Tech Talk IT Guidance for Executives

 Information & Communications Technology is a key enabler to Customs reform and modernization  Already ubiquitous in the current operating environment  Increasing complexity of ICT implementations places challenges on all levels of a Customs administration Introduction

 Strategic management process not in alignment with ICT development process  Business doing one thing, IT doing another  Over-delegation of ICT developments to technicians / vendors  Silo development of ICT solutions Common Pitfalls

 Increases pressure on Customs administrations to work better, perform, deliver  Article 10.4 specifically mentions that members should work towards a Single Window environment  Realistically, nearly all articles have either a direct or indirect ICT implication WTO TFA Agreement

 Brings together the most important aspects for Senior Executives  WCO Revised Kyoto Convention Guidelines on Application of Information & Communications Technology  Capacity Building Compendium  Single Window Compendium  WCO TFA Implementation Guidance WCO ICT Guidance for Executives

 Strategic Planning  ICT exists in a context, not a vacuum  Strategic planning process sets the blueprint for Customs ICT developments  Using the Balanced Scorecard as example… Strategic Planning

Customs Strategy Map

ICT is everywhere -Risk management & targeting -Managing deferred payment, defaults -E-payments -Providing transparent information to public -Exchanging data with Partners for joint ops control -Deploying e-learning to train both staff and traders -Etc, etc etc

 Communication is key  Better quality outcomes achieved when IT and Business are on the same page  Better management of infrastructures  More consistent on-time, on-target delivery  Better usage of technology to innovate in business processes and operations  Faster integration of new technologies into business systems  Identifying new places for test-bedding, pilots An integrated approach

 One of the most important tasks of executives in deploying ICT  Need to rally political will to mandate and drive change  Need to rally organization to engage diverse stakeholders to support change  Need to steer organization to build capacity for change Change Management

 Focus on the business process, not the function  Develop a process profile  Map processes  Measure processes  Learn from others  Redesign processes  Balance process and technology  Manage process change  Prepare people for change  Continue process improvement Change Management

 Recognizing the key activities, and how to manage them holistically  Ensuring alignment to strategic plan during decision making  Ensuring due diligence in undertaking procurements  Ensuring proper coordination between different stakeholders  Maintaining discipline over medium and long term for continual improvements Project Management

 Bringing together:  Strategic Planning  Organizational Risk Management  Business Continuity Planning  Enterprise Architecture Governance

 Achieving efficient and nimble governance structures  Complex structures slow down decision making, leads to unnecessary duplications and complicates resolution of cross- cutting issues.  Need to have clarity between Accountability and Responsibility  COBIT framework suggests breaking down into key “control objectives”  Plan and Organize  Acquire and Implement  Deliver & Support  Monitor & Evaluate Governance

 First draft just developed  Will be further enhanced through members’ feedback and practices  Will be incorporated into existing WCO tools and guidelines to support capacity building in ICT area Conclusion

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