The United Republic of Tanzania Prime Minister’s Office

1. The United Republic of TanzaniaPrime Minister’s Office PROGRAMME FOR BUSINESS ENVIRONMENT STRENGTHENING FOR TANZANIA (B E S T) Presentation to GBS Review Ubungo Plaza, 25th Nov 2008 BEST: IMPLEMENTATION STATUS, CHALLENGES AND NEXT STEPS – WHY WE MUST NOT QUIT? Better Regulation Unit

2. OUTLINE • Why Investment Climate Reforms? • What kind of program is BEST? • What is BEST: what are the problems? • Closer Look at the 4 core reform areas 4.1 Business Registration, Regulation and Exit 4.2 Land Administration Reforms 4.3 Labour Market Reforms 4.4 Commercial Dispute Resolution 4.5 Strengthening Tanzania Investment Centre 4.6 BEST Program Institutional Support 4.7 BEST Zanzibar Component 4.8 Development Partners Concerns • Major cross-cutting challenges and way forward?

3. 1. Investment Climate reforms agenda for broad-based growth: why? 3 critical sets of factors: accepted indisputable realities • Investment Climate: - sectoral policies; laws; regulations; implementing institutions and their capacity • Infrastructure: - is it efficient / competitive? - Hard: transport, ports, utilities, communication, social infrastructure, & infrastructure for agriculture - Soft: financial and ICT services • Private sector core competencies: Innovation & creativity for higher productivity & excellence - Education and skills: specific skills for each sector - Access to technology and other production assets - Access to finance - Access to foreign markets & entry into those markets

4. Why Investment climate reforms (2)? • A conducive regulatory environment is major economic growth driver through better services to private sector in less time and at lower cost. Through less bother to private sector in collecting data to facilitate government functions in planning, regulating, maintaining peace and order, ensuring property rights etc. Efficient information collection, analysys, storage, dissemination and use is critical and can be costly – very costly. Therefore focus on: • Easy entry, efficient regulatory regime and smooth exit to Business • Security of property rights and use of land as an asset • More Formalized Businesses especially SMEs • Access to Finance for all including reduced business risk and lower costs of borrowing • Timely and amicable resolution of Commercial Disputes • Employment / Income generation & govt revenue

5. Why investment climate reforms? • Macro economic fundamentals in place but not a sufficient condition • Tremendous push for additional investment in education and infrastructure but not a sufficient condition • Increased investment in FDI flows has taken place largely in Tourism, Natural resources (mining) and more is desirable: due to changes that have taken place and are continuing – TIC work and data • Recognition of more work on investment climate is there and efforts are ongoing. • Tz received 6.3% of SADC FDI inflows ($369 out of $5,899 billion on average for period 2002 - 2005

7. FDI Inflow in the EAC, 2002-2005

9. 2. What is BEST: Priority reform areas • Business entry & regulation: a Ease of business start up for large investors; registration system favouring informal sector; simplification of regulatory licensing regime; and national identification system for natural persons . Ease of exit to ensure that non-performing assets are put to alternative use • Land Administration: Access to titled land for security of tenure and use of land as an asset: business premises or land for agriculture, use of landed property for mortgage purposes • Labour market reforms: ensure fair contractual relationships between employers and employees • Efficient commercial dispute resolution (contract enforcement purposes) • Changing of Government Culture: RBP and RIA • Direct support to TIC and BEST Zanzibar

10. What kind of program is “BEST”? • On 22 July 2002 the Government of the United Republic of Tanzania approved implementation of the Business Environment Strengthening for Tanzania (BEST) Programme. • MOU signed between Government, TPSF and four bilateral Development Partners (DPs) in December 2003 - the Department for International Development UK (DFID), Danish International Development Agency (DANIDA), the Embassy of the Kingdom of the Netherlands, and the Swedish International Development Agency (Sida). • Implementation of BEST (Phase I) started in February 2004 focusing on legal and regulatory framework reforms (changing laws and regulations). Phase I scheduled to end in June 2008. Twenty five per cent of resources go to Private Sector Advocacy (USD 4.5 mil out of USD 18 mil)

11. What is “BEST” – Why Phase 1 and 2? • The Government signed a DCA with IDA Private Sector Competitiveness Project: half of its resources (SDR 27.6 million) go to BEST and the other half goes to FSDT and an Enterprise Competitiveness component • The DCA comes with redesign of BEST to include institutional capacity building for implementing the improved legal framework and more emphasis on Land Administration reform • Actual implementation of Phase II starts with effectiveness of DCA, planned for July 2006, realised in January 2007 with signature of Amplified MOU.

12. What is BEST - Why Phase I and Phase 2 • Phase 2 of BEST, in terms of Financing by bilateral DPs could not start before July 2008. • Two different time frames for BEST Phase Two is source of misconceptions and wrong perceptions i.e. that BEST Phase II is a new program being designed afresh to be negotiated and signed in post July 2008. NO – it is the same old program started in approved by CABINET in July 2002 and subsequently revised through Government approval for the PSCP in 2006. • Good news: CIDA may join BEST DPs (if we make it – we shall overcome). Also Finland would like to support BEST Zanzibar on Land Administration Reforms

13. What is BEST: Land reform is the key? • Shocking news: we could lose it all if: DPs not impressed on implementation progress by May 2009; and if we do not come to mutual understanding on level of government commitment in oversight of reforms: evidence is regulatory reforms in many jurisdictions have required oversight from top echelons of THE EXECUTIVE • Challenging News for the DPs: we can meet the challenge of commitment head on and are even asking for more resources: A sustainable strategy for Land Administration reforms requires a minimum of USD 50 million up to June 2013 as seed Capital from BEST – figure from World Bank . This does not include necessary Government commitment.

14. 3. What is BEST: What are the problems • There are many perspectives: different studies and reports highlight similar problems. Government has been addressing these problems – hence decisions of 2002 to implement BEST and 2006 to expand outreach of BEST • The problems are known – use one perspective out of: • Property and Business Formalization Program (MKURABITA) • CTI Study on the Legal, Regulatory and Judicial Framework: done by ESRF in 2000 • Reports commissioned during the design of BEST and in the design of the World Bank’s Private Sector Competitiveness Project (PSCP) • The annual publication of WB Doing Business indicators

15. Tz one of top 10 reformers in 07: slippages in 08/09 Indicator Factor Performance status • Ease of Doing business • Starting a business • Dealing with licenses • Employing workers • Registering Property • Getting Credit • Protecting Investors • Paying Taxes • Trading Across Borders • Enforcing Contracts • Closing a Business 2007 2008 2009 • 142 124 127/181 • 127 95 • 172 170 4. 143 151 5. 157 160 6. 117 115 7. 99 83 • 113 104 • 167 100 • 65 35 • 105 109

16. Dealing with licenses: 2008 status – 170 / 178

17. Employing workers in 2008 – good progress but improve quality

18. Registering property 2008

19. Investment Climate Reforms: Doing Business indicators – compares 181 countries Annual Review based on ten factors: • Starting a business 6. Dealing with licenses • Employing workers 7.Registering property • Enforcing contracts 8. Getting credit • Trading across borders 9. Protecting investors • Paying taxes 10. Closing a business Two additional factors to be brought in. When? • Added Not paying bribes • Added Using infrastructure

20. Institutional transformation for efficient information collection, storage, retrieval and use in modern government: National Registration System • Shareholders • Directors • Tax • Births • Deaths • Marriages • Health • Soc. Security • Voting • Employment • Tax • Census • Passport • ID • Driving • Aliens Natural persons Legalpersons • Land • Moveable assets • Patents • Trade and service marks • Business/corporate names Property

21. 4. Closer look at the 4 reforms areas 4.1 BUSINESS ENTRY, REGULATION AND EXIT The objective of this component is lower the costs of investing in, establishing and operating a business in Tanzania by minimizing policy, legal, regulatory and institutional barriers to business entry and operation, particularly barriers to registration and licensing. Envisaged output include • development of a transparent and efficient business regulation and licensing regime. • Establishment of Business Registration a one stop fast and lower cost business registration system linked to other registries as a tool for economic formalization • Modernized of core primary data collection registries – Registration of natural persons and personal identification; property registry; • Other registries: the courts; labour etc (users of information from primary data collectors and processors) – linkage into a national registration system • An end to lost files, an end to dusty files that no one wants to touch, an end to data collected but not analysed, an end to data abuse, an end to endless queues and to “come back tommorrow”.

22. 4.1 BUSINESS ENTRY, REGULATION AND EXIT Ctnd. ACHIEVEMENTS • Business Activities Registration Act (BARA) was passed January 2007, setting the stage for the introduction of one time, one-stop, decentralised, non pre-approval based business registration system, thus eliminating a costly, time-consuming barrier to business start-up. • A roadmap for the modernisation of the Business Registration, and Licensing Agency (BRELA) was undertaken, a new draft Corporate Strategy prepared, and a feasibility study for a new BRELA front office has been completed and design now underway. • Draft policy on business licensing reform which is expected to lead to extensive simplification of the existing business licensing regime has been drafted and road show for stakeholder consultations on. Go for dramatic repeal of obsolete laws and regulations / illegal administrative procedures through “KISHOKA” - Guillotine

23. BUSINESS ENTRY, REGULATION AND EXIT Ctnd CHALLENGES • No common vision on reforms and different views about the BARA. Stalemate on concept of a simple tool for economic formalization – evidence from MKURABITA and fame of Hernando de Sotto and Peruvian experience • Consensus building on amendments to BARA and reform of business licensing. (Important that MITM, PO-RALG and Local Authorities work together as partners) – study tour if they want it. • Implementation of BARA = Every district has its own show since the repeal of the General license

24. BUSINESS ENTRY, REGULATION AND EXIT Ctnd KEY PRIORITY ISSUES • BARA - consensus reached on the way forward, Act amended, regulations published and procurement process for implementation activities underway • BRELA – (i) procurement process for scanning/indexing/digitization process re-commenced and contract for developing record management system awarded (ii) Programme Coordinator in BRELA in place and (iii) Contract for commissioning Architectural firm to design BRELA front office commenced, commitment of BRELA to rehabilitation of premises secured, and front office designed; • MSME database – contract for TA awarded and TA in place. Groundwork for establishment of MSMEs database undertaken; • RITA – (i) scanning/indexing process underway, (ii) Award contract for consultant to prepare strategy for computerization • Regulatory Licensing Draft Policy to be submitted to wider stakeholder group for consensus building before onward submission to the Cabinet.

25. 4.2 LAND ADMINISTRATION REFORM The objective of this component is the establishment of an effective, efficient and equitable land administration which guarantees security of tenure and facilitates efficient land market. Do we know who owns the land? Output include: • Establishment of appropriate legal, institutional framework for implementation • Efficient land (property) registration and information system countrywide for government and private sector • Development of supporting infrastructure - reference points, surveying, mapping etc • Resolve existing Land Disputes and forestall future ones between individuals and between communities (herders against farmers; investors vs small holders • Formalization of Landed Property Rights in Urban Unplanned settlements: Titles for landed property • Implementation of village land Act N0. 5 of 1999: Customary Certificates of Occupancy

26. LAND ADMINISTRATION REFORM Ctnd ACHIEVEMENT • Mortgage Regulations and Bills to regulate Land markets and the real Estate Agency and Valuation Professions have been drafted. • Surveying and Mapping equipment and infrastructure has been procured and digitised mapping in 15 project districts is due to commence. • Two study tours was undertaken in preparation for the commencement of pilot activities relating to the formalisation of land rights, implementation of the Village Land Act in Thailand, Cambodia, Ethiopia and India , • An environmental assessment framework and resettlement policy framework for the pilot are in the process of being completed and put in place. • A project to decrease the backlog of land related disputes was embarked on, but whereas strong progress was made on clearance of backlog cases in Ilala (87%) and Mbeya (61%), the backlog in Dar es Salaam continued to mount, leading to the need for a review and possible extension of the backlog project. • procurement is underway in relation to a large number of contracts for land related assignments and provision of goods;

27. LAND ADMINISTRATION REFORM Ctnd CHALLENGES • Seed capital to implement a land administration strategy over the coming 10 to 15 years starting with pilot in 15 districts • Early finalization of legal framework • Real estate agency bill, Valuation Bill • Sectional property Bill(unit titles), • land acquisition and compensation Bill, • land use planning Act in line with resettlement and environment safe guide policy, • Survey and mapping policy • Modernization of Property Registry at HQ and Districts: start with 15 districts and role out the experience across the country: 20 years?

28. LAND ADMINISTRATION REFORM Ctnd KEY PRIORITY ISSUES • Project Write-up and Working Manual for systematic village land adjudication in Babati and Bariadi districts improved for implementation for universal titling project. • Manuals for adjudication in 8 villages in 13 other districts for eveyone in the select villages • Major challenge in reference points for surveying and production of maps of appropriate scale: Recourse to Satellite Imagery (bill close to USD4 million for 15 districts only. Reference points for surveying being financed for only a fragment of the national system that is required • Yet land is there but who owns it: perception of plenty of land could be misperception – only 44 million arable land for a population of 40 million. There is need to have data – where is that land, what is it suitable for, who is holding it and what they are doing with it. People should make money and government earn revenue from that land. • Todate Certificates of Village Land (CVL) and Right of Occupancy (54,000 CROs) to land owners in 18 villages in Babati and Bariadi districts issued. • Focus on formalization of land ownership: Modern electronic land registry, with a few paper records and biometrics to avoid fraud is the way to go.

29. 4.3 COMMERCIAL DISPUTE RESOLUTION The objective of this component is to reduce the complexity, cost and time taken to process and resolve commercial disputes and strengthen the delivery of commercial justice. Output include: • Access to Commercial justice improved (land, labour and commercial courts) • Updating of the framework for civil justice – started as efforts to reform the Civil Procedure Code • Modernized delivery of civil justice based on continuing legal education • Tanganyika law society supported to become an effective advocacy, representative and regulatory organization for lawyers in Tanzania

30. COMMERCIAL DISPUTE RESOLUTION Ctnd ACHIEVEMENTS • Mwanza Commercial Court Sub Registry launched in April 2008 • Information Communication Technology (ICT) Roadmap report for Tanzanian Courts is now in place. • Extensive stakeholder consultations have taken place on the Law Reform Commission's Position Paper on Civil Justice reforms. • Position Paper on the review of Court of Appeal Rules made under Appellate Jurisdiction Act, 1079 is in place. Draft report of Court of Appeal Rules in place ready to be presented to Stakeholder for discussion and comments

31. COMMERCIAL DISPUTE RESOLUTION Ctnd CHALLENGES • Recruitment of dedicated experts: Senior Legal Adviser with international expertise and a dynamic Tanzanian as CDR Project Manager • Early submission to the cabinet, papers on the review of the Civil Justice System which should go simultaneously with the comprehensive drafting process of civil justice legislation by the Law Reform Commission i.e. Review of Civil Justice Law and review of law relating to the conduct of legal profession. • Nine Laws under Civil Justice System that are critical to private sector development are: • Constitution of the United Republic of Tanzania • Magistrate Court Act • Advocate Act • Tanganyika Law Society Act • Civil Procedure Code • Evidence Act; Arbitration Act; Government Proceeding Act • Appellate Jurisdiction Act

32. COMMERCIAL DISPUTE RESOLUTION Ctnd KEY PRIORITY ISSUES • Implementation plan for ICT Roadmap: case management; law reports on line; library on line; filing on line; court recording systems; video conferencing between zonal centres • Publication of the Law Reports for the 1999-2006 • Draft of bills for the 9 Civil Justice System and private legal practice Tanzania • Upgrading case management systems and software, and introducing computer aided transcription and video conferencing starting with the Court of Appeal and the High Court

33. COMMERCIAL DISPUTE RESOLUTION Ctnd KEY PRIORITY ISSUES TO BE IMPLEMENTED Cont.. • Commercial Court registry in Mbeya and Dodoma (own funds) • Case backlog disposal Programme in High Court and Resident Magistrate Courts ( on pilot basis) • Small cases stream in magistrates courts ? • Commercial Law Continuing Legal Education framework for Tanzania Judges, Magistrates and advocates to be developed and implemented, including training modules in commercial law (commercial law and legal skills) and training in ADR for 52 Judges, 400 magistrates and 500 advocates

34. 4.4 LABOUR LAW REFORM The objective of this Component is to introduce an efficient , effective, flexible and socially responsible labour market which will generate decent jobs. The reform address the need for greater enterprise growth and job creation, and higher productivity through the promotion of core employment standards and workplace harmony. Output include: • New labour market policies, bills and regulation prepared • Labour market institutions are strengthened to implement new labour market reforms • Labour market information system established

35. LABOUR LAW REFORM Ctnd ACHIEVEMENTS • Seven regulation were drafted i.e. Occupational Safety, Health Facilities Regulation, First Aid Regulations, Vessel under Pressure Regulation, General Administrative Regulation, OHS electricity rules, hazardous chemicals substances and OSH (building and construction industry) rules. • Social Security (Regulatory Authority) Act 2008 (SSRA Act No. 8 of 2008) has been signed by the President on the 6th June 2008. • Workers Compensation Act enacted in November 2008. • National Employment promotion and Service Policy has been passed by the Cabinet Secretariat in May 2008 and Bill is in the final stages and will be submitted to the Parliament for the first reading October 2008. • CMA which has successfully resolved over 5,214 cases where by 3,914 were resolved by Mediation and 1,300 cases by Arbitration. • CHALLENGES: No major challenge

36. LABOUR LAW REFORM Ctnd PRIORITY ISSUES • Detailed Regulatory Impact Analysis (RIA) training using OSH, Workers Compensation and National Employment Promotion Policy Bills; and their respective regulations • Sensitization to Members of Parliaments on draft Bills: Workers Compensation, Employment Promotion Services, and OSH • Finalize other Labour bills: Employment Promotion Services Bill; Occupational Safety and Health (OSH) Bill and Workers Compensation Bill • Prepare and publish the related Regulations, Code of Practices, Guidelines and Standards for the Employment Promotion Services Bill; Occupational Safety and Health (OSH) Bill and Workers Compensation Bill and Social security Act 2008; • Study on extension of social security to the poor including informal sector; • Harmonization and Streamlining Work Permits Procedures

37. 4.5 STRENGTHENING TANZANIA INVESTMENT CENTRE • The objective of this component is that TIC is supported to attract new investment and to maximize it impact on the economy. Output include: • An effective TIC website is in place and targeted marketing activities are taking place • An effective targeted investment promotion strategy implemented to raise the profile and image of Tanzania as a business location in Sub Sahara Africa • Existing investors are supported to expand investment and develop local suppliers network • Sites and infrastructure developed to meet investors needs are being promoted • TIC to provide quality services to investors

38. STRENGTHENING THE TANZANIA INVESTMENT CENTRE Ctnd ACHIEVEMENTS • A major achievement was the award to TIC as the most efficient investment agency in Africa in 2007 as well as the registration of a total of 813 new investments worth US$ 6.94 Billion that created a total of 120, 344 new jobs.

39. STRENGTHENING THE TANZANIA INVESTMENT CENTRE Ctnd KEY PRIORITY ISSUES • Working with TAHA to prepare investment promotion materials on Horticulture and floriculture in Tanzania • Working with GATSBY, Tanzania Cotton Board to prepare good investment climate for cotton • Targeting investors in Europe, Asia and America in the coal and iron projects under the A T Kearney project. Identifying potential investors, contacting them and persuading them to invest in Tanzania. • Conducting internal research to understand the current status of the Oil pipeline project • Organizing regional investment promotion seminars to Kagera and Singida

40. 4.6 BEST PROGRAMME AND INSTITUTIONAL SUPPORT ACHIEVEMENT • Key administration improvements in overall programme management have been implemented within BRU. Much capacity building for 19 MDAs (6 Ministries, 13 Agencies / Departments) • Incorporation of Regulatory Impact Assessment into Tanzania's law and policy making processes has been formally approved by Permanent Secretaries, MPs and the Office of the Cabinet Secretariat, widespread training and awareness activities have taken place, and introductory training capacity in RIA has been built in a local training institution; • Best Management and Institutional Support has a 2-year rolling work plan system is in place, work and procurement plans now being signed off by MDAs prior to submission to TRC, and reporting takes place quarterly, half-yearly and annually according to agreed formats. An M&E framework has been developed with full MDA participation.

41. BEST PROGRAMME AND INSTITUTIONAL SUPPORT Ctnd CHALLENGES • Limited capacities of implementing MDAs to deal with WB procurement procedures and other operational activities. Consequently, MDAs feel over whelmed and actual implementation is slowed down. Capacity to deal with complex procurement procedures needs further strengthening in MDAs. • Ownership is a problem that is changing slowly. Appreciation of need for reforms has taken time. Shock of withdrawal of bilateral donor support to BEST Phase II. Is BEST programme activities additional work for civil servants? • Participation of international consultants in assignments can be challenging because they may not be fully conversant with the national context and often don’t appreciate problems related to reforming local government processes. This causes a perception in MDAs that reform is being imposed from the outside, which leads to a fears about the ramifications of reform and discourages their participation. • Early Exit Strategy for BEST and rolling out of the pilots to other districts (for electronic registries and services delivery)

42. BEST PROGRAMME AND INSTITUTIONAL SUPPORT Ctnd KEY PRIORITY ISSUES • Action on DPs concerns put in place – work has started and is proceeding • Exit strategy in place and MDAs take over effective programme management and implementation. • Regulatory Licensing Policy approved and a home is found for it. • Procurement processing time reduced through new processes; • IEC Strategy in place and being implemented. • Mainstreaming of BRU into Government structure takes off • Strategies for rolling out of pilots to other districts and transformed service delivery countrywide – to the furthest and most remote corner of Tanzania just the same as it is done for the citizens of Dar es Salaam and Dodoma

43. 4.7 BEST ZANZIBAR – SUB COMPONENT Similar reforms in Zanzibar ACHIEVEMENTS: • a preliminary scoping report on land reform activities has been prepared • ZIPA’s Corporate Strategy is currently being developed. • Other activities focus on the conclusion of procurement processes for consultancy inputs for business entry reform, modernization of the integrated registry, scanning and indexing of existing paper records and review of land policy and land laws.

44. BEST ZANZIBAR –SUB COMPONENT Ctnd KEY PRIORITY ISSUES • Implementation of ZIPA Corporate Plan • Priorities that are ongoing • Business Entry Exit and Security registration • Digitization of Registrar General Office’s paper records • Business licensing and Regulatory licensing reform • Fiscal Policy Advisor s (Fiscal/Tax Policy issues) to MOFEA • Levies and Taxation of Small and Micro Business in Zanzibar • Consultancies to be commissioned to update TCFB report, Weight and measures Act No. 4 of 1983 and Fair Trading and Consumer Act No. 2 of 1995

45. 4.8 Major Challenges & Way forward • Critical minimum push in ongoing reforms – holistic legal and regulatory reforms in four sectors and ongoing pilots in institutional capacity building for implementation • Government has responded to the DPs Concerns and the responses are not paper answers. There is action unfolding in the background and we shall deliver by Mid-May 2009 • Taking action on DPs concerns as per responses already submitted to them: there are no fundamental issues. The most demanding is probably the need for higher involvement of higher echelons of government i.e. President, Prime Minister and Cabinet - which is already happening although this may not be generally known.

46. 4.8 Challenges: DP’s Concerns • Government Commitment to regulatory reforms 1.1 Unclear high level commitment; limited private sector engagement; weak governance; and MDA commitment 1.2 Commitment through 2 Cabinet decisions &: • Specific commitment not necessarily automatic – process of consultations and has now emerged thro shift to PMO; • Private sector engagement – in spirit and actual – TWGs. Let the private sector explain their own timidity?) • MDA commitment – full and apparent commitment in Land Administration, Labour Market and CDR reforms as well as Zanzibar. • BEST Management Issues

47. 4.8 Development Partner’s Concerns (2) 1.2 BEST Management Issues • Concerns: ambitious program scope; BRU management weaknesses; BRU vs MDAs; compliance with procurement. • Responses: • Ambitious program scope being addressed through adoption of piloting across all reform areas. Challenges related to BEST exit strategy and sustainability of reforms. For instance Land Administration reforms may take 15 - 20 years including the five years under BEST program) • BEST management: a very rapid process of metamorphosis from a unit staffed by 6 people to more than 20 and a limited lifespan = exit before end of BEST program. • BRU vs MDAs: learning process: blunt facts vs study tours

48. 4.8 Other Challenges (3) • Differences in strategy and approaches resolved in Land Administration reforms and Team of 35 Officials and 7 Activity Leaders ready and anxious to move. Challenge is adequate seed capital for a BEST program exit and sustainable rolling out of the 15 districts pilot. • Have advised MoCAJ not to gamble away resources for modernization of the Judiciary through reluctance to recruit a Senior Legal Adviser . Successful reforms elsewhere have benefited from TA; • BARA can benefit from study tour opportunities “one-stop-shop business registries that are tools formalization” • PMO is now: championing reforms; the national registration system; and National Licensing Policy?

49. The Government accepted the diagnostics as far back as 2002, has accepted the challenges on hand today, and is determined to move forward with BEST and beyond BEST. We are upbeat about the 6 months ahead. THANK YOU