Annual Report 2005-2006 - New Zealand Customs Service

More documents

Recommendations

Info

of two Deputy Comptroller positions; • a new, more integrated, structure for Customs’ operations; and • a new set of corporate governance arrangements that included the establishment of an Executive Leadership Team (ELT), a new Senior Management Team (SMT), and a number of special purpose governance committees. Following an intensive period of consultation the new structure was implemented in December 2005. An initial evaluation of the impact of the new structure will be completed by 30 June 2007. Systems There were a number of significant developments in relation to Customs critical business systems in 2005/06. CusMod, an internationally leading edge customs transaction processing system when implemented in 1996, is limited in its ability to meet the rapidly changing needs of both Customs and other agencies. In particular, new pressures and opportunities, relating to information and knowledge management, systems integration with other agencies, and connectedness with industry, are not able to be cost-effectively accommodated within the current systems architecture. As an interim measure, CusMod’s lifespan and capability were extended during 2005/06 by the introduction of middleware to facilitate increasing inter-agency connectedness, and further enhancements to data management and reporting capabilities are planned for 2006/07. Planning for the development of the next generation of CusMod commenced in 2005/06, and will continue during 2006/07, culminating in the development of a full business case for consideration by Government. A benefit of the next generation of CusMod will be the ability to implement the United Nations’ recommendation for trade-related information to be submitted only once to a single entry point to fulfil all import, export, and transit-related regulatory requirements. This will enhance the efficient exchange of information between trade and government and also across trading economies. A number of interagency integration projects progressed well during 2005/06. These include: • Data matching arrangements, due for implementation during 2006/07, with: ° Ministry of Justice in relation to fines defaulters (Courts and Criminal Matters Bill); ° Ministry of Social Development in relation to student allowances (Customs and Excise Amendment Bill 2006) ° Inland Revenue Department in relation to Student Loans interest write-offs (Student Loans Scheme Amendment Bill 2006) • Significant progress in discussions with the Ministry of Agriculture and Forestry on systems integration and the potential implementation of a ‘single window’ platform which aims to expedite and simplify information flows between trade and government. The replacement of critical management systems was also progressed during the year. The process for replacement of the current human resources information and payroll system is well advanced, with implementation of a new system expected to commence early in 2006/07. The development of a business case for replacement of Customs’ financial management information system is underway, and will continue in 2006/07. Reputation Customs has maintained its positive reputation with the public and industry. In 2005, for the second year in a row, the UMR government department performance survey saw Customs rated as the government department which people have most confidence in. Customs has been active in further developing its relationships with key government stakeholders. At a strategic level Customs’ 2006/07 SOI includes a draft multi-agency outcome that is intended to focus discussion with border agencies as we seek to further develop the collective understanding of New Zealand’s border management system. This discussion is supported by an Institute of Policy Studies (IPS) report on the nature of the border environment, which was commissioned by Customs. The final draft of the report is due to be published shortly. Internally, a number of initiatives have been progressed to better support Customs’ ability to maintain positive, future-focused relationships with key stakeholders. This included regular CE-level interaction with other border agencies, and development of a more strategic relationship with business, including the inaugural meeting of a consultative forum that will be further developed in the coming year. Good progress was made with the Government response to the Law Commission review of ‘powers of forfeiture and seizure’, with the draft response to the Commissioner’s report having been prepared by the end of 2005/06. Development of a response required consultation with a wide range of agencies whose own powers might potentially be affected by the Commissioner’s proposals. The Government’s response to the review is expected to be announced early in 2006/07. 20 New Zealand Customs Service – A N N U A L R E P O R T 2 0 0 5 – 2 0 0 6
Management Performance Measurement In the Statement of Intent 2005– 2006, Customs set out an outcomes performance measurement framework based on intervention logic, and indicated that further effort would be put into developing the overall measurement system. An overall measurement model has been developed, and some progress has been made in defining measures and refining measurement systems. While considerable development work is still required before full measurement of the impact and cost-effectiveness can be undertaken, Customs is now better placed to advance its performance measurement development programme, and increase its evidence-base to support understanding of the effectiveness of its interventions. ‘‘ ...now better placed to advance its performance measurement ’’ development programme... 21
Page 1 and 2: Vision Leadership and excellence in
Page 3 and 4: B.24 (2006) Table of Contents Compt
Page 5 and 6: Section two: Strategic Goals 2006-2
Page 7 and 8: GOVERNMENT PRIORITY CONTRIBUTION Ec
Page 9 and 10: Operating Environment The increasin
Page 11 and 12: Outcomes Customs made significant p
Page 13 and 14: Revenue All customs and excise reve
Page 15 and 16: Significant Issues Trans-national O
Page 17 and 18: Customs remained a key contributor
Page 19 and 20: Capability Project Guardian was the
Page 21: support functions and all of the Op
Page 25 and 26: The future focus will be on improvi
Page 27 and 28: PART B Performance Information 25
Page 29 and 30: Standards, which incorporate the Ne
Page 31 and 32: Q u a l i t y c h a r a c t e r i s
Page 33 and 34: O u t p u t C l a s s - C l e a r a
Page 35 and 36: O u t p u t C l a s s - R e v e n u
Page 37 and 38: O u t p u t C l a s s - I n v e s t
Page 39 and 40: O u t p u t C l a s s - T e c h n i
Page 41 and 42: Employee Entitlements Annual leave,
Page 43 and 44: S t a t e m e n t o f F i n a n c i
Page 45 and 46: S t a t e m e n t o f C o m m i t m
Page 47 and 48: S t a t e m e n t o f T r u s t M o
Page 49 and 50: Note 4: Depreciation 30/6/05 Actual
Page 51 and 52: Note 8: Creditors and Payables 30/6
Page 53 and 54: Note 14: Reconciliation of Net Surp
Page 55 and 56: S c h e d u l e s a n d S t a t e m
Page 57 and 58: S c h e d u l e o f N o n - d e p a
Page 59 and 60: Section two: Strategic Goals 2006-2
Page 61 and 62: S t a t e m e n t i n T e r m s o f
Page 63 and 64: Glossary Adverse Judicial Comment:
Page 65 and 66: may be used in the manufacture of s
Page 68: The Customhouse, 17-21 Whitmore Str

Annual Report 2005-2006 - New Zealand Customs Service

Create successful ePaper yourself

Delete template?

Save as template?