Customs in the 21ST Century
Customs in the 21ST Century
Customs in the 21ST Century
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WORLD CUSTOMS ORGANIZATION<br />
ORGANISATION MONDIALE DES DOUANES<br />
Established <strong>in</strong> 1952 as <strong>the</strong> <strong>Customs</strong> Co-operation Council<br />
CrÈÈe en 1952 sous le nom de Conseil de coopÈration douaniËre<br />
POLICY COMMISSION SP0288E1a<br />
-<br />
60 th Session<br />
-<br />
Buenos Aires<br />
-<br />
Brussels, 5 November 2008.<br />
CUSTOMS IN 21 ST CENTURY - ENHANCING THE WCO FOR ITS 21 ST CENTURY ROLE<br />
Purpose of document<br />
PROGRESS REPORT<br />
(Item IX on <strong>the</strong> Agenda)<br />
SUMMARY<br />
The purpose of this document is to provide a progress report on <strong>the</strong> development of a<br />
draft strategy and action plan to implement <strong>the</strong> <strong>Customs</strong> <strong>in</strong> <strong>the</strong> 21 st <strong>Century</strong> policy document<br />
which was adopted at <strong>the</strong> June 2008 Council Sessions.<br />
Action required of <strong>the</strong> Policy Commission<br />
The Policy Commission is <strong>in</strong>vited to exam<strong>in</strong>e this progress report on <strong>the</strong> 21 st <strong>Century</strong><br />
policy document and to provide guidance on <strong>the</strong> way ahead with this dossier.<br />
In order to facilitate <strong>the</strong> Policy Commissionís discussion of this item, it is proposed<br />
that delegates beg<strong>in</strong> by concentrat<strong>in</strong>g on <strong>the</strong> first two build<strong>in</strong>g blocks - ìGlobally networked<br />
<strong>Customs</strong>î and ìCo-ord<strong>in</strong>ated border managementî - <strong>in</strong> order to deepen <strong>the</strong>ir understand<strong>in</strong>g<br />
of what <strong>the</strong>se entail and how <strong>the</strong>y might be developed. Delegates should discuss what <strong>the</strong><br />
realities are and, from <strong>the</strong>re, what action might be needed <strong>in</strong> respect of <strong>the</strong>se two build<strong>in</strong>g<br />
blocks. The outcome of this discussion would feed <strong>in</strong>to <strong>the</strong> work plan.<br />
This would be a strategic discussion that could be based on <strong>the</strong> sets of questions,<br />
identified <strong>in</strong> paragraph 25 below.<br />
After this strategically focused discussion, <strong>the</strong> Policy Commission should consider <strong>the</strong><br />
<strong>Customs</strong> <strong>in</strong> <strong>the</strong> 21 st <strong>Century</strong> Inventory and Prelim<strong>in</strong>ary Work Plan (Annex III hereto) <strong>in</strong> order<br />
to provide <strong>the</strong> Secretariat with clear guidance on <strong>the</strong> way ahead.<br />
____________________<br />
For reasons of economy, documents are pr<strong>in</strong>ted <strong>in</strong> limited number. Delegates are k<strong>in</strong>dly asked to br<strong>in</strong>g <strong>the</strong>ir<br />
copies to meet<strong>in</strong>gs and not to request additional copies.<br />
Copyright © 2008 World <strong>Customs</strong> Organization. All rights reserved. Requests and <strong>in</strong>quiries concern<strong>in</strong>g<br />
translation, reproduction and adaptation rights should be addressed to copyright@wcoomd.org.
SP0288E1a<br />
2.<br />
I. Introduction<br />
1. The policy document, <strong>Customs</strong> <strong>in</strong> <strong>the</strong> 21 st <strong>Century</strong> - Enhanc<strong>in</strong>g Growth and<br />
Development through Trade Facilitation and Border Security (Doc. SP0270), was<br />
approved at <strong>the</strong> Policy Commission and Council Sessions <strong>in</strong> June 2008 and provides a<br />
platform and a framework for future th<strong>in</strong>k<strong>in</strong>g both with<strong>in</strong> <strong>the</strong> WCO and <strong>in</strong> <strong>Customs</strong><br />
adm<strong>in</strong>istrations.<br />
2. The discussion at <strong>the</strong> Council Sessions <strong>in</strong>dicated a high level of <strong>in</strong>terest and<br />
strong support for <strong>the</strong> policy document by <strong>the</strong> Members. The Members shared a view<br />
that certa<strong>in</strong> aspects of <strong>the</strong> policy document were somewhat aspirational and which<br />
many adm<strong>in</strong>istrations were not yet <strong>in</strong> a position to accomplish. Never<strong>the</strong>less, it was<br />
also a common view that such aspiration itself should not be regarded as a problem - <strong>in</strong><br />
fact <strong>the</strong> value of <strong>the</strong> <strong>Customs</strong> <strong>in</strong> <strong>the</strong> 21 st <strong>Century</strong> policy document rests precisely <strong>in</strong> its<br />
visionary and aspirational approach 1 .<br />
3. The Members emphasized <strong>the</strong> need to ensure that <strong>the</strong> future work of <strong>the</strong> WCO<br />
should be aligned on <strong>the</strong> directions charted by <strong>the</strong> policy document. They <strong>the</strong>refore<br />
adopted a Resolution which mandates <strong>the</strong> Secretary General, <strong>the</strong> <strong>in</strong>com<strong>in</strong>g Secretary<br />
General and <strong>the</strong> Chairperson of <strong>the</strong> Council to work toge<strong>the</strong>r on this issue. In l<strong>in</strong>e with<br />
this mandate, this document is a progress report on develop<strong>in</strong>g a draft strategy and<br />
action plan to implement <strong>the</strong> <strong>Customs</strong> <strong>in</strong> <strong>the</strong> 21 st <strong>Century</strong> policy document (here<strong>in</strong>after<br />
referred to as ìC21î) and help alignment with <strong>the</strong> 2009/2010 Strategic Plan.<br />
4. The Policy Commission is now <strong>in</strong>vited to consider and give strategic guidance to<br />
<strong>the</strong> Secretariat on how best to achieve <strong>the</strong> progression from <strong>the</strong> current situation,<br />
characterized by a strong focus on <strong>Customs</strong> imports with no global connectivity,<br />
towards comprehensive trade management based on <strong>the</strong> globally networked <strong>Customs</strong><br />
model which focuses on <strong>the</strong> end-to-end supply cha<strong>in</strong>.<br />
II. <strong>Customs</strong> <strong>in</strong> <strong>the</strong> 21 st <strong>Century</strong> policy document<br />
(1) Ten Build<strong>in</strong>g Blocks for 21 st <strong>Century</strong> <strong>Customs</strong><br />
5. C21ís foundation is a cutt<strong>in</strong>g-edge list of ten important build<strong>in</strong>g blocks for<br />
enhanc<strong>in</strong>g <strong>Customs</strong> operations globally. The ten build<strong>in</strong>g blocks are as follows :<br />
(i) Globally networked <strong>Customs</strong>;<br />
(ii) Better co-ord<strong>in</strong>ated border management;<br />
(iii) Intelligence-driven risk management;<br />
(iv) <strong>Customs</strong>-trade partnership;<br />
(v) Implementation of modern work<strong>in</strong>g methods, procedures, and techniques;<br />
(vi) Enabl<strong>in</strong>g technology and tools;<br />
(vii) Enabl<strong>in</strong>g powers;<br />
(viii) A professional, knowledge-based service culture;<br />
(ix) Capacity build<strong>in</strong>g; and<br />
(x) Integrity.<br />
1 Members also agreed that C21 is a liv<strong>in</strong>g document and needs to reflect change <strong>in</strong> environmental<br />
developments. The Secretariat is of <strong>the</strong> view that, tak<strong>in</strong>g <strong>in</strong>to account <strong>the</strong> short time from <strong>the</strong><br />
adoption of this policy document and <strong>the</strong> accompany<strong>in</strong>g Resolution, <strong>the</strong>re is no need to change <strong>the</strong><br />
content of <strong>the</strong> C21 at this stage.
SP0288E1a<br />
6. As was stated by <strong>the</strong> representative of <strong>the</strong> C21 draft<strong>in</strong>g group, <strong>the</strong> description of<br />
<strong>the</strong> ten build<strong>in</strong>g blocks might be so brief that it would need supplementary <strong>in</strong>formation<br />
for fur<strong>the</strong>r action. Accord<strong>in</strong>gly, Annex I to this document provides a fuller explanation<br />
on each build<strong>in</strong>g block, based on <strong>the</strong> explanation delivered by Mr. Gordhan, <strong>the</strong><br />
representative of <strong>the</strong> C21 draft<strong>in</strong>g group, at <strong>the</strong> Council Sessions <strong>in</strong> June 2008.<br />
(2) Future Role of <strong>the</strong> WCO<br />
7. In parallel to <strong>the</strong> new strategic direction of 21 st <strong>Century</strong> <strong>Customs</strong>, C21 also offers<br />
commentary and recommendations on how <strong>the</strong> WCO can address <strong>the</strong> challenges<br />
fac<strong>in</strong>g <strong>Customs</strong> and expand upon its current roles and responsibilities to better meet<br />
<strong>the</strong> needs of <strong>the</strong> future. A summary of <strong>the</strong> recommendations <strong>in</strong> C21 on roles and<br />
responsibilities <strong>in</strong>cludes <strong>the</strong> follow<strong>in</strong>g :<br />
Ma<strong>in</strong>ta<strong>in</strong> current <strong>Customs</strong> standards and, where needed, create new ones;<br />
Streng<strong>the</strong>n <strong>Customs</strong> operations;<br />
Cont<strong>in</strong>ue delivery of capacity build<strong>in</strong>g to assist <strong>in</strong> implementation of <strong>Customs</strong><br />
standards;<br />
Monitor <strong>Customs</strong> standardsí implementation;<br />
Cont<strong>in</strong>ue review<strong>in</strong>g fund<strong>in</strong>g options for operations;<br />
Create a research capability; and<br />
Increase <strong>Customs</strong> visibility.<br />
8. It is noteworthy that C21 urges enhancement of Secretariat functions to respond<br />
to <strong>the</strong>se challenges. Consequently, it is <strong>in</strong>itially envisaged to meet this requirement by<br />
enhanc<strong>in</strong>g <strong>the</strong> coord<strong>in</strong>ation role of <strong>the</strong> Office of <strong>the</strong> Secretary General without chang<strong>in</strong>g<br />
<strong>the</strong> exist<strong>in</strong>g structure of <strong>the</strong> three Directorates.<br />
9. With regard to <strong>the</strong> suggestion of creat<strong>in</strong>g a research capability, <strong>the</strong> Secretariat is<br />
plann<strong>in</strong>g to establish a research unit <strong>in</strong> 2009 with<strong>in</strong> <strong>the</strong> Office of <strong>the</strong> Secretary General<br />
to provide support for each Directorate <strong>in</strong> streng<strong>the</strong>n<strong>in</strong>g its research function. This will<br />
<strong>in</strong> itself raise <strong>the</strong> WCOís visibility <strong>in</strong> <strong>the</strong> media and academia.<br />
10. O<strong>the</strong>r methods for rais<strong>in</strong>g <strong>the</strong> visibility of <strong>Customs</strong> and <strong>the</strong> WCO should also be<br />
explored. Tak<strong>in</strong>g <strong>in</strong>to account <strong>the</strong> limited resources of <strong>the</strong> Secretariat, it is vital to<br />
enhance good work<strong>in</strong>g relationships with external partners, <strong>in</strong>clud<strong>in</strong>g <strong>in</strong>ternational<br />
organizations, academic <strong>in</strong>stitutions and <strong>the</strong> private sector. Accord<strong>in</strong>gly, it is also <strong>the</strong><br />
<strong>in</strong>tention to establish an External Relations Coord<strong>in</strong>ator with<strong>in</strong> <strong>the</strong> Secretary Generalís<br />
Office to support each Directorate to better coord<strong>in</strong>ate with external partners <strong>in</strong> a<br />
coherent and corporate manner.<br />
11. A well-coord<strong>in</strong>ated Secretariat under <strong>the</strong> leadership of <strong>the</strong> Secretary General will<br />
be able to better serve <strong>the</strong> Members and <strong>the</strong> committees and jo<strong>in</strong>tly discharge <strong>the</strong><br />
responsibility of <strong>the</strong> WCO to meet <strong>the</strong> challenges of <strong>the</strong> 21 st <strong>Century</strong>. It is <strong>the</strong>refore<br />
vital to consolidate <strong>the</strong> foundation of <strong>the</strong> WCO by <strong>the</strong> C21 analysis and def<strong>in</strong>e <strong>the</strong> role<br />
of <strong>the</strong> Members, <strong>the</strong> Committees and <strong>the</strong> Secretariat <strong>in</strong> order collectively to make a<br />
contribution to turn<strong>in</strong>g C21 <strong>in</strong>to a reality.<br />
3.
SP0288E1a<br />
4.<br />
III. Suggested approach for turn<strong>in</strong>g <strong>the</strong> value of C21 <strong>in</strong>to real benefits<br />
(1) WCO standards and programmes<br />
12. The foundation of <strong>the</strong> WCOís expertise and authority lies <strong>in</strong> best-practice<br />
identification and rule/standard sett<strong>in</strong>g on <strong>Customs</strong> matters. Through <strong>the</strong>se tasks, <strong>the</strong><br />
WCO accumulates <strong>the</strong> <strong>in</strong>formation, know-how and knowledge which are <strong>the</strong> source of<br />
power <strong>in</strong>fluenc<strong>in</strong>g <strong>the</strong> policy-makers and o<strong>the</strong>r stakeholders. The purposes of<br />
programmes and o<strong>the</strong>r activities which <strong>the</strong> WCO has conducted or engaged <strong>in</strong>,<br />
<strong>in</strong>clud<strong>in</strong>g <strong>the</strong> capacity build<strong>in</strong>g programmes, are : collect<strong>in</strong>g national experiences for<br />
potential standard sett<strong>in</strong>g work; test<strong>in</strong>g exist<strong>in</strong>g/new standards; promot<strong>in</strong>g standards;<br />
and us<strong>in</strong>g standards as <strong>the</strong> goal or benchmark.<br />
13. In relation to <strong>the</strong> requirement of <strong>the</strong> ten C21 build<strong>in</strong>g blocks, <strong>the</strong> WCO has<br />
already produced several standards <strong>in</strong> <strong>the</strong> form of conventions, o<strong>the</strong>r <strong>in</strong>struments,<br />
tools, guidel<strong>in</strong>es, and best practices that support <strong>the</strong>m.<br />
14. Thus, an essential question is whe<strong>the</strong>r or not, and to what extent, exist<strong>in</strong>g WCO<br />
programmes and <strong>in</strong>struments address <strong>the</strong> requirements of <strong>the</strong> ten build<strong>in</strong>g blocks ?<br />
The purpose and circumstances when <strong>the</strong>se WCO tools were orig<strong>in</strong>ally adopted by<br />
Members might be different from those which C21 predicts. In addition, some of <strong>the</strong><br />
<strong>in</strong>struments and programmes appear to overlap with each o<strong>the</strong>r or need to be updated<br />
to meet changes <strong>in</strong> <strong>the</strong> environment. Accord<strong>in</strong>gly, by supplement<strong>in</strong>g exist<strong>in</strong>g<br />
programmes and <strong>in</strong>struments, <strong>the</strong> WCO would enhance its strategies, functions,<br />
capacity and visibility.<br />
(2) Work under way and work plan : C21 <strong>in</strong>ventory and gap analysis<br />
(See Annex II : Flowchart of <strong>the</strong> suggested approach)<br />
15. In order to fulfil <strong>the</strong> task mandated to <strong>the</strong> WCO <strong>in</strong> relation to C21, WCO<br />
programmes and standards need progressively to realign <strong>the</strong> requirements of C21<br />
build<strong>in</strong>g blocks. Accord<strong>in</strong>gly, <strong>the</strong> approach suggested is <strong>the</strong> follow<strong>in</strong>g :<br />
The Secretariat has compiled a prelim<strong>in</strong>ary C21 <strong>in</strong>ventory of exist<strong>in</strong>g core WCO<br />
programmes and <strong>in</strong>struments that would be l<strong>in</strong>ked to <strong>the</strong> ten build<strong>in</strong>g blocks.<br />
Alongside <strong>the</strong> C21 <strong>in</strong>ventory, <strong>the</strong> Secretariat has <strong>in</strong>dicated <strong>the</strong> sponsor<strong>in</strong>g WCO<br />
Committees and charted out <strong>the</strong>ir potential work. This is set out at Annex III<br />
hereto.<br />
This list<strong>in</strong>g of sponsor<strong>in</strong>g Committees and potential work will serve as a<br />
prelim<strong>in</strong>ary work plan, albeit one that will need to be exam<strong>in</strong>ed and adjusted by<br />
<strong>the</strong> responsible Committees. It may be determ<strong>in</strong>ed by <strong>the</strong> Committees that <strong>the</strong><br />
time is not ripe to commence <strong>the</strong> standard-sett<strong>in</strong>g work, <strong>in</strong> which case, <strong>the</strong><br />
Committees should be accountable to <strong>the</strong> Policy Commission for <strong>the</strong>ir<br />
conclusion.
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Where <strong>in</strong>ventory items are determ<strong>in</strong>ed as meet<strong>in</strong>g <strong>the</strong> requirements, concerns<br />
and circumstances of C21, WCO Members and <strong>the</strong> Secretariat should encourage<br />
<strong>the</strong>ir implementation through promotion and assistance. When <strong>in</strong>ventory items<br />
are considered not to correspond to <strong>the</strong> new environment and requirements<br />
described <strong>in</strong> C21, <strong>the</strong> technical Committee concerned should be asked to<br />
develop items that will achieve this. For many C21 items, basic research and<br />
case studies would be necessary prior to beg<strong>in</strong>n<strong>in</strong>g <strong>the</strong> development of new<br />
<strong>in</strong>struments or programmes. Technical Committees might <strong>in</strong> fact decide to start<br />
collect<strong>in</strong>g basic <strong>in</strong>formation on tangible experiences of national adm<strong>in</strong>istrations<br />
and <strong>the</strong> trade community, before produc<strong>in</strong>g guidel<strong>in</strong>es or o<strong>the</strong>r <strong>in</strong>struments.<br />
The complete <strong>in</strong>ventory and list<strong>in</strong>g by sponsor<strong>in</strong>g Committees will become a<br />
prelim<strong>in</strong>ary action plan, which will be presented to <strong>the</strong> Policy Commission and<br />
Council <strong>in</strong> June 2009. Each Committee should, never<strong>the</strong>less, start <strong>the</strong> work <strong>in</strong><br />
l<strong>in</strong>e with <strong>the</strong> suggested approach above at its own <strong>in</strong>itiative <strong>in</strong> <strong>the</strong> light of <strong>the</strong><br />
results of <strong>the</strong> Council Sessions this year. Each technical Committee should<br />
report its progress to <strong>the</strong> Policy Commission and Council, <strong>in</strong>clud<strong>in</strong>g del<strong>in</strong>eation of<br />
timel<strong>in</strong>es, accountability and performance measurement.<br />
It is evident that phased implementation of C21 is necessary. In consider<strong>in</strong>g<br />
available resources and <strong>the</strong> need to ma<strong>in</strong>ta<strong>in</strong> quality, <strong>the</strong> schedule production will<br />
be short-term, medium-term and long-term. In addition, <strong>the</strong>re will be a need for<br />
flexibility, as evolv<strong>in</strong>g circumstances will <strong>in</strong>evitably lead to changed requirements.<br />
16. Active and substantial support from WCO Members and <strong>the</strong> trade community will<br />
enhance <strong>the</strong> quality of <strong>the</strong> work. In addition, it is vital to clearly def<strong>in</strong>e <strong>the</strong> role of <strong>the</strong><br />
Members, <strong>the</strong> various Committees and <strong>the</strong> Secretariat <strong>in</strong> manag<strong>in</strong>g <strong>the</strong> development<br />
and ma<strong>in</strong>tenance of WCO programmes and <strong>in</strong>struments. Therefore it is essential to<br />
develop a system that traces <strong>the</strong> advancement of <strong>the</strong> work and covers <strong>the</strong><br />
responsibility of each party.<br />
IV. Relationship with annual Strategic Plan<br />
17. As was expla<strong>in</strong>ed clearly at <strong>the</strong> Council Sessions <strong>in</strong> June 2008, C21 is a<br />
visionary and aspirational policy document. C21 will not replace <strong>the</strong> annual Strategic<br />
Plan : <strong>the</strong> former sets forth <strong>the</strong> long-term direction, while <strong>the</strong> latter sets tangible<br />
activities, resource implications and <strong>the</strong>ir prioritization with<strong>in</strong> a year. The two<br />
documents should be mutually supportive. Work derived from <strong>the</strong> WCO Committeesí<br />
review should be translated <strong>in</strong>to next yearís annual Strategic Plan. The Policy<br />
Commission and Council should cont<strong>in</strong>ue to exam<strong>in</strong>e annually <strong>the</strong> activities, <strong>the</strong>ir<br />
priorities and resource implications, tak<strong>in</strong>g <strong>in</strong>to account resource constra<strong>in</strong>ts, evolv<strong>in</strong>g<br />
urgent matters, and changes <strong>in</strong> <strong>the</strong> environment, as well as <strong>the</strong> long-term direction.<br />
5.
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6.<br />
V. Prelim<strong>in</strong>ary f<strong>in</strong>d<strong>in</strong>gs drawn from <strong>the</strong> work on C21<br />
18. There are clearly some areas where <strong>the</strong> WCO must beg<strong>in</strong> to place more focus.<br />
For example, <strong>the</strong> Authorized Economic Operator (AEO) standards were adopted<br />
<strong>in</strong> 2005 but <strong>the</strong> establishment of AEO programmes is still at <strong>the</strong> exploratory stage for<br />
most Members. Consequently, <strong>the</strong>re is clearly a need to compile emerg<strong>in</strong>g AEO<br />
programmes for comparison, and to work on guidel<strong>in</strong>es on <strong>in</strong>troduc<strong>in</strong>g/implement<strong>in</strong>g<br />
AEO programmes, especially tailored for develop<strong>in</strong>g countries to <strong>in</strong>dicate <strong>the</strong> build<strong>in</strong>g<br />
blocks <strong>in</strong> <strong>the</strong> proper sequence.<br />
19. Likewise, until recently, <strong>Customs</strong> adm<strong>in</strong>istrations and thus <strong>the</strong> WCO have<br />
primarily developed <strong>in</strong>struments that have focused on imports. With <strong>the</strong> adoption of <strong>the</strong><br />
Framework of Standards to Secure and Facilitate Global Trade, this attention has<br />
broadened to <strong>in</strong>clude more emphasis on <strong>the</strong> entire supply cha<strong>in</strong>, <strong>in</strong>clud<strong>in</strong>g exports and<br />
transit. O<strong>the</strong>r examples <strong>in</strong>clude areas which are not necessarily <strong>Customs</strong> specific,<br />
such as change management and o<strong>the</strong>r human resource challenges.<br />
20. The Secretariat should facilitate Membersí shar<strong>in</strong>g of success stories and lessons<br />
learned and undertake research to prepare for <strong>the</strong> work of <strong>the</strong> relevant Committees to<br />
develop or update tools. In this connection, <strong>the</strong> WCO <strong>in</strong>creas<strong>in</strong>gly needs partnership<br />
with stakeholders, <strong>in</strong>clud<strong>in</strong>g o<strong>the</strong>r <strong>in</strong>ternational organizations, academic <strong>in</strong>stitutions and<br />
<strong>the</strong> private sector <strong>in</strong> carry<strong>in</strong>g out its task <strong>in</strong> research and <strong>the</strong> development of<br />
<strong>in</strong>struments that correspond to <strong>the</strong> rapidly chang<strong>in</strong>g environment.<br />
21. As is <strong>in</strong>dicated as one of <strong>the</strong> ten build<strong>in</strong>g blocks, effective capacity build<strong>in</strong>g 2 is<br />
essential for <strong>Customs</strong> to move successfully towards a new strategic direction.<br />
<strong>Customs</strong> capacity build<strong>in</strong>g can cont<strong>in</strong>ue to be improved by develop<strong>in</strong>g a standardized<br />
approach, tools and materials with necessary national adjustments and by focus<strong>in</strong>g on<br />
core WCO <strong>in</strong>struments, identify<strong>in</strong>g and respond<strong>in</strong>g to urgent/evolv<strong>in</strong>g needs, and<br />
monitor<strong>in</strong>g implementation. Inter alia, new tools are urgently needed to enable<br />
Members to monitor <strong>the</strong> implementation of WCO standards. This will be enhanced with<br />
a pool of quality <strong>Customs</strong> capacity build<strong>in</strong>g experts and a network of regional<br />
mechanisms, i.e., Regional Offices for Capacity Build<strong>in</strong>g (ROCBs) and Regional<br />
Tra<strong>in</strong><strong>in</strong>g Centers (RTCs).<br />
22. It goes without say<strong>in</strong>g that timely and sufficient fund<strong>in</strong>g for capacity build<strong>in</strong>g is<br />
also a priority. Build<strong>in</strong>g on recent successes <strong>in</strong> attract<strong>in</strong>g donor attention, <strong>the</strong><br />
Secretariat will enhance its service of donor matchmak<strong>in</strong>g. The Secretariat can,<br />
moreover, assist with craft<strong>in</strong>g bus<strong>in</strong>ess cases for donor assistance. The WCOís<br />
capacity build<strong>in</strong>g experience shows that concrete plans for <strong>the</strong> systematic and realistic<br />
implementation of WCO <strong>in</strong>struments are <strong>the</strong> most likely to garner support from donor<br />
partners.<br />
2 Under <strong>the</strong> WCOís def<strong>in</strong>ition, capacity build<strong>in</strong>g means activities which streng<strong>the</strong>n <strong>the</strong> knowledge,<br />
abilities, skills and behaviour of <strong>in</strong>dividuals and improve <strong>in</strong>stitutional structures and processes such<br />
that <strong>the</strong> organization can efficiently meet its mission and goals <strong>in</strong> a susta<strong>in</strong>able way.
VI. Suggested way ahead<br />
SP0288E1a<br />
23. This document and its three Annexes serve as a progress report to <strong>the</strong> Policy<br />
Commission on <strong>the</strong> 21 st <strong>Century</strong> policy document. Follow<strong>in</strong>g <strong>in</strong>put from <strong>the</strong> Policy<br />
Commission, <strong>the</strong> WCO Secretariat will complete <strong>the</strong> prelim<strong>in</strong>ary <strong>in</strong>ventory work which<br />
will serve as <strong>the</strong> agenda for <strong>the</strong> technical Committeesí work. The output emanat<strong>in</strong>g<br />
from this work will <strong>the</strong>n be <strong>in</strong>corporated <strong>in</strong>to <strong>the</strong> update provided to <strong>the</strong> Policy<br />
Commission and Council <strong>in</strong> June 2009 and alignment ensured with <strong>the</strong> WCO Strategic<br />
Plan.<br />
VII. Suggested approach for <strong>the</strong> Policy Commissionís discussion of this<br />
question<br />
24. In order to facilitate <strong>the</strong> Policy Commissionís discussion of this item, it is proposed<br />
that delegates beg<strong>in</strong> by concentrat<strong>in</strong>g on <strong>the</strong> first two (and probably <strong>the</strong> key) build<strong>in</strong>g<br />
blocks - ìGlobally networked <strong>Customs</strong>î and ìCo-ord<strong>in</strong>ated border managementî - <strong>in</strong><br />
order to deepen <strong>the</strong>ir understand<strong>in</strong>g of what <strong>the</strong>se entail and how <strong>the</strong>y might be<br />
developed by way of examples, scenarios, etc. Delegates should discuss what <strong>the</strong><br />
realities are and, from <strong>the</strong>re, what action might be needed <strong>in</strong> respect of <strong>the</strong>se two<br />
build<strong>in</strong>g blocks. The outcome of this discussion would feed <strong>in</strong>to <strong>the</strong> work plan.<br />
25. This would be a strategic discussion that could be based on <strong>the</strong> follow<strong>in</strong>g sets of<br />
questions, which delegates should consider <strong>in</strong> advance of <strong>the</strong> session :<br />
Globally networked <strong>Customs</strong><br />
1. What are <strong>the</strong> key enablers for globally networked <strong>Customs</strong> ? How can <strong>Customs</strong><br />
adm<strong>in</strong>istrations support <strong>the</strong> global trad<strong>in</strong>g system ?<br />
2. What elements currently h<strong>in</strong>der achievement of <strong>the</strong> key enablers identified <strong>in</strong> <strong>the</strong><br />
previous po<strong>in</strong>t ?<br />
3. What k<strong>in</strong>d of <strong>in</strong>terconnected systems, not necessarily limited to <strong>the</strong> <strong>Customs</strong> field,<br />
already exist or are emerg<strong>in</strong>g at bilateral, regional and <strong>in</strong>ternational levels which <strong>in</strong>spire<br />
Directors General to consider global networked <strong>Customs</strong> ?<br />
4. What aspects do Directors General expect <strong>the</strong> WCO to contribute <strong>in</strong> this field ?<br />
Better co-ord<strong>in</strong>ated border management<br />
1. How do you recognize <strong>the</strong> unique nature of <strong>Customs</strong> <strong>in</strong> comparison with <strong>the</strong> roles of<br />
o<strong>the</strong>r border agencies ?<br />
2. By conduct<strong>in</strong>g co-ord<strong>in</strong>ated border management, how could <strong>Customs</strong> as well as<br />
bus<strong>in</strong>ess benefit ? What are <strong>the</strong> perspectives that <strong>Customs</strong> needs to address <strong>in</strong><br />
consider<strong>in</strong>g co-ord<strong>in</strong>ated border management ?<br />
3. What elements currently h<strong>in</strong>der achievement of <strong>the</strong> perspectives identified <strong>in</strong> <strong>the</strong><br />
previous po<strong>in</strong>t ?<br />
4. What aspects do Directors General expect <strong>the</strong> WCO to contribute <strong>in</strong> this field ?<br />
It is hoped that <strong>the</strong> Vice-Chairs might be able to present a regional view on <strong>the</strong>se<br />
build<strong>in</strong>g blocks.<br />
7.
SP0288E1a<br />
26. After this strategically focused discussion, it would be useful if <strong>the</strong> Policy<br />
Commission could look at <strong>the</strong> <strong>Customs</strong> <strong>in</strong> <strong>the</strong> 21 st <strong>Century</strong> Inventory and Prelim<strong>in</strong>ary<br />
Work Plan (Annex III hereto) <strong>in</strong> order to provide <strong>the</strong> Secretariat with clear guidance on<br />
<strong>the</strong> way ahead.<br />
8.<br />
VIII. Conclusion<br />
27. The Policy Commission is <strong>in</strong>vited to review this progress report on<br />
<strong>the</strong> 21 st <strong>Century</strong> policy document and to provide strategic guidance on <strong>the</strong> way ahead<br />
with this dossier.<br />
x<br />
x x
CUSTOMS IN THE 21 ST CENTURY<br />
C21 BUILDING BLOCKS<br />
Build<strong>in</strong>g Block 1 - Globally networked <strong>Customs</strong><br />
Annex I to<br />
Doc. SP0288E1a<br />
Extract from C21 policy document. There is a need for closer real-time collaboration between<br />
<strong>Customs</strong> adm<strong>in</strong>istrations and between <strong>Customs</strong> and bus<strong>in</strong>ess <strong>in</strong> facilitat<strong>in</strong>g legitimate trade and<br />
undertak<strong>in</strong>g <strong>Customs</strong> controls. The new requirement is to create, <strong>in</strong> partnership between <strong>the</strong><br />
various stakeholders of <strong>the</strong> public and <strong>the</strong> private sectors, a global <strong>Customs</strong> network <strong>in</strong> support of<br />
<strong>the</strong> <strong>in</strong>ternational trad<strong>in</strong>g system. The vision of this network implies <strong>the</strong> creation of an <strong>in</strong>ternational<br />
e-<strong>Customs</strong> network that will ensure seamless, real-time and paperless flows of <strong>in</strong>formation and<br />
connectivity.<br />
Summary from Council M<strong>in</strong>utes. Given <strong>the</strong> nature of <strong>the</strong> supply cha<strong>in</strong> and <strong>the</strong><br />
<strong>Customs</strong>-to-<strong>Customs</strong> and, more recently, <strong>Customs</strong>-to-bus<strong>in</strong>ess relationship, it is time to envisage a<br />
globally networked <strong>Customs</strong> which makes it possible to operate on <strong>the</strong> e-<strong>Customs</strong> pr<strong>in</strong>ciple, allow<br />
for real-time collaborations, promote <strong>the</strong> idea of <strong>the</strong> AEO a lot more assertively and, even more<br />
importantly, embrace mutual recognition as a significant platform upon which <strong>the</strong> AEO concept is<br />
built. In this context, <strong>the</strong> question to be addressed is what can <strong>the</strong> WCO and each Member do to<br />
devise <strong>in</strong>terconnected systems, go<strong>in</strong>g beyond country-to-country set-ups or those operat<strong>in</strong>g with<strong>in</strong> a<br />
particular region. The aim is that such systems, if supported by mutual recognition and co-ord<strong>in</strong>ation<br />
protocols, should help to enhance trade and enhance <strong>the</strong> work of <strong>the</strong> private sector, whilst at <strong>the</strong><br />
same time ensur<strong>in</strong>g security and protection for societies and nations.<br />
Build<strong>in</strong>g Block 2 - Co-ord<strong>in</strong>ated Border Management<br />
Extract from C21 policy document. This entails coord<strong>in</strong>ation and cooperation among all <strong>the</strong><br />
relevant authorities and agencies <strong>in</strong>volved <strong>in</strong> border security and regulatory requirements that apply<br />
to passengers, goods and conveyances that are moved across borders. Governments also need to<br />
explore more effective solutions to border management.<br />
Summary from Council M<strong>in</strong>utes. The essential po<strong>in</strong>t here is that <strong>Customs</strong> should not, and <strong>in</strong> most<br />
cases does not, operate <strong>in</strong> isolation at <strong>the</strong> border. The challenge fac<strong>in</strong>g most States is how<br />
immigration, <strong>Customs</strong>, agriculture, environment, health and many o<strong>the</strong>r departments that have an<br />
impact at <strong>the</strong> border can work with each o<strong>the</strong>r <strong>in</strong> a co-ord<strong>in</strong>ated manner <strong>in</strong> order to make <strong>the</strong> State<br />
more efficient, but equally to facilitate <strong>the</strong> work of bus<strong>in</strong>esses. In this connection, it is important that<br />
<strong>the</strong> concept of an Electronic S<strong>in</strong>gle W<strong>in</strong>dow, <strong>the</strong> role of <strong>Customs</strong> as a lead agency at <strong>the</strong> border and<br />
o<strong>the</strong>r <strong>in</strong>novations that some countries are experiment<strong>in</strong>g with, be taken <strong>in</strong>to account <strong>in</strong> develop<strong>in</strong>g a<br />
more co-ord<strong>in</strong>ated approach to border management.<br />
I/1.
Annex I to<br />
Doc. SP0288E1a<br />
Build<strong>in</strong>g Block 3 - Intelligence-driven risk management<br />
Extract from C21 policy document. The expand<strong>in</strong>g responsibilities and opportunities fac<strong>in</strong>g<br />
<strong>Customs</strong> adm<strong>in</strong>istrations require a more sophisticated understand<strong>in</strong>g of <strong>the</strong> risk cont<strong>in</strong>uum. It is well<br />
understood that scarce resources need to be targeted to <strong>the</strong> higher end of <strong>the</strong> risk cont<strong>in</strong>uum. The<br />
challenges fac<strong>in</strong>g <strong>Customs</strong> adm<strong>in</strong>istrations are two-fold: how best to apply <strong>the</strong> rapidly expand<strong>in</strong>g<br />
body of knowledge of risk management to identity and mitigate risk at <strong>the</strong> operational level, and how<br />
to apply this knowledge of risk management beyond <strong>the</strong> operational level and <strong>in</strong> <strong>the</strong> management of<br />
<strong>Customs</strong> adm<strong>in</strong>istrations.<br />
Summary from Council M<strong>in</strong>utes. After more than a decadeís experience of <strong>in</strong>telligence-driven risk<br />
management, it is clear that this is a crucial pillar for <strong>the</strong> present and, more importantly, for <strong>the</strong><br />
future. Clearly, what is required <strong>in</strong> this area is better shar<strong>in</strong>g of <strong>in</strong>formation, more accurate<br />
identification of risk, and perhaps a more predictive, proactive identification of risk <strong>in</strong> <strong>the</strong> future. The<br />
question is what systems and processes need to be developed <strong>in</strong> order to enable <strong>in</strong>dividual<br />
<strong>Customs</strong> adm<strong>in</strong>istrations, groups of adm<strong>in</strong>istrations or <strong>the</strong> WCO as a global network to manage risk<br />
and <strong>in</strong>telligence <strong>in</strong> a different way.<br />
Build<strong>in</strong>g Block 4 - <strong>Customs</strong>-trade partnership<br />
Extract from C21 policy document. <strong>Customs</strong> <strong>in</strong> <strong>the</strong> 21 st <strong>Century</strong> should enter <strong>in</strong>to strategic<br />
pacts with trusted economic operators. <strong>Customs</strong> needs to understand <strong>the</strong> concerns of<br />
bus<strong>in</strong>ess, while bus<strong>in</strong>ess needs to know <strong>the</strong> requirements of <strong>Customs</strong>. Most importantly, <strong>the</strong>re<br />
is a need to translate this relationship <strong>in</strong>to a partnership that results <strong>in</strong> mutually beneficial<br />
outcomes.<br />
Summary from Council M<strong>in</strong>utes. Foster<strong>in</strong>g <strong>the</strong> <strong>Customs</strong>-trade partnership has traditionally<br />
been an important part of <strong>the</strong> WCOís work, but this work has been taken to new levels <strong>in</strong> recent<br />
years with <strong>the</strong> establishment of <strong>the</strong> Private Sector Consultative Group and <strong>the</strong> new emphasis<br />
on strategic pacts with trusted economic operators. It is now time to ask more fundamental<br />
questions about how a better, and more structured relationship could be established between<br />
<strong>Customs</strong> and Trade, based on a mutual understand<strong>in</strong>g of concerns, requirements and<br />
beneficial outcomes. Over <strong>the</strong> next few years, <strong>the</strong>re would be various experiments around <strong>the</strong><br />
world aimed at mak<strong>in</strong>g <strong>the</strong> systems of bus<strong>in</strong>ess and <strong>Customs</strong> better connected and better<br />
<strong>in</strong>tegrated.<br />
I/2.
Build<strong>in</strong>g Block 5 - Modern Work<strong>in</strong>g Methods<br />
Annex I to<br />
Doc. SP0288E1a<br />
Extract from C21 policy document. Demands regard<strong>in</strong>g <strong>the</strong> rapid movement of goods,<br />
comb<strong>in</strong>ed with complex regulatory requirements, require modern <strong>in</strong>novative approaches.<br />
These <strong>in</strong>clude audit-based controls undertaken away from <strong>the</strong> border, mov<strong>in</strong>g from<br />
transaction-based controls alone to us<strong>in</strong>g systems-based controls where <strong>the</strong> level of risk allows,<br />
as well as mov<strong>in</strong>g away from paper-based systems. There is also a need to review exist<strong>in</strong>g<br />
procedures on <strong>the</strong> basis of <strong>in</strong>ternational conventions (<strong>in</strong>clud<strong>in</strong>g <strong>the</strong> WCO Revised Kyoto<br />
Convention) and <strong>in</strong>ternational best practice.<br />
Summary from Council M<strong>in</strong>utes. The methods used by <strong>Customs</strong> <strong>in</strong> <strong>the</strong> course of its normal<br />
work, whe<strong>the</strong>r that work be <strong>in</strong>vestigative or related to <strong>the</strong> application of valuation or <strong>the</strong><br />
Harmonized System, need to stay <strong>in</strong> l<strong>in</strong>e with <strong>the</strong> new developments and new demands fac<strong>in</strong>g<br />
<strong>Customs</strong>. Therefore, <strong>the</strong> paper before <strong>the</strong> Council recognized <strong>the</strong> need for <strong>Customs</strong> to adopt<br />
an <strong>in</strong>novative, modern approach to facilitation and to complex regulatory environments, keep<strong>in</strong>g<br />
pace with technological and legislative developments occurr<strong>in</strong>g around <strong>the</strong> world. The use of<br />
audit-based controls conducted away from <strong>the</strong> border, and a move from transaction-based to<br />
systems-based controls, are examples of <strong>the</strong> k<strong>in</strong>ds of modern methods to be espoused.<br />
Build<strong>in</strong>g Block 6 - Technology<br />
Extract from C21 policy document. <strong>Customs</strong> must take advantage of new and emerg<strong>in</strong>g<br />
technologies to enhance, amongst o<strong>the</strong>rs, process<strong>in</strong>g, risk management, <strong>in</strong>telligence and<br />
non-<strong>in</strong>trusive detection.<br />
Summary from Council M<strong>in</strong>utes. Equally important if <strong>the</strong> vision of a globally-networked<br />
system is to come <strong>in</strong>to force is <strong>the</strong> technology that will enable this to occur. One challenge<br />
fac<strong>in</strong>g <strong>the</strong> WCO and <strong>the</strong> <strong>Customs</strong> community <strong>in</strong> this respect is how to develop a standardized<br />
platform and devise a system that would provide a basis for global network<strong>in</strong>g. Ano<strong>the</strong>r<br />
important issue is how to take advantage of new and emerg<strong>in</strong>g technologies to enhance risk<br />
management and progress beyond <strong>the</strong> scanner phase of recent years towards even more<br />
sophisticated means of non-<strong>in</strong>trusive detection. Many Member adm<strong>in</strong>istrations are do<strong>in</strong>g<br />
<strong>in</strong>valuable work <strong>in</strong> this direction, and <strong>the</strong> WCO could play a more enabl<strong>in</strong>g role <strong>in</strong> terms of<br />
envision<strong>in</strong>g technology <strong>in</strong> <strong>the</strong> future.<br />
Build<strong>in</strong>g Block 7 - Enabl<strong>in</strong>g Powers<br />
Extract from C21 policy document. In order to address <strong>the</strong>se challenges, <strong>Customs</strong><br />
adm<strong>in</strong>istrations require appropriate legislative provisions that streng<strong>the</strong>n enforcement powers,<br />
<strong>the</strong> provision of advance <strong>in</strong>formation and <strong>the</strong> shar<strong>in</strong>g of <strong>in</strong>formation domestically and<br />
<strong>in</strong>ternationally. These powers are necessary, <strong>in</strong> particular, <strong>in</strong> order to combat organized crime<br />
more effectively. More needs to be done to <strong>in</strong>crease <strong>the</strong> safety of <strong>Customs</strong> officers.<br />
Summary from Council M<strong>in</strong>utes. There is a view that <strong>Customs</strong> officers around <strong>the</strong> world<br />
require better enabl<strong>in</strong>g powers to conduct, particularly, <strong>the</strong> enforcement part of <strong>the</strong>ir work than<br />
<strong>the</strong>y might currently enjoy <strong>in</strong> many Member countries. What <strong>the</strong> <strong>Customs</strong> <strong>in</strong> <strong>the</strong> 21 st <strong>Century</strong><br />
paper is ask<strong>in</strong>g for is a streng<strong>the</strong>n<strong>in</strong>g of enforcement powers, a better flow of advance<br />
<strong>in</strong>formation and, most importantly, a legislative basis upon which <strong>Customs</strong> authorities can share<br />
<strong>in</strong>formation with each o<strong>the</strong>r, and collectively.<br />
I/3.
Annex I to<br />
Doc. SP0288E1a<br />
Build<strong>in</strong>g Block 8 - Professional service culture<br />
Extract from C21 policy document. The future orientation of <strong>Customs</strong> requires mov<strong>in</strong>g<br />
towards a knowledge-based and customer-orientated model. Staff competencies need to<br />
support timely customer-focused processes and services that m<strong>in</strong>imize <strong>the</strong> adm<strong>in</strong>istrative<br />
burden on legitimate trade. Tra<strong>in</strong><strong>in</strong>g and organizational culture should support high levels of<br />
<strong>in</strong>tegrity, demonstrat<strong>in</strong>g consistency, transparency, honesty and fairness. Effective change<br />
management and leadership skills also need to be developed.<br />
Summary from Council M<strong>in</strong>utes. There is also recognition that a new professional service<br />
culture needs to be developed for <strong>Customs</strong> officers. The type of tra<strong>in</strong><strong>in</strong>g that <strong>the</strong> WCO and<br />
<strong>Customs</strong> authorities offer, <strong>the</strong> capability <strong>the</strong>y seek to develop, and <strong>the</strong> k<strong>in</strong>d of competence that<br />
a <strong>Customs</strong> officer requires <strong>in</strong> <strong>the</strong> 21 st <strong>Century</strong>, are clearly very different from ten years ago.<br />
Both from a WCO standpo<strong>in</strong>t and from <strong>the</strong> standpo<strong>in</strong>t of each <strong>in</strong>dividual adm<strong>in</strong>istration, <strong>the</strong>re is<br />
a need to <strong>in</strong>vest a lot more <strong>in</strong> enhanc<strong>in</strong>g <strong>the</strong> professional service culture, <strong>in</strong> particular by<br />
<strong>in</strong>culcat<strong>in</strong>g this culture dur<strong>in</strong>g tra<strong>in</strong><strong>in</strong>g, by effective change management and by foster<strong>in</strong>g<br />
leadership skills.<br />
Build<strong>in</strong>g Block 9 - Capacity Build<strong>in</strong>g<br />
Extract from C21 policy document. <strong>Customs</strong> adm<strong>in</strong>istrations need to ensure that <strong>the</strong>y have<br />
<strong>the</strong> capacity and skills across all dimensions of <strong>the</strong> operat<strong>in</strong>g model to perform all <strong>Customs</strong><br />
functions most efficiently and effectively. It also goes without say<strong>in</strong>g that <strong>the</strong> concept of<br />
networked <strong>Customs</strong> relies on professional and competent <strong>Customs</strong> adm<strong>in</strong>istrations, and that<br />
<strong>in</strong>tensified and focused capacity build<strong>in</strong>g efforts are required to achieve this objective. The<br />
Columbus Programme of <strong>the</strong> WCO is an ambitious <strong>in</strong>ternational effort to build <strong>Customs</strong><br />
capacity. Some of <strong>the</strong> challenges that need to be addressed <strong>in</strong>clude how to manage scarce<br />
resources to deliver susta<strong>in</strong>able capacity build<strong>in</strong>g, how to promote effective performance<br />
criteria, monitor<strong>in</strong>g and follow-up, how to avoid duplication of efforts and how to manage<br />
impediments <strong>in</strong> <strong>the</strong> recipient country. Leadership from both developed and develop<strong>in</strong>g-country<br />
<strong>Customs</strong> adm<strong>in</strong>istrations as well as a true partnership are critical to ensure susta<strong>in</strong>able capacity<br />
build<strong>in</strong>g.<br />
Summary from Council M<strong>in</strong>utes. Over <strong>the</strong> past five or six years, capacity build<strong>in</strong>g has<br />
established itself as a permanent pillar <strong>in</strong> <strong>the</strong> enhancement of <strong>the</strong> <strong>Customs</strong> community. It will<br />
also be a key factor for <strong>the</strong> success of networked <strong>Customs</strong>.<br />
I/4.
Build<strong>in</strong>g Block 10 - Integrity<br />
Annex I to<br />
Doc. SP0288E1a<br />
Extract from C21 policy document. The fight aga<strong>in</strong>st corruption rema<strong>in</strong>s an important task<br />
that should be undertaken over <strong>the</strong> years to come.<br />
Summary from Council M<strong>in</strong>utes. Integrity has to be viewed as a permanent challenge, given<br />
that <strong>the</strong> fight aga<strong>in</strong>st corruption is core to bus<strong>in</strong>ess, and without Integrity <strong>the</strong>re is a real risk that<br />
<strong>the</strong> impact of <strong>the</strong> Columbus Programme could be reduced or negated. The way forward <strong>in</strong> this<br />
area would <strong>in</strong>volve effective implementation of <strong>the</strong> Revised Arusha Declaration. Organized<br />
crime has become a very formidable force, and <strong>in</strong> many parts of <strong>the</strong> world might be stronger<br />
than even <strong>the</strong> State and <strong>the</strong> <strong>Customs</strong> adm<strong>in</strong>istration. One of <strong>the</strong> challenges for <strong>the</strong> future is<br />
how to <strong>in</strong>crease <strong>the</strong> capacity of <strong>Customs</strong> and of <strong>the</strong> State <strong>in</strong> order to cope better not just with<br />
ord<strong>in</strong>ary crime, but with organized crime <strong>in</strong> particular. Integrity is a crucial part of this.<br />
x<br />
x x<br />
I/5.
Resource<br />
allocation<br />
FLOWCHART SHOWING SUGGESTED APPROACH<br />
Annex II to<br />
Doc. SP0288E1a<br />
Identification of sub-build<strong>in</strong>g blocks and sponsor<strong>in</strong>g technical Committees,<br />
updat<strong>in</strong>g of Strategic Plan, <strong>in</strong>struction and recommendation to <strong>the</strong> Committees<br />
Each technical Committee<br />
reviews its <strong>in</strong>struments and work<br />
Does <strong>the</strong> <strong>in</strong>strument<br />
meet C21<br />
requirements ?<br />
No<br />
Technical Committee<br />
improves its <strong>in</strong>struments<br />
and work<br />
New/revised<br />
<strong>in</strong>struments<br />
and work<br />
Report on<br />
technical Committeeís<br />
activities<br />
F<strong>in</strong>ance<br />
Committee<br />
Instruction<br />
Recommendation<br />
Yes<br />
Adoption and<br />
endorsement<br />
Review<br />
Technical Committeeís report<br />
Promotion and<br />
implementation<br />
Is <strong>the</strong>re sufficient<br />
capacity <strong>in</strong><br />
<strong>the</strong> Member?<br />
Yes<br />
Implementation<br />
Monitor<strong>in</strong>g of <strong>the</strong> technical Committeeís activities<br />
Resource<br />
considerations<br />
Prioritization<br />
Instruments<br />
and work<br />
Report<br />
Monitor<strong>in</strong>g of <strong>the</strong><br />
implementation<br />
Update Strategic Plan, <strong>in</strong>struction and recommendation<br />
to <strong>the</strong> Committees<br />
Developments<br />
<strong>in</strong> environment<br />
No<br />
TA/CB,<br />
Columbus<br />
Programme<br />
Resource<br />
allocation<br />
II.
C21 INVENTORY AND PRELIMINARY WORK PLAN<br />
Inventory and Prelim<strong>in</strong>ary Work Plan Methodology<br />
Annex III to<br />
Doc. SP0288E1a<br />
The <strong>Customs</strong> <strong>in</strong> <strong>the</strong> 21 st <strong>Century</strong> (C21) Inventory and Prelim<strong>in</strong>ary Work Plan is a matrix<br />
organized accord<strong>in</strong>g to each of <strong>the</strong> ten build<strong>in</strong>g blocks. For each build<strong>in</strong>g block, <strong>the</strong> title is<br />
extracted directly from C21 and is followed by three columns.<br />
In column one, sub-build<strong>in</strong>g blocks are listed that describe narrower clusters of <strong>the</strong><br />
overarch<strong>in</strong>g build<strong>in</strong>g block topic. In column two, an <strong>in</strong>ventory of exist<strong>in</strong>g core <strong>in</strong>struments,<br />
programmes and/or actions (if any) are listed for each sub-build<strong>in</strong>g block. For column three,<br />
a prelim<strong>in</strong>ary and provisional work plan is presented for <strong>the</strong> sub-build<strong>in</strong>g blocks, with a<br />
suggested Committee responsible for <strong>the</strong> work. The Committee work will be aligned with <strong>the</strong><br />
WCO Strategic Plan for 2009/2010.<br />
It is expected that <strong>the</strong> tasked Committees would conduct detailed gap analysis on <strong>the</strong><br />
extent to which WCO <strong>in</strong>struments and programmes address <strong>the</strong> requirements of <strong>the</strong> ten<br />
build<strong>in</strong>g blocks. Depend<strong>in</strong>g on <strong>the</strong>ir analysis, <strong>the</strong>y would recommend <strong>the</strong>mselves or o<strong>the</strong>r<br />
relevant bodies of <strong>the</strong> WCO to :<br />
Promote and conduct capacity build<strong>in</strong>g (if <strong>the</strong> Committee determ<strong>in</strong>es that <strong>the</strong><br />
<strong>in</strong>strument meet C21 requirements);<br />
Update or improve <strong>the</strong> <strong>in</strong>struments/programmes;<br />
Develop supplementary <strong>in</strong>struments, such as implementation guidel<strong>in</strong>es; and<br />
Commence rule/standard sett<strong>in</strong>g work (if <strong>the</strong> Committee determ<strong>in</strong>es that <strong>the</strong><br />
WCO has not addressed <strong>the</strong> item <strong>in</strong>dicated <strong>in</strong> C21).<br />
Such Committee work could be accompanied and supported by <strong>the</strong> follow<strong>in</strong>g actions :<br />
Survey of <strong>the</strong> Memberís position;<br />
Study on <strong>the</strong> environment and, if any, lessons learned <strong>in</strong> non-<strong>Customs</strong> field;<br />
Collect<strong>in</strong>g and compil<strong>in</strong>g national experiences and best practices;<br />
Analysis of typology, commonalities, pros and cons;<br />
Conduct<strong>in</strong>g pilot projects and analys<strong>in</strong>g <strong>the</strong>ir results;<br />
Discussion and consideration of possible <strong>in</strong>struments/projects by Committee;<br />
Development of new <strong>in</strong>strument/project.<br />
Although <strong>the</strong> attached matrix is only a prelim<strong>in</strong>ary one, its conceptual framework will<br />
become a foundation <strong>in</strong> formulat<strong>in</strong>g <strong>the</strong> draft Strategic Plan for 2009/2010 and <strong>the</strong> draft<br />
strategy and action plan for <strong>the</strong> implementation of C21. Members will be <strong>in</strong>vited to discuss<br />
prioritization of <strong>the</strong> actions <strong>in</strong> consultation with all stakeholders.<br />
III/1.
Annex III to<br />
Doc. SP0288E1a<br />
III/2.<br />
CUSTOMS IN THE 21 ST CENTURY<br />
TEN BUILDING BLOCKS - INVENTORY AND PRELIMINARY WORK PLAN<br />
Build<strong>in</strong>g Block 1 - Globally networked <strong>Customs</strong><br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
Global strategy. Various technical<br />
reports.<br />
PTC<br />
Development of e-<strong>Customs</strong><br />
strategy tak<strong>in</strong>g <strong>in</strong>to account<br />
all <strong>the</strong> items <strong>in</strong>dicated <strong>in</strong><br />
C21.<br />
C21 14 (a) (i) Internationally<br />
standardized data<br />
requirements for export,<br />
transit and import and <strong>the</strong><br />
implementation of <strong>the</strong> WCO<br />
Unique Consignment<br />
Reference number as part of<br />
a Cross-Border Data<br />
Reference Model.<br />
C21 14 (a) (ii) Interconnected<br />
systems and aligned<br />
<strong>Customs</strong> databases to<br />
enable <strong>the</strong> electronic<br />
exchange of data between<br />
<strong>Customs</strong> adm<strong>in</strong>istrations as<br />
early as possible <strong>in</strong> <strong>the</strong><br />
<strong>in</strong>ternational movement of<br />
goods.<br />
WCO Data Model<br />
version 2.0.<br />
Interaction with <strong>the</strong><br />
UN/CEFACT and o<strong>the</strong>r<br />
organizations sett<strong>in</strong>g<br />
cross-border data<br />
reference models.<br />
Unique Consignment<br />
Reference<br />
Recommendation and<br />
Guidel<strong>in</strong>es (UCR<br />
Guidel<strong>in</strong>es) (2004).<br />
<strong>Customs</strong> Guidel<strong>in</strong>es on<br />
Integrated Supply Cha<strong>in</strong><br />
Management (ISCM<br />
Guidel<strong>in</strong>es) (2004).<br />
Framework of<br />
Standards (FoS).<br />
PTC<br />
Verify if <strong>the</strong> WCO Data<br />
Model versions 2.0 and 3.0<br />
(once f<strong>in</strong>alized) address C21<br />
or how it can be made more<br />
relevant or whe<strong>the</strong>r a new<br />
strategy is needed.<br />
Ensure that <strong>the</strong> WCO work <strong>in</strong><br />
this area be reflected <strong>in</strong> <strong>the</strong><br />
work of o<strong>the</strong>r <strong>in</strong>ternational<br />
organizations.<br />
Verify if <strong>the</strong> UCR<br />
Recommendation and<br />
Guidel<strong>in</strong>es meet <strong>Customs</strong><br />
and bus<strong>in</strong>ess needs.<br />
Ensure that <strong>the</strong> UCR is part<br />
of a Cross-Border Data<br />
Reference Model<br />
used/produced elsewhere.<br />
PTC, SAFE Work<strong>in</strong>g Group<br />
Verify if ISCM Guidel<strong>in</strong>es<br />
and FoS fully address C21.
Build<strong>in</strong>g Block 1 - Globally networked <strong>Customs</strong><br />
Annex III to<br />
Doc. SP0288E1a<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
C21 14 (a) (iii) Mutual<br />
Revised Kyoto<br />
PTC, SAFE Work<strong>in</strong>g Group<br />
recognition and coord<strong>in</strong>ation<br />
Convention - Chapter 3,<br />
protocols between export<strong>in</strong>g, Jo<strong>in</strong>t Controls and<br />
Prepare case studies on<br />
transit and import<strong>in</strong>g<br />
Juxtaposed Offices -<br />
exist<strong>in</strong>g situations where<br />
adm<strong>in</strong>istrations to elim<strong>in</strong>ate<br />
Guidel<strong>in</strong>es. Note : RKC <strong>the</strong>re is mutual recognition of<br />
unnecessary duplication of<br />
does not cover mutual <strong>Customs</strong> controls.<br />
controls <strong>in</strong> <strong>in</strong>ternational<br />
recognition of controls <strong>in</strong><br />
supply cha<strong>in</strong>s.<br />
<strong>the</strong> context of supply<br />
cha<strong>in</strong> security.<br />
Exist<strong>in</strong>g situations where<br />
<strong>the</strong>re is mutual<br />
recognition of <strong>Customs</strong><br />
controls.<br />
C21 14 (a) (iv) Standards to<br />
enable <strong>the</strong> development of a<br />
system of mutual recognition<br />
for AEOs.<br />
C21 14 (a) (v) A set of rules<br />
govern<strong>in</strong>g <strong>the</strong> exchange of<br />
<strong>in</strong>formation between<br />
<strong>Customs</strong> adm<strong>in</strong>istrations,<br />
<strong>in</strong>clud<strong>in</strong>g rules on data<br />
protection.<br />
Exist<strong>in</strong>g examples<br />
(UK-Ne<strong>the</strong>rlands-Ch<strong>in</strong>a;<br />
US-New Zealand;<br />
US-Jordan;<br />
US-Canada).<br />
Johannesburg<br />
Convention (2003)<br />
(multilateral mutual<br />
adm<strong>in</strong>istrative<br />
assistance; successor to<br />
Nairobi Convention; not<br />
entered <strong>in</strong>to force).<br />
Model Bilateral<br />
Agreement on Mutual<br />
Adm<strong>in</strong>istrative<br />
Assistance <strong>in</strong> <strong>Customs</strong><br />
Matters (2004).<br />
Regional Cooperative<br />
Arrangement on Mutual<br />
Adm<strong>in</strong>istrative<br />
Assistance <strong>in</strong> <strong>Customs</strong><br />
Matters (2002).<br />
SAFE Work<strong>in</strong>g Group<br />
Prepare case studies on<br />
AEO mutual recognition.<br />
Case studies should <strong>in</strong>clude,<br />
but not be limited to,<br />
<strong>in</strong>formation on system<br />
compatibility and <strong>in</strong>formation<br />
exchange. Eventually, this<br />
work could lead to AEO<br />
mutual recognition<br />
standards.<br />
Enforcement Committee<br />
Research <strong>the</strong> possibility of<br />
develop<strong>in</strong>g a standard set of<br />
rules govern<strong>in</strong>g <strong>the</strong><br />
exchange of <strong>in</strong>formation<br />
between <strong>Customs</strong><br />
adm<strong>in</strong>istrations, <strong>in</strong>clud<strong>in</strong>g<br />
rules on data protection.<br />
III/3.
Annex III to<br />
Doc. SP0288E1a<br />
Build<strong>in</strong>g Block 2 - Co-ord<strong>in</strong>ated Border Management<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
C21 14 (b) (i) The recognition of Revised Kyoto<br />
PTC<br />
<strong>Customs</strong> or <strong>the</strong> agency<br />
Convention, various<br />
responsible for <strong>the</strong> <strong>Customs</strong><br />
standards and<br />
Develop case studies on<br />
function as <strong>the</strong> lead front-l<strong>in</strong>e<br />
transitional standards. coord<strong>in</strong>ated border<br />
adm<strong>in</strong>istration at national borders<br />
management and one-stop<br />
for controll<strong>in</strong>g <strong>the</strong> movement of <strong>Customs</strong> Compendium, border service which could<br />
goods. Accord<strong>in</strong>g to <strong>the</strong> UN<br />
Volume 9, Integrated lay <strong>the</strong> groundwork for<br />
Trade Facilitation Network,<br />
Border Management. develop<strong>in</strong>g guidel<strong>in</strong>es <strong>in</strong> <strong>the</strong><br />
<strong>Customs</strong> adm<strong>in</strong>istrations are<br />
usually best suited to develop<br />
<strong>in</strong>tegrated procedures for<br />
process<strong>in</strong>g goods at po<strong>in</strong>ts of<br />
entry.<br />
future.<br />
C21 14 (b) (ii) The <strong>in</strong>troduction of<br />
<strong>the</strong> electronic S<strong>in</strong>gle W<strong>in</strong>dow<br />
concept that allows a trader to<br />
provide all necessary <strong>in</strong>formation<br />
and documentation once to <strong>the</strong><br />
designated agency that, <strong>in</strong> turn,<br />
distributes <strong>the</strong> <strong>in</strong>formation to all<br />
relevant agencies.<br />
III/4.<br />
Revised Kyoto<br />
Convention Chapter 3<br />
(Annex).<br />
Various technical<br />
reports.<br />
UN Recommendations<br />
33 and draft 35.<br />
Draft S<strong>in</strong>gle W<strong>in</strong>dow<br />
Guidel<strong>in</strong>es.<br />
Jo<strong>in</strong>t WCO/UNCITRAL<br />
Work<strong>in</strong>g Group on Model<br />
Legal Guidel<strong>in</strong>es for<br />
Implementation of<br />
Integrated Border<br />
Management (Work<strong>in</strong>g<br />
Group established).<br />
PTC<br />
Cont<strong>in</strong>ue work on<br />
amendments to Guidel<strong>in</strong>es.<br />
Promote and participate <strong>in</strong><br />
f<strong>in</strong>alization of UN<br />
Recommendation 35.<br />
RKC Management Committee<br />
Review draft S<strong>in</strong>gle W<strong>in</strong>dow<br />
Guidel<strong>in</strong>es.<br />
WCO/UNCITRAL Work<strong>in</strong>g Group<br />
Establish work methodology<br />
and milestone dates;<br />
<strong>in</strong>tegrate results with<br />
UNCEFACT Rec. 35).
Build<strong>in</strong>g Block 3 - Intelligence-driven risk management<br />
Annex III to<br />
Doc. SP0288E1a<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
Risk Management -<br />
Risk Management Enforcement Committee<br />
<strong>Customs</strong> Management.<br />
Guidel<strong>in</strong>es (2003). (Also<br />
relevant to Risk<br />
Update Risk Management<br />
Management for<br />
Guidel<strong>in</strong>es, tak<strong>in</strong>g <strong>in</strong>to<br />
<strong>Customs</strong> operations). account risk management for<br />
both <strong>Customs</strong> management<br />
and operations.<br />
Risk Management -<br />
<strong>Customs</strong> Operational.<br />
Standardized Risk<br />
Assessments (SRAs) -<br />
Model Risk<br />
Indicators/Profiles.<br />
(rev. 2007).<br />
Various o<strong>the</strong>r<br />
<strong>in</strong>struments.<br />
nCEN system.<br />
Enforcement Committee<br />
Develop work outputs or<br />
forums on corporate risk<br />
management.<br />
Enforcement Committee<br />
Regularly update SRAs.<br />
Update o<strong>the</strong>r <strong>in</strong>struments as<br />
needed.<br />
Cont<strong>in</strong>ue develop<strong>in</strong>g a<br />
national risk management<br />
database directly l<strong>in</strong>ked or<br />
<strong>in</strong>corporated <strong>in</strong> <strong>the</strong> national<br />
nCEN server.<br />
III/5.
Annex III to<br />
Doc. SP0288E1a<br />
Build<strong>in</strong>g Block 4 - <strong>Customs</strong>-trade partnership<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
<strong>Customs</strong>-trade<br />
partnerships.<br />
PTC<br />
Provision of <strong>in</strong>formation.<br />
<strong>Customs</strong>-trade<br />
consultations.<br />
MOUs between<br />
<strong>Customs</strong> and trade.<br />
AEO.<br />
Instrument.<br />
Practical experience.<br />
Capacity build<strong>in</strong>g.<br />
III/6.<br />
Revised Kyoto<br />
Convention, Chapter 9.<br />
Revised Kyoto<br />
Convention, Chapter 1<br />
(General Pr<strong>in</strong>ciples),<br />
Standard 1.3 and<br />
Chapter 8 (Relationship<br />
between <strong>the</strong> <strong>Customs</strong><br />
and Third Parties). RKC<br />
Chapter 3 (Clearance<br />
and o<strong>the</strong>r <strong>Customs</strong><br />
Formalities), 3.32,<br />
Authorized Person<br />
[trader].<br />
Revised Kyoto<br />
Convention.<br />
Framework of<br />
Standards, Pillar II and<br />
AEO Conditions,<br />
Requirements and<br />
Benefits (rev. 2008).<br />
Verify if RKC and o<strong>the</strong>r WCO<br />
<strong>in</strong>struments meet C21<br />
requirements.<br />
PTC, RKC Management<br />
Committee<br />
Verify if RKC and o<strong>the</strong>r WCO<br />
<strong>in</strong>struments meet C21<br />
requirements.<br />
Organize presentations on<br />
case studies.<br />
PTC, Enforcement Committee<br />
Verify if WCO <strong>in</strong>struments<br />
meet C21requirements.<br />
Organize presentations on<br />
case studies.<br />
SAFE Work<strong>in</strong>g Group<br />
Update FoS as needed.<br />
SAFE Work<strong>in</strong>g Group, Capacity<br />
Build<strong>in</strong>g Committee<br />
Develop AEO Compendium<br />
(exist<strong>in</strong>g AEO programmes<br />
with typology analysis).<br />
Develop AEO Cont<strong>in</strong>uum:<br />
detailed tool on how an<br />
adm<strong>in</strong>istration can beg<strong>in</strong> <strong>the</strong><br />
process of develop<strong>in</strong>g an<br />
AEO programme. This could<br />
prove useful for<br />
adm<strong>in</strong>istrations not practis<strong>in</strong>g<br />
risk assessment (selectivity)<br />
and post-clearance audit, or<br />
which have limited
Build<strong>in</strong>g Block 4 - <strong>Customs</strong>-trade partnership<br />
Annex III to<br />
Doc. SP0288E1a<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
Outreach on <strong>Customs</strong><br />
requirement.<br />
Tra<strong>in</strong><strong>in</strong>g for <strong>the</strong> private<br />
sector.<br />
co-operation with <strong>the</strong> trade.<br />
Capacity Build<strong>in</strong>g Committee<br />
Develop bus<strong>in</strong>ess model and<br />
materials to tra<strong>in</strong> <strong>the</strong> private<br />
sector at national level to<br />
<strong>in</strong>crease <strong>in</strong>teraction between<br />
<strong>Customs</strong> and trade.<br />
III/7.
Annex III to<br />
Doc. SP0288E1a<br />
Build<strong>in</strong>g Block 5 - Modern Work<strong>in</strong>g Methods<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
Audit-based controls. Revised Kyoto<br />
Convention, Chapter 6<br />
RKC Management Committee<br />
(<strong>Customs</strong> Controls),<br />
Verify if <strong>the</strong> <strong>in</strong>strument meets<br />
Standard 6.6.<br />
C21 requirements.<br />
Advance rul<strong>in</strong>gs.<br />
III/8.<br />
Post-Clearance Audit<br />
(PCA) Guidel<strong>in</strong>es (2006).<br />
Revised Kyoto<br />
Convention, Chapter 9<br />
(Information, Decisions,<br />
and Rul<strong>in</strong>gs Supplied by<br />
<strong>the</strong> <strong>Customs</strong>),<br />
Standard 9.9.<br />
Guidel<strong>in</strong>es on Advance<br />
(B<strong>in</strong>d<strong>in</strong>g Rul<strong>in</strong>gs) <strong>in</strong><br />
accordance with RKC<br />
standard 9.9.<br />
Recommendations on<br />
advance tariff<br />
<strong>in</strong>formation.<br />
Advance Tariff Rul<strong>in</strong>g<br />
System pilot (ATRS)<br />
(2007).<br />
Proposal on B<strong>in</strong>d<strong>in</strong>g<br />
Orig<strong>in</strong> Information<br />
Recommendation<br />
(2009).<br />
Advance rul<strong>in</strong>g on<br />
valuation.<br />
Enforcement Committee, PTC<br />
Update PCA Guidel<strong>in</strong>es.<br />
Develop Guidel<strong>in</strong>es for<br />
<strong>Customs</strong>í direct access to<br />
tradersí databases and<br />
systems.<br />
RKC Management Committee<br />
Conduct research on <strong>the</strong> use<br />
of advance rul<strong>in</strong>gs with<strong>in</strong><br />
<strong>Customs</strong> adm<strong>in</strong>istrations.<br />
Update, if necessary,<br />
Guidel<strong>in</strong>es on Advance<br />
Rul<strong>in</strong>gs.<br />
Consolidate several<br />
<strong>in</strong>struments under <strong>the</strong> RKC<br />
relevant standards and<br />
associated Guidel<strong>in</strong>es.<br />
HS Committee<br />
TCRO<br />
TCCV<br />
PTC<br />
Prepare and subsequently<br />
present technical assistance<br />
report to Policy Commission<br />
<strong>in</strong> December 2008.<br />
Exam<strong>in</strong>e <strong>in</strong> January 2009.<br />
Consider whe<strong>the</strong>r <strong>the</strong>re is a<br />
need to develop an<br />
<strong>in</strong>strument.
Build<strong>in</strong>g Block 5 - Modern Work<strong>in</strong>g Methods<br />
Annex III to<br />
Doc. SP0288E1a<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
Appeals of decisions. RKC<br />
Prepare case studies on <strong>the</strong><br />
use of Appeals of <strong>Customs</strong><br />
decisions.<br />
Performance<br />
measurement.<br />
Use of <strong>in</strong>ternational<br />
standards.<br />
Control of orig<strong>in</strong>.<br />
Time Release Study<br />
(TRS) Guidel<strong>in</strong>es [Guide<br />
- To Measure <strong>the</strong> Time<br />
Required for <strong>the</strong> Release<br />
of Goods] (2002).<br />
Internet software for <strong>the</strong><br />
TRS.<br />
Various <strong>in</strong>struments<br />
related to <strong>the</strong>se subject<br />
matters.<br />
RKC Specific Annex K<br />
and associated<br />
Guidel<strong>in</strong>es.<br />
Orig<strong>in</strong> Action Plan<br />
(database and<br />
comparative study).<br />
PTC<br />
Prepare case studies on use<br />
of TRS and revise tool if<br />
necessary.<br />
Various Committees<br />
Review Membersí position<br />
on each <strong>in</strong>strument and<br />
identify <strong>the</strong> obstacles and <strong>the</strong><br />
way to promote its use.<br />
Update <strong>in</strong>struments as<br />
necessary.<br />
RKC Management Committee,<br />
TCCV, Commercial Fraud<br />
Forum.<br />
Compare and analyse <strong>the</strong><br />
country situation.<br />
III/9.
Annex III to<br />
Doc. SP0288E1a<br />
Build<strong>in</strong>g Block 6 - Technology<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
Practical application of<br />
ICT <strong>in</strong> process<strong>in</strong>g, risk<br />
management and<br />
<strong>in</strong>telligence.<br />
Valuation.<br />
III/10.<br />
Revised Kyoto<br />
Convention, ICT<br />
Guidel<strong>in</strong>es.<br />
Annual ICT Conference<br />
and Exhibition (shar<strong>in</strong>g<br />
of best practices and<br />
experiences).<br />
Guidel<strong>in</strong>es on <strong>the</strong> use of<br />
national valuation<br />
database as risk<br />
management tool.<br />
PTC, IMSC, RKC Management<br />
Committee<br />
Verify if <strong>the</strong> RKC ICT<br />
Guidel<strong>in</strong>es meet C21<br />
requirements and reflect<br />
technological developments.<br />
Determ<strong>in</strong>e if Data Model<br />
should be <strong>in</strong>cluded <strong>in</strong> RKC<br />
ICT Guidel<strong>in</strong>es.<br />
Prepare case studies and<br />
research on implementation<br />
and usage of ICT <strong>in</strong> <strong>the</strong><br />
<strong>Customs</strong> context.<br />
Research ASYCUDA World<br />
and o<strong>the</strong>r electronic<br />
process<strong>in</strong>g systems for<br />
<strong>Customs</strong> clearance and<br />
target<strong>in</strong>g <strong>in</strong> order to provide<br />
best practices <strong>in</strong>formation to<br />
Members.<br />
Capacity Build<strong>in</strong>g Committee,<br />
o<strong>the</strong>r relevant technical<br />
Committees<br />
PTC<br />
TCCV<br />
Explore closer cooperation<br />
with <strong>the</strong> World Bank and<br />
UNCTAD <strong>in</strong> <strong>in</strong>stall<strong>in</strong>g and<br />
better use of automated<br />
process<strong>in</strong>g systems.<br />
Cont<strong>in</strong>ue organiz<strong>in</strong>g.<br />
Update as necessary.
Build<strong>in</strong>g Block 6 - Technology<br />
Balkan INFO system -<br />
Usage of <strong>the</strong><br />
CENCOMM platform for<br />
exchange of nom<strong>in</strong>al<br />
data on <strong>the</strong> Balkan<br />
Route.<br />
Global RILO Network.<br />
Annex III to<br />
Doc. SP0288E1a<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
Exchange of <strong>in</strong>formation. <strong>Customs</strong> Enforcement<br />
Network (CEN). (WCO<br />
Enforcement Committee<br />
enforcement database). Verify if <strong>the</strong> CEN,<br />
CENCOMM and nCEN meet<br />
CENCOMM - secured C21 requirements, <strong>in</strong>clud<strong>in</strong>g<br />
communication tool for develop<strong>in</strong>g a tool on<br />
operational purposes. <strong>in</strong>teraction between nCEN<br />
and national database.<br />
Conta<strong>in</strong>er Control<br />
Programme<br />
(Conta<strong>in</strong>erCOMM).<br />
Non-<strong>in</strong>trusive <strong>in</strong>spection<br />
(NII) equipment.<br />
Conta<strong>in</strong>er Scann<strong>in</strong>g<br />
Equipment - Guidel<strong>in</strong>es<br />
to Members on<br />
Adm<strong>in</strong>istrative<br />
Considerations of<br />
Purchase and Operation<br />
(2003).<br />
Scientific Sub-Committee, PTC,<br />
Enforcement Committee<br />
Verify if 2003 guidel<strong>in</strong>es<br />
meet C21 requirements.<br />
Conduct research on use of<br />
NII; and explore methods of<br />
provid<strong>in</strong>g advice, where<br />
appropriate, on procurement.<br />
Scientific Sub-Committee<br />
Develop/review a<br />
catalogue/database on types<br />
of NII, different purposes,<br />
and work<strong>in</strong>g environment.<br />
PTC, Enforcement Committee<br />
Compile best practices of<br />
use of NII.<br />
Laboratories. Scientific Sub-Committee<br />
Develop case studies from<br />
national adm<strong>in</strong>istrations on<br />
<strong>the</strong> use of laboratories.<br />
III/11.
Annex III to<br />
Doc. SP0288E1a<br />
Build<strong>in</strong>g Block 6 - Technology<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
List of technology<br />
Advanced Technology Scientific Sub-Committee<br />
providers.<br />
Databank Guidel<strong>in</strong>es<br />
(2003). Includes<br />
Verify if <strong>the</strong> Databank<br />
<strong>in</strong>formation on :<br />
Guidel<strong>in</strong>es meet C21<br />
Communication<br />
requirements and reflect<br />
Equipment;<br />
technological developments<br />
Document Verifiers and<br />
Document Readers;<br />
s<strong>in</strong>ce 2003.<br />
Equipment - Tools, Exam<strong>in</strong>e feasibility to develop<br />
Safety;<br />
similar database on o<strong>the</strong>r<br />
Software and Services;<br />
Surveillance<br />
Equipment;<br />
Test and Detection<br />
Equipment;<br />
X-Ray Equipment.<br />
products.<br />
Practical application of<br />
RFID, track<strong>in</strong>g and<br />
e-seals.<br />
III/12.<br />
Conta<strong>in</strong>er Convention<br />
Handbook (1984).<br />
Conta<strong>in</strong>er Convention<br />
Adm<strong>in</strong>istrative Committee<br />
Add section on RFID,<br />
track<strong>in</strong>g and e-seals; f<strong>in</strong>alize<br />
Handbook.<br />
RKC Management Committee<br />
Explore options for<br />
address<strong>in</strong>g advanced<br />
technologies.<br />
PTC, Enforcement Committee<br />
Compile national private<br />
sector experiences.<br />
Consider <strong>the</strong> issues of<br />
removable/ returnable<br />
track<strong>in</strong>g devices; revise<br />
Handbook; and prepare case<br />
studies.
Build<strong>in</strong>g Block 7 - Enabl<strong>in</strong>g Powers<br />
Annex III to<br />
Doc. SP0288E1a<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
Legislation enabl<strong>in</strong>g<br />
Revised Kyoto<br />
PTC, Enforcement Committee<br />
<strong>Customs</strong> to conduct<br />
Convention, Chapter 6 of<br />
necessary controls.<br />
<strong>the</strong> Annex.<br />
Organize forum for discuss<strong>in</strong>g<br />
legal and legislative <strong>Customs</strong><br />
issues.<br />
Enabl<strong>in</strong>g legislation for<br />
cargo controll<strong>in</strong>g on import,<br />
export, transit and<br />
transhipment.<br />
Enabl<strong>in</strong>g legislation for<br />
<strong>Customs</strong> control on Free<br />
Zones.<br />
Enabl<strong>in</strong>g legislation for<br />
<strong>Customs</strong> controls aga<strong>in</strong>st<br />
IPR <strong>in</strong>fr<strong>in</strong>g<strong>in</strong>g goods.<br />
Enabl<strong>in</strong>g legislation for<br />
S<strong>in</strong>gle W<strong>in</strong>dow and CBM.<br />
Legal support for <strong>Customs</strong><br />
officer safety programmes.<br />
SAFE Standard 2.<br />
SAFE Standard 2.<br />
IPR model legislation.<br />
Jo<strong>in</strong>t WCO/UNCITRAL<br />
Work<strong>in</strong>g Group on Model<br />
Legal Guidel<strong>in</strong>es for<br />
Implementation of<br />
Integrated Border<br />
Management (Work<strong>in</strong>g<br />
Group established).<br />
PTC, Enforcement Committee<br />
Develop model enabl<strong>in</strong>g<br />
legislation on cargo control.<br />
PTC, Enforcement Committee<br />
Explore ways of effective<br />
<strong>Customs</strong> control on cargo,<br />
<strong>in</strong>com<strong>in</strong>g, stored and<br />
outgo<strong>in</strong>g from Free Zones.<br />
SECURE Work<strong>in</strong>g Group<br />
F<strong>in</strong>alize SECURE<br />
Guidel<strong>in</strong>es.<br />
Jo<strong>in</strong>t WCO/UNCITRAL Work<strong>in</strong>g<br />
Group<br />
PTC<br />
Cont<strong>in</strong>ue work.<br />
Conduct research on methods<br />
of <strong>in</strong>creas<strong>in</strong>g safety of<br />
<strong>Customs</strong> officers, <strong>in</strong>clud<strong>in</strong>g<br />
model legislation, <strong>in</strong> close<br />
cooperation with <strong>the</strong> ILO and<br />
<strong>the</strong> WHO.<br />
III/13.
Annex III to<br />
Doc. SP0288E1a<br />
Build<strong>in</strong>g Block 8 - Professional service culture<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
Knowledge-based<br />
Presentation on<br />
Capacity Build<strong>in</strong>g Committee<br />
model.<br />
successful reform and<br />
modernization at Council Prepare case studies of<br />
Sessions and o<strong>the</strong>r<br />
successful reform and<br />
conferences.<br />
modernization <strong>in</strong> <strong>the</strong><br />
<strong>Customs</strong> context.<br />
Customer-oriented<br />
model.<br />
Leadership skills and<br />
human resource<br />
development.<br />
III/14.<br />
Various technical<br />
reports.<br />
Ongo<strong>in</strong>g work on<br />
Development<br />
Compendium (general<br />
management <strong>the</strong>ory).<br />
Change management. Ongo<strong>in</strong>g work on<br />
Development<br />
Compendium (general<br />
management <strong>the</strong>ory).<br />
Organizational culture. Handbook on <strong>the</strong><br />
Structure and<br />
Organization of <strong>Customs</strong><br />
Adm<strong>in</strong>istrations (1990).<br />
Capacity Build<strong>in</strong>g Committee<br />
Compile and analyse<br />
national experiences on<br />
<strong>Customs</strong> service charter, and<br />
develop model charter.<br />
Capacity Build<strong>in</strong>g Committee<br />
Prepare case studies on<br />
leadership skills and human<br />
resource development <strong>in</strong> <strong>the</strong><br />
<strong>Customs</strong> context.<br />
Review tools to determ<strong>in</strong>e<br />
suitability for national tra<strong>in</strong><strong>in</strong>g<br />
centres and academies.<br />
Develop a set for model<br />
conduct of external relations.<br />
Capacity Build<strong>in</strong>g Committee<br />
Explore jo<strong>in</strong>t work with expert<br />
<strong>in</strong>ternational organizations to<br />
prepare case studies on<br />
change management <strong>in</strong> <strong>the</strong><br />
<strong>Customs</strong> context.<br />
Capacity Build<strong>in</strong>g Committee<br />
Prepare new version that<br />
<strong>in</strong>cludes research on<br />
organizational models,<br />
<strong>in</strong>clud<strong>in</strong>g Revenue Authority<br />
and Integrated Border<br />
Agency models<br />
Monitor progress and content<br />
of Worldcap.
Build<strong>in</strong>g Block 9 - Capacity Build<strong>in</strong>g<br />
Annex III to<br />
Doc. SP0288E1a<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
WCO core capacity<br />
WCO <strong>Customs</strong> Capacity Capacity Build<strong>in</strong>g Committee<br />
build<strong>in</strong>g philosophy.<br />
Build<strong>in</strong>g Strategy (2003).<br />
Promotion of Capacity<br />
Build<strong>in</strong>g Strategy.<br />
Needs assessment<br />
(Diagnostics).<br />
Tool.<br />
Support.<br />
WCO <strong>Customs</strong> Capacity<br />
Build<strong>in</strong>g Diagnostic<br />
Framework (2005).<br />
WCO Columbus<br />
Programme diagnostics.<br />
Review l<strong>in</strong>kages to C21.<br />
Review <strong>the</strong> current position<br />
of <strong>the</strong> extent to which <strong>the</strong><br />
Capacity Build<strong>in</strong>g Strategy<br />
has been implemented <strong>in</strong><br />
WCO capacity build<strong>in</strong>g<br />
activities and <strong>in</strong>fluenced<br />
o<strong>the</strong>r <strong>in</strong>ternational<br />
organizations and donor<br />
work <strong>in</strong> projects <strong>in</strong><br />
develop<strong>in</strong>g countries.<br />
Capacity Build<strong>in</strong>g Committee,<br />
o<strong>the</strong>r technical Committees<br />
Review whe<strong>the</strong>r <strong>the</strong><br />
Diagnostic Framework<br />
addresses C21 requirements<br />
or whe<strong>the</strong>r <strong>the</strong>re is a need<br />
for updates.<br />
Based on acquired<br />
experience, review <strong>the</strong> extent<br />
to which <strong>the</strong> Diagnostic<br />
Framework has been used.<br />
Review content of Diagnostic<br />
Framework.<br />
Expand, improve<br />
methodology where<br />
appropriate.<br />
Review diagnostic processes<br />
periodically to develop<br />
standardized model<br />
diagnostic practices.<br />
Promote use of specific field<br />
focused diagnosis.<br />
Enhance synergies between<br />
needs assessments and<br />
monitor<strong>in</strong>g.<br />
III/15.
Annex III to<br />
Doc. SP0288E1a<br />
Build<strong>in</strong>g Block 9 - Capacity Build<strong>in</strong>g<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
III/16.<br />
Research<br />
Susta<strong>in</strong>able delivery.<br />
Regional approach.<br />
WTO-WCO trade<br />
facilitation needs<br />
assessments.<br />
UN-WCO UN<br />
Counter-Terrorism<br />
Committee (CTC) needs<br />
assessments.<br />
Trends and Patterns<br />
Reports, Issues One and<br />
Two (2007).<br />
Various o<strong>the</strong>r research<br />
reports.<br />
Work of ROCBs and<br />
RTCs.<br />
Capacity Build<strong>in</strong>g<br />
Operat<strong>in</strong>g Strategy,<br />
regional approach<br />
(2008).<br />
Cont<strong>in</strong>ue and enhance<br />
work<strong>in</strong>g relationships with<br />
o<strong>the</strong>r <strong>in</strong>ternational<br />
organizations.<br />
Conduct research us<strong>in</strong>g<br />
quantitative data.<br />
Explore feasibility of<br />
develop<strong>in</strong>g a model<br />
quantify<strong>in</strong>g <strong>the</strong> costs and<br />
benefits of capacity build<strong>in</strong>g<br />
projects and <strong>the</strong> necessary<br />
costs of non-capacity<br />
build<strong>in</strong>g parts of reform and<br />
modernization.<br />
Compile and analyse models<br />
enhanc<strong>in</strong>g revenue<br />
collection, <strong>in</strong> particular, <strong>in</strong><br />
regional <strong>in</strong>tegration.<br />
Capacity Build<strong>in</strong>g Committee<br />
Review and improve ROCBs<br />
and RTCs with <strong>the</strong> objective<br />
of enhanc<strong>in</strong>g <strong>the</strong>ir ability to<br />
respond to national needs;<br />
develop best practices;<br />
promote WCO tools;<br />
coord<strong>in</strong>ate with regional<br />
stakeholders; develop pool of<br />
experts; and donor<br />
coord<strong>in</strong>ation.<br />
Review Strategy.
Build<strong>in</strong>g Block 9 - Capacity Build<strong>in</strong>g<br />
Annex III to<br />
Doc. SP0288E1a<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
Pool of experts.<br />
Technical Committees and<br />
Capacity Build<strong>in</strong>g Committee<br />
Tra<strong>in</strong><strong>in</strong>g and technical<br />
assistance, <strong>Customs</strong><br />
and non-<strong>Customs</strong><br />
specific (e.g. human<br />
resource management)<br />
competencies.<br />
E-learn<strong>in</strong>g.<br />
Partnership with<br />
stakeholders.<br />
Regionalization (RTCs<br />
and regional experts),<br />
accreditation, and<br />
tra<strong>in</strong>-<strong>the</strong>-tra<strong>in</strong>er<br />
approach.<br />
Various programmes<br />
and processes.<br />
Various e-learn<strong>in</strong>g<br />
modules.<br />
Tra<strong>in</strong><strong>in</strong>g for <strong>the</strong> private<br />
sector.<br />
Stakeholder<br />
(government and private<br />
sector) <strong>in</strong>volvement <strong>in</strong><br />
WCO capacity build<strong>in</strong>g<br />
programmes.<br />
Review quality tak<strong>in</strong>g <strong>in</strong>to<br />
account recent<br />
developments and adjust, as<br />
appropriate, methodology for<br />
identify<strong>in</strong>g and accredit<strong>in</strong>g a<br />
pool of experts to ensure<br />
transparency, appropriate<br />
skills sets, and regular<br />
update of knowledge.<br />
Various technical Committees<br />
and Capacity Build<strong>in</strong>g Committee<br />
Standardize tra<strong>in</strong><strong>in</strong>g and<br />
curriculum material and<br />
procedures. Exam<strong>in</strong>e<br />
l<strong>in</strong>kages and potential for<br />
cooperation with o<strong>the</strong>r<br />
<strong>in</strong>ternational organizations or<br />
sources of expertise.<br />
Review content (technical<br />
Committees). Review<br />
process and usage (Capacity<br />
Build<strong>in</strong>g Committee).<br />
Review <strong>the</strong> process to see if<br />
<strong>the</strong> programme meets<br />
expectations.<br />
Capacity Build<strong>in</strong>g Committee<br />
Work to enhance stakeholder<br />
<strong>in</strong>volvement; explore use of<br />
tw<strong>in</strong>n<strong>in</strong>g; and explore<br />
methods of <strong>in</strong>creas<strong>in</strong>g<br />
f<strong>in</strong>ancial and human<br />
resources available for<br />
capacity build<strong>in</strong>g.<br />
Compile list of o<strong>the</strong>r<br />
<strong>in</strong>ternational organization<br />
<strong>Customs</strong> modernization<br />
projects.<br />
III/17.
Annex III to<br />
Doc. SP0288E1a<br />
Build<strong>in</strong>g Block 9 - Capacity Build<strong>in</strong>g<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
Promote <strong>the</strong> WCO<br />
<strong>in</strong>struments for use by <strong>the</strong><br />
development partners.<br />
Seek possible MOU and/or<br />
tangible jo<strong>in</strong>t project with<br />
<strong>the</strong>se donors; monitor<strong>in</strong>g<br />
such projects.<br />
Monitor<strong>in</strong>g (progress<br />
review and periodic<br />
report<strong>in</strong>g) with<br />
performance criteria.<br />
Evaluation (evaluation of<br />
project objectives and<br />
outcomes) with<br />
performance criteria.<br />
Pre-shipment <strong>in</strong>spection<br />
(PSI) and dest<strong>in</strong>ation<br />
<strong>in</strong>spection.<br />
III/18.<br />
Donor/project<br />
coord<strong>in</strong>ation/<br />
matchmak<strong>in</strong>g.<br />
Various self-assessment<br />
monitor<strong>in</strong>g tools.<br />
TRS (narrow trade<br />
facilitation tool for<br />
measur<strong>in</strong>g clearance<br />
times and identify<strong>in</strong>g<br />
bottlenecks).<br />
Work closely with<br />
development partners,<br />
<strong>in</strong>clud<strong>in</strong>g host<strong>in</strong>g donor<br />
conferences at global,<br />
regional and bilateral levels.<br />
Compile and ma<strong>in</strong>ta<strong>in</strong> <strong>the</strong><br />
database on WCO projects<br />
and its fund<strong>in</strong>g sources while<br />
ma<strong>in</strong>ta<strong>in</strong><strong>in</strong>g <strong>the</strong><br />
accountability of projects<br />
under <strong>the</strong> name of <strong>the</strong> WCO.<br />
Capacity Build<strong>in</strong>g Committee,<br />
PTC, o<strong>the</strong>r Committees.<br />
Develop standardized<br />
monitor<strong>in</strong>g tools and<br />
appropriate mechanisms<br />
(e.g. peer review).<br />
Capacity Build<strong>in</strong>g Committee,<br />
PTC, o<strong>the</strong>r Committees.<br />
PTC<br />
Develop standardized<br />
evaluation tools,<br />
benchmark<strong>in</strong>g, and<br />
appropriate mechanisms<br />
(e.g. peer review).<br />
Exam<strong>in</strong>e experience with<br />
TRS for lessons learned.<br />
Capacity Build<strong>in</strong>g Committee,<br />
Integrity Sub-Committee<br />
Develop case studies or<br />
o<strong>the</strong>r research on PSI and<br />
dest<strong>in</strong>ation <strong>in</strong>spection.<br />
Collect research on PSI and<br />
dest<strong>in</strong>ation <strong>in</strong>spection from<br />
o<strong>the</strong>r <strong>in</strong>ternational
Build<strong>in</strong>g Block 9 - Capacity Build<strong>in</strong>g<br />
Annex III to<br />
Doc. SP0288E1a<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
organizations or academic<br />
<strong>in</strong>stitutions.<br />
Build<strong>in</strong>g Block 10 - Integrity<br />
Sub-Build<strong>in</strong>g Blocks Inventory Prelim<strong>in</strong>ary Work Plan<br />
Core WCO Integrity<br />
Revised Arusha<br />
Integrity Sub-Committee<br />
pr<strong>in</strong>ciples.<br />
Declaration (2003).<br />
Review if <strong>the</strong>se <strong>in</strong>struments<br />
Integrity Development adequately address Integrity<br />
Guide (2003, rev. 2007). issues, <strong>in</strong>clud<strong>in</strong>g but not<br />
limited to, management,<br />
human resource management<br />
and procurement.<br />
Compendium of Integrity<br />
Best Practices (2005,<br />
rev. 2007).<br />
Model Code of Conduct<br />
and Ethics (2002).<br />
Case Studies on<br />
Integrity.<br />
____________________<br />
Explore jo<strong>in</strong>t actions with<br />
<strong>Customs</strong> stakeholders.<br />
Review to determ<strong>in</strong>e whe<strong>the</strong>r<br />
<strong>the</strong> <strong>in</strong>struments of o<strong>the</strong>r<br />
<strong>in</strong>ternational organizations can<br />
be applied to certa<strong>in</strong> activities<br />
of <strong>Customs</strong> adm<strong>in</strong>istration,<br />
e.g., procurement.<br />
Review to determ<strong>in</strong>e whe<strong>the</strong>r<br />
<strong>the</strong> aspects of Integrity are<br />
well <strong>in</strong>corporated <strong>in</strong> o<strong>the</strong>r<br />
WCO programmes.<br />
III/19.