International Customs Day & Week 2022

NAME OF FEATURE | THE GLEANER | SUNDAY, JANUARY 30, 2022 12 CUSTOMS WEEK ‘S CALING UP Customs Digital Transformation by Embracing a Data Culture and Building a Data Ecosystem’ is the theme for International Customs Day (ICD) 2022. Celebrated each year on January 26, ICD 2022 is dedicated to the efforts of customs administrations that have acceler- ated their digital transformation by embracing a data culture based on a true knowledge-driven data eco- system that leverages science and technology. DATA IS one of a company’s most valuable assets, and it is critical to a successful digital transformation. As trade increasingly becomes digit- ised, cross-border data is becoming more important for international transactions. The use of technol- ogy creates a digital record of the activities undertaken by customs administrations that can be used to facilitate trade and the collection of statistical data. WHAT IS DIGITAL TRANSFORMATION? ‘Digital Transformation’ is the cultural, organisational, and oper- ational change of an organisation, industry, or ecosystem through the smart integration of digital technol- ogies, processes, and competencies across all levels and functions in a staged and strategic way. In other words, it leverages technologies to create value for various stakehold- ers. In carrying out the 2022 ICD theme, customs administrations can give momentum to digital transfor- mation through three key strategies: Building a Customs Data Ecosystem based on trust As defined by the Open Data Institute (ODI) Mapping Methodology, a data ecosystem consists of data infrastructure, peo- ple, communities, and organisations that benefit from the value created by it. Data infrastructure in this context is made up of data assets, standards, technologies, policies, and the organisations that steward and contribute to them. Customs administrations are a part of a data ecosystem that collects and analy- ses vast amounts of data and infor- mation from various sources, mostly accessible through recent advances in information and communication technology (ICT). This data is then shared and used to formulate strat- egies, mitigate fraud, facilitate trade and increase revenue collection by optimising resource allocation and managing customs performance. The Jamaica Customs Agency (JCA) is one of many Border Regulatory Agencies (BRAs) in the data ecosystem. Other BRAs include: the Ministry of Agriculture (MOA), Ministry of Health (MOH), and Ministry of National Security (MNS). The JCA is also aligned with other such entities within that ecosystem that are responsible for activities such as trading, shipping, warehous- ing, and port operations, which all contribute to the generation of crit- ical trade data. One of the ways in which the JCA has facilitated trade is through the implementation of the Jamaica Single Window for Trade (JSWIFT). This is a ‘one-stop-shop’ electronic system that allows traders to submit information at a single point to fulfil all import and export regulatory requirements. In July 2019, an online ver- sion of the Immigration/Customs Declaration Form (C5 Form) was introduced through a collabora- tive effort between the JCA and the Passport Immigration and Citizenship Agency (PICA), aimed at reducing waiting time at immi- gration and customs. Data integrity is prioritised by the JCA and is maintained among parties who collect and use data. To ensure data integrity is estab- lished and maintained, the follow- ing should be implemented: • Establishing formal data gov- ernance to ensure the relevance, accuracy, and timeliness of data. The JCA has enhanced its data governance through standardised organisational charts and Standard Operating Procedures (SOPs) aligned with the relevant actors. • UsingWCO-developed data for- mats and data exchange standards. TheWCOData Model ensures stand- ardisation of information required from stakeholders. For the JCA, promoting and implementing such standards are among the main op- erations of the Automated System for Customs Data (ASYCUDA) and JSWIFT platforms. • Appropriate management of data to ensure that the right people have access to the right data and that data protection regulations are respected. The JCA’s commitment to the preservation of data integrity is reflected in confidentiality and data protection principles being incorporated into the Customs Act and Regulations. This is further augmented by the agency’s drive to ensure that staff members are adequately capacitated to access andmanipulate the data to achieve the desired outcomes. • Adopting progressive ap- proaches, such as data analytics, to collect and successfully exploit data to drive decision-making. One such example is the Time Release Study (TRS) which the JCA uses to measure performance by evaluat- ing customs release activities for people and commodities, both at air and sea ports. The TRS provides the agency with practical data in terms of clearance times, leading to strategic policy decisions geared towards even greater efficiency. Embracing a data culture by bridging the human resource gap A data-driven culture is at the heart of digital transformation. It is one where every member of an organisation has access to data an- alytics, along with the knowledge needed to utilise the data in order to manage the business. Becoming a data-driven organisation empow- ers teammembers with insights to improve efficiency and increase the effectiveness of decision-making. Therefore, the success of any digital transformation process is depend- ent on the professional calibre of the people actually charged with its implementation. JCA pulls data on a day-to-day basis to perform most operations. Such data analytics is essential in encouraging compliance. In order to achieve our mission statement of facilitating trade, protecting our borders, and optimising revenue collection, top managers have to set expectations that decisions must be anchored in data. Apart from establishing a clear mission statement, the JCA makes data ac- cessible to its teammembers by in- vesting in a variety of data systems and tools, which in turn strengthen their skill sets. The JCA was able to successfully foster a data culture through its implementation of the Jamaica Electronic Trade System (JeTs), which is the JCA’s ASYCUDA. Sensitisation sessions and training were executed in order to build capacity among staff and relevant stakeholders, which saw the transi- tion of the customs ecosystem from one based heavily on paper to prac- tically a paperless environment. Fostering a collaborative culture among Customs Administrations Customs administrations world- wide have access to vast amounts JCA: Using data to drive digital transformation and increase efficiency Mrs Velma Ricketts Walker, CEO/Commissioner of Customs (left), hands over a token to Her Excellency Dr Maureen P. Tamuno, High Commissioner of Nigeria to Jamaica, during a visit to the Jamaica Customs Agency in October 2021. The JCA has a long-standing relationship with Nigeria. During the visit, both women discussed, among other things, strengthening the relationship between the agency and Nigeria.