Frontex Programme of Work 2011 - Main contents
Contents
| Document date | 25-01-2011 |
|---|---|
| Publication date | 27-01-2011 |
| Reference | 5691/11 |
| From | General Secretariat |
| To | Delegations |
| External link | original PDF |
| Original document in PDF |  |
COUNCIL OF Brussels, 25 January 2011 THE EUROPEAN UNION
5691/11
FRONT 4 COMIX 43
NOTE
from : General Secretariat
to : Delegations
No. prev. doc.: 6674/10 FRONT 20 COMIX 141
Subject: Frontex Programme of Work 2011
Delegations will find attached the Frontex Programme of Work for 2011.
European Agency for the Management of Operational Cooperation at the External Borders of the Member States of the European Union
Programme of Work 2011
European Agency for the Management of Operational Cooperation at the External Borders of the Member States of the European Union
DG H 1 A EN
2.4.1.3. Risk Analysis Programmes 2011 Table of Contents
Executive Summary ...........................................................................................................5
-
1.General Part..................................................................................................................12 1.1. Introduction .........................................................................................................12 1.2. Mission ...............................................................................................................13 1.3. Vision..................................................................................................................14 1.4. Strategy ..............................................................................................................14 1.5. Approach taken...................................................................................................18 1.5.1. Goal oriented approach...........................................................................18 1.5.2. Identification of Programmes, Projects, Products and Services ..............18 1.5.3. Programmes to enable multi-annual planning .........................................18
1.6. Environmental Scanning.....................................................................................19 1.6.1. Political or EU-related factors ..................................................................20 1.6.2. Economical factors ..................................................................................22 1.6.3. Social and political climate ......................................................................23 1.6.4. Technological developments related to border management..................23
1.7. Outlook for the situation at the external borders in 2011 ....................................24 1.7.1. Situation in 2010......................................................................................24 1.7.2. General outlook .......................................................................................25 1.7.3. Specific outlook .......................................................................................26
1.8. ARA Recommendations for 2011 .......................................................................28
-
2.Key Business Areas of FRONTEX and related objectives........................................31 2.1. Goals as corner stones of Frontex’ Multi Annual Plan 2010-2013 (MAP 2010
– 2013) ..............................................................................................................31 2.1.1. Goal 1: Awareness ..................................................................................31 2.1.2. Goal 2: Response....................................................................................31 2.1.3. Goal 3: Interoperability ............................................................................31 2.1.4. Goal 4: Performance ...............................................................................31 2.2. Objectives and Outputs ......................................................................................32 2.3. Performance Management System and Prioritization.........................................32 2.3.1. Performance Indicators ...........................................................................32 2.3.2. Prioritization.............................................................................................36 2.4. Frontex’ operational portfolio and programming .................................................37 2.4.1. Operations Division .................................................................................37 2.4.2. Capacity Building Division .......................................................................47 Common Curricula ............................................................................................50 Training activities as parts of OPD programmes ...............................................55 Networking and cooperation with stakeholders .................................................55 Other Activities ..................................................................................................61
2.5. Overview of Objectives, Outputs (Projects/Products/Service), Performance Indicators and Resource Allocation ...................................................................66 2.5.1. Operations Division .................................................................................66 2.5.1.1. Joint Operations ...................................................................................67 2.5.1.2. Risk Analysis Unit.................................................................................76 2.5.1.3. Frontex Situation Centre ......................................................................85 2.5.2. Capacity Building Division .......................................................................87 2.5.2.1. Research and Development .................................................................88 2.5.2.2. Training Unit .........................................................................................90
DG H 1 A EN
2.3.2.3. Pooled Resources Unit.........................................................................95 2.5.3. Administration Division ..........................................................................101 2.5.3.1. Administrative Services ......................................................................101 2.5.3.2. Finance and Procurement ..................................................................106 2.5.3.3. Legal Affairs Unit ................................................................................111 2.5.4. Directorate and Executive Support........................................................112 2.5.4.1. Frontex’ Operational Office ................................................................113 2.5.4.2. External Relations ..............................................................................115 2.5.4.3. Planning and Controlling ....................................................................122 2.5.4.4. Quality Management ..........................................................................124 2.5.4.5. Information and Transparency............................................................126 2.5.5. Internal Audit .........................................................................................127
Annex 1 – Planned operational activities (alphabetic order) ...................................128 Annex 2 - Indicative list of topical areas of interest expressed by Member States (alphabetical order) .........................................................................................129
Table of Figures
Figure 1: Frontex' organizational structure .........................................................................14 Figure 2: Development of financial means 2005 – 2011 ....................................................15 Figure 3: Development of staff (2005 - 2011).....................................................................16
Tables
Table 1: Overview of revenue generation in 2011................................................................7 Table 2: Development of staff 2010 - 2011 ..........................................................................7 Table 3: Overview of expenditures (per Title) in 2011..........................................................8 Table 4: Administrative expenditures 2009 - 2011 ...............................................................9 Table 5: Operational expenditures 2009 – 2011 ................................................................10 Table 6: Overview of resources (2010 - 2011) ...................................................................15 Table 7: Development of financial resources (2009 - 2011)...............................................15 Table 8: Overview of financial resources allocated to administrative activities ..................17 Table 9: Overview of financial resources (2009 - 2011) allocated to operational activities .............................................................................................................................17
DG H 1 A EN
Executive Summary
1
The Programme of Work is Frontex’ operative plan against which reporting for governance purpose (assessing and evaluating operational activities initiated and implemented during 2011) will be done. It proposes and outlines Frontex’ areas of possible activities in the year of question.
Frontex’ Programme of Work also seeks to ensure the highest possible level of transparency towards the citizens of the Member States of the European Union.
The Programme of Work is structured around Frontex’ Operating Model which is built on three core functions:
-
1.Risk Analysis and Knowledge Management, 2. Management of Joint Operations (including Operational Reactivity), and 3. Capacity Building.
These core functions are enabled by Frontex’ contributions to and achievements made in applying the concept of Integrated Border Management. The concept is executed in close cooperation with Member States’ and third countries’ border control authorities, supporting and assisting regional structures, and interagency cooperation.
The success of Frontex’ Operational Model does not solely depend on the availability and utilization of Frontex’ human, financial, and technical resources grouped in Frontex’ organizational structure, but also on the commitment of external players and partners such as the Member States providing input to Frontex’ coordinated activities.
Activities carried out by Frontex have been identified as ongoing and recurring delivery of products and services. For the next years those activities will remain within Frontex’ operational portfolio. During this time some of them will remain unchanged whereas others will see slight adjustments, dependent on the stage of life cycle they have reached. In addition to that and in line with the new internal security strategy the focus of Frontex’ operational activities will have to increasingly include targeting organized crime at external borders.
Cross divisional activities but also activities within one division have been clustered in programmes reflecting a mid term approach. The clustering enables to adjust the annual composition of such a programme if need occurs without changing the general scope of the programme. This flexibility allows countering changes to Frontex’ operational environment.
1 A Programme of Work is a statement for the activities or steps needed to accomplish a plan. It aims to
make a strategy action related;
DG H 1 A EN
The general part of the Programme of Work 2011 reiterates Frontex’ mission, its strategic positioning and also Frontex vision. Within the framework of the annual Programme of Work the issues are covered at a general level only.
The general part continues with an environmental scanning and an outlook at the situation at the external borders of the EU in 2011. This part is mainly based on findings stated also in the Annual Risk Assessment 2010 and the Semi Annual Risk Assessment 2010.
The second part of Frontex’ Programme of Work 2011 focuses on Key Business Areas of
Frontex developed around Awareness (Analytical Capabilities) 2 , Response (Operational Capabilities & Reaction Capabilities) 3 , Interoperability (Customerization) 4 , and Performance (Managerial Capabilities) 5 as the four strategic centers (goals) of Frontex.
Frontex’ organizational structure is broken down into divisions and units delivering outputs and linked with indicators of performance to enable management and governance. Each of the projects, products, and services is linked with human resources and financial means needed to carry out the activities that should lead to the output as described in this document.
The following part of the Executive Summary undertakes to summarize and highlight on areas which, besides structural changes, also contains changes regarding output and consequently foresees changes to human and/or financial resources.
2 AWARENESS understood as gathering situational pictures based on intelligence and by analysing the
situation to assess changes, risks and threats with possible impact on the security of the EU external borders.
3 RESPONSE – understood as playing a key role in initiating joint activities and coordinating regular
operational border security measures at EU level with highest efficiency. Thereby effectively support MSs to manage emergency situations and ensure security at EU external borders.
4 INTEROPERABILITY to be the central player for promoting harmonization of doctrines, needs,
operational and administrative procedures, and technical solutions supporting effective management of the EU external borders.
5 PERFORMANCE - increase efficiency in the use of resources, the improvement of processes of work
and the achievement of defined objectives.
DG H 1 A EN
Budget 2010-
Description Budget 2009 (amended Aug Draft Budget
2010) 2011
All amounts in Euros
I. Subsidy from Community 85 000 000 85 550 000 81 000 000
II. Contributions from 2 400 000 1 890 843 4 534 000 Schengen Associated
Countries (SACs)
III. Contributions from the UK 850 300 850 000 850 000 and Ireland
IV. Any voluntary contribution 0 p.m. from the Member States
TOTAL 88 250 000 88 290 843 86 384 000
V. Earmarked revenue 0 0 0
Table 1: Overview of revenue generation in 2011
Even though Frontex’ Multi Annual Plan 2011 – 2013 in general proposed to increase the number of staff in 2011 not just due to an increased number of activities but also due to an increased scope of some of the activities, Frontex has to follow a ‘zero-growth-policy’ for 2011.
2010 2011 Change
TA 143 (48%) 143 (48%) 0 Human CA 79 (26%) 79 (26%) 0 Resources SNE 76 (26%) 76 (26%) 0
SUM 298 (100%) 6 298 (100%) 0
Table 2: Development of staff 2010 - 2011
In line with the before mentioned policy the number of staff in 2011 is established with 281 persons including the senior management of the Agency.
Frontex expects 2011 to be a year with a stable need for financial resources. In the following years a further stabilisation of financial resources together with an adjusted, modest increase of human resources, justified by sound Performance Management System.
6 The increase of staff during 2010 only concerns staff members which are not part of the establishment
plan of the budget. The following table shows the distributions of additional staff to entities of Frontex.
4 ICT helpdesk
1 Assistant ( replacement ) in Exec Support
CA
1 Assistant in RAU
1 Assistant in Agency Services
Total additional CAs 7
4 FISO FOO SNEs
1 Short-term SNE extended fo FOO project
5691/11 BM/cr 7
DG H 1 A EN
Budget Commitment Payments Amended Budget 2011 2009 s 2009 2009 Budget 2010
N1
all amounts in Euros
Title 1 15 956 000 15 461 214 15 106 087 20 085 000 21 761 000 Title 2 10 044 000 6 558 191 4 772 725 10 894 000 11 310 000
Title 3 62 250 300 59 489 849 34 290 316 57 311 843 53 313 000 Total 88 250 300 81 509 255 54 169 128 88 290 843 86 384 000
Table 3: Overview of expenditures (per Title) in 2011
Due to the foreseen peak mainly in the continuation of IT enabled projects during 2011, the ratio between administrative and operational expenditure will shift to a level of 38:62. However, as mentioned in earlier years, there are significant “hidden” operational expenditures included in the administrative expenditure (Title 1). The implementation of Frontex’ Performance Management System will provide a better and more realistic picture on this real share between operational and administrative costs.
In 2011, other administrative costs will increase by approximately 0.4 M € out of which will 0.3 M € will be allocated to cover increased IT expenditures.
Operational expenditure will amount up to 62 % of the budget in 2011. The operational budget will decrease with 10 % in comparison to the amended budget 2010 N1. However, more efficient use of resources will allow increasing both, primary and secondary operational activities by 11%.
Aligned with the strategic objectives to strengthen security through border management, Frontex enhanced coordination will support to link crime prevention and the fight against crime stronger with migration management. Thereby, the full potential of the concept of Integrated Border Management concept will be used.
Taking into account that Frontex’ functions cover the entire scope of the four tier EU border security strategy, 2011 will require in particular continued reinforcement of activities as regards development of relations and cooperation with third countries in the field of border management as well as return operations. Special efforts will be paid to the intensification of cooperation with relevant authorities of the third countries in the Mediterranean region, Western Africa, Central Asia and Far East.
Also 2011 will see Frontex, together with the Member States, participating in the continued development of a “European Surveillance System (Eurosur)”. Combined with this will be a number of long term operations at sea, land and air borders.
DG H 1 A EN
Frontex enhances border security by strengthening the cooperation between the Member States and, together with the Member States, continues the development of regional border management initiatives in particular in the southern maritime borders. The National Frontex Points of Contact (NFPOC) network will be further developed together with specific networks.
Frontex will strive to further improve its analytical capacity. Links to the European immigration Liaison Officers (ILO) networks will be reinforced. The Situation Centre should develop to the next level of organizational maturity.
Based on experiences from years before it is possible to keep the budget allocated to Sea Borders at the original level of 2010 without hampering effectiveness. Despite the achieved high commitment level of Sea Borders, payments have been lagging seriously behind. Hence it seems reasonable that even a reduced budget will give sufficient room for 7 to 9 projects within the EPN Programme.
The largest part of the Frontex budget is allocated to Joint Operations to further improve Frontex’ capabilities and effectiveness to coordinate operational activities of the MSs and SACs based on risk analysis. This enables better focusing on the main routes of irregular migration and enhancing the impact of border management on fighting crime at the external borders.
Budget 2009 Budget 2010 Draft Budget (amended Aug 2011
2010) all amounts in ‘Euros
Recruitment 315 000 246 000 173 000 Administrative missions 450 000 450 000 600 000
Socio-medical infrastructure 55 000 75 000 61 000
Other staff related expenditures 430 000 692 000 772 000 Social welfare 63 000 70 000 70 000
Entertainment and representation 175 000 175 000 135 000 expenses
TOTAL STAFF RELATED
EXPENDITURES 15 956 000 20 085 000 21 761 000
Rental of building and associated 3 725 000 3 595 000 4 065 000 expenditures Data processing & 4 290 000 5 165 000 5 425 000 telecommunication Movable property and associated 209 000 174 000 65 000 expenditures
Current Administrative 915 000 910 000 655 000 expenditures
Postal expenditures 80 000 80 000 100 000
Non operational meetings 775 000 920 000 750 000
Auditing 50 000 50 000 250 000
TOTAL OTHER 10 044 000 10 894 000 11 310 000 ADMINISTRATIVE EXPENDITURES Table 4: Administrative expenditures 2009 - 2011
DG H 1 A EN
Budget 2009 Budget 2010 Draft Budget (amended Aug 2011
2010)
all amounts in ‘Euros
Operations 48 250 300 43 111 843 40 631 000
Land borders 5 780 000 4 250 000 4 500 000 Sea borders 34 350 300 26 870 843 24 040 000
Air borders 2 623 732 2 650 000 2 200 000 Return cooperation 5 496 286 9 341 000 9 891 000
Risk Analysis 2 200 000 1 800 000 1 400 000 Frontex’ Situation Centre 1 650 000 450 000 1 400 000
Training 6 800 000 7 200 000 5 700 000
Research & Development 1 400 000 1 400 000 1 032 000 Pooled Resources 1 400 000 1 400 000 1 000 000
Miscellaneous 550 000 1 950 000 2 150 000
Miscellaneous 150 000 150 000 150 000 Operational IT projects 400 000 1 800 000 2 000 000
Operational Activities - Total 62 250 300 57 311 843 53 313 000 Grand Total 88 250 300 88 290 843 86 384 000 Table 5: Operational expenditures 2009 – 2011
Despite the budget decrease for Joint Operations and Pilot Projects at the external borders by 2.5 M € to 40.6 M € the absolute number of operational days will increase by 11 %.
Joint Operations and Pilot Projects on Land Borders have been allocated an amount of 4.5 M € to enhance coordination of operational cooperation of MSs and SACs in order to tackle irregular migration flows and enhancing the impact on fighting crime at EU external borders by targeting the Balkan and Eastern routes.
Joint Operations and Pilot Projects at Sea Borders is, as in earlier years, the biggest recipient of the Frontex budget allocation. An amount of 24.0 M € has been allocated to Sea Borders sector in order to tackle illegal migration flows on routes as identified by risk analysis, by enhancing the coverage of sea operations in terms of operational areas and implementation periods.
Air Borders has a budget of 2.2 M € to tackle the situation originating from the Western Balkan region, Latin-America, Asia, Africa and the Middle East and for further implementation of a long-term approach to face the phenomenon of illegal migration by activating FJSTs at various airports identified by risk analysis.
Return Operations will intensify the support to MS and SACs to organize joint return operations. A budget of 9.8 M € has been made available to i.a. assist (including use of leased aircraft) in the organization of 20-25 Joint Return Operations by air, land or sea and to co-finance several of these operations.
DG H 1 A EN
Risk analysis will provide strategic analytical products and related advice as well as operational and tactical analytical products to internal and external stakeholders in a timely manner. A budget of 1.4 M € is available to produce the several periodical and ad hoc Risk Assessments and for analytical support to operational activities of the Agency.
Frontex Situation Center (FSC) will maintain situational awareness, support risk analysis and support emergency/crisis management processes by further increased operability by a 9/7 service.
In 2011 Research & Development Unit will have a budget of 1 M € to drive the process of harmonization and development of standards, both operational and technical for border control; to keep MSs informed about new technical/technological development in the field of border control and to represent the common interests of the MSs in border security research.
Training Unit’s activities fall broadly in three main categories: standardized common curricula and upgrade courses, further training in order to achieve co operability for BG officers not trained on common training standards and training support. A budget of 5.7 M € is available for the many different activities. The decrease of financial means compared to earlier years should not impact on the number of training days delivered which will increase by 11%.
Pooled Resources Unit will manage and further develop pools of border guards and technical equipment of EU Member States, Schengen Associated Countries and Frontex in order to increase availability and deployability of operational resources for joint operations, technical and operational assistance, and rapid operational assistance and thereby to strengthen the response capacity of Frontex.
Miscellaneous operational activities cover mostly the budget for operational IT projects (€ 2 M) such as the completion of RAU/FSC automation, Return/Joint operation automation and other projects with Research & Development and/or Training as main beneficiaries. To a much smaller extent mission with an operational character but not linked to a specific operational project are covered from in this budget article.
DG H 1 A EN
-
1.General Part
1.1. Introduction
The Programme of Work 7 8 , as mentioned by the Frontex Regulation , aims to outline and
agree on Frontex’ areas of possible activities in the year of question.
The Programme of Work 2011 (PoW 2011) of Frontex and its implementation is also closely connected with the elaboration and utilization of its Draft Budget 2011, justifying the allocations of means to titles, chapters and articles in the financial plan of Frontex.
As in previous years, the Programme of Work seeks a balance between transparency, security and flexibility, allowing Frontex to adjust its activities by making use of its operational independence.
The Programme of Work 2011 strives for
-
1.Alignment with Frontex’ Multi Annual Plan 2010 - 2013, 2. Sustained delivery of established “Products”, and “Services” (including further development) clustered in “Programmes”, and 3. Initiation and execution of new “Projects” or “Programmes”
Ad 1) During 2009 Frontex Multi Annual Plan 2010 – 2013 was endorsed by the Management Board, translating Frontex’ strategic positioning into tangible, long term oriented actions. The MAP has served as a reference during the elaboration of the Programme of Work.
Ad 2) Frontex started to establish a portfolio of Products and Services in 2009. During 2011 those Products and Services will be further delivered and the portfolio will be refined if necessary.
Ad 3) A limited number of new initiatives will be started in 2011. During 2009 and 2010 the grouping of Products and Services in mid to long term Programmes was started and will continue and further refined during 2011.
At this stage it is important to mention that changes to the assignment of human and financial resources to specific objectives in Chapter 2.5 can occur during the further planning and implementation process.
7 A Programme of Work is a statement for the activities or steps needed to accomplish a plan. It aims to
make a strategy action related;
8 Council Regulation (EC) No 2007/2004 i of 26 October 2004, establishing a European Agency for the
Management of Operational Coordination at the External Borders of the Member States of the European Union.
DG H 1 A EN
1.2. Mission
Frontex is the European Agency to coordinate the operational cooperation at the external borders of the Member States of the European Union.
Frontex is to facilitate and render more effective the application of existing and future Community measures relating to the management of external borders.
Frontex shall do so by ensuring the coordination of Member States’ actions in the implementation of those measures, thereby contribution to an efficient, high and uniform level of control on persons and surveillance of the external borders of the Member
States.’ 9
Frontex strengthens the freedom and the security of the citizens of the EU by complementing the national border management systems of the Member States.
Frontex is a trustworthy operational European coordinator and contributor which is fully respected and supported by the Member States and external partners.
Frontex actively promotes the cooperation among law enforcement bodies responsible for the internal security at EU level.
Frontex operational activities are intelligence driven and are undertaken under the premises of full respect of fundamental rights of individuals involved. The effectiveness of Frontex is based on its highly motivated and professional personnel. In return, Frontex will strengthen its status as a competitive employer.
Frontex is a key player in the development and implementation of the concept of EU Integrated Border Management (IBM).
Within the framework of the EU Internal Security Strategy Frontex also focus on operational activities targeting organized crime at the external borders.
5691/11 BM/cr 13
DG H 1 A EN
1.3. Vision
“Frontex is the anchor stone of the European concept of Integrated Border Management, promoting the highest level of professionalism, interoperability, integrity and mutual respect of stakeholders involved”
1.4. Strategy
Following Frontex’ Multi-Annual Plan 2010 – 2013 Frontex will pursue a strengthened cooperative approach towards the Member States and other key players in the area covered by the definition of integrated management of external borders of the EU Member
States 10 . Despite a ‘zero-growth-policy’ applied by the Commission and the budgetary
authorities, the allocation of financial resources can be sustained at the same level as in 2010. The increased number of external partners and their contributions to the overall budget offers extended opportunities to be utilized by Frontex during 2011. Additionally, consolidating financial management - estimations become more precise as they can be based on a growing pool of experiences and data, and higher level of utilization of staff members should allow to optimize the use of all available means.
FRONTEX ORGANISATION
MANAGEMENT BOARD
EXECUTIVE DIRECTOR EXECUTIVE SUPPORT
AIDES-DE-CAMP EXTERNAL RELATIONS INTERNAL AUDIT FRONTEX LIAISON
PLANNING & CONTROLLING QUALITY MANAGEMENT
INFORMATION & TRANSPARENCY
DEPUTY EXECUTIVE DIRECTOR
OPERATIONS CAPACITY BUILDING ADMINISTRATION Division Division Division
OPERATIONS RISK
RESEARCH FINANCE
TRAINING ADMINISTRATIVE ANALYSIS AND AND SERVICES
DEVELOPMENT PROCUREMENT
FRONTEX POOLED
SITUATION LEGAL RESOURCES
CENTRE AFFAIRS
Figure 1: Frontex' organizational structure
10 Conclusions of the 2768 th Justice and Home Affairs Council held in Brussels on 4-5 December 2006.
DG H 1 A EN
2010 2011 TA 143 143 Human CA 79 79 Resources SNE 76 76
SUM 298 298 Table 6: Overview of resources (2010 - 2011)
During 2011 the organizational structure is foreseen to remain the same as in the 2009 and 2010. The outcome of the Pilot Project ‘ Frontex’ Operational Office’ conducted during 2010 and 2011 might result in structural changes to be considered during 2011 and also in 2012.
Budget 2010-
Description Budget 2009 (amended Aug Draft Budget
2010) 2011
All amounts in Euros
I. Subsidy from Community 85 000 000 85 550 000 81 000 000
II. Contributions from 2 400 000 1 890 843 4 534 000 Schengen Associated
Countries (SACs) III. Contributions from the UK 850 300 850 000 850 000
and Ireland IV. Any voluntary contribution 0 p.m.
from the Member States
TOTAL 88 250 000 88 290 843 86 384 000
V. Earmarked revenue 0 0 0
Table 7: Development of financial resources (2009 - 2011)
Financial Means 2005 - 2011
90
80 70
60
Million Euro 50 40 APP 30 AMM
20 SUM
10
0 2005 2006 2007 2008 2009 2010 2011
Year
Figure 2: Development of financial means 2005 – 2011
DG H 1 A EN
The financial part of the budget will be slightly decreased (app 1.9 Mio Euro) compared to 2009 and 2010. Experiences gained during the last years should allow assessing the financial needs more precisely (increased level of utilization) and hence compensating this gap. In addition, internal and external processes have been established and refined allowing to do similar types of activities less time consuming and/or with less resources and thereby perform them more efficient.
Human resources are frozen at the level of 2010. Despite that higher involvement of Member States in Frontex’ coordinated activities, thus reducing the relatively high share of financial means which are paid to the hosting Member States should be achieved in 2011.
Staff
300
250
200 TA
150 CA m
AUX
100 SNE
50 SUM
0 2005 2006 2007 2008 2009 2010 2011
Year
Figure 3: Development of staff (2005 - 2011)
Description Budget 2009 Budget 2010 Draft Budget (amended Aug 2011
2010)
all amounts in ‘Euros
Recruitment 315 000 246 000 173 000
Administrative missions 450 000 450 000 600 000 Socio-medical infrastructure 55 000 75 000 61 000
Other staff related expenditures 430 000 692 000 772 000
Social welfare 63 000 70 000 70 000 Entertainment and representation 175 000 175 000 135 000 expenses
5691/11 BM/cr 16
DG H 1 A EN
Rental of building and associated 3 725 000 3 595 000 4 065 000 expenditures
Data processing & 4 290 000 5 165 000 5 425 000 telecommunication
Movable property and associated 209 000 174 000 65 000 expenditures
Current Administrative 915 000 910 000 655 000 expenditures
Postal expenditures 80 000 80 000 100 000
Non operational meetings 775 000 920 000 750 000
Auditing 50 000 50 000 250 000
TOTAL OTHER 10 044 000 10 894 000 11 310 000
ADMINISTRATIVE
EXPENDITURES
Table 8: Overview of financial resources allocated to administrative activities
Description Budget 2009 Budget 2010 Draft Budget
(amended Aug 2011 2010)
all amounts in ‘Euros
Operations 48 250 300 43 111 843 40 631 000
Land borders 5 780 000 4 250 000 4 500 000 Sea borders 34 350 300 26 870 843 24 040 000
Air borders 2 623 732 2 650 000 2 200 000
Return cooperation 5 496 286 9 341 000 9 841 000 Risk Analysis 2 200 000 1 800 000 1 400 000
Frontex’ Situation Centre 1 650 000 450 000 1 400 000
Training 6 800 000 7 200 000 5 700 000
Research & Development 1 400 000 1 400 000 1 032 000
Pooled Resources 1 400 000 1 400 000 1 000 000
Miscellaneous 550 000 1 950 000 2 150 000
Miscellaneous 150 000 150 000 150 000
Operational IT projects 400 000 1 800 000 2 000 000
Operational Activities - Total 62 250 300 57 311 843 53 313 000
Grand Total 88 250 300 88 290 843 88 384 000
Table 9: Overview of financial resources (2009 - 2011) allocated to operational activities
DG H 1 A EN
1.5. Approach taken
1.5.1. Goal oriented approach
Frontex continues to apply a goal oriented approach. The identification of goals enabled the Agency to move to a multi annual planning. Awareness, Response, Interoperability and Performance will be maintained as Frontex’ goals.
1.5.2. Identification of Programmes, Projects, Products and Services
In 2011 Frontex will continue towards organizational maturity, strengthening its portfolio of Products and Services by improving quality but also establish new products and services.
During the last years several Member States and the Commission have strongly addressed the issue of transforming Frontex’ activities into mid to long term deliverables. Frontex will continue to address those permanent needs in a tailored and satisfactory way by grouping products, services and projects in programmes with a mid to long term perspective.
1.5.3. Programmes to enable multi-annual planning
Frontex has defined ‘Programmes’ as a system of products or services (including the delivery of single products) intended to meet stakeholder needs. The introduction of programmes has provided the Management Board with the necessary tool to set requirements within which the management of Frontex should be enabled to act on a mid to long term basis.
As programmes have a mid to long term scope, it has been possible to arrange and rearrange operational activities within the framework of such programmes when needed. The assessment of the needs is done in a cyclical (annual) way. It is well understood, that this timeframe must be aligned with the one of operational and political key stakeholders
(e.g. Stockholm Programme and Action Plan implementing the Stockholm Programme 11 ).
The set up of a programme can follow different approaches such as addressing a specific geographic area, a specific modus operandi, or a field of activities. This allows addressing the core of a problem instead of tackling consequences solely and also enables assessment of outcome defined as impact of such activities.
11 Council document 17024/09, adopted by the European Council on 10/11 December 2009 and
DG H 1 A EN
For 2011, and at the current stage, several geographical and topical areas have been identified to be covered by programmes. These include:
§ Mediterranean Sea and Atlantic Ocean;
§ Western Balkan and linkage to Eastern European area;
Direct links to high risk countries of origin;
§
§ Border surveillance development; and
§ Border checks development.
Projects will remain in the portfolio of the Agency, used for time limited activities of nonrecurring character. Projects will also be carried out to develop, design and implement new tools with the aim to make them permanent products and services of the Agency.
Beside operational activities also products and services will be clustered in mid to long term programmes. The clustering can either be vertical (within one division/unit) or link activities of different divisions/units into one entity.
1.6. Environmental Scanning
Frontex does not act in a stabile environment, immune to externalities such as political, economical, social, technological, legal and environmental factors. These factors determine and directly or indirectly (via an intermediate) cause effects in the Agency or its environment.
Before turning to different factors, it is worth stressing, that Frontex, primarily acting as a coordinator, is extremely dependent on the Member States' and Schengen Associated Countries' and their willingness to actively participate in and to deploy technical assets to the Agency's activities. The aim of this part is to make the governing body and the European institutions mainly aware of factors Frontex is exposed to and which directly or indirectly might have an impact on the implementation of the proposed Programme of Work.
It should become clear that a permanent controlling of these identified factors will be needed in order to set actions in a more proactive way.
DG H 1 A EN
1.6.1. Political or EU-related factors
Impacts of the Lisbon Treaty
The Treaty of Lisbon took effect on 1 December 2009. With it, the concept of Integrated Border Management has been introduced into the primary law of the EU. The European Parliament and the Council may now adopt any measure necessary for the gradual establishment of an integrated management system for external borders.
Council Conclusions on the management of the external borders of the Member States of the European Union
The Council Conclusions 12 are seen as part of a number of key decision and documents
framing the work of Frontex within the concept of integrated border management. Most importantly, as outlined in the preamble of the Council Conclusions, they are based on the Commission’s Communication on the future development of Frontex, and on examining the creation of a Border Surveillance System.
2009 brought about, besides the entry into force of the Lisbon Treaty also the adoption of the Stockholm Programme. Those two important milestones are linked with each other and outline major changes to the security architecture and organization of European border management. Frontex will face important developments in the years to come, resulting from the political ideas and concrete calls for action enshrined in those frameworks. On 16 October 2009 the Commission adopted the Communication "Towards an integration of maritime surveillance in the EU: A common information sharing environment for the EU
maritime domain" ('CISE'). The General Affairs Council of 17 November 2009 13 requested
the Commission to present a roadmap for the development and implementation of the CISE in a step by step approach before the end of 2010.
The JHA Council Conclusions of 25-26 February lists 29 measures clustered under five headings for reinforcing the protection of the external borders and combating illegal immigration. The measures aim at
activities related to FRONTEX (in general)
§
§ the development of the European Surveillance System - EUROSUR, § the fight against illegal immigration networks and trafficking in human beings, § solidarity and the integrated management of external borders by the Member States and § the cooperation with third countries,
Those measures include work on the amendment of the Frontex Regulation, to close
‘gaps’ related to RABITs and CRATE, improved cooperation with countries of origin, joint return operations, cooperation with EASO, further enhancement of training activities (ERASMUS), and piloting regionalization by establishing an operational office.
12 2873 rd Justice and Home Affairs Council meeting Luxembourg, 5 and 6 Jun 2008
5691/11 BM/cr 20
DG H 1 A EN
Last but not least, Frontex has been called to re-examine its own role and structures in order to be able to successfully meet the future challenges of integrated border management. Thus, in the near future, a strengthened role and mandate of Frontex might also consist in the regionalization of the agency. Such regionalization was also supported in a number of political declarations, Council Conclusions and reiterated by the Stockholm
Programme 14 . Operational offices in regions affected by increased migratory pressure
would be able to meet the needs of the European Member States, increasing efficiency and effectiveness and thus adding value to Frontex joint operations.
The Internal Security Strategy (ISS)
The EU Internal Security Strategy 15 of February 2010 expressively mentions that “The
cooperation of law-enforcement and border authorities, judicial authorities and other services in, for example, the health, social and civil protection sectors, is essential. Europe's Internal Security Strategy must exploit the potential synergies that exist in the areas of law-enforcement cooperation, integrated border management and criminal-justice systems.
Standing Committee on Internal Security (COSI) and cooperation between JHA Agencies
The four JHA Agencies (Europol, Eurojust, CEPOL, and Frontex) produced a joint report on their cooperation addressed to the COSI. The report takes inter alia full account of ‘The
Stockholm Programme’ 16 , the Internal Security Strategy 17 and the work previously
achieved by the Justice and Home Affairs (JHA) Heads of Agencies meetings.
The work of COSI and the objectives set will have to be implemented in the period 2010- 2011 and regularly evaluated during this period. Thus, further efforts will have to be made to align the planning processes of the Agencies but also with the Member States as the entities coordinated by COSI.
Action Plan implementing the Stockholm Programme
The Action Plan outlines in its Annex in seven areas chapters how the European area of freedom, security and justice will, together with the Europe 2020 strategy, serve as s key element of the EU’s response to global long-term challenges and a contribution to
strengthening and developing the European Model of social market economy into the 21 st
century. Although most of the areas contain guiding principles for Frontex’ activities the emphasis is clearly on Frontex’ contribution to ensure the security of Europe.
14 The Stockholm Programme – An open and secure Europe serving and protecting the citizens, Council
document 17024/09, JAI 896, Brussels, 2 December 2009, p. 55.
15 Adopted by the European Council, 25/03/10 (5842/2/10).
16 17024/09 JAI 896.
5691/11 BM/cr 21
DG H 1 A EN
Frontex’ Mandate
In February 2010 the European Commission (EC) issued a proposal for amending Council Regulation No 2007/2004 i, which established Frontex. The amendment of the Regulation should clarify the mandate of the Agency and address identified shortcomings.
Considering the ongoing discussions and the positions expressed by several Member States, the planning for 2011 was based on the current mandate of Frontex assuming that the legislative process will be finalized until mid to end of 2011.
Schengen Enlargement
Bulgaria and Romania are likely to become parties to the Schengen agreement in 2011. Thus, the area of free travel with no internal controls might expand to the shores of the Black Sea, making the two Member States potentially more attractive for illegal migration flows transiting through Turkey.
1.6.2. Economical factors
Increasing budget deficit in some Member States
In addition to increased unemployment, some Member States (Greece, Spain, Portugal and Ireland) have also been faced with significant deterioration of public finances. Austerity measures are thus likely to lead to severe cuts in the public sector, which may reduce the capacity of these Member States to effectively manage their external borders. More directly, another consequence might be that limited human resources or means can be made available to Frontex’ coordinated activities.
Weak labour demand in most Member States
The full impact of the global economic downturn on Member States’ labour markets is not yet fully understood. The EU unemployment rate is predicted to increase from its January 2010 level of 9.6% (or 23 million people) to 10.2% by the end of 2010. There is also the likelihood of partial economic recovery without creating new employment opportunities.
Importantly, the increase in unemployment is expected to be greatest for non-national workers who, at the moment, constitute about 5% of the total labour force in the EU.
There is often a lag of reduced labour demand subsequent to the end of a recession. Furthermore, it is likely that there is not just a delay in the recovery of employment opportunities but also variations in its duration between Member States.
DG H 1 A EN
1.6.3. Social and political climate
Public attitudes towards migration in the EU will continue to be determined mainly by the economic situation. Irregular migrants might face further social stigmatization, exacerbated by reduced spending on integration programmes in some Member States with large migrant communities.
Given the enormous cultural, ethnic and religious heterogeneity of the EU-bound irregular migration flow, tension or even violent conflicts are becoming increasingly difficult to avoid, as demonstrated by incidents in France (Pas De Calais), Greece (Patras, Athens) and Italy (Rosarno).
1.6.4. Technological developments related to border management
There are still significant implementation delays to the two major IT systems available in the field of border management and border control; the Second Generation Schengen Information System (SIS II), and the Visa Information System (VIS) – when operational - will have a major influence on the ways (processes) in which border checks have to be performed at BCPs.
VIS, SIS II and the System for the Comparison of Fingerprints for the Application of the Dublin Regulation (EURODAC) are to be centralized and operationally managed by a new Agency for the operational management of large scale IT systems in the area of freedom, security and justice.
DG H 1 A EN
1.7. Outlook for the situation at the external borders in 2011
1.7.1. Situation in 2010
The Semi-Annual Risk Analysis for 2010 confirmed the overall decreasing trend in irregular migration to the EU that was described in the ARA 2010. In particular, the indicators for detections of illegal border crossing, detections of illegal stay and the number of applications for asylum all showed broadly similar declines of about 20% compared to their levels one year ago.
Irregular migration from Africa to the EU continued to decrease. Member States have reported a diversification of embarkation points in Northern Africa but, so far, used with far less intensity than the points used in 2008. One exception is the increasing use of air connections to Turkey by migrants from Northern Africa, who then cross the EU external border with Turkey illegally. Turkey has been confirmed as the main transit country for irregular migration to the EU, in particular for nationals from Afghanistan.
The recent shift from maritime to land border detections of illegal border crossing in Greece reveals the importance of combining surveillance activities with the identification of the illegal migrants, and whenever possible with their return. In the first half of 2010, maritime detections represented 16% of all detections, compared to 49% one year ago.
As described in the ARA 2010, job opportunities in the EU are the main pull factor for illegal migration. According to the Commission, in the context of a still uncertain economic recovery, high unemployment could be foreseen in the EU for some time ahead, and thus irregular migration in 2011 is likely to stay below the peak reached in 2008.
The main development along the EU external borders in 2011 is the likely enlargement of the Schengen area to Romania and Bulgaria. The current plan mentioned March 2011, but final discussions are still underway. As far as irregular migration is concerned, the enlargement is likely to bring more pressure on the land border between Bulgaria and Turkey. Facilitators might also develop new irregular migration routes through the Black Sea, but coastal facilities are less developed then around the Aegean Sea and further intelligence and analysis is required to assess the potential scale of irregular migration through this route. At the same time, the enlargement is likely to reduce the use of the Western Balkans as a transit region for irregular migration.
The possible lifting of the EU visa obligation for Albanian citizens in 2011 could reduce irregular border crossing pressure at the Albania-Greece land border. This in turn might have consequences for the deployment of human and technical resources at the borders.
DG H 1 A EN
1.7.2. General outlook
Persistent weak labour demand in the EU
With labour demand expected to remain weak in 2011, migration policies of most Member States are likely to remain focused on:
(a) limiting the number of third country arrivals by means of visa issuing and limiting
the number of work permits (in the low-skilled sectors);
(b) strengthening border management by cooperating with the key transit countries;
(b) increasing the number of both voluntary and forced returns;
(c) amending legal provisions for a wide range of irregular migration-related issues
(duration of detention, criminalization of illegal entry, longer prison sentences for
facilitation);
(d) increasing efforts to limit residence (illegal stay) and labour law abuses (illegal
work).
Swift diversification of modi operandi, possible displacement between routes or border types, and escalating attempts to evade detection or identification are all likely to increasingly occur in response. Irregular migrants already living in Member States will be in a better position (compared to those considering migration) to react quickly to any increase in labour demand. Still, they will increasingly be faced with long-term integration problems resulting in conflicts with the majority of the population. Rising tensions between different ethnic groups and related threat to internal security in France, Italy and Greece is likely.
Irregular migration through Turkey
Two thirds of all detections for illegal border crossing at the external sea borders in 2009 occurred at the borders between Greece and Turkey, which makes the collaboration with this third-country paramount. Migrants are likely to switch from entering Turkey by land to arriving there legally by air.
Secondary movements from Greece to other Member States
The large majority of irregular migrants arriving in Greece through Turkey will increasingly be interested in moving quickly to another Member State. They will continue to have basically two options; (a) the use of false documents in order to reach other Member States by air or by regular ferry link to Italy, (b) hiding on ferries bound for Italy or in a truck on route to Western Balkans or Bulgaria and further on to destination Member States (mostly the UK and Northern Europe).
Demand for facilitation services (providing false documents and/or clandestine transport) will continue to attract criminal groups. This profit-driven subsequent facilitation should be considered a major threat since it is linked with facilitation of illegal entry (initial facilitation) as well as the attempts to circumvent Dublin II asylum procedures.
DG H 1 A EN
Use of false documents
Given the increasing level of security features in modern travel documents and stricter migration policies across Member States, the misuse of genuine travel documents is likely to be an entry method which will steadily rise.
1.7.3. Specific outlook
Irregular migration from Asia
China
Available information from the Chinese National Tourism Administration (CNTA) suggests that numbers of Chinese travellers to Europe (including the Russian Federation) have seen a 2,5% decline in the first nine months of 2009, while travel to the US, Australia, New Zealand or African countries further increased. There were no Member States among the Chinese top 10 destinations for the same period. This trend is likely to continue in 2010, however, in 2011, Chinese tourism to Member States is expected to grow.
Abuse rate of the ADS travel from China to Australia is eight times lower that the abuse rate for other types of visas. Therefore ADS is not expected to be the most often abused visa for Chinese irregular migration to the EU. In addition, due to the fact that profiling irregular migrants among ADS groups is relatively easy, Chinese irregular migration relying on ADS will remain the easiest to detect at the borders.
Abuse of family reunification provisions or student visas as well as abuse of travel
documents 18 will therefore remain the most commonly used method for entering and/or
overstaying. Abuse of asylum procedures, as a modus operandi, is likely to remain the preferred option for Chinese migrants targeting the UK.
Irregular migration from East and West Africa
As a general rule, irregular migration flows from East and West Africa are likely to remain at the current reduced levels also in 2011. Apart from the described unfavourable conditions in Member States, the following factors will govern the size of the flow: - effective border management measures;
-
-increasing physical risks of irregular migration (longer routes);
-
-heavy reliance on family, clan or ethnic networks already in Member States related to finding income-generating activity or initial financial support
-
-limited options for diversification of entry methods (increasingly narrow legal/labour migration channels).
18 The documents most frequently used are Asian passports not requiring visas to the EU, such as
passports from Malaysia, South Korea, Singapore and Hong Kong SAR.
DG H 1 A EN
Still, reduced pressure does not suggest a structural change in the underlying reasons for irregular migration to the EU.
Somalia
Detections of Somalian nationals for illegal border crossing at external borders of the EU will, if not countered properly, remain inflated by the nationality swapping phenomena. Nationals from both East and West Africa are likely to engage in this practice.
Nigeria
Irregular migration flows of Nigerians to the EU are likely to remain very diverse when it comes to the methods of entry or affected routes and border types. Air route through hubs like Istanbul is likely to be the method on the rise. Land route options, involving crossing Sahara region, is likely to be less frequently used.
Middle East and North Africa
Palestinian irregular migration to the EU will remain rather complex and not well understood phenomenon. The issue of false nationality claims is likely to distort the picture given that Arab speakers from Maghreb countries are believed to be declaring themselves as Palestinians (affecting mainly East Mediterranean route).
In Libya, the departure of stranded irregular migrants from sub-Saharan Africa is likely to intensify in 2010. As described earlier, a proportion of irregular migrants from Maghreb are likely to increasingly use air route to reach Turkey and make illegal crossing to Greece (or Bulgaria).
Latin America
Irregular migration pressure and the composition of the flow from Latin America is likely to be mainly driven by economic situation in Spain, the UK, Portugal and France and facilitated through abuse of travel documents and corruption. Importantly, after Canada introduced visa requirements for Mexican nationals, a moderate increase of irregular migration pressure from Mexico is likely.
DG H 1 A EN
1.8. ARA Recommendations for 2011
The recommendations outlined in the ARA remain valid. For a complete description, the reader is referred to the full text of the ARA 2010. Additionally, for each recommendation the main areas concerned (and MS concerned) have been mentioned.
The recommendations have been drafted according to the results of risk analyses. However, they should be interpreted in the context of major EU policy developments such as the Stockholm Programme, the European Border Surveillance System (EUROSUR), and the revision of Frontex regulation.
The Stockholm Programme emphasizes the importance of facilitating legal access to Member State territories, while taking measures to counteract irregular migration and cross border crime to maintain a high level of security within the EU. The strengthening of border controls should not prevent access to protection systems for eligible persons, particularly those in vulnerable situations. The Stockholm Programme also calls for the further development of integrated border management, including the reinforcement of the role of Frontex to increase its capacity to respond more effectively to changing migration flows. A common approach with regard to safeguarding of fundamental rights during all activities of the JHA Agencies as a universal requirement has to sought. That calls for a streamlined approach including monitoring, reporting and training mechanisms, supported by the EU Fundamental Rights Agency.
At the Southern and Eastern borders, the European Border Surveillance System (EUROSUR), will continue to support Member States by developing systems with modern technologies, by promoting interoperability and uniform border surveillance standards and by extending cooperation and improving data sharing between Member States and Frontex.
The Frontex regulation may be amended, which would provide an opportunity to improve the efficiency of the agency and to increase the extent to which it is intelligence-driven. In particular, the effective use of a greater breadth of information, would significantly add value to activities coordinated by Frontex and would improve cooperation between border control authorities and other Member State law enforcement authorities involved in fighting cross border crime.
-
1.To respond to increasing uncertainties, border control authorities have to be flexible.
Areas concerned:
§ Mediterranean Sea and Atlantic Coast off Western Africa (Cyprus, Greece, Italy, Malta, Spain)
(Land) border with Turkey and with Western Balkan countries (Bulgaria, Greece,
§
Hungary, Romania, Slovenia) § EU airports, including destinations for third country hubs
DG H 1 A EN
-
2.The response to irregular migration through Turkey should focus on a combination of surveillance activities, accompanied by identification and return measures.
Areas concerned: Eastern Mediterranean Sea (Cyprus, Greece)
§
§ (Land) border with Turkey (Bulgaria, Greece)
-
3.The ability to rapidly identify undocumented irregular migrants should be improved at the EU external borders.
Areas concerned: Mediterranean Sea (Cyprus, Greece, Italy, Malta, Spain)
§
§ (Land) border with Turkey and with Western Balkan countries (Bulgaria, Greece, Hungary, Romania, and Slovenia).
-
4.To increase the capacity of Member States to respond to sudden increases in the number of applications for international protection at the EU external borders.
Areas concerned: Mediterranean Sea (Cyprus, Greece, Italy, Malta, Spain)
§
§ (Land) border with Turkey and with Western Balkan countries, Eastern land border with Ukraine and Belarus (Bulgaria, Greece, Hungary, Latvia, Lithuania, Romania, Slovakia, Slovenia, Poland).
-
5.Frontex is to support the enhancement of the border check capacity of Member States to detect passengers abusing travel documents, both through capacitybuilding and through the implementation of joint operations.
Areas concerned: main EU airports (France, Germany, Italy, Netherlands, Spain, UK)
§
§ Eastern land border with Belarus, Moldova, Russia and Ukraine, (land) border with Turkey, with Western Balkan countries (Bulgaria, Estonia, Finland, Greece, Hungary, Latvia, Lithuania, Poland, Romania, Slovakia, Slovenia)
-
6.Border control is to increase the focus on detections of irregular migrants hiding in vehicles, and integrate in its intelligence the outcome of Member States domestic investigations.
Areas concerned:
§ main land BCPs (Bulgaria, Estonia, Finland, Greece, Hungary, Latvia, Lithuania, Romania, Slovenia, Slovakia, Spain, Poland)
DG H 1 A EN
-
7.Border-control authorities are to improve information sharing with visa issuing authorities and to integrate the outcome of domestic investigations related to overstaying into profiling at border checks.
Areas concerned: main EU airports (France, Germany, Italy, Netherlands, Spain, UK)
§
-
8.Frontex is to develop joint operations along the Eastern Land Borders and in the Western Balkans focusing on crimes related to smuggling of excise goods, drugs or weapons during entry to the EU, and on crimes related to stolen assets while exiting the EU.
Areas concerned:
§ Eastern Land Borders, land border with Western Balkan Countries (Bulgaria, Estonia, Finland, Greece, Hungary, Latvia, Lithuania, Poland, Romania, Slovakia, Slovenia)
-
9.Frontex and Europol should work closely together with Interpol and other lawenforcement authorities, to improve situational pictures and to ensure that the outcomes of criminal investigations on THB issues are used for profiling of victims and their traffickers at the borders.
Areas concerned: Mediterranean Sea (Cyprus, Italy, Greece, Malta, Spain)
§
§ Eastern land border, land border with Western Balkans (Bulgaria, Estonia, Finland, Greece, Hungary, Latvia, Lithuania, Poland, Romania, Slovakia, Slovenia)
main EU airports (France, Germany, Italy, Netherlands, Spain, UK) and Portugal
§
(for flights from Brazil).
DG H 1 A EN
-
2.Key Business Areas of FRONTEX and related objectives
2.1. Goals as corner stones of Frontex’ Multi Annual Plan 2010-2013 (MAP 2010 – 2013)
The revision of Frontex’ approach to strategic management during 2008 and 2009 lead to the revision of Frontex’ strategic positioning. The assessment of Frontex strategic position by its Management Board was translated into a multi annual plan covering the years 2010 – 2013 for implementation.
Frontex defines goals as open ended statements of what Frontex wants to accomplish, with no quantification of what is to be achieved and no time criteria for completion.
Four goals have been identified in order to comply with the Frontex’ Mission Statement:
2.1.1. Goal 1: Awareness
Frontex’ goal is to gather situational pictures based on intelligence and by analyzing the situation to assess changes, risks and threats with possible impact on the security of the EU external borders; the Agency furthermore shall follow the development of technologies and solutions to strengthen border security; this is to develop initiatives and implement operative activities and technical support at European level in order to promote legitimate cross-border traffic.
2.1.2. Goal 2: Response
Frontex’ goal is playing a key role with the implementation of the EU concept for IBM, particularly in the field of border control measures, initiating joint activities and coordinating regular operational border security measures at EU level with highest efficiency, as well as (additionally) being prepared to effectively support MS to manage emergency situations and ensure security at EU external borders.
2.1.3. Goal 3: Interoperability
The effective management of external borders calls for interoperability at national, European and international levels. Frontex aims to be the central player for promoting harmonization of doctrines, needs, operational and administrative procedures, and technical solutions supporting effective management of the EU external borders.
2.1.4. Goal 4: Performance
Frontex will endeavor to achieve results commensurable with the expectations reflected in the programmes of work, through the increased efficiency in the use of resources, the improvement of processes of work and the achievement of defined objectives.
DG H 1 A EN
2.2. Objectives and Outputs
Frontex understands objectives as end result of planned activities, stating what is to be accomplished by when and quantified if possible. This should be operationally related statements of outputs, contributing to the achievement of a particular goal with a clear ownership.
That is in line with the definition of performance as the end result of activities, actual outcome of strategic management process.
The description of objectives, as mentioned in the Programme of Work 2011, will remain at a high (governance) level, and will refrain from moving to a micro level, which will be required for the day-to-day management of Frontex.
In this version of the Programme of Work 2011 the objectives will be linked with outputs/results further defined projects, products, and services as outlined in the introduction.
2.3. Performance Management System and Prioritization
2.3.1. Performance Indicators
Performance indicators are tools used by Frontex’ management to assess and control the progress achieved towards the accomplishment of set objectives or goals.
In absence of a single definition of performance indicators, Frontex defines them as financial or non-financial metrics, used to quantify objectives to reflect strategic performance of the organization.
Frontex’ Performance Management System is based on three elements,
PEOPLE contributing to Frontex’ programmes, products, services, and projects; PROCESSES as sequential steps of activities leading to Frontex’ deliverables and INFORMATION generated during those processes, the analysis of which allowing to monitor and control the process towards objective achievement.
Performance indicators will enable the management to steer activities towards objective achievement, some of them will feed into Governance indicators that will enable the Management Board as governing body of Frontex to assess Frontex performance towards agreed high level goals.
DG H 1 A EN
After the conceptual and design phase have been finalized in 2010, the collection of information that generate quantitative and qualitative measures will continue in 2011, allowing sketching a picture of Frontex’ performance based on primary and secondary data throughout 2011. It has to be understood that the implemented system will undergo change initiatives to deal with weaknesses identified. It is expected that the number of change initiatives will flatten out over the next 1 ½ - 2 years making the system more stable. For 2011 and 2012 the introduced reliability index of each of the indicators will remain at a low to medium level. With an increased pool of information used for analysis and performance assessment the reliability index will increase.
The following list contains indicators for which information will be collected, analyzed and concluded. The indicators are grouped in four areas (Effectiveness, Participation of Stakeholder, Impact, and Performance). The majority of them have different ‘drill down levels’ generating information for different management and governance levels.
No. Name Description
The purpose of this indicator is to answer the question “Is Frontex at the right time at the right place?” by
1 Alignment index showing the linkage of human resources planned and deployed in operations with the number of irregular migrants intercepted during the operations.
The purpose of this indicator is to answer the question “To what extent are the available human resources (allocated to the operation) utilized for direct operational
2 Average operational activities?” This is shown by comparing the number of days ratio (HR) operational man-days (spent for implementing the
operation) to the number of all man-days related to the operation (e.g. including also time spent in travel and idle time). The purpose of this indicator is to answer the question “To what extent are the available TE resources (allocated to the operation) utilized for direct operational
3 Average operational activities?” This is shown by comparing the number of days ratio (TE) operational days of TE (spent for implementation of the
operation) to the number of all days of TE related to the operation (e.g. including also time spent in transport and idle time). This indicator measures the input received from external
External data sources. The indicator answers the question “To what
4 contribution extent is data input received by Frontex on time?” This
timeliness and quality is measured by the percentage of data contributions received on time, with acceptable level of completeness
and quality. The purpose of this indicator is to assess the
Operations plan effectiveness of JO planning in the area of human 5 implementation ratio resources (HR) utilization by outlining the difference
(HR) between HR deployment plans (in man-days, according to the raised JO needs) with the implementation.
DG H 1 A EN
No. Name Description
The purpose of this indicator is to assess the
Operations plan effectiveness of JO planning in the area of technical
6 implementation ratio equipment (TE) utilization by outlining the difference
(TE) between TE deployment plans (in operational days, according to the raised JO needs) with the
implementation.
This indicator answers the question “What is the 7 Product quality level perception of the quality of Frontex’ products in the eyes
of external customers?”
8 Product delivery
The purpose of this indicator is to answer the question
timeliness ratio “How timely does Frontex deliver its products and services?”
The purpose of this indicator is to measure the average time passed from the moment of recognizing the
9 Time to respond unfavourable event or trend resulting in the recommendation to start the operation to the actual start of the operation which fulfils the recommendation.
The purpose of this indicator is to measure the effectiveness of Joint Operations by indicating the ratio
10 Vigilance index of irregular migrants apprehended inland to the total number of all irregular migrants apprehended or denied entry (at the borders or inland).
The purpose of this indicator is to measure the
11 Objectives effectiveness in achieving the originally set objectives of achievement index various Frontex projects / operations. Set of objectives
for each operation can be different.
The indicator answers the question “To what extent are
12 Resource ratio (HR- Host) hosting MSs involved in the operation(s)?” This is
related to the level of involvement of human resources.
The indicator answers the question “To what extent are
13 Resource index (TE) hosting MSs involved in the operation(s)?” This is related to the level of involvement of technical
equipment.
14 Stakeholders Average satisfaction level of stakeholders with the satisfaction level Frontex’ activities, products and services.
DG H 1 A EN
No. Name Description
The indicator answers the questions “To what extent is Frontex building interoperability between countries through: (i) successful introduction of common practices/standards, and (ii) dissemination of information influencing the decision making processes?” This is done by comparing the number of customers,
15 Product usage level which declare their usage of the product with the total number of customers, which have been supplied with the product. The usage will be assessed by answering the questions regarding the influence of the product on customers’ priorities for planning, training and/or operational activities.
This indicator measures the participation in joint efforts coordinated by Frontex.
16 Average contribution This is measured by the average contribution of MSs size (HR) and SACs and third countries to Joint Operations in
terms of man-days of each country’s people involvement.
The purpose of this indicator is to measure the average
17 Average contribution size (TE) contribution of MSs and SACs and third countries to
Joint Operations in terms of technical equipment.
18 HMS commitment
The purpose of this measure is to indicate the ratio of
ratio reimbursements planned to be paid (committed) to host MS with reimbursements planned for guest countries.
19 HMS reimbursement
The purpose of this measure is to indicate the ratio of
ratio reimbursements paid to host MS with reimbursements paid to guest countries
This indicator answers the question “How successful is Frontex in implementing integrated border management – as measured by number of countries, which were
20 Participation index involved in at least one operation coordinated by Frontex?”
The indicator measures the number of countries involved in the primary and secondary activities of operations coordinated by Frontex.
The indicator answers the question “How many of the
21 Pool usage (HR) people used in Frontex coordinated operations come from the pools? In other words: how adequate are the
pools to the needs?”
DG H 1 A EN
No. Name Description
The indicator answers the question “How much of the 22 Pool usage (TE) TE used in Frontex’ coordinated operations comes from
the pools?”.
23 Pool utilization (HR) The indicator answers the question “To what extent is the pool of human resources utilized?”
24 Pool utilization (TE) The indicator answers the question “To what extent is the pool of technical equipment utilized?”
Budget
25 implementation ratio The indicator answers the question “What is the level of
(committed) the budgetary commitments?”
Budget
26 implementation ratio The indicator answers the question “What is the level of
(paid) the budget paid?”
The initiative is accompanied by activities to revise internal process applied to produce the expected products and services as outlined in the operational documents such as the Programme of Work (see 2.3.2.).
2.3.2. Prioritization
End-users and those paying for delivery need to have some confidence and reasonable expectation of what will be delivered. Therefore, a prioritization technique is needed that will give the stakeholders this confidence.
During the meeting of representatives of members of Frontex’ Management Board (1 June 2010) Frontex’ customers were asked about their preferences for specific projects, products and services. The application of a prioritization mechanism during the session allowed to receive feedback from all participants and also to develop the list describing the product and service portfolio interactively. The outcome of this exercise is contained in Annex 2 .
Finally, is has to be mentioned that in the design phase of Frontex products and services portfolio, reflected in the Frontex’ Programme of Work 2011, different requirements based on risk analysis and customers’ needs had to be balanced.
DG H 1 A EN
2.4. Frontex’ operational portfolio and programming
2.4.1. Operations Division
2.4.1.1. New proposals and priorities
The area of gravity for the operational activities in 2011 will be at the South Eastern external borders with active support to Bulgaria and Romania to tackle possible new migration flows after accession to the Schengen area. The general goal is to increase the operational overall intensity up to 11%, and the level of MS’ participation.
Implementation of pilot project FOO in Piraeus/GR:
After the opening of Frontex Operational Office (pilot project) as of 01 October 2010 the effectiveness of operational activities in the South Eastern External borders of the EU is expected to be reinforced and improved.
Land Borders:
§ Operational activities at the Greek- Albanian border will be incorporated into JO Neptune (previously part of JO Poseidon Land);
Extension of JO Poseidon Land 2011 as permanent operation to the Greek-Turkish
§
and Bulgarian-Turkish (after final accession of Bulgaria into Schengen) borders; § Establishment of a new multiannual programme covering joint operational activities
at the external land borders including JO Jupiter, JO Neptune, and possible JO
Eurocup 2012;
Sea Borders:
§ JO Hermes will be replaced by a joint operation in the Ionian Sea (JO Aeneas); § Possible JO in the Black Sea (JO Nereus) based on risk assessment after accession of Romania and Bulgaria into Schengen);
Air Borders:
§ Open and flexible implementation system of joint operational activities;
Joint Return Operations:
Further implementation of chartering of aircrafts;
§
§ Tender procedure for a framework contract and further evolvement of a procedure for chartering of aircrafts.
DG H 1 A EN
Counter Trafficking of Human Beings (THB)
§ Deployment of trained interview teams to a number of high risk locations at the EU external borders also in order to improve identification of THB victims during Frontex coordinated JOs (tailored training provided in cooperation with CBD).
§ These teams will be tasked with gathering specific information on trends and profiles of potential THB victims; data gathered by these teams will be used for risk analysis purposes for the more careful targeting of future Joint Operations against THB.
§ Frontex thus encourages hosting Member States to ensure follow-up of the cases of potential victims by sharing this information with their competent national authorities.
2.4.1.2. Further development of Programmes in 2011 (ARA RECOM 1 – 9)
Poseidon Programme
The core idea of the Poseidon Programme is to further develop the permanent organizational structures such as EPN and Focal Points at the south-eastern EU external border.
The main objectives are to increase the effective fight against irregular migration with focus on land
§
border between Turkey and GR/BG, and § to improve detection and prevention of cross border crime by implementing
harmonized and targeted joint operational activities.
Under the umbrella of the Regional Programme Poseidon the Joint Operation Poseidon Sea, Joint Operation Poseidon Land and the Project Attica are implemented.
JO Poseidon Sea (RECOM 1-4,9)
Implementation period: Permanent
Budget: Up to 32 % of the budget of SBS
Host country: Greece
BCP experts, debriefing experts; screening experts (managed through PP Attica)
Need of assets: fast boats, CPBs/ CPVs, light air assets, mobile surveillance units
JO Poseidon Land (RECOM 1-6,8,9)
Implementation period: Permanent
Host Member States: Bulgaria and Greece; Enhanced participation of Bulgaria anticipated based on the latest risk assessment regarding the Enlargement of the Schengen area
Budget: up to 50 % of the budget of LBS
Need of experts: Border surveillance experts, BCP experts, debriefing experts; screening experts (managed through PP Attica) in total 350 Need of assets: Thermo-vision equipped vehicles; portable thermo/night vision devices, dog teams
DG H 1 A EN
Project Attica (RECOM 2, 4)
Implementation period: between March – December 2011
Host Member State: Greece
Locations: Athens (Return Coordination Office) & GR/TUR border (concrete locations to be determined according to the operational needs) Need of screening experts: 10-12 per month; need of interpreters: 3-5 per month
EPN General Programme
The core idea of the EPN General Programme is to further develop permanent regional border security coordination structures.
The main objectives are to synchronise and efficiently use available resources for better
§
situational awareness and improved response capacity/capability for effective fight against irregular migration, facilitated smuggling of
persons and other kind of cross-border crime, and to establish standardized and flexible operational concepts and working
§
procedures.
In the framework of the EPN Programme maritime operational activities and Pilot Projects will be carried out:
JO EPN Hera (RECOM 1, 3, 4, 9)
Implementation period: Permanent
Budget: up to 18 % of the budget of SBS; Frontex co-financing should be renegotiated with Spain
Host countries: Spain
Need of experts: debriefing experts
Need of assets: limited number of OPV, CPV, airplane
JO EPN Artemis (covering current JO Indalo and Minerva – RECOM 1, 3, 4, 9)
Implementation period: June - October
Budget: up to 29 % of the budget of SBS
Host countries: Spain
Need of experts: BCP experts, dog handlers with service dogs, HS debriefing experts MS debriefing experts,
Need of assets: HS CPB, MS OPV, MS CPB, HS/MS Aerial assets
JO EPN Aeneas (Ionian Sea – RECOM 1, 3, 4,9)
Implementation period: June-October
Budget: up to 17 % of the budget of SBS
Host countries: Italy, Greece
Need of experts/assets: To be decided based on RA
DG H 1 A EN
JO EPN Nereus (Black Sea – RECOM 1-4)
Implementation period: Linked with BG, RO entry to Schengen zone (possibly from March 2011)
Budget: Up to 4 % of the budget of SBS in case of the need the budget will be increased
Host countries: Bulgaria and Romania
Need of experts/assets: To be decided based on RA
In addition to above mentioned JO the following activities will be implemented within the EPN General Programme:
Common activities with Baltic Sea Region Border Control Cooperation (BSRBCC) including workshops and maritime operational activities where justified by risk analysis. Thus also interagency-cooperation and support of regional structures in line with Frontex MAP will be maintained.
PP-Positioning System
The core idea of the PP is to track assets deployed in Frontex sea operations and cost calculation of those assets.
PP Compatible Operational Image
The core idea of the PP is to increase the operational compatibility between different assets of MS and operational centers (ICC, LCC) and – as a supportive step of the development of Eurosur – to support the ICC and Member States in improving their situational awareness and reaction capability.
PP Maritime Operational Centres
The core idea of the PP is to establish an overview of maritime operational centers of different national authorities in MS with description of their tasks and available equipment and moreover – as a connection to the EPN-concept – to establish a permanent operational cooperation between them as regards cross-border crime and other parallel activities.
PP Standardization
The core idea of the PP is to standardize definitions, concepts and operational procedures and to introduce these standardized specifications for the equipment used in common activities.
PP Reporting Tools
The core idea of the PP is automation of the already developed reporting system in connection with JORA and WebGIS projects.
DG H 1 A EN
PP Mobile Operational Units
The core idea of the PP is the development of specialised mobile teams equipped with relevant devices for first and second line activities.
PP Yellow Pages
The core idea of the PP is the establishment of reliable and detailed information on operational areas covered by sea operations in response to questions frequently asked by participating authorities during planning and implementation of activities.
Pulsar Programme 2010-2013 (RECOM 1, 5, 7, 9)
The core idea of the Pulsar Programme is to meet the operational needs at external air borders via an open and flexible implementation system.
The main objectives are
§ to increase the level of flexibility for effectively countering trafficking criminal networks,
to intensify cooperation with Europol in the field of fight against serious
§
cross-border crime, and § to improve targeted and effective response on identified border security
risks.
In the framework of the Pulsar Programme 4 joint operations and 2 pilot projects will be implemented.
JO Hubble
Implementation period (indicative): February/March 2011
Budget: up to 12% of the budget of ABS
Host countries: All MSs
Need of experts: 30 to 40
JO Mizar (particular focus on RECOM 5)
Implementation period (indicative): May/June 2011
Budget: up to 10% of the budget of ABS
Host countries: All MSs
Need of experts: 30 to 40
JO Hammer
Implementation period (indicative): September – November 2011
Budget: up to 20% of the budget of ABS
Host countries: All MSs
Need of experts: 30 to 40 per operational phase
JO Meteor
Implementation period (indicative): April-May 2011
Budget: up to 10% of the budget of ABS
Host countries: All MSs
Need of experts: 2 to 40
DG H 1 A EN
PP Reference Manual
The core idea of the PP is to update the document quick detection tool, testing its new editions during JO.
Product has to be delivered to TRU.
PP Vega
The core idea of the PP is the development of a handbook on best countermeasures for detection and interception of facilitators using airports as entry points for human smuggling and trafficking (to be conducted with EUROPOL).
Pluto Programme
The core idea of the Pluto Programme is to establish and implement series of harmonized and targeted joint operational activities at the external land borders. The main objectives are
§ to increase the effective fight against irregular migration with focus on identified modi operandi occurring at land borders, thus
§ to improve detection and prevention of cross border crime, § to establish effective interagency-cooperation with Customs authorities, and § to further develop cooperation with neighboured third countries.
The JO Jupiter, JO Neptune, possible JO Eurocup 2012 and the PP No stamps will be implemented under this Programme.
JO Jupiter (RECOM 1, 3-6, 8, 9)
Implementation period: 3 months in total (4x3 weeks for implementation phase)
Budget: up to 10 % of the budget of LBS
Host Member States: Finland, Estonia, Latvia, Lithuania, Poland, Slovakia, Hungary, Romania
Need of experts: 110
Need of assets: thermo vision vehicles, portable thermo vision devices, dogs with dog handlers, heart beat detectors
JO Neptune (RECOM 1, 3-6, 8, 9)
Implementation period: 2 months in total (1x3 weeks and 2x weeks for implementation phase)
Budget: up to 7 % of the budget of LBS
Host Member States: Slovenia, Hungary, Romania, Bulgaria, Greece
Need of experts: 70
Need of assets: Thermo-vision vehicles; Heart Beat Detectors, Portable thermo/night vision devices, dogs with dog handlers
JO Eurocup 2012 (RECOM 5, 6, 8)
Implementation period: Planning phase in 2011
Budget: up to 2 % of the budget of LBS
Host Member States: Poland, Ukraine
Need of experts; Need of assets: TBC
DG H 1 A EN
PP No stamps
The core idea of the PP is facilitation of the border checks for railway staff working in trans-frontier service (trains follow a fixed schedule) Host country: Poland
Programme Focal Points 2010-2013 (referring to all RECOM by appropriate and flexible approach)
The core idea of the Programme Focal Point is to further develop and use of Focal Points at the selected locations/areas of the external borders of the EU as permanent platforms for coordinated operational cooperation for border checks and border surveillance in order to improve detection and prevention of cross-border crime The main objectives are
§ to provide support to the local authorities including training, § to improve systematic exchange of experience and practices, § to promote interagency-cooperation and cooperation with third country neighbours, § to establish a network for exchange of operational information in real time, and to develop a permanent monitoring system.
§
Programme Focal points is also supporting JOs implemented in the same operational areas, and its key for Frontex to effectively drive the implementation of the EU concept for IBM.
The JO Focal Points Land, JO Focal Points Air and 2 additional PPs are implemented under the umbrella of this Programme.
JO Focal Points Land
Implementation period: January-December 2011
Budget: up to 27 % of the budget of LBS
Host Member States: Bulgaria, Estonia, Finland, Greece, Hungary, Latvia, Lithuania, Poland, Romania, Slovakia, Slovenia
Need of experts: 255
Need of assets: Thermo-vision vehicles; Portable thermo/night vision devices; heart beat detector
JO Focal Points Air
Implementation period (indicative): All the year
Budget: Up to 20,5 % of the budget of ABS
Host countries: According to list of FP provided by RAU
Need of experts: 100 to 150
PP Focal Points Sea (LCC)
The core idea of the PP is establishment of permanent structures for joint maritime operations with the main focus on permanent LCCs within the framework of a multiannual program (FP and EPN)
DG H 1 A EN
PP Coordination Points
The core idea of the PP is the establishment of coordination points in cooperating third countries based on focal point concept.
Host countries: Ukraine, Moldova
Particular activities in the field of operational coordination
PP Argonauts (Air borders, continuation from 2009)
The core idea of the PP is to update the handbook for the Management of massive transit of passengers at the EU external borders in view of Eurocup 2012 (part of Eurocup 2012 planning activity).
PP Traffic Light (Air borders)
The core idea of the PP is to enhance the impact of JO by providing a further integration of LEGAL, ICT and R&D aspects into achieving a common solution on the use of executive powers of guest officers and on related procedures (e.g.: related use of SIS and stamps and other legal/operational synergies).
PP Big Dipper (Air borders)
The core idea of the PP is to explore the possibility to support EU Airline Liaison Officer activities in a selected third country hub upon the existing bilateral agreements between one or more MS/SAC and one third country.
PP Melita (Return)
Host Member State: Malta
Need of Return Experts: 10-12 for the whole JO
Need of interpreters: 8-10 for the whole JO (utilization of the interpreters’ network handled by IND in NL, for max one week each time) Implementation period: between March – November 2011
Joint Return Operations (Return)
Continuity on assisting MS in organising JRO also by implementation of chartering aircrafts
2.4.1.3. Risk Analysis Programmes 2011
INTELLOPS Programme
INTELLOPS is a horizontal programme aimed at improving the management and use of intelligence in Joint Operations.
DG H 1 A EN
The main objectives for 2011 are:
§ to implement the developed training programme for FJST and RABIT taking part in joint operations
§ to disseminate and update the developed handbook and guidelines for Debriefing Teams during joint operations
§ To disseminate the Standard Operating Procedures for management of intelligence during Joint Operations
to create a dedicated pool of experts constantly used for composition of
§
Debriefing Teams (FJST) § to implement and evaluate joint operations with the use of impact
assessment indicators
FRONBAC Programme
Initiated in 2009, FRONBAC is 3 three-year long programme aiming at developing further the analytical standards both at Frontex and in the Analysis Units of the Border Guards by providing a multiannual training programme at different levels, and achieving a common understanding of methodological concepts, analytical standards and structures. The main objectives for 2011 are:
§ to continue delivery of the training component and develop next stages of the Programme
§ disseminate the Guidelines for Risk Analysis Units developed within the programme
Particular activities in the field of Risk Analysis:
Beside the continuation of the regular products and events, the following activities for 2011 are highlighted:
§ Activities in relation to the takeover of reporting functionalities of CIREFI in 2010
Further development, implementation and maintenance of webGIS within
§
OPD § Development and tailoring of analytical support to the
EUROSUR/Common Pre-frontier Intelligence Picture (CPIP) § Development of systematic collection of human intelligence from Frontex
Joint Operations for risk analysis § Follow- up of Africa Conference 2010 § Continued efforts to implement regular data collection activities regarding
THB and support to Frontex THB coordinated operational activities including participation in THB related international meetings and conferences; RAU will draw up a dedicated THB report with updated risk profiles (continued activity from 2010) and continuously seek contributions from Europol, Interpol and Member States’ THB experts on updating these regarding risk profiles in order to open the flow of
intelligence and information from domestic investigations into THB.
DG H 1 A EN
Particular activities related to situational picture & information sharing
Frontex One-Stop-Shop (FOSS):
A web based information sharing portal. The project continuation is on schedule.
The FOSS version 1 is operational and widely accepted within the Member States.
Development of the Business Case for FOSS version 2, incorporating a more extensive use of the portal, is underway using the lessons learned from the Version 1 development.
Joint Operations Reporting Application (JORA):
A web based JO information management portal directly related to JO information processing. The project is on schedule.
Frontex Media Monitor’ (FMM):
A web based media monitoring portal. The project is on schedule.
The first internal test version is planned for Q4 2010. The roll out to Member States, European Commission and external partners is planned to take place during Q2 2011.
Contribution to particular EU programmes and projects:
EUROSUR:
Initiate and contribute to specific developments aiming to support the Member States in reaching full situational awareness at their external borders and in increasing the reaction capability of their law enforcement authorities
o Situation & crisis monitoring tool development
o ‘Common Pre-Frontier Intelligence Picture’
Manage and support, as relevant, the development of the analytical component of the Common Pre-Frontier Intelligence Picture, including GIS applications; and promote the understanding and integration of the Common Pre-Frontier Intelligence Picture into the risk analysis community.
Crisis monitoring:
Contribute to coordination efforts amongst EC and Agencies in the area of crisis monitoring (preparedness) with a view to maintain situational awareness and increase reaction capability (MS, EC and Frontex)
DG H 1 A EN
Project HARMONY 19 :
In 2011 Frontex will provide input to the project and its deliverables according to the accepted timeline, contributing on the areas within Frontex mandate to the development of the project methodology, and contributing to the development of annual operational plans in the Member States, as requested.
2.4.2. Capacity Building Division
Focus areas for 2011
In general, the Capacity Building activities are already well aligned with the important developments described in the previous section. Consequently, most of the CBD efforts for 2011 will be devoted to the consolidation and further development of the work in the three fields of Training, Research and Development, and Pooled Resources. In particular, areas of growing importance, on which this introductory section further elaborates, are:
§ Needs Analysis; § EUROSUR; Fundamental rights;
§
§ Falsified documents; § Acquisition of ‘own’ resources.
In addition to those focus areas, there are efforts under way to improve the general efficiency of the Division by introducing quality management, reinforced project management, and performance indicators. Key areas of quality management to be advanced include fostering a common understanding of the roles and goals as well as promoting open communication, strong stakeholder orientation, and procedures for continuous improvement. Moreover, key processes are to be mapped and harmonized within the Division.
As the responsibilities for developing capabilities rest with the Member States and as the financial powers of Frontex are rather limited, Capacity Building activities must seek close interaction with key players to achieve maximum leverage. Possibilities to achieve greater influence on Member States capabilities include harmonization of training and technical systems, with Training and Research and Development activities playing an important role.
Regarding third country collaboration, the Division could further support capacity building in third countries, thereby contributing to Frontex, EU or Member States efforts in this area. However, as possible partners for research and development and training activities, the United States and Canada stand out as most relevant of the countries with Frontex working arrangements.
19 Project Harmony aims to improve collaboration between EU agencies and bridge the gap between EU
decision makers and operational activities in the Member States.
DG H 1 A EN
Needs analysis
An important goal for Frontex is to develop and implement a concept of capability driven development. A crucial component of this concept is to further pursue analyses of future capability needs in close collaboration with all stakeholders. Inputs to this analysis include:
§ the political will, as expressed by Council conclusions and regulations, and European Parliament Resolutions.
opportunities offered by science and technology;
§
§ Frontex risk analysis; § lessons from conducted operations; concepts for future operations.
§
Furthermore, mid and long-term stakeholder needs are collected by the Division through several means, e.g.:
§ An annual CBD Stakeholder Conference, where also results and plans are presented to the stakeholders;
§ Commission communications, Council conclusions and European Parliament Resolutions;
§ Networks, such as National Training Coordinators and Pooled Resources Network;
Research and development projects and networking such as the Info
§
Research and Development workshops; § Participation in Council and Commission working groups, e.g. on false
documents.
EUROSUR
The development of the European Border Surveillance System (EUROSUR) continues through close collaboration between Frontex, the Commission and the Member States. Within Frontex, CBD coordinates both the activities to support the Member States and the Commission, and the activities striving to develop Frontex’ role in EUROSUR.
The main EUROSUR-related activity is the EUROSUR Pilot Project which is developing and demonstrating the exchange of relevant information between the Members States as well as between the Member States and Frontex. The Pilot will demonstrate information exchange between six countries in 2011.
Other EUROSUR activities include:
§ the development of a Frontex input to EUROSUR in the form of a Common Pre-frontier Intelligence Picture, which is conducted by the Risk Analysis Unit;
§ the exploration of satellite based imagery for border security, which is done jointly by Capacity Building and Operations;
§ the steering of FP7 projects to support the further EUROSUR development; § the participation in working groups, e.g. the Commissions groups on a
Common Information Sharing Environment for maritime surveillance. § Falsified documents
DG H 1 A EN
The Annual Risk Analysis 2010 proposes, that Frontex should “…develop a centre of expertise for the detection of forged documents…”, as there is a growing risk of abuse of travel documents. The ambition is to create a centre which covers all aspects related to falsified documents: information gathering and sharing, operational support, research, training, and support to policy development. The centre would be a virtual organization bringing together Frontex, Member State authorities, third country authorities, research institutes and possibly other organizations.
In 2011 the activities related to falsified documents presented under Training and Research and Development (Border Checks) will be further integrated and the links with Risk Analysis and Joint Operations will be strengthened. This will form a baseline for the further establishment of a centre of expertise, and the options for the creation of such centre and the related cooperation issues will be explored.
Fundamental rights
Fundamental rights, including the right to international protection and actions against trafficking in human beings, are an integral part of all Frontex activities. The training activities – especially the common curricula – serve as the main instrument to promote common and high European standards regarding fundamental rights.
In 2011, a common training methodology and training materials for Frontex organized trainings and national training activities will be developed. This will be done in close cooperation with experts from Member States/Schengen Associated Countries, European Agencies (FRA, CEPOL) and UNHCR.
Training tools and methodologies will, to the extent possible, also be applied to training of Frontex’ own staff.
Acquisition of resources
As noted above, the acquisition of technical equipment and the secondment of officers to Frontex Joint Support Teams, in order to develop a ‘limited operational capacity’, are currently topics on the agenda for the amendment of the Frontex regulation.
Council Conclusions of 25 and 26 February 2010 20 21 and 3 June 2010 on the management
of the external borders of the Member States of the EU requested Frontex to decide, on the basis of an assessment of needs as well as on a cost-benefit approach, on the acquisition and/or leasing/contracting equipment in order to make it available for operations coordinated by Frontex. The Conclusions also encourage Member States and Frontex to make maximum use of the equipment made available by other Member States in the framework of CRATE and invite Frontex to regularly inform the Council on the actual use of this equipment and the measures implemented to ensure its availability.
20 Council of the EU, 2998th JUSTICE and HOME AFFAIRS Council meeting, 25 and 26 February 2010.
5691/11 BM/cr 49
DG H 1 A EN
In line with Council conclusions and following a request from the Management Board, Frontex is currently exploring means of acquiring ‘own’ resources through the so called ‘LEA Study’. On the basis of the study outcomes, the Management Board will decide to either acquire or lease equipment and assets. In this respect, it is foreseen that different scenarios (purchase, leasing, co-ownership between Member States and Frontex, and procurement of services) will allow for flexibility.
Furthermore, in 2011, it will be necessary to explore how to proceed once an amended Frontex Regulation has been adopted. Arrangements between Member States and Frontex could be concluded to ensure the availability of aircraft and possibly other equipment in a flexible manner. For example, annual negotiations between Member States and Frontex could result in formal agreements on human and material resources that Member States commit to the operational activities of the agency in the following year.
Furthermore, on the basis of the revised Frontex regulation, Member States will second border guards with guest-officer status to Frontex headquarters for a certain period of time. Frontex will systematically deploy these seconded officers to joint operations as an additional part of the Frontex Joint Support Teams mechanism.
2.4.2.1. Training
The mission concerning training is to establish and further develop common core curricula for border guard education – including the Common Core Curriculum for EU Border Guard Basic Training (CCC), the Common Core Curriculum for EU Border Guard Mid-Level Education (CMC), and the Common Core Curriculum for EU Border Guard High-Level Education (CHC) - and to provide training at the European level for teachers and instructors of national border guards. Frontex is tasked with developing common training standards in close cooperation with Member States experts and offering additional training courses and seminars on subjects in the area of border management. The training activities aim to promote a European border guard culture with high standards concerning human rights, ethics and leadership.
Common Curricula
The Common Core Curriculum for EU Border Guard Basic Training (CCC) is a curriculum offering measurable, common standards for national BG training institutions, teachers and students in all EU Member States. CCC update planned for 2011 in Human rights domain and areas resulting from Lisbon Treaty in co-operation with the Fundamental Rights Agency (FRA), UNHCR and MS/SAC experts;
CCC implementation in Frontex Working Arrangement Countries (WAC) - first phase: translation and multiplier training
Development of common training materials
DG H 1 A EN
Teachers exchange will be organized in connection to Frontex Joint Operations and Frontex Partnership Academies following MS/SAC nominations. The purpose is to provide teachers from border guard academies with a better understanding of Joint Operation enabling them to transfer that practical experience into national level training.
Common Core Curriculum for EU Border Guard Mid-Level Education (CMC) aims to be a curriculum for a commonly implemented bachelor degree study programme. It is targeted towards the context and needs of BG mid-level officers. The structure of the curriculum has already been drafted by a Frontex-led European expert group and will now be reviewed and fine-tuned according to specific national requirements. Therefore, a universities network, in charge of supporting the implementation of the curriculum will be built up. In order to explore and to start up a Joint Degree Programme for Mid-level Border Guards studies – including an ERASMUS-style exchange of students – close cooperation with a small group of Universities will be established.
Common Core Curriculum for EU Border Guard High-Level Education (CHC) addresses high-level Border Guard officers by the provision of an EU study programme leading to a Master’s degree according to Bologna process principles. The development of the curriculum will be carried out in cooperation with European universities, following a similar approach as the one envisaged for the CMC study programme. Potential universities are currently identified for further networking and curriculum development, including implementation.
Frontex Course for BG Mid-level Officers (MLC) is a five week course aiming to enhance the understanding of BG Mid-level Officers of how sharing their experience and expertise can contribute to more effective cooperation at EU borders. It also aims to develop their leadership, management and English language skills, as well as their knowledge of fundamental rights, thereby enabling them to participate in a greater range of common activities.
§ 4 MLC courses in 2011 (each open for 16 officers from different MS/SAC/WAC)
Specific training activities
The specific training activities are designed based on Frontex risk analysis, lessons from Joint Operations and inputs from the Member States.
DG H 1 A EN
False documents
The “Specialist Course for the Detection of Falsified Documents” constitutes a twoweek training for document specialists (third line officers) aiming to enhance their knowledge of printing techniques, common terminology and the examination of questioned documents and their analysis. The training concludes with an examination. Trained experts are expected to act at home as multipliers.
§ 4 courses in 2011
“Falsified Documents Roadshow” is a training activity providing first line border guard officers with information on national and European level measures regarding the detection of falsified documents. The importance of the first line officer in this matter is also underlined in the course of this activity. The training is carried out at the “workplace” of the participating officers, starting with major European airports.
-
1.4 roadshow activities in 2011 at airports
“Advanced Level Training Tool for Detection of Falsified Documents” is the basis for the training of the first and second line officers. A high quality training tool has been developed in
Cooperation with specialist from MS and the Joint Research Centre under the lead of Frontex. This tool contains information on production of genuine documents, various types of forgeries, impostor training and biometrics. The tool is available in 29 MS/SAC/WAC languages. During the translator workshops, which aim to translate the training materials so that these are available to border guards in their mother tongue, the experts were also trained as multipliers. The underlying rationale is that all border guard officers shall be trained on the same content on the same level in their mother tongue.
Multiplier training or translator workshops will be organized based on needs.
The “Basic Level Training Tool for Detection of Falsified Documents” has been developed with a view to train agents not directly involved in the tasks of border guard. The tool is to be used for the training by Frontex of the relevant target groups and it is also at the disposal of MS/SAC upon request.
Consular staff training will be carried out in 2011 in locations identified by risk analysis.
Aircrew training
The purpose of the aircrew training is to improve flight safety, to enhance the level of competence of aircrews, and to develop common training standards of MS/SAC border guard aircrew, thereby strengthening the opportunities for operational cooperation during joint operations.
“Crew Resource Management (CRM)”.
§ 10 courses in 2011 (each open for 10 participants)
DG H 1 A EN
“Air-Sea Coordination Training”
§ 2 Air Naval courses in 2011 (each open for 14 participants)
“Mountainous Survival Training”
4 training courses in 2011 (each open for 10 participants)
§
“Forward Looking Infrared (FLIR) Operator Training”
§ 2 courses in 2011 (each open for 8 participants)
“Sea Survival Training”
10 courses in 2011 (each open for 10 participants)
§
“Night Vision Goggle Training (NVG)”
§ 2 NVG courses in 2011 (each open for 6 participants)
“Crew Exchange” 2 Crew Exchanges in 2011 (each open for 8 participants)
“Common Standards Manual for Air Crew Training”
Stolen vehicles
“Detection of Stolen Vehicles Seminars: Level One” is a one-week multiplier training which aims to improve the performance, knowledge and skills of Border Guard officers in the field of detection of stolen vehicles.
10 seminars for level one in 2011 (each open for 15 participants)
§
§ 10 seminars for level two in 2011 (each open for 15 participants)
§ translator workshops for level one in 2011
§ 2 translator workshops for level two in 2011
100 national training activities foreseen to be carried out by Frontex trained
§
multipliers in their home countries.
Other fields of training
Common Standards for Service Dog Handling provides guidelines for dog handlers and establishes dog training standards. Advanced training tool for dog handling will be developed within four workshops having support of experts from MS/SAC and WAC
§ 80 national instructors will be trained in 2011 based on the common training tool
DG H 1 A EN
RABIT Training and Workshops are intended to provide adequate training to the members of the Rapid pool.
§ 9 RABIT induction training courses in 2011: foreseen in March – November 2011
9 RABIT workshops in 2011: planned for February – December 2011
§
Training for Schengen Evaluators (Scheval Training). The Basic Course for Schengen Evaluators is a one-week training for nominated experts from MS/SAC focused on how to carry out the Evaluation Mission. The course for Leading Experts is a two-day training activity for experienced experts nominated by MS/SAC focused on teaching them how to prepare and lead the Evaluation Mission.
§ 2 Basic Courses in 2011: the first one in April (PL), the second one in September (LT)
§ 1 Leading Experts Course in 2011, foreseen in March (FI)
A Fundamental Rights Training Methodology will be developed in 2011 by experts from the Member States, Schengen Associated Countries and in close cooperation with the Fundamental Rights Agency and UNHCR. Such methodology aims to help the trainers in the MS/SAC to increase the knowledge and skills of border guard officers in the field of fundamental rights protection.
A Common curriculum/training tool on Trafficking in Human Beings (THB) will be developed based on the recommendations of the Annual Risk Analysis 2010 . This will provide a common basis for the provision of training in preventing and combating trafficking in human beings and in handling victims with respect to their dignity and fundamental rights. Cooperation will be sought with a wide spectrum of EU agencies and international organisations.
Standardized Training for Joint Return Officers is training for MS/SAC escort leaders based on best practices aiming to improve their common working capability via common standardized procedures and to ensure an organisation and implementation of the repatriation flights safety measures both at the national level and during Frontex coordinated activities, e.g. joint return flights.
Training for Practitioners/Language Instructors is a specific training for multipliers working at airports. It is designed to reach a large number of border guards working at the airports and to enhance their English knowledge as required for performing daily tasks at airports and also during joint operations coordinated by Frontex.
Seminars for Third Countries are planned as a one-week course aiming to improve the knowledge and skills of the Third Countries trainers in border control/surveillance and management areas. A common training tool has been developed and Frontex trainers can be deployed to carry out the seminars. Frontex Training
Unit will organize and lead the Seminars in close cooperation with the Frontex External Relations Officers.
DG H 1 A EN
Training activities as parts of OPD programmes
The Interview Officers Training has been developed within the framework of the INTELOPS programme. The core aim is to provide a systematic training framework for debriefing teams who take part in Joint Operations coordinated by Frontex.
§ Trainings in 2011: up to 8 training activities
Training for Greek Return - Escort Officers is a specific training module contributing to the Attica programme, and aiming to improve Greek escort officers work capability and to enhance the capacity of Greece to organise/carry out return activities at the national level as well as during Joint Return flights coordinated by Frontex.
§ Training activities in 2011 will be organized in line with Greek and Frontex operational needs
§ Budget: Included in ‘Standardized Training for Joint Return Officers’ above.
Briefing for Focal Points Guest Officers has been developed to train the experts deployed to Focal Points at the external borders. The briefing consists of two parts: a so called Frontex part for all deployed officers carried out centrally and a national briefing, which takes place at the respective Focal Points. The complementary briefings aim to update the knowledge and skills of guest officers in the context of the Joint Operation Focal Points.
Networking and cooperation with stakeholders
National Training Coordinators (NTC) is a formal permanent network of nominated national experts – counterparts of Training Unit from MS/SAC and countries having working arrangement with Frontex. NTC contribute to all phases of training projects and are essential for two-way direct communication with all states in training matters.
3 conferences in 2011 (Q1, 26-27 May 2011, Q3)
§
Frontex Partnership Academies (PA) is a network of national border guard academies from Member States which support Frontex training by hosting Frontex meetings and training activities. In 2011 the number of Partnership Academies will be increased and way for extending the scope of the Partnership Academy Network will be explored.
§ 3 conferences in 2011 (Q1, 23-24 May 2011, Q4)
Frontex Virtual Aula is a web-based training platform including information about border management systems of 35 states and about the Frontex Training Unit.
Virtual Aula will be further developed within the Frontex framework. Extended usage is expected together with considerable increase of information on the web page.
Scheval Training: Board of Experts is a body composed of Scheval experts/trainers which is expected to meet regularly in order to discuss the latest developments in Schengen policy in the training context, to systematically review the training programmes and to establish further steps in Scheval training and education.
§ 1 meeting in February 2011 (FI)
DG H 1 A EN
The Strategic Board for Dog Handling is composed of leaders of dog training centres from all MS/SAC. It is responsible for assisting in the implementation of common standards for service dog handling.
1 meeting in September 2011
§
The Specialist Board for Detection of Falsified Documents (DSB) consists of experts from 26 MS/SAC and Joint Research Centre. DSB supports Frontex Training Unit in the definition, development and evaluation of training courses and training tools regarding the detection of falsified documents.
§ meetings in 2011
The Coordination Group for Air-Crew Training consists of heads of MS/SAC Aviation Units. The group is meeting regularly in order to evaluate training courses feedbacks, to define MS/SAC training needs and contents, to plan training related activities and to advice on the creation, development and implementation of the Common Standard Manual for Air Crew Training.
§ 2 meetings in 2011
2.4.2.2. Research and Development
The mission regarding research and development is to follow up on the developments in research relevant for the control and surveillance of external borders and to disseminate this information to the Commission and the Member States. Frontex also collaborates closely with the Commission, striving to influence EU funded research to fit the needs of border security.
The Research and Development activities are to provide the foundation for the developments of EUROSUR and of Automated Border Control, which are the two fields of priority.
Border Checks
In the Border Checks Development Programme, projects and activities in 2011 will focus on the development and implementation of efficient and effective border checks at the external border which are of a comparable level, resulting in no weak spots. To this end border guard services of the Member States share relevant operational information both at a national and international level with other border guard/state services.
In the successful approach from the previous year for the development of best practices and guidelines will be further developed, now regarding Advance Passenger Information (API). In 2011 the European Commission will undertake a review of the API Directive for which an input on best practices and guidelines would be of great importance. At the same time new ideas regarding API could be introduced.
The further development of best practices and guidelines for ABC systems will continue in 2011.
DG H 1 A EN
The detections at BCPs can be further improved. Several initiatives undertaken in 2010 will be continued, while others will be started.
The following projects are planned to run under this Programme in 2011:
Dognose 2011 (continuation of Dognose 2010)
False/falsified document detection (equipment) varies from Member State to Member State. For this reason the development of best practices and guidelines for detection of false/falsified documents is seen as a necessary step in further harmonizing the border checks carried out at the external border.
Core activities:
Detection of humans hidden in vehicles/containers: workshop with selected FP7 consortium (see artificial sniffer call)
False documents: coordination with Project MISA (Air Border Sector – on false documents) and training. Establishment of needs for false documents detection in the first line (including electronic documents)
Behavioural analysis: depends on the result of current AVATAR workshop
Implementation period: January 2011 - December 2011
Advanced Information
The API Directive (2004/82/EC of 29 April 2004) has not led to a uniform approach between the Member States regarding the information requested from carriers. In view of the upcoming (in 2011) review by the EC of the Directive and in consultation with the EC, the need for harmonization of the requirements used by the Member States that actively use API has been identified. At the same time the development of best practices and guidelines regarding API can provide a solid basis for Member States who consider implementing API.
In continuation the usefulness for border security of additional tools for gathering advanced information such as PNR will be looked into.
Parallel to this a series of workshops will be held with a focus on identifying the future needs for advanced information, while at the same time facilitating the flow of persons crossing the border. The workshops will bring together the different stakeholders from the aviation world.
DG H 1 A EN
Core activities:
§ Development of best practice and guidelines for present and future implementations API thus providing a common risk assessment threshold for all incoming travellers, regardless of arrival state.
§ Initiate further development of API
§ Establishing need (including assessment) for possible additional tools for collecting advanced information
§ Implementation period: January 2011 - December 2011
Automated Border Crossing Systems (ABC) and Biometrics
The document on best practices and guidelines for ABC was the first in its kind ever to be developed in the EU. 2011 will see the further development of this base document into different areas where either Member States are already implementing or will be implementing solutions (e.g. ABC for third country nationals) or the EC will launch legislative proposals.
Core activities:
§ Development of best practices and guidelines for implementation of an enlarged set of requirements (e.g. ID-cards, registered traveller programme, third country nationals) thus making facilitated border crossing accessible to a larger group of persons
Follow up on further developments of 2nd generation ABC systems
§
Implementation period: January 2011 - December 2011
Research and Development (R&D) Forum
The 2011 R&D Forum project will provide a platform to identify those areas where the development of best practices and guidelines could fill or help to fill existing gaps. However, the R&D Forum project is expected not to limit its findings to R&D issues, but will also cover other capability areas (such as training needs). This project also includes the annual CBD Stakeholders Conference.
Core activities:
§ Identify common practical issues problems arising at the external borders as well as on the introduction of new equipment/systems
§ Potentially connect the identified practical issues with ongoing research in the context of FP7
Identify opportunities for the development of (best) common practices and guidelines
§
to address those issues
Implementation period: January 2011 - December 2011
DG H 1 A EN
Border Surveillance
In the Border Surveillance Development Programme, projects and activities in 2011 will focus on the development and implementation of efficient and effective border surveillance.
One of the main activities for 2011 will be the development of phases 2 and 3 of the EUROSUR Pilot Project which foresees the creation and testing of a EUROSUR node and its installation in participating Member States and in Frontex.
Several existing gaps in surveillance will be looked into and the ongoing development of Unmanned Aircraft Systems (UAS) for border surveillance will be followed. At the same time ways to improve the information position of border guard services of the Member States (either directly or as an additional service of Frontex via EUROSUR) will be studied.
The following projects are planned to run under this Programme in 2011:
EUROSUR
The EUROSUR Pilot Project started in 2010. It foresees the interlinking and streamlining of surveillance systems and mechanisms at Member States level, including the setting up in each Member State of a National Coordination Centre (NCC). Frontex has been asked by DG HOME to set up a core-EUROSUR network interlinking those NCCs. After an initial roll out to the NCC’s of 6 Member States plus Frontex, the EUROSUR pilot should be extended to as many NCC’s as possible in 2011.
At the same time the Common Pre-frontier Intelligence Picture is to be further developed (in close consultation and collaboration with Frontex Situation Centre and Risk Analysis Unit) for it to have real added value for the EUROSUR network.
Core activities: Agreement between participating MS on information exchanges requirements.
§
Creation of the supporting data and messages model (extendible).
§ Creation and test of a first node in Frontex.
§ Replication of this node in participating NCCs and initial exchanges of information.
§ Enhancement of software (data model and interfaces) to handle potential increasing information exchange requirements between NCCs and Frontex.
§ Extension of the EUROSUR pilot to as many NCC’s as possible
Definition, prototyping and demonstration of a portable, mobile connectivity to
§
EUROSUR nodes
§ CPIP services
Implementation period: January 2011 - December 2011
DG H 1 A EN
Remote Sensing and Detection
An area to be addressed is detection of small objects (including humans) in border areas with difficult geophysical characteristics such as forests (indicated as a capability gap by Member States with a land border). The development of capabilities to make the (local) situational picture available to border patrols is another area to be covered by this project.
Core activities:
§ Study on UAS deployment for European border surveillance – efficiency, economy and service capabilities
Detection technologies and wide area border surveillance:
§
§ detection of small objects of interest in forests, on lakes and rivers in border areas
§ capabilities of deployable autonomous control and communication systems for border surveillance
Implementation period: January 2011 - December 2011
Intelligence and Communication
The activities foreseen under this project for 2011 are to a large extent a logical continuation of the ones started in 2010. The main focus is on the further development of the information acquisition and management (and with that the situational awareness to a higher level of detail) of the Member States and/or Frontex. The foreseen activities are tailored to the further development of EUROSUR.
The implementation of the Border-Technet as a platform for communication and exchange of information between Frontex and external stakeholders in the field of research and development is long overdue. During 2011 the implementation of a “light” version that will address the RDU immediate needs is planned.
Core activities: Extension of the Frontex Real-time Event Extraction system (additional
§
languages/new analytical features/ ensuring integration with EUROSUR pilot
§ Exploration and utilization of social media for intelligence gathering, early warning, opinion mining and trend analysis
§ Implementation of Border-Technet portal (light-weight version)
§ Demonstration of network interconnection (interconnecting the Finnish and Estonian TETRA networks), continuation from 2010 - contract to be signed in 2010 (payment from 2010 budget)
§ Extraction and fusion of open source information for improving security screening (e.g., passengers/travellers entering EU)
Study on Internet presence of facilitators for irregular migration and related cross§
border crime
Implementation period: January 2011 - December 2011
DG H 1 A EN
Other Activities
Development of Cost Benefit Analysis for Investments in Border Security
A toolset based integrated approach to Cost Benefit Analysis and Decision Making for the analysis of European investments in border security.
Implementation period: between March 2011 - December 2011
Info RDU visits to Member States
Continuation of the round of visits to the Member States Border Guard Services and other state services involved in border security
Anti corruption measures
As a continuation of the study on Ethics, a new study will be launched in order to identify and recommend measures for combating corruption within the Border Guard Services.
2.4.2.3. Pooled Resources
The mission regarding pooled resources is to contribute to strengthening the response capacity of Frontex and the Member States. Frontex is to develop the availability and deployability of sufficient operational resources.
In 2011 Frontex will continue to manage and develop jointly with Member States the Rapid Pool, the Frontex Joint Support Teams (FJST), and the pooled technical equipment. Frontex will follow up on the “Feasibility Study on Technical Equipment for Frontex Coordinated Activities Including Modalities for Staffing Limited Operational Capability”, which has been carried out in 2010 as mandated by the Management Board of Frontex. Moreover, the FJST and the Technical Equipment Pool will be developed in accordance with the coming amendments of the Frontex Regulation.
Frontex Joint Support Teams
Particular attention will be given to the Frontex Joint Support Teams (FJST), which will be set up formally and become the instrument for systematic deployment of guest officers to joint operations coordinated by Frontex.
FJST-Mechanism Development
The FJST will be further developed on the basis of the revised Frontex Regulation. The requirements in terms of profiles and numbers will be elaborated and possibilities for increasing the use of the FJST will be explored. Additionally, the secondment of border guards with guest-officer status to Frontex will be managed. Furthermore, the results of INTELLCAP 2010 will be taken into consideration.
DG H 1 A EN
Core activities:
§ Study defining the profiles and numbers of FJST and of seconded border guards;
§ Selection of FJST;
§ Definition of 2012 FJST training programme together with Training Unit;
§ Secondment of border guards;
Implementation period: January 2011 – December 2011;
Rapid Pool
The Rapid Pool will remain the emergency mechanism of Frontex, providing for the creation and quick deployment of Rapid Border Intervention Teams in case of an urgent and exceptional situation at an external border of a Member State.
Rapid Pool Mechanism Development
The Rapid Pool will be further developed in accordance with the modifications that will affect the FJST mechanism. The study the profiles and numbers of FJST will also revisit the profiles and overall number of the Rapid Pool.
Core activities: revision of profiles and overall number;
§
§ participation in national events;
Implementation period: January 2011 – December 2011;
Rapid Pool Exercise
One exercise of the Rapid Pool will be organised. The processes described by the “Handbook for the management of the Rapid Pool and deployment of Rapid Border Intervention Teams” will be reviewed on the basis of the lessons learned from the exercise.
Core activities:
§ One exercise;
Revision of processes;
§
Implementation period: January 2011 – December 2011;
DG H 1 A EN
Crisis Coordination
EU developments in the field of crisis coordination arrangements will be followed in order to maintain the mechanism for creating Rapid Border Intervention Teams in line with other EU mechanisms.
Core activities: Meetings with European Commission and other agencies;
§
§ Participation (if appropriate) in the 2011 EU Crisis Coordination Arrangements Exercise (CCAEX 2011);
Implementation period: January 2011 – December 2011;
Technical Equipment
There will be two focal points in the area of technical equipment. The first is the Technical Equipment Pool, which will be set up formally. The second is the acquisition of capabilities by Frontex, which will be further explored on the basis of the results of the “Feasibility Study on Technical Equipment for Frontex Coordinated Activities Including Modalities for Staffing Limited Operational Capability” of 2010.
Acquisition of capabilities
Frontex will follow up on the “Feasibility Study on Technical Equipment for Frontex Coordinated Activities Including Modalities for Staffing Limited Operational Capability” of 2010, in accordance with the Decision of the Management Board of Frontex. Possibly terms of reference for the acquisition of Frontex capabilities will be drafted.
Core activities:
§ Follow-up on Feasibility Study, with possibly the elaboration of a concept and methodologies and terms of reference for the acquisition of capabilities;
Implementation period: January 2011 – December 2011
Technical Equipment Pool
In accordance with the revised Frontex Regulation and with a view to the results of the “Feasibility Study on Technical Equipment for Frontex Coordinated Activities Including Modalities for Staffing Limited Operational Capability” of 2010, a Technical Equipment Pool will be established (possibly the “new CRATE”). Besides, the results of AEROCAP 2010 will be taken into consideration.
Core activities:
Establishment of the Technical Equipment Pool;
§ Follow-up AEROCAP 2010 with possibly conclusion of (aircraft) availability arrangements;
§ Revision of CRATE procedures;
Implementation period: January 2011 – December 2011
DG H 1 A EN
Common use of assets
Started in 2010, the Joint Technical Expert Working Group of the Community Fisheries Control Agency, the European Maritime Safety Agency, and Frontex will continue to explore possibilities for common use of assets.
Core activities: meetings, possible pilot projects;
§
Implementation period: January 2011 – December 2011
Other activities
Some activities encompass more than one mechanism and are therefore listed in this section.
Pooled Resources Network
Already a traditional activity, the Pooled Resources Network brings together national authorities competent for the management of the national expert pools and pooled technical equipments in view of regular exchange of information, experience and best practice in the field of pooled resources.
Core activities: quarterly meetings of Member States representatives;
§
Implementation period: January 2011 – December 2011
National expert pools
Frontex bilaterally assists Member States in the management of the national expert pools, from selection to deployment via national meetings and trainings, identifies practical issues, and where appropriate, describes best practice.
Core activities: Assistance to Member States in managing the national expert pools;
§
§ Identification of practical issues and best practice;
Implementation period: January 2011 – December 2011;
RABITs’ Voice
The border guards of the Rapid Pool and FJST will be regularly informed on topics related to both mechanisms via The RABITs’ Voice, a periodical bulletin.
Core activities: production of The RABITs’ Voice;
§
Implementation period: January 2011 – December 2011;
DG H 1 A EN
Pooled-Resources-ICT system
The development of an ICT system for the management of CRATE/FJST/RABIT data will continue and, after testing, be delivered to Member States.
Core activities:
§ Development of Pooled-Resources-ICT software;
Implementation period: January 2011 – December 2011;
DG H 1 A EN
2.5. Overview of Objectives, Outputs (Projects/Products/Service), Performance Indicators and Resource Allocation
The following part contains a general description of output delivered via products, services and projects that are also referred to under 2.4. This chapter undertakes to outline the allocation of resources (financial and human) within the functional structure of Frontex.
2.5.1. Operations Division
FTE Financial Means
2010 2011 22 2010 2011
Division Management 2 2
Joint Operations 68 68 42,738.000 40,631.000
Risk Analysis 39 39 1,800.000 1,400.000
Frontex Situation Centre 19 19 450.000 1,400.000
125 125 44,988.000 43,431.000
5691/11 BM/cr 66
DG H 1 A EN
2.5.1.1. Joint Operations
FTE Financial Means
2010 2011 2010 2011 Unit Management 4 4
Land Border Sector 17 17 4,250.000 4,500.000 Sea Border Sector 22 22 26,497.000 24,040.000 Air Border Sector 12 12 2,650.000 2,200.000 Return Operations 13 13 9,341.000 9,891.000 68 68 42,738.000 40,631.000
Resource Allocation Index (FTE
Goal Objective Outputs & Performance Indicator Euros)
To further improve Frontex capabilities and effectiveness to coordinate operational activities of the MSs and SACs based on risk analysis, and focusing on the main routes of irregular migration, and to further develop platforms for operational co-operation between MSs and SACs;
DG H 1 A EN
To strengthen operational capacity and effectiveness of coordinating joint operations in determined regions of operational relevance;
Number of Active participation of third findings
countries in JO; referenced in 3.0
start up Further developed strategic documents for 700.000 programmes and projects Joint Operations;
Land Borders Sector: carried out; Increased To enhance coordination of operational involvement of cooperation of MSs and SACs in order third countries to tackle irregular and irregular Increased MS
migration flows at EU external land involvement; Lead implementation of Focal Improved grade
JOU1 borders, by targeting the Balkan and Points programme; of coverage of
G2 Eastern routes, and coordinating operational activities between the MSs Contribute to other operational
and SACs, giving adequate responses Programmes led by other needs 3.0 LBS
to the risk analysis identified threats; as entities 1,200.000
well as to
further develop permanent platforms for Improved operational value of operational co-operation between MSs debriefing/ interrogation teams; Increased
and SACs; customer satisfaction;
9 phases of (2010: 10-12) joint operations (incl. Focal Points) Number of with longer duration comparing detected people
to 2010; concentrated on the and facilitators; 8.0
main routes of irregular 2,500.000
migration as identified by risk Increased MS analysis; involvement;
DG H 1 A EN
2 (2010: 3) Programmes
related to combined joint Increased operations at sea, land and air customer
1.0
borders satisfaction;
50.000
2 (2010:3) Pilot projects and Increased
conferences on best customer 1.0 practices(including in detection satisfaction; 50.000
of stolen cars) and further implementation of IBM concept
Pilot project “Frontex Increased 1.0
Operational Office” in Eastern efficiency of
Mediterranean Sea area – operational operational component; activities
DG H 1 A EN
Sea Borders Sector: European Patrols Network Increased JOU 2 To enhance coordination of (EPN General) including application of 740.000
G2 operational cooperation of MSs and 4 - 5 (2010: 4-5) projects on best practices
SACs in order to tackle irregular best practices, some of them identified in N.B.: initial amount subject
SBS migration flows on routes as identified in cooperation with other follow up to change depending on
by risk analysis, by enhancing the Units/Sectors and/or actions; operational needs
coverage of sea operations in terms European Bodies; such as -----
of operational areas and Stan dardi zation of procedures, implementation periods; Networking of the Maritime Operational Centres, Positioning System, Compatible Operational Image/Video, Interpreters Network and further enhancement of EPN (including also all the Missions and Meetings’ expenses within the EPN) European Patrols Network Increased level 15.0 Programme which will of detections of 14,000.000 include 4 (2010: 7-) joint illegal migrants operations in different at sea, Split: geographical areas to promote and execute Increased EPN-HERA: maritime co-operative actions number of 6,020.000 of the EU MS/SAC to tackle identified non-defense threats in the migrants and EPN-INDALO: maritime domain by planning, facilitators. 4,480 . 000 organizing and coordinating combined operational Increased level EPN-MINERVA: activities, exercises and of compatibility 336.000
DG H 1 A EN
workshops in order to of participating maintain appropriate border units and ICC EPN-HERMES: surveillance and increase the involved in joint 3,164.000 quality of border checks as operations; well as the quality of Improvement of N.B.: initial amount subject
interviews/debriefings for performance to change depending on
identification and gathering of and coordinated operational needs
intelligence information flow;
Increased level of information exchange and awareness on threats in maritime domain
DG H 1 A EN
Increased level
Poseidon Programme (sea of detections of part) illegal migrants Joint Operation in at sea,
cooperation with Air and Land
borders, other Units/Sectors Increased of Frontex or with EU bodies: number of 1 maritime joint operation identified (2010: 1-) as a part of migrants and Poseidon Programme facilitators.
to promote and execute Increased level 3.0 maritime co-operative actions of compatibility of the EU MS/SAC to tackle of participating 9,300.000 non-defense threats in the units and ICC maritime domain by planning, involved in joint N.B.: initial amount subject
organizing and coordinating operations; to change depending on operational needs
combined operational
activities, exercises and Improvement of workshops in order to performance maintain an appropriate and coordinated border surveillance and information flow; increase the quality of border Increased level checks as well as the quality of information of interviews/debriefings for exchange and identification and gathering of awareness on
intelligence threats in maritime
domain.
DG H 1 A EN
Increased
Improved operational value of number of
expert teams; interviews and identified
migrants Increased MS involvement;
Contribute to Focal points Improved grade 1.0 programme; of coverage of operational needs;
Support pilot project “Frontex Increased Operational Office” in Eastern efficiency of
Mediterranean Sea area - operational 3.0
operational component; activities
2 – 3 (2010: 2) projects based JOU 3 Air Borders Sector: on identified needs in 2010
G2 To enhance coordination of operational inter alia focusing on airport 3.0 cooperation of MSs and SACs at the cooperation, detection of 450.000
ABS external air borders in order to tackle criminals at airports and irregular migration flows from the document forgery.
Western Balkan region, Latin-America, Asia, Africa and the Middle East Frontex will initiate to implement part of air border activities at the source airports/countries. Pilot project activities
are to be focus on the concreteness. Air Border Programme 7.0 PULSAR which will include Shortening of 1,550.000
4 - 8 (2010: 12-14) (joint time for initiating operations) carried out on the and planning by basis of risk analyses; 40%; Active participation of third
international organizations in
DG H 1 A identified JO; irregular EN
Involvement of MS/SAC Airline immigrants; Liaison Officers when possible. Joint Operations in cooperation
with Land and Sea borders, Increased other Units/Sectors of Frontex number of parties
2.0
or with EU bodies; involved;
200.000
Pilot project “Frontex Increased Operational Office” in Eastern efficiency of Mediterranean Sea area - operational operational component; activities
Number of JOU 4 Return Operations advices used in
G2 To intensify the support for MSs and performing return SACs in organizing joint return Follow developments in field of operations;
ROS operations; return and update best practice
manuals and guideline Shortened time 1.0
accordingly; span for acquisition of travel
documents;
To enhance use of Frontex Increased level developed platforms for the of information exchange of return related distributed 1.0
information; between Frontex and MS;
Further implement pilot project Increased
on chartering aircrafts for JRO satisfaction of 1.0 users
DG H 1 A EN
Assist MSs in organising 30-40 Number of
(2010: 15-18) joint return assisted and
operations by air, land, or sea, coordinated JRO, 6.0 and co financing several out of number of 8,621.000
this operations; returnees
2-3 (2010: 2-3) projects Increased focusing on pre-return number of assistance to MS in the fields identified and of identification and acquisition returned Third 2.0 of travel documents or other Country nationals 1,000.000 identified return related needs in accordance with the Frontex mandate;
6-8(2010:6-8) meetings of
Core Country Group to identify Customer needs and possibilities for joint satisfaction; return operations; and 1.0 meetings of Direct Contact Number of 120.000 Points to discuss return related Member States topics; participating;
1 (2009: 1) workshop focusing
on problematic phases of Customer 2.0 repatriation; satisfaction 150.000
Pilot project “Frontex Increased
Operational Office” in Eastern efficiency of
Mediterranean Sea area - operational operational component - activities
1.0
operational component;
DG H 1 A EN
2.5.1.2. Risk Analysis Unit
FTE Financial Means
2010 2011 2010 2011
Unit Management 3 3
Strategic Analysis and Planning 11 11
Operational Analysis and Evaluation 19 19 23
Risk Analysis Unit 39 39 1,800.000 1,400.000
Resources Index Allocation
Goal Objective Output & Performance Indicators (FTE
Euros) To provide strategic analytical products Annual Risk Assessment report Timeliness in the
RAU1 and related advice to internal and (ARA 2011 by the end of delivery and
G1 external stakeholders in a timely February 2011); distribution of ARA 2.0
manner. Threat and Risk Assessment and EBF 2011 for the purposes of the assessments External Borders Fund to the achieved; Commission by the date
agreed with the Commission;
Assessment for the EBF 1.8
allocations for Specific Actions (art.19 EBF Decision) by the date agreed with the Increased influence Commission of risk analysis on
5691/11 BM/cr 76
DG H 1 A EN
Semi-Annual Risk Assessment annual planning and
2011 (SARA) assessing risks mid/short term and threats for the upcoming operational planning; 0.4 six to nine months period – by
September 2011 ;
2 Tailored Risk Analyses and
Threat Assessments on topics Increased number of or geographical regions of RAU products and
concern, including a joint activities delivered 0.6 assessment with appropriate and completed within 60.000
third countries and/or external agreed timeframe; partners (e.g. EUROPOL)
Analytical contributions to FSC managed products (briefings,
background notes, RABIT Positive feedback 0.4
assessments, etc) ; from customer
4 FRAN Quarterlies on the satisfaction surveys
situation at EU external 0.7 borders;
Pre-frontier intelligence Delivery of the precomponent included in frontier intelligence
periodical analytical reports component; Positive 0.4
(EUROSUR); customer feedback;
Timely delivery of the report; Risk profiles from the
Annual THB Report for MS report used in
Border Control Authorities, in Frontex joint 0.5 cooperation with EUROPOL; operations;
Positive customer satisfaction
DG H 1 A EN
Timely delivery of the
Annual Risk Assessment on report; Western Balkan region (WB_ Influence on ARA – including Kosovo) , operational planning 0.5 produced jointly with Western in the region; Balkan countries; Positive customer
feedback Frontex contributions to Timely delivery of all intelligence products delivered contributions by other organizations and partners, mostly EUROPOL
and including the contribution 0.3
to the joint Threat Assessment on the state of internal security in the EU (COSI); Frontex RAU reporting to Timely delivery of
Council working groups; reports 0.5
Analytical support to Joint Increased quality as Operations, Pilot Projects and assessed by RABIT exercises/operations customer and by through: internal quality assessment;
To provide operational and tactical Appropriate Tactical Focused
RAU2 analytical products and related advice to Assessments supporting the Timeliness in the
G1-2 internal and external stakeholders to planning of the operational delivery in relation to
11.0
enable appropriate operational response activity; operational need/ standard decision
Regular provision of analytical procedure reports during Joint Operations;
Provision of analytical advice
DG H 1 A EN
during meetings/ missions on
Joint Operations, and the operational area
Analytical contributions to
Evaluation reports, during and after the implementation of
JOs;
Exchange of information and expertise with the UNHCR and
IOM in the elaboration of
Tactical Focused Assessments and during the implementation of relevant JOs;
Pilot project “Frontex
Operational Office” in Eastern Increased efficiency
Mediterranean Sea area - of operational 1.0 operational component – activities analytical component;
DG H 1 A EN
Increased number and quality of FRAN information reports
Management of Frontex Risk received within the Analysis Network (FRAN) agreed timeframes;
Annual evaluation report on the Positive customer 1.0 development of FRAN feedback; information exchange; Delivery of the
evaluation report at the first FRAN meeting of the
RAU3 To continue the development of following year;
G1 methods, systems, procedures in order 4 regular Frontex Risk Analysis
G3 to achieve higher interoperability in the Network meetings throughout field of risk analysis 2011 and 1 additional network
meeting on annual analytical review; 1.0
Number of Member 180.000 2 FRAN Tactical meetings, with
the participation of relevant States and external third country experts (USA and partners participating; Canada); Positive customer Up to 4 expert meetings and/or feedback;
conferences with the participation of Member States, 0.8 third countries and/or 150.000 regional/international organizations;
DG H 1 A EN
Establishment of a platform on Number of data exchange regarding THB, contributions and including the holding of an reports by MS to the expert meeting on THB; data categories;
Consolidation of the THB data Number of joint 1.3 collection system applicable by operations with a 20.000
Border Control Authorities and THB component; in selected Frontex Joint THB information operations; exchange via the
platform;
Roll out of the Guidelines on Dissemination and the establishment and activities promotion of the 0.8 of risk analysis to Member Guidelines; 30.000 States and third countries;
Roll-out of the revised CIRAM Dissemination of the
2010; revised CIRAM 2010; 1.2
Development of special Positive feedback 40.000
methodologies for the CIRAM; from FRAN;
Management of the Western Number of reports 1.0
Balkan Risk Analysis Network delivered by 40.000 (WB-RAN); participating third
countries;
Consolidation of the Eastern
Borders Risk Analysis Network Number of Third
(EB- RAN); Countries providing
DG H 1 A
community in Africa; Regular feedback EN
mechanism on the developments within WB_ RAN and EB- RAN;
Maintenance and development of analytical tools: Increased number of including open source analytical tools subscriptions, analytical data available to the 1.2 collection/processing tools and analysts, and, where 440.000 software available for analysts relevant, within the and relevant operational users Division; in Frontex and Member States;
Increased awareness
Start of the implementation of of the impact of analytical components of EUROSUR on
EUROSUR into FRAN; analytical work in the MS; 2 . 3
Continuation of the 30.000 development of CPIP including Common
GIS component; understanding of the CPIP related
intelligence
requirements
Number of trainings performed/experts trained against the
Tailored trainings to Frontex original planning; 2.3 staff, Intelligence Officers, 250.000 analysts of Member States’ and analysts from relevant third countries, on risk analysis and related tools;
Evaluation of the three-year
DG H 1 A EN
long FronBAC programme and Positive feedback preparation of the new received; programme;
Development of a system for Improved quality of quality assurance for RAU RAU strategic 0.5 strategic products analytical products; Participation of Frontex at Number of events relevant EU working groups attended, and other fora, including the presentations given
required contribution to the and/or input provided; 0.4 development of the Internal 15.000
Security Strategy from the side Positive feedback of risk analysis; received;
DG H 1 A EN
Training, monitoring of, feedback on the Debriefing Increased quality of Teams and management of intelligence obtained 0.5 intelligence gathering in joint through debriefing 25.000 operations activities and intelligence reporting; Development of the human intelligence capacity of the Frontex Intelligence Seconded
RAU4 To develop the systematic collection of Officers (FISO); Increased quality of
G1 - 4 human intelligence for risk analysis. Consolidation of decentralized input to risk analysis
tools for intelligence gathering products; 3.0
in key strategic areas at the
external borders of the EU; Number of JOs and
120.000
PPs covered by
Continuation of the intelligence support;
implementation of the IntellOps-RAU project within the INTELLOPS programme;
DG H 1 A EN
2.5.1.3. Frontex Situation Centre
FTE Financial Means 2010 2011 2010 2011
Frontex Situation Centre 19 19 450.000 1 400.000
Resource
Index Allocation
Goal Objective Outputs & Performance Indicators (FTE
Euros
FSC 1 To provide FSC products and Early Alerts Ad-hoc delivery of all relevant 13.0
G1-2 services to all relevant stakeholders available information in the 250.000
in a timely & reliable manner in order
to: (Emergency/Crisis) most appropriate way to the
• maintain situational awareness Situation Report relevant stakeholders
• support risk analysis, coordination In accordance with the agreed of JO and related decision making JO Situation Reports requirements from MS and
processes according to OP Plan • support the emergency/crisis Daily delivery of most relevant
management process Newsletters available information to all • manage information flows subscribers, before 10. 00 hrs
Media Reports for
during a 9/7 service (without RAU/other In accordance with the agreed possibility to extend availability to customers requirements
outside service hours; ref to In accordance with the SOP
EUROSUR requirement to have 24/7 Mission Awareness and agreed requirements from service in 2011) . Reports the customer
DG H 1 A EN
Organizational Timely organization and facilities & coordinated support in coordination for accordance with SOP operational briefings & emergency/crisis situations (communication & decision making) Operational In accordance with the information & formal endorsed policies, processes correspondence and SOP (JO, Crisis & RABIT made available and and Correspondence Mgmt) easily retrievable
Project & product management: to Interoperability In accordance with the agreed (further) develop, implement and within Frontex and requirements from all maintain business documentation between Frontex stakeholders (policy, process, SOP) and and external automated tools in order to manage partners with regard and facilitate the FSC related FSC business
FSC 2 business areas as well as OP processes and 5.0
G1-3 Division management and sharing of shared tools 850.000 information (“Frontex One-Stop
Shop’, ‘Frontex Media Monitor’ and ‘Joint Operations Reporting Application’
DG H 1 A EN
To (further) develop, implement and Initiation of data Increased quantity and quality maintain with internal and external model and SOP to of input to FSC products and partners (MS, EU Organizations, EC share situational services & Council and Third Countries) a products/alerts
FSC 3 common framework and data 2.0 G1-4 model for the exchange and sharing 300.000 of relevant information in order to
maintain a European Situational Picture (including utilization of EUROSUR)
2.5.2. Capacity Building Division
FTE Financial Means 2010 2011 2010 2011 Division Management 3 3
Research and Development 15 15 1,400.000 1,032.000
Training Unit 20 19 7,200.000 5,700.000
Pooled Resources 11 11 1,400.000 1,000.000
5691/11 BM/cr 87
DG H 1 A EN
2.5.2.1. Research and Development
FTE Financial Means 2010 2011 2010 2011 Research and Development 15 15 1,400.000 1,032.000
Resource Index Allocation
Goal Objective Outputs & Performance Indicators (FTE
Euros )
Programme 1: Border Checks Development
Contribute to the identification
and (further) development of Number of best practices and guidelines Document(s) on best reports/guidelines/studies with regard to ABC, API and practices false/falsified document and guidelines Customer satisfaction
RDU1 detection
G1, 7.0
G3 Contribute to the identification of areas in which capability Number of reports / 560.000
gaps for border checks exist Overview of areas where studies;
and where best practices and capability gaps exist Number of consultations
guidelines should be undertaken developed
DG H 1 A EN
Contribute to the development Practical demonstration Number of of new tools for behavioral with new tool(s) demonstrations
analysis for border checks organized
Programme 2: Border Surveillance Development
Follow up on developments Practical demonstration Number of regarding remote sensing and events of new demonstrations detection technologies organized
RDU2 Contribute to improving the
G1, information position of MSs
G3-4 making use of existing Tools for information Number of workshops 8.0
technical tools or the acquisition and 320.000
development of new tools as management Customer satisfaction
well as the (secure) communication between MSs
Contribute to the successful
implementation of the Extension of the
RDU3 EUROSUR pilot by EUROSUR pilot to as Number of NCCs
G1, coordinating the Frontex many NCC’s as
G3-4 activities and by assisting MSs possible
2.0
DG H 1 A EN
Tool and training package to be used by
Development of a Cost Benefit MS to asses cost
RDU4 Analysis for Investments in effectiveness of border
G3-4 Border Security security projects 152.000
Ethics and Member States Contacts with MS authorities on border management
2.5.2.2. Training Unit
FTE Financial Means 2010 2011 2010 2011 Training Unit 20 19 7,200.000 5,700.000
The work carried out by the Training Unit, and grouped in Programmes and Projects, is done in close cooperation with
MSs and SACs, other Agencies (e.g. CEPOL, FRA) and NGOs (e.g. UNHCR).
DG H 1 A EN
Resource Allocation
Index (FTE
Goal Objective Outputs & Performance Indicators Euros )
Programme 1: Common standards for BG basic education / training
Development of standardized studies for BG officers (Copenhagen and Bologna process oriented)
Final curriculum developed,
Development and Establishment of a implementation of Common network of MSS involvement, number of
TRU 1 Core Curriculum for Mid-Level Universities/Academies develoment/operationalisation 2.0
G3-4 (CMC) as Bachelor study and for national meetings, no. of
development of the conversion implementation implementation workshops 400.000
module Development of a Joint Degree programme
Development of Conversion module
Implementation of Common Continued exchange of number of teachers and 2.1 Core Curriculumm for Basic teachers and students students exchanged, number Level (CCC) as common EU & Evaluation of the of meetings, no of MSs 200.000 SAC standard for basic BG methods used for basic involved training training, Pilot the exchange of national students
DG H 1 A
Update of CCC EN
regarding Human Rights and Lisbon Treaty
1.0 Development of a Common
Core Curriculum for High Level Development of the
number of development / operationalisation meetings, 150.000
(CHC) CHC module no of participating MSs
Mid-Level Courses Number of courses
Mid-Level Course organized and conducted and number of 0.5
delivered trainees 600.000
Programme 2: Common standards for BG further/specialized training
Further training and specialisation in order to reach co-operability for BG officers
level of implementation in 1.0
BG dog handlers training Monitoring state of MSs implementation; Manual translated, number of
languages 380.000
Escort leaders for JR Standardized training
TRU 2 operations courses conducted
no of courses, no of trainees 0.8 180.000
G3-4 Standardized training 2.0 Air Crew training courses & manual fineno of courses, no of trainees
tuning 1,000.000
Standardized training
Detection of stolen vehicles courses delivered, Number of MP and National 0.6
training training tools training sessions, developed and number of trainees 250.000
updated
DG H 1 A EN
Basic trainings
RABIT training organized, thematic Number of trainees, 0.7 workshops carried out number of training activities 330.000
Training concept and
Training in the field of standards developed Participation in development
Trafficking of Human Beings Standardized training process, no of courses, no of
1.2
courses delivered trainees
150.000
Training in the field of detection Standardized training no of training activities , no of 0.5 of false documents activities delivered, participants 350.000
no of standardized training Contribution to implementation implementation of sessions conducted, 0.5
of training in 3 rd countries (WA) training tool no of MS requesting the 100.000
training tool
Specific English terminology Training courses, MP & no of courses, 0.8
training for JO (air, land, sea) National training sessions no of trainees 280.000
Further development
Training for JO trainers and On the spot training No of training sessions 1.0
Guest Officer sessions No of trainees
Updated training pack 150.000
Training for Schengen Training No of training sessions 0.5
Evaluators implementation Courses conducted No of trainees 200.000
DG H 1 A EN
Developed handbook with training methodology and 1.0
Fundamental rights training teaching material MS participation, No of training sessions
380.000 Standardized training sessions conducted
Training implementation
INTELOPS A No of training sessions 0.5
Standardized training No of trainees 150.000
sessions conducted Programme 3: Training support networks - Networking
Establishment and maintenance of support networks such as Training Coordinators, universities, partnership-academies and experts from MS for the interim use as project-leaders, trainers etc
Uploading seminars
Updated tool; Training Number of seminars, no of networks MSs involved, no of
TRU 3 V-Aula maintenance and registered users ; MSs/ SAC
G3-4 upgrading; Training support
Expert boards -
networks External training
representation and 1.3
experts involvement in Networks
450.000
Partnership academy (NTC/PA) and experts boards
Training Coordinators
DG H 1 A EN
2.3.2.3. Pooled Resources Unit
FTE Financial Means 2010 2011 2010 2011 Pooled Resources 11 11 1,400.000 1,000.000
To manage and further develop pools of border guards and technical equipment of EU Member States, Schengen Associated Countries and Frontex in order to increase availability and deployability of operational resources for joint operations, technical and operational assistance, and rapid operational assistance and thereby to strengthen the response capacity of Frontex.
Resource Index
Goal Objective Outputs & Performance Indicators
Allocation (FTE
Euros )
Time span needed for producing the need
To contribute to the annual review of assessment
PRU1 the mid-term need-assessment for Reviewed mid-term
0.3
Intelops Program (FJST-Intelligence need-assessment Sufficient information Experts and their equipment) for proceeding with
availability arrangements
DG H 1 A EN
Resource Index Allocation
Goal Objective Outputs & Performance Indicators (FTE
Euros )
Time span needed for producing the need
To contribute to the annual review of assessment
the mid-term need-assessment for Reviewed mid-term 0.3
Poseidon Program (FJST-Interviewers need-assessment Sufficient information and aerial means) for proceeding with
availability arrangements
Time span needed for producing the need
To contribute to a mid-term needassessment assessment for other FJST experts not mid-term need 0.2 yet covered by Intelops or Poseidon assessment Sufficient information Programs for proceeding with
availability arrangements
Reviewed mid-term Time span needed for
To contribute to the annual review of need-assessment producing the needthe
mid-term need-assessment for the (Poss.) Amended assessment
0.2
RABIT Mechanism Decision of the Sufficient information
Management Board for MB Decision
DG H 1 A EN
Resource Index
Goal Objective Outputs & Performance Indicators
Allocation (FTE
Euros )
Time span needed for producing the need
To contribute to a mid-term needmid-term needassessment 0.2
assessment for technical equipment assessment Sufficient information for MB Decision
To support RABIT training by Timing of the needdelivering
one annual needassessment
to Training Unit (number Annual needassessment
0.2
of courses in relation to Rapid Pool assessment Sufficient information
members who are not trained yet) for planning courses
To follow-up on the results of the
Feasibility-Study on Technical 1.5
Equipment for Frontex Coordinated Follow-up study Time span and cost Activities Including Modalities for (poss.) efficiency of the studies 175.000
Staffing Limited Operational Capability
To conclude arrangements with Number of
PRU2 Member States for availability of FJST arrangements Scope of needs
1.5
experts in 2012, 2013 and 2014 created and/or covered concluded 250.000
To conclude arrangements with Number of
Member States for availability of arrangements Scope of needs 1.5
technical equipment in 2012, 2013 and created and/or covered 2014 concluded
DG H 1 A EN
Resource Index
Goal Objective Outputs & Performance Indicators
Allocation (FTE
Euros )
To procure operational equipment or services in accordance with needassessments and the results of the Number of procured
Feasibility-Study on Technical technical equipment Scope of needs
1.5
Equipment for Frontex Coordinated or services covered 215.000
Activities Including Modalities for Staffing Limited Operational Capability
To conclude, where appropriate, working arrangements with CFCA and EMSA in view of common use of
equipment taking into account the Reports
results of the Feasibility-Study on Level of agreement
0.4
Technical Equipment for Frontex (Poss.) working between agencies Coordinated Activities Including arrangements
40.000
Modalities for Staffing Limited Operational Capability
DG H 1 A EN
Resource Index Allocation
Goal Objective Outputs & Performance Indicators (FTE
Euros )
Number of participating
To further develop the RABIT Member States
PRU3 Mechanism by conducting one small
1.1
sized full-scope exercise of the RABIT One exercise Number of available
Mechanism resources according to 120.000
request profiles
To integrate the RABIT Mechanism with other Community instruments by
conducting one or two table-top Participation in one 0.6
exercises of the RABIT Mechanism or two CCA EX Lessons learned 25.000
within CCA EX 2011 coordinated by EU SITCEN
To support RABIT induction training by Information to Rapid Number of delivered 0.8 delivering one module in each course Pool members modules 25.000
To keep the Rapid Pool and FJST
Pool informed by producing two issues Two issues of “The Time span for
of the bulletin “The RABITs’ Voice” and RABITs’ Voice” production 0.4
keeping the portal up-to-date (under
https://foss.frontex.europa.eu Pooled up-to-date portal Cost-efficiency
10.000
Resources area)
DG H 1 A EN
Resource Index Allocation
Goal Objective Outputs & Performance Indicators (FTE
Euros )
To review the “Handbook for the management of the Rapid Pool and
deployment of Rapid Border One issue of the 0.3
Intervention Teams” after the exercise RABIT Handbook Time span for review
conducted in 2011 and if needed the 5.000
business processes
To supply, on the basis of concluded arrangements with Member States and Deployed experts
PRU4 procured equipment and services, and equipment to Scope of needs
2
operational resources to operational operational activities covered (*)
activities coordinated by Frontex
(*) This depends on the future decision on which unit’s budget covers the costs of the resources deployed on the basis of
these arrangements.
To maintain and further develop the Number of network of competent national presentations by
authorities competent for the PRN meetings Member States and 1
PRU5 management of national expert pools topics covered on the
and for the management of Visits to Member management of the 135.000 arrangements for availability of experts States pools and
and equipment arrangements
DG H 1 A EN
2.5.3. Administration Division
FTE Financial Means 2010 2011 2010 2011 Division Management 3 3 --- --- Administrative Services 60 60 6,300.000 7,500.000 Finance and Procurement 17 17 --- --- Legal Affairs Unit 5 5 --- --- Administration Division 85 85 6,300.000 7,500.000
2.5.3.1. Administrative Services
FTE Financial Means 2010 2011 2010 2011 Unit’s Management 2 2
Human Resources 13 13
Information & Communication Technology 23 23 6,300.000 7,000.000
Agency Services 11 11
Security 11 11 500.000
Administrative Services 60 60 6,300.000 7,500.000 24
5691/11 BM/cr 101
DG H 1 A EN
Resource Index
Goal Objective Outputs & Performance Indicators
Allocation (FTE
Euros ) To set up and maintain and further develop adequate organizational structure, staffing and internal working rules and procedures to enable and to support the effective functioning of the agency.
HR1 To develop Frontex’ competency Competency Recruitment, selection 3.0 G4 framework. framework in place. and staff development
processes based on competency framework.
HR2 To increase the accuracy of the Variable selection Accuracy of the process 2.0 G4 recruitment processes in Frontex. tools used during the measured against
process expectations of the job holders and line
managers. HR3 To recruit and replace staff in relation to The replacement of The post filled in the 5.0
G4 the establishment plan and ED decisions; SNE and Frontex period of 16 weeks since staff, placement of the publication
new selected staff in the right time;
HR4 To improve the payroll related processes. Payroll system done No complaints fror job 3.0 G4 in a correct way. holders and accountancy
services in relation to the payroll processing
AS1 Based on findings/recommendations To ensure Timeliness of delivery; 0.5 G4 from feasibility study on new premises uninterrupted
prepared in 2009 – implement the final functioning of actions with the view to safeguarding of Frontex in 2012 and Timeliness of decision; premises in 2012 and onwards; years beyond
DG H 1 A EN
AS2 To test-check periodically and revise the Verification of the Positive results versus 0.5
G4 functioning of Business Continuity Plan; functioning of the negative findings;
Business Continuity
Plan in practice;
AS3 To provide front line service to guarantee Smooth and Number of processed 5.0
G4 uninterrupted operation of the Agency; uninterrupted requests;
functioning of the
Agency; Customer satisfaction;
AS4 To provide services in the field of facility Uninterrupted Number of processed 4.0
G4 management and logistics; operation of the requests;
premises and
delivery of logistical Customer satisfaction;
services;
AS5 To provide services in the area of Agency Smooth operation of Customer satisfaction; 1.0
Services in order to ensure the the Frontex’
G4 functioning of the Frontex’ operational operational office.
office. SS1 To implement and maintain security Security setup All regulations and 9.0 G4 standards as adopted by Frontex compliant with decisions implemented
regulations and decided by Frontex regulations and Security Board; decisions
SS2 To maintain adopted standards for Handling of Incidents/irregularities 1.0 G4 handling of classified information; classified information reported
compliant with the
security regulations
SS3 To ensure that all security aspects have New Frontex Timeliness of 1.0
G4 been taken into account and planned for premises compliant implementation
implementation for the new Frontex with security 500.000
premises. standards
DG H 1 A EN
SS4 To ensure the security of Frontex’ Frontex’ operational Incidents/Irregularities 1.0 operational office(s) on a continuous office(s) operate in reported
G4 basis. adequate security
environment Additional Hardware for Frontex users is purchased as requested
Support and 1.0
To manage the Maintenance Services for
contracts and the ICT Infrastructure are
prepare the tenders active
to acquire ICT
products and related Tenders for services Consultancies, Products
100.000
and Platforms are
ICT 1 To manage the Projects and Contracts prepared as requested
G4 Contract Management is
performed effectively
To manage ICT Requirement The ICT Programme is Specifications, ICT started and supported as 3.0 Feasibility Studies requested and ICT Developments as Project Management is 3,200.000 foreseen in the ICT supported as requested Programme
To introduce ICT Governance, ICT To adapt relevant ICT alignment with
DG H 1 A EN
Project Management methodology and ICT best practices in business is perceived as 1.0 the Enterprise Architecture Function the Frontex satisfactory by business environment owners 200.000
Efficiency is demonstrated by an increased number of ICT processes managed with the same resources and with predictable results
ICT2
G4 To deliver Help Desk service during and Less than 3 7.0
outside of working requests/working week hours if needed; not acknowledged 400.000
To deliver daily
To manage the ‘ICT Operational administration and operations for the Less than 3 days/year of 10.0
Services’ including Eurosur ICT infrastructure unavailability of ICT
including support to infrastructure 2,600.000
Eurosur;
To ensure INFOSEC Less than 3 ICT Security security in Frontex; incidents/year impacting
1.0
on data 200.000
Smooth operation of Less than 5 days/year of
To operate active Frontex’ operational Frontex’ operational unavailability of ICT office office. infrastructure 300.000
DG H 1 A EN
2.5.3.2. Finance and Procurement
FTE Financial Means 2010 2011 2010 2011 Unit’s Management 2 2 --- --- Finance 9 9 --- --- Procurement 6 6 --- --- Finance and Procurement 17 17 --- ---
Resource Index
Goal Objective Outputs & Performance Indicators
Allocation (FTE
Euros ) Monthly budget implementation Timeliness of report; 1.0
FIN1 To maintain and further develop tailored reports; financial information for:
G4 Frontex Management and other parties Monthly payment (Commission, Member States etc.); overviews for and to Timeliness of overview; 2.0
MS;
Reduction of transactions Timely payments; that are not paid within the 3.0 FIN2 To process all invoices/requests for time regulatory limits;
reimbursements within the time limits Periodical overviews G4 set; of payment delays Shortened production
and analysis of these cycle; 1.0
delays;
DG H 1 A EN
To contribute to the development, streamlining and implementation of the
FIN3 Agency’s (co-)financing policies and Advice on (co
G4 procedures while ensuring that all )financing decisions
European Union guidelines are adhered to other units
to; More procurement
To contribute to the development, Annual procurement procedure launched in line streamlining and implementation of the plan; with the Procurement
1.6
PRO1 Agency’s procurement policies and plan;
G4 procedures while ensuring that all
Contracting and
European Union guidelines are adhered procurement Decrease number of
to; activities compliant with legal framework procedures challenged; 1.0
policies; In-house training on
procurement related Increased number of issues; trained officials;
1.0
Coordination of all
PRO2 To provide proficient advice on phases of the Increased number of procurement procedures to the other
contracting procurement procedures 1.0
G4 units of the agency and to the potential procedure; completed in time; contractors and suppliers;
Information to all the units about the
progress made in Timeliness of quarterlies ---
view of procurement;
DG H 1 A EN
Procurement related documents, setting Shortened cycle for up complete production of 1.0 procurement documentation; dossiers;
PRO3 To ensure correct and efficient Register of the application of the procurement procurement
G4 procedures; requests and of the
Continuous update
tender launches and Procurement log
0.2
contract signatures; Evaluation and analysis of
procurement 0.2
requests; The accounts comply with the rules, are accurate and 0.7 comprehensive and present a true and
ACC1 To keep and present the accounts in fair view of the accordance with Title VII of the Agency’s' assets and
G4 Financial Regulation; liabilities, the
financial situation
and the outturn of the
financial year;
The revenue ledger
and general ledger ---
system are maintained and contain updated data;
DG H 1 A EN
The management of the Agency is provided regularly Timeliness of reports with information on provided; transactions they 0.2 have entered and Meetings with authorising validated in the officers; central accounting system (ABAC/SAP); The treasury management and assets register are regularly reconciled and in case of any 0.2 discrepancies, relevant parties informed properly thereof;
Regular monitoring of the regularization of
non budget Decreased numbers of operations is discrepancies;
0.2
ensured;
Interface with authorizing officers Meetings with authorizing
on accounting officers 0.3
matters;
DG H 1 A EN
Implementing the accounting rules and
methods and the ---
chart of accounts in Authorising officers trained accordance with the and provided with updated provisions adopted information in respect of by the European accounting transactions
Commission’s Accounting Officer; Frontex accounting system is devised 0.2 and validated;
ACC2 To devise and validate Frontex Introductions and accounting system, including local modifications to the ---
G4 financial management systems; system are consulted with authorizing
officers and validated by the Accounting Officer;
ACC3 To implement payments and collect The funds on bank revenue, following up on debit notes, Rigorous treasury accounts correspond to G4 VAT and recovery orders; policy implemented actual needs of the
0.2
Agency
DG H 1 A EN
2.5.3.3. Legal Affairs Unit
FTE Financial Means 2010 2011 2010 2011 Legal Affairs 5 5
Resource Index
Goal Objective Outputs & Performance Indicators
Allocation (FTE
Euros ) Legal advices ready Number of advices
for decision making; provided; 1.0 To establish a framework to provide
LA1 legal counseling to internal and external Decisions with regard
G3-4 stakeholders on all Frontex related to Frontex’ positions Reduced time of
issues; in litigations or in the elaboration of legal handling; 1.0
instruments of all kind; Legal advices ready Number of advices
for decision making; provided; 2.0
LA2 To provide comprehensive legal Decisions with regard to Frontex’ positions 1.0 G3-4 decisions and advice in a timely manner; in litigations or in the Reduced time of
elaboration of legal handling;
instruments of all kind;
DG H 1 A EN
2.5.4. Directorate and Executive Support
FTE Financial Means
2010 2011 2010 2011
Senior Management 2 2 --- 200.000 25 ---
Executive Support 6 6 --- ---
Pilot Project “Frontex Operational Office” 18 18 26 --- 1.520.000 27
External Relations 8 10 --- ---
Planning and Controlling 1.7 28 2 --- ---
Quality Management 1.6 2 --- ---
Information and Transparency 8 9 --- ---
27.3 46 --- 200.000
25 An earmarked amount of 200.00 Euro is foreseen in the proposal for the evaluation of the Pilot Project “Frontex’ Operational Office” – in line
with the Steering Committee of the Management Board (meeting 30 June 2010).
26 The staff for the Pilot Project will be made available via internal reassignments from Units and Sectors. To avoid double counting this number
only serves information purpose.
27 Financial resources only include salary for assigned officers; operational expenditures remain within the budget lines of the divisions and
units.
Management and Internal Audit function and was not included in resource assignment.
5691/11 BM/cr 112
DG H 1 A EN
2.5.4.1. Frontex’ Operational Office
FTE Financial Means 2010 2011 2010 2011
Frontex’ Operational Office 18 18 29 - 1,520.000
Resource Index
Goal Objective Outputs & Performance Indicators
Allocation (FTE
Euros ) To review and tune the Business Model Reviewed Business Performance
for FOO Model Revision quarterly 1.0 120.000 30
To contribute to the preparation and Will be described in Exceptions mentioned in evaluation of Joint Operations decided the Business Model the Business Model from by Frontex headquarters. the overall business strategy To coordinate the activities in the 6.0 implementation of JOs. timeliness of the activities 700.000
To contribute to the International Coordination Centre tasks for the implementation of Joint Operations.
29 The staff for the Pilot Project will be made available via internal reassignments from Units and Sectors. Additionally 5 FISOs (SNEs) have
been assigned to the project.
5691/11 BM/cr 113
DG H 1 A EN
To provide information for the situational Will be described in Occupancy index awareness and to report on events the Business Model comparing JOs of FOO to related to JOs. overall number of activities To contribute to the debriefing of apprehended irregular migrants and timeliness of activities
assisting in the identification as pre 11.0 return assistance. 700.000
To gather and assess information and intelligence for risk analysis purposes and to propose suggestions for daily operational initiatives.
Remarks:
The preliminary objectives for FOO presented above will be further developed during the design phase of the Business Model;
FTEs are estimated based on the current staff figures (total 13) and adding the share of administrative staff equally to the operational components.
DG H 1 A EN
2.5.4.2. External Relations
Resource
Index Allocation
Goal Objective Outputs & Performance Indicators (FTE
Euro )
RELEX 1
The overall objective is to develop the cooperation with Third States.
-
1)Maintained
REL 1.1 Network with external To maintain and develop the existing partners being
G3-4 Frontex’ Relex network with a view to competent authorities Increased use of network; 0.4 building on achievements to date and of third countries
improving its accessibility, reliability and responsible for border effectiveness leading to increased security management;
facilitation of the role of Frontex in the external dimension of border security
management as well as promoting 2) Established contact operational and other forms of with 1 additional third cooperation with third countries within the country which framework of the Global Approach to according to risk Number of contacted Migration analysis is considered countries;
0.2
a source and/or transit country for irregular migration to the EU;
DG H 1 A EN
3)Maintained network with internal partners being International Cooperation
Departments of the Increased use of network; 0.4
MS’s/SAC’s as well as EU-institutions as regards Relex issues; 4) Contributed to initiatives within the
framework of the Number of activities with 0.4 Global Approach to involvement;
Migration. To develop cooperation between Frontex 1) Western Balkan and competent authorities of third Countries, Albania,
REL1.2 countries in the framework of working Bosnia and arrangements, facilitation of EU Member Herzegovina, Kosovo,
Montenegro and Number of activities with 0.3 G2-3 States’ activities involving operational
cooperation with third countries as well Serbia involved in 2 involvement;
as overseeing an integrated Frontex joint activities implementation of Frontex’ operational each. cooperation regarding third countries; 2) Croatian, FYROM and Turkish authorities Number of activities with
involvement in (at involvement; 0.3
least) 3 Frontex joint activities each;
DG H 1 A EN
-
3)Working arrangements between Frontex and the competent Number of working
authorities of 1 third arrangement signed; 0.3
countries in the
Mediterranean/West
African area;
-
4)5 third country authorities of the Mediterranean/West Number of activities with
African area involved involvement; 0.3
in Frontex joint activities; 5) Working arrangement between Frontex and the competent authority of Number of working
one third country in arrangement signed; 0.3
the Eastern
Europe/South Eastern
Europe;
-
6)Authorities of the
Russian Federation,
Ukraine, Belarus,, Number of activities with
Moldova and Georgia involvement; 0.3
involved in 2 Frontex joint activities each;
DG H 1 A EN
-
7)Working arrangement between Frontex and the
competent authority of Number of working
1 country of another arrangement signed
0.3
continent (E.g. China,
Australia);
-
8)US Department of
Homeland security and the Canada Number of activities with
Border Service involvement; 0.2
Agency involved in 3
Frontex joint activities;
-
9)Involvement of
Regional Cooperation
Initiatives and EUBAM Number of activities with in at least 1 Frontex involvement;
0.3
joint activity each;
-
10)Activities as programmed in the
cooperation plans Number of activities as between Frontex and scheduled in the agreed 0.4 third country Cooperation Plan;
authorities;
DG H 1 A EN
-
11)Activities of (at least) 2 EU Member States as regards its
enforcement of Number of Member operational States , whose activities 0.3 cooperation with third are facilitated;
countries are facilitated; 12) Establishing operational cooperation, where deemed necessary in the framework of a Number of activities with
concluded working involvement; 0.3
arrangement or MoU, with 1 additional Regional Cooperation Initiative.
RELEX 2
The overall objectives is to develop the Interagency cooperation as essential component of the EU IBM Concept
To establish and develop further
collaboration and partnerships at Exchange of strategic Consultations in the
strategic or institutional level with EU
RELEX bodies including EU Agencies and information and preparation and
2.1 International Organisations also in areas mutual consultations implementation of the 2.0
G1-4 which go beyond border management such as fundamental rights, on topics of common PoW between the main
asylum/immigration, police, customs, interest in order to JHA agencies.
maritime affairs, international transport,
crisis management, technology or achieve higher degree
DG H 1 A EN
transport. of coherence and
Frontex shall in particular address the improved coordination inter-agency cooperation priorities between JHA
established in the Stockholm
Programme; e.g. enforced cooperation Agencies including in between JHA Law enforcement agencies their external
(Europol, CEPOL, Eurojust particularly in
the framework and under the guidance of relations.
the COSI). Besides this, cooperation with other agencies such as the EASO and FRA as well as the EU’s External Action Service will be of particular importance.
Frontex will also explore how to enhance cooperation with certain ESDP operations or missions (e.g. EULEX and EUBAM) and to establish relevant contacts with regional cross border police-customs centres in the EU.
To establish, develop, coordinate, Joint operations or Increased number of promote, monitor and evaluate the pilot projects including projects or operational operational or practical cooperation new ITC systems, activities with Frontex between Frontex and other EU Bodies or training tools, best either on the lead or part
RELEX International Organisation which are practices manuals, of it where there is an
2.2 either present at the EU external borders exchange of external dimension 3.0
G1-4 or otherwise involved in border information, seminars, manifested in the form of management activities. conferences or cooperation with an EU
workshops which are: Body or International
These operational or practical activities Organization.
should aim at the implementation of the 1. Initiated, promoted (forthcoming) action plans on the or funded by The quality and quantity
DG H 1 A EN
implementation of the Stockholm Frontex of exchange of
Programme, Trafficking of Human Being associating an EU information at operational and on unaccompanied minors. Body (e.g. level between JHA
Europol, EASO or Agencies
The practical cooperation in the field of EMSA) or training should be particularly focused on International partnering with CEPOL, especially called Organization
for in the Stockholm Programme. Both
Frontex and CEPOL could deliver training 2. Initiated, promoted together to border guards, customs and or funded by an police officers promoting a common EU EU Body or law enforcement culture. International
Organization
Involving relevant EU bodies (e.g. EMSA, associating
CFCA) responsible for the Frontex
implementation of an integrated maritime policy in Frontex operational or research 3. Joint (Frontex – activities in the field of maritime border EU surveillance. Body/International
Organisation) actions.
DG H 1 A EN
2.5.4.3. Planning and Controlling 31
Resource
Index Allocation
Goal Objective Outputs & Performance Indicators (FTE
Euros )
To provide assessments and/or background notes to
To identify and assess internal and Frontex’ management external factors which could affect the and members of the
CTL 1 mid- and long-term development of Management Board on
Frontex, in order to allow Frontex’ EU initiatives in the field Increased number of
G4 management to make timely and of Schengen, assessment provided;
0.2
informed decisions on current and future immigration/asylum, activities; trafficking/smuggling of human beings, customs, maritime policy and research;
CTL 2 To tune and execute the Strategic Change (Management) Cycle started to Multi Annual Plan 2012 Timeliness of product
G4 facilitate and shorten the strategic – 2014 delivery;
0.3
planning process and to give more time to monitoring and controlling of
organizational performance; Annual Programme of Timeliness of product
Work 2012; delivery; 0.2
5691/11 BM/cr 122
DG H 1 A EN
Budget 2012; Timeliness of product delivery; 0.1
Annual Operational Timeliness of product
Plan delivery 0.1
Frontex Report of Timeliness of product
Authorizing Officer; delivery; 0.1
Yearly Risk Monitor; Shortened management cycle; 0.2
Quarterly Evaluation
Implementation and fine tuning of a Reports including
Increased sensitiveness
tailored Performance Management Assessment of
to risks (opportunities 0.3 CTL 3
System Frontex and roll out of elements Business Risks;
and challenges);
G4 of management tool box; Monthly briefings on Increased sensitiveness
Performance issues; to risks (opportunities 0.2 and challenges);
DG H 1 A EN
2.5.4.4. Quality Management 32
Resource
Index Allocation
Goal Objective Outputs & Performance Indicators (FTE
Euros )
New methodology and tools for Quality Number of tools developed
Process Reviews in and implemented 0.1
Frontex
QM 1 Using risk-based
To improve the quality of Frontex processes approach conduct at
G3-4 least 2 quality reviews and issue Reduction in the most
recommendations to critical risks identified in 0.2 improve the efficiency the processes reviewed
and effectiveness of controls Design & implement more efficiency and New more efficient &
QM 2 effectiveness risk effective tools developed 0.2 To improve the quality of organizational risk assessment and implemented
G3-4 management in Frontex tools/methodologies
Improved quality of Comprehensive database
Frontex' risk register designed and populated 0.2 (at least two perspectives)
5691/11 BM/cr 124
DG H 1 A EN
To identify the main Conduct strategic risk
organizational risks of assessment exercise and
Frontex (internal & provide a report identifying 0.2
external) the main risks and opportunities
Provide input into
QM 3 To identify the main organizational risks of relevant Frontex
processes for which a Identification of top 10 key
G3-4 Frontex (internal & external) risk assessment is risks 0.2
critical, e.g. PoW; quality assessments Assessment of the Reduction in the risks internal control system associated with the most
and actions required to critical weaknesses in the 0.1
ensure improvements internal control system
QM 4 To improve the implementation of action Improved compliance Reduction in slippage in
0.3
G3-4 plans
rate with established implementing agreed on deadlines action plans Contribution to the
QM 5 To contribute to the development and methodology and tools Implementation of implementation of performance and implementation of performance management 0.2
G3-4 management framework in Frontex performance in least one division management
DG H 1 A EN
2.5.4.5. Information and Transparency
Resource
Index Allocation
Goal Objective Outputs & Performance Indicators (FTE
Euros )
PR 1 To promote the mission, values and culture of Frontex to its staff members Tailored Intranet
website available to Increased customer
G3, G4 through introduction of communication tools and other best practices; user; satisfaction;
2.6.
To provide stakeholder and European citizens with information on the Agency’s activities in line with Frontex’ external communication strategy (FGR 2009)
Media Relations Further development 1.7
of Frontex’ external
General public relations communication 1.3
PR 2 strategy until end of
Audio Video content Q2 (not including Increased customer 1.0
G3-4 endorsement by MB). satisfaction;
Internet and social media Provide bulletins and 1.5
Events reports on extraordinary events 0.9
DG H 1 A EN
2.5.5. Internal Audit
FTE Financial Means 2009 2010 2009 2010
Internal Audit and Quality Management 1.7 33 1.7 50.000 50.000
Resource Allocation
Index
Goal Objective Outputs & Performance Indicators (FTE
Euros )
To audit the internal control system put in place in order to assess its effectiveness
IA 1 and, more generally, the performance of Performance of 2 – 4
the units in Frontex in implementing its audits according to a
G4 policies, projects and actions with a view risk assessment made
Number of audit reports; 1.7 50.000
to bringing about continuous in late 2009;
improvement;
5691/11 BM/cr 127
DG H 1 A EN
Annex 1 – Planned operational activities (alphabetic order)
Based on the output concluded after the meeting with representatives of the members of Frontex’ Management Board and considering the contributions received in preparation of the meeting (survey on areas on interest) as well as priorities expressed, the following indicative list has been elaborated. This list contains areas, and issues which will be covered by national activities carried out by the relevant authorities in the MSs and SACs.
Consequently, when developing the more detailed operational and tactical plans for 2011 the geographical and topical areas of interest expressed will have to be taken into consideration by the parties involved.
Planned operational activities (geographical, tactical, modus # of operandi or similar) MS/SAC
Eastern Balkan area and Eastern European area 10
rd
Cooperation with 3 countries, especially security arrangements 8
Immigration via Greece 4
Immigration from North West and Central Africa 2
Control of regular ferries in the area of the Straight of Gibraltar 1
Risk analysis; Exchange of information and experience 3
Workshops (unspecified) 1
Activities at external air borders 5
Supporting technically other host MS in terms of border surveillance and tactical activities for detection of irregular migrants at external land 5 borders.
Joint Return Operations 5
Joint Operations efficiency 2
Participation in RABIT exercises 2
Land border operations 1
‘Pulsar’ programme 1
Frontex’ involvement in chartering aircrafts itself and co-financing of JRO 1
Pilot Project ‘English for JO’. Cooperation with Baltic countries 4
Migration Criminality and Cross Border Crime 3 Abusing legal entry (students, family) 1
5691/11 BM/cr 128
DG H 1 A LIMITE EN
Annex 2 - Indicative list of topical areas of interest expressed by Member States
(alphabetical order)
Regarding the topical areas of interest the Member States were requested to indicate areas (products, services and activities) during a written procedure. During the meeting of representatives of the members of Frontex’ Management Board on 1 June 2010 each participating MS and SAC was given the opportunity to enrich the list and to express which priority they would apply to the related activities (1 – no priority, 5 highest priority). The collected contributions were used to generate an average and to identify those activities
which are seen as of high priority by the MS and SAC.
Product Proposed by Type of
Service # of MS/SAC Involvement Reasoning
Joint Operations
Contribution to common effort to EPN Secondment of tackle irregular migration,
Programm 1 experts utilization of existing technical
means, skills and knowledge; Frontex needs to carry out – continue – to coordinate operational activities
grouped under EPN Programme in 2011 3.6
National interest on target groups;
Irregular migration objectives. Efficiency and enhancement of experts ;
To continue the good cooperation with other
Secondment of colleagues; experts
Real and immediate effects of Hosting and mutual support rendered by JO Focal deploying country guest officers, long run benefits
Point 7 resulting from close and direct
Participant cooperation between officers, building their knowledge and
Hosting MS; experience; Secondment We would host GO in SI FPs in the same range than in 2010, in particular: Experts from ES, FR, DK, CH and IT are required at FP Obrežje; Experts from CZ, SK and PL are required at FP Jelšane during tourist season; Experts from PL, SK, CZ, AT and DE, are required at FP
DG H 1 A LIMITE EN
Gruškovje; Deployment of SI experts: false documents, stolen vehicles, border checks, border surveillance to HU, RO, BG or SK;
Frontex needs to carry out – continue – to coordinate operational activities
grouped under JO Focal Points in 2011 4.1
Frontex needs to carry out – continue – to coordinate operational activities
grouped under JO Focal Points (air) in 2011 4.4
Frontex needs to carry out – continue – to coordinate operational activities
grouped under JO Focal Points (land) in 2011 4.3
Frontex needs to carry out – continue – to coordinate operational activities
grouped under JO Focal Points (sea) in 2011 3.6
Irregular migration objectives ; Efficiency and enhancement of experts;
It is needed to target specific
Hosting and nationalities;
deploying country Deployment of false document
Secondment of experts;
JO experts
Hammer 6 Concentrating on hub third
Participant country airports of transit and origin should increase the
Hosting MS; ground staff’s awareness of forged documentation,
strengthen relationships with the ILO network, raise the knowledge and standard of the management of air borders and help combat trafficking and smuggling of human beings;
Frontex needs to carry out – continue – to coordinate operational activities
grouped under JO Hammer in 2011 4.3
Irregular migration objectives. Efficiency and enhancement of experts;
Hosting MS; There is a need of making control of flights coming from
JO Hubble some designated airports; 3 Participant
Secondment of Concentrating on hub third
experts country airports of transit and origin should increase the
ground staff’s awareness of forged documentation, strengthen relationships with the ILO network, raise the
DG H 1 A LIMITE EN
knowledge and standard of the management of air borders and help combat trafficking and smuggling of human beings;
Frontex needs to carry out – continue – to coordinate operational activities
grouped under JO Hubble in 2011 3.8
There is a risk that the control is JO Hera 1 Hosting MS gone the arrivals at the Canary
Islands will start again; Frontex needs to carry out – continue – to coordinate operational activities
grouped under JO Hera in 2011 2.7
There are a quite important JO
Hermes 1 Participant
number of boats which arrive at Spanish coast mainly at Sardinian coast;
Frontex needs to carry out – continue – to coordinate operational activities
grouped under JO Hermes in 2011 2.8
There are a quite important
JO Indalo 1 Hosting MS number of boats which arrive at Spanish coast mainly between
Granada and Murcia; Frontex needs to carry out – continue – to coordinate operational activities
grouped under JO Indalo in 2011 2.8
Tactical reasons to tackle irregular migration to CZ/EU from eastern and southern part of Europe and also solidarity
Deploying country regarding external land border protection;
JO Jupiter 3 Secondment of
experts Irregular migration objectives.
Hosting MS Efficiency and enhancement of experts;
Need to participate actively in the common operational effort of the region;
Frontex needs to carry out – continue – to coordinate operational activities
grouped under JO Jupiter in 2011 3.8
DG H 1 A LIMITE EN
Irregular migration objectives. Efficiency and enhancement of experts;
High number of Polish holiday makers travelling to and via Hungary and Slovenia create situational background which
Deploying country may be used by facilitators of irregular migration and which
JO Neptun 4 Secondment of needs to be monitored; experts
Area of detection of irregular Hosting MS migrants, stolen vehicles, false
documents and border surveillance. In three phases we would host less GO than in 2010 or host two phases only. Deployment of SI experts: false documents, stolen vehicles, border checks, border surveillance to HU and RO;
Frontex needs to carry out – continue – to coordinate operational activities
grouped under JO Neptune in 2011 3.9
Every year there is a big transit
Hosting MS of people from Europe to
JO Morocco, and the way back
Minerva 3 Secondment of during summer season;
experts Detecting of irregular migrants in
most affected ports of Spain; Frontex needs to carry out – continue – to coordinate operational activities
grouped under JO Minerva in 2011 3
Provides support to MS suffering from irregular migration pressures and gives a more informed picture of the routing and identities of irregular
Secondment of migrants; experts
Irregular migration objectives. JO Deploying country Efficiency and enhancement of
Poseidon 8 experts;
Participant Essential to control the land
Hosting MS borders with Turkey and also other Eastern land borders;
SI external borders remain the main gateway to Europe for the irregular migration routes;
DG H 1 A LIMITE EN
Obligation to contribute in the common effort of controlling and protecting the EU borders fulfilled in the region where own knowledge and experience can be used most effectively;
Detecting of irregular migrants in GR or BG;
Frontex needs to carry out – continue – to coordinate operational activities
grouped under JO Poseidon in 2011 4.5
Frontex needs to carry out – continue – to coordinate operational activities
grouped under JO Poseidon (sea) in 2011 4.4
Frontex needs to carry out – continue – to coordinate operational activities
grouped under JO Poseidon (land) in 2011 4.5
The priority of air borders protection of our service,
JO Pulsar 1 Hosting and deploying country improvement of international
operative cooperation, gaining and dispense experiences;
Frontex needs to carry out – continue – to coordinate operational activities
grouped under JO Pulsar in 2011 3.5
JO with
Russian Irregular immigrants changing
participatio 1 Hosting MS routs to EU via and from Asian
n countries;
Frontex needs to carry out – continue – to coordinate operational activities
grouped under JO with Russian participation in 2011 3.8
Difficulties made by private carrier to transport specific nationalities on scheduled flights;
Initiator and Common effort in combating with beneficiary irregular migration reflects to the adequate reaction to the
Beneficiary migration pressure;
Joint
Return 14 Hosting MS; Gaining experiences,
Operation participation in JRO is Secondment sometimes more convenient
then to repatriate the foreigner Participant; individually from financial point
of view; Observer
Irregular migration objectives. Efficiency and enhancement of experts;
Essential the repatriation of the
DG H 1 A LIMITE EN
irregular immigrants and mainly those who have criminal records;
Difficulties made by private carrier to transport specific nationalities on scheduled flights due to carrier quotas, returnees behavior, and captain -on- board willing;
Operational need;
Difficulties on managing joint return flight. Don’t have much experience on that issue. Difficulties with 3 rd countries embassies, for e.g. Republic of Congo. No best practice examples. Difficulties made by private carrier to transport specific nationalities on scheduled flights due to airlines, which are operating in Lithuania;
Individual return flights are difficult to be arranged (especially in case of violent returnees) and expensive Range of SI participation in 2011will depend on number and nationality of aliens;
Exchange of valuable information in tactical level, exchange of professional experiences, cooperation with other Frontex sectors, European agencies and neighboring countries;
Effective return operations are the best deterrent to irregular migration. Working together with Frontex and MS helps strengthen our return operations and sends a strong message to would be irregular migrants from source countries;
Frontex needs to carry out – continue – to coordinate operational activities
grouped under Joint Return Operation in 2011 4.4
DG H 1 A LIMITE EN
Pilot Projects
Irregular migration objectives.
PP Attica 1 Secondment of experts Efficiency and enhancement of
experts; Frontex needs to carry out – continue – to coordinate operational activities
grouped under PP Attica in 2011 3.9
PP with Based on practical experience of
Baltic participating in JO of sea.
States 2 Participant Different geographical areas causing some practical problems
to the participating experts; Frontex needs to carry out – continue – to coordinate operational activities
grouped under PP with Baltic States in 2011 3
Irregular migration objectives.
PP Participant; Hosting Efficiency and enhancement of
Detection MS experts;
of stolen 2
cars Hosting MS International exchange of information and experiences
concerning of stolen cars; Frontex needs to carry out – continue – to coordinate operational activities
grouped under PP Detection of stolen cars in 2011 3.4
Irregular migration objectives.
PP Heads Secondment of Efficiency and enhancement of
of Airport 2 experts experts;
conference Participant
Participation with 1 participant; Frontex needs to carry out – continue – to coordinate operational activities
grouped under PP Heads of Airports conference in 2011 3.4
PP
Interview 1 Secondment of
Irregular migration objectives.
methods experts
Efficiency and enhancement of experts;
Frontex needs to carry out – continue – to coordinate operational activities
grouped under PP Interview methods in 2011 4
PP FOSS 2 Secondment of
Irregular migration objectives.
experts Efficiency and enhancement of experts;
Frontex needs to carry out – continue – to coordinate operational activities
grouped under PP FOSS in 2011 3.8
Others
Improvement of operational FOO 1 Observer cooperation and cost
effectiveness; Frontex needs to carry out – continue – to coordinate operational activities
grouped under FOO in 2011 3.6
DG H 1 A LIMITE EN
Need to prepare for crisis situation and practice emergency
Initiator and procedures of deploying human
RABIT 2 beneficiary resources and technical assets;
Hosting MS Expectation of higher volume of foreigners for short period of time;
Frontex needs to carry out – continue – to coordinate operational activities
grouped under RABIT in 2011 3.8
Improvement of level of knowledge ; Improvement of interoperability;
RAU
FRAN 2
Sharing of information on Participant migration trends is clearly the
best way to target Frontex joint operations and the real problems faced by MS in the management of their borders;
Frontex needs to carry out – continue – to coordinate operational activities
grouped under RAU FRAN in 2011 4.5
Dog expert Training; Dog Handler Manual;
Sharing our experience with other MS;
Best practices exchange; Improvement of analytical capacity;
Training Participant Commonly organized trainings
(unspecifie 5 give access to wider range of
-
d)Initiator and beneficiary expertise and knowledge than a
country or a training center (no matter how large) can offer or provide; the wider exchange of experience the better
This is fundamental in raising the standard of border guards and providing a common interpretation of applicable legislation;
Frontex needs to carry out – continue – to coordinate operational activities
grouped under Training in 2011 4.5
DG H 1 A LIMITE EN
The sharing of MS and Workshop FRONTEX experience in the key
on issues allowing other MS to problemati 1 Beneficiary adopt the best approach in
c 3 rd negotiating agreements or better
countries the identification and return processes
5691/11 BM/cr 137
DG H 1 A LIMITE EN
The EU Monitor enables its users to keep track of the European process of lawmaking, focusing on the relevant dossiers. It automatically signals developments in your chosen topics of interest. Apologies to unregistered users, we can no longer add new users.This service will discontinue in the near future.