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Key Priorities for 1999-2000 Tax Reform | Tourist Refund Scheme | Preparations for the Sydney 2000 Olympic and Paralympic Games | Cargo Management Re-engineering | Prime Minister's Coastal Surveillance Task Force | Improved Inter-agency Cooperation The New Tax System Preparing for the introduction of tax reform was one of Customs key priorities for 1999-2000. By 30 June 2000, Customs had business processes and systems in place to ensure a smooth transition to The New Tax System. The tax reform measures affecting Customs included the abolition of wholesale sales tax (WST) and the introduction of the Goods and Services Tax (GST), Luxury Car Tax (LCT), Wine Equalisation Tax (WET) and the Australian Business Number (ABN). Customs was a key contributor in developing the approach, priority and timing for legislative change. On 18 June 2000, major changes were made to Customs electronic systems. The systems were then able to successfully accommodate the Australian Business Number, calculate importers' tax liabilities, provide deferral of GST to approved importers, collect tax where required and communicate revenue liabilities to the ATO. It was not possible to process amendments to finalised Customs entries (including applications for refund) electronically between 17 June 2000 and 2 September 2000. Customs consulted with industry in developing manual processes to ensure Customs service levels for post warrant amendment processing continued to apply during this period. Customs conducted a wide ranging communication program using a variety of printed and electronic media including Australian Customs Notices, the Customs website and Customs Information centres to assist clients make a successful transition to the new tax arrangements. Customs delivered tax reform
awareness sessions to the Australian importing industry and provided
information to Commonwealth and State Government departments and
agencies, information technology service providers, international
passengers and diplomatic and consular staff. Tourist Refund Scheme: All Systems Go on 1 July 2000 A concentrated effort by staff ensured that Customs was able to provide a Tourist Refund Scheme (TRS) for Australian and international travellers in time for the introduction of The New Tax System. The TRS allows international travellers to claim a refund of the GST and WET paid on goods bought in Australia that they take with them as accompanied hand baggage when they leave. TRS booths were operational at the eight major international airports-Sydney, Brisbane, Melbourne, Perth, Cairns, Adelaide, Darwin and Coolangatta. Broome airport and cruise liner terminals at Sydney's Circular Quay and Darling Harbour, Cairns, Darwin and Fremantle also had a TRS facility available for the first day of the Scheme. Following broad consultation with industry and overseas experts, the TRS was developed to minimise paperwork for retailers and travellers and maximise efficiency and compliance. A Tourist Refund Office was established within Customs to operate the Scheme and 154 officers were recruited and trained to verify the export of the goods and the passenger's eligibility for a refund. Refund mail back services were outsourced to a private contractor. Customs produced a variety
of information products to inform retailers, travellers and the tourism
industry about the Scheme. Detailed information on the TRS is available
by contacting Customs Information Centres (refer to Appendix C). Planning and Preparations for Sydney 2000 Olympic and Paralympic Games in September-October 2000 While the increased cargo and passenger movements for the Sydney 2000 Olympic and Paralympic Games will be our largest peace time logistics exercise, Customs is equally committed to maintaining service levels to industry and travellers during this period. Customs refined Olympic policies and procedures following test events and peak travel periods. Customs facilitated the arrival of the flame and continued to help protect Olympic brands from counterfeits. Olympic Games planning streamlined processes and improved coordination between agencies and organisations. During the Olympic period, Customs and the Australian Quarantine and Inspection Service (AQIS) will co-locate at Watsons Bay to streamline vessel clearance activities and co-locate cargo response officers to provide a `one-stop-shop' for Olympic importers. A single passenger card, requesting Customs, immigration and quarantine information, was also created with the Olympic workload in mind. Customs made a significant
contribution to Olympic and Paralympic Games planning through
multi-organisational working groups during the year. Although the number
and volume of passengers and cargo are expected to be significantly less
than the Olympic Games, the concentrated arrival of Paralympic teams and
their baggage requirements will also present challenges to Customs
operations. Customs Olympic policy decisions and operational arrangements
apply equally to the Paralympic Games. Cargo Clearance including Intellectual Property Rights Customs cleared approximately $140m worth of Olympic temporary imports by 30 June 2000. In June 2000, Customs launched an Olympics Cargo Response Unit (OCRU) of 12 officers to deal with urgent and out-of-hours Olympic-related cargo clearances. In May 2000, the OCRU tested Olympic cargo clearance procedures. The OCRU was well placed to manage the peak cargo arrivals period (June-August 2000). Seizures of unauthorised or unlicensed Olympic products under the Sydney 2000 Games (Indicia and Images) Protection Act 1996 increased significantly in the latter part of 1999-2000. Goods seized range from pins and badges to clothing and toys. Patterns show that both the volume and the `quality' of infringing goods intercepted is increasing. 59 seizures netted 78 975 items. This represents 70 per cent of the number of seizures and 89 per cent of Olympic intellectual property items seized between 1996 and June 2000. Testing Customs Capabilities Customs participated in a number of Sydney Organising Committee for the Olympic Games' (SOCOG's) official test events and Sydney Airport exercises (which focussed specifically on passenger processing) for the Olympics. Test events also trialled the OCRU. The Southern Cross Multi-Disability Games ensured that issues specific to athletes with disabilities were adequately addressed. Formal debrief sessions were conducted following each major test event. Outcomes and issues encountered during the test events were used to validate, refine and amend Olympic planning including regional operational and risk assessment plans. In addition to the test events, airport operations were trialled and proved effective during peak travel periods such as the Easter school holidays (when passenger volumes were comparable to those forecast for the Olympic period). On 8 June 2000, Customs after consultation with AQIS and the Department of Immigration and Multicultural Affairs (DIMA), facilitated and cleared the Olympic Flame and accompanying entourage of approximately 80 people on board the aircraft enroute to Australia. The no fuss facilitation was representative of Customs planned approach to the Games, in particular the facilitation of Olympic and Paralympic family members. Cargo Management Re-engineering Customs made significant progress on Cargo Management Re-engineering (CMR) as illustrated by Figure 6. Figure 6: Key Achievements for CMR in 1999-2000
When completed, the project will deliver new import and export processes aimed at increasing cargo management efficiency for industry. CMR will also deliver improved targeting of high risk cargo. In March 2000, Customs released the CMR Business Model. The Model was finalised following nation-wide exposure of a draft model and extensive consultation with industry and government clients. The Business Model represents a blueprint for Customs future cargo management policy and will be the foundation for a new integrated information technology system, legislation and business practices. The key feature of the CMR Model is flexibility. This is achieved in a number of ways - including improved communication channels between individuals, business and clients and catering for differences in business practices through accreditation arrangements. With the Model completed and approved, Customs began defining the requirements for a new integrated cargo management system. During 2000-2001 Customs, in consultation with industry and government agencies, will develop the detailed design of the new information technology applications and legislative changes needed to underpin CMR. A copy of the business model and detailed information on CMR is on the Customs website at (http://www.customs.gov.au). The Customs Connect Facility A new electronic gateway (known as the Customs Connect Facility (CCF)) is being developed with the CMR project. The facility is scheduled for installation during 2001 and will provide an improved electronic interface between Customs and its clients. The CCF is expected to create opportunities for Value Added Networks, Communities of Interest and Electronic Service Providers to offer improved and new services to their clients and members when dealing with Customs. The CCF concept is well advanced with work during the year focussing on design and broad business requirements. Accredited Client Scheme The Accredited Client Scheme (formerly `Business Partnerships') is designed to simplify the reporting requirements for Australian importers and exporters with a history of compliance. The Scheme is being introduced with CMR and it is expected to provide benefits for both clients (in terms of business process savings) and Customs (with improved compliance with Government requirements). Major progress was made on the development of the Scheme, particularly the development of an approach to manage compliance. Under this arrangement Customs enters into a legally binding contract with the client to provide an alternative import and export cargo reporting system (for specified goods). The client agrees to meet specified performance standards and to undertake regular reviews of business processes to demonstrate standards are being met. Electronic Commerce There was considerable focus on identifying technologies and processes to provide significant improvements in electronic commerce; confidence in Internet based transactions and the streamlining of Customs business operations. Customs has also continued working with the Office for Government On-line and the Defence Signals Directorate on the development of digital signatures. Once complete, it will allow clients to transact confidently with Customs in an Internet environment. This is an important enabler for both the CMR project and the development of Customs on-line capabilities. Customs continues to pursue a range of e-commerce initiatives with the World Customs Organisation (WCO) to ensure that Customs administrations worldwide streamline and harmonise their approaches to facilitate international trade. It is expected that outcomes on these issues will be agreed by early 2001 with consideration for early uptake by CMR. Data Management Customs Corporate Data Management
Strategy was published and is being Prime Minister's Task Force on Coastal Surveillance In April 1999, the Prime Minister announced the formation of a Task Force to investigate issues related to Coastal Surveillance. The Prime Minister's Task Force (PMTF) was initiated in response to the growing global problem of illegal entrants arriving by sea and associated quarantine and public health risks. The PMTF made 18 recommendations to improve Australia's capacity to detect and deter illegal entrants arriving by sea. The results of the PMTF strengthened Coastwatch's operational effectiveness through enhanced information management and intelligence systems, upgraded communication technology and increased resources for aerial surveillance. These enhancements have combined to improve the overall effectiveness of Coastwatch operations and the surveillance service it provides to government agencies. Customs has acted quickly to implement PMTF recommendations, despite their inherent complexity. Coastwatch was established as a separate entity within Customs in July 1999. A serving Rear Admiral was appointed to a new position of Director General. Three other Defence personnel were appointed to Coastwatch further strengthening the close union between Customs and Defence. With the improved communication channels and enhanced liaison arrangements between Customs and other agencies, Coastwatch is achieving even more effective client service. A new night-capable, all weather twin engine helicopter was delivered in December 1999 to respond to quarantine threats and other illegal activities in the Torres Strait. The helicopter is able to deploy response teams to the various islands in the Torres Strait so that illegal activity response can be mounted at any time of the day or night. It also provides improved surveillance capability. On 26 January 2000, a National Surveillance Centre (NSC) was established at Coastwatch's Canberra headquarters. Better and more timely information flow is achieved through new electronic links to relevant government agencies, including Defence intelligence and operational headquarters. The Prime Minister formally opened the NSC on 5 April 2000. In March 2000, as a result of a PMTF recommendation, a Memorandum of Understanding was signed by Customs, DIMA, Australian Federal Police (AFP), AQIS, Department of Defence, Australian Defence Forces, Commonwealth Director of Public Prosecutions, and State and Territory Police Forces. The Memorandum and associated guidelines provide a framework for responses by Commonwealth agencies and police forces to illegal landings of suspect illegal entrant vessels on Australian territory and sets out the roles and responsibilities of signatory agencies. Surveillance Australia Pty Ltd (the
fixed wing contractor to Coastwatch) was contracted to provide two new
Dash 8 aircraft to enter service in 2000-2001. This will improve
electronic surveillance and response capabilities and provide greater
coverage of the East Coast of Australia, where covert illegal entrants
arriving by sea have been increasingly prevalent. In another area of
emerging risk, the north west of Australia, more frequent electronic
surveillance coverage will also be possible. Improved Inter-agency Cooperation Cooperation Measures among Law Enforcement Agencies After the 1998 federal election, the Government moved Customs into the Attorney-General's portfolio. This resulted in four key agencies with law enforcement responsibilities being in the one portfolio - Customs, the AFP, the National Crime Authority (NCA) and the Australian Transaction Reports and Analysis Centre (AUSTRAC). The agencies actively sought opportunities for efficiencies and improved effectiveness through increased cooperation and resource sharing. After detailed consultation, the agencies identified a range of measures to achieve these goals. The measures include opportunities for closer cooperation in the corporate, training, intelligence, operations, forensic, other technical services, and information technology areas. Some measures, including the establishment of a Joint Strategic Intelligence Group to address mutual areas of concern, have already been implemented. Other measures are more complex and require further assessment. Developing Inter-Agency Relations in Intelligence Throughout 1999-2000, Customs sought to develop and maintain closer relationships with domestic law enforcement agencies, the national intelligence community, and other Customs administrations. Relationships were strengthened through participation on inter-agency committees, direct liaison with other agencies, and information and intelligence exchange between the agencies. Customs actively participated in the Commonwealth Law Enforcement Intelligence Consultative Committee (CLEICC), contributing to the development of generic analyst competencies for application throughout the law enforcement community. Full-time intelligence analysts were also provided to the Joint Asian Crime Group (JACG), the Joint Strategic Intelligence Group (JSIG), the Olympic Intelligence Centre and the AFP's AVIAN strikeforces (funded through the National Illicit Drug Strategy (NIDS) and aimed at the reduction of illicit drugs). Following the PMTF report on Coastal Surveillance, an Information Oversight Committee was formed within the Office of National Assessments to ensure that information relating to illegal immigration and associated activities is shared between relevant agencies. Customs has participated on the Committee since its formation. The Coastwatch Analysis Unit was established within the NSC as a result of the PMTF. This Unit obtains and synthesises data from a number of sources and generates intelligence for use by Coastwatch planning and operational staff, as well as Coastwatch clients. Coastwatch Cooperation with the Department of Immigration and Multicultural Affairs (DIMA) Whilst not a formal purchaser/provider arrangement, Coastwatch made progress on a Service Level Agreement with DIMA. The agreement allows for the transfer of funds from DIMA to Customs to cover extra Coastwatch services provided under the PMTF. The services include 1 000 hours of Dash 8 electronic surveillance, nine months of twin engine helicopter flying in the Torres Strait, extra resources for monitoring performance of the Coastwatch contractors, and a radar maintenance facility. Cooperation with AQIS Customs and AQIS made major advances in cooperative action to achieve a cohesive approach and associated service efficiencies in the clearance of international cargo and passengers. Initiatives being implemented include the sharing of infrastructure, wherever leasing and other arrangements allow, including shopfronts at most international airports, shopfronts for air cargo clearances, office accommodation, dog kennels, x-ray equipment and cross-training of officers. Clients make significant time and travel savings at combined AQIS and Customs shopfronts by not having to visit both offices to lodge documentation. The arrangements also allow officers from both organisations to gain a greater appreciation of each other's roles and facilitate joint booking of many cargo examinations. In April 2000, Customs and AQIS in South Australia formally signed an Administrative Arrangement leading to greater cooperation at district level. The arrangement details activities and responsibilities that can be undertaken when an officer from the responsible agency is unavailable in a particular port. Cooperation with Australian Taxation Office (ATO) - Excise The excise function was transferred to the ATO from Customs under the Administrative Arrangement Orders of October 1998. Customs retains responsibility in relation to the importation of alcohol, tobacco and petroleum products and the exportation of excisable goods. Centres of Expertise (COEs) were
established for alcohol in Adelaide and petroleum in Melbourne in
recognition of this responsibility. The COEs perform a technical,
analytical and policy role in relation to these commodities including
liaising closely with the relevant areas of the ATO on cross agency
operational matters. The Tobacco Alcohol and Petroleum National Business
Centre in Sydney, in addition to its other responsibilities, performs a
similar role to the COEs for tobacco. |
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