Regional Office for Capacity Building for the World Customs Organization Europe Region

Work Plan

The Work Plan is constructed in a way to achieving the strategic goals on the basis of results-based  management approach as further explained at the bottom of this page.

To review the ROCB Europe Strategic Framework Document, please click here. To review the ROCB Europe Progress Report, please click here.

  

GOAL 1: Promote the work on Customs Capacity Building and WCO instruments.

#

Activity

Stakeholders

Expected Output

Status

Indicator

Intended Outcome

Current Progress

1.1

Maintain and promote sustainable mechanism for collection of capacity building needs of Member Administrations

·  Member Administrations

·  WCO

Collecting and examining the needs and forwarding to the WCO Secretariat with proposals

Ongoing

Number of needs collected and analysed

Orchestrated approach with the WCO Secretariat for customs capacity building assistance

 

1.2

Support WCO Capacity Building efforts in compliance with the WCO Annual Delivery Plan

·  Member Administrations

·  WCO

Complementing activities of WCO in the region in the scope of WCO Annual Delivery Plan

Ongoing

Number of activities

Optimized and expanded servicing for fulfilling capacity building needs of Member Administrations

 

1.3

Initiate, design and implement work for promotion of WCO tools and training materials

·  Member Administrations

·  WCO

·  Other International Organizations

·  Private Sector

Actions on introducing and publicizing promos on WCO instruments

Ongoing

Improvement in advertising

Widened audience and increased frequency for promotion of WCO tools and training materials

 

1.4

Track WCO developments and align the work of the ROCB Europe accordingly

·  Member Administrations

·  WCO

Keeping abreast of WCO state of affairs and trajectory

Ongoing

Number of activities or actions taken

Staying informed and up to date of WCO developments and accommodated Office work in the same direction

 

Expected Impact:

Enhanced support for customs capacity of Member Administrations and increased benefit from and better use of WCO instruments.

GOAL 2:

Foster customs reform and modernization process of Member Administrations.

#

Activity

Stakeholders

Expected Output

Status

Indicator

Intended Outcome

Current Progress

2.1

Upon request, support Member Administrations’ efforts in Customs Capacity Building

·  Member Administrations

·  WCO

·  Other International Organizations

Provide technical assistance, training and experience sharing activities

Ongoing

Number of activities

Elevated level of Capacity Building at Member Administrations

 

2.2

Upon request, assist Member Administrations with a view to promoting WCO e-learning platforms

·  Member Administrations

·  WCO

Actions on introducing and better familiarizing WCO e-learning platforms for Member Administrations

Ongoing

Consultations with the Member Administrations

Heightened use and awareness of WCO e-learning platforms

 

2.3

Motivate developed Member Administrations to provide contribution in regional Capacity Building activities

·  Member Administrations

Reach out to developed Member Administrations for more cooperation on Capacity Building

Ongoing

Actions taken

Increased involvement of developed Administrations in regional capacity building processes

 

2.4

Provide informative and training materials for Member Administrations

·  Member Administrations

·  WCO

Prepare, design and publish materials

To be initiated

Publication of materials

Expanded availability of resources for empowering customs knowledge

 

2.5

Publish the materials translated into Russian on the ROCB Europe web site

·  Member Administrations

·  WCO

Enable necessary technical structure and place translated materials on the web site members only section

To be completed in 2020/2021 period

Publication of materials

Broadened coverage of customs personnel for benefiting from informative sources

 

2.6

Maintain the Regional Experts Database (RED)

·  Member Administrations

·  WCO

Request expert nominations and conduct regular updates for the database

Ongoing

Availability and recency of the database

Sustained and up to date resource of expertise for providing technical assistance

 

Expected Impact:

Increased customs capacity of Member Administrations.

GOAL 3:

Strengthen regional cooperation among Member Administrations.

#

Activity

Stakeholders

Expected Output

Status

Indicator

Intended Outcome

Current Progress

3.1

Collect and disseminate information on current trends or best practices in the region

·  Member Administrations

·  WCO

·  Other International Organizations

Design and develop materials upon collecting best practices or examining the course of customs and trade

To be initiated

Providing informative documents

Improvement in knowledge among Member Administrations

 

3.2

Provide Members with an effective platform for communication using innovative technology

·  Member Administrations

·  WCO

Provide means for effective communication using technical possibilities

To be initiated

Availability of communication platform

Enhancement of communication means among Member Administrations

 

3.3

Organize events for cooperation and information sharing

·  Member Administrations

·  WCO

·  Other International Organizations

Plan and execute events aimed at gathering Member Administrations on certain topics

Ongoing

Number of activities

Ensured collaboration and information sharing among the Member Administrations

 

3.4

Request Member Administrations to second executive staff to the ROCB Europe

·  Member Administrations

Urge Member Administrations to support the ROCB Europe with their human capital

Ongoing

Requests made

Strengthened capability of the Office thereby better cooperation among Member Administrations

 

3.5

Maintain and update the National Contact Points database

·  Member Administrations

·  WCO

Request Member Administrations for nominations and updates of Contact Points

Ongoing

Availability and recency of the database

Sustained and up to date contact information of Member Administrations

 

Expected Impact:

Increased regional cooperation among the Member Administrations.

GOAL 4:

Enhance collaboration with stakeholders, development partners and donors.

#

Activity

Stakeholders

Expected Output

Status

Indicator

Intended Outcome

Current Progress

4.1

Build or strengthen partnerships that enable cooperation, information-sharing and mutual understanding

·  Member Administrations

·  WCO

·  Other International Organizations

·  Private Sector

Actions for establishing connections with potential partners and/or boosting collaborative work with existing partners

Ongoing

Improvement with respect to engagements and collaborative work

Wider cooperation possibilities and more effective collaboration

 

4.2

Promote and/or carry out coordinated or joint activities with partners

·  Member Administrations

·  WCO

·  Other International Organizations

·  Private Sector

Supporting, planning, coordinating and executing activities

Ongoing

Number of activities supported or executed

Strengthened collaboration and reinforced customs capacity building servicing

 

4.3

Function as a bridge in the WCO Europe Region for improved coordination and information sharing

·  Member Administrations

·  WCO

Supplement and facilitate the work of the WCO in the Region and assist Member Administrations in obtaining information thereof

Ongoing

Frequency in flow of information provided and coordination ensured

Increased interoperability and informational status in the region

 

4.4

Coordinate activities of the Regional Training Centers and further strengthen cooperation among regional structures

·  Member Administrations

Urge Regional Training Centers (RTCs) to work in cooperation with the ROCB Europe and provide them with guidance

Ongoing

Monitoring activities of RTCs and identifying and designing work for further advancement

Enhanced effectiveness on Capacity Building in the region

 

Expected Impact:

Increased audience, reinforced promotion of customs capacity building activities and the Office.

GOAL 5:

Strengthen office management and improve institutional functionality.

#

Activity

Stakeholders

Expected Output

Status

Indicator

Intended Outcome

Current Progress

5.1

Ensure proper conditions for the Office and its staff

·  Host Administration

·  Member Administrations

Take necessary measures for Office setting to sustain the environment for proper working conditions

Ongoing

Maintenance and improvement with respect to Office environment 

Effective functioning of the Office and the staff

 

5.2

Update the Strategic Framework as well as Work Plan on the basis of feedback from the Member Administrations and maintain a reporting mechanism

·  Member Administrations

Review and optimize guidance documents in a way to best serve the regional needs and priorities

Ongoing

Regularly updated guidance documents and report of activities submitted to the Member Administrations

Adaptive work on the basis of adopted principles and informed Member Administrations of the progress

 

5.3

Provide bilingual availability for correspondence and documents published by the Office

·  Member Administrations

Provide Russian language versions of documents produced by the Office as much as possible

Initiated in early 2020

Availability of bilingual documents

Increased outreach of the Office and convenience provided for Russian-speaking Member Administrations

 

5.4

Digitalize correspondence and documents of the Office for electronic archiving

Not applicable

Establish digital archive for storage of official materials produced by the Office in internal server

To be initiated

Building a digital archive

Ease of access and long-term stable usefulness of documents

 

Expected Impact:

Increased effectiveness and competency of the Office.

GOAL 6: Secure adequate funding and financial sustainability.

#

Activity

Stakeholders

Expected Output

Status

Indicator

Intended Outcome

Current Progress

6.1

Engage in forensuring stable and adequate funding

·  Member Administrations

Inform Member Administrations of the course of financial situation and annual contributions

Ongoing

Endeavor for stable funding and informing Member Administrations thereof

Pre-determined and anticipated amount of annual contributions and activities taken commensurate to the funding

 

6.2

Maintain accountability and transparency on budgetary aspects

· Member Administrations

Retain trackable figures of income and spending

Ongoing

Submitting budget report to Member Administrations

Use of financial resources for attaining the goals of the Office in an accountable, transparent and sustainable way

 

Expected Impact:

Improved functionality of the ROCB Europe in providing customs capacity activities.

GOAL 7:

Address a broad audience and raise awareness on customs capacity building and development.

#

Activity

Stakeholders

Expected Output

Status

Indicator

Intended Outcome

Current Progress

7.1

Ensure improved technical infrastructure and optimization for stable and user-friendly web site

·  Member Administrations

·  WCO

·  Other International Organizations

·  Private Sector

Consistent, readily accessible and user-centric web site

Ongoing

Maintain a properly working effective web site and number of visits

Better and more use of ROCB Europe web site with added benefits for visitors

 

7.2

Use means of outreach and promotion materials

·  Member Administrations

·  WCO

·  Other International Organizations

·  Private Sector

Implement public engagement efforts and reach out to customs and trade community by effective communication and representation

Ongoing

Number of activities or actions taken on outreach

Upheld customs capacity building related promotion and widened audience

In progress

Expected Impact:

Increased audience as well as awareness in customs and trade community.

 

 

Methodology

Results-Based Management (RBM) is a management strategy that is focused on performance and achievement of outputs, outcomes and impacts.1 In other words, performance results of given activities are concentrated on by using the approach. It is also a proper way to manage processes within the frame of transparency and accountability. The RBM enables learning from experience, implementing activities as well as adapting to circumstances realistically.

As hardship in measuring capacity development activities has been evident, no pre-defined prescriptions are available in that regard. In this juncture, defining indicators becomes the critical matter in the process. Determining alterations realized necessitates a delicate analysis of functions performed or foreseen to be performed by a given institution. It is important to define and make the analysis on the basis of essential service of the institution and to whom the service is being provided for. Aside from the evaluation feedbacks from the beneficiaries which is also difficult in the face of challenging task of obtaining fully extensive assessments, another way to define the performance exists through reviewing the aspects of service, which might include institutional outreach such as number of beneficiaries serviced. Furthermore, some indicators may be well pre-defined, i.e., regular publication of certain documents or dissemination of useful materials.2 The Work Plan is established on the foundation of these factors, using RBM elements so as to reach a proper level of monitoring the performance and results of activities, outputs and outcomes.

The RBM includes interconnected processes among good planning, monitoring and evaluation. As this interconnectedness has the potential to increase the effectiveness to a great extent, a sensible planning enables focusing on resource allocation and implementation. If effectively made, monitoring and evaluation bolsters the endeavour aimed at attaining the results by better adjusting the initiatives for subsequent periods of planning.3 In this context, the RBM approach is adopted also for monitoring and evaluation of the activities and results, thereby having room for flexibility and optimization of reforming activities and, if necessary, a better revaluation of goals and sub-objectives.

The Work Plan is constructed in the frame of RBM elements, definitions of which are presented below.4

 

Definitions:

Activity:
Actions taken or work performed through which inputs are mobilized to produce specific outputs.
Stakeholders:
Parties that would have an effect on or would be beneficiaries of a certain activity, having direct or indirect interest.
Output:
Specific products and services which come out in consequence of realizing activities through planning.  
Indicator:
Quantitative or qualitative factor or variable that provides a simple and reliable means to measure achievement, to reflect the changes or to help assess the performance.
Outcome:
Actual or intended changes in conditions.
Impact:
Foreseen/intended result of the activities for a particular goal.

 


 

To review the ROCB Europe Strategic Framework Document, please click here.

To review the ROCB Europe Progress Report, please click here.

 


 

 

[1] Glossary of Key Terms in Evaluation and Results Based Management:  

 https://www.oecd.org/dac/evaluation/2754804.pdf

[2] Results Based Management Concepts and Methodology:  

   http://web.undp.org/evaluation/documents/RBMConceptsMethodgyjuly2002.pdf

[3] Results-based management: http://www.fao.org/investment-learning-platform/themes-and-tasks/results-based-management/en/

[4] Most of the definitions cited from Glossary of Key Terms in Evaluation and Results Based Management:

   https://www.oecd.org/dac/evaluation/2754804.pdf