Improving Customs Transit Systems
In the Islamic Countries
37
bilateral cooperation between neighboring countries on CTR, and joint operations. Information
exchange is also a key part of international cooperation, both bilateral as well as multilateral.
As can be seen from above examples, additional complexity is added by the fact that cooperation
and coordination within and between agencies may take place at and between the central levels,
including CAs national headquarters and ministries, and at the operational unit’s active at the
regional and local level.
It should be noted that the pillars are not strictly divided. There are several issues that are
clearly cutting across the pillars. An example would be the establishment of joint contact offices,
in which both Customs and OGAs representatives could rapidly exchange information with
officers from the neighboring country. This is clearly an issue to be discussed both between the
agencies involved and on an international level to find an agreement with the neighboring
country.
At the same time, different state structures and institutional (if not constitutional) arrangements
influence the three-pillar approach to the extent that the levels might not always be explicitly
identified or divided differently than in this study. These differences need to be kept in mind
when reading this document and applying it to a specific country.
2.1.3 Institutional Framework
In discussing cooperation and coordination between different units of ministry/OGAs related to
means of transport and goods in transit, the focus is on organizational set-up and management
structures of the specific service. Important objectives regarding the institutional framework
include the existence of central authorities responsible for certain aspects of management of the
BCP, the strategies based on coherent policies, and the establishment of internal control and
reporting mechanisms in order to monitor not only performance and the coherent
implementation of the operational instructions, but also the efficient use of resources, both
human and technology. Regular CTR performance evaluation will not only help to detect
irregularities of any form but may also be used to provide feedback into the quality management
system, thus allowing higher management to learn from good practices. At the same time, an
internal audit system can also contribute to staff motivation insofar as it allows for constructive
criticism – if taken into account; this underlines the importance of the experience of operational
staff and can increase motivation.
Clear and transparent CTR procedures have to be established for corrective actions to be taken
in case of irregularities, and their follow-up. If feasible, these functions could be carried out by
specialized audit units.
Moreover, centralized risk management system can be established. Customs and OGAs should
maintain the risk indicators and intelligence on the local level (particular for each BCP, at the