PROJECT INFORMATION DOCUMENT (PID)



PROJECT INFORMATION DOCUMENT (PID)

APPRAISAL STAGE

Report No.: AB1400

|Project Name |Customs Modernization Project |

|Region |EAST ASIA AND PACIFIC |

|Sector |General public administration sector (100%) |

|Project ID |P085071 |

|Borrower(s) |SOCIALIST REPUBLIC OF VIETNAM |

|Implementing Agency | |

| |Ministry of Finance; General Department of Vietnam Customs |

| |74 Ba Trieu, Hanoi |

| |Vietnam |

| |Tel: 84-4-872-5258 Fax: 84-4-872-5949 |

| |thtkhq@hn.vnn.vn |

|Environment Category |[ ] A [ ] B [X] C [ ] FI [ ] TBD (to be determined) |

|Date PID Prepared |February 15, 2005 |

|Date of Appraisal Authorization |March 16, 2005 |

|Date of Board Approval |June 23, 2005 |

1. Country and Sector Background

In recent years, Vietnam has made steady progress on a wide-ranging reform program based on its Comprehensive Poverty Reduction and Growth Strategy (CPRGS). The CPRGS, approved in 2002, rests on three main pillars: completing the transition to a market economy; socially equitable and environmentally sustainable development; and building modern governance. Completing the transition to a market economy is closely linked to Vietnam’s integration with the world economy and entails significant trade liberalization, and by definition, a much greater role for the private sector in economic activity. Over the last ten years, GDP has grown at more than 7 percent per year on average, and the poverty rate has halved. Exports have been a key driver of growth, rising by over 25 percent per annum over the last ten years. Vietnam has made considerable progress on implementation of its commitments under the ASEAN Free Trade Area and the Vietnam-US Bilateral Trade Agreement (BTA). More recently, the Government has announced its strong commitment to accede to the World Trade Organization (WTO) “as soon as possible.”

The reform agenda is strongly owned by the Government and widely supported by the donor community. At the strategic level, the direction of reforms is being locked-in through international commitments. Meeting the requirements for WTO accession has provided additional impetus to the pace of reform, especially for items such as wide-ranging legal changes. And the CPRGS approach is being sustained by incorporating its principles into Vietnam’s next five year Socio-Economic Development Plan (2006-10). Translating the strategic reforms into on-the-ground results will be a key challenge, especially as international integration intensifies. Progress on this front would be greatly facilitated by improving the quality of public administration and sector-level interventions aimed at strengthening governance. This is particularly important as Vietnam seeks to attract greater private investment, both domestic and foreign. A modern and efficient Customs administration will be an integral part of this process.

Recognizing the importance of improving the quality of public administration and governance, in September 2001, the Government of Vietnam announced a Master Plan for Public Administration Reform (PAR), of which the Customs reform is a key component. Around the same time, the Customs Law was passed by the National Assembly (NA). This was followed by the issuance of sub-legislation and instructions dealing with the organizational structure of the General Department of Vietnam Customs (GDVC), the classification of import and export goods, and Customs valuation. Most recently, the Ministry of Finance (MOF) has approved the Strategic Plan for Customs Reform and Modernization for 2004-2006.

A well-performing and ethical Customs administration makes a major contribution to revenue mobilization, assists governments to facilitate trade and investment, and increases confidence in the quality and integrity of government institutions. Experience in many countries has shown that Customs are uniquely positioned to co-ordinate, consolidate and simplify border-related regulatory formalities on behalf of all government stakeholders. A streamlined, effective Customs administration also provides timely and accurate foreign trade statistics, and helps protect society from transnational crimes such as counterfeiting, smuggling, or narcotics trafficking. Striking an appropriate balance between these apparently competing demands is the key challenge facing all Customs and border management agencies today.

While considerable reform measures were recently taken, Vietnamese Customs are still considered slow, unresponsive, inconsistent and vulnerable to corruption. A long-term vision with clear strategic goals is lacking. Such a vision needs to be developed along with enabling instruments for its implementation. The Customs administration will need to change significantly, shifting its mindset from a culture of domestic protection and control of all transactions, aggravated by an over-reliance on bureaucratic systems and procedures, to one that facilitates foreign trade and promotes private sector development. In addition, national security has become a major priority for Customs. However, increasing confidence in the security of imports and exports needs to be achieved without thwarting trade facilitation objectives.

2. Objectives

The VCMP aims to strengthen the capacity of the Customs administration of Vietnam to ensure that it is able to make an efficient and effective contribution to the achievement of government objectives in respect to trade facilitation, revenue collection, production of foreign trade statistics, community protection, and national security. The project would be a key factor in facilitating Vietnam’s accession to the WTO and securing the gains from greater integration into the world trading system.

The VCMP will improve the effectiveness, efficiency, accountability and transparency of the Customs administration. The project builds upon the on-going efforts of other donors, and will seek to reinforce their inputs.

The VCMP is expected to meet these objectives by: (i) introducing modern Customs systems and procedures based on internationally agreed standards and best practice; (ii) improving the organizational structure and strengthening the human, financial and physical resource capacity of the GDVC; and (iii) introducing appropriate information and communication technology to improve effectiveness, increase transparency, and lower transaction costs.

Key performance indicators of the VCMP as indicated in the table below will be assessed throughout the project life by the Customs clearance-time measurement, and the client survey, alongside the broader development outcomes supported and assessed under the PRSCs

|Broader Development Indicators |Performance Indicators |

|A rising ratio of exports, particularly manufactured|10 percent reduction (per year) in mean import clearance times for commercial shipments|

|exports, to GDP |at ports and airports, as measured at designated locations; |

|An increase in the share of private sector exports |5 percent reduction (per year) in mean clearance times for commercial shipments |

|to total exports |entering the country by road; |

|An increase in private sector investment to GDP |20 percent reduction (per year) in physical inspections; |

|Reduced corruption as rated by independent monitors |5 percent increase (per year) of revenue collections (corrected to take account of |

|An improvement in the reliability and public |tariff and tax rate changes and trade flows); |

|availability of data |10 percent increase (per year) in client perceptions of Customs performance as measured|

| |by the results of annual client surveys; and |

| |10 percent increase (per year) in the share of revenue generated and/or infringements |

| |detected as a result of Customs intervention pre or post clearance. |

3. Rationale for Bank Involvement

Recent economic reforms have seen Vietnam’s foreign trade growing at a rapid 20 percent per year on average over the past decade. As in other transition economies, this implies that state-controlled foreign trade is rapidly replaced by diversified imports by a large number of private firms. This generates a considerable increase in transactions and associated frauds. However, Customs have maintained to a large extent their former organization, responsibilities, and procedures. The Customs administration faces new responsibilities and complexities due to much greater international economic integration such as increased security concerns. This presents a need and an opportunity for Vietnam to establish, based on existing strengths, a modern, world class, Customs service.

The Bank has supported CPRGS objectives through quick disbursing Poverty Reduction Support Credits (PRSCs). Specifically, the PRSCs have supported strategic elements of the reform agenda. These are elements that cut across sectors and require consensus and endorsement at the highest political level. These programmatic lending activities have been complemented by investment loans to ensure that higher level strategic changes bear fruit on the ground. PRSC4, which is currently under preparation, continues Bank support for Vietnam’s international economic integration, including the government’s efforts towards WTO accession. PRSC4 also envisages prior actions to improve the transparency and accountability in government functions. The Vietnam Customs Modernization Project (VCMP) would neatly complement these overall policy goals.

The project is also complementary to and builds on work by various development partners including the International Monetary Fund (IMF) in the areas of identifying strategies and priorities for tax and Customs administration reform, money laundering, and balance of payments statistics; the United Nation Development Program (UNDP) in the Customs statistics system; the World Customs Organization (WCO) and Japan International Corporation Agency (JICA) in the provision of training and technical assistance; the United States Agency for International Development (USAID) on BTA implementation and WTO accession; the Asian Development Bank (ADB) in Customs facilitation through the GMS Cross-Border Transport initiative; and the European Union (EU) in Customs capacity enhancement.

4. Description

The VCMP will provide consulting services, training, technical assistance and appropriate infrastructure to support three key operational components, and one support component. It will have a total cost of US$ 81.4 million, of which US$72.2 million will be financed by IDA and US$ 9.2 million by the Government. The components were identified following the conduct of a diagnostic study and the preparation of a new Customs business model based on contemporary approaches to Customs administration. The components provide a structured approach or pathway to close the gap between the current situation, as outlined in the diagnostic study, and the desired future state, as articulated in the new business model. Component one deals with the core technical systems, and procedural aspects of the reform program, and component two with the necessary organizational and resource management improvements necessary to underpin the new systems. Component three provides the information and communication technology (ICT) support deemed necessary to achieve world class standards of performance in Customs administration. Component four provides the necessary technical and managerial support required to achieve effective implementation and long term sustainability of project objectives.

Component 1: Customs Systems and Procedures (US$ 4.3 mn). This component is designed to assist the GDVC to introduce a range of modern systems and procedures that will reduce clearance times, provide enhanced transparency and predictability for traders, reduce red tape and lower transaction costs. Specifically, it will support the development and implementation of: (i) a modern, transparent and accessible legal framework; (ii) modern procedures such as risk management and post clearance audit; and (iii) harmonized and simplified business processes based on international standards such as the WCO Revised Kyoto Convention on the Harmonization and Simplification of Customs Practices. The component will also focus on improving the level of compliance through a more dynamic approach to Customs enforcement and by achieving enhanced cooperation with other government agencies. Attention will be paid to reducing informal trade and commercial fraud through the development of an enhanced compliance and enforcement infrastructure based on the effective use of intelligence and improved research and analysis capabilities. Another part of this component will endeavor to improve the capacity and performance of the Customs brokerage industry.

Component 2: Organizational Restructuring and Management (US$ 25.6mn). This component will support a rationalization of the organizational structure of Customs. It will include a restructure at the headquarters, regional and branch level offices, designed to strengthen managerial control, improve decision making, and provide an appropriate organizational focus on a range of critically important ‘value added’ functions. It will also focus on developing an enhanced human, financial, and physical resource management capacity within the GDVC. This will result in the introduction of modern, merit based, human resource management policies and practices, and a greater capacity to identify and develop the necessary staff competencies to meet current and future needs. The capacity and functioning of the Customs Training Academy will be improved to ensure it is able to make a more effective contribution to the long term development of the GDVC. The capacity of the GDVC to plan and manage its financial and physical resources will be enhanced through improvements in the financial accounting and budgeting system, including asset management and internal audit. This component, will also provide, when necessary, adequate equipment and infrastructure to support critical project objectives such as accommodation for ICT equipment, refurbishment and adaptation of facilities to reinforce the new business approach, and appropriate non-intrusive detection equipment. The component will strengthen the strategic planning capacity of the GDVC and its performance management and monitoring systems. This would allow it to plan for future needs and to measure success in meeting client service standards.. As integrity and good governance are critical issues, significant attention will be given to the development, implementation and monitoring of a comprehensive integrity/anti corruption action plan and supporting administrative systems.

Component 3: Information and Communication Technology (US$ 38.9mn). This component is designed to provide the GDVC with a modern ICT environment and corresponding infrastructure and will include (i) the development and implementation of a comprehensive and modern Management Information System that will support the redesigned Customs processes, the collection of data for management, planning and statistics purposes, and improve access to information; (ii) the procurement of hardware and infrastructure development necessary to the rollout of the new system; (iii) the funding of appropriate telecommunications equipment and infrastructure; (iv) support for the nation-wide rollout and the training of customs officials at all levels; and (v) measures to improve the capacity of GDVC to manage the new system and ICT infrastructure.

Component 4: Project Management Support (US$ 3.3 mn). In addition to the above described key components, a fourth component has been included to provide detailed project management support to the Project Management Unit (PMU) and project-related coordination bodies including the Customs Modernization Steering Committee. The component will ensure that adequate technical support is provided to the PMU during all stages of project implementation.

Summary of the project components, their indicative costs, and the Bank financing is as follows:

|Project Cost by Component and/or Activity |Local |Foreign |Total |

| |US$ mn |US$ mn |US$ mn |

| Component 1: Customs Systems and Procedures |0.0 |3.9 |3.9 |

| Component 2: Organizational Restructuring and Management |3.8 |23.3 |27.1 |

| Component 3: Information and Communications Technology |3.2 |35.4 |38.6 |

| Component 4: Project Implementation Support |1.5 |3.0 |4.5 |

| Total Baseline Costs |8.4 |65.6 |74.1 |

| Price and physical contingencies |0.0 |6.6 |6.6 |

| Total Project Costs |8.4 |72.2 |80.6 |

| Interest During Construction |0.0 |0.0 |0.0 |

| Service Charge |0.5 |0.0 |0.5 |

| Commitment Fees |0.2 |0.0 |0.2 |

| Total Financing Required |9.2 |72.2 |81.4 |

5. Financing

|Source: |($m.) |

|BORROWER/RECIPIENT |$9.2 |

|INTERNATIONAL DEVELOPMENT ASSOCIATION |$72.2 |

| Total |$81.40 |

6. Implementation

The Socialist Republic of Vietnam, through MOF, will be the Borrower for the International Development Association (IDA) credit. The beneficiaries will be the GDVC, other line ministries, border agencies and stakeholders.

(i) Customs Modernization Steering Committee (CMSC). The Customs reform is currently directed by a Steering Committee, headed by the Vice Minister of Finance and implemented by a Executive Committee, consisting of representatives from the MOF, GDVC, and related line ministries. It is proposed that the CMSC will (i) oversee the modernization process; (ii) provide guidance to the PMU in the project implementation and the work of the PMU, (iii) co-ordinate with other relevant institutions in Vietnam and the businesses, and (iv) foster dialogue with the World Bank. To ensure greater effectiveness of reform guidelines established by the CMSC, the GDVC has appointed in every Customs province a full-time Customs senior executive whose role will be to (i) translate into operational requirements policy reforms decided at national level, (ii) evaluate resistance and other delaying factors and design corresponding change management approaches, and (iii) report on progress and difficulties to the GDVC and CMSC.

(ii) Committee on Fighting Against Smuggling, Counterfeiting, and Commercial Fraud. This committee (Committee 127) which provides inter-agency coordination of Customs functions on enforcement and compliance is chaired by the Minister of Trade and includes representatives from the Government, Customs, the tax administration, the economic police, the border troops, the Ministries of Transport and of Science and Technology, the railways administration, and other stakeholders. The Committee has an operational role in anti-smuggling activities for which it would seek support under the project in terms of equipment and training through the coordination with the CMSC.

(iii) Project Management Unit. It is proposed that the National Project Director (NPD) of the VCMP be the Deputy Director General of GDVC responsible for modernization. The NPD should manage to make best use of project outcomes to ensure effective and speedy implementation. He should attend all the CMSC Meetings and be empowered to make decisions in relation to implementation of the project. He will convene and chair coordination meetings with other Ministries, agencies and stakeholders as required. He will be assisted by a Project Deputy Director, acting as the PMU’s manager. The PMU should include a Project Coordinator, a Procurement Specialist, a Financial Management Specialist, an ICT Specialist, a Customs/Business Process Specialist, as well as support administrative personnel. It is considered that the existing Project Preparation Unit (PPU) could form the core of the proposed PMU, thus ensuring continuity, but will need to be strengthened with additional, including international consultancy, technical expertise. The PMU will cover procurement, loan management and reporting functions acceptable to IDA. The PMU will coordinate the project management, prepare terms of reference, hire consultants and contract for services, training and goods as necessary for the implementation of the project.

7. Sustainability

Six factors are considered critical for project sustainability, all of which have been addressed in the project design.

(i) Client’s ownership of and high level commitment to its reform agenda including the Customs modernization program. The project contributes to higher level objectives such as WTO accession, private sector development, reforming public administration and enhancing governance. The strategic reform agenda that supports these higher level objectives is strongly owned by the Government. It is also widely supported by the donor community through the PRSC process. This represents an overarching reason that greatly strengthens the sustainability of the actions envisaged under the current project.

(ii) Clear direction and participation of the government and the Customs executive in project design and development. The Vice Minister for Finance has been actively involved in all aspects of project preparation and has overseen the establishment of the project management coordination mechanisms. Likewise, the government of Vietnam has approved the Customs Modernization Plan prepared by GDVC. The Modernization plan adopts international standards, and best practice and is totally consistent with the objectives sought for the project.

(iii) The development of a sustainable, in-house capacity for continuous improvement following completion of project activities. The project has placed significant priority on developing the soft infrastructure necessary for an ongoing process and a culture of continuous improvement. These include: (i) the creation of a dedicated strategic planning capacity within the GDVC; (ii) the reorganization of the GDVC to better focus on a range of ‘value added’ functions; (iii) the identification of a range of core competencies required to manage complex Customs operations in the future; and (iv) parallel investments in developing the National Training Academy and curriculum to better equip staff for future management, administrative and technical tasks.

(iv) The establishment of sound financial management and budgeting arrangements. The project is placing significant priority on developing a more transparent and predictable financial management and resource allocation process which will ensure Customs are able to predict and budget for future needs. In addition, the project will develop a WTO compatible fee structure which will provide an ongoing income stream to finance the ICT infrastructure that will be implemented as a result of the project.

(v) Reliance on ICT as a key business strategy. The implementation of advanced ICT systems will radically streamline operations by simplifying procedures, increasing transparency, removing opportunities for the unlawful use of official discretion and introducing internationally agreed standards. Such changes, once implemented, will be extremely difficult if not impossible to reverse.

(vi) Participation of the private sector via licensing and partnership arrangements. Fundamental to the changes that will be implemented as a result of the project will be the development of a new and more productive relationship between the private sector and Customs. Such changes will incorporate a range of incentives and disincentives which will increase private sector compliance and improve the investment climate. The development of sound and quantifiable performance indicators and client standards will mean any slippage in performance will be easily identifiable and Customs officials will be held accountable.

8. Lessons Learned from Past Operations in the Country/Sector

World Bank and other relevant agencies’ research, including WCO and the Organization of Economic Co-operation and Development (OECD), highlights a number of critical issues that need to be addressed for successful reform and modernization in Customs. The design, procurement packaging, and implementation arrangements for the VCMP reflect these lessons and draw on the accumulated experience of the Bank. These include:

(i) The need for conductive reform environment where the Client ownership and sustained high-level political will and commitment are affirmed. Without such commitment maintained over the longer term, reform efforts are likely to be unsuccessful, regardless of the quality of their design and implementation. The VCMP is a demand-driven project, building on the Client’s strong determination for deepening international integration, and reforming public administration. Experience elsewhere, including in South East Europe, Turkey and Russia, indicates that the probability for long term success is highest when the reform project is closely linked to wider government reform agenda. In the case of Turkey, the Customs agenda was closely linked to Turkey’s wider EU accession agenda. By the same token, the Vietnamese Government’s commitment on WTO accession is likely to have an extremely positive impact on the Customs reform agenda and will assist in maintaining a high level of political commitment to the project. Since the project was launched at a government-led high level seminar, the commitment of the government has been evident at all stages of project preparation. The leadership of the project during the design phase has been under the general direction of the senior management of the MOF and the GDVC, and senior officials have been designated in each region to ensure effective information sharing and participation in the design of the project.

(ii) The need for accurate diagnosis of modernization needs and the development of country-specific responses. While Customs administrations throughout the world face similar strategic challenges and perform similar regulatory functions, their individual circumstances, operating environments, administrative competencies, resource availability and development ambitions vary. The project preparation has been based on a comprehensive diagnostic of the situation prevailing in Vietnam. The assessment was undertaken as part of a Policy and Human Resource Development (PHRD) grant. To ensure the reliability of the approach taken for the diagnostic process, the PHRD-funded consultants used the WCO’s Customs Capacity Building Diagnostic Framework. This framework provides a template for addressing all key operational and support functions of Customs and is based on international standards and best practice.

(iii) The need for pre-reform capacity enhancement. Lessons from previous large scale Customs projects strongly suggest that senior management participation and ownership of the project is critical to its long term success and sustainability. During the VCMP preparation phase, the Bank funded the conduct of a residential development program for key senior executives of the GDVC and representatives of key stakeholder agencies. The program was developed and conducted by the University of Canberra, Customs and Excise Studies Centre and was tailored specifically to the needs of Vietnam to expose participants to all the major principles that underpin modern Customs administration as well as the project management and leadership skills necessary to drive the change process. As a result, the executive gained a much better understanding of the scale, scope and content of the changes envisaged under the project and have been able to play a more active and constructive role both in project development and in leading the change process in GDVC. Similarly, the Bank also funded a study visit for a senior management delegation of Vietnam Customs to learn managerial experience of Customs reform and execution of the Bank-supported Customs project for Russia and Turkey. As a result, various lessons have been learnt and are reflected in the VCMP design and the implementation arrangements.

(iv) The need to acquire instruments to make reform measurable. It is important that the modernization project and its impact be measured regularly and the progress assessed on an objective basis. As such, during all stages of the VCMP preparation, significant attention was paid to obtaining accurate base line data in respect to core business processes. For example, surveys of clearance times were conducted at major ports and land border crossings and will be periodically carried out to determine the impact of the reform process. Likewise, a client survey program is under preparation which will provide a clear view of the perceptions of the business community. These two key performance measurements make the VCMP significantly result-oriented. In addition, the project incorporates a major sub-component dealing specifically with further strengthening the quality of performance indicators for all key Customs operational and procedural areas. The development of such indicators and monitoring mechanisms will facilitate supervision and monitoring of the project.

(v) The need for enhanced co-operation and coherence between donors. One of the perennial problems facing all capacity building recipients and providers is the poor level of co-ordination and communication between national, regional and international donors leading to duplication of effort, little or no attention to other strategically important areas of Customs administration, and sometimes conflicting recommendations. Therefore, significant attention has been paid during the VCMP design to ensuring effective cooperation between donors. The project builds on the complementary work currently being undertaken by a range of donors and attempts to avoid duplication of effort. Meetings were held with all key donors during all stages of project preparation and the project components reflect the areas in which most ‘value added’ can be achieved.

(vi) The need for adequate human and financial resources to be devoted to achieving project objectives. Customs administrations in many developing countries typically face enormous pressure to maximize revenue collections. To achieve this, particularly in an operating environment characterized by poor levels of voluntary compliance, Customs officials typically resort to high levels of documentary and physical inspection to verify the value, classification and origin of goods. While this results in significant delays in Customs clearance and creates an operating environment that is vulnerable to corruption, it does not bring the expected results in terms of increased compliance. At the same time, Customs administrations also face significant pressure from the private sector and trade-related government agencies to expedite the processing and clearance of goods. This can only be achieved by reducing the level of routine and resource-intensive documentary and physical examination. Experience in all industrialized countries has proved that such apparently competing demands and objectives can be successfully managed by an efficient and effective Customs administration, the scale and the scope of the improvements necessary to achieve this in developing countries are extensive. Unfortunately, human and financial resources devoted to such fundamental changes have often been inadequate to achieve the changes required and in many cases, even when improvements have been made, they have proved unsustainable in the longer term. In order to re-address these problems, the project design has incorporated (i) a five year implementation timeframe; (ii) significant provision of short and long term in-country advisors; and (iii) the development of WTO compatible fee arrangements which will provide a pool of financial resources necessary to ensure sustainability of project objectives.

(vii) The need to obtain adequate private sector participation and commitment. Experience in previous Bank’s Customs-related projects suggests that it is important to secure long-term commitment and participation of the private sector in the modernization program. Significant attention has been devoted to this in the project design including a more formalized process for consultation, cooperation and partnership with the private sector, and involving the creation of a Customs brokerage industry. In addition, the Vietnamese Chamber of Commerce and Industry was invited to participate in all preparation stages, including the design and conduct of the baseline client surveys.

9. Safeguard Policies (including public consultation)

|Safeguard Policies Triggered by the Project |Yes |No |

|Environmental Assessment (OP/BP/GP 4.01) |[ ] |[x ] |

|Natural Habitats (OP/BP 4.04) |[ ] |[x] |

|Pest Management (OP 4.09) |[ ] |[x ] |

|Cultural Property (OPN 11.03, being revised as OP 4.11) |[ ] |[x] |

|Involuntary Resettlement (OP/BP 4.12) |[ ] |[x ] |

|Indigenous Peoples (OD 4.20, being revised as OP 4.10) |[ ] |[ x] |

|Forests (OP/BP 4.36) |[ ] |[x ] |

|Safety of Dams (OP/BP 4.37) |[ ] |[x ] |

|Projects in Disputed Areas (OP/BP/GP 7.60)* |[ ] |[ x] |

|Projects on International Waterways (OP/BP/GP 7.50) |[ ] |[ x] |

10. List of Factual Technical Documents

1. PHRD Grant proposal – approved

2. PHRD Grant Agreement (TF 053144)

3. Terms of Reference for PHRD Grant Assignments

4. PHRD Grant Contracts

5. World Bank Mission Aide Memoirs

6. Correspondence with the Government

11. Contact point

Contact: Duc Minh Pham

Title: Sr Economist

Tel: 5777+229

Fax: 5777+284

Email: dpham3@

Location: Hanoi, Vietnam (IBRD)

12. For more information contact:

The InfoShop

The World Bank

1818 H Street, NW

Washington, D.C. 20433

Telephone: (202) 458-5454

Fax: (202) 522-1500

Web:

* By supporting the proposed project, the Bank does not intend to prejudice the final determination of the parties' claims on the disputed areas

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