Training Strategies:

  1. The regional training network will be subjected to a full-scale review
    in 2008/2009.  Until the review findings are available, the existing rules and guidelines will continue in force.

  2. Training and training methodologies vary widely globally, depending on the cultural dynamic of the society they serve.  The WCO’s RTCs, therefore, have a critical role to play in the development of Customs administrations regionally, through the delivery of regionally relevant and adapted training and training services.

  3. Historically, the RTCs have been developed independently from one another and, whilst this has enabled early development to take place, it is currently WCO policy to improve the co-ordination between them at a regional level.  It is hoped that this will avoid duplication, encourage specialists in particular topics and make better use of resources.  Where an ROCB exists, it will have a major role in supporting this
    co-ordination.  Under the WCO strategy, the RTCs have four main roles :

    • The development of regionally relevant training.
    • The maintenance of specialist trainer pools.
    • The provision of specialist training at a regional level.
    • The development and support of the WCO’s blended learning programme.

  4. In addition to training for the Customs administrations, there is a growing need for training in Customs matters in the private sector. Provision of such training is important both for the development of effective relationships between Customs and economic operators and as a potential source of income for the RTC.

  5. Based on the strategic assessment of regional need, provided either by the regional Directors General or the ROCB, the RTC should develop specific training programmes for the region. This can be based on adapted material provided by the Secretariat or by developing specific regional material.

  6. From the emerging findings of the Columbus Programme, there is a particular need to develop programmes which improve the overall management skills of the Members, both in terms of Customs operational management and business management skills, such as programme management, project management, change management, etc.  Here engagement with the private sector, both for development and delivery of such training, should be encouraged.

  7. As part of the WCO training strategy to bring training as close as possible to the end-user, the RTCs - working in co-operation with the Capacity Building Directorate of the WCO - will be expected to maintain pools of accredited trainers for Customs specialist subjects, such as Valuation, Classification, Origin, etc.  A programme for the development of these specialists began in 2006 and will continue to develop
    in 2008/2009.

  8. The provision of specialist training at a regional level is the major role of the RTC.  Based on annual training needs surveys, RTCs should mount regionally relevant training, either at the RTC or in accommodation provided by Members.

  9. In mounting training programmes, priority should be given to those where the training given can be fully supported by the administrations from which the trainees come when they return.  This may require the development of additional training for managers so that they can fulfil this role.

  10. Wherever possible, the RTCs should install the WCO e-learning platform and blended learning modules.  These programmes provide an important source of learning which can be accessed by staff at all levels.  They do, however, require the support of a tutorial process which should be managed and monitored by the RTC.  The specialist pool of trainers should provide the basis of this tutorial support.

  11. The installation of the WCO e-learning platform in the RTC will also allow the tailoring of the courses according to specific regional needs and characteristics.

  12. In support of their primary roles, the RTCs will also have the following responsibilities
  • To develop and maintain an annual training plan.
  • The maintenance of accurate management records on the training provided.
  • The evaluation of the training given in terms of student reaction, learning achieved and transfer of learning to the workplace.  (The overall impact of the training should be evaluated by the ROCB or Directors General).
  • In addition to the training mounted by the RTCs directly, they should be able to supply training materials to Members to enable them to mount their own training.

The Secretariat would encourage the Directors General to ensure that the RTC is meeting a clearly identified need and, wherever possible, to specialize in the development provision of one major aspect of Customs training (e.g. management training, operational training, specialist skills, etc.).

         The RTC must also agree to :

  • Co-ordination by the ROCB.
  • The installation of the WCO e-learning system.
  • The promotion of the WCO’s training policy and materials.