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Capacity Building

Capacity Building. Presentation to the WTO 7 th November 2002 By Joe Kelly HM Customs and Excise International Assistance. Content. Our background and development The building blocks needed What and how we will support How to measure success. 1989. Customs role and structure

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Capacity Building

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  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

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