Simplification of port clearance procedures,Significant reduction in the number of national documents and copies to which transit transportalong the corridor was previously subjected,Deployment of the COMESA Customs Declaration Document (CD-COM) to replace nationaldocuments for customs clearance,Mobilization of funding for the rehabilitation of major highways along the Corridor, and<strong>Enhanced</strong> cooperation among its member States in matters concerning transit transport.Burundi contributes 10% to the budget of the NCTTCA, via a levy on all cargo passing through the portof Mombasa. While not perfect, the use of a tonnage levy has improved funding sustainability for theNCTTCA, and has emerged as a model that other corridors across Sub-Saharan Africa are trying toreplicate. Recently in 2007, the NCTA was updated and its scope broadened for the corridor countries tocollaborate in the transformation of the Northern Corridor into an economic development corridor.7.4.2 Central CorridorThe Central Corridor has one of the newest corridor institutions in Sub-Saharan Africa. Untilrecently, trade facilitation along the Central Corridor was addressed through bilateral agreements, mainlybetween Tanzania and the landlocked countries to its west. This was replaced in 2006 by a multilateralagreement, which also led to the establishment of the Central Corridor Transit Transport FacilitationAgency (CCTTFA). The agreement was signed between Tanzania, Uganda, Rwanda, Burundi, and theDRC. The agreement is among the Governments, and the CCTFA is governed by a Board with tworepresentatives from each country, one representing the government and the other the private sector.The institutional framework for the Central Corridor is largely inspired by the Northern Corridorexperience. However, it has a greater involvement of the private sector, something that is only beingintroduced in the case of the Northern Corridor. The governing organs are an interstate council ofministers, an executive board, and a stakeholders consultative committee, supported by a permanentsecretariat. In addition to the Stakeholders Consultative Committee, there is a more compactStakeholders Representatives Group (STAREP) that provides continuous input into the functioning ofthe corridor body. Like on the Northern Corridor, Burundi is well represented in both the policy andtechnical organs of the CCTTFA. The functions of the CCTTFA include developing and implementing: strategies designed to provide seamless transportation along the corridor performance targets and indicators for the corridor strategies to market the corridor strategies to attract more traffic to the corridor.Start up funds for the CCTFA were provided by the African Development Bank as part of the WorldBank’s East Africa Trade and Transport Facilitation Project. There are plans to introduce a tonnage-levytype funding mechanism once the corridor institution is operating fully.Burundi is an active participant in both the Northern and Central Corridors, where its interestsare represented by public and private sector stakeholders. On the Northern Corridor, a NorthernCorridor Stakeholders’ Consultative Forum brings together chief executives of public and private sectoragencies, while the Stakeholders Consultative Committee has the same configuration on the CentralCorridor. Both forums meet periodically to review operational matters and to agree on practicalsolutions, which are then implemented through the secretariats. In both cases, the corridor bodies areimportant instruments to guide regional development across the member countries. They provide a seatat the table for Burundian stakeholders to influence development priorities and investment decisions inthe coastal states in particular. Burundi should make maximum use of these opportunities.110 / 153
8. RecommendationsThe foregoing shows that Burundi needs to make some major decisions to improve its tradefacilitation and logistics performance. This is the only way to enhance its regional and internationaltrade integration. In order to effect this, Burundi has to promote and support excellence and expertise inwater, rail and road transport, transit procedure, and distribution systems. This should be done to servenot only Burundi but mainly the regional market, and to offer modern, well-sized logistic services givingadded value to regional economic operators from the DRC, Uganda and Rwanda.A comprehensive approach to trade facilitation and logistics improvement must be developed. The<strong>DTIS</strong> 2004 prioritized customs and border management measures. It is apparent that significant progresshas been made in implementing them, with notable improvements on the ground. The government iskeen on continuing to pursue and deepen the earlier interventions. This of course is important andremains particularly relevant to continued improvement. However, as the LPI data on Burundi show,there are various other weaknesses in the country’s performance across all six dimensions, includingthose where the government policy can have a direct impact, namely infrastructure, customs andlogistics quality. A fourth area included in the LPI data, active participation in regional cooperationprograms, is also critical. This was recognized in the <strong>DTIS</strong> and clearly remains pertinent. Therecommendations in this <strong>DTIS</strong> update are designed around these four broad areas.8.1 Infrastructure developmentThe development of both hard and soft infrastructure occurs in one country, but many nationalinfrastructure projects have a wider regional dimension. They can notably be planned andcoordinated with several countries, connect to existing regional networks, or have spillover effects onneighboring countries. Regional infrastructure ranges from simple projects that involve two countries,such as building a road link or negotiating a trade facilitation agreement, to complex ones that involveseveral countries such as the Northern Corridor, in which many countries cooperate and coordinate theiractivities for common benefit. Infrastructure development is included in many regional treaties toprovide the framework for aligning sector policies, designing regional master plans, developing aportfolio of synergistic projects, harmonizing regulatory regimes and investment codes, and mobilizinginvestment resources. Increasingly, nations are moving away from integration strategies that are basedsolely on formal trade agreements and towards strategies that include at least some integration ofinfrastructure policies.For Burundi, improving logistics necessarily implies strong regional cooperation. Ideally it wouldbe better if landlocked countries such as Burundi were able to directly invest in the infrastructure ofimportance to them. However, the geography of East Africa is such that most of the investment lies inTanzania in particular. This issue was raised by Burundi as far back as 1979 when TRC was prepared toaccept additional rolling stock but was not willing to concede its dedicated use for Burundi traffic or toaccept the concept of Burundian trains. For Rwanda and Burundi traffic, the use of dedicated trains may,given the imbalances in traffic, appear inefficient, increasing empty running. But if the customer iswilling to pay for the enhanced service, then TRC should be willing to provide it, especially if itsdomestic traffic capacity is not affected.A critical consideration is the incentive for Tanzania to prioritize this infrastructure development.There are two main reasons why improving infrastructure that will benefit Burundi is important toTanzania: (a) the Western regions of Tanzania have significant growth potential especially in mining,agriculture and fisheries in the Great Lakes. The Government of Tanzania has sought to promotedevelopment in the region through the Spatial Development Initiative, an approach which has provedeffective in Southern Africa, and (b) Tanzania can access the large markets in Eastern DRC. Transitaccess across Burundi and Rwanda could provide direct access to this significant potential market forTanzanian products.111 / 153
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Republic of Burundi / Enhanced Inte
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Currency equivalent(Exchange rate a
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Executive summaryThe Government of
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Dar es Salaam (Tanzania) and Mombas
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II.3. Unorganized (agricultural) as
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making. Efforts to improve official
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Identified constraintregulatory fra
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Identified constraintProposed Actio
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(% GDP)50%40%30%20%10%Figure 1.2: e
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Burundi’s very narrow export base
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elatively well diversified - in 200
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ExportsImports(%)Share2001/03Share2
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Table 1.4 : Burundi’s trade in se
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scope for both automatic and discre
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exports. Burundi stands out as a he
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4,000Figure 1.11a: cost to export (
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The improvement of Burundi’s Doin
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Mainstreaming of trade into nationa
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4.3 percent to SSA as a whole. Most
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collection remain destination-based
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Public awareness and stakeholders s
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products, Figure 3.3 shows that Bur
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