
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Table 2.8: Damage to agricultural f
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II. Imports - Merchandise There has
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the relatively high rate of unemplo
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A. DESTINATION OF MERCHANDISE EXPOR
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Penetration of international market
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Overall, the importance of foreign
Page 51 and 52: on goods deemed luxury goods (e.g.
Page 53 and 54: the Japan and USA markets. 11 Fish
Page 55 and 56: The Modalities provide that the res
Page 57 and 58: emoved. However, in order to provid
Page 59 and 60: EBA. Appropriate transition arrange
Page 61 and 62: Several provisions such as Article
Page 63 and 64: CHAPTER 4 POVERTY REDUCTION AND HUM
Page 65 and 66: Table 4.2: Poverty Gap Ratios per R
Page 67 and 68: produced locally and are readily av
Page 69 and 70: commerce, information and communica
Page 71 and 72: Table 4.3: Fishery Sector employmen
Page 73 and 74: This also requires policies that ta
Page 75 and 76: with routine functions of administe
Page 77 and 78: Applying for a license to invest in
Page 79 and 80: E. MINISTRY OF FISHERIES, AGRICULTU
Page 81 and 82: K. PRIVATE SECTOR STAKEHOLDERS Priv
Page 83 and 84: Overall, it is estimated that the c
Page 85 and 86: The cash is held and disbursed by t
Page 87 and 88: difficult to reach given the except
Page 89 and 90: system of micro-credit intermediari
Page 91 and 92: F. LAND, RAW MATERIALS AND SUPPLIES
Page 93 and 94: B. LABOUR MARKET REFORM About 44 pe
Page 95 and 96: Appendix The mixed record of the Ma
Page 97 and 98: legislation incorporates the initia
Page 99 and 100: CHAPTER 6 CUSTOMS SERVICES AND TRAN
Page 101: Maldives Port Authority • Respons
Page 105 and 106: suspense procedures, thus eliminati
Page 107 and 108: A new domestic terminal at MIA will
Page 109 and 110: There is need to clarify MAC’s na
Page 111 and 112: Changes in the role and structure o
Page 113 and 114: Significant improvements have been
Page 115 and 116: CHAPTER 7 THE TOURISM SECTOR Chapte
Page 117 and 118: British market in 2001. In 2004, be
Page 119 and 120: Similarly, considerable demand was
Page 121 and 122: for imports of support infrastructu
Page 123 and 124: government revenues from the supply
Page 125 and 126: number of trainees that have been t
Page 127 and 128: established as a quality tourism de
Page 129 and 130: Maldives' unspoiled marine environm
Page 131 and 132: The Faculty works very closely with
Page 133 and 134: TOURISM ACT A key objective of the
Page 135 and 136: HRD studies and conduct of necessar
Page 137 and 138: D. ESTABLISH AN ENABLING BUSINESS E
Page 139 and 140: Main Recommendation No. 5: review a
Page 141 and 142: Main Recommendation No. 6: Scale-up
Page 143 and 144: CHAPTER 8 FISHERY SECTOR Chapter Pl
Page 145 and 146: processing under-performing more th
Page 147 and 148: per cent - see Table 8.4. The secto
Page 149 and 150: In the light of these market trends
Page 151 and 152: documentation, and administration.
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monitoring and evaluation dates fro
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and catering industry chefs demand
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It is expected that the trial fishe
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• Can seaming and retorting; •
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DTIS, Volume I - Enhanced Integrated Framework (EIF)

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