Streamlining Ghana’s Trade and Revenue Systems: A Tale of Two Mandates

Ghana’s strides in trade facilitation and revenue assurance have been shaped by the endeavors of entities such as West Blue Ghana Limited and Strategic Mobilisation Ghana Limited (SML). Though their mandates reflect distinct approaches, their stories underline crucial lessons about aligning operations with national goals for transparency, efficiency, and progress.

West Blue Ghana Limited: Revolutionizing Customs Operations

West Blue Ghana Limited became a trailblazer in Ghana’s trade and customs landscape through its implementation of the Ghana National Single Window (GNSW) program. This initiative sought to harmonize trade processes, enhance port efficiency, reduce transaction costs, and increase revenue collection for national development. At its core, the GNSW program emphasized transparency, speed, and accountability through digital innovations.

Systems such as the Pre-Arrival Assessment Reporting System (PAARS) allowed importers to submit documentation electronically, enabling customs to assess risks and clear goods efficiently even before they physically arrived. The Joint Inspection Management Information System (JIMIS) further eliminated redundant checks by fostering inter-agency collaboration during inspections. These efforts aligned with international standards, elevating Ghana’s competitiveness within the West African trade ecosystem.

Critically, West Blue’s mandate extended to integrating its systems into the Ghana Revenue Authority (GRA) Customs Division. This required seamless collaboration and capacity-building initiatives to ensure the Customs Division could independently manage operations post-handover. By the end of its tenure, West Blue had set the stage for sustainable trade facilitation processes under Ghanaian control.

Strategic Mobilisation Ghana Limited: Challenges in Revenue Assurance

In contrast, the story of SML reflects the complexities of revenue assurance in Ghana. Mandated to mobilize revenue in sectors such as petroleum, mining, and production, SML faced criticisms regarding its financial operations. Allegations surfaced that deductions were made from duties and taxes collected before transferring funds to the government’s consolidated account. Such practices fueled debates about transparency and governance, leading to investigations by authorities like the Office of the Special Prosecutor.

Unlike West Blue’s structured approach to modernization and integration, SML's challenges highlighted gaps in accountability, raising concerns about how revenue-related contracts are managed and monitored in Ghana.

Restoring the Vision: A Call to Action
The contrasting narratives of these two entities underscore the importance of aligning operational practices with national policy goals. For West Blue Ghana Limited, its innovative systems exemplify the power of technology and collaboration in driving progress. However, to fully honor its legacy, Ghana must ensure the complete realization of its original mandate.

As the wise saying goes, "A vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world." It is imperative to revisit and restore the policy aims that guided West Blue Ghana Limited’s operations, particularly the integration and eventual handover of systems to the GRA Customs Division.

Recommendations for Progress
President John Dramani Mahama’s administration, known for its commitment to innovation, has a role to play in safeguarding the achievements of West Blue Ghana Limited. Key actions include:

1. Policy Reinforcement: Reaffirm the original aims of West Blue’s contract and prioritize the integration of its systems into GRA operations.

2. Stakeholder Collaboration: Facilitate a dialogue among trade experts, customs officials, and West Blue representatives to address implementation challenges.

3. Capacity Building: Invest in training customs officials to manage integrated systems effectively, ensuring operational independence for the GRA.

A Charge to the Attorney-General
The Honorable Minister of Justice and Attorney-General Ayine must also intervene to ensure compliance with the original terms of the West Blue contract. As the proverb goes, "Justice delayed is justice denied." A timely intervention to review and enforce the contract will reaffirm Ghana’s commitment to transparency and sustainable governance.

Measures such as conducting a legal review of the contract, advocating for its integration as a national priority, and establishing oversight mechanisms will be instrumental in achieving these goals.

Looking Ahead
The parallel stories of West Blue Ghana Limited and SML serve as a reminder that effective governance and transparency are vital for achieving national development objectives. By restoring and building upon the innovative legacy of West Blue, Ghana has the opportunity to cement its reputation as a leader in trade facilitation.

As the wise counsel says, "The best way to predict the future is to create it." Ghana must act decisively to shape a future defined by efficiency, accountability, and progress in both trade and revenue assurance. The lessons learned from these entities can guide the nation toward a brighter and more sustainable economic trajectory.

West Blue Ghana Limited: From Innovation to Controversy

West Blue Ghana Limited emerged as a transformative force in Ghana's trade facilitation landscape, driven by the need to modernize customs operations and enhance efficiency. Established as a business and IT consultancy firm, the company was entrusted with implementing the Ghana National Single Window (GNSW) program in 2015. This initiative aimed to streamline trade processes, reduce transaction costs, and increase revenue collection, aligning with international best practices.

Through systems like the Pre-Arrival Assessment Reporting System (PAARS) and the Joint Inspection Management Information System (JIMIS), West Blue revolutionized customs operations, reducing cargo clearance times and fostering transparency. Its collaboration with the Ghana Revenue Authority (GRA) Customs Division was pivotal in transitioning Ghana from the Destination Inspection Scheme to a more integrated and efficient customs management system.

However, the company faced challenges that led to its eventual woes. Allegations of unpaid debts and disputes over contract termination surfaced, culminating in legal battles with the GRA and the Attorney-General. West Blue sought compensation for outstanding fees and equipment costs, highlighting unresolved issues in its contract execution.

The involvement of political figures added another layer of complexity to the narrative. Reports suggest that certain decisions surrounding the termination of West Blue’s contract and the subsequent handling of its systems were influenced by political interests. Senior political figures, including Yaw Osafo Marfo, were mentioned in discussions about the restructuring of port management contracts and the introduction of new systems. While direct links to West Blue’s controversies remain speculative, the broader context of political influence in Ghana’s trade and customs operations cannot be ignored.

This intersection of innovation, governance, and politics underscores the importance of transparency and accountability in public-private partnerships. The story of West Blue Ghana Limited serves as a reminder of the delicate balance required to align technological advancements with national development goals while navigating the complexities of political involvement.

Retired Senior Citizen
Teshie-Nungua
026-414-0626
[email protected]