Paraguay Food for Progress
Trade-Facilitating Agricultural Systems and 
Technology (T-FAST) Project
Midterm Evaluation
6/1/2022
Revised 7/16/2022
DISCLAIMER: This publication was produced at the request of the United States Department of 
Agriculture. It was prepared by an independent third-party evaluation firm. The author’s views 
expressed in this publication do not necessarily reflect the views of the United States Department of 
Agriculture or the United States Government.
Midterm Evaluation of the T-FAST Project in Paraguay
Program: Food for Progress
Agreement Number: FCC-526-2019/010-00
Funding Year: Fiscal Year 2019
Project Duration: 2019-2023
Implemented by: International Executive Service Corps (IESC)
Evaluation Authored by: LINC with partner Instituto Desarrollo
Rich Fromer (LINC), Jose Molinas (Instituto Desarrollo)
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Table of Contents 
List of Acronyms.............................................................................................................................................v
Executive Summary .......................................................................................................................................1
Project Background....................................................................................................................................1
Evaluation Design and Methods................................................................................................................1
Findings and Conclusions...........................................................................................................................2
Relevance...............................................................................................................................................3
Effectiveness..........................................................................................................................................3
Efficiency................................................................................................................................................3
Sustainability..........................................................................................................................................3
Impact....................................................................................................................................................4
Challenges..............................................................................................................................................4
Recommendations.....................................................................................................................................4
Overall Project Recommendations........................................................................................................4
Recommendations for NTFC Support....................................................................................................5
1. Introduction and Purpose......................................................................................................................7
1.1. Project Context..............................................................................................................................7
1.2. Project Description ........................................................................................................................9
1.3. Results Framework ......................................................................................................................12
1.4. Purpose of the Evaluation ...........................................................................................................12
2. Evaluation Design and Methodology...................................................................................................14
2.1. Evaluation Questions...................................................................................................................14
2.2. Evaluation Design ........................................................................................................................15
2.3. Data Collection and Analysis Methods and Target Respondents................................................16
2.3.1. Electronic Survey .................................................................................................................16
2.3.2. Focus Group Discussions .....................................................................................................18
2.3.3. Key Informant Interviews ....................................................................................................18
2.3.4. Document Review................................................................................................................19
2.4. Evaluation Limitations .................................................................................................................19
3. Findings................................................................................................................................................21
3.1. Findings from the Survey .............................................................................................................21
3.1.1. Respondents........................................................................................................................21
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3.1.2. Relevance.............................................................................................................................22
3.1.3. Effectiveness........................................................................................................................23
3.1.4. Sustainability........................................................................................................................25
3.1.5. Challenges............................................................................................................................26
3.2. Findings from the KIIs..................................................................................................................26
3.2.1. Relevance.............................................................................................................................26
3.2.2. Effectiveness........................................................................................................................28
3.2.3. Efficiency..............................................................................................................................30
3.2.4. Sustainability........................................................................................................................30
3.2.5. Impact..................................................................................................................................31
3.2.6. Challenges............................................................................................................................31
3.3. Findings from Project Documents...............................................................................................32
3.3.1. Effectiveness........................................................................................................................32
3.3.2. Efficiency..............................................................................................................................39
3.3.3. Challenges............................................................................................................................40
4. Conclusions..........................................................................................................................................41
4.1. Relevance.....................................................................................................................................41
4.1.1. To what extent have T–FAST expected results and activities to date addressed the core 
issues of target beneficiaries? .............................................................................................................41
4.1.2. Is the project relevant in addressing goals and objectives of the Trade Facilitation 
Agreement (TFA), particularly in assisting Paraguay with its Category C notifications?.....................41
4.1.3. Is the project coherent with other projects that support the TFA? Are the projects 
mutually supporting or duplicating efforts and if so, how? ................................................................41
4.2. Effectiveness................................................................................................................................42
4.2.1. How effectively is the project reaching its targets, both timewise and per the work plan? 
Is T–FAST on track to achieve the specific targets and results established? ......................................42
4.2.2. Which activity or combination of activities has/have the highest potential to achieve T–
FAST’s higher-level result (expanded trade of agricultural products)?...............................................43
4.2.3. How effective is T–FAST at reaching women beneficiaries (particularly via capacity 
building activities) and what more could be done to improve women’s engagement / leadership? 43
4.2.4. Which activities were most effective in contributing to a reduction of average time of 
trade? .............................................................................................................................................43
4.3. Efficiency......................................................................................................................................44
4.3.1. To what extent are staffing, management, and oversight costs suitable, given the number 
and scope of activities carried out and the outputs obtained? ..........................................................44
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4.4. Sustainability................................................................................................................................44
4.4.1. What factors contribute to the sustainability of project results and how has T–FAST 
focused on these to date? To what extent is progress being made towards project 
sustainability/graduation, and what could be done to strengthen the sustainability of project 
activities and results? ..........................................................................................................................44
4.5. Impact..........................................................................................................................................45
4.5.1. Identify both intended and unintended intermediate results that are expected to 
contribute to / or hinder medium and long-term effects? Given the project trajectory so far, is it 
feasible to achieve the expected medium and long-term effect? How can these results be enhanced 
or mitigated to ensure expected medium and long-term results are achieved? ...............................45
4.6. Challenges....................................................................................................................................45
4.6.1. What are the external forces that negatively and positively impacted the project 
implementation, what were the effects on different stakeholders, and how did the project attempt 
to overcome, mitigate, or capitalize its impact? .................................................................................45
4.6.2. What are the key challenges in collecting data and information and how did the project 
overcome or mitigate? ........................................................................................................................46
4.6.3. Have recommendations from the baseline evaluation been incorporated into the project 
and if not, why not?.............................................................................................................................46
5. Recommendations...............................................................................................................................48
5.1. Overall Project Recommendations..............................................................................................48
5.2. Recommendations for NTFC Support..........................................................................................50
Annexes........................................................................................................................................................52
Annex 1: Results Framework ...................................................................................................................53
Annex 2: Indicator Table..........................................................................................................................54
Annex 3: Data Collection Instruments.....................................................................................................57
Draft Online Survey..............................................................................................................................57
Key Informant Interviews: Semi-Structured Interview Guide.............................................................62
Annex 4: Midterm Evaluation Scope of Work .........................................................................................65
PURPOSE AND SCOPE ..........................................................................................................................65
AUDIENCE AND KEY STAKEHOLDERS ...................................................................................................65
KEY EVALUATION QUESTIONS .............................................................................................................65
METHODOLOGY...................................................................................................................................66
EVALUATION MANAGEMENT AND COORDINATION...........................................................................68
ETHICAL GUIDELINES ...........................................................................................................................68
CONTRACTOR TASKS............................................................................................................................69
DELIVERABLES AND EXPECTED DUE DATES.........................................................................................72
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Annex 5: Status of Actions Planned by Activity and Sub-Activity............................................................74
Annex 6: Articles of Trade Facilitation Agreement Supported by T-FAST...............................................81
Annex 7: IESC Comments and Responses to Draft Midterm Evaluation Report...... Error! Bookmark not 
defined.
List of Figures 
Figure 1: Type of Support Received by Survey Respondents......................................................................22
Figure 2: T-FAST FFPr Results Framework ...................................................................................................53
List of Tables 
Table 1: Individual and Institutional Participation in Survey and KIIs by Sector and Gender.......................2
Table 2: Top Agricultural Export Products in 2021........................................................................................7
Table 3: Top Agricultural Import Products in 2021 .......................................................................................8
Table 4: Example Key Public and Private Sector Institutions ......................................................................12
Table 5: Evaluation Criteria and Questions .................................................................................................14
Table 6: Individual and Institutional Survey Participation by Sector and Gender.......................................17
Table 7: Individual and Institutional KII Participation by Sector and Gender .............................................18
Table 8: Individual and Institutional Survey Respondents by Gender and Institution Type.......................21
Table 9: How Survey Respondents Learned of T-FAST................................................................................22
Table 10: Survey Respondents’ Perception of Alignment of T-FAST to Priorities.......................................23
Table 11: Survey Respondents' Perceived Effectiveness of Specific T-FAST Activities ...............................24
Table 12: Survey Respondents’ Perception of T-FAST Effectiveness at Reaching Women and Reducing 
Time to Trade...............................................................................................................................................24
Table 13: Survey Respondents’ Perception of Sustainability of T-FAST Results to Date ............................25
Table 14: Survey Respondents' Perception of the Impact of External Forces ............................................26
Table 15: Progress vs. Plan by Sub-Activity .................................................................................................34
Table 16: Indicator Progress and LOP Projections.......................................................................................37
Table 17: Cost Effectiveness Analysis by Activity and Action Status...........................................................39
Table 18: Summary of Baseline Recommendations and T-FAST Responses...............................................46
Table 19: Indicator Table with Target and Actual for Years 1 & 2...............................................................54
Table 20: Status of Actions Planned by Activity and Sub-Activity (Year 2) .................................................74
Table 21: Articles of WTO TFA that T-FAST Supports..................................................................................81
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List of Acronyms 
Acronym Full Term
AEO Authorized Economic Operator
CAPECO Chamber of Exporters and Traders of Cereals and Oilseeds 
CIF Cost, Insurance, Freight
CIP Center for Paraguayan Importers 
CIPE Center for International Private Enterprise
DINAVISA National Health Surveillance Directorate
DNA National Customs Directorate
EU European Union
FAS Foreign Agricultural Service
FFPr Food for Progress
FOB Free on Board
GDP Gross Domestic Product
ICC International Chamber of Commerce 
ICT Information and Communication Technology
ID Instituto Desarrollo
IESC International Executive Service Corps 
INAN National Institute of Food and Nutrition 
INTN National Institute of Technology, Standardization, and Metrology 
IT Information Technology
KII Key Informant Interview
KSU Kansas State University
LOP Life of Project
MAG Ministry of Agriculture
MEL Monitoring, Evaluation, and Learning
MIC Ministry of Industry and Trade
MRE Ministry of Foreign Affairs
MSPyBS Ministry of Public Health
NCM MERCOSUR Common Nomenclature
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NTFC National Trade Facilitation Committee
OPI Organizational Performance Index
PMP Performance Monitoring Plan
SENACSA National Livestock Quality and Health Service 
SENAVE National Vegetable and Seed Quality and Health Service 
SOW Scope of Work
TFA Trade Facilitation Agreement
T-FAST Trade-Facilitating Agricultural Systems and Technology 
TOC Theory of Change
UIP Paraguayan Industrial Union 
UN United Nations
UNCTAD UN Conference on Trade and Development
USD U.S. Dollar
USDA U.S. Department of Agriculture
USG U.S. Government
VUE Single Export Window
VUI Single Import Window
WTO World Trade Organization
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Executive Summary 
Project Background 
The 4-year (2019-2023), $8.9 million Trade-Facilitating Agricultural Systems and Technology (T-FAST) 
Project, funded by the U.S. Department of Agriculture (USDA) and implemented by the International 
Executive Service Corps (IESC), aims to simplify, modernize, and harmonize processes for the export, 
import, and transit of agricultural goods in Paraguay. T-FAST works with the private and public sectors to 
reduce nontariff barriers to trade with a target of achieving a 30% decrease in release time of 
agricultural goods.
As Paraguay joined the World Trade Organization’s Trade Facilitation Agreement (TFA) in 2016, the 
project focuses on supporting Paraguay with key priorities related the facilitation of trade: collaboration, 
capacity, and the Category C Notifications of the TFA (articles of the TFA that Paraguay has asked for 
help to achieve, see Annex 6 for more information). The primary stakeholders of the project are the 
leadership and members of the National Trade Facilitation Committee (NTFC), established in 2017 to 
support trade facilitation and achieve full compliance with the TFA. The Ministry of Foreign Affairs 
oversees the NTFC and its members are representatives of relevant public and private sector 
institutions. Beyond the NTFC, T-FAST project participants include civil servants at the public sector 
institutions responsible for foreign trade policy and services, and staff or members of trade associations 
that support or engage in import and export.
T-FAST works through five key activities to achieve its goals: (1) Capacity building for the NTFC; (2) 
Capacity building of government institutions; (3) Capacity building of trade associations; (4) Provision of 
market and trade infrastructure (primarily information and communications technology); and (5) On￾demand support to flexibly meet needs as they arise.
IESC has hired LINC and Paraguayan partner Instituto Desarrollo as independent evaluators. The same 
team conducted the baseline study. This report is for the midterm evaluation which has been designed 
to review the project’s implementing experience and environment, assess the relevance and 
effectiveness of the project, assess to what extent the project is on track to achieve its goals and 
objectives, and identify recommended mid-course corrections.
Evaluation Design and Methods 
The midterm evaluation is a performance evaluation, primarily designed to inform IESC and USDA about 
the performance of the T-FAST project to date. The evaluation focuses on key questions related to five 
important evaluation criteria of relevance, effectiveness, efficiency, sustainability, and impact.
To effectively address the evaluation criteria, the evaluation team employed a mixed-methods 
approach, using both quantitative and qualitative data. Different data sources were required to capture 
the variety of experiences and engagement of a diverse set of stakeholders. The mixed-methods 
approach allowed for triangulation of findings using data from multiple sources and to maximize input 
contributing to understanding how the T-FAST project responds to each of the criteria. The evaluation 
team originally planned to collect data from document review, an online survey, key informant 
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interviews (KIIs), and focus group discussions (FGDs). However, due to feedback from crucial 
stakeholders on interest and availability to participate and indicating that participation in multiple data 
collection processes would be a high burden on their time, the team removed FGDs and replaced them 
with additional KIIs. The survey and KIIs target the participants in the project and in particular the 
members of the National Trade Facilitation Committee (NTFC) which includes representatives from 
public institutions and from private sector associations. Additionally, each data collection method has 
included other representatives of international cooperation or other agencies supporting trade 
facilitation to incorporate their perception of Paraguay’s priorities, complementarity and effectiveness 
of T-FAST activities, and other information to support the evaluation.
The online survey was primarily composed of closed-ended and Likert scale perspective questions 
allowing analysis of responses. Open-ended questions added flexibility to collect individual perspectives 
on project performance and opportunities for improvement. The results provided knowledge that 
supplement and complement the qualitative KII data. The online survey was launched the week of 
March 21, with reminders sent electronically during the following weeks. Additionally, the evaluation 
team followed up by phone with institutions that had not responded. The survey was closed on April 23
with responses from 33 individuals representing 28 institutions. The profile of respondents to the survey 
is included in the table below.
The KIIs use a semi-structured format, allowing the evaluation team to adapt questions and areas of 
focus to each respondent’s experience with trade facilitation and with the T-FAST project. This format 
also provided the opportunity for the evaluation team to probe for further depth on responses provided 
where appropriate and to supplement data collected through the survey. The evaluation team coded
qualitative KII responses against evaluation criteria for further analysis. A total of 25 KIIs were conducted 
with individuals or small groups of representatives from a diverse set of stakeholder institutions and 
agencies. The profile of KII participants is included in the table below.
To supplement and augment the survey and KII data, the evaluation team conducted a review of project 
documentation including workplans, progress reports, indicator tables and backup data, and financial 
reporting. This additional data contributed to understanding the effectiveness and efficiency of the T￾FAST project to date, and added context to the data collected through the survey and KIIs.
Table 1: Individual and Institutional Participation in Survey and KIIs by Sector and Gender
 Online Survey Key Informant Interviews
Sector Individuals Institutions Individuals Institutions
Public Sector 21 (11M/10F) 18 24 (11M/13F) 15
Private Sector 11 (5M/6F) 9 4 (0M/4F) 4
Other 1 (0M/1F) 1 12 (6M/6F) 6
Total 33 (17M/16F) 28 40 (17M/23F) 25
Findings and Conclusions 
The main findings and conclusions of the evaluation on the performance of the T-FAST project 
presented below fall into six categories investigated by the evaluators.
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Relevance
T-FAST’s expected results and activities to date address the core issues of target beneficiaries. The top 
priorities of project participants are digitalization of foreign trade procedures and paperwork, 
simplification of processes and procedures, and increased coordination across relevant public 
institutions. T-FAST’s stated objectives, plans, and activities align well with these priorities, and with the 
goals of the TFA. Additionally, T-FAST has coordinated closely with other projects that support trade 
facilitation, often filling gaps that those projects are not able to address.
Stakeholders have also indicated some priorities for foreign trade that are outside of the scope of T￾FAST and go beyond the requirements of the TFA. The most important of those is infrastructure, 
primarily to address Paraguay’s challenges as a landlocked country.
Effectiveness
T-FAST is making effective progress towards its targets and objectives. Based on both stakeholder input 
and document review, the project is performing well and is likely to achieve its objectives. The most 
valued strengths of the project are the expertise of staff and consultants, flexibility of the project to 
address changing needs, responsiveness of the project and its staff to questions and concerns raised by 
participants, and the approach to engaging embedded staff within the Ministry of Foreign Affairs to
support the NTFC.
The project activities that are most effective in contributing to T-FAST’s goals are those that directly and 
indirectly address the processes, procedures, rules, and paperwork required for import or export. Those 
include:
• Digitalization of trade processes and paperwork including provision and expansion of IT 
hardware and software.
• Streamlining of procedures including analysis of workflows to identify areas of duplication, 
unnecessary steps, or opportunities for improvement.
• Consultancies with high priority public institutions involved in trade policy, regulation, or 
services to identify and address their constraints.
• Expansion of the Authorized Economic Operator program.
Efficiency
T-FAST stakeholders indicate that the project is providing substantial benefit to support foreign trade in 
general, to the NTFC, and to the institutions it supports directly. They feel that the value is 
proportionate to or exceeds expectations for the resources employed. A comparison of the annual 
workplans and semi-annual reports highlight the flexibility of the project, again one of the 
characteristics most valued by stakeholders. While the project has not completed all of the activities 
planned in a given project year, the ability to adapt has been a key factor in the effectiveness of the 
project to date.
Sustainability
Project partners highlight several factors that contribute to the likely sustainability of T-FAST activities 
and results. Foremost among those factors is the value of digitalization, simplification, and related IT 
systems for the processes and procedures of foreign trade. The improved processes benefit both public 
sector institutions providing services and private sector actors involved in trade. It is in none of those 
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stakeholders’ interests to return to the previous way of doing things. Stakeholders also note that there 
are ample opportunities to continue this work and note that increased reliance on the new processes 
with increase the likelihood of sustainability and future efforts to improve further.
The other key mechanism for sustainability of the project’s activities and results is the strength of the 
NTFC. T-FAST has been supporting NTFC leadership directly, the coordination of the committee, 
increasing transparency and accountability mechanisms, and strengthening the working groups as an 
efficient structure. Stakeholders indicate that there are many more opportunities to strengthen the 
NTFC and that this will increase the likelihood of sustainability of efforts. Such opportunities include 
continuous improvement to the operational structure, engaging the National Economic Cabinet, and 
continued improvement in communications.
Impact
The most important result of the activity to date has been the uptake of technology to support 
digitalization, simplification, and inter-institutional coordination and data sharing. The IT systems and 
related improvement of processes, paperwork, procedures, and data management contribute greatly to 
the medium and long-term goals of reduction of average time to trade and sustainability of the project’s 
support.
Challenges
There are three primary external forces that negatively impacted project implementation: the COVID-19 
pandemic, the turnover in key positions in the public sector, and slow processes due to bureaucracy. 
The project has adapted to the situations as they have arisen. Some specific planned project activities 
are still behind their implementation timeline due primarily to pandemic restrictions.
Interestingly, the pandemic has also positively impacted the project. Due to safety-related restrictions, 
there was increased urgency and willingness to adopt IT systems and digitalization. Additionally, NTFC 
meetings moved online which facilitated participation by physically dispersed and busy members.
Recommendations 
The recommendations to the T-FAST project, based on lessons learned from the fieldwork and findings 
of the midterm evaluation, fall into two categories:
Overall Project Recommendations
• Continue and expand the most effective project activities. These activities are already in T￾FAST’s project plans, and there are many other activities planned that are not meant to be 
diminished by this recommendation. Still, T-FAST should continue to invest resources and efforts 
in the most effective and valued project activities. Digitalization is perhaps the most valued 
support that T-FAST is providing. Streamlining foreign trade processes is also highly valued by 
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project participants and stakeholders. Institutional strengthening for high priority public 
institutions has been effective for the reduction of time to trade.
• Maintain flexibility and responsiveness of the project. This recommendation is to continue to 
focus on one of the strengths of the project to date. Flexibility and the ability to adapt has been 
a key factor in the effectiveness of the project.
• Support coordination by public institutions with the appropriate mandate. T-FAST is providing 
specific support and institutional strengthening to several individual public institutions. There is 
an opportunity to localize at least some of that support within government and create a more 
sustainable coordination structure. Two specific examples come from the fieldwork. Engage the 
Central Laboratory of the Ministry of Public Health as a coordinating and support institution for 
the various labs engaged in clearance of products for trade. Engage the Ministry of Agriculture in 
consultancies with public institutions that are related to agricultural products.
• Consider adding time to the project. Given that the pandemic caused some project delays in 
Year 1 and slowed implementation of some activities, the project and its beneficiaries could 
benefit from an extension.
• Review and strengthen the communications strategy and plan as appropriate. Project and 
NTFC communications were highlighted as a strength by some stakeholders and as a weakness 
by others. T-FAST has already invested in improving and formalizing communications and 
communications planning, and a review of the strengths and opportunities would help ensure a 
more consistently positive perception of communications.
• Review and strengthen procurement procedures as appropriate. While responsiveness of T￾FAST to stakeholder needs and requests is a strength, the feedback from some stakeholders on 
the slow speed of procuring some equipment or services by the project is worth further 
investigation.
Recommendations for NTFC Support
• Further develop and strengthen the structure of the NTFC. The establishment of NTFC working 
groups has improved the performance and results of the overall committee. However, there are 
opportunities for continued improvement of the NTFC structure, including:
o Support increased autonomy for the working groups.
o Work to decrease overlap in membership across working groups to increase efficiency of 
people’s time.
o Establish a regular review for NTFC leadership and members to reflect on the structure of 
working groups and make decisions to adapt.
o Establish a coordinating body like a steering committee or a secretariat comprised of 
members of multiple institutions and including public and private sectors.
• Facilitate regular review of the NTFC decree and legal framework. The decree has also already 
been updated once, based on the experience and needs of the NTFC. T-FAST can support a 
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regular review of the decree to propose revisions as appropriate, based on changing priorities, 
emerging constraints or opportunities, and NTFC needs.
• Increase private sector representation. The private sector has been very actively involved in the 
NTFC, the working groups, and other activities of the project. However, they have limited time 
and budget for participation in activities. Additional private sector members would reduce the 
burden on existing members.
• Engage the government’s National Economic Cabinet (Equipo Economico Nacional). The 
National Economic Cabinet is a coordination body comprised of eight cabinet ministers. This 
group’s support may be necessary for political will to make changes proposed by the NTFC, and 
for the long-term financial sustainability of the NTFC.
• Review the mandate and scope of the NTFC for possible expansion. Per decree, the NTFC’s 
mandate is quite wide, however it has been primarily focused on meeting the requirements of 
the TFA. That is an understandable and important focus but may impede the NTFC from 
becoming a more sustainable entity with continued activities in the long term. As indicated in 
the next recommendation bullet, analysis or other support that can lead to necessary 
infrastructure development is an example of a potential opportunity for the NTFC with an 
expanded scope.
• Support NTFC with analysis of infrastructure needs. It could be cost effective and beneficial to 
have T-FAST support or conduct some exploratory analysis of the challenges related to physical 
infrastructure needed to expand and facilitate trade. In addition to supporting trade and the 
NTFC, this would help the NTFC and its members identify upcoming challenges and shift focus to 
a longer-term future.
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1.Introduction and Purpose 
1.1. Project Context 
Paraguay has enjoyed a dynamic and growing economy over the last decade, with low unemployment. 
Economic growth averaged 4.3% from 2010-2019 and unemployment averaged 5.5%.1 The agricultural 
sector decreased as a portion of GDP during this time, from 13% in 2010 to 10% in 2019.2 This is still high 
compared to neighbors such as Brazil (3%) and Argentina (5%).3 The economic contraction due to the 
coronavirus pandemic in 2020 has been smaller than initially expected, in part due to the resilience of 
the agricultural sector.4
In terms of foreign trade, Paraguay is an agricultural, export-oriented economy with more than 50% of 
its export markets in nearby South American countries.5 Two-way trade between the U.S. and Paraguay
initially decreased during the pandemic, from $2.3 billion in 2019 to $1.4 billion in 2020, before 
rebounding to $2.2 billion in 2021.6
Paraguay’s exports are primarily concentrated in its main trading partners of Brazil (34% by value) and 
Argentina (26% by value).7 Exports are also primarily composed of agricultural products, with 
unprocessed primary products representing 38% and processed agricultural products accounting for 
35% of total by value.
8 Soybean is the top export product by value (28%), followed by beef (16%), and 
electric energy (15%). This represents a lack of diversification of exports in terms of both products and 
markets.9
Paraguay’s imports originate from a wider variety of trade partners, with the two largest being 
MERCOSUR (35%) and China (30%). Import products are diverse, including an emphasis on 
manufactured goods. Machinery, equipment, and electrical materials account for 16.8% of total imports, 
followed by fuels (12.9%), boilers and machinery (12.4%), and vehicles (8.6%).
10
Tables 1 and 2 below show the top agricultural export and import products, values, and top trading 
partners for 2021.
Table 2: Top Agricultural Export Products in 2021
NCM Description US$ FOB Value % of total 
exports
Top 
Destination
1201.90.00 Soy beans - others 2,975,059,493 28.20% Argentina
1 Source: Central Bank of Paraguay, Statistics Department
2
Ibid
3 Source: U.S. Census Bureau, foreign trade statistics
4 Source: Central Bank of Paraguay, Statistics Department
5
Ibid
6 Source: U.S. Census Bureau, foreign trade statistics
7 Source: Central Bank of Paraguay, Statistics Department
8
Ibid
9
Ibid
10 Ibid
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0201.30.00 Meat of bovine animals, fresh or 
refrigerated - boneless
788,747,461 7.48% Chile
0202.30.00 Meat of bovine animals, frozen -
boneless
771,271,210 7.31% Russia
2304.00.10 Cakes and other solid residues, from 
the extraction of soybean oil (soy), 
even grounded or in pellets - Flour 
and Pellets
762,123,828 7.22% Chile
1507.10.00 Soybean oil and its fractions, even 
refined, but not chemically modified -
Crude oil, including degummed
620,501,814 5.88% India
1005.90.10 Corn - grain 409,073,143 3.88% Brazil
1006.30.21 Rice - Semi-milled or blanched rice, 
whether or not polished or glazed -
Not parboiled
121,522,686 1.15% Brazil
1001.99.00 Wheat and meslin - Others 89,153,096 0.85% Brazil
Source: Central Bank of Paraguay (2022)
Table 3: Top Agricultural Import Products in 2021
NCM Description US$ CIF 
Value
% of total 
imports
Top 
Origin
3105.20.00 Mineral or chemical fertilizers, with two or three of 
the fertilizing elements; nitrogen; phosphorus and 
potassium; the other fertilizers; products of this 
chapter in tablets or similar forms or in containers of 
a gross weight less than or equal to 10 kg - Mineral or 
chemical fertilizers with the three fertilizing 
elements: nitrogen, phosphorus and potassium.
152,462,545 1.22% Brazil
3105.40.00 Mineral or chemical fertilizers, with two or three of 
the fertilizing elements; nitrogen; phosphorus and 
potassium; the other fertilizers; products of this 
chapter in tablets or similar forms or in containers of 
a gross weight less than or equal to 10 kg -
Ammonium dihydrogen orthophosphate 
(monoammonium phosphate), even mixed with 
diammonium hydrogen orthophosphate 
(diammonium phosphate)
138,755,692 1.11% China
3808.92.99 Insecticides, rodenticides, fungicides, herbicides, 
germination inhibitors and regulators of the plant 
growth, disinfectants and similar products, presented 
in forms or packages for retail sale, or as preparations 
or in articles, such as tapes, sulfured wicks and spark 
plugs, and fly killer papers - others.
88,542,055 0.71% Brazil
1806.90.00 Chocolate and other food preparations containing 
cocoa - others.
15,749,674 0.13% Brazil
2106.90.30 Food preparations not expressed or included 
elsewhere - other - food supplements
13,266,161 0.11% USA
Source: Central Bank of Paraguay (2022)
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Following the drought that hit Paraguay in 2019 and the adverse effects of COVID-19 in 2020, the 
Paraguayan economy recovered strongly in 2021. Real GDP reached year-on-year growth of 4.2% in 
2021, explained by a rebound in fixed investment, both in private and public construction works, as well 
as growth in private consumption. Despite high commodity prices, net exports slowed growth, as the 
drought negatively impacted the export value of soybeans and hydroelectric power, two of the country's 
main export products. The drought is expected to slow GDP growth in 2022, which would mitigate 
growth in exports and private consumption.11
1.2. Project Description 
In 2016, Paraguay was the second South American country to ratify the World Trade Organization’s
(WTO) Trade Facilitation Agreement (TFA). The TFA aims to help Paraguay promote economic growth by 
improving the processes and transparency of trade facilitation to reflect international best practices and 
norms.
The 4-year (2019-2023), $8.9 million Trade-Facilitating Agricultural Systems and Technology (T-FAST) 
Project, funded by the U.S. Department of Agriculture’s (USDA’s) Food for Progress (FFPr) program, aims 
to simplify, modernize, and harmonize processes for the export, import, and transit of agricultural goods 
in Paraguay. The project is implemented by the International Executive Service Corps (IESC). Working 
with the private and public sectors, the project is designed to reduce nontariff barriers to trade resulting
in a 30 percent decrease in release time of agricultural goods. The project will also create improvements 
in predictability through the increased transparency and automatization of processes.
T-FAST supports five key activities to improve import and export processes in Paraguay and support 
Paraguay to fulfill TFA obligations. These activities consist of:
1. Capacity building for the National Trade Facilitation Committee (NTFC). The project is building 
the capacity of Paraguay’s NTFC to promote an improved policy and regulatory framework for 
agricultural trade facilitation. The Paraguay NTFC was created by executive decree in April 2017, 
with the goal of developing a national strategic agenda for achieving full compliance through 
coordination and implementation of trade facilitation efforts. Direct beneficiaries include NTFC 
staff and cross-agency working groups. T-FAST conducted an initial assessment to identify core 
capacity gaps or needs, including structural and organizational, monitoring and evaluation, 
donor coordination, and communications capacity. This Activity started in Year 1 and is planned 
to conclude in Year 4. Example sub-activities undertaken in the first two years of the project 
include:
• Establish and Coordinate Steering Committee: T-FAST organized a project Steering 
Committee comprised of representatives from the in-country T-FAST leadership, US-based 
T-FAST Home Office team, USDA field-based regional team, USDA US-based program team, 
11 Source: Central Bank of Paraguay
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and the US Embassy in Asuncion, Paraguay. The committee meets quarterly and provides 
feedback and input as well as rapid responses on strategic topics that arise during 
implementation.
• Strengthen and Support NTFC Working Groups: T-FAST has supported the establishment, 
planning, monitoring, and organization/re-organization of thematic working groups within 
the NTFC to focus on specific areas of high priority such as process simplification, 
agricultural goods, and transparency.
• Support NTFC to Fulfill Its Role: T-FAST has provided a variety of support to the NTFC and 
its coordinators directly. T-FAST seconded two staff full-time to the Ministry of Foreign 
Affairs (MRE) who coordinate the NTFC. Through those two staff and other support from 
the T-FAST office, the project has provided technical assistance for the management of the 
NTFC and its working groups, public and internal communications on the NTFC’s actions,
monitoring of NTFC work against indicators and development of a “project dashboard” for 
the NTFC, and other capacity building and training activities.
2. Capacity building of government institutions. The project is responding to requests from 
Paraguay’s public institutions for capacity building related to agriculture import and export 
processes important to fulfilling TFA obligations and realizing TFA benefits. T-FAST is building
technical and managerial capacity for select government institutions involved in the regulation 
and facilitation of trade in agricultural products. This technical assistance supports government
institutions in their efforts to implement Paraguay’s 11 Category C notifications of the TFA. This 
Activity started in Year 1 and is planned to conclude in Year 4. Example sub-activities undertaken 
in the first two years of the project are aligned with the Articles of the TFA that the project is 
supporting the NTFC to achieve (see Annex 6 for more information) and include:
• Support to the NTFC and Its Public Sector Members Related to Communications: T-FAST is 
helping the NTFC and public institutions to follow through on their planned actions to 
comply with Articles 1 and 2 of the TFA, in particular for publication of information, public 
notification of policy changes, and capacity to receive public comments and policy 
proposals.
• Support to the NTFC and Its Public Sector Members Related to Laboratories: To support 
compliance with Article 5 of the TFA, T-FAST has conducted assessments and provided 
training and equipment to improve laboratory testing in public and private labs.
• Support to the NTFC and Its Public Sector Members to Decrease Time for Foreign Trade: To 
support progress towards Article 7 of the TFA, T-FAST has worked with key public 
institutions (see Table 4 below) to assess constraints to trade, simplify processes, digitalize 
documentation and approvals, identify potential information and communications 
technology (ICT) needs and options, and extend the Authorized Economic Operator (AEO) 
program which seeks to reduce release time for foreign trade shipments.
3. Capacity building of trade associations. T-FAST provides technical and change management
capacity building to enable trade associations to effectively advocate for trade-related reforms. 
The project has begun working with selected trade associations to understand the relevance of 
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the TFA to their business objectives, to analyze the impact of related policy changes on their 
sector, and to effectively communicate with government about these issues. This Activity 
started in Year 2 and is planned to conclude in Year 4. Example sub-activities undertaken in the 
first two years of the project include:
• Build Capacity of Private Sector to Engage in Trade Facilitation Reform: T-FAST has 
conducted a training needs assessment and provided training to key private sector 
associations (see Table 4 below).
• Promote AEO Program with Trade Associations: T-FAST has collaborated with the National 
Customs Directorate (DNA) AEO Coordinator to promote AEO certification.
4. Provision of market and trade infrastructure. The project provides the necessary infrastructure 
to implement the policy, procedure, and process reforms developed in other project Activities, 
including infrastructure, equipment, and information and communication technology (ICT) 
systems. T-FAST works with NTFC staff and members, other government agencies, and private
sector stakeholders to identify infrastructure needs that are not duplicative. The project is 
procuring the infrastructure and ensuring that NTFC staff and member users are trained to use 
the equipment and systems procured. This Activity started in Year 2 and is planned to conclude 
in Year 4. Example sub-activities undertaken in the first two years of the project include:
• Develop ICT Infrastructure Related to Trade Facilitation Communications: T-FAST is working 
with the NTFC and its members to develop and launch a “platform” for communications 
and notification for the public and receipt of public comment on policy proposals per 
Article 2 of the TFA.
• Develop ICT Infrastructure Related to Reducing Release Time of Foreign Trade Shipments: 
T-FAST has worked with key public institutions on infrastructure to support process 
simplification and digitalization, including conducting needs assessments, procuring
equipment and servers, negotiating licensing, installing software, and providing training to 
users.
5. On-demand support to flexibly meet needs as they arise. The project also implements a 
flexible, on-demand mechanism to support the Government of Paraguay and project objectives 
by responding to agricultural trade issues as they arise. Requests are evaluated against 
alignment with project objectives, potential impact, and level of institutional buy-in. This Activity 
started late in Year 2 and is planned to conclude in Year 4.
The T-FAST project approach centers on three pillars: motivating and incentivizing collaboration, 
building organizational and human capacity, and focusing on Category C Notifications of the TFA. To do 
this, the primary stakeholders of the project include the leadership and members of the NTFC, which is 
overseen by the Ministry of Foreign Affairs (MRE, in Spanish) and comprised of a secretary and 
representatives of public and private sector institutions. Beyond the NTFC and its participants, T-FAST 
stakeholders include civil servants at the main public sector institutions which have responsibilities 
related to foreign trade policy and processes, and staff or members of trade associations that support or 
directly engage in import and export.
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Table 4: Example Key Public and Private Sector Institutions
Example Key Public Institutions Example Key Private Sector Associations
• National Health Surveillance Directorate 
(DINAVISA)
• National Livestock Quality and Health Service 
(SENACSA)
• National Vegetable and Seed Quality and Health 
Service (SENAVE)
• National Institute of Technology, 
Standardization, and Metrology (INTN)
• National Institute of Food and Nutrition (INAN)
• Center for Paraguayan Importers (CIP)
• Paraguayan Industrial Union (UIP)
• Chamber of Exporters and Traders of 
Cereals and Oilseeds (CAPECO)
• International Chamber of Commerce (ICC)
1.3. Results Framework 
The project results framework is included in Annex 1. The project’s Theory of Change (TOC) states that: 
“By developing a culture of continuous improvement, building organizational and human capacity to 
institute trade related improvements, and supporting the relevant physical infrastructure, Paraguay will
fully implement the World Trade Organization’s (WTO) Trade Facilitation Agreement in both letter and 
spirit. This will help make Paraguay more competitive in the global marketplace and increase the 
potential for regional and international agricultural trade.”
The project is based on several critical assumptions which could impact its ability to achieve the TOC:
• The government of Paraguay will maintain its present commitment to the WTO regarding 
implementation of the TFA.
• Trade associations will maintain interest in engaging in trade policy reforms and provide 
comments on proposed reforms.
• The government of Paraguay will continue its planned adoption of automated technologies,
including those supported by T-FAST.
• The COVID-19 pandemic does not prevent continued operation of the project or involvement of 
key stakeholders.
1.4. Purpose of the Evaluation 
The T-FAST project design includes a requirement for an independent third-party contractor to conduct 
a baseline study, midterm evaluation, and final evaluation to better understand the T-FAST project’s 
performance over time. LINC was selected by IESC to implement the three evaluations, supported by 
Paraguayan partner Instituto Desarrollo (ID). This report provides the results of the midterm evaluation, 
focusing on approximately the first two years of project implementation.
In compliance with the USDA’s monitoring and evaluation policy, IESC’s midterm evaluation will 
“critically and objectively review and take stock of the project’s implementing experience and 
environment, assess whether targeted beneficiaries are receiving services as expected, assess to what 
extent the project is on track to achieve its stated goals and objectives, review the results frameworks 
and assumptions, document initial lessons learned, and discuss necessary modifications or mid-course 
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corrections that may be necessary to effectively and efficiently meet the stated goals and objectives.” 
The evaluation examines both administrative and programmatic aspects of T-FAST.
The midterm evaluation has primarily been designed to inform IESC (as the implementer) and USDA (as 
the donor) about the performance of the T-FAST project to date. The purpose of the evaluation is to 
identify priorities and strategies for the remainder of the project and to improve overall project 
performance and outcomes. The evaluation is also designed to provide USDA with material for reporting 
and other internal purposes, and to provide an assessment of the reliability and accuracy of IESC’s 
reported data. Beyond making the midterm evaluation data available to USDA for their utilization, IESC 
will also share relevant results of the midterm to stakeholders in the public and private sector, and 
IESC’s partners on the project, Kansas State University and the Center for International Private 
Enterprise (CIPE). 
The T-FAST project focuses on implementation of the trade facilitation agreement, a newer area of 
emphasis under the USDA FFPr Program. This project and the midterm evaluation represent an 
opportunity to further expand USDA’s body of knowledge related to trade facilitation. The FFPr Learning 
Agenda is focused on traditional USDA project activities and work related to agricultural products rather 
than trade facilitation including non-agricultural products. As such, this evaluation does not seek to 
directly answer FFPr Learning Agenda questions. Still, the work of T-FAST is relevant to some 
components of the FFPr Learning Agenda, in particular, within the topics of Value Creation and Market 
Linkages within the Market Systems focus area. With additional research or reflection, USDA can 
therefore learn from T-FAST’s interventions and results and use that learning to inform future projects, 
including by:
• targeting leverage points for agricultural trade, 
• supporting policies and governing mechanisms that could improve market expansion, 
• identifying opportunities to leverage the role of international platforms, and
• utilizing ICT to increase agricultural actors’ access to critical market information. 
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2.Evaluation Design and Methodology 
The LINC evaluation team conducted a performance evaluation to understand how the T-FAST project’s 
design, objectives, activities, and results respond to the needs for facilitation and growth of Paraguay’s 
foreign trade. The team used a mixed-methods approach to collect and analyze qualitative and 
quantitative data to gain a broad view of T-FAST’s relevance, effectiveness, efficiency, impact, and 
sustainability. This section highlights the evaluation questions that guided the evaluation, the data 
collection and analysis methods, target respondents, and limitation of the evaluation. The Midterm 
Evaluation Scope of Work (SOW) can be found in Annex 4 and the data collection instruments are 
provided in Annex 3.
2.1. Evaluation Questions 
The T-FAST midterm evaluation answers key questions related to the USDA standard evaluation criteria 
of relevance, effectiveness, efficiency, sustainability, and impact. The table below highlights the 
evaluation questions within each criterion.
Table 5: Evaluation Criteria and Questions
Evaluation 
Criteria Evaluation Questions
Relevance
RQ1.1 To what extent have T-FAST expected results and activities to date addressed 
the core issues of target beneficiaries?
RQ1.2 Is the project relevant in addressing goals and objectives of the Trade 
Facilitation Agreement (TFA), particularly in assisting Paraguay with its Category C 
notifications?
RQ1.3 Is the project coherent with other projects that support the TFA? Are the 
projects mutually supporting or duplicating efforts and if so, how?
Effectiveness
RQ2.1 How effectively is the project reaching its targets, both timewise and per the 
work plan? Is T–FAST on track to achieve the specific targets and results established? 
RQ2.3 Which activity or combination of activities has/have the highest potential to 
achieve T–FAST’s higher-level result (expanded trade of agricultural products)?
RQ2.4 How effective is T–FAST at reaching women beneficiaries (particularly via 
capacity building activities) and what more could be done to improve women’s 
engagement / leadership?
RQ2.5 Which activities were most effective in contributing to a reduction of average 
time of trade?
Efficiency RQ3.1 To what extent are staffing, management, and oversight costs suitable, given 
the number and scope of activities carried out and the outputs obtained?
Sustainability RQ4.1 What factors contribute to the sustainability of project results and how has T–
FAST focused on these to date?
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RQ4.2 To what extent is progress being made towards project sustainability /
graduation, and what could be done to strengthen the sustainability of project 
activities and results?
Impact
RQ5.1 Identify both intended and unintended intermediate results that are expected 
to contribute to / or hinder medium and long-term effects? Given the project 
trajectory so far, is it feasible to achieve the expected medium and long-term effect? 
How can these results be enhanced or mitigated to ensure expected medium and 
long-term results are achieved?
Challenges
RQ6.1 What are the external forces that negatively and positively impacted the 
project implementation, what were the effects on different stakeholders, and how 
did the project attempt to overcome, mitigate or capitalize its impact?
RQ6.2 What are the key challenges in collecting data and information and how did 
the project overcome or mitigate?
RQ6.3 Have recommendations from the baseline evaluation been incorporated into 
the project and if not, why not?
2.2. Evaluation Design 
The T-FAST midterm evaluation is a non-experimental performance evaluation. While impact 
evaluations are also valuable, the work that T-FAST is implementing at a national level with all or nearly 
all of the most relevant stakeholders makes an appropriate counterfactual control group extremely 
difficult to identify. Performance evaluations such as this midterm evaluation are often undertaken 
during implementation or at the conclusion of a project, valuable for drawing out lessons to improve 
design and implementation strategies to produce desired outcomes and sustainability. Given the goals 
of learning for improvement not only of the T-FAST project, but USDA’s growing number of projects 
supporting trade facilitation, a performance evaluation is appropriate.
To effectively address the evaluation criteria and questions, the team employed a mixed-methods 
approach. Different data sources are required to capture the variety of experiences and engagement of 
a diverse set of stakeholders. A mixed-methods approach allowed the team to triangulate findings using 
data from multiple sources and maximize input, contributing to understanding how the T-FAST project 
responds according to each of the criteria.
Data collection consisted of three methods:
• Electronic survey
• Key Informant Interviews (KIIs)
• Document review 
The evaluation team originally planned to collect data from focus group discussions (FGDs) as well. 
However, due to feedback from crucial stakeholders on interest and availability to participate, including
indicating that participation in multiple data collection processes would be a high burden on their time, 
the team removed FGDs and replaced them with additional KIIs. The survey allowed for primarily closed 
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ended and Likert scale perception responses with some additional flexibility from open ended 
responses. The KIIs allowed for more flexibility utilizing a semi-structured interview guide where 
interviewers could adapt questions based on the respondent and probe responses for more detail and 
nuance. Additionally, the evaluation team observed a monthly meeting of the NTFC and conducted a 
site visit to one port to observe import and export procedures and speak with staff in the customs, 
SENAVE (National Vegetable and Seed Quality and Health Service), and SENACSA (National Livestock 
Quality and Health Service) offices.
The team designed and implemented evaluation activities intentionally to balance the gathering of 
evidence with the protection of human subjects, including safeguarding the dignity, rights, safety, and 
privacy of participants. The team applied ethical principles in all stages of the evaluation, including 
raising and clarifying ethical matters with stakeholders during data collection. Survey and KII 
respondents were provided explanation of the use of data and the assurances and limitations of 
confidentiality, and they were informed of their right to refuse to answer any of the questions or not to 
participate. No findings are attributed to respondents by name.
The survey and KIIs targeted the participants in the project and in particular the members of the 
National Trade Facilitation Committee (NTFC), which includes representatives from public institutions 
and from private sector associations. The evaluation team intentionally focused on public and private 
institutions that have directly participated in T-FAST activities, and incorporated NTFC members or other 
stakeholders as well. Additionally, each data collection method included representatives of international 
cooperation or other agencies supporting trade facilitation with familiarity of Paraguay’s trade 
facilitation needs and the T-FAST project’s response (e.g., UNCTAD and the Global Trade Helpdesk).
2.3. Data Collection and Analysis Methods and Target Respondents 
The evaluation team employed three data collection methods to gather necessary information from key 
stakeholders and other sources. Analysis and findings from each method allowed the team to tie 
together its inquiries to gain a broad understanding of T-FAST’s performance. The data collection 
methods supplement one another on evaluation criteria where each method is appropriate, and 
complement one another where one method is more appropriate to fill in gaps of the other methods.
Evidence from the surveys, KIIs, and document review were organized following the principles of 
contribution analysis to come to reasonable and robust conclusions about the contribution being made 
by T-FAST to the observed results. 
2.3.1. Electronic Survey
The online survey comprised 27 questions in 6 sections, including respondent information, background 
knowledge of T-FAST, project relevance, project effectiveness, project sustainability, and challenges for 
the project. Among the background information collected respondents provided the type of institution 
they represent (public, private, or other) and their gender in order to disaggregate responses as 
appropriate. The survey was primarily composed of closed-ended and Likert scale perspective questions 
to provide targeted information for answering the evaluation questions and to provide additional 
supporting data to the qualitative KII results. The Likert scale questions seeking respondent perceptions 
of priorities, objectives, activities, results, and other areas of T-FAST’s work used a scale from 1 
(Extremely Poor) to 7 (Excellent) with 4 as the neutral response, and included a “Do not know” option 
where appropriate. For the analysis, the evaluation team considered scores of 1 and 2 as “Low”; 3, 4, 
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and 5 as “Medium”; and 6 and 7 as “High.” Open-ended questions asked for the alignment of project 
activities, objectives, and results with organizational priorities of respondents or recommendations on 
potential activities and improvements. The survey is included in Annex 3.
The online survey was launched the week of March 21, with reminders sent electronically during the 
following two weeks. Additionally, the evaluation team followed up by phone with institutions that had 
not responded to further increase the response rate. The evaluation team stopped accepting new 
responses on April 23, with responses from 33 individuals representing 28 institutions (26 institutions 
that are members of the NTFC and 2 international agencies/projects). The profile of respondents to the 
survey is included in the table below.
T-FAST provided the evaluation team with information on potential beneficiaries that the survey could 
be sent to. These beneficiaries included 139 individual contacts from 41 public and private sector
institutions. Of those, 105 individuals were from 27 public sector institutions and 34 individuals were
from 14 private sector entities. As the electronic survey was sent to all beneficiaries identified by IESC
for potential response, it is considered a census methodology. This is distinct from a sampling method, 
which targets a representative cross-section of a typically larger beneficiary population to meet a 
particular confidence level target.
As with most censuses, the evaluation team did not expect a 100% response rate. Based on the 
experience at baseline, the team expected an approximately 70% response rate from the 41 institutions 
(responses from a total of approximately 28 institutions). The total number of responses from 
beneficiaries was lower than expected, however, at 63% (a difference of two fewer institutional 
members than expected). The evaluation team was able to draw inferences from both responding and 
non-responding members of the population. Six of the institutions not responding to the survey were 
included in KIIs though, which provided the evaluation team with more confidence that their feedback 
and input is included in the conclusions.
Note that this survey was different from the survey implemented at baseline and which has been 
repeated by T-FAST for custom indicator 1.1 (Percent of stakeholders who perceive the NTFC is enacting 
their agenda to strengthen trade facilitation in Paraguay).
Table 6: Individual and Institutional Survey Participation by Sector and Gender
Sector Individuals Institutions
12
Public Sector 21 (11M/10F) 18
Private Sector 11 (5M/6F) 9
Other 1 (0M/1F) 1
Total 33 (17M/16F) 28
The evaluation team analyzed the results of the survey primarily reviewing the responses to closed￾ended questions. The data were examined for distribution of responses and patterns based on the type 
of institution the respondent represented and the gender of the respondent. For open-ended questions, 
12 Some individuals represent more than one institution. This table only shows the representation they indicated as 
their primary institution in the survey response.
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data were reviewed and grouped around emergent themes identified by the analyst. Findings from the 
survey were supplemented by and compared with findings from the KIIs to drive evaluation conclusions.
2.3.2. Focus Group Discussions
The evaluation team had originally planned to conduct a total of five FGDs with NTFC representatives of 
the public and private sectors. The objective of FGDs was to gain additional insight through the 
interaction of multiple project stakeholders during the discussions. In the initial effort to organize the 
FGDs, the evaluation team had low response rates and some direct unfavorable feedback from NTFC 
leadership and members indicating that they did not wish to participate in such group discussions,
primarily due to time constraints. As a result, the team reassessed the data collection plan and needs 
and adapted them, deciding to eliminate FGDs and replace them with additional KIIs.
2.3.3. Key Informant Interviews
The evaluation team designed the KIIs to be conducted as semi-structured interviews with key 
stakeholders to the project and other experts with knowledge of the Paraguayan context, needs for 
improved trade facilitation, and the T-FAST project. The KII guide instrument included 12 open ended 
questions seeking to elicit responses related to how T-FAST responds to the evaluation criteria. The 
questions largely followed the evaluation criteria, including a question on engagement of women in the 
project and in the NTFC to ensure an understanding of gender issues. The semi-structured format 
allowed interviewers to adapt, add, or skip questions, or probe for more details and nuance, as 
appropriate for the respondents’ knowledge and experience. Most of the interviews were conducted 
with two interviewers to further allow for flexibility in probing respondent answers for clarification. 
Additionally, several of the interviews included multiple individuals from the institution or office where 
the respondents felt their colleagues could add detail or had experience with T-FAST that they could 
contribute to the conversation. The KII semi-structured interview guide is included in Annex 3.
The evaluation team had originally planned to conduct approximately 10 KIIs with representatives of the 
public and private sectors and of other stakeholders such as international cooperation and donor 
projects. With the decision to replace FGDs with additional KIIs, the evaluation team conducted more 
than twice the initial target for KIIs. The team also conducted an interview with T-FAST staff and with 
some non-NTFC representatives who were staff of public institutions participating in T-FAST activities.
Table 7: Individual and Institutional KII Participation by Sector and Gender
Sector Individuals Institutions
Public Sector 24 (11M/13F) 15
Private Sector 4 (0M/4F) 4
Other 12 (6M/6F) 6
Total 40 (17M/23F) 25
The evaluation team analyzed the qualitative data collected through the KIIs using a process to code, 
compare, and synthesize the information. The evaluation team documented narrative responses at a 
sufficient level of detail to allow a systematic content analysis of these qualitative data. Narrative 
reviews of interview responses provided an in-depth understanding of project stakeholder experiences 
and perceptions. Notes from each interview were collected as excerpts which were then coded against 
the evaluation criteria and emergent sub-criteria. This approach allowed for both within interview and 
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cross-interview comparisons. In this way, key pieces of evidence from the various interviews were 
compared and triangulated to identify the main findings from the KIIs. As the KIIs were semi-structured, 
content of responses included some variation across interviews in depth and themes.
2.3.4. Document Review
The evaluation team reviewed the project’s annual workplans and semi-annual reports, indicator 
reports and supporting data, financial reports, the revised Performance Monitoring Plan (PMP), and 
other documents provided by the T-FAST team. An initial phase of the document review provided the 
team with sufficient background knowledge about the project and its activities to inform the design of 
the other data collection instruments, namely the survey and the semi-structured interview guide. A 
more detailed document review during and after the fieldwork allowed the team to fill in gaps in 
information that could not be collected through the survey or KIIs, and was used in some cases to 
supplement, confirm, or contextualize the data and findings captured through other sources.
The team conducted a structured comparison of the annual workplans with the semi-annual progress 
reports. The indicator tables and supporting data informed the team’s review of the use of data 
compared to PMP descriptions and to determine the potential scenarios for achieving the targets set for 
each indicator. The financial reports allowed a comparison of budget and expenditure. The three sets of 
documents combined gave insights into the effectiveness and efficiency of the project.
2.4. Evaluation Limitations 
The evaluation team has noted some limitations that may be relevant to the review of findings of this 
midterm evaluation report.
• Elimination of Focus Group Discussions. The evaluation team had designed the midterm 
evaluation to include FGDs. Facilitating discussions with multiple stakeholders often allows new 
themes to emerge from the interaction that may be missed with individual interviews. The team 
attempted to mitigate the impact of this change by conducting more than double the planned 
number of KIIs, and in many of the KIIs multiple representatives of the same institution 
participated which did allow for some additional interaction.
• Low Response Rate for Survey. The evaluation design included use of the survey as a census 
rather than a sample. The team had expected a response rate of approximately 70% of 
institutions (28 institutional members of the NTFC). After sending out the survey and multiple 
reminders, the evaluation team made phone calls to follow-up and encourage responses. 
Through this process, the response rate increased from an initial 27% up to 63%, still below the 
target. The team felt that the effect of the lower-than-expected response rate was mitigated by 
including in the KIIs six of the key institutions that were not represented in the survey.
• Reliance on Perception Data. Due to the nature of the T-FAST activity, much of the data 
collected and analyzed through the survey and KIIs was based on stakeholder perceptions of the 
project. Stakeholder perceptions are established through their experience with T-FAST and past 
experience, and the questions posed sought to draw out that experience. The responses on 
perception were probed by KII interviewers and supplemented by data from the document 
review.
• Some Project Performance Indicators are Collected and Reported Infrequently. The evaluation 
team did not directly measure any of the project’s indicator values from its PMP, and several 
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indicators, such as Average Release Time for Agricultural Goods and Percentage of Shipments 
Assigned to the Green Channel for Imports, had not been measured frequently. However, the 
evaluation team did conduct a review of the indicator data collected by the project to confirm 
accuracy. Additionally, as mentioned in the previous bullet, the evaluation team probed 
stakeholders for their perception of progress against key indicators such as the one on Average 
Release Time.
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3.Findings 
This section presents the analysis and main findings from quantitative and qualitative data collected 
during the midterm fieldwork. The findings are presented by data collection method, including a 
subsection on findings from the survey, a subsection on findings from the KIIs, and a subsection on 
findings from the document review. The three methods supplement and complement one another on 
the evaluation criteria of relevance, effectiveness, efficiency, sustainability, impact, and challenges. The 
survey questions specifically covered the respondents’ perception of the relevance, effectiveness, 
sustainability, and challenges of the project. The KIIs asked interviewees about relevance, effectiveness, 
efficiency, sustainability, impact, and challenges. The document review focused on effectiveness, 
efficiency, and challenges of the project.
The main objectives of the midterm data collection were to gather information and understanding of 
the salience, performance, and results of the T-FAST project for the key public and private sector 
stakeholders of foreign trade in Paraguay. The analysis focused on how the project is performing in 
relation to the highest perceived priorities to facilitate foreign trade, including meeting the 
requirements of the WTO TFA and alignment with priorities of public institutions and private sector 
associations. Additionally, the evaluation team reviewed the T-FAST project’s progress against its plans, 
indicator targets, and the baseline recommendations. The data analysis process supported a 
contribution analysis methodology to understand associations and links between project activities and 
observed results using the evidence generated from the evaluation.
3.1. Findings from the Survey 
The evaluation team designed and employed the midterm evaluation online survey to provide a 
foundation on the perceived value, sustainability, and challenges of the T-FAST project. The survey 
targeted representatives from all of the institutional members of the NTFC (N=41) but the response rate 
did not reach 100%, with 26 NTFC member institutions represented. While this is lower than expected, 
the findings are informative and supplemented by data from the KIIs (in the next section), including KIIs 
from six NTFC member institutions that did not respond to the survey.
3.1.1. Respondents
The survey respondents included a mix of representatives from public institutions and the private 
sector, as well as a mix of women and men. The male/female breakdown was close to even. While there 
were more public institutions represented than private sector entities, the NTFC has more public sector 
members than private sector members (approximately 66% and 34% respectively in the NTFC, the 
survey proportions were 65% and 35%).
Table 8: Individual and Institutional Survey Respondents by Gender and Institution Type
Individuals
Type Male Female Total Institutions
Public Sector 11 (33%) 10 (30%) 21 (64%) 18 (64%)
Private Sector 5 (15%) 6 (18%) 11 (33%) 9 (32%)
Other 0 (0%) 1 (3%) 1 (3%) 1 (4%)
Total 16 (48%) 17 (52%) 33 (100%) 28 (100%)
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Respondents indicated they were aware of the work of the T-FAST project, with the majority (64%) 
having been introduced to the project through a formal project presentation. Other channels (primarily 
NTFC meetings or by email) were cited by 27% of respondents, and informal conversations by 21%. 
Some respondents indicated learning of T-FAST through multiple channels.
Table 9: How Survey Respondents Learned of T-FAST
Channel Percentage
Formal presentation of the project by the project team 64%
Read the official project document 9%
Social media, website 9%
Media 3%
Informal conversations about the project with colleagues 21%
Other (primarily NTFC or email) 27%
Most of the respondents (78%) reported that they or their institution had received at least one type of 
support from the T-FAST project, with 22% indicating no direct support. Training was the most common 
type of support received (44%) with trade process support (25%) and other support (28%, primarily 
through support to the NTFC or other organizational strengthening) as other common responses. Note 
that some respondents (25% of all respondents) indicated multiple types of support. For this question, 
one respondent did not answer, so n=32.
Figure 1: Type of Support Received by Survey Respondents
3.1.2. Relevance
Closed-ended survey questions on the relevance, effectiveness, efficiency, sustainability, and challenges 
of the project used a seven-point Likert scale (1=Extremely Poor, 4=Neutral, 7=Excellent). For the 
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analysis, the evaluation team considered scores of 1 and 2 as “Low”; 3, 4, and 5 as “Medium”; and 6 and 
7 as “High.” Respondents were also given the option to answer “I don’t know” to any question.
Four questions focused on relevance of T-FAST. The first two asked to what extent the results and 
completed activities (respectively) of the project align with the challenges faced by the respondent’s 
institution. The third and fourth asked to what extent the T-FAST project’s activities aligned with the TFA 
requirements and complemented or supported other relevant projects (respectively). Almost all 
responses indicated that the project aligns either partially or completely. In terms of alignment with the 
TFA and complementarity to other projects, 67% and 70% of respondents respectively indicated “high.” 
In general, public sector respondents were more likely to rate the project’s alignment and 
complementarity as “high” than private sector respondents.
Table 10: Survey Respondents’ Perception of Alignment of T-FAST to Priorities
Overall Public Sector Private Sector
Low Med High Don't 
Know Low Med High Don't 
Know Low Med High Don't 
Know
Alignment of results to 
organizational challenges 0% 39% 45% 15% 0% 33% 48% 19% 0% 55% 36% 9%
Alignment of activities to 
organizational challenges 3% 39% 42% 15% 5% 38% 48% 10% 0% 45% 27% 27%
Alignment of activities to TFA 
needs 0% 21% 67% 12% 0% 24% 67% 10% 0% 18% 64% 18%
Complementarity of activities to 
other projects 0% 18% 70% 12% 0% 24% 71% 5% 0% 9% 64% 27%
In open-ended questions asking respondents about the relationship between T-FAST expected results 
and activities and the priorities of the respondents’ organizations, several themes were frequently cited. 
Those include digitalization of processes and paperwork, simplification of procedures, reduced time for 
clearance in foreign trade, improved accessibility to information, and improved coordination across 
public institutions and with the private sector.
3.1.3. Effectiveness
Respondents answered closed-ended questions regarding the effectiveness of the project. The first was 
a series of responses to gauge the perceived effectiveness of 10 specific activities of T-FAST. The 
majority of respondents indicated that all of the selected activities were either highly effective or 
partially effective. The activities most consistently rated as high effectiveness were the implementation 
of the digital platform for the NTFC (67%), training of laboratory professionals (64%), and jointly 
developed action plans with key public sector NTFC member institutions (61%). Responses were similar 
for public and private sector institutions, however, the private sector even more frequently rated the 
digital platform (73%) and joint action plans (73%) as highly effective. It is also important to note that a 
relatively high percentage of respondents indicated not knowing about the effectiveness of some 
activities, in particular the coordination with binational chambers of commerce (27%).
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Table 11: Survey Respondents' Perceived Effectiveness of Specific T-FAST Activities
Overall Public Sector Private Sector
Low Med High Don't 
Know Low Med High Don't 
Know Low Med High Don't 
Know
Digital platform to support NTFC 
members' coordination, publication, 
etc. for public comment
0% 21% 67% 12% 0% 24% 62% 14% 0% 18% 73% 9%
Jointly developed action plans with 
NTFC members 0% 18% 61% 21% 0% 19% 52% 29% 0% 18% 73% 9%
Training courses for NTFC members 0% 27% 58% 15% 0% 33% 52% 14% 0% 18% 64% 18%
Support to NTFC working groups 0% 24% 58% 18% 0% 24% 52% 24% 0% 27% 64% 9%
Development and implementation of 
ICT software and collaborative process 
optimizations with selected institutions
3% 24% 58% 15% 5% 24% 52% 19% 0% 27% 64% 9%
Coordinating activities with 13 
binational chambers of commerce, and 
the largest business associations of the 
country
0% 27% 45% 27% 0% 29% 38% 33% 0% 27% 55% 18%
Training to laboratory professionals 0% 15% 64% 21% 0% 14% 67% 19% 0% 18% 55% 27%
T-FAST facilitated electronic payments 
and installed ICT server hardware on 
which digitalized processes are being 
programmed and implemented
0% 15% 61% 24% 0% 14% 62% 24% 0% 18% 55% 27%
T-FAST developed the first NTFC 
monitoring plan and a communications 
plan that addresses the needs of the 
NTFC’s 45+ members
0% 27% 52% 21% 0% 24% 52% 24% 0% 36% 45% 18%
T-FAST supported the process to 
achieve complete adoption of the 
Authorized Economic Operator (AEO) 
program at regulatory institutions
0% 27% 48% 24% 0% 29% 43% 29% 0% 27% 55% 18%
Survey respondents largely indicated that they did not know if the T-FAST project was effective at 
reaching women (55%), though for respondents who provided a rating, responses indicated high (27%) 
and medium (18%) effectiveness. Respondents indicated moderate to high confidence that T-FAST 
would be effective at achieving its target for reducing time to trade (39% high, 39% medium, and 21% 
did not know).
Table 12: Survey Respondents’ Perception of T-FAST Effectiveness at Reaching Women and Reducing 
Time to Trade
Low Med High Don't 
Know
Effectiveness of T-FAST at reaching women 0% 18% 27% 55%
Effectiveness of T-FAST for reducing average time to trade 0% 39% 39% 21%
In open-ended questions, respondents were asked to list up to three activities that T-FAST could invest 
in to improve the reduction of average time to trade. The most cited activities were continued 
digitalization of documentation and processes, streamlining of procedures and reduction of 
bureaucracy, improved availability of information and transparency in communication, improved IT 
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infrastructure, and continued expansion of the Authorized Economic Operator (AEO) program (see text 
box below).
3.1.4. Sustainability 
Respondents answered closed-ended questions on the extent to which the T-FAST project’s results to 
date will be sustained in the long-term. Survey responses indicate that the majority of respondents 
believe it is highly likely that the results will be sustained (61% overall, 62% of public sector, 55% of 
private sector). 
Table 13: Survey Respondents’ Perception of Sustainability of T-FAST Results to Date
Low Med High Don't 
Know
To what extent will T-FAST results be sustained 0% 21% 61% 18%
In open-ended questions, respondents were asked to list up to three factors that would indicate or 
increase the likelihood of sustainability of results after the project ends. The responses were quite 
diverse, falling into several thematic areas:
• Strength of the NTFC – including capacity building for the NTFC and its leadership, strengthening 
or reviewing the legal framework of the NTFC, improving systems and tools available to the 
NTFC, etc.
• Availability of Financial Resources – for the NTFC and for the sector overall, including 
commitments from public and private institutions and identification of other resources from 
other sources.
• Political Will and Commitment – including written and demonstrated commitments from public 
institutions and sector leaders, as well as more consistent participation and reduction of 
turnover.
• Continued Digitalization and Investment in IT – indicating that more availability and use of IT 
systems will increase reliability on those systems, making IT improvements more sustainable.
• Transparency and Improved Communications – including continued work to develop and expand 
communications platforms and to make data and information more accessible to interested 
parties.
Authorized Economic Operator Program
According to the T-FAST project, the AEO program is a modern and smart control strategy that develops and 
fosters security and compliance through the move from transaction-based controls to system-based controls 
based on strong partnerships with stakeholders throughout the supply chain. Processes, procedures, systems, 
competencies and security measures are verified by Customs at the company level and benefits are provided 
to traders to facilitate their transactions. AEO certified companies are given a preferential treatment for trade 
operators, including a guaranteed 95% green channel for all their Customs releases. The AEO program 
requirements are described in Article 7.7 of the TFA.
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3.1.5. Challenges
Survey respondents answered two closed-ended questions to determine the extent to which external 
factors negatively or positively impacted the project. A relatively high percentage of respondents 
indicated that they did not know whether any external factors influenced the project (24% for each 
question), while 42% of respondents answered neutrally to each question. A small number of 
respondents (6%) felt that external factors did not negatively impact the project.
Table 14: Survey Respondents' Perception of the Impact of External Forces
Low Med High Don't 
Know
To what extent have external forces NEGATIVELY impacted project 6% 42% 27% 24%
To what extent have external forces POSITIVELY impacted project 0% 42% 33% 24%
In open-ended questions, respondents were asked to list up to two external factors that had a negative 
impact on the project and up to two factors that had a positive impact on the project. The most 
commonly cited factors with a negative impact were the pandemic, turnover of key public sector staff or 
NTFC representatives, and low use or access to IT infrastructure. The factors with a positive impact were 
more diverse, but several commonly cited factors were the move to a virtual environment due to the 
pandemic, increased international demand and economic rebound as the pandemic continued or 
restrictions eased, and the high interest and participation of the private sector in trade facilitation.
3.2. Findings from the KIIs 
The evaluation team conducted KIIs using a semi-structured interview approach to gain a deeper 
understanding and supplement the data collected through the online survey. The KIIs targeted both the 
public and private sector institutions most directly participating in T-FAST and some public and private 
institutions and external agencies that are well-aware of the project but who do not directly benefit 
from the activities.
3.2.1. Relevance
Priorities and T-FAST Response
Interviewees consistently indicated several top priorities for trade facilitation in Paraguay. Those 
included digitalization of processes, simplification of processes and procedures, and increased 
coordination across public institutions.
As described by interviewees, digitalization of processes refers to accessibility to the documentation and 
processes required for import or export of goods and to transparent information about trade and trade 
processes. Interviewees reported that this was an area in which T-FAST has been providing substantial 
support, in particular, through the provision of Information Technology (IT) hardware and software and 
relevant training.
Interviewees noted that many of the processes and procedures for foreign trade, including the pre￾customs and customs processes, were unnecessarily complicated and lengthy. In describing the priority 
for simplification of processes and procedures, interviewees often described reviewing existing process 
flows and streamlining the steps. Some interviewees specifically mentioned steps that appear to be 
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unnecessary or that are duplicative. Some interviewees also indicated their perception that individual 
steps in the import or export procedures for some goods are sometimes controlled by different offices
and that some steps could be combined into another step for simplification. In other words, 
interviewees indicated that steps in the import and export processes can be reduced – a perception 
highlighted by both private sector and public sector key informants. Interviewees reported that T-FAST 
has conducted studies, made recommendations, and supported improvements for simplification.
Interviewees indicated that increased and improved coordination across public institutions was a high 
priority for facilitating trade, with some interviewees also indicating that increased involvement of 
private sector in the coordination was a priority as well. The NTFC as a body and the working groups 
within the NTFC are the primary vehicle through which interviewees felt the priority is being addressed 
and noted that T-FAST has provided support to the NTFC on coordination and organization of efforts.
Several additional priorities were also named, though less frequently, including reduction of clearance 
times, improved communications, and awareness raising for the private sector. In general, interviewees 
who highlighted those priorities also indicated that T-FAST activities have supported those as well.
A subset of interviewees highlighted additional priorities for facilitation of Paraguay’s foreign trade that 
are outside of the TFA priorities and outside of the scope of T-FAST. One of those is the considerable
infrastructure needs unique to a landlocked country, in particular, waterway infrastructure and land 
border infrastructure. A second priority that does not align directly with the TFA requirements is a focus 
on improving facilitation of export rather than only import, with some interviewees noting that the TFA 
appears to be more concerned with import. That said, the interviewees who noted that priority also felt 
that most improvements to trade facilitation would support both export and import.
T-FAST Relevance to Other Activities
Beyond the perceived and stated priorities of the key stakeholders to foreign trade in Paraguay, the 
WTO TFA has its own priorities and there are other projects from international agencies to support 
foreign trade in Paraguay.
Interviewees reported that the TFA Category C Notifications are generally aligned with stakeholder 
priorities, in particular, around transparency of information and communications, prior consultation of 
the private sector, and average release time. Interviewees indicated that T-FAST has been actively 
supporting the NTFC and specific members to respond to the TFA requirements. The NTFC 
communications platform that is currently under implementation, the digitalization and process 
streamlining, and the support to fully implement the Authorized Economic Operator (AEO) program 
were all mentioned as relevant T-FAST support.
Interviewees, including those from NTFC member institutions and from international agencies, indicated 
that T-FAST has closely coordinated with other projects that are supporting trade facilitation or the 
NTFC. In particular, T-FAST has been able to fill in gaps where other projects were not operating (such as 
supporting career path analysis and HR improvements), build on the activities and recommendations of 
other projects (such as the Empowerment project supported by the UN Conference on Trade and 
Development, UNCTAD which proposed the formation of working groups that T-FAST has subsequently 
supported), and to complement the activities of other projects. Interviewees noted that the flexibility of 
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T-FAST has allowed it to avoid duplication and provide that complementary support, for example, 
providing HR support requested by some institutions to complement other projects’ assistance.
T-FAST staff have suggested that three mechanisms may be driving the flexibility that interviewees 
reported. The language of the annual workplan is less prescriptive than other donor-funded projects 
working on trade in Paraguay allowing for more ability to adapt an activity to the needs of the project 
participants. The T-FAST project Steering Committee, composed of representatives from the project, 
IESC, USDA, and the US Embassy, meets every three months and gives the project leadership an 
opportunity to discuss shifting needs and quickly adapt to address those needs. Activity 5 of T-FAST, the 
on-demand mechanism, is designed to give the project flexibility to respond to issues that arise during 
implementation. While Activity 5 had not been used during the first half of the project (the period 
covered by this Midterm Evaluation), participants are aware of it.
3.2.2. Effectiveness
Perceived Strengths and Weaknesses
Overall, interviewees indicated that the T-FAST project has a wide range of strengths and very few 
weaknesses. Key strengths named by interviewees included expertise of the program staff and 
consultants, support provided to the NTFC13
, transparent operations, and activities that have supported 
digitalization, streamlined procedures, installation of IT hardware and software, organizational structure 
and human resources, and training. Additionally, interviewees pointed out that while it is unusual to see 
a project support such a diverse set of activities, that has been a strength of T-FAST, allowing the project 
to build momentum across multiple institutions and priorities. Interviewees also noted that while T-FAST 
has provided direct support to only a subset of public institutions (e.g., DINAVISA, SENACSA, SENAVE, 
INAN, INTN), those have been the highest priority institutions to focus on.
Interviewees also noted a key perceived strength as the flexibility of the project to address needs as 
they arise. This includes adapting activities and plans based on changing needs, identifying additional 
needs and opportunities to support the NTFC and specific institutions, and responding to requests for 
support. In general, interviewees also stated that the project is extremely responsive to participants and 
their requests or communications. Though interviewees indicated rapid responses for most requests, 
one interviewee noted that some procurement processes were slower than expected.
Two weaknesses were noted, though only by a small number of interviewees. One is the length of the 
project in which some interviewees indicated concern that the project might end at an inopportune time 
and before the NTFC will be able to fully take on the responsibility that T-FAST currently has. 
Accompanying the comments on time, some interviewees also noted that the onset of the COVID-19 
pandemic slowed the start of T-FAST and delayed some activities. Mitigating this stated weakness, some 
interviewees noted that the challenge of turnover of NTFC representatives and leadership, for example 
after elections which are set to take place near the close of the project, is beyond the control of T-FAST.
Some also noted that there have been projects supporting the NTFC and trade facilitation before T-FAST 
13 As summarized in section 1.2 Project Description, T-FAST support to the NTFC includes two staff embedded at 
the MRE a variety of technical assistance related to NTFC meetings and planning, development of communications 
plan and monitoring plan including a monitoring dashboard, establishment of thematic working groups within the 
NTFC, and organizing and support regular meetings.
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and there is reason to believe there will be opportunities for other international support to continue 
after T-FAST ends.
The second weakness indicated by some interviewees was also reported as a strength by other
interviewees: communications. As a weakness, interviewees highlighted the need to raise 
communications to a higher level within the public sector and at times a lack of communication from the 
representatives on the NTFC to their colleagues (superiors, peers, and subordinates) who might be 
affected by or influential on the activities of the NTFC and the project. As strengths, interviewees noted 
the improvement in regular communication from the NTFC, transparency in the operations and budget 
of T-FAST, and the focus on the NTFC platform to increase information flow and opportunities for 
consultation.
Average Time to Trade
Interviewees consistently reported that the ambitious target of 30% reduction in time to trade is 
achievable within the period of the T-FAST project. Interviewees from both private and public sectors 
indicated that time to trade had already been reduced appreciably, and even that some of the already 
implemented activities would continue to reduce time further than has been observed so far.14 Some 
interviewees with a “client facing” responsibility also noted that they had received positive feedback 
from companies and individuals directly involved in foreign trade about the improvement in procedures 
and digitalization.
Interviewees pointed to several activities in particular as contributing to a reduction of time to trade, 
and highlighted opportunities for further reduction. The support to digitalization15 was the most named 
activity in supporting this objective, with many interviewees noting that despite great progress, there 
are still many opportunities for further digitalization of processes and documentation, including 
numerous documents and approvals that can still be automated or moved online. The IT hardware and 
software that has contributed to this activity can also be further expanded.
Other activities that interviewees indicated have contributed to reduction in time to trade include:
• The roll-out of the AEO program.
16
• Studies on process flows and subsequent efforts to address inefficiencies.
• Human resource studies and consulting to improve organizational structure and career paths
within specific public institutions.17
Some interviewees also highlighted that while the T-FAST project and the NTFC are on track to achieve 
the target reduction in time to trade, the results are still quite dependent on political will and 
14 This stakeholder perception cannot be compared to actual results per the indicator data as the project 
performance indicator 2.1 “Average release time for agricultural goods” was measured at baseline and was next 
scheduled to be measured in Year 3.
15 As summarized in section 1.2 Project Description, T-FAST support to digitalization includes conducting 
assessments, developing action plans, providing equipment and servers, installing software, funding training, and 
negotiating licensing fees.
16 The Authorized Economic Operator program is a risk management strategy that develops and fosters security 
and compliance through partnerships with stakeholders along the supply chain for import and export goods.
17 Studies on processes and on human resources issues were conducted directly by T-FAST staff or by consultants 
engaged by the project.
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commitment from the relevant public institutions. In particular, the current momentum of the NTFC is 
high, but interviewees felt that is a potential risk for the future, especially if there is turnover in key 
positions. Also, some important improvements will require support through legal framework changes or 
policy changes that depend on factors outside of the control of T-FAST. Additionally, some 
improvements will require continued focus and willingness on the part of the specific public institutions 
they relate to, including the National Customs Authority (DNA), the Single Import and Export Windows 
(VUI and VUE respectively), and others that have been very involved in the project to date.
Inclusion of Women
Interviewees consistently reported that women were well-represented in trade facilitation in Paraguay. 
Many pointed to the large number of women in key positions for foreign trade, including in the relevant 
public sector institutions, in private sector associations, and in private companies. Interviewees 
specifically noted the active leadership of women representatives in the NTFC and in their institutions, 
and their involvement in decision-making.
One area where this is not the case, as noted by one interviewee, is the IT sector. T-FAST has provided 
considerable support for IT in several institutions, and there are fewer women involved in IT in 
Paraguay, thus their perception is that this is an area where women are less represented within the 
project. 
3.2.3. Efficiency
Cost/Benefit of Activities and Results
Interviewees generally noted that they felt the project is providing value proportionate to the resources 
available, accomplishing a lot for the total budget. The transparency of budget and allocations gave 
interviewees insight into the efficiency of the use of resources. Interviewees noted their perception that 
many of the activities of T-FAST are managed efficiently and that the project follows through on its 
planned tasks. Interviewees also highlighted the flexibility of the project to adapt to needs, identify new 
opportunities, and/or respond to institutional requests as an example of efficiency.
Two specific critiques arose to efficiency from individual interviews. One was the limitation of the scope 
of the T-FAST project to priorities closely aligned to the TFA when there are some other priorities that 
could be addressed to improve facilitation of trade (e.g., infrastructure needs). The other was the 
sometimes-long process for some procurements to be approved.
3.2.4. Sustainability 
Interviewees indicated that they believe that most if not all of the activities and results already achieved 
through T-FAST and the NTFC are sustainable. Interviewees stated that this belief is primarily due to the 
types of activities and results seen to date. In particular, the technology improvements for digitalization
and the streamlining of processes or organizational structures have reduced time and cost for those 
involved in foreign trade and made the work of the supported institutions easier. The importers and 
exporters involved in foreign trade and public institutions with responsibilities for customs or other 
foreign trade processes have no reason to change their processes or procedures back to the way they
were before, so the efforts are seen as sustainable.
Interviewees noted that the support to the NTFC itself, through formation of working groups, 
development of plans and indicators, and other operational aspects, has also improved the work and 
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relationships of representatives. While the work of the NTFC does require a time commitment from 
those representatives, interviewees felt that the improvements have made their involvement more 
efficient and thus they are likely to be sustained. Training, capacity building, and knowledge sharing are 
helping to internalize many of the improvements and support sustainability as well, though the training 
activities and results are more difficult to sustain due to required budgets and potential for turnover of 
individuals trained.
To maximize sustainability, interviewees highlighted a need for further commitment from leadership in 
the government and from each of the public institutions. Interviewees noted opportunities for 
sustainability planning, financial or other resource commitments from stakeholders, and monitoring 
efforts that can help with NTFC management and activity follow-through. Key informants cited concerns 
that without a stronger commitment from government leadership to maintaining the NTFC and 
commitments from stakeholders, the NTFC will have a more difficult path to sustainability. Further, 
some informants suggested that the current legal framework under which the NTFC operates and its 
mandate may need to be revised and updated from time to time to support long-term sustainability. 
This type of review and revision has already taken place once, so there is precedent to continue the 
practice.
Many of the interviewees expressed confidence that the project will achieve sustainable results through 
the capacity building activities in each key institution.
3.2.5. Impact
Interviewees generally felt that the T-FAST project is on target to achieve a long-term impact on trade 
facilitation and on trade of agricultural goods. As of the midterm evaluation, most of the responses of 
interviewees are focused on potential opportunities to contribute to and improve impact over the long￾term. These key contributors and opportunities include:
• Capacity building at key institutions (public and private).
• Capacity building of the NTFC overall, in particular the leadership training in progress.
• Continued support for IT infrastructure and equipment, across institutions.
• Continued support to improve coordination between the NTFC, the working groups, and the 
institutional members.
3.2.6. Challenges
The most cited challenge to the T-FAST project is the COVID-19 pandemic. Interestingly, interviewees 
highlighted a number of positive and negative effects of the pandemic on the project. On the positive 
side, they noted that it increased the urgency and momentum for digitalization and generally moving 
more of the processes and information online. Interviewees also believed that it increased the 
participation in NTFC meetings and other events because it was easier to join without a commute. This 
belief included a perception that participation came from a higher level of representation within 
relevant institutions than was likely had the meetings been in person.
Interviewees perceived negative effects of the pandemic as well. They felt the project was delayed 
overall and that some specific efforts were delayed or slowed due to the inability to visit sites and meet 
with key counterparts in person. Some of the initial delay was due to the project responding to the 
changes in context and restrictions put in place due to the pandemic, and the project did work to adapt 
to the new reality. One specific negative effect of the delay was noted by several interviewees, the 
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timing at start up may have affected the project’s coordination with the UNCTAD Empower project
which was conducting some relevant studies. Interviewees did note that the two projects’ coordination 
greatly improved later.
The other often cited challenge to the project and to trade facilitation was turnover in key positions, 
primarily in the public sector. This has included some key counterparts at MRE, including those very 
involved in the NTFC, that affected the continuity of knowledge and activities. The project has been able 
to immediately work with newly appointed or hired staff, but the delays or in some cases setbacks were 
noted as difficult to manage smoothly even when the replacement is knowledgeable, experienced, and 
capable.
Interviewees noted several other important external factors that have had negative effects on foreign 
trade overall, and on trade facilitation or the project more specifically:
• Pandemic restrictions and shutdowns in Paraguay and other countries have affected the volume 
of trade.
• The drought in Paraguay has had a large effect on agricultural production and trade.
• Bureaucracy and corruption were both named as challenges to the effectiveness of the project.
• Changes in diplomatic relations, including issues like the Russia-Ukraine war have posed 
challenges for trade.
3.3. Findings from Project Documents 
The evaluation team conducted a detailed review of several project documents in order to fill in gaps in 
information that could not be collected through the survey or KIIs. In particular, the team reviewed the 
project’s annual workplans and semi-annual reports, the indicator reports and data, financial reports, 
and revised Performance Monitoring Plan (PMP), as well as several other documents shared by the T￾FAST project team or created by the project team at the request of the evaluators.
3.3.1. Effectiveness
Activity Progress, Challenges, and Adaptation
Based on reviews of the workplans and semi-annual reports, during the first two years of the project, T￾FAST consistently made progress on activities. The project reported regular communications with key 
stakeholders, preparing the foundation for future work through knowledge transfer and training, 
collecting and analyzing information on trade facilitation needs and processes, and implementing ICT 
hardware and software procurement and installations. Examples of specific project actions progressing 
effectively per the reports include:
• Assessments of trade facilitation environment for agricultural goods, and assessments of seven 
(four public and three private) quality control laboratories for agricultural goods.
• Training and certification on laboratory protocols and best practices.
• Action plan for design and development of an online platform for the NTFC to publish policy 
proposals for key public institutions and receive comments from the private sector.18
18 This platform is part of the effort for meeting the requirements of Article 2 of the TFA and the T-FAST project has 
supported its development and roll out including compatibility assessments, participatory workshops and technical 
design, procurement of hardware and software, and training.
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• Training of technical staff in communication, change management, and analysis of comments on 
policy proposals.
• Training assessment and provision of training for private sector associations to improve 
engagement in trade facilitation reform. 
• Promotion and expansion of the AEO program.
• Execution of reorganization of the NTFC structure and establishment of working groups.
The project also reported challenges in executing several specific actions but was generally able to adapt 
to mitigate the challenges or achieve goals through alternative approaches. The primary challenges 
requiring adaptation of activities and sub-activities arose due to the COVID-19 pandemic, bureaucratic 
or institutional obstacles, or assessments that identified unexpected obstacles and needs. Examples of 
specific project actions that adapted or arose from challenges include:
• Delivering certain training courses using a hybrid in-person/virtual approach.
• Recognizing a challenge of human resources attrition in several institutions, the project has 
supported institutions with reorganizations and career plans.
• Support to SENAVE for cross-border relations to speed the control process ran into an obstacle 
when legal counsel decided to cancel the request. T-FAST was able to adapt by reallocating 
support to other activities.
Planned vs. Executed Activities
The evaluation team analyzed and compared the activities planned in each annual workplan with those 
executed according to the semi-annual reports. The analysis focused on the Year 2 plan and reports as in 
Year 1 no action was reported as completed (in large part due to delays from the onset of the 
pandemic). The analysis considered three stages of progress for activities: completed, in progress, and 
not initiated. Completed actions are those completed as planned for the project year in question. 
Actions in progress are those initiated but not concluded. Actions not initiated are those that are still in 
the planning process or not reporting any progress. The evaluation team determined level of progress 
based on the progress described in the T-FAST semi-annual reports. For this purpose, the team 
identified all actions by sub-activity according to the Year 2 Annual Work Plan and compared them to 
the progress of each action based on each semi-annual report. The level of progress is based on the 
criteria of the evaluation team and focuses specifically on the progress reported in Year 2, given that in 
Year 1 no action was reported as completed. Further, if the T-FAST semi-annual reports for Year 2 did 
not provide an update on a planned activity, the evaluation team considered this not progressed beyond 
the status from the previous report (if any). Therefore, the progress noted in Table 15 is an estimate by 
the evaluation team based on the data available from the document review. Nevertheless, this midterm 
evaluation presents an overview of the level of completion of planned actions as of the close of Year 2 of 
the project for the purpose of gaining additional perspective on the effectiveness and efficiency of T￾FAST.
As of the end of Year 2, the sub-activities of Activity 1 varied in terms of their level of completion. The 
NTFC working groups reorganization and the assessment of trade facilitation environment for 
agricultural goods had the lowest proportion of completed actions. The sub-activities of Activity 2 
showed a higher percentage and number of actions completed. Activity 3 shows more than 40% of 
actions completed with more than 40% in progress and a small amount to be initiated. The majority of 
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sub-activities of Activity 4 have been completed with the procurement of technological hardware and 
software for INTN, INAN, SENAVE and DINAVISA. The full set of actions and their status as presented in 
Table 15 below is included in Annex 5.
Table 15: Progress vs. Plan by Sub-Activity19
Activity Sub-Activity
Actions (in % of completion)
Total
#
Completed In 
Progress
Not 
initiated
1. Strengthen the 
National Trade 
Facilitation 
Committee (Capacity 
Building: Promote 
Improved Policy and 
Regulatory 
Framework)
1.1. Establish and Coordinate Steering 
Committee
2 100% 0% 0%
1.2. Conduct Initial Assessment of the 
Trade Facilitation Environment for Food 
and Agricultural Goods
5 20% 20% 60%
1.3. NTFC Working Groups Re-organization 16 19% 19% 63%
1.4. Build Core Capacity of the NTFC 19 53% 16% 32%
2. Support Process 
Modernization with 
Government 
Institutions and 
Agencies in 
Agriculture 
Import/Export 
Processes
2.1. Support NTFC related to 
Publication/Opportunity to Comment 4 100% 0% 0%
2.2. Support NTFC related to Laboratory 
Testing
12 42% 42% 17%
2.3. Support NTFC related to Time Release 
and Expedited Shipping 44 43% 16% 41%
2.4. Support NTFC related to Border 
Cooperation
6 33% 50% 17%
Other activities 2 50% 50% 0%
3. Engage Trade 
Associations to 
Promote Improved 
Trade Facilitation
3.1. Build Capacity of Private Sector to 
Engage in Trade Facilitation Reform 7 43% 43% 14%
4. Procure Software 
and Equipment to 
Improve Agriculture
Import/Export 
Processes
4.1. Develop Infrastructure to Implement 
NTFC Priorities related to 
Publication/Opportunity to Comment
1 100% 0% 0%
4.2. Develop Infrastructure to Implement 
NTFC Informal Producers to Formal Market 1 100% 0% 0%
19 As Activity 5 had not started during the period evaluated by this midterm evaluation it is not included in this 
table.
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4.3. Develop Infrastructure to Implement 
NTFC Priorities related to Time Release and 
Expedited Shipping
9 78% 22% 0%
Summary of Challenges for Activities Performed vs. Planned
Activity 1: Strengthen the National Trade Facilitation Committee (Capacity Building: Promote Improved 
Policy and Regulatory Framework) 
1.2. The sub-activity “Conduct Initial Assessment of the Trade Facilitation Environment for Food and 
Agricultural Goods” had a primary objective to conduct a Paraguay Agriculture Laboratory Capacity 
Assessment. KSU completed the technical evaluations of seven Paraguayan agricultural product control 
laboratories (four public and three private). As a result, a laboratory technical subcommittee was 
planned to be established to assist in the implementation of action plans. However, activities planned to 
conduct an air transportation import/export process could not be carried out due to restrictions 
implemented as a consequence of the COVID19 pandemic.
1.3. Regarding the sub-activity “Reorganization of the NTFC Working Groups,” T-FAST worked in close 
coordination with UNCTAD to establish three working groups, each led by a team of one public 
institution and a representative of a private sector association. Other actions such as facilitating a lab 
learning trip and facilitating an expedited shipping learning trip could not be achieved as planned due to 
restrictions imposed by COVID. T-FAST organized virtual learning opportunities via Zoom instead, and 
postponed the planned border integration learning trip to 2022.
1.4. For the sub-activity “Build Core Capacity of the NTFC,” one of the deliverables is to build NTFC Staff 
Structural and Operational Capacity. Among other actions within this sub-activity, the project hired a 
communication specialist who started working with the monitoring specialist. The monitoring specialist 
developed specific indicators to measure progress towards reaching objectives and maintained an 
updated project dashboard, tracking TFA-relevant working group initiatives against the TFA’s Category C 
Notifications for Paraguay.
Activity 2: Support Process Modernization with Government Institutions and Agencies in Agriculture 
Import/Export Processes
2.2 Regarding the sub-activity “Support NTFC related to Laboratory Testing,” T-FAST has successfully 
addressed the majority of the tasks to be carried out. Actions completed included assessments of eight 
agricultural laboratories, training, and planning for ICT solutions. Several actions are ongoing, including 
implementation of action plans and provision of technical assistance. However, follow-up training and 
technical assistance, had not yet been initiated.
2.3 Under the sub-activity “Support NTFC related to Time Release and Expedited Shipping,” a number of 
technological support actions have been completed. Additionally, in response to an observation on 
human resource challenges for INTN, T-FAST supported the development of a Career, Job, and Salary 
plan that INTN has committed to adopt as policy and with budgetary support. Several actions, such as 
studies or the introduction of electronic systems, were slowed or delayed due to COVID or bureaucratic 
obstacles.
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2.4 The sub-activity “Support NTFC related to Border Cooperation” has made progress on almost all 
planned actions, with some studies and contracting of technical support completed. Only the effort to
support SENAVE with legal and technical assistance related to reform of integrated control areas had 
not been initiated due to SENAVE’s decision to cancel the request. Other activities that supported T￾FAST Activity 2 overall, including signing agreements with various NTFC stakeholders were progressing 
or completed during Year 2.
Activity 3: Engage Trade Associations to Promote Improved Trade Facilitation 
3.1 With reference to the sub-activity “Build Capacity of Private Sector to Engage in Trade Facilitation 
Reform,” the project has made progress on several fronts. T-FAST assessed trade association training 
needs and began a series of Workshops that included technical and legal guidance for trade association 
staff on how to effectively propose new policies. The project also developed and supported 
implementation of a plan to promote the AEO program in coordination with the private sector.
Activity 4: Procure Software and Equipment to Improve Agriculture Import/Export Processes
All planned actions under the sub-activities of T-FAST Activity 4 were completed or in progress as of the 
end of Year 2.
Activity 5: Manage On-Demand Mechanism for Improvements in Agriculture Import/Export Processes
Activity 5 had not started during the period covered by this midterm evaluation, so no actions were 
planned or reported on by the project.
Performance Indicator Analysis
The evaluation team reviewed the T-FAST indicator tables, the semi-annual reports, and the backup 
documentation to analyze three aspects of the performance indicator progress:
• Comparison between the results of the indicator table and the semi-annual reports.
• Control of the means of verification that support the results reported in the implementation of 
the T-FAST Project.
• Projection of expected results at the close of the T-FAST Project.
Indicator Table and Semi-Annual Reports
In a comparison of the indicator tables and the results reported in semi-annual reports, some small 
discrepancies were found that are clearly explained, have been corrected, or were changed based on 
guidance from USDA. The custom indicator 1.1 “percent of stakeholders who perceive the NTFC is 
enacting their agenda to strengthen trade facilitation in Paraguay” was not reported in Year 1 but 
appears to have the correct data included for both Year 1 and Year 2 in the Year 2 Annual Report. This 
was reported in accordance with USDA’s instructions. Custom indicator 2.1 “average release time for 
agricultural goods” was not reported in Year 1, but appears to have the correct data included for Year 1 
in the Year 2 Annual Report. This indicator was also reported in accordance with USDA’s instructions. 
Custom indicator 2.2 “average cost of trade for agricultural goods” was removed based on 
recommendation from the baseline study, and indicator C.3 “percent of shipments assigned to the green 
channel for imports” was added based on recommendation from the baseline study.
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Review of Means of Verification
All indicators reported to date have a means of verification. The only observation of the evaluation team 
on the data is to note that some indicators have no progress to date. These include indicator 4.1 
“number of laboratories with improved infrastructure to better support international protocols for food 
testing/safety as a result of USDA assistance” and indicator 3.1 “number of private and public sector 
comments regarding trade reform and TFA implementation received by government through the T-FAST 
mechanism.” These are both expected to have data to report in future periods and T-FAST has already 
made progress on indicator 4.1 in the current period, reported in the most recent semi-annual report 
after the cutoff date for review in this midterm evaluation.
Projections of Expected Indicator Results Compared to Targets
The evaluation team analyzed the data on indicator progress to date, including through December 2021 
(Quarter 1 of Year 3) to estimate potential progress of the project through Year 4. Three scenarios were 
constructed for each indicator. A pessimistic scenario assumes that the project will not achieve any more 
progress beyond the results through December 2021. Indicators that had already achieved their Life of 
Project (LOP) target meet the pessimistic scenario. An expected scenario and an optimistic scenario
assume that Year 3 and Year 4 progress will continue either based on the expected targets set by the 
project for each year, or based on a continuation of the average quarterly progress achieved to date. 
The evaluation team also notes that some indicators are behind in progress due to delays caused by the 
pandemic and still have the opportunity to catch up even quicker than the optimistic scenario. This 
analysis simply helps to identify results for which the project might need to scale or adapt activities to 
meet their targets or where T-FAST might consider reviewing targets. T-FAST has ample opportunity in 
Years 3 and 4 to make progress towards achieving or exceeding targets as pandemic restrictions 
continue to ease, and as some activities build momentum and naturally pick up speed.
Based on the three scenarios, the indicators are classified into four categories: those that will meet their 
targets under the pessimistic scenario (green cells in Table 16: Indicator Progress and LOP 
ProjectionsTable 16 below), those that will meet their targets under the expected scenario (yellow cells), 
those that will meet their targets under the optimistic scenario (yellow cells), and those that T-FAST may 
want to review to ensure they will move at a pace in the remaining two years to meet their targets (red 
cells and red text).
Table 16: Indicator Progress and LOP Projections
Projections
# Indicator LOP Target Pessimistic 
Scenario
Expected 
Scenario
Optimistic 
Scenario
1
1. Number of host government or community 
derived risk management plans formally 
proposed, adopted, implemented, or 
institutionalized with USDA assistance
8 8 36 43
2
2. Number of organizations with increased 
performance improvement with USDA assistance 9 0 0 4
3
3. Value of new U.S. assistance commitments and 
new public and private sector investment 
leveraged by USDA to support food security and 
nutrition (USD)
$1,456,000 $3,222,995 $12,562,419 $15,675,225 
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Projections
# Indicator LOP Target Pessimistic 
Scenario
Expected 
Scenario
Optimistic 
Scenario
4
4.1 Number of laboratories with improved 
infrastructure to better support international 
protocols for food testing/safety, as a result of 
USDA assistance
6 0 0 4
5
5. Number of policies, regulations, and/or 
administrative procedures in each of the following 
stages of development as a result of USDA 
assistance
75 61 247 285
6
6. Number of individuals who have received short￾term agricultural sector productivity or food 
security training as a result of USDA assistance
1,006 457 929 996
7
7. Number of individuals participating in USDA 
food security programs 1,006 457 929 996
8
8. Number of individuals benefiting indirectly 
from USDA-funded interventions 19,396 12,407 54,143 54,311
9 Context: C 1.1 Value of agricultural imports $1.04B $1.00B $1,03B $1.04B
10 Context: C 1.2 Volume of agricultural imports 1.27M 1.26M 1.27M 1.49M
11 Context: C 2.1 Value of agricultural exports $5.22B $5.19B $5.22B $6.47B
12 Context: C 2.2 Volume of agricultural exports 13.47M 13.41M 13.47M 13.72M
13 Context: C 3 Percent of shipments assigned to the 
green channel for imports20 16% 10% 13% 16%
14
1.1 Percent of stakeholders who perceive the 
NTFC is enacting their agenda to strengthen trade 
facilitation in Paraguay
85% 78% 81% 85%
15 2.1 Average release time for agricultural goods21 324 463 410 324
16
2.3 Number of individuals in the agricultural trade 
system who have applied techniques or 
technologies that were provided with USDA 
assistance
970 600 2,689 3,200 
17
3.1 Number of private and public sector 
comments regarding trade reform and TFA 
implementation received by gov’t through the T–
FAST mechanism
57 0 0 7
18
Number of World Trade Organization Trade 
Facilitation Agreement provisions supported with 
USG assistance (EG.2.1-1)
15 6 19 24
As of the midterm evaluation, Indicators numbered 2, 4, 6, 7, and 17 were progressing at a slower rate 
than necessary to achieve their targets based on the optimistic scenario. As of December 2021, when 
the most recent indicator data was collected and presented for analysis in the midterm evaluation, T￾FAST had not yet completed an organizational capacity assessment process using the Organizational 
20 Context indicator C 3 “Percent of shipments assigned to the green channel for imports” was added to the PMP 
after the baseline study in response to recommendations from the baseline. It has only been measured once to 
date and will next be measured in Year 3.
21 Custom indicator 2.1 “Average release time for agricultural goods” has only been measured at baseline and will 
next be measured in Year 3.
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Performance Index (OPI) which will directly impact indicator 2. Indicator 4 has seen some progress since 
the midterm, already meeting the expected target for Year 3. Indicators 6 and 7 were projected to come 
within 1% of the target under the optimistic scenario, and indeed in the first half of Year 3 (after the 
period studied in this midterm evaluation) the project has already increased its pace above the expected 
and optimistic scenarios and is on track to exceed targets. The NTFC platform for publishing policy 
proposals to receive comments had not yet been launched as of December 2021, which will directly 
impact indicator 17.
3.3.2. Efficiency
To contribute to understanding the efficiency of the project, the evaluation team reviewed financial 
reports and expenditures to apply in comparing planned actions against executed actions under each T￾FAST activity. For the calculation of progress of actions under each activity over two years, the 
evaluation team used the work breakdown spreadsheet provided by T-FAST with self-assessed status 
(completed, in progress, not initiated). Direct costs attributed to each activity in years 1 and 2 (from 
start through September 30, 2021) were considered with indirect costs added based on the distribution 
of direct cost. The total cost for these years was $3,105,707 with 179 planned actions, of which 46% 
were completed, 15% were in progress, and the remaining 39% had not been initiated. Activity 2 
executed the highest budget ($1.1M), planned the most actions (89), and started or completed the 
majority of those actions (56%). Activity 4 executed the second highest budget ($1.1M) with fewer 
planned actions (11) and completed the highest percentage of those actions (82%), primarily purchase 
of IT hardware and software.
Table 17: Cost Effectiveness Analysis by Activity and Action Status
Actions
Activity Budget Total % 
Completed
% In 
progress
% Not 
initiated
1. Strengthen the National Trade Facilitation 
Committee
$742,828 70 54.3% 10.0% 35.7%
2. Support Process Modernization with 
Government Institutions and Agencies in 
Agriculture Import/Export Processes
$1,117,239 89 34.8% 21.3% 43.8%
3. Engage Trade Associations to Promote 
Improved Trade Facilitation $143,024 9 44.4% 11.1% 44.4%
4. Procure Software and Equipment to 
Improve Agriculture Import/Export Processes $1,102,616 11 81.8% 0.0% 18.2%
5. Manage On-Demand Mechanism for 
Improvements in Agriculture Import/Export 
Processes22
$0 0 0.0% 0.0% 0.0%
Total $3,105,707 179 45.8% 15.1% 39.1%
22 The project includes this flexible mechanism to support unexpected needs that arise or evolve during 
implementation. It had not been started during the period covered by this midterm evaluation.
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3.3.3. Challenges
The project reported several critical challenges to implementation. Two particular challenges that also 
resonated in the reported progress against activities were the COVID-19 pandemic and the turnover of 
public sector representatives to the NTFC.
The pandemic had negative and positive reported effects on the project. It created delays with planned 
activities that required an in-person component or travel, slowed development or progress of some 
activities, and disrupted many of the underlying foreign trade activities that T-FAST was working to 
improve. At the same time, the shift to virtual meetings for the NTFC is believed to have increased 
participation through the pandemic, and the closure of many public offices to visitors created urgency 
for digitalization of processes and documentation.
Despite the challenges of the pandemic, the project was able to adjust plans, including by using virtual 
meetings and remote training, providing additional support for IT solutions needed by public 
institutions, and shifting the timing of some activities. The project’s adaptation through the pandemic 
also allowed for additional time in planning events and activities that could be increased as the 
pandemic restrictions eased.
Public sector staff participating in the project include those from MRE leading the NTFC, representatives 
to the NTFC, and participants in training, institutional capacity building, streamlining processes, 
implementing IT solutions, and planning efforts. Per reporting, public sector staff are occasionally 
reassigned to new responsibilities or leave their role through other types of human resource attrition. 
This has been a challenge for T-FAST, as even when a replacement is quickly identified and has the skills 
and capacity to take on their role, the change itself is disruptive and the new staff member often needs 
some time to adapt. As the project reports, these changes are largely out of the control of T-FAST, a 
statement which aligns with feedback heard in KIIs and in the survey. The project has documented its 
efforts to adapt, changing plans in response to those shifts in staffing, which stakeholders confirmed in 
KIIs and surveys as well.
 
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4.Conclusions 
4.1. Relevance 
4.1.1. To what extent have T–FAST expected results and activities to date addressed the 
core issues of target beneficiaries?
Based on the survey, KIIs, and document review, T-FAST’s expected results and activities to date address 
the core issues of target beneficiaries. The top priorities of project participants are digitalization of 
foreign trade procedures and paperwork, simplification of processes and procedures, and increased 
coordination across relevant public institutions. T-FAST’s stated objectives, plans, and activities align 
well with these priorities. Additionally, stakeholders indicated their perception that the project is 
addressing the most important issues for facilitating foreign trade.
There are priorities named by a subset of stakeholders that are outside of the stated scope of T-FAST
and beyond the requirements of the TFA. The most important of which is the considerable infrastructure 
needed for Paraguay as a landlocked country. In particular, Paraguay’s foreign trade is heavily 
dependent on waterway infrastructure which has seen increased pressure with the recent drought. 
Additionally, Paraguay relies on good relationships at land border crossings with its neighbors, primarily 
Brazil and Argentina. For that reason, land border infrastructure, such as bridges and buildings, and 
equipment, such as scanners, that can facilitate clearance of goods at the border, are seen as a priority 
as well.
4.1.2. Is the project relevant in addressing goals and objectives of the Trade Facilitation 
Agreement (TFA), particularly in assisting Paraguay with its Category C notifications?
Triangulating information from the document review, surveys, and interviews, T-FAST’s activities and 
expected results also support Paraguay in achieving completion of its Category C notifications. The focus 
of the project aligns directly with the TFA objectives, including activities to increase access to 
information, allow public consultation and commenting on policy proposals, reduction of average time 
for trade, training and equipment for laboratory professionals, and the AEO program.
The project participants indicated their belief that the project is well-aligned to the objectives of the 
TFA. The general priorities for Paraguay’s foreign trade as cited by participants also align closely with the 
TFA objectives.
4.1.3. Is the project coherent with other projects that support the TFA? Are the projects 
mutually supporting or duplicating efforts and if so, how?
The project is coordinating and complementing other projects that support the TFA in Paraguay, 
including several ongoing or recently completed projects supported by UN agencies and the EU or 
agencies from EU countries. T-FAST has demonstrated an interest and ability to coordinate closely with 
other projects not only to avoid a duplication of efforts, but to leverage one another’s work. For 
example, the UNCTAD Empowerment project conducted studies and assessments and proposed 
implementation of working groups for the NTFC. T-FAST coordinated closely with the effort, and 
supported the establishment of the working groups. In other cases, within specific key public institutions 
receiving support from other projects, T-FAST filled in gaps in equipment, training, or consultancy 
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activities. The ability of T-FAST to avoid duplication and complement other projects is credited largely to 
the flexibility of the project’s planning and budget.
In conversations with T-FAST and comparison with data from interviews and surveys, several factors 
have contributed to T-FAST’s flexibility. The approval of annual workplans that identify objectives and 
results with less prescriptive description of project actions has allowed T-FAST to adapt specific support 
to fit the changing situation. The project Steering Committee allowed T-FAST to discuss the shifting 
context and specific areas of opportunity or potential duplication, identify solutions, and receive quick 
approval for changes as necessary. Key informants also noted the project team’s subject matter and 
local context knowledge combined with their responsiveness to questions and concerns as contributors 
to flexibility.
4.2. Effectiveness 
4.2.1. How effectively is the project reaching its targets, both timewise and per the work 
plan? Is T–FAST on track to achieve the specific targets and results established? 
Based on the surveys and KIIs, the project is making effective progress towards its targets and 
objectives. Project participants are satisfied with the support the project is providing, believe the project 
is effective, and have highlighted some specific attributes of the project that are most valued: expertise 
of the staff and consultants, flexibility of the project to address changing needs, responsiveness of the 
project and project staff to questions and concerns raised by beneficiaries, and the approach to 
engaging embedded staff within the MRE to support the NTFC.
The document review highlights that, overall, the project is progressing, with many activities, objectives,
and indicator results on track to meet plans and targets. However, there are some gaps and challenges
for the project. In terms of activities, analysis of the T-FAST team’s reported status of planned activities 
during Years 1 & 2 indicates that approximately 46% of planned actions through Year 2 have been 
completed, with another 15% in progress, leaving approximately 39% of actions not yet initiated. Most 
of the project’s indicators are on track to meet targets, assuming that the project can continue to 
achieve similar progress during Years 3 and 4 as achieved during Years 1 and 2.
The pandemic has been the largest factor in challenges to achieving targets and completing activities per 
the work plan. The initial delay due to restrictions and necessary adjustments slowed progress up front, 
and unpredictability of changing restrictions or waves of pandemic challenges forced further adaptation 
of the project. Other challenges have affected the ability of T-FAST to execute on its workplans and 
achieve its targets, including bureaucratic delays in the public institutions receiving support and 
turnover of key public institution counterparts at MRE and in NTFC member representation.
Taking into consideration the challenges, despite some differences between workplan and execution, 
the project has shown great resilience and adaptability to maintain effectiveness. In fact, that flexibility 
has been more important to effectiveness in results and satisfaction of beneficiaries than simply 
completing all activities as described in the workplan given the dynamic context. Additionally, the delays 
due to the pandemic have raised the question from stakeholders of whether the time of the project can 
be extended to ensure that the support of T-FAST is fully utilized and realized.
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4.2.2. Which activity or combination of activities has/have the highest potential to achieve 
T–FAST’s higher-level result (expanded trade of agricultural products)?
T-FAST activities are focused on foreign trade facilitation more generally and not on specific aspects of 
agricultural production, processing, or domestic sales. However, trade of agricultural products will be 
expanded by T-FAST’s support for improvements to foreign trade processes with some additional focus 
on processes specific to agricultural goods and/or public institutions involved in various aspects of trade 
of agricultural goods.
According to partner institutions, several activities have the potential for high impact on T-FAST’s goal of 
expanded trade of agricultural products. Easing access to the Paraguayan market and other markets 
from Paraguay through the digitalization of processes and paperwork and the simplification of trade 
procedures are the two activities with the highest potential for expanding trade. The efforts have a 
higher potential for expanding agricultural trade by continuing to focus on improving the processes of 
key public institutions for agricultural trade such as SENAVE, SENACSA, INAN, and any laboratories 
involved in clearing agricultural products.
4.2.3. How effective is T–FAST at reaching women beneficiaries (particularly via capacity 
building activities) and what more could be done to improve women’s engagement / 
leadership?
Based on interviews and supported by the surveys, T-FAST is effective at reaching women beneficiaries. 
This is primarily due to the high participation of women in foreign trade, both in the public and private 
sectors. Women are reported to have leadership and management positions and be actively involved in 
decision-making. The composition of the NTFC includes more women than men, so project activities 
working with the NTFC adequately include and reach women. Additionally, the leadership of the working 
groups has high participation of women, and counterparts of many of the project activities at public 
institutions are women. Women are well-represented as participants in training courses.
4.2.4. Which activities were most effective in contributing to a reduction of average time of 
trade?
According to partner institutions, the activities that are most effective in contributing to a reduction of 
average time to trade are those that are most directly addressing the processes, procedures, rules, and 
paperwork required for import and export. Those include work on digitalization of processes and 
paperwork (including provision and expansion of IT hardware, software, and systems), streamlining of 
procedures, and support to specific public institutions on their bottlenecks or other constraints 
(including knowledge and skills, human resources, equipment, planning, and institutional strength).
Additionally, stakeholders indicated that the expansion of the AEO program has contributed to a 
reduction of average time to trade. As noted elsewhere, the relevant PMP indicator (custom indicator 
2.1 “Average release time for agricultural goods”) was calculated as part of the baseline study but has 
not been updated yet. It will next be calculated in Year 3 to show whether average time of trade has 
been reducing.
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4.3. Efficiency 
4.3.1. To what extent are staffing, management, and oversight costs suitable, given the 
number and scope of activities carried out and the outputs obtained?
To answer this question on efficiency, the evaluation team has taken into account the project 
stakeholders’ perceptions of cost and value as well as understanding how the results of the project 
relate to deviations or adaptations from its plans, in terms of budget, activities, and staffing. 
Stakeholders indicated that the project is providing substantial value to foreign trade overall, to the 
NTFC, and to the individual institutions involved, and that this value is proportionate to or even exceeds 
expectations for the resources employed.
Based on the review of plans, progress reports, and indicators, the project has adapted many of its 
activities and timing. In some cases, the project has experienced delays, while in others, the project is 
achieving more than expected. The annual project expenditures have generally remained in line with 
budgets.
The key challenges that have instigated project adaptations from plans are complex, including the 
pandemic, turnover of key public institution stakeholders, and bureaucracy in beneficiary institutions. 
Considering these challenges and the value stakeholders have placed on the flexibility of the project, the 
project has been efficient in its implementation. An emphasis on remaining flexible and continuing to 
adapt to the context is a key factor in the effectiveness and efficiency of the project to achieve results 
and to meet the needs of project beneficiaries.
4.4. Sustainability 
4.4.1. What factors contribute to the sustainability of project results and how has T–FAST 
focused on these to date? To what extent is progress being made towards project 
sustainability/graduation, and what could be done to strengthen the sustainability of 
project activities and results?
Partner institutions highlight several factors that they believe contribute to sustainability of both results 
and activities. Foremost among the factors are the value of simplification and automation of processes 
which benefit private sector importers and exporters as well as public institutions managing those 
processes. Given that it would take additional effort to return to the previous and generally agreed to be 
inferior way of doing things, it is likely that these changes will be maintained beyond the life of the 
project.
Additional factors for sustainability include the monitoring system and NTFC project dashboard making 
actions transparent and accountable, human and institutional capacity within individual institutions to 
continue activities and even improve on them, structure and management of the NTFC, commitment of 
institutional authorities, continued active participation of the private sector, and availability of financial 
resources. T-FAST has worked extensively on digitalization, simplification, IT systems, the project 
dashboard, and capacity development at individual institutions and with the NTFC management.
There is still ample opportunity to continue implementing digitalization and simplification activities and 
IT systems which are likely to be maintained. There are also still opportunities and project plans to
strengthen institutional capacity and the structure and management of the NTFC. To strengthen the 
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sustainability of project activities and results, further T-FAST support could be invested in the 
commitment and capacity of the NTFC. In particular, T-FAST can work with the NTFC and/or its members 
to identify and access financial resources for sustainability and to continue to develop the structure and 
leadership of the NTFC. Several key informants suggested that long-term sustainability and potential 
shifts in the country’s trade facilitation needs and the role of the NTFC to address those may require 
review and update to the legal framework of the NTFC.
4.5. Impact 
4.5.1. Identify both intended and unintended intermediate results that are expected to 
contribute to / or hinder medium and long-term effects? Given the project trajectory 
so far, is it feasible to achieve the expected medium and long-term effect? How can 
these results be enhanced or mitigated to ensure expected medium and long-term 
results are achieved?
The most important result of the activity to date has been the uptake of technology to support 
digitalization, simplification, and inter-institutional coordination and data sharing. The IT systems and 
related improvement of processes, paperwork, procedures, and data management contribute greatly to 
the medium and long-term goals of reduction of average time to trade and sustainability of the project’s 
support. The IT systems supported by T-FAST include creating electronic versions of paper based forms, 
eSignature approval processes, and electronic payments, among other changes. These upgrades have 
improved processes and efficiency for both public and private sector stakeholders, increasing the 
likelihood of their sustainability. With expanded use and reliability on those systems, additional 
individuals and institutions are adopting them as well.
For the longer-term effects, important contributing activities and results include training of personnel, 
institutional capacity strengthening, and support to the NTFC. The NTFC is the long-term avenue to 
continuous improvement of trade facilitation through coordination, consultation, and policy 
management.
4.6. Challenges 
4.6.1. What are the external forces that negatively and positively impacted the project 
implementation, what were the effects on different stakeholders, and how did the 
project attempt to overcome, mitigate, or capitalize its impact?
There are three primary external forces that negatively impacted project implementation: the COVID-19 
pandemic, the turnover in key positions in the public sector, and slow processes due to bureaucracy. 
Each of the factors caused delays and changes to many of the planned activities for the project, 
primarily affecting project participants in the way and time that they were able to engage with the 
project. Delays due to the pandemic near the start of the project also affected coordination with other 
projects such as the UNCTAD Empowerment project who noted that their consultancy regarding the 
structure of the NTFC and working groups launched as T-FAST was adapting to COVID and thus did not 
participate in meetings. However, T-FAST stayed flexible and adapted to the changing conditions. Some 
activities are still lagging behind their plans, but the project has maintained momentum.
The primary external force that positively impacted project implementation is also the pandemic. Due to 
safety-related restrictions, the pandemic increased the urgency and willingness on the part of public 
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institutions involved in trade to adopt IT systems and digitalization. It also moved NTFC meetings online,
which is believed to have increased regular attendance and the participation of many high-level officials 
at member institutions. The project capitalized on this by staying responsive to project participants’ 
requests for support, including for IT systems, analysis of processes for improvement, and digitalization.
4.6.2. What are the key challenges in collecting data and information and how did the 
project overcome or mitigate?
In reviewing project reports and data, the primary challenge in collecting information has been 
bureaucracy in approvals. Paraguay has strong databases for information on foreign trade, in particular 
the customs authority’s SOFIA system, first established with support from the private sector. The project 
has received extracts from SOFIA and other databases with approval through bureaucratic channels. The 
project has also conducted a variety of studies and assessments that have required interviews, surveys, 
and other data collection. In the relevant public institutions, this has usually required similar 
bureaucratic approval processes. Based on project reports and stakeholder feedback, the project has 
used two primary strategies to mitigate these challenges. T-FAST has planned for the bureaucracy, 
setting better expectations and budgeting more appropriate timelines for approvals. The project’s 
leadership has also maintained pressure to speed the processes through regular follow-up on requests.
4.6.3. Have recommendations from the baseline evaluation been incorporated into the 
project and if not, why not?
T-FAST has responded to all of the recommendations from the baseline. Some recommendations have 
been directly incorporated into the project, some have been adapted, and some have informed the 
project’s planning, implementation, and monitoring. A summary is provided in Table 18 below.
Table 18: Summary of Baseline Recommendations and T-FAST Responses
Baseline Recommendation T-FAST Action or Response
Recommendation 1: Adjust the targets for Custom 
Indicator 1.1: Percent of stakeholders who 
perceive the NTFC is enacting their agenda to 
strengthen trade facilitation in Paraguay.
The indicator definition and targets have been updated 
and approved in the revised PMP.
Recommendation 2: Consider other measures of 
NTFC effectiveness.
As included in the Year 2 workplan, the project MEL 
Specialist prepared and implemented a monitoring plan 
for the action plans of the NTFC working groups, a 
control panel/project dashboard for the NTFC, and a 
system to measure participation by NTFC members. 
Recommendation 3: Adjust the disaggregation of 
Custom Indicator 2.1: Average release time for 
agricultural goods.
The indicator disaggregation has been updated and 
approved in the revised PMP.
Recommendation 4: Consider other possible 
measures of efficiency in customs procedures.
T-FAST added a new indicator to measure the 
“proportion of shipments assigned to the green channel 
at customs for import products,” approved in the 
revised PMP.
Recommendation 5: Adjust or remove Custom 
Indicator 2.2: Average cost of trade for agricultural 
goods.
T-FAST removed custom indicator 2.2, approved in the 
revised PMP.
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Baseline Recommendation T-FAST Action or Response
Recommendation 6: Consider using some 
complexity aware monitoring tools for T-FAST.
T-FAST is planning to incorporate two complexity aware 
monitoring tools: Outcome Logging and Most Significant 
Change. The MEL Specialist has worked to incorporate 
the tools into the NTFC monitoring system.
Recommendation 7: To the extent possible, focus 
T-FAST activities on several specific needs for 
foreign trade in Paraguay.
T-FAST has focused efforts and invested resources into 
several of the recommended areas, including 
digitalization of data, the monitoring system for NTFC 
working group action plans, and transparent accessibility 
of trade information.
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5.Recommendations 
The recommendations to the T-FAST project, based on lessons learned from the fieldwork and findings 
of the midterm evaluation, fall into two categories:
• Overall Project Recommendations are actions or considerations for the project to take which 
may include areas of focus, activities, or changes to the project SOW.
• Recommendations for NTFC Support are actions or considerations specific to T-FAST’s support 
of the NTFC.
5.1. Overall Project Recommendations 
Recommendation 1. Continue and expand the most effective project activities.
These activities are already in T-FAST’s project plans, and there are many other activities planned that 
are not meant to be diminished by the recommendation. Still, these are some of the most effective and 
valued project activities and T-FAST should continue to invest resources and effort in them.
• Digitalization is considered to be perhaps the most valued support that T-FAST is providing the 
agricultural sector. Public and private sector representatives indicate that there are still ample 
opportunities to improve and expand digitalization of processes, paperwork, payments, etc. 
• Streamlining foreign trade processes is also highly valued by project participants and 
stakeholders. The project has been successful at assessing existing workflows and processes to 
identify areas for improvement, and stakeholders indicate that there are still many processes 
that can be improved.
• Similarly, institutional strengthening for high priority public institutions, including SENAVE, 
SENACSA, INTN, INAN, and DINAVISA, has been effective for the reduction of time to trade.
Recommendation 2. Maintain flexibility and responsiveness of the project.
Again, this recommendation is to continue to focus on one of the strengths of the project to date. The 
project has been successful despite considerable challenges outside of its control, and that success is in 
part due to its ability to adapt. The flexibility and responsiveness of the project to its context and the 
needs of stakeholders has been a highlight, helping keep the project relevant and effective more than 
simply completing activities as planned each year in a dynamic context. As indicated in the findings, 
based on discussions with T-FAST staff and KIIs, there are several factors that contribute to flexibility and 
responsiveness which T-FAST can work to maintain:
• The annual workplan was not prescriptive, rather it identifies targeted results with general 
descriptions of actions leaving room for adaptation.
• The project Steering Committee provides a knowledgeable sounding board for adaptations to 
evolving context and allows for quick approval of changes in plan.
• T-FAST staff are highly responsive to needs as they arise.
• While it had not been used during the period covered by this evaluation, the Activity 5 “on￾demand mechanism” brings added flexibility to address new needs as they arise.
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Recommendation 3. Support coordination by public institutions with the appropriate mandate.
T-FAST is providing specific support and institutional strengthening to several individual public 
institutions. Project stakeholders generally agree that the selected public institutions are the highest 
priority for the goals of the TFA, of the NTFC, and of T-FAST. However, for several of the areas being 
supported, there are institutions with an existing mandate who could be more engaged in 
accompanying the consultancy from T-FAST. That engagement would serve as a capacity strengthening 
exercise for the partner to improve the support they provide on the same or similar topics, and it would 
allow them to take a lead role in coordinating across institutions. Two specific examples come from the 
fieldwork:
• T-FAST is supporting laboratories with studies, training, and equipment. Many of the public 
institutions that the project supports have their own laboratories and work with private 
laboratories as well. Paraguay also has a Central Laboratory in the Ministry of Public Health 
(MSPyBS) which has a representative on the NTFC but has not been engaged in any direct 
support from the project. Given the Central Lab’s mandate of supporting and coordinating 
across other laboratories in the country, there is an opportunity to engage them in the various 
consultancy activities with institution or product specific laboratories.
• T-FAST is also supporting institutions on processes related to the clearance of agricultural 
products and shipments for export or import. Similar to the Central Lab mandate related to 
laboratories, the Ministry of Agriculture (MAG) has a mandate related to regulation, policy, and 
support associated with agricultural goods. There is again an opportunity to engage MAG in the 
T-FAST consultancies that are relevant to them.
Recommendation 4. Consider adding time to the project.
Given that the pandemic caused some project delays in Year 1 and slowed implementation of some 
activities, the project and its beneficiaries could benefit from an extension. In addition to providing 
additional time for activities that were delayed or slowed, an extension will provide additional runway 
for sustainability efforts with the NTFC and could potentially allow the project to support any transitions 
necessary if the government changes after the next election.
Recommendation 5. Review and strengthen the communications strategy and plan as appropriate.
As noted, project and NTFC communications were highlighted as a strength by some stakeholders and as 
a weakness by others. T-FAST has already invested in improving and formalizing communications and 
communications planning, and a review of the strengths and opportunities would help ensure a more 
consistently positive perception of communications.
Recommendation 6. Review and strengthen procurement procedures as appropriate.
While responsiveness of T-FAST to stakeholder needs and requests is a highlight and strength, the 
feedback from some stakeholders on the slow speed of procuring some equipment or services by the 
project is worth further investigation. The specific procurement speed challenges may be standard 
procurement process constraints in terms of approvals or quotations, but if there is an opportunity to 
streamline those project processes it could benefit T-FAST and its stakeholders.
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5.2. Recommendations for NTFC Support 
Beyond being an important body for the facilitation of trade and a mechanism for achieving T-FAST 
project activities, the NTFC represents the best opportunity for sustainability of project activities and 
results. 
Recommendation 7. Further develop and strengthen the structure of the NTFC.
The establishment of NTFC working groups has improved the performance and results of the overall 
committee. However, there are opportunities for continued improvement of the NTFC structure, 
including:
• Despite the establishment of working groups to take on assigned responsibilities and 
remove them from the entire committee’s agenda, the NTFC meetings are still long and 
internal communications are a challenge. Increased autonomy for the working groups would 
be beneficial, but this still requires improved communications to keep the rest of the 
committee informed about working group activities.
• The working groups have a lot of interest from NTFC members, but currently the groups are 
still quite large and many NTFC members are in more than one working group. Interest and 
active participation should be appreciated, but the NTFC and working groups would be more 
efficient with less overlap in membership across groups.
• There will be moments when new working groups are needed or when existing working 
groups are no longer needed. This is a natural progression that should be facilitated by the 
NTFC leadership and can be raised by working group members themselves. T-FAST could 
establish a regular review where NTFC leadership and members can reflect on the structure 
of working groups and make decisions to adapt.
• The NTFC is currently led by MRE with an individual Secretary for the committee. There 
would be value in establishing a coordinating body like a steering committee or a secretariat 
comprised of members of multiple institutions and including public and private sectors. That 
coordinating body would help to improve coordination across working groups and to 
maintain communications between working groups and the full NTFC in a way that eases the 
effort and time commitment of members.
Recommendation 8. Facilitate regular review of the NTFC decree and legal framework.
There is a tension between the interest in a more concrete legal framework for the NTFC from the 
legislative branch and the flexibility and authority associated with having a decree from the executive 
branch. The decree has also already been updated once, based on experience. There would be value to 
regularly reviewing the decree to propose revisions as appropriate, based on changing priorities, 
emerging constraints or opportunities, and NTFC needs.
Recommendation 9. Increase private sector representation.
The private sector has been very actively involved in the NTFC, the working groups, and other activities 
of the project. However, they have limited time and budget for participation in activities. It will be 
important to monitor their energy level and the balance of investment of time to value they receive for 
participation. One way to improve that balance could be to add new members to the NTFC from the 
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private sector which might both increase the value and decrease the necessary time commitment from 
any one individual or organization.
Recommendation 10. Engage the government’s National Economic Cabinet (Equipo Economico
Nacional).
The National Economic Cabinet is a coordination body comprised of eight cabinet ministers. Five of the 
ministries represented are also members of the NTFC, but the topic of foreign trade facilitation has not 
been brought to them to date. Raising the topic would bring visibility to the work of the NTFC, could 
support a longer-term prioritization of foreign trade for the government, and would facilitate any reform 
that requires changing norms such as executive decrees and laws. This group’s support may also be 
necessary for the long-term financial sustainability of the NTFC.
Recommendation 11. Review the mandate and scope of the NTFC for possible expansion.
Per decree, the NTFC’s mandate is quite wide, however it has been primarily focused on meeting the 
requirements of the TFA. That is an understandable and important focus but may impede the NTFC from 
becoming a more sustainable entity with continued activities in the long term. A wider scope might 
include seeking additional funding for support from government or the private sector, or even from 
additional international donors when appropriate, and advocating or supporting non-TFA related foreign 
trade needs like infrastructure projects.
Recommendation 12. Support NTFC with analysis of infrastructure needs.
Related to the previous recommendation, it could be cost effective and beneficial for all stakeholders to 
have T-FAST support or conduct some exploratory analysis of the challenges related to infrastructure 
needed to expand and facilitate trade. This includes waterway infrastructure, bridges and buildings at 
border crossings, and large equipment for customs locations. The issue was top of mind for several 
stakeholders. Though it is outside of the current scope of the project and that of the NTFC, this would 
help the NTFC and its members identify upcoming challenges and shift focus to a longer-term future.
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Annexes 
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Annex 1: Results Framework 
The T-FAST project Results Framework is included below, as presented in the project Performance 
Monitoring Plan (PMP) revised July 19, 2021. All boxes in green represent results that T-FAST expects to 
support through its activities.
Figure 2: T-FAST FFPr Results Framework
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Annex 2: Indicator Table 
Table 19: Indicator Table with Target and Actual for Years 1 & 223
# Indicator Baseline Y1 Target Y1 Total Y2 Target Y2 Total LOP Target
% 
Achievement 
of Y2 Target
1 1. Number of host 
government or community 
derived risk management 
plans formally proposed, 
adopted, implemented, or 
institutionalized with USDA 
assistance
0 0 0 0 0 8 N/A
2 2. Number of organizations 
with increased 
performance improvement 
with USDA assistance
0 0 0 1 0 9 0%
3 3. Value of new U.S. 
assistance commitments 
and new public and private 
sector investment 
leveraged by USDA to 
support food security and 
nutrition (USD)
$0 $0 $0 $0 $378,520.66 $1,456,000 >100%
4 4.1 Number of laboratories 
with improved 
infrastructure to better 
support international 
protocols for food 
testing/safety, as a result 
of USDA assistance
0 0 0 0 0 6 N/A
23 Year 1 of T-FAST reflects the period from October 2019-September 2020, and Year 2 from October 2020-September 2021.
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# Indicator Baseline Y1 Target Y1 Total Y2 Target Y2 Total LOP Target
% 
Achievement 
of Y2 Target
5 5. Number of policies, 
regulations, and/or 
administrative procedures 
in each of the following 
stages of development as a 
result of USDA assistance
0 0 0 9 10 75 111%
6 6. Number of individuals 
who have received short￾term agricultural sector 
productivity or food 
security training as a result 
of USDA assistance
0 0 0 111 377 1,006 340%
7 7. Number of individuals 
participating in USDA food 
security programs
0 0 0 111 377 1,006 340%
8 8. Number of individuals 
benefiting indirectly from 
USDA-funded 
interventions
0 0 0 222 3,007 19,396 1,355%
9 Context: C 1.1 Value of 
agricultural imports $1,027,162,000 $1,027,162,000 $965,731,000 $1,030,243,486 $1,025,477,000 $1,036,434,219 99%
10 Context: C 1.2 Volume of 
agricultural imports 1,257,811 1,257,811 1,415,017 1,261,584 1,570,839 1,269,165 125%
11 Context: C 2.1 Value of 
agricultural exports $5,171,399,000 $5,171,399,000 $5,435,211,000 $5,186,913,197 $7,498,174,000 $5,218,081,358 145%
12 Context: C 2.2 Volume of 
agricultural exports 13,354,043 13,354,043 13,506,568 13,394,105 13,936,030 13,474,590 104%
13 Context: C 3 Percent of 
shipments assigned to the 
green channel for 
imports24
14% 10% 10% 12% 10% 16% 83%
24 Context indicator C 3 “Percent of shipments assigned to the green channel for imports” was added to the PMP after the baseline study in response to 
recommendations from the baseline. It has only been measured once to date and will next be measured in Year 3.
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# Indicator Baseline Y1 Target Y1 Total Y2 Target Y2 Total LOP Target
% 
Achievement 
of Y2 Target
14 1.1 Percent of stakeholders 
who perceive the NTFC is 
enacting their agenda to 
strengthen trade 
facilitation in Paraguay
70% 70% 70% 75% 92% 85% 123%
15 2.1 Average release time 
for agricultural goods25 463 hours 463 hrs 463 hrs 463 hrs 463 hrs 324 hrs N/A
16 2.3 Number of individuals 
in the agricultural trade 
system who have applied 
techniques or technologies 
that were provided with 
USDA assistance
0 0 0 0 0 970 N/A
17 3.1 Number of private and 
public sector comments 
regarding trade reform and 
TFA implementation 
received by gov’t through 
the T–FAST mechanism
0 0 0 0 0 57 N/A
18 Number of World Trade 
Organization Trade 
Facilitation Agreement 
provisions supported with 
USG assistance (EG.2.1-1)
0 0 0 2 2 15 100%
25
 Custom indicator 2.1 “Average release time for agricultural goods” has only been measured at baseline and will next be measured in Year 3.
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Annex 3: Data Collection Instruments 
The evaluation team used two primary data collection instruments: an online survey and a semi￾structured interview guide for use with key informants. The final versions (in English) are included here.
Draft Online Survey
About the T-FAST Project
The “Trade-Facilitating Agricultural Systems and Technology” (T-FAST) project is funded by the United 
States Department of Agriculture (USDA) in Paraguay. The T-FAST project aims to simplify, modernize 
and harmonize the processes of export, import, and transit of agricultural products in Paraguay, taking 
actions such as capacity building for the National Trade Facilitation Committee (NTFC) and providing 
support to commercial infrastructure. This online survey is part of the Mid-term Evaluation Study of the 
T-FAST project that seeks to improve trade facilitation during the years 2019-2023.
Any information you provide by responding to this survey will be kept secure and confidential. All 
reports of results will be considered confidential and will not attribute any responses to individuals or 
their organizations. If you have any questions about the use or confidentiality of your responses, please 
feel free to contact rfromer@linclocal.org or jmolinasvega@desarrollo.edu.py
Online Survey Objectives
On behalf of the organizations responsible for the independent evaluation of the T-FAST project - LINC 
(USA) and Instituto Desarrollo (Paraguay) - we are conducting this survey with the consent of the NTFC. 
The T-FAST program and its independent evaluation are being funded by the United States Department 
of Agriculture (USDA).
We value your opinion as a key stakeholder for the success of the project. The results of this survey and 
of the Mid-term Evaluation will be used to improve the project and the support provided to its 
stakeholders. Therefore, we ask your collaboration so that the T-FAST project can systematize the 
lessons learned, continue with good practices, and make the necessary adjustments. Your participation 
in providing this feedback is a sign of your commitment to the goals of the T-FAST project. We 
understand that as a member of a beneficiary organization, the success of the program will directly 
benefit your organization. The results of the survey will be used to guide measures to improve the 
responsiveness of T-FAST to strengthen trade facilitation in Paraguay. Your responses will be kept strictly 
confidential.
All the questions below are about inputs that will allow us to evaluate the implementation of T-FAST 
from September 2019 to the present. It will allow us to identify suggestions to strengthen what is 
working well, and to take corrective actions where there are opportunities for improvement. The survey 
should take approximately 20 minutes to complete.
I. Demographics and key characteristics
1. Name:
2. Gender:
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3. Organization:
4. Occupation/role:
5. Years of experience in your field:
6. Area of professional training:
7. Level of education:
II. Knowledge about T-FAST
8. When did you learn about the T-FAST project: month/year
9. How did you learn about the T-FAST project? (Mark all that apply)
a. Formal presentation of the project by the project team
b. Read the official project document
c. Social media, website
d. Media
e. Informal conversations about the project with colleagues
f. Other: (Specify)_____________________
10. Have either you or your institution received direct support from the T-FAST project? (Mark all 
that apply)
a. Training
b. ICT equipment or software
c. Lab support
d. Consultancy on key trade related process
e. Other: (Specify)_____________________
III. Relevance
11. Please rate in a scale from (1) extremely poor to (7) excellent, to what extent T-FAST expected 
results at the end of the project is related to the priority issues and challenges of your 
organization.
(1) Extremely Poor, (2) Very Poor, (3) Poor, (4) Neutral, (5) Good, (6) Very Good, (7) 
Excellent, (0) Do not Know
12. Please cite three pairs of: T-FAST expected results AND a priority challenge of your organization.
a. (expected result)____________// (priority challenge of your organization)_______________
b. (expected result)____________// (priority challenge of your organization)_______________ 
c. (expected result)____________// (priority challenge of your organization)_______________
13. Please rate in a scale from (1) extremely poor to (7) excellent, to what extent T-FAST activities 
already concluded addressed the priority issues and challenges of your organization.
(1) Extremely Poor, (2) Very Poor, (3) Poor, (4) Neutral, (5) Good, (6) Very Good, (7) 
Excellent, (0) Do not Know
14. Please cite three pairs of: T-FAST activity already concluded AND a priority challenge of your 
organization.
a. (activity concluded)__________// (priority challenge of your organization)_______________
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b. (activity concluded)__________// (priority challenge of your organization)_______________
c. (activity concluded)__________// (priority challenge of your organization)_______________
15. Please rate in a scale from (1) extremely poor to (7) excellent, to what extent T-FAST activities 
already concluded addressed the goals and objectives of the World Trade Organization Trade 
Facilitation Agreement.
(1) Extremely Poor, (2) Very Poor, (3) Poor, (4) Neutral, (5) Good, (6) Very Good, (7) 
Excellent, (0) Do not Know
16. Please rate in a scale from (1) extremely poor to (7) excellent, to what extent T-FAST activities 
complement, support, and/or build on other projects helping Paraguay implement the Trade 
Facilitation Agreement (e.g., projects by UNCTAD, Interamerican Development Bank, World 
Bank, etc.).
(1) Extremely Poor, (2) Very Poor, (3) Poor, (4) Neutral, (5) Good, (6) Very Good, (7) 
Excellent, (0) Do not Know
IV. Effectiveness
17. Please rate in a scale from (1) extremely poor to (7) excellent, to what extent these specific T￾FAST activities already concluded will enable to expand trade of agricultural products. (Note, if 
you are not aware of any of the following T-FAST activities or its contribution to trade 
facilitation, please answer “0-Do not Know” for that activity.)
(1) Extremely Poor, (2) Very Poor, (3) Poor, (4) Neutral, (5) Good, (6) Very Good, (7) 
Excellent, (0) Do not Know
T-FAST activity already implemented 1-
Extremely 
Poor
2 3 4 5 6 7-
Excellent
0-Do 
not 
Know
a. Designing, validating, and procuring a digital 
platform to support NTFC members´ coordination, 
publication and availability of relevant information, and 
providing opportunity for the public to comment.
b. Jointly developed action plans with NTFC 
members (e.g., SENAVE, INTN, MSPyBS-DINAVISA)
c. Training courses for NTFC members
d. Support to NTFC working groups
e. Development and implementation of ICT 
software and collaborative process optimizations with 
selected institutions (e.g., SENAVE, MIC-VUE, SENACSA).
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f. Coordinating activities with 13 binational 
chambers of commerce, and the largest business 
associations of the country.
g. Training to laboratory professionals.
h. T-FAST facilitated electronic payments and 
installed ICT server hardware on which digitalized 
processes are being programmed and implemented.
i. T-FAST developed the first NTFC monitoring plan 
and a communications plan that addresses the needs of 
the NTFC’s 45+ members.
j. T-FAST supported the process to achieve 
complete adoption of the Authorized Economic Operator 
(AEO) program at regulatory institutions.
18. Please rate in a scale from (1) extremely poor to (7) excellent, the overall level of effectiveness 
of T-FAST at reaching women beneficiaries, especially in capacity building activities.
(1) Extremely Poor, (2) Very Poor, (3) Poor, (4) Neutral, (5) Good, (6) Very Good, (7) 
Excellent, (0) Do not Know
19. List 3 initiatives that could be particularly effective in reaching women beneficiaries that T-FAST 
should consider.
i.________________________________
ii.________________________________
iii.________________________________
20. Please rate in a scale from (1) extremely poor to (7) excellent, the overall level of effectiveness 
of T-FAST in contributing to a reduction of average time of trade, so far.
(1) Extremely Poor, (2) Very Poor, (3) Poor, (4) Neutral, (5) Good, (6) Very Good, (7) 
Excellent, (0) Do not Know
21. List 3 T-FAST activities that were or could be particularly effective in contributing to a reduction 
of average time of trade.
i.________________________________
ii.________________________________
iii.________________________________
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V. Sustainability
22. Please rate in a scale from (1) extremely poor to (7) excellent, to what extent the T-FAST project 
key results so far will be sustained in the long-term either by the NTFC members or through 
other means.
(1) Extremely Poor, (2) Very Poor, (3) Poor, (4) Neutral, (5) Good, (6) Very Good, (7) 
Excellent, (0) Do not Know
23. List 3 main factors or conditions that indicate the NTFC members will sustainably maintain key 
results and activities initiated with support of the T-FAST project.
i.________________________________
ii.________________________________
iii.________________________________
VI. Challenges
24. Please rate in a scale from (1) extremely poor to (7) excellent, to what extent external forces 
(i.e., not controlled by the T-FAST project) negatively impacted project implementation, so far.
(1) Extremely Poor, (2) Very Poor, (3) Poor, (4) Neutral, (5) Good, (6) Very Good, (7) 
Excellent, (0) Do not Know
25. List 2 external forces that may have negatively impacted project implementation, so far.
i.________________________________
ii.________________________________
26. Please rate in a scale from (1) extremely poor to (7) excellent, to what extent external forces 
(i.e., not controlled by the T-FAST project) positively impacted project implementation, so far.
(1) Extremely Poor, (2) Very Poor, (3) Poor, (4) Neutral, (5) Good, (6) Very Good, (7) 
Excellent, (0) Do not Know
27. List 2 external forces that may have positively impacted project implementation, so far.
i.________________________________
ii.________________________________
iii.________________________________
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Key Informant Interviews: Semi-Structured Interview Guide
Instructions to Interviewers
This interview guide has been developed to facilitate semi-structured interviews with representatives of 
institutional members of the National Trade Facilitation Committee (NTFC), and where appropriate, with 
other stakeholders to the T-FAST project such as international cooperation agencies. All interviews will 
be conducted by the Evaluation Team and are anticipated to take 30 to 60 minutes.
The semi-structured interview is a conversational format, enabling the interviewer to direct lines of 
questioning to areas in which the respondent has particular expertise or insight. Respondents are 
anticipated to come from a variety of backgrounds and to have a variety of experiences relevant to T￾FAST and/or this evaluation. Therefore, some categories of discussion will be emphasized over others.
Introduction for Key Informants 
About the T-FAST Project
The “Trade-Facilitating Agricultural Systems and Technology” (T-FAST) project is funded by the United 
States Department of Agriculture (USDA) in Paraguay. The T-FAST project aims to simplify, modernize 
and harmonize the processes of export, import, and transit of agricultural products in Paraguay, taking 
actions such as capacity building for the National Trade Facilitation Committee (NTFC) and providing 
support to commercial infrastructure. This in-depth interview with key stakeholders is part of the 
midterm evaluation study of the T-FAST project that seeks to improve trade facilitation during the years 
2019-2023.
Any information you provide in this interview will be kept secure and confidential. All reports of results 
will be considered confidential and will not attribute any responses to individuals or their organizations.
Key Informant Interview Objectives
On behalf of the organizations responsible for the independent evaluation of the T-FAST project - LINC 
(USA) and Instituto Desarrollo (Paraguay) - we are conducting several interviews with key NTFC 
stakeholders with the consent of the NTFC. As mentioned, the T-FAST program and its independent 
evaluation are being funded by the United States Department of Agriculture (USDA).
We value your opinion as a key stakeholder for the success of the T-FAST project. The results of the 
midterm evaluation will be used to improve the project and the support provided to its stakeholders. 
Therefore, we ask your collaboration so that the T-FAST project can systematize the lessons learned, 
continue with good practices, and make the necessary adjustments. Your participation in providing this 
feedback is a sign of your commitment to the goals of the T-FAST project. We understand that as a 
member of a participating organization, the success of the program will directly benefit your 
organization. The results of this interview will be used to guide measures to improve the responsiveness 
of T-FAST to strengthen trade facilitation in Paraguay. Your responses will be kept strictly confidential.
All the questions we will ask are about inputs that will allow us to evaluate the implementation of T￾FAST from September 2019 to the present. It will allow us to identify suggestions to strengthen what is 
working well, and to take corrective actions where there are opportunities for improvement. The 
interview should take approximately 45 minutes to complete.
Relevance
1. Please tell us briefly about yourself, your experience in the trade or trade facilitation area. Based 
on your experience, please identify the top three priorities to make trade more efficient in 
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Paraguay. Do those priorities align with the goals and objectives of the Trade Facilitation 
Agreement (TFA)?
a. Note to enumerator, if priorities do not align with TFA, continue to probe this in question 
2 below
2. Do you think the T-FAST project addressed the top three priorities to make trade more efficient 
in Paraguay you just mentioned?
a. Note to enumerator, if the respondent asks / needs more information, some example 
activities completed by T-FAST include: digital platform to support NTFC coordination 
and information sharing; development of joint action plans for NTFC members; training 
courses for NTFC members; support to 3 NTFC working groups; development of ICT 
solutions for select institutions (e.g., SENAVE, MIC-VUE, SENACSA); Training for 
laboratory professionals; development of NTFC monitoring plan; supporting regulatory 
institutions to adopt Authorized Economic Operator program.
b. Some example expected results include: 30% reduction in foreign trade release time for 
agricultural goods; increased NTFC capacity and 85% of stakeholders who perceive the 
NTFC has enacted its agenda; agricultural import/export processes modernized at 
Government institutions and agencies; private sector engaged in trade reform and TFA 
implementation (e.g., providing input to government); laboratories with improved 
infrastructure to meet international food safety protocols.
Effectiveness/Impact
3. What are the T-FAST Project’s strengths and weaknesses in the first two years of 
implementation?
4. Does the project create an inclusive environment for women to actively participate? If so, can 
you give examples of what you consider a good practice? What else can be done to improve 
women inclusion in the implementation of the T-FAST project?
5. Do you think the T-FAST project has the potential to significantly contribute to reducing the 
average time of trade in Paraguay by the end of 2023 with respect to the prevailing level in 
2019?
6. What specific T-FAST activities were most effective in contributing to a reduction of average 
time of trade?
Efficiency
7. Do you think the T-FAST project has focused on cost-effective activities during this first phase of 
implementation? Cost effective activities refers to activities that are expected to provide 
significant value in terms of trade facilitation with respect to the cost to deliver those activities. 
That is, they have a high value/cost ratio.
Sustainability
8. From what you have observed so far, do you think local organizations represented in the NTFC 
will continue to carry on: (i) key initiatives started and (ii) maintaining the key results obtained 
by the T-FAST project so far?
a. Note to enumerator, see above for example activities and results if prompt is 
needed/helpful
9. What could T-FAST do that would strengthen the sustainability of project activities and results?
Challenges
10. What are the main external factors (where T-FAST staff have no control) that may have seriously 
affected the T-FAST project, either positively or negatively?
Closing Questions
11. Is there any additional comment or reflection you would like to share with us?
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12. Is there anyone who is not a member of the NTFC who you suggest we speak with about the 
relevance, effectiveness, sustainability, or challenges of the T-FAST project?
 
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Annex 4: Midterm Evaluation Scope of Work 
PURPOSE AND SCOPE
In compliance with the United States Department of Agriculture (USDA’s) monitoring and evaluation 
policy, IESC’s midterm evaluation will “critically and objectively review and take stock of the project’s 
implementing experience and environment, assess whether targeted beneficiaries are receiving services 
as expected, assess to what extent the project is on track to achieve its stated goals and objectives, 
review the results frameworks and assumptions, document initial lessons learned, and discuss necessary 
modifications or mid-course corrections that may be necessary to effectively and efficiently meet the 
stated goals and objectives.” The evaluation will examine both administrative and programmatic aspects 
of IESC’s Trade-Facilitating Agricultural Systems and Technology (T-FAST) project in Paraguay.
Independence of the evaluation function from program implementation and management is a core 
principle of USDA evaluation. Independence helps to ensure both credible and objective evaluations. 
USDA-supported evaluations should be conducted by people who are not involved in the 
implementation and management of the project, and the evaluation process must be free from political 
influence and organizational pressure. For external evaluations, all evaluation team members will 
provide a signed statement attesting to a lack of conflict of interest or disclosing any real or potential 
conflicts of interest.
Monitoring and evaluation activities should appropriately balance the desired creation of evidence with 
the protection of human subjects, including safeguarding the dignity, rights, safety, and privacy of 
participants. Evaluators are responsible for applying ethical principles in all stages of the evaluation, and 
for raising and clarifying ethical matters with stakeholders during the evaluation.
AUDIENCE AND KEY STAKEHOLDERS 
The midterm evaluation is primarily designed to inform IESC (as the project’s implementer) about 
performance to date, in order to identify priorities and strategies for the remainder of the project, thus 
improving overall project performance and outcomes. The evaluation is also designed to provide USDA 
with material for congressional reporting and other internal purposes, and to provide an assessment of 
the reliability and accuracy of IESC’s reported data. Beyond making the midterm evaluation data 
available to USDA for their utilization, IESC will also share relevant results of the midterm to 
stakeholders in the public and private sector, and IESC’s partners on this project, Kansas State 
University, and the Center for International Private Enterprise (CIPE).
KEY EVALUATION QUESTIONS 
The questions below will shape the midterm evaluation. The evaluation team may modify these 
questions or add additional questions to gather data related to the project indicators listed in the PMP, 
as reported by IESC. The evaluation team will review and revise these questions prior to the evaluation 
to improve clarity.
The T-FAST Midterm Evaluation will answer the following questions related to the USDA standard 
evaluation criteria of relevance, effectiveness, efficiency, sustainability, and impact:
• Relevance: To what extent have T–FAST expected results and activities to date addressed the 
core issues of target beneficiaries? Is the project relevant in addressing goals and objectives of 
the Trade Facilitation Agreement (TFA), particularly in assisting Paraguay with its Category C 
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notifications? Is the project coherent with other projects that support the TFA? Are the projects 
mutually supporting or duplicating efforts and if so, how?
• Effectiveness: How effectively is the project reaching its targets; both timewise and per the 
work plan? Is T–FAST on track to achieve the specific targets and results established? Which 
activity or combination of activities has/have the highest potential to achieve T–FAST’s higher￾level result (expanded trade of agricultural products)? How effective is T–FAST at reaching 
women beneficiaries (particularly via capacity building activities) and what more could be done 
to improve women’s engagement / leadership? Which activities were most effective in 
contributing to a reduction of average time of trade?
• Efficiency: To what extent are staffing, management, and oversight costs suitable, given the 
number and scope of activities carried out and the outputs obtained?
• Sustainability: What factors contribute to the sustainability of project results and how has T–
FAST focused on these to date? To what extent is progress being made towards project 
sustainability/graduation, and what could be done to strengthen the sustainability of project 
activities and results?
• Impact: What are the immediate-, medium-, and long-term effects, both intended and 
unintended, positive and negative, of the project to date?
• Challenges: 
o What are the external forces that negatively and positively impacted the project 
implementation and how did the project attempt to overcome, mitigate or capitalize its 
impact? 
o If external forces impacted the project implementation, what were the effects of this 
impact on different stakeholders (project staff, government counterparts, private sector 
stakeholders)?
o What are the key challenges in collecting data and information and how did the project 
overcome or mitigate? 
o Have recommendations from the baseline evaluation been incorporated into the project 
and if not, why not?
METHODOLOGY 
The stages of the mid-term evaluation include:
1. Desk Research
2. Prepare field research tools
3. Field research
4. Data analysis and prepare evaluation report
The evaluation team will develop and operate according to a pre-defined work plan and will employ a 
variety of qualitative and quantitative methods, which will include review of secondary data from 
international organizations and government of Paraguay sources. In addition to existing secondary data, 
the evaluation team will employ quantitative surveys, focused group discussions, direct observation, and 
key informant interviews of key stakeholders including USDA representatives, T-FAST project team, key 
government officials, and representatives of relevant private organizations. 
The tools for collection of key data will consist of closed and open-ended instruments. The quantitative 
sample size of beneficiaries will be designed to reflect the project population of beneficiaries for each of 
the activities and will ensure a 95 percent confidence level with a 5 percent margin of error. 
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IESC will confirm details around survey design, interview questions, and sampling in conjunction with 
the contractor. IESC will also provide project documents to inform a preliminary desk review, e.g., 
program work plans, and semi-annual reports. The contractor will assess the situation and include any 
COVID-19 considerations in its data collection methodology as needed.
Due to the likelihood that COVID-19 will still be prevalent during the midterm Evaluation period, all in￾person interactions and data collection with pre-identified beneficiaries will follow Paraguay’s public 
health protocols to protect the beneficiaries and the evaluation team. Virtual data collection methods 
successfully tested and used by the T-FAST program will be utilized when possible, including phone calls 
or video conference interviews, surveys conducted by emails, and online surveys using various 
platforms. 
T-FAST project staff will assist with site visit coordination once the external evaluator determines the 
sample of beneficiaries to visit, including providing contact data of beneficiaries and sensitizing 
beneficiaries to the evaluation (telling them that they may be contacted by evaluators, that IESC and 
USDA support the evaluation, and to be open and candid with evaluators. The evaluators mainly 
through their local consultants will reach all targeted collaborating organizations and a minimum 
stratified sample size calculated by the total anticipated beneficiary population. 
This is a performance evaluation and is intended to verify contributions and plausible links between 
impact and T-FAST activities through contribution analysis rather than scientific attribution through an 
experimental or quasi-experimental evaluation design.
The concept of plausible association does not mean X input equal Y output. Rather, it means a case can
be made that X input, has materially affected Y output. Contribution analysis will involve 1) gathering
existing evidence on the various results and the links/assumptions that lead to these results; and 2)
assembling and assessing the contribution story and the challenges to it. The challenges or weaknesses
in the story point to where additional data or information is needed.
The contribution analysis methodology is a useful approach when working in complex areas where
assessment of sole attribution is difficult, such as in the space of agriculture and food safety in the
context of local, regional, and international trade. The essential value of contribution analysis is that it
offers an approach designed to reduce uncertainty about the contribution that T-FAST is making to the
observed results through an increased understanding of why the observed results have occurred (or not)
and the roles played by T-FAST and other internal and external factors. The conclusion from a
contribution analysis is not definitive proof, but rather provides evidence and a line of reasoning from
which T-FAST can draw a plausible conclusion that, at some level of confidence, the project has made an
important contribution to the documented results.
The evaluation contractor will apply the contribution analysis methodology using existing quantitative
data from the program’s M&E system, qualitative information from interviews, and other contextual
factors that help validate or clarify the contribution story. Any missing ‘piece’ of the story is where
additional data or information is needed, which the evaluation contractor will collect. Quantitative data
will be analyzed using the appropriate descriptive statistics rather than inferential statistics given there
are no control or comparison groups.
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EVALUATION MANAGEMENT AND COORDINATION
The evaluations will be supported by the IESC home-office MEL director, who leads IESC’s dedicated 
evaluation unit based in Washington, DC in collaboration with the T-FAST Project Director and T–FAST 
MEL director, in conjunction with the IESC home-office program team. T–FAST project staff will assist 
the evaluator by providing logistical support during the baseline study and midterm and final 
evaluations. Roles and responsibilities for IESC staff and partners are outlined below.
IESC Staff Role
Project 
Director
Providing necessary project documents.
Introducing the team to stakeholders (government, private sector and 
NTFC) Getting government approvals for government site visits
T-FAST MEL
Director
Logistical support to evaluation team. Identification of the required 
stakeholders.
Setting up required stakeholder meetings and site visits.
Home Office 
MEL Director
Ensuring independence of the evaluator.
Ensuring agreed methodologies are followed. Evaluation quality assurance.
Home office T￾FAST project 
Team
Providing project information.
Liaison between TFAST project team and evaluator. Submission of 
evaluation reports.
Evaluation contract management.
ETHICAL GUIDELINES
Every member of Contractor’s evaluation team must adhere to ethical guidelines as outlined in the 
American Evaluation Association’s Guiding Principles for Evaluators. A summary of these guidelines is 
provided below.
• Systematic Inquiry: Evaluators conduct systematic, data-based inquiries.
• Competence: The evaluation team possesses the education, abilities, skills, and experience 
appropriate to undertake the tasks proposed in the evaluation. Evaluators practice within the 
limits of their professional training and competence and decline to conduct evaluations that 
fall substantially outside those limits. The evaluation team collectively demonstrates cultural 
competence.
• Integrity/Honesty: Evaluators display honesty and integrity in their own behavior and attempt 
to ensure the honesty and integrity of the entire evaluation process.
• Respect for People: Evaluators respect the security, dignity and self-worth of respondents, 
project participants, clients, and other evaluation stakeholders. Evaluators regard informed 
consent for participation in evaluation and inform participants and clients about the scope and 
limits of confidentiality.
• Responsibilities for General and Public Welfare: Evaluators articulate and consider the diversity 
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of general and public interests and values that may be related to the evaluation.
• Evaluation activities must not endanger the evaluation team, stakeholders, and public health.
CONTRACTOR TASKS
The Contractor will undertake the following tasks:
1. Work Plan
a. Participate in kick off coordination meetings with IESC and any IESC invitees, such as but 
not limited to representatives of USDA;
b. Develop a mid-term evaluation work plan describing an understanding of the project 
based on desk review and the kickoff meeting; methodology; planned quality control 
measures; communications protocol; and a final timeline.
2. Pre-Assignment
a. Provide IESC with draft data collection tools for review and comment;
b. Develop final versions of the data collection tools incorporating IESC feedback;
c. Develop an in-country travel schedule including, but not limited to, local travel dates 
and locations.
d. Desk review of relevant program documents.
3. Conduct Primary Data Collection
a. Travel to Paraguay to conduct primary data collection according to the agreed upon 
travel schedule.
b. Review indicator results data and supporting documentation and verify calculations of 
key indicators results. 
4. Post-Assignment
a. Create clean and final versions of all quantitative datasets and qualitative transcripts in 
an agreed upon format;
b. Develop a two- to three-page brief describing the evaluation design, key findings, other 
relevant considerations, and including graphics and tables, in layperson language to 
inform final evaluation stakeholders;
c. Capture 15 – 20 high-quality photographs documenting data collection process;26
d. Give presentation of brief to IESC and any IESC invitee such as, but not limited to, USDA 
on the evaluation findings and materials;
e. Develop a trip report following international travel to Paraguay.
5. Final Evaluation Report
26 Photographs are intended for IESC deliverable verification purposes only. Photographs of individuals that can 
reasonably be identified should only be used in the public-facing evaluation report if the participant was informed 
that their picture will be used in the report that will be publicly available, and consents to its use.
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a. Create a draft of the T-FAST Midterm Evaluation report in English; as an editable Word 
document; and addressing all evaluation objectives and questions;
b. Create an electronic final English version of the T-FAST Midterm Evaluation report in 
PDF and Word for internal IESC use. There are no set page limits; however, a midterm 
evaluation report is expected to be around 50-80 pages (not including annexes). 
Annexes within this version may contain proprietary information owned by third parties; 
information that could put individual safety at risk; and personally identifiable 
information. The report should include, but not limited to the following:
i. List of acronyms/abbreviations;
ii. Table of contents;
iii. Executive summary;
iv. Background, which should include a snapshot of the import/export landscape, 
e.g. largest ports, most-traded commodities by volume, etc. Background should 
consider overall trade picture since the baseline study and so provide context 
for time trade estimates, e.g. was there one or more major anomaly which 
disrupted trade flows during the time period. Background should also be 
inclusive of how project activities changed or adapted because of the COVID-19 
pandemic and any other external contextual factors. Background may also 
include how the pandemic impacted market dynamics for different value chains.
v. Detailed evaluation methodology;
vi. Midterm evaluation findings: 
vii. Lessons Learned;
viii. Recommendations for IESC for the remainder of the program;
ix. Annexed Indicator and Results Table 
x. Annexed IESC response to findings
xi. Annexed scope of work;
xii. Annexed data collection instruments; and,
xiii. Annexed photographs from meetings, or if work is performed remotely, screen 
shots ofvirtual meetings.
Note: The document should include infographics and text boxes that include important 
data points and capture the reader’s attention. 
c. Create an electronic final English version of the T-FAST Midterm Evaluation report in 
PDF and Word public distribution without any proprietary information owned by third 
parties; information that could put individual safety at risk; and personally identifiable 
information in the report itself or annexes. The report should include, but is not limited 
to, the same elements as the final report for IESC internal use.
Final versions of evaluation reports ready for publication should be accessible to 
persons with disabilities. For guidance on creating documents accessible to persons 
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with disabilities, please seethe following resources:
https://www.section508.gov/create/documents
https://www.section508.gov/create/pdfs
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DELIVERABLES AND EXPECTED DUE DATES
Deliverable Name Due Date
1. Work Plan
• One (1) kick off meeting with contractor and IESC teams During 1st week after 
signature of the 
contract modification. 
(January 2022)
• One (1) draft evaluation work plan that describes the following:
o Understanding of the project based on desk review of beneficiary 
lists and all relevant program documents including, but not limited 
to, the baseline evaluation program reports, and program 
workplans; and kick-off meeting;
o Mid term evaluation methodology, including detailed sampling 
plan, field work plan, and any limitations of the proposed 
approach;
o Description of planned quality control measures;
o Communication protocol with interview subjects related to 
purpose of interview, the project, and consent for participation 
and/or inclusion of subject in photograph captured during the 
study; and,
o Final timeline.
Within 2 weeks after 
IESC delivers beneficiary 
lists and all relevant 
program documents.
• One (1) final evaluation work plan incorporating comments from IESC 
team.
5 business days after 
receiving IESC feedback
2. Pre-Assignment
• One (1) folder draft data collection tools for IESC team comment. 2 weeks after 
submission of draft 
work plan.
• One (1) folder electronic copies of all clean and final versions of data 
collection tools.
1 week after receiving 
IESC feedback
• One (1) in-country travel schedule including, but not limited to, local 
travel dates and locations and planned meeting descriptions with 
potential participants.
Two weeks prior to 
travel and no later than 
March 15, 2022
3. Post-Assignment
• One (1) two- to three-page preliminary brief describing the evaluation 
design, initial and broad key findings, other relevant considerations, 
and including some graphics and tables as needed, in layperson 
language to inform final evaluation stakeholders.
1 week after return 
from in-country data 
collection
• One (1) trip report following international travel to Paraguay. 
Contractor must submit a detailed trip report following international 
travel to Paraguay for in-country data collection efforts. Trip report 
must include the following attachments:
o Proof of compliance with “Fly America” regulations;
o Full receipts or other proof of lodging;
o Proof of meals and incidental expenses rates using current U.S. 
State Department per diem rates for Paraguay.
1 week after return 
from in-country data 
collection
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• One (1) virtual presentation to IESC and any IESC guest on the 
preliminary and broad evaluation findings and materials.
2 weeks after return 
from in-country data 
collection
4. Final Evaluation Report
• One (1) draft of the T-FAST MidTerm Evaluation report in English; as an 
editable Word document; and addressing all evaluation objectives and 
questions, for IESC team and USDA comment.
• One (1) Clean and final version of all quantitative datasets and 
qualitative data in an agreed upon format as appropriate, presented as 
an annex to the draft report.
• Fifteen (15) to twenty (20) high-quality photographs documenting data 
collection process.
3 weeks after return 
from in-country data 
collection
• One (1) electronic final English version of the T-FAST Midterm 
Evaluation report in PDF and Word for internal IESC use. The report 
should include but is not limited to the elements described under 
Contractor Tasks, Item 5. 
Note: The report might go through a series of reviews by USDA. The 
contractor should be prepared to respond to USDA’s comments, for 
potentially multiple rounds of review and comment, before IESC 
approves the report as final. 
2 weeks after receiving 
IESC and USDA feedback 
on the draft
• One (1) electronic final English version of the T-FAST Midterm 
Evaluation report in PDF and Word for public distribution without 
proprietary information owned by third parties; information that could 
put individual safety at risk; and personally identifiable information. 
The report should include but is not limited to the elements described 
under Contractor Tasks, Item 5.
Note: The report might go through a series of reviews by USDA. The 
contractor should be prepared to respond to USDA’s comments, 
potentially multiple rounds of review and comment, before IESC 
approves the report as final.
2 weeks after receiving 
IESC and USDA feedback 
on the draft
• One (1) virtual presentation to IESC and USDA Foreign Agricultural 
Service (FAS) of the midterm evaluation findings and 
recommendations.
Within 2 weeks after 
notification from IESC 
that USDA approved the 
final version of the 
midterm evaluation.
 
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Annex 5: Status of Actions Planned by Activity and Sub-Activity 
The following table provides a list of the Year 2 planned T-FAST activities with start and end dates for 
each, and includes the evaluation team’s assessment of completion status based on semi-annual 
reports. Completed activities are those completed as planned for the Year 2. Activities in progress are 
those initiated but not concluded. Activities not initiated are those that are still in the planning process 
or not reporting any progress. The level of progress indicated in the “Status” column is based on the 
criteria of the evaluation team and focuses specifically on the progress reported in Year 2, given that in 
Year 1 no activity was reported as completed. Further, if the T-FAST semi-annual reports for Year 2 did 
not provide an update on a planned activity, the evaluation team considered this not progressed beyond 
the status from the previous report (if any). This midterm evaluation presents an overview of the level of 
completion of planned activities as of the close of Year 2 of the project for the purpose of gaining 
additional perspective on the effectiveness and efficiency of T-FAST.
Table 20: Status of Actions Planned by Activity and Sub-Activity (Year 2)
Activity, 
Sub-Activity, 
Action
Start Date End Date Status
Activity 1: Capacity building for the National Trade Facilitation 
Committee (NTFC)
1.1. Establish and Coordinate Steering Committee
Generate a monthly T-FAST bulletin 10/1/2020 9/30/2021 Completed
Conduct meetings as needed with the Steering Committee 10/1/2020 9/30/2021 Completed
1.2. Conduct Initial Assessment of the Trade Facilitation 
Environment for Food and Agricultural Goods
Procure the diagnostic services locally 4/1/2021 5/30/2021 Not Initiated
Conduct air transportation import/export process analysis 6/1/2021 9/30/2021 Not Initiated
Conducted a Paraguay Agriculture Laboratory Capacity 
Assessment (continuation) 10/1/2020 11/30/2020 Completed
Establish 12-month action plans 10/1/2020 12/31/2020 In Progress
Implement 12-month action plans based on assessments 
to include trainings, lab equipment, ICT equipment and 
software development. 
2/2/2021 9/30/2021 Not Initiated
1.3. NTFC Working Groups Re-organization
Conduct virtual one-on-one and group interviews with all 
NTFC members, in coordination with UNCTD 8/1/2020 10/30/2020 Completed
Develop a work group reorganization proposal and 
validation, in coordination with UNCTD 11/1/2020 12/30/2020 Completed
Contribute to the discussions related to NTFC work group 
reorganization, working group mandates, roles, and 
guidelines in collaboration with UNCTAD. 
12/1/2020 3/30/2021 In Progress
Propose internal working rules for each work group, 
guidance based on previous experiences and best 
practices.
1/1/2021 2/28/2021 Completed
Present regional examples that will work on TFA Article 5.3 
– lab testing to determine lab learning trip destination 3/2/2021 3/31/2021 Not Initiated
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Activity, 
Sub-Activity, 
Action
Start Date End Date Status
Design a four to eight member learning trip to witness 
international lab practices 4/1/2021 4/30/2021 Not Initiated
Conduct Lab Learning Trip 6/1/2021 6/30/2021 In Progress
Complete the development of action plans for related to 
Laboratory Testing- Article 5.3 7/1/2021 8/30/2021 Not Initiated
Present regional examples that will work on TFA Article 7 –
Time Release and Expedited Shipping to determine 
learning trip destination
4/1/2021 4/30/2021 Not Initiated
Design a four to eight member learning trip to witness 
international lab practices 5/2/2021 5/31/2021 In Progress
Conduct Expedited Shipping Learning Trip 7/1/2021 7/30/2021 Not Initiated
Complete the development of action plans for related to 
Time Release and Expedited Shipping - Article 7 8/1/2021 8/30/2021 Not Initiated
Present regional examples that will work on TFA Article 8 –
Border Integration to determine learning trip destination 5/2/2021 5/30/2021 Not Initiated
Design a four to eight member learning trip to witness 
international lab practices 4/1/2021 4/30/2021 Not Initiated
Conduct Border Integration Learning Trip 8/1/2021 8/30/2021 Not Initiated
Complete the development of action plans for related to 
Border Integratión - Article 8 9/1/2021 9/30/2021 Not Initiated
1.4. Build Core Capacity of the NTFC
Establish Government to Government MOU LoC with NTFC 
(MOFA) 10/1/2020 10/30/2020 Completed
Develop a trainings calendar for NTFC members 2/2/2021 3/30/2021 Completed
Implement the trainings calendar will begin after the 
validation according to the agreed calendar 4/1/2021 9/30/2021 Completed
Facilitate discussions with NTFC members and staff on 
NTFC operational and structural priorities and staff 
management capacity
2/2/2021 2/28/2021 Completed
Present international best practices, including regional 
NTFC examples to determine learning trip destination 2/1/2021 2/28/2021 Not Initiated
Design a four to eight member learning trip to witness 
international lab practices 4/1/2021 4/30/2021 Not Initiated
Conduct NTFC Learning Trip 5/1/2021 5/31/2021 In Progress
Complete the development of action plans 6/1/2021 6/30/2021 Not Initiated
Hiring an integrated Communications Consultant at NTFC 11/2/2020 11/30/2020 Completed
Develop and validate of the NTFC Communications Plan by 
NTFC leadership 11/1/2020 12/30/2020 Completed
Update and implement the NTFC Communications Plan 1/3/2021 9/30/2021 Completed
Elaborate comunication reports 1/30/2021 9/30/2021 In Progress
Hiring an Integrated M&E Specialist at NTFC 11/1/2020 11/30/2020 Completed
Procurement of a tracking tool software 11/1/2020 11/30/2020 In Progress
Conduct a half-day vision and mission virtual session 
facilitated by the T-FAST and UNCTAD 11/1/2020 12/30/2020 Not Initiated
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Activity, 
Sub-Activity, 
Action
Start Date End Date Status
Capture relevant milestones, timelines, and targets that 
relate to the indicators integrated into a MEL Plan 1/1/2021 2/28/2021 Completed
Update specific indicators, collect data, analyze results, 
and develop a system and control panel for use by NTFC 
members
2/2/2021 9/30/2021 Completed
Elaborate M&E Reports ######## 9/30/2021 Completed
Develop regular meetings with Donor Coordination 10/1/2020 9/30/2021 Not Initiated
Activity 2: Capacity building of government institutions
2.1. Support NTFC related to Publication/Opportunity to 
Comment
Develop and validate of the Action Plan related to Public 
Comments and Reception of Policy Proposals 10/1/2020 2/28/2021 Completed
Support policy development that allows government 
institutions to receive policy proposals 2/28/2021 8/30/2021 Completed
Implement action plans related to Public Comments and 
Reception of Policy Proposals 2/1/2021 9/30/2021 Completed
Follow-up training and support 11/1/2020 9/30/2021 Completed
2.2. Support NTFC related to Laboratory Testing
Develop assessment that will determine the initial round 
of trainings, technical recommendations and suggest 
technological upgrades 
10/1/2020 12/30/2020 Completed
Assist in technical data collection with a local lab 
consultant 10/1/2020 11/30/2020 Completed
Present findings and initial recommended actions from the 
first group of lab assessments to the Steering Committee 12/1/2020 12/30/2020 Completed
Present findings and initial recommended actions from the 
second group of lab assessments to the Steering 
Committee 
3/1/2021 3/31/2021 In Progress
Implement the components of the 12-month action plans 
that are non-ICT related (not computer systems and 
networks) for the first group of labs
2/1/2021 9/30/2021 Completed
Implement the components of the 12-month action plans 
that are non-ICT related (not computer systems and 
networks) for the second group 
4/1/2021 9/30/2021 In Progress
Follow-up training and technical assistance 7/1/2021 9/30/2021 Not Initiated
Develop ICT action plans for laboratory assistance that 
have been validated by the lab authorities 11/2/2020 6/30/2021 Completed
Implement 12-month action plans at laboratories 2/1/2021 9/30/2021 In Progress
Develop and validate Terms of Reference for 12-month 
action plans at laboratories 2/15/2021 7/30/2021 In Progress
Develop and validate the action plan to connect private 
laboratories with VUE-VUI so that test results can be 
reported directly to the authorities
7/1/2021 9/30/2021 In Progress
Follow-up training and technical assistance 7/1/2021 9/30/2021 Not Initiated
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Activity, 
Sub-Activity, 
Action
Start Date End Date Status
2.3. Support NTFC related to Time Release and Expedited 
Shipping
Leveraging MITIC’s ICT Capacity to Support Trade 
Facilitation Systems 10/1/2020 9/30/2021 Completed
Collaborate with the Ministry of the Interior to support the 
new electronic ID roll out 10/1/2020 10/31/2020 Completed
Conduct individual virtual presentations to all 
organizations hesitant to implement e-signatures 11/1/2020 3/30/2021 Not Initiated
Develop and validatate of the Action Plan 1/2/2021 9/30/2021 Not Initiated
Implement E-Signature Plan 4/30/2021 9/30/2021 Not Initiated
Coordinate with the WB to ensure its commitment to 
break down time release information for agricultural and 
non-agricultural products
11/3/2020 11/27/2021 In Progress
Support INAN with data digitization and automate export 
and importer registration processes as well as verification. 10/1/2020 8/31/2021 Completed
Develop ICT for the incorporation of SIGRA/INAN into the 
VUE 10/1/2020 3/29/2021 Completed
Develop and validate ToR for international signature 
contract for INTN white paper production 10/2/2020 11/30/2020 In Progress
Hiring for an international firm to analyze the regulatory 
changes needed for the institutional strengthening of INTN 
in a white paper
12/1/2020 2/28/2021 In Progress
Conduct the study and draft the INTN white paper 2/1/2021 6/30/2021 Completed
Socialize the INTN white paper to public-private 7/1/2021 7/30/2021 Completed
Develop and validate a action plan to completely digitalize 
INTN’s service management platform 9/1/2020 11/30/2020 Not Initiated
Implement the action plan 12/1/2020 9/30/2021 Not Initiated
Develop a communications plan for INTN 10/1/2020 3/30/2021 Completed
Implement trainings calendar for INTN detailed in the 
action plan 12/1/2020 9/30/2021 Completed
Gap analysis assessment of stakeholder's capacity to 
accept electronic payments and deliver electronic receipts 10/1/2020 10/30/2020 Completed
Develop and validate a Action Plan for improved payment 
delivery process 11/1/2020 4/30/2021 Completed
Implement Electronic Payments Expansion Plan 5/2/2021 9/30/2021 Completed
Develop the terms of reference the international specialist 9/1/2020 10/30/2020 In Progress
Hiring an international specialist 12/2/2020 2/2/2021 Not Initiated
Conduct the International conceptual conference 3/1/2021 3/31/2021 Not Initiated
Develop workshops on electronic certification for SENACSA 
officials with international specialists 4/1/2021 5/31/2021 Not Initiated
Develop and validate an Electronic Certification 
Implementation Plan for SENACSA 6/1/2021 6/30/2021 Not Initiated
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Activity, 
Sub-Activity, 
Action
Start Date End Date Status
Develop "fichas técnicas" for the processes and equipment 
necessary for the Electronic Certification Implementation 
Plan for SENACSA
7/1/2021 7/30/2021 Not Initiated
Implementation of the Electronic certification and 
Modernization Plan 7/2/2021 9/30/2021 Not Initiated
Assess the Backend systems at SENAVE 10/1/2020 10/30/2020 Completed
Develop a Backend Management Systems Action Plan for 
SENAVE that correlates with the SENAVE Process 
Reorganization and e-Phyto Implementation Plan 
11/1/2020 12/30/2020 Completed
Develop and validate with SENAVE the Terms of 
References to procure support for SENAVE’s and the VUE’s 
in-house programmers 
3/2/2021 3/30/2021 Not Initiated
Implement the Backend Management Systems Action Plan 4/2/2021 9/30/2021 Completed
Assess SIGOR’s ICT systems and the partnering VUE and 
VUI systems related to the issuing of zoosanitary 
certificates 
9/1/2020 11/30/2020 Not Initiated
Develop a Backend Systems and Digital Interfaces Action 
Plan linked with SENACSA's inhouse "Management System 
for Regional Offices" (SIGOR) 
12/1/2020 2/1/2021 Not Initiated
Develop and validate with SENACSA the Terms of 
References to procure support for SENACSA’s and the 
VUE’s in-house programmers 
2/2/2021 3/30/2021 Not Initiated
Implement Backend Systems and Digital Interfaces Action 
Plan at SENACSA 4/1/2021 9/30/2021 Not Initiated
Develop backend management systems Action Plan for 
DINAVISA 11/1/2020 2/1/2021 Completed
Develop and validate Terms of Refence for ICT hardware 
and supporting software development for “DNVS” 
software implementation 
3/2/2021 4/30/2021 Completed
Conduct trainings and Kaizen style workshops related to 
DNVS software implementation and process re￾engineering
5/3/2021 9/30/2021 In Progress
Validate and deliver updated procedural manuals for 
DINAVISA's processes related to agrichemical and other 
agricultural products. 
9/1/2021 9/30/2021 In Progress
Assess the Hardware and software of SENAVE , in 
collaboration with the VUE, COSAVE and the Ministry of 
Information and Communication Technology 
9/1/2020 11/30/2020 In Progress
Develop and validate by SENAVE and VUE the SENAVE 
Process Reorganization and e-Phyto Implementation Plan 12/1/2020 3/30/2021 Completed
Develop and validate "Fichas Técnicas" for software 
development related to ePhyto implementation at SENAVE 4/1/2021 4/30/2021 Not Initiated
Implement SENAVE Process Reorganization and e-Phyto 
Implementation Plan 5/1/2021 9/30/2021 Not Initiated
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Activity, 
Sub-Activity, 
Action
Start Date End Date Status
Develop an AEO framework implementation plan for 
institutions that request 10/1/2020 9/30/2021 Completed
Conduct the initial presentation of the AEO program 
accompanied by USAID representatives and Customs AEO 
Coordinator
11/1/2020 11/30/2020 Completed
2.4. Support NTFC related to Border Cooperation
Explore harmonization of opening hours at SENACSA and 
SENAVE border crossings 10/1/2020 6/30/2021 Completed
Develop the Terms of Reference for this legal and technical 
assistance in collaboration with SENAVE, MoFA and CIPE 10/1/2020 12/30/2020 In Progress
Procurement of legal and technical assistance for SENAVE 
will be conducted 1/2/2021 2/28/2021 Completed
Provide Legal and Technical Assistance to SENAVE related 
to regulatory reform of the Integrated Control Areas 3/1/2021 9/30/2021 Not Initiated
Engage regional Phytosanitary and Zoosanitary technical 
staff and authorities to broaden acceptance of electronic 
certifications
3/1/2021 3/30/2021 In Progress
Establish LoCs at the project level with CIP, CAPECO, 
CATERPPA and AMCHAM 6/1/2020 11/30/2020 In Progress
Other activities
Establish LoCs at the project level with MIC, INTN and 
Customs 2/3/2020 5/29/2020 In Progress
Establish LoCs at the project level with SENACSA, MITIC, 
MSPBS for INAN and DINAVISA 2/3/2020 5/29/2020 Completed
Activity 3: Capacity building of trade associations
3.1. Build Capacity of Private Sector to Engage in Trade 
Facilitation Reform
Assess training needs at associations to work with their 
members to comment and propose reforms related to 
trade facilitation processes
10/1/2020 3/30/2021 Completed
Develop the training action plan 4/2/2021 4/30/2021 Completed
Implement specific training action plan for each private 
stakeholder 5/3/2021 9/30/2021 In Progress
Develop an AEO promotion action plan in collaboration 
with Custom’s AEO Coordinator to effectively promote the 
AEO certification 
3/3/2021 3/30/2021 Completed
Implement action plan 5/1/2021 9/30/2021 In Progress
Develop communication materials 3/3/2021 4/30/2021 Not Initiated
Develop and implement the action plan 4/3/2021 9/30/2021 In Progress
Activity 4: Provision of market and trade infrastructure
4.1. Develop Infrastructure to Implement NTFC Priorities 
related to Publication/Opportunity to Comment
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Activity, 
Sub-Activity, 
Action
Start Date End Date Status
Purchase of software and licenses to support an ICT 
system that allows government agencies to receive policy 
proposals from the public
5/3/2021 9/30/2021 Completed
4.2. Develop Infrastructure to Implement NTFC Informal 
Producers to Formal Market
Purchase of laboratory equipment related to food and 
agricultural testing, as well as agrochemicals, aligning to 
EU/WB and IDB equipment purchase plans
3/1/2021 6/30/2021 Completed
4.3. Develop Infrastructure to Implement NTFC Priorities 
related to Time Release and Expedited Shipping
Procure the necessary ICT infrastructure and software 
development at INAN 9/1/2020 11/30/2020 In Progress
Procure ICT equipment and software development related 
to e-signatures in key public institutions with buy-in 4/1/2021 7/30/2021 In Progress
Procure ICT equipment and software development to 
expand and improve electronic payments in key public 
institutions 
5/2/2021 8/30/2021 Completed
Procure ICT equipment and software development to 
support the process re-engineering and digitalization as 
well as the implementation of the “DNVS” Sanitary 
Registration Software at DINAVISA
5/2/2021 8/30/2021 Completed
Procure the necessary ICT infrastructure and software 
development to support INTN’s service management 
platform 
1/2/2021 6/30/2021 Completed
Procure ICT equipment and software development 
necessary to expand the AEO program in public 
institutions with buy-in
6/1/2021 9/30/2021 Completed
Procure an online training platform and subcontract the 
software development and/or adaption necessary 11/1/2020 11/30/2020 Completed
Procure the necessary ICT infrastructure and software 
development based on the "SENAVE Process 
Reorganization and e-Phyto Implementation Plan"
5/1/2021 9/30/2021 Completed
Procure the necessary ICT infrastructure and software 
development related to e-Cert based on the ICT 
assessment of SENACSA’s SIGOR systems and partnering 
VUE and VUI systems 
8/1/2021 9/30/2021 Completed
 
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Annex 6: Articles of Trade Facilitation Agreement Supported by T-FAST 
The table below provides information on the articles of the TFA that T-FAST supports the NTFC related 
to Paraguay’s Category C Notifications.
Table 21: Articles of WTO TFA that T-FAST Supports
Article Time Period
Article 1 Publication and Availability of Information
1.1. Publication
1.2. Information available through internet
1.3. Enquiry points
1.4.Notification
September 2021
Article 2 Opportunity to Comment, Information Before Entry into Force
2.1. Comments and information before entry into force
2.2. Consultations
September 2020
Article 5.3. Test procedures September 2023
Article 7.6. Average release times September 2021
Article 7.7. Authorized operators September 2020
Article 7.8. Expedited shipments September 2022
Article 8 Border Agency Cooperation September 2024