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NZ Customs Service(MIS100 2010)

NZ Customs Service(MIS100 2010)

2009 ranking: 32

Senior IS executive: Peter Rosewarne, GM information services Reports to: Deputy comptroller, policy, people and resources John Secker

Size of IS shop: 20

PCs: 1000

Mobile PCs: 150

Terminals: 150

Hand-held devices: 41

Total screens: 1341

Industry: Government and defence

PC environment: HP, Windows 2000

Server environment: HP, IBM, Sun, Windows 2003

DBMS: Sybase, SQL

Address: The Customhouse, 17-21 Whitmore Street, Wellington

Website: www.customs.govt.nz

Key IS projects this year: Not disclosed.

Still high on the agenda for the NZ Customs Service this year is the Joint Border Management System project, in collaboration with the Ministry of Agriculture and Forestry (MAF). Lew Skinner is currently in the acting IS manager capacity for the NZ Customs Service, reporting to Peter Rosewarne, GM information services. Rosewarne’s team is responsible for all information and systems technology within Customs, including software development and knowledge management.

NZ Customs operates a customised CRM solution that was designed in-house. PeopleSoft is used for financial management systems and ERP, while EIS is run on Cognos software. Both IBM and Sun Microsystems are utilised for enterprise storage needs.

A key project for the NZ Customs Service in 2010 will be the digitisation and encryption of its communications to counter spying threats from drug traffickers. Customs Minister Maurice Williamson told the media at the start of the year that the organisation will move to encrypted digital-communications technology over the coming months.

Ongoing development of the Joint Border Management System (JBMS), in collaboration with MAF, will continue this year. The system will replace previous disparate information management systems — CusMod and Quantum — and will meet the border management needs of both agencies. The system is expected to support, coordinate and remove duplication across multiple government agencies conducting border management activities, as well as achieve several other key business objectives. The project has experienced significant, primarily cost-related delays since it began, but received provisional go-ahead at the end of 2009.

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Tags mis100 2010managementMIS100

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