EU Performance Development

Transcription

1 EU Performance Development Human Competency Building Initiative Information Point - October Birgit Reiser DG TAXUD/Unit R3 EU Training & Performance Development Information Point: October 2014 To increase the performance of Customs (and Tax) organisations in the European Union through training and development. 1. EU Customs Competency Framework (EU CFW) 2. EU Customs Training Curricula 3. EU Customs Training Reference Programmes 4. EU Recognition Process 5. Management & Leadership Programme (C & Tax) 1

2 1. EU Customs Competency Framework Released: January 2014 (revised Master version) Localisation: 1 st semester 2014 Translated by TAXUD contractor National Quality Control by PC performed 21 language versions NOW available for MS Released on PICS for download (TSG PICS Group) Ready for national implementation by MS Full EU CFW package & Support material To 1. EU CFW: National Implementation To embark on the implementation of the EU Competency Framework, national administrations will need to take a phased approach: Strategic Review During the stage MS will assess their national situation and develop the business case and roadmap for the EU CFW adoption and implementation Designing national Competency Framework During this stage MS will design the integrated CFW that incorporates the EU CFW requirements and elevated standards Integrate into processes and IT landscape During this stage MS will integrate CFW into their HR and Training processes and into the processes of the IT systems that support them Integration into HR Processes & Cascading to the Individuals During this stage MS will make the processes with CFW at the core fully operational thereby delivering on the full value of the EU CFW. 2

3 To 1. Detailed Implementation - Overview To 1. Available EU Implementation Support Business Case Template Template to create a national business case Roadmap Template Template to create a national roadmap Implementation Dashboard EU Implementation Dashboard Dashboard reflecting the progress of national implementation in the EU Implementation Guidelines Step-by-Step guidelines for national implementation (What & How!) 3

4 To 1. In progress EU Implementation Support Promotion material Calendar 2015 Leaflet (in all 21 languages) Information Brochure (EN) USB sticks (CFW package, all languages; private/public sector version) Further support for MS Webcast on PICS (EN) EU Workshop on national implementation (BE, dec tbd) Final formal release/info by DG TAXUD Release notes to National administrations Information notice to CPG (MS DG Customs) National implementation planning/progress (EU Dashboard, CPG) Establishment of EU Customs CFW Implementation Network Release note to EU Trade associations To 1. Your responsibilities & to do s planning & realisation 1. Information channel: within national administration Spread and promote EU CFW documentation nationally 2. Support commonly agreed initiatives Look for active collaboration with related departments in charge (HR / Management ) 3. Perform monitoring tasks Provide and push national contributions on your administrations implementation status (planning data / progress made) 4

5 2. EU Customs Training Curricula Holistic Training Curricula for EU Customs, inter-linked with competency requirements as agreed in EU Customs CFW (topics/learning outcomes) Released: April 2014 (EN Master version) Localisation: 2 nd semester 2014 Translated by TAXUD/National Quality Control ongoing First 5 language versions (BG-HU-DE-ES-SL) READY Released on PICS for download (TSG PICS Group) Ready for national use: end 2014 Compentency 15. Customs Declaration Processing Scope & description The Customs Declaration Processing competency covers all activities of Customs professionals dealing with the declaration requirements for transporting of goods across national borders, into and out of the EU. Learning topics a. Types of Customs declarations and conditions under which they apply b. Management/issuin g of paper and electronic Customs declarations c. Risk identification and management d. Management of irregularities and contact with counterparts (Port Authorities/ Carriers/Brokers etc.) Proficiency levels PL 1 Awareness PL 2 - Trained This proficiency level builds further on learning topics and learning outcomes already established in the previous proficiency level(s). Learning outcomes The person has a general awareness and basic knowledge of: - The different types of Customs declarations; - The typical actors involved in the different types of Customs declarations. The person has received either formal or informal training and is thereby able to handle standard situations and related tasks in the field of Customs declaration processing independently. This implies that this person has good working knowledge of the following concepts/systems and is able to apply/use that knowledge in daily activities: a. Types of Customs declarations and conditions under which they apply - Has knowledge of Customs Procedures for which a declaration can be submitted - Entry of Goods, Release for Free Circulation, Transit, Storage, Export, other Special Procedures; - Is able to apply knowledge and experience to validate declaration data, to spot irregularities. Example: Training towards a Operational Competency - 'Customs Declaration Processing' b. Management/issuing of paper and electronic Customs declarations - Has knowledge of what data fields are required for each type of declaration; - Is able to issue both paper and electronic Customs declarations; - Is able to process Customs Declarations electronically; - Is able to process Customs Declarations that have been submitted using other means, such as paper declarations, following standard processes. c. Risk identification and management - Is able to apply systematic identification of risk in order to identify cargo for Customs control checks; - Is able to identify cargo for random checks. 10 d. Management of irregularities and contact with counterparts (Port Authorities/ Carriers/Brokers etc.) - Has knowledge of the fall back procedure (or Business Continuity Plan); 5

6 3. EU Reference Training Programmes Reference Training Programmes for Bachelor s, Master s and vocational Customs programmes (Benchmark for nat. training programmes), based on EU Customs Curricula & EU CFW Ready for Release: EN only To come on PICS for download (TSG PICS Group) Public sector only No Localisation planned Ready for national use by MS: by end 2014 To 3. Ex: MASTER reference Programs Three academic Reference Training Programmes 6

7 4. EU Recognition EU Certification of nat. accredited Training Programmes/Modules at Bachelor or Master level that correspond with the EU Customs Reference Training Programmes ( and thus the EU CFW) Draft concept developed: 1 st Q 2014 Process; support documentation Pilot project: 2 nd 4 th semester 2014 Reality check vs. national Master programmes (NL/DE): good progress Ready to be applied ( limited/2016 full) To 4. EU Recognition of MA/BA programs Current to do s (under DG TAXUD lead), (following test assessment action on 15/10/14) EU Recognition Process To be further fine-tuned EU Recognition Assessment Board Still to be established Process to be further detailed out Issues still to be resolved Clarify status of EU recognition (liability) Formalising of WCO recognition of EU certified Customs MA/BA programs 7

8 5. Management & Leadership Program for Customs & Taxation No concrete concept available at this stage Concept scope requires further elaboration Possible collaboration to be further investigated with WCO Customs L & M Programme with IOTA for TAX content (joint project?) Compentency 3. Strategic agility Scope & description The "Strategic agility" competency refers to the following activities: - Has a critical understanding of national, EU and global Customs environment; - Makes strategic decisions and plans accordingly; - Drives the organisation to create and sustain competitive advantages; - Brings and analyses creative ideas; - Analyses strategic goals (endto-end visioning, planning, strategic objectives) founded upon EU and national objectives; - Able to foresee how different pieces of the organisation, operations, strategies and policies are interconnected and how one impacts the other; - Co-develops strategic plans together with the key stakeholders; - Able to develop workable road-maps to translate strategy to tactics to operations; - Installs pro-active measures and procedures to avoid disasters. Learning topics a. Knowledge of national, EU and global Customs environment b. The concept of strategic agility. c. Achieving strategic agility in a Customs organisation. b. Defining and developing strategic goals, implementation plans and operational road maps Proficiency levels PL 1 Awareness PL 2 - Trained Example: Training towards a Managment Competency 'Strategic Agility' (1) Learning outcomes The person has a general awareness and basic knowledge of: - The concept of strategic agility and what the key characteristics of an agile organisation are; - The national, EU and global business challenges for his/her organisation based on the changing environment (e.g. international competition); - The impact and importance of strategic agility to his or her own work The person has received either formal or informal training and is thereby able to independently apply the principles of strategic agility. This implies that this person has good working knowledge of the following concepts/systems and is able to apply/use that knowledge in daily activities: a. Knowledge of national, EU and global Customs environment Has good working knowledge of the business challenges for his/her organisation as regards to the global, EU and national Customs environment (e.g. international competition, talent shortage, reducing costs, etc.) and has the ability to apply that knowledge; Is able to continually review the market conditions in a volatile and unpredictable global economy. b. The concept of strategic agility Is able to define the key characteristics of an agile Customs organisation (open communication style, flexible organisation structure, etc.); Is able to explain the importance of being an agile organisation. c. Achieving strategic agility in a Customs organisation Is able to define the requirements for achieving strategic agility (new way of thinking, more collaborative organisation structure, etc.); Has good working knowledge of the appropriate approach and method to achieve strategic agility and has the ability to apply that knowledge. 16 b. Defining and developing strategic goals, plans and operational road maps Has good working knowledge of the characteristics of well-defined strategic goals (e.g. measurable specific, 8

9 Birgit REISER DG TAXUD/Unit R3 EU Training & Performance Development 9