Transcript Bild 1 - World Customs Organization

PRESENTED BY: TERENCE LEONARD
COMPTROLLER OF CUSTOMS AND EXCISE DEPARTMENT
-SAINT LUCIA, WEST INDIES
PRIVATE SECTOR VIEW OF
CUSTOMS - 2001
“To date, the wider private sector cannot speak about improvements
to the speed of clearing goods from Customs or a reduction in the
cost due to improved efficiency and customs work practices and
procedures.
In fact, some members believe that the cost of customs services
has increased with the new methods of charging business for the
services of customs etc. The move to automate customs has
slowed down and we are no nearer to that being realized than
three years ago. Container clearance fees and associated charges
have increased and the speed has been reduced overall.”
-The Saint Lucia Chamber of Commerce, Industry and Agriculture’s
Annual Report 2001
NOW…..through successful capacity
building
“Doing Business 2007 also ranks 175
economies on the ease of doing business…
The top 30 economies in the world are, in order
Singapore (1)…..Saint Lucia (27)…
The rankings track indicators of the time and
cost to meet government requirements
In business start-up, operation, trade, taxation,
and closure.”
- Doing Business 2007, World Bank,
Washington, D.C., September 6, 2006
GOAL (s)
Why is the project
happening?
PURPOSE
What would have
to be achieved?
NARRATIVE SUMMARY
INDICATORS
MEANS OF
VERIFICATION
RISKS & ASSUMPTIONS
To become a modern
Customs Organization
that meets
International standards
of security and
faciltates legitimate
trade
Efficient clearance
procedures, smooth
trade flows, improved
security and efficiency
in the global supply
chain, An increase in
revenue collection,
Reports, statistics,
feedback, trade
surveys, International
standards,
Observation
Political cliamate,
Infrastructure
Track release times,
revenue collection stats,
enforcement stats,
trade feedback
Sustained trade
volumes,
Risk based inspections,
Partnerships with trade,
Use of IT systems (risk
mgmt)
Mgmt continues to
support administrative
and internal control
areas
Simplifying, securing and
expediting customs clearance
procedures and processes
Reduced clearance
times, Improved
detection and
interdiction of
contraband, Efficient
use of HR, efficient
collection of revenue
(Next)
NARRATIVE SUMMARY
WCO Framework of
Standards
1.
2.
3.
PRODUCTS
What has to be produced?
ACTIVITIES
How and with what will they be
produced?
Establish Customs to
Customs network
arrangements,
Establish Customs to
Business
partnerships,
Enhance the roles,
functions and
capabilities of
Customs to meet
International
obligations
Legislative review
Training
Establish durable working
partnerships with Airlines,
Transport Agencies,
Custodians, and any
organizations involved in
cargo clearance
Introduce advance electronic
information systems
Communication Strategy
Promote AEO concept through
the creation of MOUs
Increase salary levels to
levels of other Government
Depts.
INDICATORS
MEANS OF
VERIFICATION
RISKS &
ASSUMPTIONS
Asycuda ++ optimal
usage, Risk
Assessment tools,
Review processes:
import, export and
transit, compliance
(exports), staff
redeployment, Postaudit, collaboration
with external
agencies – public
and private
Trained staff, higher
interdiction stats,
increased
cooperation between
local and
international
agencies, sucessful
post-audit systems,
WCO framework
Lower staff attrition
rates, morale
improved,
International
credibility, stable
society
Incentive
programmes,
Training
programmes for
2703 staff
Consultant for
revised penal
system
Salary Review for
2703 staff
PR campaign
(website,
communication
strategy) Increased
revenue, Increased
productivity,
Training completed,
Signed agreements/
MOUs, Successful
prosecutions,
Increased
compliance
COST $3,000,000
Training Resources
Funding
VISION STATEMENT
We will be a dynamic and
cohesive customs administration
recognized for providing an
efficient service using best
practices, encouraging voluntary
compliance, thereby contributing
to the continued progress of the
country.
MISSION STATEMENT
We are committed to serve with professionalism,
fairness and integrity by collecting and protecting
revenue, facilitating legitimate trade and travelers
and enforcing laws relating to imports and exports
in order to contribute to the well being, security
and prosperity of St. Lucia.
ATTAINING “VALUE FOR MONEY”
–THROUGH CAPACITY BUILDING


The 'Value for money' (VFM)
concept will be utilized to assess
whether or not the department has
obtained the maximum benefit
from the goods and services it
both acquires and provides, within
the resources available to it.
The Department is desirous of
adopting 'good' or 'best' practice
as appropriate to fit its own
circumstances which is not only
an acceptable method of attaining
value for money but also of
demonstrating to the general
public which it serves, that value
for money has been both actively
sought after and has been
achieved.
VFM THROUGH STRATEGIC
PLANNING:OUR APPROACH
 the development and implementation of a five year
strategic plan:
 the articulation of the vision of the new leadership of the
department,
 a screening (S.W.O.T -Strengths, Weaknesses,
Opportunities and Threats) analysis of its external and
internal environment to determine environmental factors
which have or will potentially impact on its operations;
 identifying activities to 'respond' to these environmental
factors;
 matching resources to ensure the timely and effective
implementation of this plan of activities
 and establishing a monitoring and corrective feedback
mechanism for the entire process.
STRATEGIC ACTIVITIES THUS
FAR: 2006
 Consultations with key external stakeholders: JanuaryMarch to determine SWOT
 CWC 2007 Awareness Seminar/Consultation- March 1st
 Staff Retreat/consultation: April-May to articulate vision of
new department’s leadership and to obtain feedback from
staff
 ASYCUDA ++ Island-wide Implementation- June
 Priority Partnership for the Customs Capacity Building
Project in the Americas (CCBPA)/WCO Columbus
Programme with the Canada Border Protection Agency
(CBSA): June- pre-diagnostic mission: October-strategic
planning exercise
Integrated Customs Information System
(ICIS)
Other Customs
Administrations,
International
Organizations
SAINT LUCIA’s Intended use
of Customs
Automation/Trade
Facilitation
Port & Airport
Authorities
Ministry of Trade &
other Government agencies
REVENUE UPDATE: 1st/2nd qtr
2005-2006 comparative
in Million EC$
100
90
80
70
60
50
40
30
2006
2005
20
10
0
1st Qtr
2nd Qtr
Trade Facilitation Program Islandwide Implementation
 Impact/benefits of its implementation:
Problems solved:
 Reduced Processing and Clearance Times: The
green lane declaration takes an average of twenty
minutes for processing and customs clearance.
 Increased Revenue Collection: Revenue
collected in the Pilot Site of the Port of Vieux-Fort
has increased by approximately 30%.
 Procedures, Forms and processes has been
simplified along with greater transparency
Our vision to MAKE IT HAPPEN!
-Through “A-Class” Human
Resource Development Policies:
 Retention:
- Comprehensive review of internal and external TRAINING
POLICY incl. local, regional and int’l mentorship programs,
refresher courses, adoption of basic customs awareness
program for clerical staff, establish sub-regional customs
training and e-learning centers.
- Comprehensive review of PROMOTION AND DEPLOYMENT
POLICIES – clear, transparent, results-oriented,
encourages productivity and career enhancement.
- Adoption of New Rewards, Incentives, Recognition and
Compensation Policy-enshrined with clarity, transparency,
effectively administered, and endorsed by authorities. Staff
recognition should be on a monthly by unit, division by the
quarter and yearly by department basis.
Our Vision to MAKE IT HAPPEN!
-Through “A-Class” Human
Resource Development Policies:
 Career Management and Development: To provide
continuous guidance and effective management of
employees careers; to adequately prepare for
return of trained retainable staff.
 Counseling: To provide counseling on various
domestic issues, personal financial management
etc.
 Consultations: To adopt a regular and flexible
program of staff consultations through meetings,
retreat, working sessions/policy formulation and
review, IOQs, family engagements etc.
 To alleviate wherever possible daily stresses
originating from parking whilst at work
Our Vision to MAKE IT HAPPEN!
-Through “A-Class” Human
Resource Development Policies:
 Code of Conduct, Ethics and Responsibility: review and
adopt appropriate code (Departmental, Public and
Harmonized CARICOM), comprehensive review of uniforms
and adoption of an appropriate UNIFORMS POLICY, adopt
appropriate strategies to promote and enhance discipline at
all ranks, Use of motivational and responsibility “reminders”
signs in strategic areas.
 Sports Club, Trade Unions, Credit Unions/Banks, Welfare
Fund and Administration Consultations: Regular, mutual
respect, exploring workable and sustainable avenues for
social, cultural, financial, employment and recreational
development and needs of staff.
Our Vision to MAKE IT HAPPEN!
-Through Total Quality Leadership At
All Levels:
 Honest
 Visionary
 Strategically focused
 Decisive
 Participatory
 Disciplined
 Accountable
 « In Tune with Environmenté »
 Results oriented
Our Vision to MAKE IT HAPPEN!
-Through Technology
 Review and adopt IT POLICY
 Full implementation and maximum use
of ASYCUDA ++
 Adopt appropriate upgrade by 2009
 Ensure that every employee is computer
literate
 Ensure that we ALL utilize the systems
which have been developed to improve
efficiency, reporting and develop trend
analysis
 Continuous specialized IT Training for all
levels
Our Vision to MAKE IT HAPPEN!
-Through Effective Revenue Forecasting
and Reporting and Budgeting:
 Develop forecasting, budgeting and
reporting skills of staff.
 Regularly consult Ministry of Finance
experts.
 Adopt and strictly adhere to Department’s
PERFORMANCE REPORTING POLICY.
 Adopt professional reporting standards for
unit, divisional and departmental reports.
 Establish and ensure sustained use of
Forecasting, budget and reporting
committees
Our Vision to MAKE IT HAPPEN!
-Through Sustained Operational
Efficiency:
 Dispense with passive/non-productive operational activities- e.g
manning gates and providing security for building
 Redirect resources to active/productive engagement
 Adopt largely intelligence-driven modus operandi, upgrade intel.
Unit to Special Ops, establish K-9 Unit
 Establish joint law enforcement units where appropriate- marine,
intelligence etc.
Our Vision to MAKE IT HAPPEN!
-Through Sustained Operational
Efficiency: (next)
 Engage in joint training and offensive exercises with other law
enforcement agencies
 Acquire additional and more effective equipment,
 Place more emphasis on operational safety
 Adopt HS 2007, WCO Framework of Standards and others
Our vision to MAKE IT HAPPEN!
-Through Strategic Partnership:
• Engage all stakeholders in continuous consultation: General Public,
Public and Private Sectors, Brokers, Shipping and Airline sectors,
CCLEC, WCO, SLASPA, RSLPF, Unions, FIA, CARICOM, RSS, DEA,
FBI, US, French, British and other Int’l partners.
• Establish MOU’s where appropriate to formalize and guide
relationships
• Establish service centers (help desks), improve signage, and PR
• Engage in joint/cross training and mentorship programs
• Exchange mutually beneficial information on a timely basis
• Continuously explore areas of joint operational engagement
• Enhance website and other publication links where appropriate
• Attain preferential service where possible for uniformed staff to reduce
absenteeism (e.g at the banks, credit union, utility companies)
POVERTY REDUCTION VIA
CAPACITY BUILDING IN CUSTOMS
 Inextricably linked
 Train and maximize use of national expertise after conducting
diagnostic assessment
 Implementation strategy must be practical and resources must be
adequately allocated-many developing countries do not possess the
capacity to finance requisite infrastructure and equipment
 Continuous monitoring mechanism of strategy’s progress is absolutely
essential
 Regional approaches to capacity building provides more effective
coordination and substantially reduces costs to donor agencies- e.g
CCLEC-Caribbean Customs Law Enforcement Council
 WCO Capacity Building initiative could be the solution to “un-choke”
the international supply chain from clogs which inhibits international
trade from adequately contributing to poverty reduction and general
economic well-being.
WE WILL MAKE IT HAPPEN!
-Through
Collective
Responsibility:
THANK YOU