skip to content
Home   |   About BizCLIR   |   About USAID   |   Other Donors   |   Contact Us   |   Help / FAQs
Newsletter Email Page RSS Feeds
Performance Incentives for Border Control Officers

Author (s):

USAID's FASTrade Project

Date:

August 2004

Publication (if applicable):

N/A

Abstract (if Available):

Most countries have acknowledged the critical importance of trade facilitation to improving their economies. Furthermore, more than 40 percent of government revenue in many developing countries comes from Customs collections. Performance incentives can support achieving the goal of a well-trained, highly motivated, and productive border control workforce. Such a well-motivated and professional workforce can have a significant impact on the successful implementation of world standard Customs and other border procedures, helping to streamline both customs clearance and other processing procedures for the benefit of trade and to protect the revenue. Unfortunately, there are no commonly accepted standards or guidelines regarding performance incentives in border control agencies, and there are few well-documented studies of successful systems currently in use. Pay-for-performance is a concept that is gaining interest and one that offers the prospect of justifying adequate compensation to border control officers in developing countries where civil service salaries are often barely above the poverty level. In considering performance incentives for border control officers, one must understand how environmental factors (geographical, political, organizational, and economic) and the ever-present threat of corruption affect performance. Implementing performance incentives without first having dealt with these difficult issues will not achieve the desired results. One must also consider the standards against which performance gains will be measured. Measurable and achievable performance standards must be established consistent with the agency’s performance goals. Performance evaluations must be implemented. Unacceptable performance must be dealt with through corrective actions ranging from individual performance improvement plans to termination of employment or reassignment to other duties. Misconduct must be dealt with through disciplinary procedures, and criminal activity through criminal prosecution.

URL:

http://staging.bizclir.browsermedia.com/galleries/publications/Performance%20Incentives%20for%20Border%20Control%20Officers.pdf

USAID: From the American People