Strategic Plan
The Strategic Plan covers the period 2022-2027, which coincides with the conclusion of the 2017-2022 Strategic Plan.
OCO is forecasting changes in international movements and anticipates the following developments:
- The impacts of the COVID-19 pandemic which will endure for some time
- Constantly evolving geo-political and socio-economic relationships impacting trade, including recent Chinese initiatives in the Pacific
- Greater international harmonisation of systems, policies and protocols, including intelligence sharing
- Increased workload for Customs
- Increased volume and speed of movement of goods and people
- Streamlining of Customs processes through digitisation and other mechanisms
- Continuing increase in e-commerce
- Enhanced data collection
- Increased costs
- Increased intelligence sharing
- Emerging players in the shipping and goods movement industry
- Enhanced capacity to track and monitor goods
- Better cooperation between countries
OCO anticipates changes in the movement of illicit goods as follows:
- Increased contraband movement (drugs, counterfeit goods, money laundering, smuggling)
- Increase in new and innovative approaches by criminals to continue their illicit activities
- Increasing evasion of duties and taxes
- Increasing difficulty in detection of illicit goods due to increasingly sophisticated methods of concealment
- Increase in cyber-enabled criminal activity, cybercrime and related threats
OCO will strive to take active steps towards future readiness which is critical to the success of the Organisation and its Members. This Strategic Plan sets out the actions required to achieve this.
Priority 6
Institutional Strengthening of the OCO Secretariat
Overall Objective : To enhance governance and organizational performance of OCO Secretariat
Efficient management of OCO financial resources (funding)
- Review internal policy and procedures to reflect best practice.
- Development of the OCO Secretariat Capability Framework (OSCF).
- Develop a robust budget process
- Develop a sustainable business continuity financing plan
- Develop an asset maintenance policy
Staff Development
- Identify relevant professional development opportunities for staff.
- Implement the OSCF with a view to be the employer of choice in the region.
Improving Visibility and Advocacy for OCO Members and Secretariat
- Develop and strengthen the advocacy and communications strategy
- Coordinate and facilitate implementation of the OCO Annual Conference decisions
- Facilitate and coordinate regular dialogue between members and OCO at all levels
Strengthen regional and international public and private stakeholder engagements
- Promote regional coordination and cooperation in achieving Members’ priority national outcomes
- Promote collaboration with regional and international partners organisations and donors on implementation of OCO strategic plans and work
programmes
Monitoring and Evaluation (M&E) Framework
- Develop and strengthen the M&E Framework
- Independent review of the M&E Framework