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INTRODUCTION TO ORBUS

(SINGLE WINDOW SYSTEM OF SENEGAL)

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1. BACKGROUND

2. ACHIEVEMENTS

3. OUTCOMES

4. LESSONS LEARNED

5. ONGOING PLANS

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BACKGROUND

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Background (from customs….)

In 2001 the Minister of finance and the Minister of Commerce agreed to

transfer ORBUS management to Customs. The Minister of Finances was

personally involved and gives instructions to customs to restart the project.

In 2002, Customs, through a management committee (CGPID), creates a

private company to develop and deploy the ORBUS system.

From 2002 to 2004, The company has updated the system, designed the

services built the organization, and developed the management tools.

In 2004 the pilot of ORBUS was launched in January. With a scalable

approach, the system was officially operational since July 1st. There was no

legal reforms. A simple letter from the MOF to his colleagues and a simple

information notice from the Customs Director General were enough to

support the SW implementation.

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ACHIEVEMENTS

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LES SOLUTIONS

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OUTCOMES

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Participants

GOVERNMENT AGENCIES: GOVERNMENT AGENCIES:

1. Change Control Authority (DMC) 2. Department of Agriculture (DPV)3. Department of Breeding (DIREL)4. Department of Commerce (DCE )5. Department of Fishing (DOPM) 6. Quality Control Division (DCQ) 7. Metrology Division (DM)8. Industry Department (DI)9. Waters and Forests Department (DEF)

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PRIVATE STAKEHOLDERS:PRIVATE STAKEHOLDERS:

1.1.Banks (all banks)Banks (all banks)2.2.Insurance companies (3)Insurance companies (3)3.3.Inspection : Inspection : COTECNACOTECNA

CLIENTS:CLIENTS:

1.1.Importers (All)Importers (All)2.2.Custom brokers (all)Custom brokers (all)

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EVOLUTION COMPAREE DELAIS ET DUREES ORBUS

0,00

0,50

1,00

1,50

2,00

2,50

3,00

3,50

4,00

4,50

5,00

Dec 0

4jan

v-05

févr-0

5ma

rs-05 avr-0

5ma

i-05

juin-0

5jui

l-05

août-

05se

pt-05

oct-0

5no

v-05

déc-0

5jan

v-06

févr-0

6ma

rs-06 avr-0

6ma

i-06

juin-0

6jui

l-06

août-

06se

pt-06

oct-0

6no

v-06

déc-0

6jan

v-07

févr-0

7ma

rs-07 avr-0

7ma

i-07

juin-0

7jui

l-07

août-

07se

pt-07

oct-0

7no

v-07

déc-0

7

MOIS

TEMP

S (EN

JOUR

)

Délai Orbus Durée Orbus

Time reduction from the starting of the system

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Evolution du taux d'utlisation du CF.

00,05

0,10,15

0,20,25

0,30,35

0,40,45

Mois

Ratio

s

% of traders using the facilitation center

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LEASSONS LEARNED

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Key factors of success

Single windows system is a combination of Technologies, business organization and human factors.

High level government support is necessary, customs involvement as well.

Map the reality before reengineering Skills and leadership ability of the

appointed person to manage the project are critical.

Users training is a critical aspects PPP is probably the best context to set up SW

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To Avoid

Decide for others Ignore stakeholders interest in the project. Thinking just from on perspective (Gov, or

private sector or users). Have a complex view of issues Ignore human factor in the change

process.

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To manage subtly

Leadership in the project (Trade, Transport or Customs?)

PPP implementation body PPP operation body.

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Communication strategy:

1. SET THE CREDIBILITY OF THE PROJECT INVOLVING THE CHAMPIONS OF THE PROJECT (high government position, customs, private sector) IN THE PUBLIC EVENT

In Senegal the credibility of the project was set because the Head of State has announced it as his project in his new year speech and has instructed his Minister of Commerce to do the necessary.

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Communication strategy:

2. BRING ON BOARD THE PUBLIC STAKEHOLDERS (OPERATION LEVEL AND DECISION MAKERS LEVEL) FOR THEM TO BE SUPPORTERS OF THE PROJECT.

3. CONVINCE PRIVATE STAKEHOLDERS BY SHOWING THEM THAT THEY WILL SAVE COSTS IN OPERATION AND WILL HAVE POSSIBILITY TO EXPLORE NEW MARKET OPPORTUNITY.

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Communication strategy:

4. EXPLAIN, EXPLAIN, EXPLAIN TO CUSTOMS BROOKERS THAT THE PROJECT IS NOT ABOUT TO TAKE THEIR BUSINESS.

5. EXPLAIN, EXPLAIN, EXPLAIN TO TRADERS THAT THE PROJECT IN NOT ABOUT TO ADD A LINE OF CHARGE IN THE BILL OF IMPORT/EXPORT PROCEDURE.

In Senegal, private sector was not supporting the project as expected because there was not enough confidence between the management team of the project and them.

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GO TO OPERATION:

TO ASSURE QUALITY OF SERVICE:o pilot phase and gradual coverage of services.o large public communicationo contract of performance between the project and the

public stakeholders.o set up of facilitation centers for SMEso development of management tools to monitor the

processes. TO IMPROVE QUALITY OF SERVICE:

o Monthly reporto Performance comparisonso regular meeting to adjust process

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THE CONTEXT (3 MN VIDEO)