STRATEGIC PLANNING PROCESS National Customs Service

Transcription

1 STRATEGIC PLANNING PROCESS National Customs Service Rodolfo Álvarez Rapaport National Director of Chile Customs February

2 THEORETICAL FRAMEWORK DEFINING THE FUNCTION What is satisfied? User needs Who is satisfied? Identify types of user How is satisfaction ensured? Distinctive skills Ensure Chile Customs Service Facilitate Control Collect Protect Foreign trade represents around 60% of Gross Domestic Product.

3 PROCESS STAGE (ANALYSIS AND DESIGN) SWOT institutional diagnosis Investigate guidelines, trends and best Customs practices of international organizations (WCO) Revised Kyoto Convention SAFE Framework of Standards Customs in the 21 st Century Examine, adapt and generate suggestions regarding the legal framework and/or introduce/propose changes to the legal/regulatory framework. National Customs Ordinance Organic Customs Law International International Treaties Study new forms of HR management and assess their implementation feasibility Study new technologies in the market and assess their implementation feasibility Study modern management techniques Analyse the financial resources option

4 PROCESS STAGE (ACTIONS) Establishment of strategic guidelines with WCO technical assistance Formulation of strategic objectives with the participation of central and regional officials Development of the Plan with associated action lines and projects Alignment of Regional Customs with the strategic guidelines (operational plans) Development of the legal proposals required to ensure further modernization Validation of the new guidelines within the budget process Launch of the Customs Academy pilot project Establishment of AEO [Authorized Economic Operator], Processes, BI and Projects Departments Improvements in the implementation of non-intrusive inspection technology IT and process integration with neighbouring countries

5 MANAGEMENT Harmonization and simplification of data (WCO Data Model) Systems integration Establishment of DW and BI Surveying of all processes (BPM) in Customs areas Co-operation and co-ordination alliances Customs Customs Customs Other Control Services Customs Other Government Services Customs Private Sector Establishment of an ad hoc organizational structure Launch of the Customs Academy Creation of a Balanced Scorecard (management indices) Legislative centralization and digitization (structured search engine) Creation of an environment conducive to innovation among officials

6 LESSONS LEARNED All foreign trade stakeholders must be involved, and permanent communication channels must be established. Structured surveying of data and processes is crucial to the development of a standard model. Officials and their organizations must be involved from the outset : this is a vital alliance. The Ministry or higher authority must be involved in and be won over by the project. A range of professionally prepared projects must exist. The administration systems are no different from those of any enterprise. Changes or improvements in each area must be made gradually. No big bangs!

7 CHALLENGES Implement and sustain changes Enhance the public value of the institution (State, officials, citizens) An opportunity for the Customs Service to take an operational, active and cross-cutting role in foreign trade Sustainability Improve risk management Update the regulatory and penalty framework Incorporate new technologies in all areas Strengthen the regulatory role of new foreign trade operators Increase the level of professionalism and specialization of officials

8 1. Compliance management 2. Leadership 3. Change management 4. Post-clearance auditing CAPACITY BUILDING (CUSTOMS ACADEMY PROJECT) 5. Risk management applied to compliance 6. Authorized Economic Operator 7. Strategies for facilitation and support for voluntary compliance