CAPACITY

BUILDING
FOREWORD
Ricardo Treviño Chapa
Deputy Secretary General
Following a Decision of the WCO Council in June
2009, the Capacity Building Committee first met in
September 2010. Since then, the WCO Capacity Building
Directorate has supported the development of Customs
administrations and personnel’s all over the world.
The Capacity Building Committee is the global forum
for exchanging on Customs reform and modernization.
Its 10th Session held in 2019 has shown the continuous
commitment of Customs administrations and development
stakeholders in providing support for establishing a
modern and professional Customs service.
Constant changes in the world’s economic perspective,
together with new technologies, and other emerging
trends have created new needs from our Members and
new priorities have been identified to improve Customs
administrations performance.
The Customs Capacity Building community is now
reflecting on the past and embracing the future. Much
has been achieved but we still have a long way to go.
Currently, the capacity building strategy is being refreshed
to take account of the changing operational environment
and to focus efforts on supporting members to tackle the
challenges of the 21st century and to meet the expectations
of their governments.
 The revised strategy, which is aligned with the WCO The WCO will continue its work, as a members driven
Strategic Plan 2019-2022, reflects the views of the organization, to find ways of assisting and guiding its
international Customs community and calls for a more Members towards sustainable development and reaching their
targeted, coordinated and sufficiently resourced approach modernization objectives, keeping always in mind that this
to Customs capacity building. The strategy favours a people- is the best way to contribute to their national and ultimately
centric and participatory approach that places Members and global social and economic growth.
their staff at the heart of all activities. To ensure accountability
and results based interventions, the strategy defines the roles
and responsibilities of each actor in the capacity building
process. It also embodies a new change-driven project
management-based approach, supported by a robust
monitoring and evaluation mechanism.
SUMMARY

Strategies People Project Integrity

coordination

PAGE 6 PAGE 18 PAGE 24 PAGE 30

capacity building | summary | pages 4 - 5
STRATEGIES

A strategic initiative aimed at assisting governments worldwide

to implement trade facilitation measures.
Using WCO instruments and tools to implement the WTO TFA provisions.
‘Tailor-made’ track designed to support Members, sub-regions
and regions trade facilitation strategies and initiatives.
Structure WCO Capacity Building approach of needs assessment/
diagnostics, followed by strategic planning and implementation,
MORE INFORMATION
leading to monitoring and evaluation.
 capacity building | strategies | pages 6 - 7

The tailor-made track is anchored on the WCO’s capacity building principles

of ownership, needs based support, partnerships, results based management
and sustainability of reform and modernisation initiatives.

Capacity Building and Technical Assistance will be delivered by identified

appropriate accredited and recognized experts with the support of Mercator
Programme Advisors (MPA).

MPA’s are responsible for guiding drafting, supporting delivery and monitoring
the national Implementation Plan.

MERCATOR PROGRAMME ADVISORS IMPLEMENTATION VALIDATION

Assigned specific countries Written request

Longer-term engagement Validate plans, supporting structures,

needs assessments, priorities, etc.
Programme & Professional Assessment

MONITORING & EVALUATION PLANNING & DELIVERY

Organizational issues Strategic planning

Results (milestones, time, cost) Implementation support

Quality, performance indicators and risks Donor funding assistance

EXPERT MOBILIZATION

The WCO remains committed to providing effective Capacity Building to its

Members. To achieve this it has developed and enhanced its network of qua-
lified Experts who are called on to assist the WCO in the effective delivery of
Capacity Building activities.

SIX CATEGORIES OF WCO EXPERTS

Conduct holistic organizational assessments and review organizational reform and

Diagnostic Facilitators (DF) modernization programmes.

Customs Modernization
Lead strategic discussion on reform and modernization at a senior Customs level.
Advisors (CMA)

Mercator Programme
Support administrations with implementation of the WTO TFA.
Advisors (MPA)

Technical and Operational Engage with middle and senior management and provide advice on organizational
Advisors (TOA) development of specific programmes or projects (ten sub-categories).

Deliver learning events on specific subjects together with providing related coaching
Expert Trainers (ET) and mentoring support and when possible e-tutoring (six sub-categories).

Leadership and Management

Facilitate and deliver LMD workshops.
Development Advisors (LMDA)
 capacity building | strategies | pages 8 - 9

10 Leadership and Management Development Advisors (LMDA)

Figures as of Dec. 2018

69 Mercator Programme Advisors (MPA)

37 Diagnostic Facilitators (DF)

60 Customs Modernization Advisors (CMA)

119 Expert Trainers (ET)

175 Technical and Operational Advisors (TOA)

NEW CATEGORIES OF WCO EXPERTS

THE ACCREDITATION PROCESS

They may not have undergone formal

1. Pre-assessment of candidates;
WCO accreditation but have known expe-
2. Successful participation at a WCO Recognized
rience and expertise in a particular field.
Expert (RE) Status is only afforded to current serving
accreditation workshop; and
Officers from Member administrations.
3. Evaluation during an in-field mission
with another qualified Expert.
External They can be from the private sector, in-
Expert (EE) ternational organizations or former ser-
ving Customs officials. They are only ap-
In addition, the WCO has also recently established the proached when a WCO Accredited Expert
following categories of Expert that are used to supplement Expert or a WCO Recognized Expert is unavai-
Consultant lable or unsuitable or there is a very spe-
the work of WCO accredited Experts. cific reason to utilize someone externally.
(EC)

Over many years the WCO has received excellent support

from Member administrations in releasing officials to
participate in WCO accreditation events and in-field
support missions. Administrations commit to provide
officials for a maximum period of twelve weeks during the
three years following formal accreditation.
REGIONAL APPROACH

The Regional Capacity Building Strategy promotes sharing ideas and activities
on regional and/or sub-regional level, in order to achieve the same regional
objectives, including economic growth and social development. It ensures
efficient and effective allocation of resources and support via the Regional
Vice Chairs, the ROCBs and the RTCs to respond best to regional and national
Capacity Building needs.

Regional Offices for Capacity Building (ROCB): A key to operationalising the

WCO Capacity Building Strategy at the regional level

ROCBs support Members mainly in their Capacity Building needs assessment

process and help coordinate Capacity Building activities within the respective
WCO region.

Regional Training Centres (RTC): Networking the Customs Professional

Learning

WCO Regional Training Centres support the operational implementation of the

Capacity Building regional strategies.

MORE INFORMATION
 capacity building | strategies | pages 10 - 11

WCO Regional Training Centres & Regional Offices for Capacity Building

• Regional Training Centres

• Regional Offices for Capacity Building

Brazil

Burkina Faso

China

Republic of Congo

Dominican Republic

Egypt

Fiji

Hong Kong, China

Hungary

India

Japan

Jordan

Kazakhstan

Korea

Kyrgyzstan

Lebanon

Malaysia

Mauritius

Nigeria

North Macedonia

Russian Federation

Saudi Arabia

Côte d’Ivoire South Africa

Thailand Tunisia

United Arab Emirates Azerbaijan Ukraine

Uruguay Kenya Zimbabwe

CUSTOMS ORGANIZATIONAL
DEVELOPMENT APPROACH 0rganizational Development Package

An holistic, planned and structured approach.

Supported by a wide range of standards outlined in WCO instruments,

conventions, recommendations, tools and best practices in both Customs-
related technical and non-technical areas of development.

Enablers

Political will
Securing the commitment of policy-makers is necessary to ensure that the
Customs administration has the support it needs to implement its reform and
modernization.

People
Customs administrations must create the right conditions, policies and
programmes to recruit, develop, and retain the best people available to perform
the various duties within their organization.

Partnerships
Working closely with stakeholders from the private and public sectors is essential
to achieve sustainable reform and modernization.
 capacity building | strategies | pages 12 - 13

Capacity Building Enablers

Political Will
People
Partnerships

• Framework of Principles and Practices

Human Resources • Gender Equality Organizational
Development Assessment Tool
• Virtual Customs Orientation Academy

• Diagnostic and Scoping Assessment MORE INFORMATION

Strategic Advisory Support • Performance Measurement
• Orientation Package

• Regional Donor Conferences / Events

Stakeholder Engagement • National Policy Dialogues

• Revised Arusha Declaration

Integrity • Risk Mapping for Corruption
CAPACITY BUILDING KEY INSTRUMENTS
AND TOOLS — SUMMARY

STRATEGIC ADVISORY SUPPORT & DELIVERY

WCO Capacity Building The WCO Capacity Building delivery is based on ownership and results-
Delivery Programme based management. These principles are reflected in the 3 phases of WCO
Capacity Building support that consist of a Diagnostic phase, a Strategic
Planning and Implementation Phase and a Monitoring and Evaluation
Phase.

WCO Experts’ The pool of experts is managed through the Accredited Customs Experts
(ACE) database, that outlines each Expert’s specific area of competence and
experience.

Diagnostic Framework Improving the design, implementation and evaluation of capacity building
projects. The basis for the complete diagnostic phase mentioned above,
looking at the “A to Z” of modern Customs, and supports any monitoring
and evaluation phase too.

Capacity Building Development A guide to the Key Management techniques needed to enable Members
Compendium to take full control of their own organizational development.

Maturity Model - A reference for measuring modernization progress. It comprises measuring

performance outcomes or results against standards, obligations or goals.
Monitoring Development

Regional Offices for Capacity Building 6 Regional Offices for Capacity Building (ROCB) and the current 26 Regional
and Regional Training Centres Training Centres (RTC).
 capacity building | strategies | pages 14 - 15

HUMAN RESOURCES DEVELOPMENT

Framework of Principles and Practices Guidance and Tools to Member administrations in adopting or reviewing
on Customs Professionalism their Workforce Development strategies.

People Development Diagnostic Tool Standards and best practices available for self-assessment and/or
diagnostic mission run by WCO Experts.

PICARD Professional Standards Common, internationally recognized standards for the professional
development of Customs managers.

Leadership and Management Develop- The Leadership and Management Development Programme’s focal point of
ment is an interactive and highly participative workshop conducted over 10 days.

High Level Dialogue This 3-day event brings together the top executives of Customs
administrations to discuss high-level strategic issues of interest.

Career Development Programmes Including the Fellowship Programme, the Scholarship Programme and the
Career Development Programme.

E-Learning & CLiKC! The WCO CLiKC! Customs Learning & Knowledge Community provides for
various functions as free access to the WCO e-learning courses and training
kits, closed user groups/experts communities and fora to develop and share
training material, etc.

WCO Academy The WCO Academy provides access to WCO online courses to the private
sector and academia.
 INTEGRITY

Revised Arusha Declaration A guideline for Customs administrations to define their own integrity
strategy. It contains 10 elements a Customs administration needs to take
into account when committing to enhance integrity.

Integrity Development Guide The Guide is designed to improve the integrity situation within Members and
to provide the necessary framework in which the entire range of integrity
elements can be fully discussed and enhanced.

Model Code of Ethics and Conduct A model for WCO Members that have not yet developed their own code of
conduct or need to amend theirs.

Integrity Development Workshops WCO integrity development workshops contain a theoretical part and
practical exercises. A self-assessment usually precedes the workshop and
a national integrity action plan is produced after the workshop.

STAKEHOLDER ENGAGEMENT

WCO Regional Donor meetings An approach to organize (sub-) regional donor conferences.
and conferences

Orientation Package Assists administrations to secure support for reform and modernization by
providing information with a clear picture of the modern Customs function,
the vital part it can play in achieving national objectives and the necessity of
investing in Customs.

GENDER EQUALITY

GEOAT The Gender Equality Organizational Assessment Tool (GEOAT) aims at

assisting Customs Administrations to assess their policies, practices and
activities to address and advance gender equality issues as an integrated
part of their reform and modernization agenda.
capacity building | strategies | pages 16 - 17
PEOPLE
LEARNING AND PEOPLE
DEVELOPMENT

Global, regional and national imperatives have reinforced the need for
responsive Customs organizations. Their human capital is one of their most
valuable assets to keep pace with an ever-changing environment. The WCO
has been developing initiatives and tools to enable the Customs community
to empower its organizational platforms and promote an efficient shift to
organizations which shall be compliant, agile and adaptable.

MORE INFORMATION
 capacity building | people | pages 18 - 19

Competency-based Development to sustain reform ownership

FRAMEWORK OF PRINCIPLES AND PRACTICES ON CUSTOMS PROFESSIONALISM

1 Strategic Principles on Human Resources Management

2 Strategic Organization Design and Job Profiling
3 Recruitment Processes
4 Customs Competency-Based Training Guidelines
5 Customs Career Path Development

PEOPLE DEVELOPMENT DIAGNOSTIC TOOL

The tool is intended to help Members evaluating where they stand in their Human Resources Management
practices in the context of Customs international standards.

Building Customs Capacities to Lead the Change

– Leadership and Management Development Workshop

Leadership and Management – Fellowship Programme
Development – Internship Programme: Career Development
– Top-executive symposiums, etc.

– Professional Standards for Customs Managers

– Recognition of University diplomas (Masters & Bachelors)
Developing a state-of-the-art Customs knowledge

Training Kits Standardized training materials for trainers

Technical Assistance / – On-request activities

Training – Focused on established Members needs

Supporting the Shift to a Development Culture

Section of the Framework of principles and practices

Guidelines for National
on Customs Professionalism dedicated to the Cus-
Customs Training Centers
toms Training policy, strategy, processes and tools

– Reference material for developing training

Training Design Concepts contents
– Standard organization and evaluation procedures
 capacity building | people | pages 20 - 21

> COMMUNICATION
FOR TRAINING
› Forums
› Chats
› Calendar

> EVALUATION
> E-LEARNING
› Quiz
– More than 500 hrs of courses on 24
› Exercises
Customs topics › Surveys
– Available in various languages › Assignments
– Free online access for all Member › Performance assessment
Customs officer

> VIRTUAL CUSTOMS ORIENTATION > COLLABORATION

ACADEMY
– 14 weeks of tutored studies › Experts communities
for new Customs recruits › Wikis, blogs et glossaries
– Enhance the fundamental Customs knowledge › Workshop’s follow-up
– Speak the international Customs language
– Build the capacities through awareness
development > FREE ACCESS
› WCO e-learning
› WCO training kits
and standards
› Virtual Customs
Orientation Academy
WCO ACADEMY

CUSTOMS E-LEARNING FOR THE PRIVATE SECTOR

About WCO Academy, as private sector’s point of access to the World Customs
Organization’s expertise, offers a wide range of Customs e-learning
courses, real-time training via webinars and many other tools and
features including Global Customs News and Forums.

How Learners access courses, certificates and forums directly through

their dashboard.

Compagnies and Universities provide access to their staff and

students respectively through customized, co-branded environ-
ments.

Associations, training centers and others, cooperate with WCO

Academy to distribute Customs knowledge to the private sector
globally.

Contact http://academy.wcoomd.org/
academy@wcoomd.org
capacity building | people | pages 22 - 23
PROJECT
COORDINATION

The WCO conducts a variety of capacity building projects in the form of

cooperation programmes. Here, development organizations or Member
countries have agreed to finance agreed upon projects.

MORE INFORMATION
 capacity building | project coordination | pages 24 - 25

Following the successful completion of the last project of cooperation between the WCO and the Norwegian
Agency for Development Cooperation (Norad), the new Anti-Corruption and Integrity Promotion (A-CIP)
programme responds to high costs of corruption in customs. The programme aims at improving business
A-CIP Programme environment for cross-border trade for selected WCO member countries – Afghanistan, Ethiopia, Ghana,
Lebanon, Liberia, Mali, Mozambique, Nepal, Sierra Leone, Tanzania and Tunisia. Through implementing new
measures to combat corruption in accordance with the Revised Arusha Declaration, governance and integrity in
customs will have improved for those countries over the next five years.

Multi-Year Agreement of the WCO and Finland «to progress the trade facilitation agenda, within the framework
of the WCO Mercator Programme in the East and Southern Africa (ESA) Region 2016-2020» is building on the
WCO - Finland previous WCO-ESA Project. The project is focusing on Trade Facilitation implementation, organizational and
Institutional capacity, Human Resource Management development, and building sustainable regional expertise
and autonomy.

This Programme is a partnership between Her Majesty’s Revenue & Customs (HMRC), the World Customs
Organisation and the United Nations Conference for Trade and Development (UNCTAD) aiming at supporting
HMRC-WCO-UNCTAD
developing and least-developed countries to effectively implement the provisions of the World Trade Organisation
TFA under the auspices of the WCO Mercator Programme.

The Global Trade Facilitation Programme (GTFP) funded by Switzerland’s State Secretariat for Economic
Affairs (SECO) aims to fostering and facilitating international trade through strengthening compliance of
WCO- SECO
selected developing SECO partner countries, in particular Customs administrations, with the implementation
(Switzerland) - GTFP
of international standards and best practices for the importation, exportation and transit of commercial goods.
It pursues three outcomes: organizational development, trade facilitation and performance measurement.

The Programme ‘Harmonizing the classification of goods based on WCO standards to enhance African trade’,
funded by the European Union, aims to assist the Regional Economic Communities (REC), African Customs
administrations (CA) and relevant stakeholders, including the African Union Commission (AUC), selected
national government administrations and the private sector in the coordinated implementation and uniform
application of the World Customs Organization’s Harmonized Commodity Description and Coding System,
WCO – European generally referred to as «Harmonized System» or simply «HS».
Union – HS Africa
The expected result for 2022 is that the beneficiary African countries implement and apply HS 2022 version in
line with the HS Convention, the WTO-TFA, the WCO’s Revised Kyoto Convention (RKC) and with continental
and regional commitments. The longer term objective is to have African countries that have the required
organizational capacities and resources to migrate and apply the future HS versions in a timely and continentally
and regionally coordinated manner.
 This Project funded by the German Federal Ministry for Economic Cooperation and Development, represented
by the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH, aims to support the Gambia
Revenue Authority (GRA) in the implementation of priority trade facilitation measures of the WTO-TFA by
creating the conditions for a more efficient risk-management system and better cooperation between border-
WCO - GIZ (Germany)
control bodies. The specific objectives are to enable the Gambian authorities to periodically measure clearance
- Gambia
and release times (by use of the WCO Time Release Study) and implement concrete measures to speed up
clearance of commercial goods; and to further develop the Gambian authorities’ holistic and intelligence based
risk management, in line with international standards and best practices and provide risk management training
to Customs officers.

This project aims to support the ECOWAS region with the development of a common regional entry-level Customs
Training Programme. The Curriculum covers all aspects of Customs and includes modules on Valuation, Tariff,
Customs Clearance Process, Enforcement as well as on relevant regional tools (ECOWAS Trade Liberalization
WCO – GiZ
Scheme…), international tools and instruments (WTO Agreement on Trade Facilitation, WCO SAFE Framework
(Germany) - ECOWAS
of Standards…) and horizontal issues such as integrity. The Training Programme embeds the competency-
development model and is a direct response to the ECOWAS Customs Training Strategy adopted by the ECOWAS
Heads of Customs in December 2017.
capacity building | project coordination | pages 26 - 27
SUPPORT TO CUSTOMS
PROJECT MANAGEMENT

Customs administrations, especially those embarking on reform and

modernization initiatives, are recognizing the importance of project management
as a specific competency aside from day-to-day operational and strategic
management capabilities. Project management is the process and activity
of planning, organizing, motivating, and controlling resources, procedures
and protocols to achieve specific time-based goals which are key features
of any reform and modernization program.

Project management is a universal discipline and several internationally

recognized methodologies have emerged to support it. That being said, there
are commonalities specific to project management in Customs reform and
modernization efforts. For example, Customs projects are:

Public in nature and subject to domestic and international scrutiny.

Linked to wider organizational/ministerial/national strategies.
Multidisciplinary (e.g. may be related to implementation of new processes
or IT systems, infrastructure, or capacity building / training).
 capacity building | project coordination | pages 28 - 29

Projects are generally the mechanism through which international

Chapter 5 of the WCO Capa-
development assistance, including assistance related to Customs reform and city Building Compendium,
modernization is provided. Governments and development partners expect providing a broad conceptual
framework for project mana-
clearly defined, time-bound results and deliverables, with an orderly structure
gement in a Customs context,
of inputs leading towards defined and quantifiable results. has been fully updated from
the 2015 version. It includes
Considering the imminent coming into force of the TFA and taking into new perspectives following
the coming-into-force of the
account the global trends to invest resources in border controls and information WTO TFA and has been aligned
technology, the presence of projects in the Customs reform and modernization to the new 5-day WCO Project
space is expected to grow significantly. Customs administrations need to Management workshop pac-
kage to allow for this chapter
adopt the adequate organizational framework as well as build the necessary
to act as a preparatory reading
in-house competencies to effectively implement their priority initiatives to for future workshop partici-
meet their strategic objectives. Furthermore, there is a need to develop project pants.
management to motivate and coordinate the inputs from various stakeholders
Chapter 10 of the Compendium
(internal and external) needed to achieve the expected objectives. This is has been totally revamped to
particularly relevant to support initiatives that request engagement from provide a high-level strate-
different agencies and stakeholders, as it is expected in many of the provisions gic perspective on the drivers
for international donors in
of the TFA (e.g. coordinated border management and single window). supporting Customs, trade
and economic growth, and to
Understanding these specific characteristics, the WCO has several capacity provide strategic advice for
Customs administrations to
building resources and tools on project management. These tools are based
engage with donors on the
on international standard principles but emphasize a practical approach basis of Members’ experiences
based on experience and feedback from Members. The development of project in this regard. Members can
management capacities at national level, such as in the context of the Mercator also be given specific support
on donor engagement through
Programme, may support not only Member Customs Administrations but also targeted Capacity Building
multi-stakeholder groups such as National Committees on Trade Facilitation activities.
(NCTFs).
INTEGRITY
INTEGRITY PROGRAMMES

Why is Customs Integrity Important?

As Customs’ performance is considered a reliable barometer of how the

public perceives the quality and integrity of government as a whole, the WCO is
making a strong case for focusing more heavily on Customs integrity. In the light
of Customs’ core activities, integrity is important because it:

Increases public trust and confidence.

Prevents significant revenue leakage.
Contributes to voluntary compliance.
Facilitates international trade, foreign direct investment
and economic development.
Increases the level of national security and community protection.
 capacity building | integrity | pages 30 - 31

The Revised Arusha Declaration declares that an effective national Customs

MORE INFORMATION
integrity programme must address the following key factors: Leadership and
Commitment; Transparency; Automation; Reform and Modernization; Audit
and Investigation; Code of Conduct; Human Resource Management; Morale and
Organizational Culture; and Relationship with the Private Sector. The Integrity
Development Guide develops each of those elements and provides a list of
questions that can assist Customs Administrations to evaluate their level of
integrity.

The WCO also supports Customs administrations seeking assistance in imple-

menting measures identified through integrity assessments in specific areas,
such as human resource development, partnerships with the private sector
or communication. Since integrity underpins the Customs reform and moder-
nization process, the WCO provides support in the context of measurement
and quantification projects. Such projects rely on data extracted from auto-
mated Customs clearance systems that are analysed to identify loopholes in
terms of efficiency and integrity. To assist Customs administrations wishing to
embark on quantification projects, the WCO has published a guide entitled The
Why & How of Performance Measurement Contracts. In addition, considering
the many integrity threats to which Customs administrations are exposed, the
WCO has developed a Guide to Corruption Risk Mapping and a Guide to Prevent
Procurement Corruption in Customs.

The WCO advocates tailor-made and long-term solutions, as well as a holistic

approach to integrity in line with the 10 elements of the Revised Arusha
Declaration. The Integrity Sub-Committee reporting directly to the Policy
Commission, is a platform that identifies new issues and areas of work which
the WCO Secretariat may then pursue with its Members in a concrete manner.
WCO CAPACITY BUILDING
DIRECTORATE

Coordination and Analysis Expert Development & Management

bernard.zbinden@wcoomd.org jonathan.fellows@wcoomd.org

Regional Structures Expert Mobilization & Data Management

Corporate Planning Quality Control & Evaluation

Regional Development Management

Americas & Caribbean | karolyn.salcedo@wcoomd.org

Asia-Pacific | shinji.oda@wcoomd.org

Eastern & Southern Africa | patrick.gyan@wcoomd.org

Europe | bistra.teodosieva@wcoomd.org

Middle East & North Africa | mourad.arfaoui@wcoomd.org

West & Central Africa | bernard.zbinden@wcoomd.org

 capacity building | contact | pages 32 - 33

Director

Deputy Director

Brenda Mundia
brenda.mundia@wcoomd.org

People Development Capacity Building Delivery / Mercator

giovanni.gaeta@wcoomd.org matthew.bannon@wcoomd.org

Leadership & Management Development Performance Measurement

wcolmd@wcoomd.org

ODP

Learning & Development

Project Management Office
learning@wcoomd.org

Integrity
WCO Academy
integrity@wcoomd.org
academy@wcoomd.org

Gender Diversity
2019
CELEBRATING THE 10TH CAPACITY BUILDING COMMITTEE
 capacity building | acknowledgements | pages 34 - 35

THE WCO WISHES TO THANK THE CONTRIBUTORS WHO FUNDED

THE PROGRAMMES DESCRIBED IN THIS DOCUMENT.
 WWW.WCOOMD.ORG

Contact us:
capacity.building@wcoomd.org

Visit our website:

www.wcoomd.org

Copyright © 2019 World Customs Organization