DRAFT REPORT-Feasibility Study on IBMS in SZD- 2014

____________________________________________________________________
DRAFT REPORT
Prepared for
“Raising the Standard”
THE FEASIBILITY OF ESTABLISHING
AN INTEGRATED BORDER MANAGEMENT SYSTEM (IBMS)
IN
SWAZILAND
JANUARY 2014

Table of Contents
ACKNOWLEDGEMENT AND SPECIAL GRATITUDE............................................................. 5
1. FORWORD.......................................................................................................................................... 6
2. ACKNOWLEDGEMENTS .............................................................................................................. 7
3. ABBREVIATIONS AND ACRONYMS ....................................................................................... 8
4. EXECUTIVE SUMMARY ................................................................................................................ 9
4.1. Conclusions ................................................................................................................................................9
4.2. Recommendations.....................................................................................................................................9
5. INTRODUCTION .............................................................................................................................13
5.1. Significance of the Assignment ............................................................................................................13
5.2. Background...............................................................................................................................................13
5.3. Rationale for Integrated Border Management System (IBMS) .........................................................15
5.4. Scope for the assignment.......................................................................................................................17
5.5. Approach and methodology...................................................................................................................17
5.7. Geography, Topography, Climate & Location of Study Sites ..........................................................17
6.0. STUDY FINDINGS ON ESTABLISHING IBMS IN SWAZILAND................................19
6.1. Border Crossing Points and Inland Ports ......................................................................................19
6.1. Assessment Findings of Border Agencies.....................................................................................28
6.3. Overall Priority Policy and Procedural Changes...........................................................................56
7. IBMS PROCESSES AND PROCEDURES..........................................................................70
7.1. Introduction...............................................................................................................................................70
7.2. Purpose......................................................................................................................................................70

7.3. Scope of Application ..........................................................................................................................70
7.4. Cross Reference..................................................................................................................................70
7.5. User Obligation....................................................................................................................................71
7.6. Process Narrative................................................................................................................................71
8. PRE-REQUISITES OF ESTABLISHING IBMS..................................................................73
8.1. Compliance Management ..................................................................................................................73
8.2. Delegation of Authority......................................................................................................................73
8.3. Preferential treatment for authorized traders ................................................................................73
8.4. Policy and legal framework...............................................................................................................74
8.5. Human Resource Management System..........................................................................................74
8.6. Resistance to Change. .......................................................................................................................74
8.7. Remuneration and Reward................................................................................................................74
8.8. Rotation and job mobility ..................................................................................................................75
8.9. Integrity Programs ..............................................................................................................................75
8.10. Code of Conduct and disciplinary codes ...................................................................................75
8.11. Performance Management Appraisal System. ..........................................................................75
8.12. Training and staff continuous development..............................................................................75
8.13. Procedures and processes ...........................................................................................................76
8.14. Communication and Information Technology...........................................................................76
8.15. Infrastructure and equipment.......................................................................................................76
8.16. Trade Web-Portal ............................................................................................................................76
8.17. Financial Resources and System ................................................................................................77
9. REQUISITE LEGAL PROVISIONS TO SUPPORT IBMS ..............................................77
9.1. Purpose.................................................................................................................................................77

9.2. Scope ....................................................................................................................................................77
9.3. Guiding Principles ..............................................................................................................................77
9.4. Agencies Involved in IBMS................................................................................................................78
9.5. Other Participating Agencies............................................................................................................79
9.6. Intra-service .........................................................................................................................................79
9.7. Inter-Agency - Cooperation...............................................................................................................81
9.8. International Cooperation..................................................................................................................84
9.9. National Strategy.................................................................................................................................84
10. CAPACITY BUILDING INITIATIVES TO SUPPORT IBMS.......................................85
10.1. Introduction .....................................................................................................................................85
10.2. Benchmarking .................................................................................................................................85
10.3. Distance education.........................................................................................................................85
10.4. Field Attachment.............................................................................................................................85
10.5. E-learning .........................................................................................................................................85
10.6. Mentoring – twinning – coaching.................................................................................................86
10.7. Tutoring ............................................................................................................................................86
10.8. Participative learning .....................................................................................................................86
10.9. Outplacement ..................................................................................................................................87
10.10. Coordinating Working Group on CBI ..........................................................................................87
11. COST ESTIMATES FOR IMPLEMENTING IBMS PILOT ..........................................88
12. CONCLUSIONS .......................................................................................................................95
13. APPENDICES ...........................................................................................................................95

ACKNOWLEDGEMENT AND SPECIAL GRATITUDE
An assignment of this magnitude and national importance would not have been possible without
the support of the World Bank and Swaziland Revenue Authority Management support.
The Senior Management support especially the Commissioner General – SRA (Mr. Dumisan.E.
Masilela), Commissioner Customs & Excise Department (Mr. Iv. Mazolodze) for their
commitment and support rendered to the assignment. Director Legislative (Mr. Mawana
Khauhelo) is much appreciated for his tireless coordination; IBMS Project Manager (Cyprian
Lukhele) was instrumental in driving activities relating to the assignment activities and
coordination effort in arranging the inception national stakeholders’ workshop and field trips to
Ngwenya, Matsapha ICD/AGOA/Airport, Lavomisa and Lomohasha, as well as in arranging
agency principals’ interviews. As an Integrated Border Management System Consultant, I was
responsible for overall assignment timelines, assignment deliverables and overall assignment
activities.
The assignment was supported from the World Bank my personal gratitude to Task Team Lead
- Austin Francis Louis Kilroy and Manager - Ms Irina Astrakhan. Their guidance support and
expertise is highly appreciated.
To all those who were involved including chauffer - Dlamini, TLC for the data capture are greatly
appreciated.
CHARLES MBIINE NUWAGABA
World Bank - Integrated Border Management System (IBMS) Consultant,
TEL: +256-772 672483; e-mail: nuwagabamcharles@yahoo.com

1. FORWORD
Dumisani. E. Masilela
COMMISSIONER GENERAL

2. ACKNOWLEDGEMENTS
IV Mazolodze
COMMISSIONER OF CUSTOMS & EXCISE DEPARTMENT

3. ABBREVIATIONS AND ACRONYMS
AGOA - Africa Growth Opportunity Act
ASYCUDA - Automated System of Customs Data
AU – African Union
BCP – Border Control Post
BIP – Border Inspection Points
CEO – Chief Executive Officer
CED – Customs & Excise Department
CG - Commissioner General
CIO – Chief Immigration Officer
COMESA - Common Market for Eastern and Southern Africa
CWG – Coordination Working Group
DBI – Doing Business Index
DTI - Direct Trader Input
EU – European Union
GDP - Gross Domestic Product
IBM – Integrated Border Management
IBMS – Integrated Border Management System
ICD - Inland Container Depot
ICS – Internal Control Post
ICT - Information Communication Technology
IT - Information Technology
JBMC – Joint Border Management Committee
LPI – Logistic Perception Index
NAM Board - National Agricultural Marketing Board
MNRE- Ministry of Natural Resources and Energy
NWG - National Working Group
OGAs - Other Government Agencies
RSP – Royal Swaziland Police
SACU - Southern African Customs Union
SADC – Southern African Development Community
SARS - South African Revenue Service
SOP – Standard of Procedures
SRA - Swaziland Revenue Authority
USDF – Umbutfo Swaziland Defense Forces
WB – World Bank
WCO - World Customs Organization

4. EXECUTIVE SUMMARY
This is a draft report of the short-term assignment to assess and evaluate the feasibility of
establishing an Integrated Border Management System (IBMS) in Swaziland.
4.1. Conclusions
 The level of understanding of IBMS concepts, tasks, methods and importance varies
depending on the level of administrative power. More understanding has been observed and
recorded at the implementation and operations level. The headquarter function and
administrative hierarchy (CEO’s and team) have paid less attention to the trading facilitation.
 There is absence of formalization of institutional forum and framework at the moment for
supporting and functionalizing IBMS environment. All CEO respondents interestingly
expressed the urgency of starting a regular cooperation and coordinating forum towards
establishing IBMS project.
 The current level of knowledge and experience on IBMS in Swaziland was recorded as
generally high in CED, average in Police and Immigration but unknown or non-existent
among other border agencies. The level of willingness and enthusiasm to participate and
looking forward to IBMS project getting established was surprisingly high and could be
assessed as above average at both two levels – headquarter and operations -BCPs.
 None of the border and government agencies interviewed and the private sector have the
capability at the moment to interface with Customs on-going process of upgrading its
systems that may enhance Swaziland integrated border management system process.
Customs is currently consolidating its process and system capabilities.
 CED is rated slightly above average due to the top-bottom perceived commitment and on-
going institutional reforms that are jeered to support the establishment of IBMS based on the
four pillars. CED remains handicapped due to weak or absent enabling legislation at
national level, transitioning business process and procedures reviews and lack of
professional and knowledgeable human resources ready at the moment to establish the
IBMS agenda. However, the piloting process is capable of getting started.
 IBMS functional and responsibility requirements go far beyond the scope and mandate of
respondent agencies within line ministries. Active involvement of other relevant government
agencies and high political administration is critical. The latter, is pivotal to providing political
endorsement & mileage, resources and acceptance for the any future drafting of the IBMS’s
project roadmap and successful effective implementation.
4.2. Recommendations
4.2.1. General
 Greater urgency and need to form a cooperation and coordination platform upon which the
heads of agencies represented at the border control posts can continue to engage and
discuss matters of mutual cooperation and possible establishment of IBMS project in
Swaziland.
 Exploit the goodwill and support that was expressed throughout the environmental scan and
assessment by all CEO’s (especially Commissioner General, National Commissioner of

Police, Ag Chief Immigration Officer, private sector, SIPA) to commence the process of
piloting IBMS initiative at Ngwenya and Lavumisa.
 Whereas SRA-Customs is a suitable border lead-agency (in aspects of piloting and
establishing IBMS project), a rotational lead – agency model at full implementation stage is
proposed. The model promotes participatory coordination and collaborative efforts for border
agencies through an agreed and well-arranged institutional framework from pilot phases
moving forward.
 The army is still supporting and guarding in protecting the green national borders. Their
borderline guard that interfaces with cross-border smuggling and trade-related enforcement
function should gradually be scaled to national security functions and handed over to the
RSP border security or specialized border police unit,.
 The inter-agency arrangement should consider a semi-autonomous collaboration with each
agency retaining its mandate and roles but arranged under a leady agency model.
 The border and government agencies, in their quest to establish efficiency in security and
controls, should employ use of trade facilitation tools and devices such as Non-intrusive
technology including container and baggage scanners, detector dogs, powers of arrest,
electronic processing and risk management systems, joint customs controls and post
clearance inspection amongst others.
 Introduction of a trade portal as a precursor to the roll-out of the single window is critical to
initiate the agencies, ministries and business community into an integrated submission of
documents and sharing of data & information elements.
4.2.2. Intra-service Cooperation
(i).Legal and Regulatory Framework:- Commence enabling Legislation process that
empowers border and government agencies to legally fulfill their mandates within IBMS
environment.
(ii). Institutional Framework:- Commence restructuring and relevant reforms on the internal
system alignment of each agency organizational structures that establishes an effective
implementation of tasks and efficient intra-service cooperation and communication.
(iii). Procedures:- Commence reviews and re-engineer processes and procedures starting with
key participating agencies (RSP, Immigration, NAM Board) to ensure the application of
standardized and uniform approaches, steps or systems that enhance efficiency and
effectiveness at all designated BCPs and BIPs by all border agencies.
(iv). Human Resources and Training:- Initiate and draw internal competence development
programmes and target professionalizing staff on specialized capacity building schemes for
establishing IBMS.
(v). Communication and Information Exchange:- Commence process and procedure that
enables internal sharing, free exchange and rapid flow of data, information and effective
documentation.
(vi). Infrastructure and Equipment:- Provide adequate and sufficient facilities and equipment
to enable the operational staff to efficiently perform their duties.

4.2.3. Inter-agency Cooperation
(i). Legal and Regulatory Framework:- Commence urgent pro-IBMS reforms in the national
legislation regime to enact the laws that determines the content and scope of the cooperation
and information exchange between the different and participating border agencies and
stakeholders.
(ii). Institutional Framework:- All the participating border agencies must get well-structured
(e.g. through JBMC) and established to enable them to interact with each in the performance of
their tasks of managing borders.
(iii). Procedures:- Establish an overall process workflow and system capability in which the
activities of key border agencies (RSP, CED, Immigration & NAM Board) are included for
immediate reviews and re-engineering to interface with IBMS procedures.
(iv). Human Resources and Training:- Introduce shared curriculum and institutional
knowledge centers that promotes the understanding of the IBMS tasks and responsibilities
which creates multi-tasking border management professionals.
(v). Communication and Information Exchange:- Establish a national inter-agency forum that
brings together border agency principals/CEO’s an engagement mode that will ensure
continuous flow of information, regular communication and interaction.
(vi). Infrastructure and Equipment:- SRA-Customs should be formally mandated as a lead-
agency and further facilitated to host and take responsibility to share jointly the existing physical
infrastructure and equipment for enhanced cooperation between agencies at all BCPs.
(vii). Cooperation with Other Stakeholders:- Initiate an all-inclusive cooperation platform that
will enlist and taking into account the activities and interests of all state and non-state actors at
the BCPs with a view that ensures greater effectiveness and efficiency.
4.2.4. International Cooperation
(i). Legal and Regulatory Framework:- Commence urgent adoption and implementation of the
existing regional and international protocols/conventions where applicable and are consistent
with the national legislation. If not, enact appropriate and lay down adequate national legal
regimes that will permit domestication of the existing regional and international relevant laws,
conventions and protocols.
(ii). Institutional Framework:- Support and further strengthen the organizational structures
such as Joint Border Management Committees to exists at international level starting with
Ngwenya and Lavumisa, to effectively implement tasks related to border management and
modernization.
(iii). Procedures:- Engage and motivate participating border agencies through JBMC to agree
to review and re-engineer their business processes to establish process and system capabilities
to enable cross-border inter-agency interface and interconnectivity.

(iv). Human Resources and Training:- Joint staff training programmes must be designed and
designated to enable border officials perform cross-agency tasks where appropriate, eliminating
redundancy, reducing duplication and creating integrated multi-tasking skills.
(v). Communication and Information Exchange:- Ensure that the infrastructure for
communication and relevant systems are in place to enable efficient and reliable sharing of
information between agencies, governments and international organizations.
(vi). Infrastructure and Equipment:- Carry out audit and needs assessment under JBMC to
prepare procurement separately on each side of the border for eventual joint sharing, usage and
the efficient utilization of resources and effective performance.
4.2.5. Anti-corruption measures
(i). Legal and regulatory framework: Developing policies to guide the ethical behaviors and
practices of border officials
(ii). Institutional framework:- Building corruption resistance mechanisms within all participating
border agencies
(iii). Procedures:- Ensure re-engineered processes and systems are made known to the border
agency officials and clients
(iv). Human resources and training:- Carry out sensitization training of all border agency
officials on integrity, compliance and fraud risk awareness
(v). Equipment and Facilities:- Open office layout with less partitioning and equipped with
modern technologies that support transparency and efficiency in service delivery.
This draft final report is the last formal output of the assignment and is organized as follows:
Section 4.0 provides an executive summary of conclusions and recommendations. Section 5.0
provides an overview of the background, rational, scope and the methodology of the
assignment. Section 6.0 provides the study findings on the establishing IBMS in Swaziland.
Section 7.0 provides the developed IBMS processes and procedures that will form a basis for
the Single Window. Section 8.0 provides the assessed and evaluated pre-requisites of
establishing IMBS. Section 9.0 provides identified and recommended legal provisions to support
the IBMS. Section 10.0 provides the recommended capacity building initiatives to support IBMS.
Section 11.0 provides the cost estimated for implementing the IBMS pilot. Section 12.0 provided
the conclusions and Section 13.0 provides the appendices with details of key references in the
documents and tables that were referred to during compilation of this assignment report.

5. INTRODUCTION
The draft final report is prepared pursuant to the stipulation of the terms of reference that calls
the assessment and evaluation of the feasibility of establishing an integrated border
management system1
in Swaziland. The assignment commenced on 12th
November was
completed on 20th
December 2013.
5.1. Significance of the Assignment
The objective of the assignment was to assess system capability interface between the border
and government agencies on one side and CED systems on the other, whose systems are
increasingly getting developed and implemented. SRA-Customs was equally subjected to an
IBMS readiness test. The feasibility study was based on the IBMS Guideline framework from
SADC, AU and EU (with their three main pillars of intra-service cooperation, inter-agency
cooperation and international cooperation) but tailored to match the Kingdom of Swaziland
(KOS) local conditions and needs.
Establishment and adoption of the IBMS concept will enable the citizens to live in an area of
safety and freedom, where all eligible peoples can carry out business activities and travel freely
through secure borders, as preconditions of economic growth and reduction of poverty in the
KOS.
With the increasing security & crime threats, mobility of persons and goods, KOS need to
address the challenge of ensuring the right balance between open, but at the same time
secured and controlled borders. In order to respond to this challenge, the World Bank was
engaged by the Government of the Kingdom of Swaziland to assist in assessing and evaluating
the feasibility of establishing Integrated Border Management System in Swaziland.
5.2. Background
Most developing countries, including Swaziland, are realizing the importance of trade facilitation
reforms to achieving sustainable growth. Accordingly, they have instituted reforms to lower
tariffs, establish regimes to encourage foreign investments, and pursued opportunities for
greater regional integration.
The effectiveness of trade facilitation in Swaziland is still very slow and progress is hampered by
high costs and administrative difficulties at her border crossings. Swaziland border crossings
are riddled with outdated and overly bureaucratic clearance processes imposed by customs and
other border agencies which are now seen as posing greater barriers to trade than tariffs do.
The situation is exacerbated when there is increasing insecurity and cross-border crime. Most
respondents in the study expressed high presence of cumbersome systems and procedures
and poor infrastructure which they attribute to increase transaction costs and lengthen delays to
the clearance of travelling passengers, imports, exports, transit goods and traffic. Border
agencies under study contended that such costs and delays make Swaziland less competitive,
deter foreign investment and creates opportunities for administrative corruption.
5.2.1. Swaziland Economic Outlook
According to IMF official estimates in the World Economic Outlook 2013, places Swaziland
under middle income economies alongside Botswana and South Africa. However, Swaziland
1
In this assignment and throughout this document, the Integrated Border Management System (IBMS) refers to all border
actors (state & non-state) and their policies and procedures integrated into a more cohesive and effective control system. It not
IBMS usually dedicated to components of information technology and communication (ITC) usually referred to and associated
with, elsewhere, in the literature.

economic outturn and average projections on the basis of real gross national product since
2009 are declining, dismal and don’t augur well for the economy at present and in the near
future (table 1). The real gross domestic product (GDP) growth was stagnant at 1.0 percent in
2013 compared to -1.5 percent in 2012. The weak economic performance observed in 2012
(negative growth) but with a slight re-bound in 2013, can be explained by a number of factors
including the persistent cross-border trade barriers, fiscal challenges of government, depressed
external demand stemming from the global economic downturn, and the continued presence of
long-standing structural impediments to growth.
Table 1: Swaziland Economic Outlook - 2013
Emerging and Developing Economies: Real GDP (concluded)
Average Projections
Year 1995-
2004
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2018
(Annual percent
change)
2.8 2.2 2.9 2.8 3.1 1.2 1.9 0.3 -1.5 0.0 0.3 0.3
South Africa 2.8 3.3 3.1
Botswana 4.1 4.2 4.1
Source: IMF- World Economic Outlook 2013 page: 67-69
The main transit roads and corridors entering and exiting Swaziland through Ngwenya,
Lomahasha and Lavumisa are in good condition for international and transit trade. However,
transporting goods and travelling across borders to and from Swaziland represents a challenge
for traders and travelling passengers. The Kingdom of Swaziland has a national airport,
Matsapha Airport and no direct sea access. The ports at Durban- South Africa, and Maputo-
Mozambique, can be accessed by road and rail; and an inland dry port/ICD at Matsapha
facilitates the road-to-rail connection.
5.2.2. Cost of Doing Business (CDB)
What does it take to export or import through cross-borders generally in Swaziland? According
to the World Bank, data collected by Doing Business 2014 - Swaziland, exporting a standard
container of goods requires 7 documents, takes 17 days and costs $1880. Importing the same
container of goods requires 6 documents, takes 23 days and costs $2145. Globally, Swaziland
stands at 127 in the ranking of 189 economies on the ease of trading across borders (figure 1).
The Doing Business (CDB) on the component of trading across borders has modestly improved
from 128 in 2013 to 127 for 2014. It is a modest improvement in the right direction but second
best to South Africa in the SACU region, as indicated below:-

Figure 1: How Swaziland and comparator economies rank on the ease of trading across
borders and on the ease of doing business respectively.
Source: Doing Business Database 2014 –SWZ
5.2.3. The Logistics Performance Index (LPI)
Logistics Performance Index, developed by the World Bank, is based on the results of the
survey of international logistic service providers (freight forwarders and express carriers) with
respect to their perception of logistics friendliness. Swaziland performed at 16 out of 155
countries, where she efficiently moved goods through her cross-borders; and connected
manufacturers and consumers with international markets in 2012.
The positive LPI and modest improvement on CDB on trading across borders, if sustained,
points to improving trade facilitation prospects. Evidence shows that effective trade facilitation
and risk management reforms enable economies to reduce trade costs, increase
competitiveness, improve trade performance, create jobs and income opportunities, promote
sustainable economic growth and prosperity, and thereby lead to poverty reduction (World
Bank, 2012).
From the outgoing context, the IBMS as a trade facilitation and risk management tool would be
most appropriate to converge all border actors (state & non-state) procedures and their policies
integrated into a more cohesive and effective control system.
5.3. Rationale for Integrated Border Management System (IBMS)
The assessment and evaluation exercise has been stimulated by the national desire to have an
effective and efficient trade facilitation regime established at border post controls. There is a
national quest to integrate procedure and process systems and functionalities of all trade
facilitating agencies and parties at all border control posts.
Assessing and evaluating the feasibility study on establishing IBMS in Swaziland was
addressed at two functional levels- operations/tactical (border control posts) and headquarters
(high policy & decision making). The study respondents were interviewed basing on the IBM
pillars of cooperation and coordination: intra-service cooperation, inter-agency cooperation and
international cooperation. We present the meaning of each pillar in this study below;

5.3.1. Border & Government Intra-service Cooperation
This is the efficient management of processes, information and resources within agencies
responsible for specific border tasks. In the Kingdom of Swaziland, intra-service as the IBM
pillar, describes the cooperation and coordination between different departments, stations or
units within one Ministry, institution/agency with all designated Border Control Posts (BCP),
Border Inspection Points (BIP) and in-land control stations (e.g. Matsapha ICD/AGOA/Airport).
5.3.2. Border & Government Inter-agency Cooperation
The focus here is on the close cooperation between all agencies involved in border issues both
at the border and at the central level, thus minimizing overlap and inconsistency and optimizing
the efficient use of resources. There are three expected shared core goals for inter-agency
cooperation at the border control posts (in this case; Ngwenya, Lavumisa and Lomahasha); and
within the inland ports at Matsapha ICD/Airport:-
 Protection against threats to national security, order, economy and public health;
 Prevention of trans-border crime and irregularities;
 Facilitation of legal cross-border movements of cargo, people and vehicular.
5.3.3. Border & Government Regional/International Cooperation
This concerns the establishment of communication and coordination channels and procedures
at the local, bilateral and multilateral levels. It would therefore, in the case of the Kingdom of
Swaziland at Ngwenya, Lavumisa, Lomahasha & Matsapha ICD-Rail BCPs, refer to:
 Local cooperation between officials on both sides of the borders of Mozambique and South
Africa;
 Bilateral cooperation between neighbouring states of Mozambique, South Africa and
virtually any other mutually agreed state beyond her borders;
 Regional/International/multinational cooperation, focusing on border management issues.
5.3.4. Integration Border Management System vs. Agencies
It must be noted from the onset that IBMS concept does not require radicle change in existing
agencies’ institutional structures. The study agency respondents such as RSP, CED,
Immigration, Agriculture – NAM Board/Veterinary, etc. have their own aims and objectivities,
and typically they devote much time and attention to ensuring their own survival. Therefore, the
concept of integration to meet the shared border vision and objectives does not presuppose
organizational amalgamation, rationalization, or elimination.
Finally, providing effective and efficient controls through IBMS has potential for continued
economic re-bound momentum, predictability for traders and travelling passengers, which in
turn sets off a chain reaction of economic growth, better logistics and security in the Kingdom of
Swaziland. Moreover, for Swaziland as a transit and importing nation, by reducing clearance
procedures and times, goods reach markets much more quickly. This reduces the cost of doing
business and increases the revenue collections into government coffers and savings onto final
consumers. Equally, Swaziland as an exporting nation, rapid clearance of its peoples and goods
enhances her competitiveness and the potential for continued economic growth and
development.

5.4. Scope for the assignment
The assessment covered border agencies (see appendix 3) at the operations level and their
headquarters at leadership and strategic level. At operations levels, the participating border and
government agencies were assessed at their locations in three border control posts i.e.
Ngwenya, Lavumisa and Lomohasha, Matsapha ICD/AGOA and Matsapha Airport. The
headquarter principals for the respective agencies that are represented at the border were
included in the survey sample as respondents for strategic and assessment outcomes. The
previous Working Group on Time Release Study was contacted and involved in the inception
workshop of all stakeholders held on 01/12/2013 at The Royal Villas, Swaziland.
5.5. Approach and methodology
The study’s approach was based on the environmental scan which had to involve walking
through the process and physical lay-out of border posts, purposeful talking to people face-to-
face within the border post, and conducting formal interviews - both qualitative and quantitative
in nature, involving a total of 40 respondents.
The quantitative segment had 30 respondents, while the qualitative segment had key 10
informants. Survey respondents for the quantitative and qualitative study were selected
according to their position, responsibilities and resourcefulness. All quantitative data was
captured using a structured survey questionnaire (Appendix 5) that the consultant administered
to the respondents. The graphic results throughout the report were derived from the 3-6 score
scale on the current status of the measured IBM pillars and its thematic i.e. 1=Weak, 2=In-
development, 3=Medium, 4=Developed, 5=Advanced and 6=Excellent.
The quantitative study utilized various methods including Key Informant interviews (in-depth
interviews with 5 Chief Executive Officers/Heads of Departments) and Focus Group
Discussions-FGD-where groups of 5-10 border agency heads were engaged by the consultant
before filling questionnaires.
At some point, the consultant requested the station’s Customs supervisor to walk-through the
physical facility, process and procedures layout and design; and then he studied the situation
through observation, inquiries and later desk research.
The CEO’s and Heads of Departments involved and any other persons that were deemed
informative to the study are listed in the appendix 3- List of stakeholders’ interview schedule.
The interviewing of the two levels at operations and headquarters, presented an unbiased and
balanced assessment results. Verbatim statements and relevant examples to give an in-depth
understanding of the emerging issues are also included in the report.
5.7. Geography, Topography, Climate & Location of Study Sites
A geographic and topographic map represents the rich landscape upon which the physical and
infrastructure is the foundation to economic prosperity. The IBMS study sites in the Kingdom of
Swaziland are the locations of high economic activities with regard to cross-border trading.
With the exception of desert, all the physical features of Africa may be found within Swaziland’s
small area of 17,000 square kilometers. The country is divided into four topographical areas
from west to east, varying from 1800 to 400 meters above sea level: the mountainous Highveld
to the west; the subtropical midlevel comprising lush, fertile valleys and a warm climate, which is
ideal for crop cultivation; the low-end, which forms 40% of the country’s area, is also subtropical
and although prone to drought, sugar cane is widely and successfully grown there on a
commercial basis. Much of this region is typical African bush and an abundance of indigenous
wild life, birds and flora may be found here. The mountainous Lubombo area borders with
Mozambique. Swaziland has one of the most pleasant climates in the world and due to the
country’s four distinct regions visitors will experience significant differences in temperature
within a small area. The Highveld has a temperate climate of warm, wet summers and dry
winters, when the temperature can rise quite sharply during the day but with cold nights.

Snowfalls occasionally occur on the higher ground. The other three regions are sub-tropical and
also have wet summers and dry winters. Here summer temperatures can become very high,
while the winters are mild and very pleasant.
Fig 2: Topographic Map of Swaziland representing Study Border Control Points and inland
Ports/Airports.
Source: www.thekingdomofswaziland.com
Matsapha AGOA/ ICD/SR
Matsapha Airport
Border Control Posts
Sikhuphe proposed
International Airport
Study Sites

6.0. STUDY FINDINGS ON ESTABLISHING IBMS IN SWAZILAND
6.1. Border Crossing Points and Inland Ports
There are thirteen designated border posts/points (BCPs) of entry in the Kingdom of Swaziland.
For purposes of the feasibility study, only three border posts and three inland ports were studied
and are presented below in table 2 with the management structure, hours of operation and
mode of transport. The three BCPs are where there is a high presence of cross-border
transactions and business activities. They include Ngwenya/Oshoek, Lavumisa/Golela, and
Lomahasha/Namaacha. Others in the study are the inland ports:- Matsapha AGOA/ICD, and
national airport Matsapha Airport. Their assessment and findings follows:-
Table 2: Border/Government Agency Offices and Operating Working Hours in Swaziland
S/
No
Management
Structure
Border Post/Corresponding
Gate
Opening
and Closing
hours
Post/ mode of
transport
Bordering
Country
1 Manager Ngwenya/(Oshoek)* 07.00 - 24.00 Land/Road South Africa
2 Manager Lavumisa (Golela) 08.00 - 22.00 Land/Road
3 Manager Lomahasha (Namaacha) 07.00 - 20.00 Land/Road Mozambique
Inland stations (except Saturdays, Sundays and Public Holidays)**
4 Manager assisted
with
Supervisors for
each station.
Matsapha ICD – Motor vehicle &
Railway operations
08.00 –
17.00
Road/Rail Swaziland
5 Matsapha AGOA –
Manufacturing sector
08.00-17.00 Road/Rail
6 Matsapha Airport operations 08.00-17.00 Road/Air
NB: *The first BCP is such as Ngwenya is located in Swaziland, while the second one such Oshoek belongs to the
neighboring country, hence Ngwenya/(Oshoek).
**The agency office and operating working hours are extremely at odds with trade facilitation. This implies that
business transactions, transport logistics and clearances must halt for weekends! IBMS demands reforms for a
gradual shift to 24/7 working hours in order to promote and sustain an effective trade facilitation regime and propel
economic growth in Swaziland.
6.1.1. Ngwenya/Oshoek,
Ngwenya is border entry/exit that is located in Swaziland at the frontier with South African
(figures 3-5 below). Oshoek is located on South African side.
Fig 3: Station -Arrival Side Fig 4: Station- Departure Side Fig 5: Station- Passenger Clearance
The Customs Station Manager Cyprian Lukhele presented the status position of the BCP
through oral and questionnaire interview. The station is the busiest in the country and among
the five BCPs according the document and transactions records referred to. The station was

found to have initiated and practicing Joint Border Management Committee (JBMC) on
regular/monthly meetings and operations such as limited surveillance activities with their
counter-parts across Oshoek – on the South African border. He pointed out that the station
infrastructure and buildings are undergoing massive rehabilitation, renovations and to a lesser
extent expansion in preparation for IBMS activities-like. He went on to observe that the outdoor
space and physical facilities are not sufficient and adequate for effective clearances for import,
export and transit activities.
There was insufficient parking space for heavy and transit commercial traffic, examination sheds
during rainy seasons/hot sunny days, control lanes, signage, and etc. impact greatly the outdoor
operations during peak hours of congestions, holidays, cultural festivities, opening & closing of
school terms, etc. The operating hours have been made flexible using the JBMC forum. The
usual hours of business are from 0700hrs to 2200 hrs. having been extended to 2400hrs only
on peak periods. The results from the study respondents in figure 6 indicated that all border
agencies save for CED are not yet ready for establishing IBMS. The current status put the rating
to below 10%. CED performs averagely on institution framework, communication exchange and
infrastructure/equipment. The current status of readiness is on declining strength towards inter-
agency and international cooperation for all border agencies.
Fig 6: NGWENYA Border Post – Results from Respondents
Source: Primary Data from respondents’ questionnaires.
The JBMC is a significant border management initiative that facilitates cross-border working
relationships amongst border agencies. Most of the border officials, other than heads of
agencies, have little information regarding JBMC and IBMS initiatives. The following agencies
are members of the JBMC as per the terms of reference; MHA – Immigration, SRA, RSPS,
Health Department, USDF, STA, VET, DTI, Nam board & SWD Dairy
0
10
20
30
40
50
60
CurrentStatusin%age
INTRA-AGENCY COOPERATION INTER-AGENCY COOPERATION INTERNATIONAL COOPERATION
Ngwenya Border Control Posts-Agencies Respondents on Establishing IBMS in
Swaziland
Immigration 1
Police 2
NAM Board 3
Army 4
Health 5
Customs 6
Security 7
Diary Board/Vet 8
ACT-RSP 9

There were no border community representation such as town council, local leaders & private
sector.
6.1.2. Lomahasha/Namaacha
Lomahasha is border entry/exit that is located in Swaziland at the frontier with Mozambique
(figure 7-9). Namaacha is located on Mozambique side.
Fig 7: Approaching Gate Area Fig 8: Departure & Exports Area Fig 9: Arrival & Imports Area
The Customs Station Manager Archel Mavuso presented the status position of the BCP through
oral and questionnaire interview formats. Suffice to note that the station had been affected by a
storm that reaped off part of the roof causing massive leakages. SRA management had
responded with some renovations with promises to do more.
Absence of parking space (see figures 4, 5 & 6) for heavy commercial traffic, examination sheds
during rainy seasons/hot sunny days, control lanes, signage, and etc. impact greatly the outdoor
operations during peak hours of transit congestions, holidays, opening & closing of school
terms, etc. The operating hours have variations depending on the business transactions. The
usual hours of business are from 0700hrs to 1800 hrs. Extension to 2000hrs occurs after cross-
border contingency requests to create working hours that are in tandem with the other
government agencies and with Namaacha officials/authorities on the other side of Mozambique.
The results from the study respondents in figure 10 indicated that all border agencies are
generally not yet ready for establishing IBMS. The current status put the rating to below 30% for
all border agencies. CED still stands out in the circumstances but still below average.
Fig 10: LOMAHASHA Border Posts – Results from Respondents
Source: Primary Data from respondents’ questionnaires
0
10
20
30
40
50
60
CurrentStatusin%age
Lomahasha Border Control Posts-Agencies Respondents on Establishing IBMS in
Swaziland
Immigration 1
Police 2
NAM Board 3
Army 4
Health 5
Customs 6
Security 7
Diary Board/Vet 8

The station manager summed up thus, “We have heard about IBM pillars and practices but we
are not practicing them here. However we strongly recommend IBMS establishment since we
can start with our current limited resources and improve gradually. Otherwise, business at this
border is very abnormal. There is a lot of smuggling which is like official. People avoid paying
duties on the other side”.
The RSP had delegation responsibilities of performing Immigration activities on behalf of
Immigration Agency. The rendering of assistance by police to immigration is taking place due to
lack of facilities and resources by Immigration agency. Majority of staff have heard about some
inter-agency MOU’s but have not yet access and utilized them to legitimize their localized
activities. The Police Commander – Phillip Nlamba was equally supportive of IBMS project
though he was hearing it for the first time. He expressed his concern on the border crime that
requires equipment and detection support, “…indeed this border gate is crime infested and
anthropology of the tribes reflects different or a spectrum of diverse, customs, cultures,
traditions and legal framework. The language barriers are great and create huge challenges to
communications and business transactions”. He further expressed the dire need of equipment,
uniforms and accommodation to enable immigration gets posted to work in the station.
At the time of the assessment the following agencies were established to carry-out operations at
BCP; Customs, Police/Security/Immigration, Anti Car Theft, Agriculture/Veterinary, Duty Free
Shop (located in the No-Man’s Land) and Private Sector (Data-Net & Clearing Agents). Border
community e.g. town council or local leaders were not represented.
6.1.3. Lavumisa/Golela
Lavumisa is border entry/exit that is located in Swaziland at the frontier with South Africa. Golela
is on the South African side.
Fig 11: Approaching the Gate Fig 12: Departure & Export Area Fig 13: Arrival & Import Area
Lavumisa is the newest and state-of-art border post facility that was recently constructed and
handed over to SRA-Customs as a lead agency. The premise is spacious enough and suitable
to accommodate all designated border and government agencies (figures 11-13). At the time of
the assessment the following agencies were established to carry-out operations; Customs,
Immigration, Agriculture, Police, Tourism, NAMBOARD, and Private Sector (Data-Net &
Clearing Agents, Kombi Association). The Customs Station Manager Bertina Simeione
presented the status position of the BCP through oral and questionnaire interview formats.
“Lavumisa is not practicing IBMS pillars but with its new premises and excellent
infrastructure/furniture it could take a short time to establish it”. Bertina went on, “Lavumisa is
essentially a transit bound station for both transit-through to Mozambique and entry transit-
inland for rail-bound cargo to Matsapha ICD. However, it still may handle any international trade
imports originating from Durban – South Africa due to the current infrastructural and equipment

advantages. The operating hours have been agreed to originate 1700 to extend till 2200 hours
to establish uniform working hours that are in tandem with the other government agencies at
Golela – South Africa. The station is a better placed to implement One Stop Border Post phased
operations including 24/7 operations”. At the time of our visit, there were neither efforts planned
for joint border activities such as operations, surveillance, examinations, etc. nor JBMC
initiatives, in spite of IBMS enabling environment. The results from the study respondents in
figure 14 indicated that all border agencies save for CED are not yet ready for establishing
IBMS. The current status put the rating to below 10% with CED performing averagely at 50% on
institution framework, communication exchange and infrastructure/equipment. The current
status is hugely favorable on the account of the new building premises and infrastructural layout
to support both inter-agency and international cooperation activities.
Fig 14: Lavumisa Border Post –Results from Respondents
Source: Primary Data from Respondents questionnaires
Lavumisa is recommended to
 Urgently replicate Ngwenya/Oshoek initiative of JBMC and pilot it with their counter-part on
South African side to promote inter-agency and cross-border cooperation.
 To take advantage of the state-of Art infrastructure and strategic location for transit trade,
SRA-Customs should initiate policy recommendation to GOKS to consider positioning
Lavumisa and establish a rail-bound-cargo clearance center and shift it from Matsapha ICD.
 Such a strategic decision above will hedge possible risks of diverting transit traffic direct
from South Africa to Mozambique using the Ressano Garcia/Lebombo Border Post on the
Mozambican and South African respectively.
6.1.4. Matsapha AGOA/ICD
Matsapha is Swaziland's biggest industrial city between Manzini and Mbabane. It is home to
African Growth and Opportunities Act (AGOA) - manufacturing and the Internal Container Depot
0
10
20
30
40
50
60
CurrentStatusin%age
Lavimisa Border Control Posts-Agencies Respondents on Establishing IBMS in
Swaziland
Immigration 1
Police 2
NAM Board 3
Army 4
Health 5
Customs 6
Security 7
Diary Board/Vet 8
ACT-RSP 9

(ICD) for containerized cargo and Motor Vehicles import clearances (figure 14-15). The
Swaziland Railways have the main inland station in Matsapha.
Fig 14: Matsapha Industry Area-AGOA Fig 15: AGOA Factory in Partnership
In the interview with the Customs Manager Matsapha Inland Operations, Doreen Hlatshwayo,
noted the absence of IBMS pillars in practice. Through the quantitative interview, she indicated
that all the three stations under her supervision – AGOA, ICD & Airport, would be appropriate
candidates for participating in the IBMS project. The current un readiness to establishing IBMS
notwithstanding on IBM pillars of inter-agency and international cooperation (see figure 16), the
modernization initiatives and reforms CED was introducing, are preparing the three business
units for IBMS sooner than later. She elaborated further on Customs facilitation role to the
AGOA exports to the USA, and clearances necessary for imports and exports in the ICD from
both road and rail cargo. The Supervisor in-charge of the ICD shared similar assessment. The
AGOA and ICD premises and offices are adjacent to each other within about 100 meters apart.
Swaziland continues to benefit from eligibility for the AGOA. On January 18, 2001, Swaziland
was designated as the 35th AGOA eligible country. Foreign investors such from Taiwan, South
Africa and China have taken advantage of Swaziland’s AGOA-eligible status, especially in the
garment manufacturing industry on value addition for export to foreign.
Fig 16: Matsapha ICD & AGOA Results from Respondents
Source: Primary Data from Respondents at AGOA & ICD-SR
0
5
10
15
20
25
Legal&…
Institutional…
Procedures3
Human…
Communicatio…
Infrastructure…
Legal&…
InstitutionalFW
Procedures
Human…
Communicatio…
Infrastructure…
Legal&…
InstitutionalFW
Procedures
Human…
Communicatio…
Infrastructure…
CURRENTSTATIUSIN%AGE
INTRA-SERVICE INTER-AGENCY INTERNATIONAL COOPERATION
MATSAPHA ICD & AGOA -Results of Agency Respondents on
establishing IBMS in Swaziland
SRA-Customs ICD-Rail
SRA-Customs AGOA

6.1.5. Matsapha Airport
Our interaction and interview with Director Air Transport Sifiso Mnisi at Swaziland Civil Aviation
Authority (SWACAA) offices confirmed absence of IBMS pillars. He expressed optimism and
readiness for cooperation with regard to the establishment of IBMS in Swaziland. He indicated
that their operations and activities are governed through Swaziland civil aviation authority Act,
2009 and SWACAA (AVSEC) Regulations. Swaziland is currently serviced by flights from
Matsapha Airport (the only inland and Airport figures 17 & 18), near Manzini, to Johannesburg,
Maputo, and Durban. Matsapha Airport can only handle trans-Atlantic or inter-continental flights
and serves largely as a charter airport for small regional carriers.
Fig 17: Matsapha Airport Fig 18: Existing Airport Terminal Fig 19: Artistic of new Terminal Airport- Sikhuphe
The Director disclosed that Swaziland was currently building and constructing a new
international airport that will accommodate large passenger planes at Sikhuphe –(see figure 19).
Sifiso believes, “SWACAA will not only be more than ready to participate in IBMS project, but
provide an enabling cooperation infrastructure to its participating agencies and clients at the
new airport”. Other Airport and government agencies such CED, Immigration, Police were
represented through a questionnaire process. The results in figure 20 below confirm weak
status on IBMS pillars but with a lot of work in-development due to the up-coming new airport.
Fig 20: Matsapha National Airport Results from Respondents
Source: Primary Data from Respondent Questionnaires
0
5
10
15
20
25
Legal&…
InstitutionalFW2
Procedures3
Human…
Communication…
Infrastructure&…
Legal&…
InstitutionalFW
Procedures
Human…
Communication…
Infrastructure&…
Legal&…
InstitutionalFW
Procedures
HumanResources
Communication…
Infrastructure&…
MATSAPHA NATIONAL AIRPORT-Results of Agency Respondents on
establishing IBMS in Swaziland
SWACAA
Royal Swaziland Police
Department
Immigration
Army
Health
SRA - Customs & Excise Dept

6.1.6. Matsapha Rail Link
Matsapha Railway and Customs ICD station (figure 21 below) is the first stop inland station for
all rail cargo and clearances through Lavumisa – Swaziland from Durban - South Africa.
Fig 21: Matsapha Railway Station/ICD Fig 22: Railway Wagons in Transit from Durban
On behalf of the Manager Swaziland Railways headquarter offices, M/s Mpumie Hlalshawayo
provided insight into the current and future plans of rail transport and its desire to participate in
the IBMS arrangement. The inland border operations are open Monday to Friday and close over
the weekend’s i.e Saturday and Sunday. Busy inland borders like entry/exit borders and
corridors follow best practices world-wide that demand opening to business 24 hours and seven
days phased approach. The governments of Swaziland and South Africa have signed a
Memorandum of Agreement for the construction of a rail link. Transnet and Swaziland Railways
(SR) have agreed to jointly develop a 146-kilometre railway line from Lothair in Mpumalanga
Province, South Africa to Sidvokodvo junction in Swaziland. The project involves upgrading
Transnet's line from Davel to Ermelo and Lothair, where trains will run onto a new 146km
alignment which will cross the border to join the existing Swaziland Railways line from Matsapha
to Phuzumoya at Sidvokodvo (see figure 22). The Supervisor ICD-CED was participated in the
discussion.
With all the projected plans ahead, SR current status is very weak (figure 23) but hopes to
benefit if they become part of the key participating agencies for the IBMS piloting stages. At the
moment the SR and the trading community were reported to be greatly affected by the closure
of business over the weekends. This was partly attributed to lack of facilitating resources on
both SR and CED (both human & funds-allowances). Even before the pilot of establishing IBMS,
it is recommended for inter-agency cooperation acts of working for extended hours during week
days and introduction of weekend operations to facilitate trade.
Fig 23: MATSAPHA ICD Results from Respondents
0
10
20
30
40
Legal…
Institut…
Proced…
Human…
Comm…
Infrastr…
Legal…
Institut…
Proced…
Human…
Comm…
Infrastr…
Legal…
Institut…
Proced…
Human…
Comm…
Infrastr…
CURRENTSTATIUSIN
%AGE
MATSAPHA ICD-SWAZILAND RAILWAYS- Results from the oral
interview on establishing IBMS in Swaziland
MATSAPHA ICD-SWAZILAND
RAILWAYS

6.1.7. Border Control Posts/Inland Ports Level Results
The results below are a holistic assessment outcome on border control posts and the inland
ports against the IBM pillars; and arising out of the interview outcomes and the consultant’s
walk-through.
 The surveyed BCPs agencies have legislation in place that focuses on individual activities
separately and responsible to their mandates and principals at headquarters. There were
some legal provisions supporting intra-services especially with SRA-Customs, inadequate or
total absence provisions for supporting inter-agency and international cooperation. There
was no recent past attempt to draft revisions or amendments regarding cooperation and
coordination at the borders, save for SRA. SRA-Customs confirmed through the interviews
with the Commissioner General and Commissioner CED to have initiated the legislation
reviews and drafting process amongst which is to accommodate any future needs and
requirements of establishing IBMS.
 Institutional framework was found lacking on restructuring reforms on their internal system
alignment of modern organizational structures, effective implementation of tasks and
efficient intra-service cooperation and communication to interface the agencies with each
other. Still here CED has benefitted from overall institutional restructuring and reforms of
SRA since 2011. There was apparent absence of agencies’ joint forum for principals to
initiate and engage discussions, initiatives or projects related to IBMS principles.
 Procedures, processes and system have neither undergone any business process reviews
nor re-engineering. CED has just started the process and engaged the consultant in that
regard. Business process re-engineering ensures the application of standardized and
uniform approaches within the agency itself but also with each other. Neither steps nor
systems that enhance efficiency and effectiveness at all designate BCPs were established.
 Joint Human Resource development and training practices were absent amongst all border
agencies. Agency managers and office in charges acknowledged huge skill and knowledge
gaps of their officials with regard to generally border management and trade facilitation.
Border agency staff and personnel are yet to receive capacity building and training on trade
facilitation tools such as IBMS and its pillars.
 The communication and information exchange between border agencies is generally
restricted and at times prohibited, save for special circumstances where it is provided for in
the MOU’s. Even MOU’s exist for SRA that took the initiative to reach-out to key agencies
such as RSP, Immigration; MNRE, NAM Board for specific levels of operational cooperation
before IBMS was conceived as an idea to facilitate cross-border trade. Legislation that
enables internal sharing, free exchange and rapid flow of information and effective
documentation in an IBMS environment is inadequate and insufficient.
 The infrastructure at Lavumisa border did satisfy on average IBMS standards related to the
control of commercial and passenger traffic, for example separating vehicles carrying goods
or passengers into separate waiting lanes and parking lots/areas. Ngwenya and Lomahasha
BCPs require some modifications and expansion to meet similar standards. Some
modifications and renovations are underway at Ngwenya border post. The BCPs
infrastructure is owned by Government of Kingdom of Swaziland. The legislative order and
process was said to be underway to hand-over the infrastructure facilities for custody and
ownership by SRA. Fortunately, most border agencies reported support of this decision.

 All the three stations’ border services did not have facilitating equipment’s such as adequate
staff uniforms, weighing scales, biometrics, scanners, forklifts, CCTV & security cameras,
etc. at their disposal that would allow them to perform their activities at border crossing
points efficiently. IT equipment and infrastructure was found to be more available to SRA-
Customs and on some extent, Immigration. There were no sufficient computers to cover all
key operations staff. Other agencies have never received computers let alone use them.
Internet availability is intermittent if available and its band-width is limited to low speeds.
Other border agencies for implementing the procedures, at border crossing points were not
connected through a fast communication network and this posed a problem for proper IT
support to border services
 The coordination with other stakeholders such as private sector, clearing fraternity, border
communities – town council leadership & local leaders, etc. is not formally recognized and
non-participative in the existing regular border meetings. There is informal but adhoc
relationship and mutual co-existence at all the border crossings visited. However if it is not
formalized and backed by law, it remains erratic and unsustainable.
 The Anti-Corruption Measures are well known and documented but difficult to enforce.
Besides SRA which has an elaborate enforcement and disciplinary mechanism, other
agencies go through a civil service structured system that is not only cumbersome but
frustrating to discipline and sanction errant officers.
6.1. Assessment Findings of Border Agencies
Using the IBM pillars, this section provides for detailed results of environmental scan interviews
on individual agencies. Each border and government agency has competencies at the border
relating to and should reflect the three levels of cooperation: intra-service, interagency and
international against the six components - thematic (i.e Legislative, Institutional framework,
procedures, human resources, and communication, infrastructure and anti-corruption
measures). This is a standard measure and international best practice where every agency is
offered equal opportunity through its representative. The representatives were at strategic and
policy level – principle heads; and tactical/operations- station managers, supervisors and office
in charges, to assess their agencies’ capabilities to establish IBMS. An identical assessment
and evaluation questionnaire tool (see appendix 6 for the principals questionnaire), was
distributed evenly. The outcome generally point to structural deficiencies and challenges which
follow. But on the other hand, there was a high sense of desire, willingness and positive support
towards establishing an enabling IBMS environment, which was not possible to quantify in this
report.
6.2.1. Intra-service cooperation
The study assessed to establish whether intra-service cooperation exists within every agency
operating at all the three borders of Ngwenya, Lavumisa, Lomahasha and Matsapha ICD:
RSP/Security, SRA – Customs, Immigration, and Agriculture – NAM Board, Diary Board and
Veterinary inspection. The views expressed below are derived and extracted from the
respondents (figure 24) who included both the principals and border post operational officials to
respond to, ”Does your agency located at the BCP of Ngwenya, Lavumisa and Lomohasha)
have and exhibit such all-round cooperation and coordination?”

Fig 24: ROYAL SWAZILAND POLICE – Results from Respondents
Source: Primary Data from Respondents questionnaires’
6.2.1.1. Royal Swaziland Police/Border Security Police
i. Current Situation
The border Royal Swaziland Police2
carries out the tasks of border control that includes border
checks within its precincts; Border checks mean the security checks and to maintain law and
order activities at the border post. The RSP indicated to have an overall site role on trade and
passengers regarding initiating prosecution and combating crime on all border agencies.
Among the broader challenges mentioned include:-
 Being responsible for the management of all human, material and financial resources, to
include Immigration functions eight out of fourteen border posts. They wish to hand them
back to Immigration authorities.
 Structural difficulties such as logistical, financial support and in many cases equipment has
not been provided at the required level quantity and in time. This have significantly
contributed to poor operational performance by the RSP
ii. Legal and regulatory framework
The legal instrument that established the Police Force is the Police Act No. 29/1957, mandates
the agency to deploy at all border crossings throughout the four regions of the country i.e.
Hhonho, Manzini, Lubombo and Shiselweni to perform the following:- a) Preserve peace,
b) Protect life and Property, c) Prevent all incidents of crime and detect crime, d) Maintain
law and order. A quick scan on the Police Act did not pin-point direct provisions on intra-service
cooperation.
The RSP legal regimes, save for some MOUs with other agencies, are inward-looking and
inconsistent with the intra-service activities of IBMS border policing and operating environment.
2
The border Royal Swaziland Police (RSP) or border police here includes all police units in police to include;
administrative units, security unit, Interpol unit, crime investigation unit, anti-car theft unit, special force unit and
any other unit in police deployed to manage and support cross-border activities.
0
5
10
15
20
25
INTRA-SERVICE PILLAR
Royal Swaziland Police Department -Results from
Respondents on Readiness to establish IBMS in Swaziland
Royal Swaziland Police
Department

While interacting and interviewing RSP management, it was revealed that there were no
sufficient intra-service cooperation provisions within the same ministry of home affairs.
Further Action Needed;
 There is urgency to change and/or amend a number of legal provisions as well as to draft
new laws consistent with the IBMS principles and for possible future implementation.
 Likewise, sub legal acts and bilateral agreements related to border activities should be
reviewed and changed accordingly to harmonize cooperation with sister agencies in the
MOHA.
 In the interim period, RSP could focus their further cooperation with other structures of the
MOHA in the following areas:
 Further develop legal and regulatory framework for a more collaborative
exchange of data and information within the Police Department and MOHA. Data
protection and confidentiality, as well as the administration of information
internally, is already regulated through relevant laws and instructions, but closely
guarded in stove-piped manner.
 Free sharing and exchange of information and data on illegal cross-border
activities between different RSP border posts; and with Immigration.
 Effective collaboration and organization of joint measures amongst all police
units and Immigration for the prevention and suppression of cross border
criminality.
 Cooperation and organization of joint police operations (e.g. amongst police,
security, anti-car theft, Interpol, etc.) within and across border posts.
iii. Institutional Framework
The current structure of the RSP does not ensure proper integration of the human, financial and
logistical resources as well as the required cooperation within it and with other structures of the
Ministry of Home Affairs (MOHA). It is important to stress that there is no delegated chain of
command from the RSP Directorate to regional MOHA structures. All respondents from different
police units indicated standalone operations and reporting back to different command centers at
region or headquarters. As a result of this type of organization, communication of orders and
information do not cooperate officially from central to regional and local level structures and vice
versa.
 For purposes of establishing IBMS, the integrated organization structure that brings together
border functional units should be restructured into cooperation and coordinated strategic
and tactical systems from central to regional and local border levels.
 During the restructuring process and reforms, a clear determination of different Police units’
responsibilities as well as those of other structures in MOHA, and job descriptions for police
border officials should be considered and re-aligned.
 This also requires improvements to the current planning system from the central level to the
local one, in order to achieve better operational results. Implementation of functional tasks
shall require issuance of new instructions both within the MOHA structures, and the
proposed establishment of different Police border units.

iv. Procedures
The procedures carried out at the border by the RSP are based upon assorted laws, by-laws,
civil service orders and instructions, many of which are neither current and/or not in compliance
with the SADC/AU IBMS practices3
.
 As part of the premised restructuring of the MOHA in general and RSP in particular, after a
more clear division of responsibilities for different Police units will be accomplished, simpler
procedures at the BCPs will be drafted based upon an analysis of the desired IBMS
situation. This will not only easily interface RSP with others (including Customs) but also
improve results at the BCPs and at the same time facilitate the secure free movement of
persons and trade.
 Procedures on border security and surveillance must be reviewed and adapted to IBMS
requirements.
 A manual of Standard Operating Procedures (SOPs) related to the IBMS border activities for
the RSP border units should be drafted and shared internally. This will provide for the
necessary guidance to carry out tasks in an efficient, unified and professional manner at all
levels and improve the cooperation within the border police units, and between the RSP and
other MOHA structures, thus avoiding duplication of tasks.
v. Human resources and training
Currently, there is standalone training to different Police units within border police and between
RSP and other structures of the MOHA. The Police Academy is the responsible institution for
recruiting, training and retraining of MOHA personnel, including RSP. Training on border
policing and management issues is performed in a very limited number of classes (8 hours)
during a three month period of basic police training. This training is mainly theoretical and short-
term. Apart from this, the Police Academy does not provide specialized or in-service training for
all border police units’ officials.
 The envisaged re-organization of the MOHA and border police units in particular, should aim
at correcting the above mentioned gaps, by turning the Police Academy into the main
source of basic training and refreshing training for all senior and border operations officials.
 Training programs for IBMS consistent with SADC/AU IBM requirements must be drafted
and delivered urgently for approval to the Police Academy.
 Any future Police Academy training mechanism should have coordinated annual training
plans with the proposed border police and Immigration structures.
 The training plans should be developed taking into consideration cooperation between
border police and other MOHA structures. Later on this arrangement will easily collaborate
with other border agencies’ training academies and their training plans.
vi. Communication and exchange of information
The current organizational structure of the MOHA does not have a dedicated department to
manage border issues and affairs and hence information passes from border police through the
Regional Police Commanders to the headquarters. As a consequence, there is no sustainable
3
SADC and AU IBM practices and requirement can be found in; SADC draft guideline for coordinated border
management & instruments for cooperation, AU draft union strategy for enhancing border management in
African-2012, and websites:

and consistent free-flow of information on either direction. Furthermore, the above-mentioned
structure hinders direct horizontal and vertical communication within border police units.
 Implementation of the envisaged re-organized organizational structure of the MOHA and
usage of the extra capacities of IT (see below) shall create better conditions for
communication within border police; and between border police units; and other structures
of MOHA.
 The above mentioned improvements, together with MOHA civil service orders and
instructions within RSP should create proper conditions for personnel to be responsible for
collection, distribution and follow-up of information related to the border policing and fight
against cross-border crime.
vii. IT systems
During the environmental scan of all the border posts above, it was established that all RSP
border units were neither equipped nor facilitated with updated IT systems and equipment’s.
 In general, it is necessary to have a faster system for the transmission of data between RSP
border units, with regional and the headquarter center command structures.
 Urgent measures are needed to introduce enabled internet communication with internal and
international agencies for the purpose of exchanging and verifying information.
 There are many IT border control system on the market such as Introduction of Technology
Information Management System (TIMS). This IT system aids registering of all persons and
vehicles entering and exiting Swaziland. This system or any other built in-house is
connected with the MOHA and Interpol database and enables relevant units to perform
controls of wanted persons and stolen vehicles entering and exiting Swaziland. It also
provides the possibility to assist in identifying potential victims of trafficking.
 The Border Control Information System (BCIS) is another available IT system suitable for
IBMS environment that enables the recording of all vehicles and persons entering and
exiting Swaziland through BCPs. The information collected from the BCIS is usually an
excellent risk analysis tool to assist all police units.
 Border police should be equipped with IT and encrypted communication equipment in order
to guarantee fast and secure communication and transmission of orders and instructions.
viii. Infrastructure and equipment
The infrastructure and equipment related to border police is in dire need and require immediate
replacement with modern tools and facilities. In other stations such as Ngwenya and Lavumisa,
office space for RSP personnel is being provided for sharing with customs. The majority of the
existing premises used by the RSP were improved through state funding but do not facilitate
intra-service cooperation with other MOHA structures especially Immigration department.
 Any future construction of new premises, changes to existing premises, or reallocation of
facilities should take intra-service cooperation into account to accommodate MOHA
structures. For instance, at Lomahasha and in eight other border control posts, RSP has
well-structured housing and office facilities but are unable to accommodate immigration
officials. RSP is carrying out Immigration roles and responsibilities at all those BCPs.

 Basic tools of trade such as copiers, computers, scanners, fax machines, internet
equipment, intranet telephony, cell phones, etc. were enumerated as absent and frustrating
their performance by the RSP border officials during our visit to the borders.
 Cooperation involving facilities and equipment for document examination, vehicles (4X4) for
border inspection/ patrolling, border surveillance thermal cameras, night vision binoculars,
etc.) paralyze the officials capability to enforce their mandate effectively.
6.2.1.2. Swaziland Revenue Authority - Customs & Excise Department
(i) Current Situation
SRA-Customs has placed itself as a strong advocate and promoter for establishing IBMS
project in Swaziland. Customs is projecting itself as an equal partner with the other interested
border agencies to be involved in IBMS and procedures. Given the strategic positioning of CED
above regarding other agency’s systems capability to interface with it, a more litmus-test
assessment was carried out to determine its readiness and the aggregated results below (figure
25) were ascertained. CED is on average formidable with regard to institutional framework,
communication and information exchange; and medium on the infrastructure.
Fig 25: SRA-CUSTOMS: Results from Respondents
Source: Primary Data from Respondents questionnaires
ii. Legal and Regulatory Framework
The legal framework for collaboration within the CED derives from the Customs & Excise (CE)
Act 1971 and the implementing provisions, MoUs with other border and government agencies,
internal regulations of respective sectors as well as orders and instructions from the Minister of
Finance and then the regional and international protocols, conventions and charters. At the time
of the study, all presumed enabling draft laws to support the establishment of IBMS was work
and process-in-progress. The legal scan results below suffice mention:-
 The current Customs Laws were drafted as a national legislature which requires changes to
cater for the dynamic trade facilitation regimes. Nevertheless, the CE Act 1971 is being re-
0
10
20
30
40
50
60
SRA- CUSTOMS & EXCISE DEPARTMENT- Results from Respondents
on Readiness to establish IBMS in Swaziland
SRA- CUSTOMS & EXCISE
DEPARTMENT

drafted to update it to comply with regional SADC Customs Act and other international
conventions e.g. KYOTO and SAFE-FS. For instance, the mandate laid down for customs
under the SAFE Framework of Standards requires the collection of information on
international supply chains in advance of the transaction. This framework requires advance
information to be supplied to regulatory agencies at export and import respectively in the
form of pre-departure and pre-arrival goods and cargo declaration. It is not being applied.
 The SRA – Customs initial relevant legal drafts4
were said to be due for tabling to His
Majesty Legislative Parliament (HMP) for consideration through the office of the DPP and
MOF. The CED has made great strides to intra-service cooperation internally at the
headquarters, regional and local levels.
 At the moment there is no direct IBMS supportive legal framework in place to firmly support
the pilot phase. Even the existing enabling regional and international legal regimes are
unenforceable and inoperative till they are enabled through national domestication process.
 Unfortunately, most MOU’s do not render and offer the necessary cooperation agreement
regarding IBMS environment between SRA and other agencies such as DDP/RSP,
Immigration, NAM Board, MNRE and Mozambique (see appendix 1). The MOU with South
Africa Revenue Services (SARS) is fairly flexible notwithstanding the limitations of the
Swaziland domestic laws and elaborate requirements of both host government’s consent.
As one of CED Directors put it, “MOUs are not legally binding instruments”. What is
apparent is the internal perceived cooperation and later with other border agencies.
 Commence preparation and drafting of appropriate legal framework for IBMS as addendum,
if it was not sufficiently covered in the earlier legal draft submissions to the DPP & MOF.
 Continued pursuit and lobbying to have revised draft legislation in place for the support of
piloting and establishing IBMS.
 All of the legal documents / orders must regulate relations and formalize procedures for
cooperation at all levels and between all structures and border posts of the CED.
The CED institutional framework is currently capable of supporting establishing IBMS in
Swaziland following the ongoing institutional reforms since 2011.
 The structure of the CED is flat-organised in three levels:
 Headquarter Level:- Commissioner General, Commissioner & Directors of CED
 Regional Level:- Regional Managers overseeing other smaller Customs border
posts
 Local Level:- Managers/Supervisors for inland ports and border posts
 Currently, the CED is structured into four directorates:- Operational Policy, Inland Operation,
Border Operations and Legislative
 The Department performs key functions below at thirteen BCP for the country's development
including:
 To collect the revenues due - Enforcement of controls to protect society
 Prohibitions, restrictions and regulatory (for example, narcotics, unlicensed medicines,
arms and ammunitions, pornography etc.)
4
Both Commissioner General and Commissioner Customs confirmed, through interviews, having made great
strides in the SRA necessary legal reforms which drafts were forwarded through the relevant Ministry for
consideration by His Majesty Parliament. It is expected that the drafts laws will incorporate relevant IBMS
provisions for attachment as addendums since submission then was done prior to the IBMS envisioned project.

 To identify and interdict illegitimate trade (for example counterfeit or substandard goods;
trade in endangered species - CITES obligations)
 Collection of trade statistics
 Trade facilitation
 CED Administration is actively retooling its human resources to enhance its managerial
capabilities at managers and supervisors levels. The on-going capacity building measures
generally were not yet fully aligned and focused to an IBMS environment.
 Salaries and allowances of the CED staff were said to be short of the market competitive
salary scales at home and in the region with regard to IBMS requirements. If the salary
disparities obtains, due diligence must be done to address them before the project.
 The CED may need to request for more investment and other operational funds for piloting
and into future border modernization initiatives for establishment of IBMS.
iv. Procedures
The current of CED procedures are still under-going process reviews cannot support the
immediate establishment of IBMS. However they can enhance the pilot phase of IBMS.
 The good news is that CED5
has engaged an international consultant to re-engineer and
map their business processes suitable to support IBMS and ready the department to
interface with other agencies after going through a similar business process re-engineering
(BPR).
 Urgent completion of process reviews by the consultant to pave way for piloting IBMS.
 It is anticipated that the completion and roll-out of BPR will greatly simplify and standardize
the procedures at border control points which will minimize current clearance challenges
related to trade facilitation.
 Simplification of procedures in order to increase efficiency and effectiveness is one of the
key modernization objectives of CED to prepare for IBMS. The modernization projects
related to procedures are urgent needed to support holistically IBMS pillars. These include;
upgrading of the current ASYCUDA++ to ASYCUDA World version, introduction and piloting
of AEO, PCA, Risk Management System, Trade Portal/Single Window, OSBP, etc.
 At the moment, CED border posts lack standardization in the implementation of existing
procedures. In this regard, development of provisional or draft SOPs guidelines for use
under these circumstances must be sent to all the border control posts.
v. Human Resources and Training
The current human resource staff deployed at the three BCPs of Ngwenya, Lavumisa and
Lomahasha was found not to be knowledgeable and equipped with IBMS practices and
principles. The supervisory levels had some knowledge but no practice.
 Effective border management and control can only be realised through improvement of
infrastructure and a well-trained and professional staff.
 Several training funded-initiatives have been introduced in different management fields
mainly targeting managers and supervisory levels.
 Training is further scheduled for all other CED staff including attachments with SARS.
5
Whereas the overall objective of this consultancy is to assess other border and government agencies’ systems capabilities to
interface with the Customs system, the findings credits CED on huge strides to run the IBMS pilot with regard to institutional
framework, communication & information exchange and infrastructure/equipment. CED is still limited on readiness and
capability, to a greater extent, to interface with other agencies on legislative framework, procedures and human resources.
Overall score is 50:50 interface capabilities with BGAs on IBM pillars.

 Overall CED has ambitious and futuristic training programs that will enable it position itself to
permanently maintain a cadre of well-trained specialists and professionals. A bonus system
has been introduced to motivate staff based on appraised work results.
 Currently, there is no training delivered to encourage collaboration within and between other
structures of the SRA in the framework of IBMS.
 The current training strategy should incorporate IBMS related training programmes
 Training of all SRA staff to include both strategic and operations levels must begin.
 There is a need to develop new initiatives where other SRA departmental staff benefits in
the joint training programs with CED.
vi. Communication and Exchange of Information
CED is fairly networked and interconnected between its headquarters and the three border
posts and inland ports, making it averagely ready to participate in the piloting IBMS.
 Some BCPs were found inadequately facilitated with communication infrastructure.
Managers and some Supervisors were given mobile phones with loaded airtime. However,
operational staff in all the border posts is not.
 The communication is done in a horizontal way among Directorates, Regions and border
stations of the same level. In this type of communication the current practice of sending
electronic message copies using Outlook internet platform to direct supervisors and
managers has provided satisfactory results.
 It is necessary to create conditions that encourage the periodic sharing of information with
the Public Relations and the Risk Analysis Units to border staff and stakeholders. Until now
this has been regulated by electronic, internal correspondences and notices.
 Motivational information exchange could become more efficient by improving regular visits
and teambuilding sessions with the CED Commissioner & Headquarter staff, as well as
inter-regional exchanges including sports, games and other wellness activities.
 More is needed to disseminate information through TV/Radio talk shows, websites,
brochures, billboards, posters which inform the public/stakeholders about its rights and
obligations. Such public engagement may precede IBMS pilot exercises.
 Other cheaper steps should be taken towards radio and intranet/intercom communication by
providing cost-effective connections throughout the border post staff/teams.
vii. Infrastructure and Equipment
The existing BCP’s premises at the assessed stations of Ngwenya, Lavumisa and Lomahasha
are owned by Government of the Kingdom of Swaziland. The inland ports were owned by the
hosting agencies which are both government (SR & SWACAA) and private (AGOA)
 Only Lavumisa provided a state-of-art office and well-furnished premises suitable to
accommodate IBMS intra-serviced CED. There was adequate furniture and office equipment
in all visited sites to support staff/clients sitting arrangements and business transactions.
 The physical infrastructure and office facilities of the other two border posts (Ngwenya &
Lomahasha) do not adequately facilitate cooperation and this should be taken into
consideration when re-modeling and renovating their premises layout for future IBMS pilot
implementation.
 There is a need to draft a realistic investment plan in order to ensure that proper
infrastructure and equipment are available, supportive of IBMS pillars in the joint-sharing

arrangement. These plans should be drafted for the BCPs to include staff quarters, lighting
system, scanners (goods/smart-body), X-ray machines, CCTV surveillance cameras/circuits,
E-gates, examination sheds and designated parking areas.
 As regards the ASYCUDA++ system, the CED is planning to upgrade to ASYCUDA World
version. It is web-based platform and planned for roll-out by end of 2014. The latest versions
have capabilities of hosting intelligent system platforms including Single Window.
 CED should maintain the momentum of providing for modern equipment and facilities that
support border cooperation to a satisfactory level within its all border posts and
subsequently to other agencies.
6.2.1.3. Immigration Department
i. Current Situation
The Ministry of Home Affairs (MOHA) and Immigration in the Kingdom of Swaziland is
custodian, protector and verifier of the identity and status of citizens and other persons resident
in the Kingdom. This makes it possible for people to realize their rights and access benefits and
opportunities in both the public and private domains. It should also be noted that the MOHA
directly controls, regulates and facilitates immigration and the movement of persons through the
Kingdom’s formal ports of entry. During the interview with senior management at their head
office – Mbabane, it emerged that most of the border crossings are supervised under delegated
authority from the Immigration department. There are eight border posts superintended by RSP,
two said to be manned from MOHA offices; and two borders are directly supervised by
Immigration department: - Ngwenya and Lavumisa. Other immigration similar border services
are directly managed at the headquarters. The result from the respondents in figure 26 attests
to the reality of being not prepared for IBMS. The Immigration senior management expressed a
high and positive attitude to supporting any future plans and project for establishing IBMS.
Fig 26: IMMIGRATION DEPARTMENT – Results from Respondents
6
6
The rest of the respondents results other border agencies (NAM Board, Diary Board/Vet, Anti-Car Theft, Army,
Health) were similar to Immigration with the current status below 1 in real figures.
0
2
4
6
8
10
12
Immigration Department - Results from Respondents on
Readiness to establish IBMS in Swaziland
Immigration Department

ii. Legal and regulatory framework
The laws on Immigration do not have an article on intra-service cooperation. A scan in the legal
area, have shown that the legislation was last drafted and amended in 1982. There are a
number of gaps in the legislation that are out of date and inconsistent with the current modern
border management trends here and in the region. The Acting Chief Immigration Officer brought
it out correctly, “The Immigration legislation was last amended in 1982. It outdated to meet and
match with our current times and best practice of border clearance of people”.
 There is urgency to change and/or amend legal provisions to address huge gaps, as well as
to draft new laws, inconsistent with the modern cross-border trade facilitation regimes
including IBMS; and border modern management practices.
 Specifically, it is necessary to update internal civil service orders to regulate cooperation,
exchange of information, joint operations, training and use of infrastructure and equipment.
The current structure of the Immigration department does not ensure proper intra-service border
management of the human, financial and logistical resources as well as the required
cooperation within its ranks and with other MOHA structures.
As mentioned earlier in the Royal Swaziland Police wishes to hand-over to Immigration the
earlier delegated authority and overseer responsibilities on the eight border posts. According to
the Ag CIO, “Immigration department is not prepared to assume its mandate role due to
absence of resource readiness including personnel, facilities/equipment and funds. At the
moment Immigration has less or no direct presence at about eight strategic entry and exit
border posts partly due to limited resources in all aspects”. The ten border posts are supervised
directly under Ministry of Home Affairs and Royal Swaziland Police. Ag CIO further attributed
corruption amongst the border personnel “to be going high and is attributed to lack of direct
supervision, low salaries and porous/manual borders”.
 Urgent need to formally regularize and reorganize the Immigration, RSP and MOHA
structures into an integrated and operationally efficient border structures.
 Immediate resource allocation to aid decentralized services and placement of personnel
from head office to all entry/exit border post offices.
 Commence organizational re-structuring to allow effective implementation performance
tasks that support intra-service cooperation and communication.
 Review policy measure on corruption to revert directly under the IBMS-CWG structure for
sanctioning errant immigration officers.
iv. Procedures
The Ag CIO pointed out that “the currently procedures carried out at the border by the officials
have never been reviewed nor re-engineered. IOM once sponsored the department on the one-
off capacity building and training session on integrated border management procedures in
2011”.
Further Action needed was provided by CIO;
 “The procedures on borders are based on control rather modern management; and must be
immediately reviewed and adapted to best practice”,

 “A manual of Standard Operating Procedures (SOPs) has never been developed. She
contends to the urgent need for the development of SOPs and share it amongst staff”,
 SOP will provide for the necessary guidance to carry out tasks in an efficient, unified and
professional manner at all levels and improve the cooperation within the department; and
between the Immigration and other MOHA structures, thus avoiding duplication of tasks.
v. Human resources and training
Save for the one-off short-term training that was conducted by the International for Immigration,
two years ago, no in-house training has been done according to the Ag CIO. The Immigration
department does not manage human resources and training of its personnel. The current
situation is not in compliance with IBM intra-service standards.
Currently, no training to enhance cooperation within Immigration and between Immigration and
other structures of the MOHA exists. Some joint training has occurred once between Interpol,
immigration and police. There is a skewed training that emphasizes more on the lower cadres
and less or no refresher courses and training to middle and senior management.
 Any future training should consider all levels of management and supervision
 Training programmes should be coordinated in such a way that it cooperates with the border
agencies as a joint effort rather than standalone training interventions.
 The training plans should be developed taking into consideration cooperation between
internal Immigration and other MOHA structures. For instance, RSP has a fully-fledged
training academy which would be available and shared for capacity building support.
However, there is little or no direct structural cooperation between the two intra-service
agencies in MOHA.
vi. Communication and exchange of information
It was established during the interview with the Ag CIO, which eight of the borders are still
operating under inadequate and manual facilities. Data extraction and information from border
stations such as Bulembu, Gege, Lundzi and similar offices, is still difficult and cumbersome to
timely transmit to other government agencies especially Statistic Office. In the border stations
that are fairly facilitated and structured such as Ngwenya, Lavumisa. Lomahasha, “we are able
to share and exchange data and information with others at ease and with speed for instance,
tourism and customs” said the CIO. Intra-service information communication and exchange for
example within the ministry of home affairs and police is unfortunately still low and slow.
She went on further to express lack of communication among the top-level principals and
suggested a top-level forum,
 “We need to start communicating with each other at the top level. We hardly have the
meeting to discuss matter pertaining to border critical matters. It is important that we
establish discussion forum at the top”.
vii. IT systems
The information from Ag CIO, the current eight border posts performing and offering Immigration
services under RSP are not automated. The Immigration offices are not interlinked and
interconnected between the headquarters IT system support and the border posts.

DRAFT REPORT-Feasibility Study on IBMS in SZD- 2014

DRAFT REPORT-Feasibility Study on IBMS in SZD- 2014

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