Risk mitigation
Long-term drivers |
Risk |
Mitigation |
Changing demand |
|
Trade and travel volumes are expected to fluctuate, so we will need to remain agile to respond to increases when the economy improves.
Declining trade volumes resulting in a corresponding drop in third-party funding – places pressure on Customs to meet the shortfall.
Despite current declining volumes, border risks are increasing, particularly for areas with lucrative returns for offenders. Customs will need to be able to anticipate and respond to changing risks and risk profiles. |
Operational capability and capacity is not aligned with changing volumes and changing risks, resulting in reduced impacts on outcomes. |
» Monitor and anticipate Customs’operating environment, which includes risk assessment and forecasting.
» Improve Customs’ workforce flexibility – through training and deployment.
» Ensure resources are focused on areas of high risk as volumes and risk profiles change.
» Explore options for meeting the shortfall from volume-related third party funding for trade, including possible additional sources of revenue.
» Invest in advanced technology, particularly for tracking and surveillance to achieve greater efficiency, and relieve pressure on high value resources from the demands of low value activities. |
Changing requirements |
| Internationally and domestically, the public at large, government agencies, and New Zealand industry require greater levels of process and systems integration to improve the efficiency of trade and travel supply chains. |
Inability to deliver increased integration due to capability and capacity constraints. |
» Prepare and then submit the Stage2 Business Case for the Joint Border Management System and Trade Single Window, with the Ministry of Agriculture and Forestry, to Cabinet for approval in August 2009.
» Advance trans-Tasman border clearance – particularly for passenger facilitation for New Zealand and Australian passport holders. Advance work to achieve greater process and systems integration across border agencies collectively, and with industry. |
Changing capabilities |
|
Increasingly complex patterns of offending, particularly by trans-national organised groups, require advanced technology that will enable complexity to be managed more efficiently.
CusMod – Customs’ current border management system faces escalating risk of failure. |
Operational capability and capacity:
» Inability to respond effectively to more complex patterns of offending
» Inability to progress integration of processes and systems internationally or domestically.
Business continuity and planning:
» Inability to meet current and future demands for Customs’ services. |
» Invest in advanced technology, particularly for tracking and surveillance to achieve greater efficiency, and relieve pressure on high value resources from the demands of low value activities.
» Prepare and then submit the Stage 2 business Case for the Joint Border Management System and Trade Single Window with the Ministry of Agriculture and Forestry, to Cabinet for approval in August 2009. The proposed system would improve risk management capability and efficiency. |