1. Capacity Building Presentation to the WTO 7th November 2002 By Joe Kelly HM Customs and Excise International Assistance

2. Content • Our background and development • The building blocks needed • What and how we will support • How to measure success

3. 1989 Customs role and structure MANAGEMENT BOARD Revenue Collection Law enforcement

4. The 90’s • Needs Analysis • Diagnostic studies • Training and Technical assistance projects • Practical experience • Caribbean • Central and South East Asia • PHARE and TACIS • Western and Southern Africa

5. Review of Activity • UK Assistance was not working • Well received but not sustained • Wrong or isolated people • Duplication or wrong timing • A more strategic and co-ordinated approach needed

6. 2002

7. Aspects of organisational development. • Environmental • Organisational • Technical

8. Building blocks • Context • Strategic Priorities • Strategic Organisation • Planning • Management • Systems • Performance

9. Context Strategic Priority Strategic Organisation Planning Government has focus on trade Trade facilitation/ Trade development Legal framework Ethics framework Risk Management Financial, training, Informatics Valuation Agreement

10. Management Systems Performance Performance/impact. Compliance/quality Cargo management Information management Operational Management, Feedback, Transparency Valuation Agreement

11. Key elements in placing support • Local organisation support is top down not bottom up. • Is there a plan for managing assistance and the private sector. • Long term not short term and sustainable commitment

12. Key elements in placing support • Partnership • External ( World Bank, IMF, Private sector) if we do not lead we still must be part of a bigger picture) • Internal (Trade, government, public) • Agreed exit strategy with local capacity built and sustainable.

13. Measuring success • Working on a project management basis • Using Logical frameworks. • Sets up both the measurement and means of measurement at the start of the project. • Including a project change management process. • Deals with the evitable variations that long term projects in changing environments require

14. LOGFRAME