STRATEGIC PLAN

STRATEGIC

2014 - 2018

PLAN

CUSTOMS

cscmwTcswk

1

strategic plan

2014

1

2018 Over the past 10 years, imports and exports have increased on average by 18% and 11% respectively. as such, the Maldives customs service (Mcs) needs to optimize the efficiency of its processes and procedures to facilitate trade and provide a competitive trading environment. together, we also need to put in place effective controls to combat illicit trade and protect the society and economy. it is envisaged that this strategic plan will draw MCS’s roadmap for continued improvement by collectively working towards the same goals. as such the strategic plan has been formulated on focus areas to meet the challenges posed by increase in trade and travel flow by adapting new approaches with the available resources. Accordingly, four focus areas have been identified: Human Resource Development, Facilitation, risk Management and Enforcement, and Partnership with Stakeholders. Each focus area will highlight the strategies and expected milestones within a given time frame. To meet the challenges faced by MCS, this Strategic Plan’s focus has been shifted towards more on adapting risk management strategies to facilitate trade and combating illicit trafficking of narcotics drugs and other prohibited goods. strengthening partnership with stakeholders including other customs administrations, international agencies and local institutions is such a focus area.

By adopting this strategic plan, it is expected that Mcs will deliver sustainable measurable high performance and bring about realistic and positive change to meet the challenges of the changing environment.

ahmed Mohamed

cOMMissiOner

general’s

Message

cOMMissiOner general’s Message

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VissiOn anD MissiOn OUr ValUes

cUrrent statUs

FOCUS AREA 1: HUMAN RESOURCE DeVelOpMent

FOCUS AREA 2: FACILITATION

FOCUS AREA 3: RISK MANAGEMENT AND enFOrceMent

FOCUS AREA 4: PARTNERSHIP WITH STAKEHOLDERS

taBle OF

cOntents

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COMMISSIONER GENERAL’S MESSAGE

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29

VISSION AND MISSION OUR VALUES

CURRENT STATUS

FOCUS AREA 1: HUMAN RESOURCE DEVELOPMENT

FOCUS AREA 2: FACILITATION

FOCUS AREA 3: RISK MANAGEMENT AND ENFORCEMENT

FOCUS AREA 4: PARTNERSHIP WITH STAKEHOLDERS

TAbLE OF

CONTENTS

1

To become a world-class Customs service that fully

reflects national and international standards and best practices, in contributing to border protection and trade facilitation.

Vision

To guard and protect the Maldives national borders from smuggling of narcotics, contraband and against other illegal cross-border activities, by steadfastly enforcing the laws of the Maldives while fostering economic security through facilitation of legitimate trade and travel.

Mission

vision & mission

vision & Mission

sTraTegiC plan

20142018

1

strategic plan

2014

1

2018 giving due respect and earning the respect of others by maintaining professional standard and behavior, and cultivating emotional resilience so that our self-confidence and our public image is not compromised even in emotionally-charged situations.

respect

performing our duty with utmost courage, faith, and loyalty, in providing optimum contribution to customs and to the society as a whole and thus develop corporate integrity. simultaneously, as individuals develop moral integrity, involving sincere intensions, behaving justly, fulfilling responsibilities and understanding that authority is a trust which is inseparably linked to ethics.

integrity

Welcoming new ideas and technology, facing and overcoming challenges resourcefully; while engaging with enthusiasm and zest in achieving the best possible results for the society.

agility

taking pride in sustaining the service ethic of customs that has been valued for generations, working collectively and with a positive attitude in making Maldives a peace-loving, tranquil and blossoming nation.

coMMitMent

recognizing and understanding the emotions of others, giving due consideration to their opinions, suggestions, advice and feelings to enable the promotions of empathetic organizational climate and culture.

eMpathy

our values

strategic plan

2014

1

2018

1

Maldives customs service (Mcs) employs an educated, demographically diverse and a vibrant workforce. Mcs is ranked among the largest and oldest organizations in the country. A significant event in the area of staff development was the revision of the ranks structure in accordance with the Customs Act which came into effect in mid-2011. Subsequently, a new Staff Regulation was formulated in mid-2012 which was followed by migration to a new organizational structure and the consequent promotions for 411 Officers. A staff welfare fund which provides interest-free loans to Customs staff has been established. The customs recreational club participates in social/ recreational activities every year.

centre for customs and excise studies (cces) plays a vital role in building capacity of customs staff. Trainings conducted in-house, where most of the facilitators are customs staff trained in relevant areas are tailored to improve staff performance and necessary skills. Our excellent working relationship with regional customs and other international organizations also provide us with opportunities to train several officers abroad via seminars, workshops, study tours etc. which help them to broaden their spectrum of knowledge and acquire international best practices.

the main challenges in this area lies in managing and motivating a demographically diverse workforce, directing the organization to adapt and adopt new changes, developing required skill sets and trainings, recognizing and rewarding talent, maintaining discipline, establishing mechanisms to monitor performance and managing knowledge and skills transfer.

Mcs’s role as the main contributor to government tax revenue changed with the government’s policy to lower the duty rate of 43% of the tariff lines in 2012.

With this change, our focus is now geared more towards trade facilitation and post clearance audit based controls. some noteworthy initiatives in this area include the introduction of an express channel for air and sea bound cargo, implementation of WtO Valuation agreement, simplification of valuation and documentation processing stages, automation of declaration processing stages through customs portal, introduction of an electronic document submission service for declaration processing and an interface for making payments online. projects in the pipeline are targeted towards lowering trade barriers, reduce cost of transactions and spur economic development via the implementation of asYcUDa World, accession to the international standards of revised Kyoto convention (rKc) and the introduction of the national single Window concept.

HUMan resOUrce

DeVelOpMent

FacilitatiOn

With the emerging challenges at the borders today, Mcs has to change the traditional approaches and seek a more structured and systematic way to manage risk. Our risk management practices need to identify and address the varying degrees of risk associated throughout the supply chain, improve and integrate profiling and targeting of passengers, goods, conveyances using intelligence and non-intrusive techniques. We have established a risk Management section and need to introduce channels and fast-track lanes to facilitate compliant passengers and traders. to make these changes possible, mechanisms that utilize advance information, trader profiling, information technology and comprehensive law enforcement agency collaboration need to be established.

as a border law enforcement agency Mcs has contributed significantly towards protection of the society from illicit substances and prohibited goods, especially with the enactment of customs act in 2011. some major achievements in this area include the introduction of surveillance systems for foreign voyage vessels, strengthening of enforcement measures at sea port facilities, strengthening of surveillance and targeting of air bound passengers and strengthening of inter-agency coordination.

Mcs faces enormous challenges in protecting the country’s borders against the flow of narcotics and contraband. the abuse of illegal substances has been a major problem faced by the Maldives in the past years and recent trends show an increasing pattern for smuggling of prohibited and exotic animals. to meet these challenges and to strengthen existing mechanisms, our laws and regulations need to be reviewed, customs control at the borders strengthened and a holistic approach that utilizes information technology, latest facilities, best practices, strategic alliances and effective mechanisms to investigate offenders be adopted and adapted.

risK ManageMent

anD enFOrceMent

Maldives customs service enjoys productive partnerships with international organizations such as WcO, UnODc, WtO and rOcB to develop capacity of the MCS staff and to enhance customs enforcement and trade facilitation capabilities. in this regard, several MOUs have been signed between local and international counterparts to achieve mutually beneficial relationship. On the local scene, Mcs has also setup a platform for continuous exchange of information between the trading communities by functionalizing a committee, comprising of traders from key sectors that meet on a regular basis.

Mcs needs to sustain the relationships that exist with the stakeholders and build new relationships with international counterparts, national law enforcement agencies and the trading community to contribute to achieving greater trade and economic development efficiencies and to enhance its role in providing social protection to society. Mcs needs to focus on improving trader compliance, enhancing exchange of trade-related information and intelligence with the trading partners. the challenges to enforcement and trade facilitation exist in many facets. Our success depends heavily on our ability to manage and engage stakeholders at all levels: the policy makers, traders, other enforcement agencies,ww general public and international partners.

partnersHip WitH

staKeHOlDers

Current StatuS

cUrrent statUs

cUrrent statUs

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STRATEGIC PLAN

2014 2018

HUMAN RESOURCE

DEVELOPMENT

To integrate the facilities for providing staff

with relevant academic competency and skills training and thus creating optimal conducive work environment for generating inspiration and motivation amongst them; while concurrently inculcating and promoting required ethical standards to become professional Customs

officers.

PURPOSE

STRATEGY

Provide national and International trainings and develop expertise in the areas of enforcement, trade facilitation and

management area.

Enhance the quality of trainings through development of academic competency, infrastructure and utilization of modern

facilities.

Introduce and implement a Human Resource

Management Plan.

Strengthen the integrity guidelines.

Review and implement best practices and

international measures.

Adopt and strengthen organization’s promotion and recognition policies and

implement them strictly and impartially.

Introduce a welfare policy and promote

social well-being of staff.

Promote professionalism and positive attitude to unify the workforce for better achieving the service excellence within the

organization.

1.1

1.2

1.3

1.4

1.5

1.6

1.7

1.8

1

FOCUS AREA

FOCUS AREA 1:

HR DEVELOPMENT

strategic plan

2014

1

2018

1

Strategy

Milestones

Responsible

Division

KPI

Time

Frame

1.1

Provide national and International trainings and develop expertise in the areas of enforcement, trade facilitation and management area.

Conduct trainings programs in major areas like Enforcement, Trade Facilitation, Management, Risk Management, Valuation and Post Clearance Audit, Harmonized Systems (HS)

Customs Academy Training programs conducted Yearly

1.2

Enhance the quality of trainings through development of academic competency, infrastructure and utilization of modern facilities.

Develop training policies Customs Academy Training policy published December 2016 Conduct Training Need

Assessment Customs Academy Need assessment document published Yearly Develop expert trainers in key

customs areas Customs Academy Expert trainers developed December 2015 Provide accommodation for

regional customs officers station for trainings in Head Office

Human Resource Management and Administration

Accommodation for regional

Customs Officers provided June 2015

Establish training facilities at

regional offices Human Resource Management and Administration

Regional training facilities established at Hdh. Kulhudhufushi

December 2016 Regional training facilities

established at Addu City December 2018 Establish virtual training setup Customs Academy Virtual training setup established

at regional Customs offices June 2015 Establish main Customs

training facilities with accommodation and other facilities

Human Resource Management and Administration

Establish training facility at

hulhumale’ December 2018

Get Affiliated with international educational institutions who run Customs related courses

Customs Academy Affiliated trainings conducted in the field of enforcement and trade facilitation

December 2016

Strategy

Milestones

Responsible

Division

KPI

Time

Frame

1.3

Introduce and implement a Human Resource Management Plan.

Develop a comprehensive

HRD Plan Human Resource Management and Administration

HRD Plan developed and

introduced December 2015

1.4

Strengthen the integrity guidelines.

Review and revise current Code of

Conduct included in the existing Staff Regulations.

Human Resource Management and Administration

Code of Conduct reviewed June 2015

Implement procedures for effective internal reporting of issues related to integrity and Code of Conduct violations.

Human Resource Management and Administration

Web based mechanism introduced to enable reporting of issues related to integrity and Code of Conduct violations

June 2015

Conduct awareness and training on the Code of Conduct

Human Resource Management and Administration

Awareness trainings conducted December 2015

1.5

Review and implement best practices and international measures.

Implement WCO integrity

guidelines Human Resource Management and Administration

Integrity guidelines implemented December 2016

1.6

Adopt and strengthen organization’s promotion and recognition policies and implement them strictly and impartially.

Review the current merit based system to ensure that it is fair and equitable.

Human Resource Management and Administration

Merit based system revised June 2015

Review Performance

Monitoring System Human Resource Management and Administration

Performance monitoring system

revised. June 2015

focus area 1:

Hr Development

1

Strategy

Milestones

Responsible

Division

KPI

Time

Frame

1.7

Introduce a welfare policy and promote social well-being of staff.

Introduce a Welfare Policy Human Resource Management and Administration

Welfare Policy introduced December 2016 Provide housing and

accommodation for Customs staff Human Resource Management and Administration June 2018 Establish Customs Cooperative to undertake commercial activities which

would contribute financially to

organizational goals Human Resource Management and Administration Customs Cooperative established December 2015

Revise Customs Recreation Club (CRC) activities which would contribute to staff wel-being, performance, discipline and all other aspects of staff development

Human Resource Management and Administration

CRC activities revised December 2015

1.8

Promote professionalism and positive attitude to unify the workforce for better achieving the service excellence within the organization.

Conduct activities to promote

unification of workforce Human Resource Management and Administration

At least 3 activities conducted

yearly yearly

focus area 1:

Hr Development

strategic plan

20142018

1

strategic plan

2014

1

2018

1

to develop sustainable trade-related customs services by building organizational capacities and streamlining procedures to facilitate policies that are conducive for import, export and travel.

purpose

strategy

endorse and implement the international standards, agreements and conventions related to customs modernization and reform.

enhance electronic interconnectivity within customs and among stakeholders through extensive use of information technology to foster a paperless trading environment. Develop simplified and harmonized customs procedures and processes to reduce cost of doing business, increase transparency and facilitate trade.

establish mechanisms to facilitate compliant traders by introducing accelerated procedures.

Increase efficiency of custom services and mitigate tax evasion by strengthening audit based controls.

2.1

2.2

2.3

2.4

2.5

facilitation

2

focus area

focus area 2:

facilitation

strategic plan

2014

1

2018

1

Strategy

Milestones

Responsible

Division

KPI

Time

Frame

2.1

Endorse and implement the international standards, agreements and conventions related to customs.

Revised Kyoto Convention Accede to Revised Kyoto Convention

Strategic Management

Division Revised Kyoto Convention acceded June 2015 ATA Carnet

Accede to Customs Convention on ATA carnet for the temporary admission of goods.

Strategic Management

Division Acceded to ATA Carnet June 2016

Time Release Study Conduct Time Release Study yearly

Tariff and Trade

Division Time Release Study Conducted December 2014 WTO Trade Facilitation

Agreement Implement WTO Trade Facilitation Agreement

Tariff and Trade

Division All provisions in Category A implemented. August 2015

All provisions in Category B

implemented. July 2018

2.2

Enhance electronic interconnectivity within customs and among stakeholders through extensive use of information technology to foster a paperless trading environment.

Single Window Conduct Customs level need assessment for Single Window implementation.

Tariff and Trade

Division Need assessment conducted. June 2015

Conduct Business Process Analysis of Customs processes for Single Window implementation.

Tariff and Trade

Division Business Process Analysis (BPA) conducted December 2015

Address issues in Laws and Regulations regarding implementation of Single Window.

Tariff and Trade

Division Laws and regulation, processes and procedures reviewed. June 2015

Review and integrate major

services with Customs Portal. Tariff and Trade Division Other services reviewed and integrated June 2015 ASYCUDA World

Implement ASYCUDA World Tariff and Trade Division ASYCUDA World implemented June 2016 Develop necessary

applications to cater for new features in ASYCUDA World

Tariff and Trade

Division Necessary applications developed June 2016

Strategy

Milestones

Responsible

Division

KPI

Time

Frame

2.3

Develop simplified and

harmonized customs procedures and processes to reduce cost of doing business, increase transparency and facilitate trade.

Customs Act/Regulations, processes and procedures Review Customs Act, Regulations, processes and procedures periodically.

Intelligence and

Enforcement Division Regulation, Procedures and processes reviewed. At least every 2 years.

Implementation of Article 7 of the GATT Valuation Agreement

Identify issues that arise in implementation of GATT Valuation

Tariff and Trade

Division Issues in implementing identified June 2016

Amend/implement SOPs SOPs amended and introduced June 2018

HS implementation Identify issues that arise in implementation of HS

Tariff and Trade

Division HS based Tariff introduced June 2018

Propose and implement Tariff

Act Tariff Act enacted June 2018

Advance Ruling Introduce/ strengthen Advance Ruling system • HS classification • Rules of Origin

Tariff and Trade

Division Regulations on Advance ruling (HS) and Rules of Origin published

June 2018

Self-Assessment of Declaration

Introduce a mechanism that would enable importers/ exporters to assess declarations by themselves.

Tariff and Trade

Division Self-Assessment of Declaration introduced. December 2017

Virtual Declaration System Introduce a system to assign and process goods declarations at support sections and divisions.

Tariff and Trade

Division Virtual declaration system introduced June 2015

focus area 2:

facilitation

1

Strategy

Milestones

Responsible

Division

KPI

Time

Frame

2.4

Establish mechanisms to facilitate compliant traders by introducing accelerated procedures.

Trader Profile

Review Traders profile yearly. Intelligence and Enforcement Division Trader profiles built June 2015 Implement mechanisms to

gather advance information electronically to build traders profile.

Intelligence and

Enforcement Division Mechanisms introduced to gather advance information electronically

June 2015

Develop software to identify

compliant traders. Intelligence and Enforcement Division/

Tariff and Trade

Division

Software developed December 2015

Compliant Trader Program

Introduction of risk based Advance Cargo Clearance System

Intelligence and

Enforcement Division Policies to introduce risk based advance clearance system formulated

June 2016

2.5

Increase efficiency of

custom services and mitigate tax evasion by strengthening audit based controls.

Post Clearance Audit

Implement measures to strengthen Post Clearance Audit.

Tariff and Trade

Division Process analyzed December 2015

Develop specialists in PCA

field Tariff and Trade Division PCA Training conducted December 2015

Draft and introduce procedures on Post Clearance Audit. (PCA Manual)

Tariff and Trade

Division Work Manual and SOP published June 2015

Develop analytical capacity Tariff and Trade

Division Application to analyze trade data introduced December 2015

focus area 2:

facilitation

strategic plan

20142018

1

strategic plan

2014

1

2018

1

Effectively implement risk management principles organization wide with optimal utilization of resources for sustainable and effective customs control, efficient collection of revenue and trade facilitation. To deter and interdict drug trafficking, smuggling of goods and other illegal border activities through utilization of advance technology, exchange of information and effective inter-agency cooperation.

purpose

strategy

Create a tangible platform for effective exchange of information and intelligence between national and international counterparts and develop partnerships with local and international stakeholder agencies to conduct coordinated risk management. Establish and manage intelligence information system in cooperation with local and international agencies to collect, analyze, and disseminate strategic and operational intelligence information.

Enhance the existing risk management functions by adopting relevant WCO standards and guidelines to utilize the advance information and latest state of art technology for effective risk management. Improve the border security and counter drug trafficking through latest facilities, tactics, and strategies.

Develop and strengthen the operational capacities and capabilities of Customs enforcement operations, investigations and prosecution.

Enhance and develop a mechanism, to monitor the movement of cargo, passengers, crew and conveyances for effective profiling and targeting, by establishing and strengthening customs control at the border by integrating resilient controls in processes, procedures and physical infrastructure.

3.1

3.2

3.3

3.4

3.5

3.6

risk management

and

enforcement

3

focus area

focus area 3:

risk management and enforcement

strategic plan

2014

1

2018

1

Strategy

Milestones

Responsible

Division

KPI

Time

Frame

3.1

Create a tangible platform for effective exchange of information and intelligence between national and international counterparts and develop partnerships with local and international stakeholder agencies to conduct coordinated risk management. National Enforcement Committee (NEC) Formalize a committee comprising of relevant stakeholders to tackle enforcement issues. Intelligence and

Enforcement Division NEC formulated and made operational December 2015

Strengthen External Coordination Review processes and procedures to facilitate coordinated operatons.

Intelligence and

Enforcement Division MOU/MAA established with MPL, MACL, Aviation Security, Maldives Post Limited.

December 2016

Strengthen internal Coordination

Review SOPs to exchange feedback related to examination of cargo, passengers and vessels to facilitate targeting and

profiling from frontline

sections.

Intelligence and

Enforcement Division Mechanism established to provide feedback information of examination of cargo, passengers, and vessels

June 2015

3.2

Establish and manage intelligence information system in cooperation with local and international agencies to collect, analyze, and disseminate strategic and operational intelligence information.

Customs Central Intelligence System

Develop a central system to gather and analyze intelligence information.

Intelligence and

Enforcement Division Customs central intelligence system developed December 2016

System developed to Integrate CCTV cameras at airport and seaports.

December 2015 National Intelligence Sharing

System

Coordinate with Maldives Police Service to develop national intelligence sharing system.

Intelligence and

Enforcement Division National Intelligence sharing system developed. June 2017

Intelligence Collecting/ Reward System Strengthen intelligence collection and dissemination process and reward system for informants.

Intelligence and

Enforcement Division Policies to recruit informants published. Policies to disseminate information to operational

officers published.

Reward systems for informants reviewed

June 2016

Strategy

Milestones

Responsible

Division

KPI

Time

Frame

3.2

Establish and manage intelligence information system in cooperation with local and international agencies to collect, analyze, and disseminate strategic and operational intelligence information.

Conduct regular information collection sessions within the customs and external stakeholders.

Intelligence and

Enforcement Division No. of sessions held to stakeholders Yearly

Conduct regular awareness sessions to disseminate intelligence information

Intelligence and

Enforcement Division No. of sessions held to stakeholders Yearly

3.3

Enhance the existing risk management functions by adopting relevant WCO standards and guidelines to utilize the advance information and latest state of art technology for effective risk management.

Risk Based Cargo Clearance Implement Risk Management for Declaration Processing and Examination Stage

Intelligence and

Enforcement Division Risk based cargo clearance system established. June 2015

Risk Based Vessel Clearance Implement Risk Management for vessel clearance.

Intelligence and

Enforcement Division Risk based vessel clearance system established. June 2016 Processes and procedures

Review necessary processes and procedures

Intelligence and

Enforcement Division No. of processes and procedures reviewed, amended and introduced. June 2015 Advance Passenger Information (API) Implement Advance Passenger Information at Ibrahim Nasir International Airport.

Intelligence and

Enforcement Division API system introduced December 2015

E-Manifest

Establish mechanisms to implement E-Manifest at Ibrahim Nasir International Airport and Male Commercial Harbour.

Intelligence and

Enforcement Division E-manifest system at Male’ Seaport established. E-manifest system at INIA established. June 2015 June 2016 Container Control Programme Establishing effective container selections and controls

Intelligence and

Enforcement Division UNODC Container Control Programme made operational June 2015

focus area 3:

risk management and enforcement

strategic plan

2014

1

2018

1

Strategy

Milestones

Responsible

Division

KPI

Time

Frame

3.3

Enhance the existing risk management functions by adopting relevant WCO standards and guidelines to utilize the advance information and latest state of art technology for effective risk management.

Cargo Tracking System (CTS) Utilization of Cargo tracking System for analyzing manifest

Intelligence and

Enforcement Division CTS established at sea ports June 2018

Air cargo Control Programme Utilization of air cargo movements for analyzing air cargo manifests

Air Cargo Control Programme

established at air ports January 2018

3.4

Improve the border security and counter drug

trafficking through latest

facilities, tactics, and strategies. Internal Coordination Establish mechanisms to strengthen internal coordination. Intelligence and

Enforcement Division No. of meetings held to address issues. SOP’s reviewed

Yearly

Special Operations

Special operations conducted. Intelligence and Enforcement Division No. of special operations conducted No. of Seizures No. of Suspect screened No. of Ships rummaged

Yearly External Coordination Establish mechanisms to strengthen external coordination. Intelligence and

Enforcement Division No. of meetings held to address issues. SOP’s reviewed

Yearly

Acquire Equipment for border security, narcotics

identification, detection and

tools required for drug law enforcement

Intelligence and

Enforcement Division Border security and counter drug trafficking efforts improved by acquiring and installing Metal Detectors, Mobile tracer, Narcotics and explosive detecting tools, Multipurpose Reader, Buster Kit, and Itemizers at Seaports and Airports around the country.

December 2017

Strategy

Milestones

Responsible

Division

KPI

Time

Frame

3.5

Develop and strengthen the operational capacities and capabilities of Customs enforcement operations, investigations and prosecution.

Review regulations,

procedures and processes Intelligence and Enforcement Division All Processes and procedures and regulations related to the enforcement operations reviewed.

December 2018 Acquire special equipment

and tools for enforcement operations

- Speed boats for patrolling - Surveillance equipment (night vision binoculars) - Portable Search mirror - Search mirror (normal) - Fiber Scope Camera - Torch for search (rechargeable led) - Oxygen Self-rescuer - Gas Monitor

Intelligence and

Enforcement Division Special tools and equipment acquired and installed December 2017

3.6

Enhance and develop a mechanism, to monitor the movement of cargo, passengers, crew and conveyances for effective

profiling and targeting,

by establishing and strengthening customs control at the border by integrating resilient controls in processes, procedures and physical infrastructure.

Airport Interdiction Room Strengthen surveillance and targeting capacity at Airport Interdiction Room functions.

Intelligence and

Enforcement Division Surveillance facility available at Ibrahim Nasir International Airport Departure Terminal Routine operations of Police, MNDF and Immigration

June 2015

Risk-based Passenger Screening

Strengthen passenger screening at Ibrahim Nair International Airport.

Intelligence and

Enforcement Division Procedure to systematically screen passengers by introducing targeting, profiling and observation techniques.

December 2015

Body Screening Introduction of Body Screening facility at Ibrahim Nasir International Airport

Intelligence and

Enforcement Division Body screening facility available December 2018

Dual Channel

Introduction of Dual channels at Ibrahim Nasir International Airport

Intelligence and

Enforcement Division Introduction of Dual channel December 2015

focus area 3:

risk management and enforcement

strategic plan

2014

1

2018

1

Strategy

Milestones

Responsible

Division

KPI

Time

Frame

3.6

Enhance and develop a mechanism, to monitor the movement of cargo, passengers, crew and conveyances for effective

profiling and targeting,

by establishing and strengthening customs control at the border by integrating resilient controls in processes, procedures and physical infrastructure.

Establish Customs

infrastructure at regional ports Intelligence and Enforcement Division Office and accommodation established at Hanimaadhoo December 2016 Office, accommodation and

training facilities established at Hdh. Kulhudhufushi

December 2018 Office, accommodation and

training facilities established at Addu City

December 2017

Office and accommodation

block established at Ha. Uligam December 2018 Office and accommodation

block established at Hulhumale’ December 2015 Security Standards

Establish Customs minimum security measurements at designated Ports

Intelligence and

Enforcement Division Security standards established at: Ibrahim Nasir International

Airport December 2017

Thilafushi Private Port Facilities

– 3 Facilities December 2015

Thilafushi Private Port Facilities

– Remaining Facilities June 2015 Male’ Commercial Harbour December

2015 Kulhudhufushi Regional Port December

2015 Hithadhoo Regional Port June 2015 Cargo Screening and

Security Camera Systems Utilization of Cargo Screening facility at Ibrahim Nasir International Airport.

Intelligence and

Enforcement Division Cargo Screening Facility installed at INIA June 2017

Enhancing utilization of security camera at Aircargo and Bonded warehouse

Intelligence and

Enforcement Division Security camera at Air cargo and Bonded warehouse enhanced June 2018

Strategy

Milestones

Responsible

Division

KPI

Time

Frame

3.6

Enhance and develop a mechanism, to monitor the movement of cargo, passengers, crew and conveyances for effective

profiling and targeting,

by establishing and strengthening customs control at the border by integrating resilient controls in processes, procedures and physical infrastructure.

Automatic Identification System (AIS)

Access MNDF AIS system to get better coverage.

Intelligence and

Enforcement Division Access established between MCS and MNDF AIS system. June 2015

Laws, Regulations, Procedures and Process Review Laws, regulations, procedures and processes

Intelligence and

Enforcement Division Relevant laws, regulations, Processes and procedures reviewed;

- Regulation to enforce Automatic Identification System (AIS) in all foreign going vessels - Identify and minimize security/ control breaches at seaports and airports.

June 2017

focus area 3:

risk management and enforcement

strategic plan

2014

1

2018

1

Foster cooperation with trading community, government agencies, ngOs, and other stakeholders at international and national level and focus on enhancing the development of a professional service culture.

purpOse

strategy

cooperate and coordinate with customs-related international and national organizations and ngOs, to accrue the best possible results to the provision of customs service

adopt international customs best practices as guiding principles to streamline customs processes

Develop a comprehensive stakeholder management and communication plan and undertake measures to encourage enhancement of stakeholder representative bodies in order to improve frequent communication with the trading community Develop a professional service culture by emphasizing on responsibility, accountability, transparency and service.

enhance stakeholder compliance by conducting outreach programs with a view to increase awareness on customs law, regulations, procedures and processes. introduce a mechanism to regularly conduct programs which would enhance public image of the organization

4.1

4.2

4.3

4.4

4.5

4.6

partnership with

stakehOlDers

4

focus area

FOcus area 4:

partnership with stakehOlDers

strategic plan

2014

1

2018

1

Strategy

Milestones

Responsible

Division

KPI

Time

Frame

4.1

Cooperate and coordinate with Customs-related international and national organizations and NGOs, to accrue the best possible results to the provision of customs service.

Increase co-operation and coordination with stakeholder agencies Hold regular meetings with stakeholder agencies

Tariff and Trade Division/ Strategic Management Division

Inter-agency cooperation and

coordination strengthened June 2015

Assign contact points and review/ revise contact point details wherever required

Tariff and Trade

Division Contact points assigned/ reviewed June 2015 Establish a mechanism to

share enforcement news and updates of smuggling activities with regional and international agencies

Intelligence and

Enforcement Division Mechanism established to share news and updates with international organizations December 2015 Conduct awareness programs to encourage enhancement of stakeholder representative bodies Strategic Management

Division Awareness programs conducted 2 programs ever year

4.2

Adopt international customs best practices as guiding principles to streamline customs processes.

Adopt SAFE Framework of

Standards Strategic Management Division SAFE framework standards implemented June 2018

Implement recommendations made in the Phase 3 Report of the WCO Columbus Program

Strategic Management

Division Phase 3 recommendations implemented June 2018

Strategy

Milestones

Responsible

Division

KPI

Time

Frame

4.3

Develop a comprehensive stakeholder management and communication plan and undertake measures to encourage enhancement of stakeholder representative bodies in order to improve frequent communication with the trading community.

Develop Stakeholder

Communication Plan Strategic Management Division Stakeholder Communication Plan developed December 2015 Review current procedures to

identify issues that relate to stakeholders

Strategic Management

Division Current procedures reviewed June 2015

4.4

Develop a professional service culture by emphasizing on responsibility, accountability, transparency and service.

Develop Service Standards in various areas of Customs - Cargo examination - Bonded warehouse - Harbor clearance Seaport Division/ Airport Division/ Intelligence and Enforcement Division

Service Standards introduced December 2015

Review and revise existing

Service Standards Seaport Division/Airport Division/ Existing Service Standards reviewed June 2016

4.5

Enhance stakeholder compliance by conducting outreach programs with a view to increase awareness on customs law, regulations, procedures and processes.

Conduct Compliance programs to traders and public

- Implement Compliance Management Framework - Introduce a Tariff Compliance Program through informed compliance

Strategic Management Division / Customs Academy

Compliance Management

Framework Implemented December 2015

Develop programs to mass media regarding customs rules and regulations - Prepare TV ads

- Provide information through TV and radio programs -Prepare a TV program on Customs matters in collaboration with a media channel

Strategic Management Division / Customs Academy

TV, radio and ads prepared to

disseminated December 2015

Ongoing December 2015

focus area 4:

partnership with stakeholders

1

Strategy

Milestones

Responsible

Division

KPI

Time

Frame

4.5

Enhance stakeholder compliance by conducting outreach programs with a view to increase awareness on customs law, regulations, procedures and processes.

Conduct monthly forums to Customs brokers and traders about classification, declaration and examination of cargo

Strategic Management Division / Customs Academy

Broker forums conducted Monthly

4.6

Introduce a mechanism to regularly conduct programs which would enhance public image of the organization.

Conduct image enhancement programs like forums, Children’s Evening, participate in fairs

Strategic Management Division / Customs Academy

Image enhancement programs

conducted Yearly

focus area 4:

partnership with stakeholders

strategic plan

20142018

1

Maldives Customs Service

Male’ Republic of Maldives

Tel: 332 2001 Fax: 3322633 EMAIL: [email protected] Web: www.customs.gov.mv

Twitter: customsMV Facebook: Maldivescustomsservice