WCO Capacity Building Committee explores ways to measure and communicate success

• Sustained, measurable and visible impact is a key objective of capacity-building activity, underpinned by performance data and ownership of reform.
• Clear communication of impact builds trust, partner engagement and institutional credibility.
• Shared ownership for impact and for the wider elements of the WCO Capacity-Building Paradigm is key to translating our vision into reality.

More than 320 representatives of Customs administrations, international organizations, academia and the private sector gathered at WCO Headquarters in Brussels from 25 to 27 February 2026 for the 17^th Session of the Capacity Building Committee (CBC17). Held under the theme "The Impact Imperative: Exploring Ways to Measure and Communicate Capacity-Building Success", the session marked a significant milestone in advancing the WCO's core function of building the capacity of Customs administrations to better serve society.

Opening the session with his keynote address, the WCO Secretary General, Ian Saunders, said that "the conditions facing Customs, that capacity building is intended to help administrations address, are unrelenting. Growing trade volumes, increasing supply chain complexity, uncompromising demands from consumers and stakeholders, and continued abuse of the system by illicit actors - none of these are things that Customs can avoid dealing with. Capacity-building assistance, however, helps the community manage these very serious challenges."

Embedding performance culture and reform ownership

The session opened with a forward-looking panel discussion on measuring impact differently. Participants reflected on practical approaches to assessing the effectiveness of capacity-building interventions and explored how more structured and inclusive methodologies could enhance consistency and credibility.

Building on these exchanges, the Committee examined how performance evidence can boost national ownership of reforms and ensure sustainability beyond the period of external support. Members shared experiences demonstrating that when administrations integrate performance tools into internal planning and monitoring processes, reforms become institutionally embedded rather than externally driven.

The Committee encouraged the continued use of performance measurement to support sustained outcomes and long-term impact and provided guidance on increasing the integration of performance insights across the full capacity-building cycle, including the delivery and follow-up stages.

Against this backdrop, Members took note of the outcomes of the Third Meeting of the Performance Measurement Mechanism (PMM) Project Team and of the launch of the second self-assessment cycle (PMM V.2). The Committee acknowledged the PMM's role in promoting a performance measurement culture, and supported the use of PMM results to inform national reform efforts and capacity-building dialogue.

Turning strategic commitments into operational mechanisms

At the heart of the CBC17 was a comprehensive review of progress in operationalizing the WCO Capacity-Building Paradigm - in line with the WCO Strategic Plan's capacity-development objectives.

The Secretariat presented a comprehensive update on the implementation of the WCO Capacity-Building Paradigm Roadmap during the 2025/2026 financial year, outlining progress achieved, initial lessons learned and the proposed next steps for continued implementation. The update provided Members with a structured overview of how the Paradigm is being progressively embedded into planning, coordination and delivery processes across the Organization.

The Committee reviewed and endorsed the progress report presented by the Secretariat, including the proposed next steps. Members approved the extension of the remaining Roadmap actions into the following financial year and endorsed revised actions related to blended learning and curriculum development. By confirming these implementation measures, the Committee bolstered the structured and accountable framework for capacity delivery and demonstrated continued progress in translating strategic objectives into operational practice.

Communicating results to strengthen trust and partnership

The CBC17 also examined how capacity-building achievements can be presented in a transparent, credible and accessible manner, with strategic communication being a key principle of the WCO's new strategic approach.

Participants explored practical avenues for translating technical progress into institutional narratives that resonate with stakeholders, partners and donors. By linking performance evidence to clear communication, Members increase accountability and boost confidence in reform efforts.

Modernizing learning and strengthening expertise

Recognizing that sustainable impact ultimately depends on people, the CBC17 reviewed progress made in the implementation of the WCO Distance Learning Strategy and modern learning frameworks. The Committee provided guidance on the Draft Curriculum Development Framework and endorsed the Draft Blended Learning Design and Delivery Guidelines as a living document.

Member presentations illustrated how national upskilling initiatives are being aligned with WCO tools and methodologies to enhance competency development and practical application of reforms. Concerning the WCO pool of experts, Members supported a future review of the WCO Policy Document for the Management and Mobilization of WCO Experts, with a view to ensuring that the pool remains responsive, high-performing and active.

Strengthening coherence across the Organization

The Committee reviewed and endorsed the CBC-related activities embedded in the unified Work Plan. By integrating activities into a single planning framework, the WCO has enhanced strategic coherence, cross-Directorate coordination and performance monitoring, which are key elements of the Strategic Plan's governance and improvement agenda.

Over three days of focused exchanges, the CBC17 demonstrated how the WCO Strategic Plan 2025-2028 is being translated into practical systems that embed impact assessment, performance culture and structured delivery into the Organization's core capacity-building function. The session reaffirmed the WCO's commitment to working with Customs administrations and partners to build institutional capacity, strengthen accountability, and deliver measurable and sustainable reform outcomes.

Next steps

A Summary Report of the 17^th Session of the Capacity Building Committee will be made available on the WCO Members' website in the coming weeks.