As part of the 1993 Customs Modernization Act, Customs was required to increase the amount of information it provides importers and exporters. In exchange, traders are to provide more information to Customs in advance of bringing goods through U.S. ports. Between 1993 and 1997, Customs made more than 1,000 outreach visits to the trade community as part of the voluntary compliance program. Though many of Customs management problems stem from its ambiguous mission, some are simply the result of inadequate systems. The agency historically has had a difficult time managing its finances, for example, though it seems to be gaining control in this area.
Customs also faces constraints in law and in union agreements on how it uses staff.
At the same time, the agency fails to do much human resources planning. In addition, its major computer system is in danger of imminent overload, and a replacement system is running six years behind schedule. Not surprisingly, given its trouble establishing mission priorities, Customs has a difficult time coming up with performance measures. Yet Customs is chronically unable to account for the cash it receives. In 1993, the General Accounting Office found Customs' accounts receivable reports unreliable, erroneous and unsubstantiated.