Frontex Programme of Work 2013 - Hoofdinhoud

COUNCIL OF Brussels, 20 February 2013 THE EUROPEAN UNION

6257/13

FRONT 7 COSI 18 COMIX 84

NOTE

from: General Secretariat

to : Working Party on Frontiers/Mixed Committee

(EU-Iceland/Liechtenstein/Norway/Switzerland

No. prev. doc.: 6514/12 FRONT 21 COMIX 95

Subject: Frontex Programme of Work 2013

Delegations will find attached the Frontex Programme of Work for 2013.

DG D 1 A EN

Warsaw, 13-12-2012

Reg. No

Ref.

Frontex`Programme

of Work 2013

Table of Contents

EXECUTIVE SUMMARY 5

1. GENERAL PART 11

1.1. I NTRODUCTION 11 1.2. M ISSION 11 1.3. V ISION 12 1.4. V ALUES 12 1.5. A PPROACH TAKEN 12

1.5.1. G OAL ORIENTED APPROACH 12 1.5.2. I DENTIFICATION OF P ROGRAMMES , P ROJECTS , P RODUCTS AND S ERVICES 13 1.5.3. O BJECTIVES AND O UTPUTS 14

1.6. E NVIRONMENTAL S CANNING 15

1.6.1. T ENTATIVE LIST OF GENERIC ISSUES DIRECTLY OR INDIRECTLY INFLUENCING ELEMENTS OF THE WORK OF F RONTEX DURING 2013 15 1.6.2. A MENDED F RONTEX R EGULATION – I MPLEMENTATION M EASURES 16 1.6.3. E UROSUR 17

1.7. R ISKS IDENTIFIED IN THE ARA 2012 AND OUTLOOK OF THE SITUATION AT THE EXTERNAL BORDERS IN 2013 18 1.7.1. R ISK OF LARGE AND SUSTAINED NUMBERS OF ILLEGAL BORDER - CROSSINGS AT THE EXTERNAL LAND AND SEA BORDER WITH T URKEY 18 1.7.2. R ISK OF DOCUMENT FRAUD TO CIRCUMVENT BORDER - CONTROL MEASURES 19 1.7.3. R ISK OF RENEWED LARGE NUMBERS OF ILLEGAL BORDER - CROSSINGS AT THE SOUTHERN MARITIME BORDER 19

1.7.4. R ISK OF BORDER - CONTROL AUTHORITIES FACED WITH LARGE NUMBERS OF PEOPLE IN SEARCH OF INTERNATIONAL PROTECTION 20 1.7.5. R ISK OF INCREASED FACILITATION OF SECONDARY MOVEMENTS OF ILLEGAL STAYERS IN THE EU 21 1.7.6. R ISK OF LESS EFFECTIVE BORDER CONTROL DUE TO A CHANGING OPERATIONAL ENVIRONMENT 21 1.7.7. R ISK OF ABUSE OF NEW LEGAL TRAVEL CHANNELS TO ENTER AND SUB - SEQUENT ILLEGAL STAY IN THE EU 22 1.7.8. R ISK OF BORDER - CONTROL AUTHORITIES INCREASINGLY CONFRONTED WITH CROSS - BORDER CRIMES AND TRAVELLERS WITH THE INTENT TO COMMIT CRIME OR TERRORISM WITHIN THE EU 23

1.8. R ISK BASED STATEMENT ON OPERATIONAL MITIGATION MEASURES NEEDED INCLUDING AREAS CONCERNED 24

1.9. F INANCIAL AND H UMAN R ESOURCES TO PURSUE F RONTEX ’ S TRATEGY 27

2. FRONTEX’ KEY BUSINESS AREAS AND RELATED OBJECTIVES 32

2.1. G OVERNANCE AND P RIORITIZATION 32 2.1.1. P ERFORMANCE AND G OVERNANCE I NDICATORS 32 2.1.2. P RIORITIZATION - M ETHODOLOGY 33

2.2. F RONTEX ’ PORTFOLIO ( OPERATIONAL PROGRAMMING ) 34 2.3. O VERVIEW OF O BJECTIVES , O UTPUTS (P ROJECTS /P RODUCTS /S ERVICE ), P ERFORMANCE I NDICATORS AND R ESOURCE A LLOCATION 35

2.3.1. O PERATIONS D IVISION 36 2.3.2. C APACITY B UILDING D IVISION 59

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2.3.3. A DMINISTRATION D IVISION 79 2.3.4. D IRECTORATE AND E XECUTIVE S UPPORT 88 2.3.5. I NTERNAL A UDIT 101 2.3.6. F UNDAMENTAL R IGHTS O FFICER (C ONSULTATIVE F ORUM ) 102

ANNEX 1 – CAPACITY BUILDING PORTFOLIO 104

ANNEX 2 – ADMINISTRATION PORTFLOIO 127

ANNEX 3 – GOVERNANCE INDICATORS 135

ANNEX 4 – PROCUREMENT PLAN 2013 141

Table of Figures

FIGURE 1: DEVELOPMENT OF FINANCIAL MEANS (2005-2013) ...........................................................................28 FIGURE 2: DEVELOPMENT OF STAFF (2005-2013) ................................................................................................30

Tables

TABLE 1: DEVELOPMENT OF FINANCIAL RESOURCES (2011 - 2013).............ERROR! BOOKMARK NOT DEFINED. TABLE 2: OVERVIEW OF FINANCIAL RESOURCES ALLOCATED TO ADMINISTRATIVE ACTIVITIES (2011 - 2013)

...................................................................................................................... ERROR! BOOKMARK NOT DEFINED. TABLE 3: OVERVIEW OF FINANCIAL RESOURCES ALLOCATED TO OPERATIONAL ACTIVITIES (2011 - 2013)

...................................................................................................................... ERROR! BOOKMARK NOT DEFINED.

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Executive Summary

The Programme of Work 1 is Frontex’ operative plan against which the reporting for

governance purposes (assessing and evaluating operational activities initiated and implemented during the relevant) will be done. It proposes and outlines Frontex’ areas of possible activities for the year in question.

Compared to previous years the following issues will drive changes to the structure and allocation of resources reflected in the annual programme of work:

• the further development and implementation of the EUROSUR system, • the operational support to Greece aimed at building sustainable capacity for border

management, giving added value at the EU level,

• further and refined implementation measures related to the amended Frontex

Regulation (‘move from SHALL to MAY’)

• the utilization of new structures (EBGT) and types of officers (seconded guest officer

and Frontex’ coordination officer - FCO) including training;

Considering the high number of new tasks and responsibilities to be taken care of by Frontex, the increase in financial contributions is relatively low. Financing these tasks will also be achieved by slowing down implementation measures related to non-mandatory tasks and responsibilities.

In EUR Budget 2011 N3 DB 2012 DB 2013 N2

I. Subsidy from the European Union 111 000 000 84 000 000 79 500 000 entered in the general budget of the EU

(18 02 03)

II. Contributions from countries associated 6 337 000 4 758 000 5 207 100 with the implementation, application

and development of the Schengen

Acquis 2

III. Contributions from the UK and Ireland 850 000 820 000 1 000 000

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;

2 Based on GNI figures as published by Eurostat on 10 January 2011. The GNI figures are regularly

revised by Eurostat and a final figure will only appear after some years.

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IV. Any voluntary contribution from the p.m. p.m. p.m. Member States

TOTAL 118 187 000 89 578 000 85 707 100

V. Earmarked revenue p.m. p.m. p.m.

118 187 000 89 578 000 85 707 100

The financing of those new and increased demands will also be done by shifting resources from operational and other activities which will directly and indirectly benefit from new systems such as EUROSUR and EBGT, seconded guest officers and FCO, but also by allocating additional resources to activities.

2013 will see a net increase of two staff member. The growth of temporary agents (+10) will be compensated by a reduction in the number of contract agents (-4) and seconded national experts (-5). The positions for temporary staff will be allocated to External Relations, Risk Analysis, Frontex’ Situation Centre, Information and Communication Technology, Joint Operations Unit and Research & Development.

Types of post Occupied on 2012 Proposal for 31.12.2011 2013

Approved by the Budgetary Authority

Temporary Agents - AD 86 87 97 Temporary Agents - AST 55 56 56

Subtotal Establishment 141 143 153 plan

Contract Agents (CA) 85 88 3 85 4

Seconded National Experts 78 83 78 (SNE)

304 314 316

3 Early in 2011, because of urgent needs, a decision was made by the Executive Director to hire two

additional Contract Agents.

In May 2011, in relation to the developments in the Mediterranean Region, 6 additional Contract Agents and 6 additional SNE posts were created.

At the end of 2011 an additional SNE post was established due to the need for strengthening the protection of the Senior Management.

4 Currently it can’t be decided from which entities the three CA positions will be taken. Each renewal of a

CA position, due to be done during 2013, will be used to evaluate the needs of the Agency against the priorities set to make sure that the reduction of 3 CA position is executed until end of 2013.

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During 2013 the ratio between administrative and operational expenditure will be at the level of 37%. Direct operational expenditures will amount to 63 % of the budget in 2013; which (overall) will be a decrease of 3.9 M € compared to the budget for 2012.

Commitments Payments Budget 2012 N2 Draft Budget 2011 2011 2013

Title 1 – 20 526 894 20 230 217 20 550 000 21 641 000

Staff related expenditure

Title 2 – 9 935 981 7 468 725 10 077 000 9 758 100

other administrative expenditure

Subtotal 30 462 875 27 698 943 30 627 000 31 399 100

administrative

expenditure

26% 36% 34% 37%

Title 3 85 956 281 49 972 320 58 951 000 54 308 000

74% 64% 66% 63%

Total 116 419 156 77 671 262 89 578 000 85 707 100

When comparing the budget allocations of different years, changes during the year should be taken into consideration. Despite that, the following paragraphs compare the figures for 2013 with the figures for 2012 after the second budget amendment (released as part of the operational contingency package).

The largest part of Frontex’ budget is allocated to Joint Operations. This is in order to further improve the capabilities of Member States to tackle demanding situations and also to enhance Frontex’ capabilities and effectiveness in coordinating the operational activities of the Member States and Schengen Associated Countries based on risk analysis. Such risk analysis enables better focusing on the main routes of irregular migration and the enhancement of the impact of border management on fighting crime at the external borders.

During the 39 th meeting of Frontex’ Management Board (MB) the mandate for the Frontex

Operational Office (FOO) pilot was extended until the end of 2013. Consequently, and as was done during previous years, the pilot will be financed and staffed via reallocations from within Frontex’ budget. The FOO is not shown as a separate entity, and resources assigned to the functions of the FOO are only reflected in the regular functional structure of the head

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quarters (e.g. Joint Operations Unit, Risk Analysis Unit, Frontex Situation Centre, Pooled Resources Unit, Human Resources and Services, Information and Communication Technology Unit).

Joint Operations and Pilot Projects at Land Borders will require an amount of 9.4 M EUR (+4.1 M EUR) to tackle irregular migration flows and to enhance the impact on crime fighting at the EU’s external borders by targeting the Eastern Mediterranean and Balkan routes as well as Eastern routes where appropriate.

Joint Operations and Pilot Projects at Sea Borders will be, as in earlier years, the recipients of the biggest share of Frontex budget allocations, with an allocated amount of 20.1 M EUR (- 8.2 M EUR). Strengthening the Member States’ operational capacity to cover increased operational areas and implementation periods will enhance the tackling of irregular migration flows on routes identified by risk analysis.

Air Borders will have a budget of 2.3 M EUR (+ 0.1 M EUR) for the further implementation of a flexible approach to fluctuations in the phenomena of irregular migration and crime fighting mainly by utilising Focal Points at various airports identified by risk analysis.

Return Operations will intensify their capacity building activities (assistance to Greece) and maintain their support for Member States and SACs organizing joint return operations. A slightly decreased budget of 10.0 M € (-0.2 M €) will be made available.

Within the Operations Division, a certain percentage of the financial means allocated to units and sectors have been ‘earmarked’ (arg: centralized operational reserve). This will be used as a means to cover activities in case of a reprioritization due to changes to the migration situation/risks. Consequently, those amounts (which will remain assigned to certain objectives of the units/sectors) will follow an enhanced approval process prior to the issuance of a financial commitment.

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 € (+0.1 M €) will be made available to improve the quality of these products and services, to produce several periodical and ad hoc risk assessments, and to provide analytical support to operational activities of the Agency.

Frontex Situation Centre (FSC) will maintain situational awareness, support risk analysis and assist emergency/crisis management processes through further increased operability provided by a 9/7 service (1.4 M €);

The development and implementation of projects related to Eurosur (ESP, CPIP, CONOPS) will require significant allocations of resources, in addition to what is described subsequently in this report; this follows the outcome of COM Financial Impact Assessment study carried out in 2011, and reads: for RAU + 1.5 M EUR, for FSC +1.4 M EUR.

In 2013 Research & Development activities will have a budget of 1.3 M € to drive the process of the harmonization and development of standards - both operational and technical - for border control; this is in order to keep Member States informed about new technical/technological developments in the field of border controls and to represent the common interests of the Member States in border security research.

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In 2013 Frontex, together with the Member States, will focus on the continued development of EUROSUR. An amount of 2.24 M € (+0.9 M €) will be used for ensuring the EUROSUR network is further extended, secured and maintained.

Training activities fall broadly into the following 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 4.5 M € (+0.5 M €) will be made available for different activities. In addition, Frontex will actively contribute to the European Training Scheme (ETS) in close cooperation with CEPOL.

With a budget of 1.0 M € Pooled Resources will manage and further develop the European Border Guard Teams and Technical Equipment Pools. By increasing the availability and deployability of operational resources for joint operations, technical and operational assistance, and rapid operational assistance, Frontex’ response capacity will be strengthened.

Increased tasks will only allow for the stabilizing of primary operational activities but shall lead to an overall increase of training activities by 14% during 2013.

Regarding the list of governance indicators used by Frontex, the following targets have been established for a selection of them.

The Participation Index (PA_PART) should be kept at the same level as during 2011 (average: 25)

The usage of pools (PA_POOL-UTL) should be increased from the current level of 17% to 40% through a better tailoring of profiles and availability (arg: EBGT) .

The ratio for the implementation of the operational plans (EFF_OP_PLAN_HR and EFF_OP_PLAN_TE) should be kept at the same level as during 2011/2012 (annual average is 90%).

Stabilizing the level of the external contribution ratio (EFF_EX_CTRB) at 85% will allow Frontex’ product delivery ratio (EFF_TIMELINESS) to remain at the level of 2011/2012 (100%). At the same time, the customer satisfaction level (IM_SAT_LVL) should increase from 3.8 to 4.2 (average).

Increasing the joint character of operational activities should enable Frontex to decrease the resources ratios - HR Host and TE Host – (IM_RES_HR and IM_RES_TE). As the figures vary significantly between the different types of borders, the focus will be on sea borders with a current value of 63%.

The monitoring of these indicators, together with the further implementation of measures to fulfill the Internal Control Standards, should guarantee governance and management of Frontex towards its strategic goals.

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The Programme of Work is grouped in a way that allows the reader to assess the plans for 2013 in two different ways:

• 1. 

  Following the functional structure of Frontex or 2. Following Frontex’ portfolio.

The first part of the document ( General Part) starts with an Introduction and outlines Frontex’ Mission and Vision and the Approach taken. The Environmental Scanning section briefly touches on Frontex’ societal environment and elaborates in more detail on the implementation of the amended Frontex’ Regulation and the (draft) Eurosur Regulation. The chapter closes with an elaboration on Risks encountered, Mitigation measures proposed and an overview of the human and financial resources needed to implement the suggested activities.

As indicated by the heading, this chapter is required to be read regardless of the perspective the reader would prefer to take for the rest of the document.

The second part of the document ( Frontex’ Key Business Areas) follows the functional structure of Frontex and contains, after a short explanation of prioritization and performance indicators, an overview of objectives, outputs (projects/products/services), performance indicators and resource allocations per unit.

The third part consists of a number of attached annexes (Annex 1 – Annex 4) and follows a holistic approach elaborating on the elements of Frontex’ integrated portfolio.

Annex 1 and 2 elaborate on the Capacity Building and Administration Portfolios. Annex 3 summarized the indicators used to measure the performance of Frontex (including targets). Annex 4 contains an overview of procurement procedures to be launched during 2013. Frontex’ Operational Portfolio, contained in Annex 5, has been classified as ‘RESTREINT UE’ due to its sensitive content, the disclosure of which would jeopardize and seriously harm the success of MS driven and supported operational activities coordinated by Frontex.

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1. General Part

1.1. Introduction

The Programme of Work, as mentioned by the Frontex Regulation 5 , aims to outline and agree

on Frontex’ areas of possible activities for the year in question.

The Programme of Work balances transparency, security and flexibility, allowing Frontex to adjust its activities by making use of its operational independence (“room to maneuver”).

This preliminary Programme of Work 2013 strives for:

• 1. 

  Alignment with Frontex’ Multi Annual Plan 2013 - 2016, 2. Sustained delivery of established “Products” and “Services” (including further development), clustered into Portfolios, and further into Programmes, and 3. Initiation and execution of new initiatives (Projects or Programmes)

As a planning tool, the programme of work will undergo minor or even significant changes during the year of its realization. As such, changes to the assignment of human and financial resources to objectives in chapter 2.3. might occur. Any such changes will have to be reasoned and justified and will, depending on the impact and the margins established, undergo an internal or external validation and approval process; involving Frontex’ Management Board in the latter case.

1.2. Mission

Frontex supports, coordinates and develops European border management in line with the EU fundamental rights charter.

Frontex supports the Member States 6 (MS) to achieve an efficient, high and uniform level of

border control.

Frontex coordinates operational and EU measures to jointly respond to exceptional situations at the external borders.

5 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 (No 1168/2011 of 22 November 2011)

6 The term ‘Member State’ as used in this document includes Member States of the European Union and

Schengen Associated Countries

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Frontex develops capacities at the Member State and European level as combined instruments to tackle challenges of migration flows, serious organized crime and terrorism at the external borders

1.3. Vision

Frontex is the trustworthy European Border Agency, strengthening the European area of Freedom, Security and Justice by supporting the Member States to keep up with their responsibilities.

Frontex applies the concept of Integrated Border Management and promotes a European border culture based on the full respect of EU fundamental rights.

Professional staff and a set of operational and administrative capabilities enable Frontex to add value to the European Union.

1.4. Values

Within a team-work focused framework, enabled by open communication, Frontex’ staff members share and live the corporate values. Consequently, they perform their activities in a highly professional way. Humanity links Frontex’ activities with fundamental rights as an unconditional and integral component of effective integrated border management resulting in trust in Frontex

1.5. Approach taken

1.5.1. Goal oriented approach

Frontex continues to apply a goal oriented approach. The identification of goals enables the Agency to apply multi-annual planning. The initial goals (Awareness, Response, Interoperability, and Performance) have been redefined. Development, Situational Awareness, Supporting Response, Emergency Response, Organization, and Staff will be the six goals forming the basis for the elaboration of Frontex’ objectives and outputs as contained in the annual Programme of Work.

Development

Frontex strengthens Member States border management capacity to its full potential by using its portfolio as a whole, promoting interoperability and harmonization, and by prioritizing measures impacting at the European level.

Situational Awareness

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Frontex creates and delivers comprehensive analysis supporting the Member States and serving as a basis for operational cooperation and for meeting the needs of European institutions.

Supporting Response

Frontex delivers well targeted joint operations at sea-, land- and air borders and joint return operations, thus

• strengthening the capacity of the Member States under the greatest pressure, • enhancing proactive responses to significant uncertainties at external borders, and • safeguarding positive achievements in demanding situations.

Emergency Response

Frontex provides timely and structured responses to the EU and the Member States in exceptional situations at the external borders.

Organization

Frontex operates through an effective and flexible organizational structure that enables the concerted delivery of services and products.

Activities are continuously prioritized and result oriented.

Sound and transparent governance strengthens cost-effectiveness and the positive reputation of the agency.

Staff

Staff is Frontex’ most valuable asset.

Frontex has professional and motivated staff, fully committed to providing optimal input to the objectives and values of the agency.

Frontex is an attractive and fair employer that takes care of its staff, and systematically develops its capabilities and the working conditions.

1.5.2. Identification of Programmes, Projects, Products and Services

In 2013 Frontex will continue to further strengthen its Portfolio (Programmes) of Products and Services by refining quality, but also establish new products and services.

During the last few years several Member States and the Commission have strongly addressed the issue of transforming Frontex’ activities into mid to long term deliverables. But ‘zero growth’ and changing demands advocate revising the applied approach. Operations have to be needs based. Consequently, as well as newly launched operational activities, the continuation of operational activities must be based on updated risk analysis. Frontex will continue to

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address permanent and temporary needs in a tailored and satisfying way by grouping products, services and projects into programmes and portfolios.

Portfolios/Programmes have a mid to long term scope which allows to arrange and rearrange individual operational activities in adjustment to changes of needs. The assessment of needs is done in a cyclical way. It is well understood that this timeframe must be aligned with the ones applied by Frontex stakeholders at the operational and political level (e.g. Stockholm

Programme and Action Plan implementing the Stockholm Programme 7 ).

The configuration of portfolios/programmes follows different approaches such as addressing a specific geographic area, application of a harmonized operational approach, achievement of cross cutting objectives under one management, or clustering activities. This allows for the addressing of the core of a problem instead of tackling solely its consequences. Furthermore, this also enables the assessment of outcomes and their ability to satisfy the customers’ expectations; defined as the impact of such activities.

Projects will remain in the portfolio of the Agency, used for time limited activities of a nonrecurring nature. Projects will also be carried out to develop, design and implement new tools with the aim of making them permanent products and services of the Agency.

Frontex’ products and services will be clustered into mid to long term programmes. The clustering can be either vertical (within one division/unit) or horizontal (linking the activities of different divisions/units into one entity).

1.5.3. Objectives and Outputs

Frontex understands objectives as end results of planned activities, stating what is to be accomplished, by when, and quantified if possible. These should be operationally related statements of outputs, contributing to the achievement of a particular goal with a clear ownership.

The description of objectives, mentioned in the Programme of Work 2013, 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.

Regarding the achievement of objectives and the delivery of outputs, the strict application of a zero growth policy will negatively impact on Frontex’ ability to perform to its stakeholders’ expectations. Especially as those expectations have been increased by Frontex’ amended mandate and tasks.

• Availability of financial resources:

7 Council document 17024/09, adopted by the European Council on 10/11 December 2009 and COM

(2010) 171

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An increased demand – with tasking remaining at the same level – would actually require an increased input of financial resources (effectiveness). Zero growth does not allow for a directly increased input but will require the redistribution of available financial resources to identified priorities as an initial mitigation measure.

The current utilisation level of financial resources offers only a small ‘buffer’ to be used for enhanced operational activities. This, together with the increased efficiency of coordinating activities to be carried out by Frontex’, could be sufficient to counter the increased needs even with unchanged financial resources available.

• Availability/utilisation of human resources:

The situation is different with regard to human resources. The development and deployment of Frontex products and services is driven and performed by Frontex’ staff (including different types of SNEs). The utilisation of synergies, reassignments and merger of tasks, and internal redeployment are fully leveraged (efficiency – e.g. FOO pilot). Only the proposed increase of staff will allow Frontex to fulfill those new tasks as foreseen in the amended Frontex regulation. Additionally, the newly created function of ‘seconded guest officer’ will be utilised initially as a measure to cope with the short term need for additional resources for operational purposes.

1.6. Environmental Scanning

Frontex does not act in a stable environment, immune to externalities such as political, economical, social, technological, legal or environmental factors. These factors determine and, directly or indirectly (via an intermediate), have an effect on 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 section is to make the governing body and the European institutions aware of the factors that Frontex is exposed to and which, directly or indirectly, might have an impact on the implementation of the proposed Programme of Work.

Environmental scanning is an ongoing process that could lead to changes of high or low significance. The findings of numerous environmental scanning’s are contained in core documents, such as the Annual and Semiannual Risk Assessments, but also in quarterly reports such as the FRAN quarterlies and Tailored Risk Assessments focusing on a particular issue.

1.6.1. Tentative list of generic issues directly or indirectly influencing elements of the work of Frontex during 2013

• Lisbon Treaty and the Fundamental Rights Charter;

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• The enlargement of the European Union and the Schengen area; • The Stockholm Programme; • The Internal Security Strategy; • The amended Frontex Regulation; • Council Conclusions • Conclusion of working and readmission agreements; • The current and proposed EU Multiannual Financial Framework (2014 – 2020); • The financial situation within the public sectors of Member States, within the EU and

the subsequent ‘zero-growth-policy’;

• The political developments in Third Countries of origin or transit for irregular

migration;

• The establishment of the European Border Surveillance System (EUROSUR) and the

Smart Borders Initiative;

1.6.2. Amended Frontex Regulation – Implementation Measures

During 2012 Frontex has started to implement measures to cope with changes and amendments to its legal framework. The following table highlights subjects that have not been (fully) implemented yet but will start, continue or end during 2013.

ART. SUBJECT TIMELINE

2.2 ED shall inform on bilateral operational cooperation Q2 (complementing Frontex’ action) between MSs and between MSs

and third countries

3.3 Transmission to the MB of the detailed evaluation reports of Joint Within 60 days after Operations and Pilot Projects the end of JO/PP

7.1 Acquisition of own technical equipment entailing significant costs Q3 (with the Agency’s budget)

7.5 Rules relating to technical equipment (overall minimum numbers, March conditions of deployment and the reimbursement of costs)

(Q3 2012 MB decision on concept

and methodology)

7.6 Report on the composition and deployment of equipment forming Monthly part of the technical pool

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11c.3 Processing of personal data collected during joint operations, pilot Q3 projects and rapid interventions – cooperation with Europol

14.3 Deployment of LO in third countries and the list of priorities for Q2 their deployment.

15a HQ Agreement Q1 8

17.4 Implementing measures in agreement with COM pursuant to the On a needs basis arrangements provided for in article 110 of the Staff Regulation

20.2 Agency’s Multi Annual Plan outlining the future long term strategy Q3 (i)

2.1 (i) Provide necessary assistance to the development and operation of 2012 onwards EUROSUR

5 Establish an exchange programme for national border guards Q2 participating in the EBGT

For a more detailed scanning, focusing on other political, economical, social, technical, environmental, and legal issues directly or indirectly impacting on Frontex’ societal and task environment, other documents such as the ARA 2012, SARA 2011, or FRAN quarterlies may be consulted.

1.6.3. Eurosur

The EUROSUR regulation is scheduled to enter into force on 1 October 2013, establishing a framework for information sharing and improving situational awareness and reaction capabilities. The EUROSUR network has been in use for the exchange of operational information since the end of 2011 and the number of connected MSs, as well as the scope of the provided services, has steadily increased.

In 2013 the Frontex EUROSUR Programme will continue to prepare Frontex and the Member States for the entry into force of the Regulation. The Network will be enhanced and expanded to all Member States, the common surveillance tools will be tested and evaluated, and the European Situational Picture, as well as the Common Pre-Frontier Intelligence Picture, will be further developed. Overall, EUROSUR will form an increasingly important framework for Frontex operational activities.

Frontex will ensure that the investments bring the expected benefits for the Member States. Internal reallocations of resources and the realignment of activities will enable Frontex to provide many of the services already from 1 October 2013. However, to fully implement all

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parts of the Regulation (e.g. full services on a 24/7 basis, comprehensive services regarding the common surveillance tools and operational management) will require additional resources and shall reach beyond 2013.

1.7. Risks identified in the ARA 2012 and outlook of the situation at the external borders in 2013

The following risks at the external borders of the EU were identified according to the results of an annual risk analysis process involving Member State analysts participating in the Frontex Risk Analysis Network. They represent the main risks identified by the Frontex Risk Analysis Unit after an Annual Analytical Review with Member State analysts.

The risks presented are a summary of the risks presented in the restricted version of the Annual Risk Analysis 2012 for the Frontex Management Board. This summary does not contain references to identified vulnerabilities, nor proposals for recommendations that were presented to the Frontex Management Board as a basis for their discussions in elaborating the Programme of Work for 2013.

They are primarily aimed for strategic and long term planning purposes, and require specific tailored analysis for tactical and operational decisions.

1.7.1. Risk of large and sustained numbers of illegal border-crossings at the external land and sea border with Turkey

The border between Greece and Turkey is very likely to remain in 2013 among the main areas for detections of illegal border crossing along the external border, at levels similar to those reported between 2008 and 2011, i.e. between 40 000 and 57 000 detections per annum.

This area of the external border neighbours Turkey and offers a natural transit bridge with Asia, which contains many source countries for migrants hoping to illegally cross the border into the EU. This situation is largely exploited by facilitators, in particular at the land border between Turkey and Greece. The challenge is ever increasing, as criminal groups continue to develop their networks and practices across the Greek-Turkish borders.

The majority of migrants are expected to come from Asian countries particularly Afghanistan, Iran and Pakistan, pushed by poor living conditions at home and pulled by the presence of a large number of fellow citizens already in the EU, relatively low return risks at this particular border section compared to other border sections like air borders, rumours spread among migrants about the benefits available in EU Member States and long-term established perceptions about the apparent ease of crossing illegally into the EU which is also fed back from recent successes.

Depending on the political situation, migrants from the Middle East may increasingly join the flow. In addition, migrants from northern and western Africa, willing to illegally cross the EU external borders, are expected to increasingly take advantage of Turkish visa policies, that grant visas to a different set of nationalities than the EU does, and the expansion of Turkish

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Airlines, which assists them in transiting through the Turkish air borders and subsequently offers the opportunity to attempt to enter the EU illegally, either by air or through the neighbouring land or sea borders. As a result, border-control authorities will increasingly be confronted with a wider variety of nationalities, and probably also a greater diversity of facilitation networks, further complicating the tasks of law-enforcement authorities.

This risk is interlinked with the risk of criminal groups facilitating secondary movements and the risk of border-control authorities faced with large flows of people in search of international protection.

1.7.2. Risk of document fraud to circumvent border-control measures

The use of biometric travel documents renders document fraud increasingly difficult. Nevertheless, facilitators are developing new techniques to circumvent biometric checks, such as using supporting documents to fraudulently obtain authentic travel documents, or using impostor techniques. Consistent with the distribution of regular passengers among border types (land, air and sea), this risk is mostly associated with passenger entries at the external air borders, and to a lesser extent at the land borders.

Fraud is expected mostly among EU travel documents (e.g. passports, visas and ID cards) and there are indications of a shift away from the use of passports towards less sophisticated documents such as ID cards and residence permits.

Member States experience pressure from an extensive range of forgery techniques applied to many types of documents and used by a very wide assortment of nationalities. Such a broad landscape of document fraud inevitably renders profiling and effective control extremely challenging, and confirms the utility of developing systematic analyses, alerts and operational support at the EU level.

Document fraud allows migrants to illegally enter the territory of a Member State, and then to move freely within the EU. In addition, assuming a false identity and operating within black markets seriously undermines international criminal investigations, national social systems and the ability of any state to effectively manage and protect its legitimate communities. Document fraud progressively demands closer and stronger links to organised crime because modern documents require more skilled and expensive techniques to produce quality forgeries, and because the emerging trend of impersonation has created an illegal market place for large volumes of stolen or complicity supplied documents.

1.7.3. Risk of renewed large numbers of illegal border-crossings at the southern maritime border

The likelihood of large numbers of illegal border-crossings at the southern maritime border remains very high, either in the form of sporadic episodes similar to those reported in 2011 or in sustained flows on specific routes originating from Africa.

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Irregular-migration flows at the southern maritime borders are expected to be concentrated within one of three known routes, i.e. the Central Mediterranean route, the Western Mediterranean route or the Western African route. Larger flows are more likely to develop on the Central Mediterranean route than on the other two routes, mostly because of its proximity to Tunisia, Libya and Egypt, where political instability and high unemployment rates among young people is pushing citizens away from their countries and where there is evidence of well-organised facilitation networks.

On the Western Mediterranean route, the situation remains of concern because of the increasing trend of illegal border-crossings reported throughout 2011. According to reported detections, the situation on the Western African route has been mostly under control since 2008 but remains critically dependant of the implementation of effective return agreements between Spain and western African countries. Should these agreements be jeopardised, irregular migration, pushed by high unemployment and poverty, is likely to resume quickly despite increased surveillance.

The composition of the immigration flow is dependent on the route and the countries of departure, but includes a large majority of western and North Africans. Mostly economically driven, irregular migration on these routes is also increasingly a result of the humanitarian crisis in western and northern African countries. Facilitators are increasingly recruiting their candidates for illegal border-crossings from the group that is most vulnerable to THB, i.e. women and children, causing increasing challenges for border control authorities.

1.7.4. Risk of border-control authorities faced with large numbers of people in search of international protection

Given the currently volatile and unstable security situation in the vicinity of the EU, there is an increasing risk of political and humanitarian crises in third countries resulting in large numbers of people in search of international protection being displaced to the land and sea borders of the EU. The most likely pressures are linked to the situations in North Africa and the Middle East.

In addition, the situation in western African countries like Nigeria may also trigger flows of people in search of international protection to the external borders. In addition, facilitators of illegal border-crossing often recommend that migrants apply for international protection if detected at the external borders, only to abscond from asylum centres only a few days later. This threat is predominantly linked to irregular transit migration through the Western Balkan route and possibly, more sporadically, along the eastern land border. Facilitators are exploiting the period, often several months, required for assessing asylum applications, and the lack of a common policy on international protection at the EU level, as part of the modus operandi proposed in their packages to the migrants. Their illegal activities are also thriving because of the still insufficient coordination between border-control and other lawenforcement authorities with asylum authorities.

When applications for international protection are made in large numbers as part of a modus operandi to illegally enter the EU, it overloads border-control authorities, thus diluting

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resources for those genuinely requiring protection. At the same time it also diverts resources that would otherwise be used to carry out border controls.

1.7.5. Risk of increased facilitation of secondary movements of illegal stayers in the EU

The persistently large number of annual illegal border-crossings along the external borders, oscillating between 100 000 and 150 000 detections since EU totals became available in 2008, has created a market for criminal organisations facilitating the movement of illegal stayers within the EU. There is an increasing risk that these secondary movements are adding to the pull factors for illegal border-crossings at the EU external borders.

Member States are increasingly reporting migrants who, after crossing the external border illegally, transit through Greece, via the intra-Schengen air border, using fraudulent documents. In support of this, the Europol Organised Crime Threat Assessment (OCTA 2011) highlighted organised crime groups in Pakistan as key producers and suppliers of counterfeit identity documents and linked the supply with the current high levels of irregular migration to Greece, and the identification of laboratories producing counterfeit documents within Greece itself.

The facilitation of secondary movements of illegal stayers takes advantage of cheaper connections between small airports of EU Member States, as well as an increase in online check-in systems that reduce the possibility of detecting fraudulent documents.

At the land borders, the Western Balkan route remained largely a path transiting the flow of migrants that enter the EU at Greek-Turkish borders and later continue towards other Member States through the Former Yugoslav Republic of Macedonia, Serbia and Croatia. Detections of illegal border-crossings at the land borders with Western Balkan countries in Slovenia, Hungary and Romania, as well as detections of migrants between Greece and Italy, will remain dependent on the volume of illegal border-crossings along the Eastern Mediterranean route.

The risk of facilitation of secondary movements is also linked to the risk of border-control authorities being faced with a flow of people in search of international protection.

1.7.6. Risk of less effective border control due to a changing operational environment

At the horizon of 2013, the operational environments of border control are likely to be affected, on the one hand, by austerity measures reducing resources, and on the other hand, by increased passenger flows triggering more reliance on technological equipment. Austerity measures have been introduced throughout Member States in various forms since 2009. The most obvious examples are found in Greece, Ireland, Portugal, Spain and the Baltic countries.

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These measures could result in increasing disparities between Member States in terms of their capacity to perform border controls, and hence enable facilitators to select those border types and sections that are perceived as weaker in detecting specific modi operandi.

Budget cuts could also exacerbate the problem of corruption, increasing the vulnerability to illegal activities across the external borders. Austerity measures will inevitably impact on the efficacy of border-control authorities in detecting and preventing a wide array of illegal activities at the borders, ranging from illegal border-crossings, through the smuggling of excise goods, to THB.

Border-crossing points with large flows of passengers – mostly at the air borders and along the eastern land borders – increasingly rely on technology to support border controls. This clearly has advantages, such as increasing detection rates of known cases of fraudulent entry, but the decreasing importance of human interventions increases the risk of a new modus operandi to pass undetected and reduces the possibility of collecting human intelligence.

As reported by Member States, it also increases the likelihood of criminal groups relying on classical techniques to target less-equipped border-crossing points such as small airports.

1.7.7. Risk of abuse of new legal travel channels to enter and sub-sequent illegal stay in the EU

The increase in the number of air and overland passengers, and rising global mobility, will increase the number of border checks. Visa liberalisation and local border-traffic agreements are also being increasingly implemented or planned. As a result, the responsibilities and workloads of border-control authorities are also increasing.

The purpose of visa liberalisation is to facilitate people-to-people contact, enhance business opportunities and cultural exchange, and to offer opportunities in the EU to the people of the given region/country.

These objectives implicitly entail increases in passenger flows, translating into an increased workload for border-control authorities. In turn, this places additional stress on bordercontrol authorities to prevent irregular migration, especially in terms of overstaying.

It also carries an increased risk of document fraud, as migrants willing to enter the EU illegally seek to obtain fraudulent documents from the third countries benefiting from visa liberalisation.

In addition, the number of cases of asylum abuse by the five visa-exempt nationalities of the Western Balkans, mostly Serbia and the Former Yugoslav Republic of Macedonia, even if showing signs of decreasing compared to their peak in 2011, are likely to persist at a level higher than was the case prior to visa liberalisation.

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1.7.8. Risk of border-control authorities increasingly confronted with crossborder crimes and travellers with the intent to commit crime or terrorism within the EU

As a corollary to strengthened surveillance and checks along the external borders, bordercontrol authorities will be increasingly confronted with the detection of cross-border crimes such as THB, drug trafficking and the smuggling of excise goods, as well as with detections of cross-border crime committed on exit, like the smuggling of stolen assets, in particular vehicles. The Eastern Mediterranean route across the external borders with Turkey remains the main channel of entry for heroin into the EU. The Western Balkan route is also often used as at transit region for hashish and heroin held by Western Balkan criminal groups. There is an increasing risk of hashish and cocaine trafficking activity in the Western Mediterranean area, from Morocco to Spain, sometimes combined with the smuggling of migrants. These groups are operating with increasingly sophisticated means, such as the use of small aircraft.

Cigarette smuggling significantly affects the work of border authorities on the eastern land border and the land borders with Western Balkan countries. It is also increasingly reported at sea and air borders. The modi operandi range from ‘ant’ smuggling, carried by individuals, to large-scale enterprises. The detection of cigarette smuggling consumes the time and resources of border control authorities.

Trafficking of oil products is mainly reported at the eastern European borders with the Russian Federation, Belarus and Ukraine, as well as with Balkan states. Even though petrol smuggling is commonly believed to have only a limited and local impact on the EU economy, fuel smugglers present a challenge to the management of the movement of passengers at the borders.

Stolen vehicle identification is mainly linked to the controls at land borders and, to a lesser extent, sea borders. Intelligence received from Member States also indicates an increase in the trafficking of stolen vehicles leaving the EU at the external borders between Bulgaria and Turkey, and also an increase in stolen heavy vehicles, machines, buses and trailers detected at the external land borders with Belarus and Ukraine.

Given the sophistication of the modus operandi, the detection of stolen vehicles relies mostly on the profiling of drivers and expertise in vehicle identification techniques; hence collaboration between law-enforcement authorities operating in the territory and bordercontrol authorities is extremely important.

THB is not easily detected at the borders. Nevertheless, this criminal activity is inescapably related to the movement of people, including the movement across borders, and thus bordercontrol authorities’ efforts can prove instrumental in combating it. According to information received from Member States, Brazilians, Chinese, Nigerians, Ukrainians and Vietnamese remain among the nationalities most commonly detected as victims of human trafficking in the EU.

A worrying trend is the increasing number of detections of illegal border-crossing of minors and pregnant women, in particular along the Western Mediterranean route, as criminal groups take advantage of immigration legislation in Member States preventing the return of these two groups of migrants. Although it is not clear whether these cases are related to THB, women and children are clearly among the most vulnerable.

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There is an intelligence gap on the possible connections of terrorist groups that are active in the EU, with irregular-migration networks. The absence of strategic knowledge on this issue at the EU level may constitute vulnerability for internal security. Knowledge gained at the external borders can be shared with other law enforcement authorities to contribute to narrowing this gap.

1.8. Risk based statement on operational mitigation measures needed including areas concerned

Description of Risk

Mitigation Measures Area concerned

Risk of large and sustained numbers of illegal border-crossings at the external land and

sea border with Turkey

To maintain the level of operational response Land borders with Turkey and with Western

covering the Ionian Sea; Balkan countries,

To coordinate and support Member States

return efforts to shorten the time between Sea borders in the Eastern Mediterranean

detection at the external border and area.

effective return to countries of origin.

To integrate the operational practices of

EASO with Frontex screening activities;

To reinforce the use of the platform of Focal

Points to strengthen border checks.

Risk of document fraud to circumvent border control measures

Flexible and targeted JO at air and land Main EU airports with direct connections from

borders coordinating MSs efforts to detect third countries;

document fraud;

To develop and maintain the situational Main land border section;

picture of document fraud across the EU and Sea ports with passengers among the top

Schengen Area borders, to develop indicators ranking nationalities detected for use of

for collecting document data in third forged documents.

countries;

To use the platform of Focal Points to

strengthen border checks;

Risk of renewed large numbers of illegal border-crossings at the southern maritime

border

To focus the relevant maritime JO, including Sea borders, in particular in the Central

building MS’ surveillance capacity; Mediterranean area. To a lesser extent the

To continue efforts on return activities; Western Mediterranean area and the Atlantic

To make available a flexible deployment plan Coast off Western Africa;

to face the sudden arrival of a large number

of migrants;

Risk of border-control authorities faced with large numbers of people in search of

international protection

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To provide advice during JO on mechanisms Sea borders in the entire Mediterranean Sea; for the respect of Fundamental Rights;

To provide training to Guest Officers on the Land border with Turkey; Western Balkans; profiling and identification of people in search of international protection; Destination countries;

To implement and test specific modules in JO focusing on the identification of people in need of international protection.

Risk of increased facilitation of secondary movements of illegal stayers in the EU

To promote operational effectiveness by Sea borders in the entire Mediterranean Sea; processing personal data for analysis and sharing with Europol once the process and Land borders with Western Balkan countries; capacity are established;

To further develop the Pilot Project Air borders in Greece

Coordination Points where applicable;

To strengthen the use of mobile operational units and debriefing teams.

Risk of less effective border control due to a changing operational environment

Based on risk analysis, to maintain existing JO Land, air and sea borders and to implement targeted JO focusing on assistance to most affected Member States;

To translate the outcomes of R&D activities into operational activities during JO;

To increase the ability of and attention to risk analysis as an effective tool to allocate scarce resources to multiple priorities

Risk of abuse of new legal travel channels to enter and subsequent illegal stay in the EU To develop activities at the new sections of Particularly the Air borders, to lesser extent the external border when Croatia joins the EU Land and Sea borders; and to further develop Pilot Project

Coordination Points;

To reinforce the Focal Points established at the Romanian and Bulgarian borders after their Schengen accession;

Risk of border-control authorities increasingly confronted with cross-border crimes and

travellers with the intent to commit crime or terrorism within the EU

To develop multi-purpose JO at land, sea and All Land borders, in particular Eastern and

air borders; South Eastern Land borders;

To develop JO at land borders that include

cooperation with Customs; Sea borders in the Western Mediterranean;

To identify the main BCPs / BCUs used for

outgoing cross-border crime and propose joint

activities;

To use the platform of Focal Points to

strengthen border checks at selected BCPs.

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Mitigation measures tackling more than one risk mentioned above and focusing on the

building of capacity at a national level and within the Agency

The entry into effect of the EUROSUR Regulation will enable the Agency

to utilize and further develop the network, and

to develop and test tools and methods for providing the European Situational Picture (ESP) as well as the Common Pre-frontier Intelligence Picture (CPIP).

To develop and implement common core curricula focusing on harmonizing learning standards for mid-level and high-level border guard education;

To develop common modular study programmes as a basis for the exchange of border guard students in both academic and vocational educational frameworks;

To promote the development and implementation of the European Training Scheme in cooperation with CEPOL;

To share relevant operational information with other border guard/state services and with relevant European Agencies, both at the national and international level, to increase the effectiveness and efficiency of border checks at the external border to a comparable level

(Eurosur);

To provide support to MSs in building the EBGT pool(s) and in training the members of the EBGT pool;

To further develop the EBGT pool (including reviewing, updating and complementing the information contained) as the sole source for the deployment of border guards to Frontex coordinated activities;

To analyze the operational needs, as well as the content and availability of the equipment forming part of the TEP;

To acquire a limited number of technical means for Frontex

The planning for 2013, as expressed in chapter 2.3. was developed around the implementation measures needed to mitigate the aforementioned risks.

Budgetary restrictions regarding financial and human resources could lead to a reprioritization for which the parameter as explained in chapter 2.1.2. will be applied. Consequently, chapter 2.3. already contains a proposed prioritization (shading) of different groups of initiatives and activities.

With regard to the related operational activities the number of technical equipment and human resources to be deployed during those activities is to be included in the portfolio of the Operations Division. During 2012, in preparing the Programme of Work 2013, and until the Management Board has decided upon the concept and methodology to establish the minimum numbers of technical equipment, the Annual Bilateral Talks will be used to establish the

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hosting MSs contributions and to identify the gaps (required contributions from participating MS and SACs) for an effective operation (arg: minimum number of technical equipment).

1.9. Financial and Human Resources to pursue Frontex’ Strategy

In implementing Frontex’ Multi-Annual Plan 2013 – 2016 Frontex will pursue a cooperative approach towards the Member States and other key players in the area covered by the

definition of the integrated management of external borders of the EU Member States 9 .

Changes to Frontex’ mandate and the accomplishment of related tasks do not allow for the application of a zero growth policy regarding financial and human resources. Consequently, the level of human resources will have to be increased during 2013. Also the increased number of external partners, and their contributions to the overall budget, offers extended opportunities to be utilized by Frontex.

Mainly driven by the amended Frontex Regulation, Frontex’ organizational structure will be revised to utilise synergies. Interim outcomes of the Pilot Project ‘ Frontex Operational Office’, started during 2010, could also feed into structural changes.

In EUR Budget 2011 N3 DB 2012 DB 2013 N2

I. Subsidy from the European Union 111 000 000 84 000 000 79 500 000 entered in the general budget of the EU

(18 02 03)

II. Contributions from countries associated 6 337 000 4 758 000 5 207 100 with the implementation, application

and development of the Schengen

Acquis 10

III. Contributions from the UK and Ireland 850 000 820 000 1 000 000

IV. Any voluntary contribution from the p.m. p.m. p.m. Member States

TOTAL 118 187 000 89 578 000 85 707 100

V. Earmarked revenue p.m. p.m. p.m.

118 187 000 89 578 000 85 707 100

9 Conclusions of the 2768 th Justice and Home Affairs Council held in Brussels on 4-5 December 2006

10 Based on GNI figures as published by Eurostat on 10 January 2011. The GNI figures are regularly

revised by Eurostat and a final figure will only appear after some years.

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Table 1: Development of financial resources (2011 - 2013)

Figure 1: Development of financial means (2005-2013)

The financial part of Frontex’ budget decreased. Nevertheless, experiences gained during the last few years should allow for a more precise assessment of financial needs and an increased level of utilization.

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Commitments Payments Budget 2012 Draft Budget 2013

2011 2011 N2

11 – Staff 19 274 245 19 252 000 19 150 000 20 070 000

12 – Recruitment 166 778 141 090 114 000 167 000

13 – Missions 600 000 485 472 500 000 485 000

14 – Socio-medical 5 500 781 61 000 64 000 infrastructure

15 – Other staff costs 480 371 350 874 725 000 845 000

16 – Social welfare - - - 10 000

Title 1 20 526 894 20 230 217 20 550 000 21 641 000

Commitments Payments Budget 2012 Draft Budget 2013

2011 2011 N2

20 – Premises 3 887 853 3 737 015 3 805 000 4 766 000

21 – Data processing 3 478 762 1 631 915 4 117 000 2 400 000 &

Telecommunicat ions

22 – Movable 103 261 81 832 80 000 164 100 property

23 – Current 1 304 474 1 195 244 720 000 668 000 administrative

expenditure

24 – Postal 121 304 97 603 100 000 160 000 expenditure

25 – Non-operational 748 766 568 046 600 000 600 000 meetings

26 – Information & 291 561 157 070 655 000 1 000 000 Transparency

Title 2 9 935 981 7 468 725 10 077 000 9 758 100

Title 1 + Title 2 30 462 875 27 698 942 30 627 000 31 399 100

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Table 2: Overview of financial resources allocated to administrative activities (2011 - 2013)

Commitments Payments Budget 2012 Draft Budget 2013

2011 2011 N2

30 – Operations 73 223 500 44 346 181 46 993 000 41 739 000

300 – Land borders 10 360 000 5 695 252 5 800 000 9 400 000

301 – Sea borders 48 322 500 29 023 664 28 750 000 20 550 000

302 – Air borders 2 870 000 2 109 718 2 200 000 2 289 000

305 – Return 11 671 000 7 517 546 10 243 000 10 000 000

31 – Risk Analysis and 2 506 548 851 879 2 450 000 2 825 000 Situation centre

310 – Risk Analysis 1 333 136 468 238 1 400 000 1 445 000

311 – FSC 1 173 412 383 640 1 050 000 1 380 000

32 - Training 5 652 650 2 987 767 4 000 000 4 500 000

33 – Research & 2 611987 1 228 211 2 340 000 3 444 000 Development

330 – Research & 1 166 987 650 712 1 032 000 1 200 000 Development

331 – Eurosur 1 1 445 000 577 499 1 308 000 2 244 000

34 – Pooled Resources 451 973 371 912 1 000 000 1 000 000

340 – Pooled 283 348 203 286 1 000 000 1 000 000

resources

341 – RABIT 168 625 168 625 PM PM

deployment

35 - Miscellaneous 1 509 622 186 371 2 168 000 800 000

350 – Miscellaneous 191 340 161 324 268 000 150 000

351 – IT projects 1 318 282 25 047 1 500 000 PM

352 – European Day - - 400 000 400 000 for Border Guards &

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353 - International 250.000 Border Police

Title 3 85 956 281 49 972 320 58 951 000 54 308 000

Table 3: Overview of financial resources allocated to operational activities (2011 - 2013)

The number of human resources will be increased by 2 position. This is a result of the growth of temporary positions (+10) compensated by a reduction of contract agents (-3) and

seconded national experts (-5).

Types of post Occupied on 2012 Proposal for 31.12.2011 2013

Approved by the Budgetary Authority

Temporary Agents - AD 86 87 97 Temporary Agents - AST 55 56 56

Subtotal Establishment 141 143 153 plan

Contract Agents (CA) 85 88 11 85 12

Seconded National Experts 78 83 78 (SNE)

304 314 316

11 Early in 2011, because of urgent needs, a decision was made by the Executive Director to hire two

additional Contract Agents.

In May 2011, in relation to the developments in the Mediterranean Region, 6 additional Contract Agents and 6 additional SNE posts were created.

At the end of 2011 an additional SNE post was established due to the need for strengthening the protection of the Senior Management.

12 12 Currently it can’t be decided from which entities the three CA positions will be taken. Each renewal of a

CA position, due to be done during 2013, will be used to evaluate the needs of the Agency against the priorities set to make sure that the reduction of 3 CA position is executed until end of 2013.

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Figure 2: Development of staff (2005-2013)

Regarding the further development of Eurosur (from the pilot phase to implementation as a fully fledged operational tool at the national and European level) it must be stated that the current draft does not foresee additional financial or human resources allocable to execute the related tasks. At the current time, the legal proposal does not make a reference to the implications of its implementation (the impact assessment as part of the legal proposal). Hence, and despite earlier impact assessments, the planning only covers the time until the finalization of the pilot initiative which is scheduled for autumn 2013

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2. FRONTEX’ Key Business Areas and related objectives

2.1. Governance and Prioritization

2.1.1. Performance and Governance Indicators

Performance and governance indicators are used by Frontex’ management to assess and control the progress made towards the accomplishment of the objectives or goals set for Frontex activities, and to report to the governing body.

Frontex defines performance indicators as financial or non-financial metrics, used to quantify objectives to reflect the 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 allows Frontex

to monitor and control the process towards objective achievement.

Performance indicators enable the management to steer activities towards the achievement of objectives, some of them feeding into governance indicators that will enable the Management Board to govern Frontex. Those indicators have been developed in close cooperation with the Management Board, and are grouped around four topics (Participation, Effectiveness, Impact and Performance) reflecting the organizations strategic goals (Development, Situational Awareness, Supporting Response, Emergency Response, Organization and Staff).

The collection of quantitative and qualitative data during 2011 and 2012 enabled the identification of targets (values) to be reached during 2013. It has to be understood that the values of some of the indicators undergo seasonal fluctuations. For those indicators ranges (minimum and maximum) have been established as targets.

It has to be understood that the design and development of any measurement tool is based on SMART objectives which will remain unchanged over a certain period of time, hence allowing benchmarking, the establishment of improvement targets and monitoring. In following this approach, the objectives for Frontex’ coordinated activities (chapter 2.5.) undergo only editorial changes.

A detailed description of the indicators used, and the targets set, is attached as Annex 4. In the further elaboration of the document, mainly in chapter 2.2, only the ID of the indicators and the figures will be mentioned.

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2.1.2. Prioritization - Methodology

End-users and those paying for delivery need to have reasonable expectations and confidence that the deliverables will satisfy their expectations. During the design phase of Frontex products and services portfolio, reflected in the Frontex Programme of Work, different requirements, based on risk analysis and customers’ needs, had to be balanced. It is understood that expectations can shift as situations develop and threats materialize.

In May 2012 a corporate planning meeting was held with 20 MS, 3 SAC and the COM

participating. Prior to and during the meeting 13 , information on MSs’ national priorities and

updated preferences, for specific projects, products and services, were collected. This information, and the outcome of the meeting, in conjunction with ongoing developments, was used to fine tune the Draft Programme of Work 2013 towards its adoption in September 2012.

Within the portfolios and programmes Frontex will continue to prioritize activities.

Short term Long term

Coordi respond to emergent needs sustain operational presence in areas at nation external borders where there is

to constant high pressure

Build Capaci

ty maintain the ‘status quo’ maintain core infrastructure for operational cooperation

It is important to highlight that the terms used in the matrix should not purely be understood in their operational but also in their capacity building dimension.

The dark shading shows high priorities (critical), medium priorities (urgent) are in medium grey and low priorities (important) are shaded in light grey. In applying the shading to deliverables and activities financed from Article 3 (excluding 35-Miscelaneaous) the following overview was generated:

Priority Level (assigned) Financial Resources (M Euros) Human Resources HIGH – CRITICAL 42.5 89

MEDIUM – URGENT 10.8 112 LOW - IMPORTANT 1.0 4

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2.2. Frontex’ portfolio (operational programming)

The portfolios of the Divisions and Units have been developed during 2012 taking into consideration developments after the adoption of the preliminary Programme of Work 2013 in March 2012. As adjustments might be made, driven by possible changes to Frontex’ environment but also due to MSs and SACs requests, the portfolios have been attached as Annexes 1 – 3, allowing adaptation without the need to change the hosting document.

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2.3. Overview of Objectives, Outputs (Projects/Products/Service), Performance Indicators and

Resource Allocation

The following part contains a general description of outputs delivered via products, services and projects that are also referred to 2.4. To each of the objectives an estimation of the resources (human and financial) needed to achieve the objectives and to deliver the related products and services will be provided.

As outlined under chapter 2.2., chapter 2.5.was elaborated to counter the threats related to ‘zero growth’ of financial and human resources with the appropriate mitigation measures aiming for operational efficiency over effectiveness.

It is also important to mention that the applied ‘programming approach’ clusters a number of initiatives (joint operations, pilot project, products and services provided by entities outside the functional structure of the Operations Division) under programmes. The overview on initiatives under the programmes and their naming is seen as tentative. During the further elaboration and planning of the related activities – considering findings of an ongoing risk assessment – changes and reallocations might occur. Those changes will be reflected in the operational portfolio (Annex 4) which serves as a more detailed operational and tactical plan.

Finally, for the operational part of chapter 2.5. priorities have been assigned following the color code as explained under 2.3.2.

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2.3.1. Operations Division

Within the Operations Division and administrative tool (‘centralized reserve’) is implemented. In absence of a budget reserve this reserve consisting of earmarked amount (on average 10% per unit of the division)

FTE Financial Means

2012 14 2013 2012 (N3) 2013

Division Management 3 3 2,050.000 150.000

(10% of units’ budget earmarked) (4,470.000)

Joint Operations 74 74 42,493.000 41,739.000

(4,200.000)

Risk Analysis 48 49 1,358.660 1,445.000

(140,000)

Frontex Situation Centre 26 27 1,175.000 1,380.000

(130,000)

151 15 153 16 47,076.660 44,714.000

(4,470.000)

14 Figures on the basis of OPD contribution to SPP 2012-2014

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2.3.1.1. Joint Operations Unit

FTE Financial Means

2012 2013 2012 2013

(including internal transfers during the

year)

Unit Management 8 8

Land Border Sector 17 17 10,125.000 9,400.000

Sea Border Sector 22 22 20,240,000 20,050.000

Air Border Sector 13 13 2,870.000 2,289.000

Return Operations 14 14 9,243,000 10,000.000

Joint Operations Unit 74 74 42,493.000 41,739.000

+250,000 (transfer from (4,200.000) RAU+PR)

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POSEIDON PROGRAMME OUTPUT PERFORMANCE RESOURCES ALLOCATION INDEX INDICATORS (FTE

OBJECTIVES Euros)

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 Enhance operational • High level of MS/SAC participation

JOU1 cooperation in JOs 9.0

• Enhanced interagency cooperation

and cooperation between national 13,200,000.00

authorities of host MS

• To seek involvement of 3 rd countries JO Poseidon Land

in operational activities 6,000.000

PA-CTBR_HR (350-800)

PA-CTBR_TE (45-85) East Mediterranean PA-HMS_COMM (10-50) region (area J, K) PA-HMS_REIM (20-80) 5,000.000

PA-PART (20-30) Attica

IM-RES_HR (20-75) 2,200.000

IM-RES_TE (40-95)

EFF-ALIGN (parallel) EFF-AVG-OPDAYS_HR (98) EFF-AVG_OPDAYS_TE (80-85) EFF-TIME_RESP (-) EFF-VIGIL (99) EFF_OP_PLAN_HR (98) EFF_OP_PLAN_TE (95)

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 Enhance cooperation Improved positive contact with

with Third Country diplomatic representations

diplomatic Enhanced number of diplomatic

representatives representations cooperating

 Enhance security at the Effective border control at south

EU external borders eastern external borders maintaining deterrent effects

  Improved detection and prevention

of cross border crime

  Support given to the national

authorities in disclosing cases of smuggling of migrants and trafficking in human beings

 Enhance efficiency of Detection of all targets enabling to

border security intercept persons, to prevent unauthorized border crossings, counter other cross-border

criminality and take measures against persons who have crossed the border illegally as well as to report the other illegal activities observed

  Carrying out border checks of all

persons crossing the external maritime borders including means of transport and objects in possession

Page 41 of 161

 Enhance capability for Screening of migrants, contributing

return of illegally staying to identification of needs for Third Country nationals international protection, and facilitate effective return

  Effective return of illegal staying

persons

  Facilitate cooperation with

diplomatic representations

 Enhance exchange of Collection of operational

information information from all actors involved and persons debriefed in order to

obtain intelligence, thus improving the risk assessments that underpin the operational activities

 Enhance efficiency of Implementation of fully automated

the exchange of online reporting system;

information Seeking standardized format and

quality of the reports and interviews

 Identify possible risks Debriefing activities to support

and threats migration management and gaining intelligence

 Establish and exchange Fostering practical cooperation

best practices between the authorities involved in tackling illegal migration and other cross-border crime

  Delivering workshops, briefings,

operational meetings to participants

 Support establishment of To continue the fostering

permanent structures cooperation/information exchange between MS/SAC NCC/ICC/LCC

 Support provision of Implementation of targeted specific

trainings training activities

Page 42 of 161

EPN PROGRAMME PERFORMANCE RESOURCES ALLOCATION

INDEX OUTPUT INDICATORS (FTE

- OBJECTIVES Euros)

 Enhance operational PA-CTBR_HR (350-800)

JOU2 cooperation High level of MS/SAC participation PA-CTBR_TE (45-85) 14.0

in JOs PA-HMS_COMM (10-50)

  Enhanced interagency cooperation PA-HMS_REIM (20-80) 15,050.000

and cooperation between national PA-PART (20-30)

authorities of host MS General

  To seek involvement of 3rd EFF-ALIGN (parallel) 1,500.000

countries in operational activities EFF-AVG-OPDAYS_HR

  Multi-character operational concept (98) East Mediterranean

applied to all maritime operations EFF-AVG_OPDAYS_TE region (area L)

  Contribute to discussions on a coast (80-85) 4,000.000

guard function at EU level EFF-QUALITY (3.8-4.2)

EFF-TIME_RESP (-) Central Mediterranean EFF-VIGIL (99) region (area M)

2,000.000

IM-OBJ_ACH (-)

IM-RES_HR ( 20-75) West Mediterranean IM-RES_TE (40-95) region (area N) IM-SAT_LVL (-) 5,000.000

West Mediterranean region (area O) 500.000

Atlantic region (area P) 2,050.000

Page 43 of 161

 Enhance security at the Effective border control at south

EU external borders eastern external borders maintaining deterrent effects

  Improved detection and prevention

of cross border crime

  Support given to the national

authorities in disclosing cases of smuggling of migrants and trafficking in human beings

 Enhance efficiency of Detection of all targets enabling to

border security intercept persons, to prevent unauthorized border crossings, counter other cross-border

criminality and take measures against persons who have crossed the border illegally as well as to report the other illegal activities observed

  Carrying out border checks of all

persons crossing the external maritime borders including means of transport and objects in possession

 Enhance capability for Support given to national authorities

return of illegally staying in screening of migrants, thus Third Country nationals improving national repatriation efforts,

 Enhance exchange of Collection of operational

information information from all actors involved and persons debriefed in order to

obtain intelligence, thus improving the risk assessments that underpin the operational activities

Page 44 of 161

 Enhance efficiency of Implementation of fully automated

the exchange of online reporting system;

information Seeking standardized format and

quality of the reports and interviews

 Identify possible risks Debriefing activities to support

and threats migration management and obtaining intelligence

 Establish and exchange Fostering practical cooperation

best practices between the authorities involved in tackling illegal migration and other cross-border crime

  Organizing EPN meetings; Delivering

workshops, briefings, operational meetings to participants

 Support establishment of To continue the fostering

permanent structures cooperation/information exchange between MS/SAC NCC/ICC/LCC

 Support provision of Implementation of targeted specific

trainings training activities

 Develop appropriate tools to ensure and Implementation of tailored Pilot increase interoperability Projects aiming to facilitate

interoperability and flexible response to illegal migration phenomena and cross-border crime

PULSAR PROGRAMME RESOURCES ALLOCATION PERFORMANCE

INDEX OUTPUT (FTE INDICATORS

- OBJECTIVES Euros)

Page 45 of 161

   Improved implementation of PA-CTBR_HR (350-800) JOU3 Enhance border security flexible actions; certain number of PA-HMS_COMM (10-50) 13.0

at EU external air border operational actions tailor made for PA-HMS_REIM (20-80)

 Enhance operational improved inter agency cooperation PA-PART (20-30) JO Flexi Force

cooperation on EU level and with relevant

 Establish and exchange International Organizations EFF-ALIGN (parallel) 949,000.00 best practices Pilot projects for better tackling EFF-AVG-OPDAYS_HR

 Enhance exchange of illegal migration phenomena (98)

information EFF-QUALITY (3.8-4.2)

 Identify possible risks EFF-TIME_RESP (-)

and threats IM-OBJ_ACH (-) IM-RES_HR ( 20-75) IM-SAT_LVL (-)

PLUTO PROGRAMME RESOURCES ALLOCATION PERFORMANCE

INDEX OUTPUT (FTE INDICATORS

- OBJECTIVES Euros)

Page 46 of 161

 Enhance operational PA-CTBR_HR (350-800)

JOU4 cooperation High level of MS/SAC participation PA-CTBR_TE (45-85) 15.0 in JOs PA-HMS_COMM (10-50)

  Enhanced interagency cooperation PA-HMS_REIM (20-80) 400.000

and cooperation between national PA-PART (20-30) authorities of host MS JO Neptun

  To seek involvement of 3rd EFF-ALIGN (parallel) 200.000

countries in operational activities EFF-AVG-OPDAYS_HR (98) JO Jupiter EFF-AVG_OPDAYS_TE 200.000 (80-85)

EFF-QUALITY (3.8-4.2) EFF-TIME_RESP (-) EFF-VIGIL (99)

IM-OBJ_ACH (-) IM-RES_HR ( 20-75) IM-RES_TE (40-95) IM-SAT_LVL (-)

 Enhance border security Effective border control at

external land borders, RA-based targeted to specific needs related to specific border sections

 Enhance efficiency of Improved detection and prevention

border security of cross border crime, in particular facilitated clandestine entering,

victims and criminals of THB, document fraud crime, other serious cross-border crime

  Strengthened border surveillance at

relevant border sections to decrease illegal border crossings

  Intensified border checks at BCPs

Page 47 of 161

 Enhance efficiency of systematic exchange of operational

the exchange of information

information determination of implementation

periods and operational areas based on RA

 Identify possible risks operational and analytical

and threats recommendations

  debriefing activities to support

migration management and gaining intelligence (RAU)

 Establish and exchange Delivering briefings, operational

best practices meetings to participants

  sharing of best practices with

neighbored 3rd countries

 Support establishment of operational coordination connected

permanent structures with use of FPs supporting platform

FOCAL POINTS RESOURCES ALLOCATION PERFORMANCE

INDEX PROGRAMME OUTPUT (FTE INDICATORS Euros)

- OBJECTIVES

Page 48 of 161

 Enhance operational JOU5 cooperation High level of MS/SAC participation PA-CTBR_HR (350-800) 9.0

in JOs PA-CTBR_TE (45-85)

  Enhanced interagency cooperation PA-HMS_COMM (10-50) 4,000,000

and cooperation between national PA-HMS_REIM (20-80) authorities of host MS PA-PART (20-30) JO Focal Points Sea

  To seek involvement of 3rd

countries in operational activities EFF-ALIGN (parallel) JO Focal Points Land

  Coordinated horizontal interagency EFF-AVG-OPDAYS_HR 3,000.000

cooperation among MSs and with EU (98) organizations; EFF-AVG_OPDAYS_TE JO Focal Points Air (80-85) 1,000.000 EFF-QUALITY (3.8-4.2) EFF-TIME_RESP (-) EFF-VIGIL (99)

IM-OBJ_ACH (-) IM-RES_HR ( 20-75) IM-RES_TE (40-95) IM-SAT_LVL (-)

 Enhance border security Effective border control at

external land borders

 Enhance efficiency of Intensified border checks at BCPs border security Improved detection and prevention

of cross border crime,

  Strengthened border surveillance at

relevant border sections to decrease illegal border crossings

 Enhance efficiency of systematic exchange of operational

the exchange of information information

Page 49 of 161

 Identify possible risks operational and analytical

and threats recommendations

  debriefing activities to support

migration management and gaining intelligence (RAU)

 Establish and exchange delivering briefings, operational

best practices meetings to participants

  sharing of best practices with

neighbored 3rd countries

 Support establishment of Temporary or permanent activation

permanent structures of FPs – serving as multi-purposeplatform according to operational needs

  Structured use of the platform for

strengthening or/and intensifying border control effectiveness

 Support provision of Increased use of the FP for providing

trainings targeted specific training, sharing of best practices and improving

interoperability including awareness for respecting Fundamental Rights

RETURN RESOURCES ALLOCATION PERFORMANCE

INDEX OUTPUT (FTE INDICATORS

- OBJECTIVES Euros)

Page 50 of 161

PA-CTBR_HR (350-800)

JOU6 Assist MS in organizing Assist MSs in organizing joint return PA-HMS_COMM (10-50) 14.0

joint return operations operations by air, land or sea, and PA-HMS_REIM (20-80) and ensure the co-financing several out of those PA-PART (20-30) 7,800.000 coordination of them operations;

 Provide pre-return Enhance cooperation with Third

assistance to MS in the Country diplomatic representations fields of identification EFF-QUALITY (3.8-4.2)

and acquisition of travel Intensify cooperation with the EFF-TIME_RESP (-)

documents competent authorities of the third countries to identity best practices

 Enhance MS capability on return related topics. (a budget allocation of

for return of illegally 2,200.000 is shown under

staying Third Country 35 – 45 return operations with Poseidon Regional

nationals (redundancy unchanged focus of destination Programme) with Poseidon Regional countries (e.g. South America, IM-OBJ_ACH (-) programme as center of Western Balkan, Asia) IM-SAT_LVL (-) gravity is there)

 Further develop Code of

Conduct to apply during joint return operations with focus to increase common understanding of respecting Fundamental Rights

Pilot projects and 340.000 conferences

Page 51 of 161

2.3.1.2. Risk Analysis Unit

FTE Financial Means

2012 2013 2012 2013

Unit Management ( Project Support and Coordination 4 4

Strategic Analysis and Planning 17 18

Operational Analysis and Evaluation 18 19

FOO Intelligence Component 5 5

Risk Analysis Unit 48 17 49 18 1,400.000 1,445.000

17 Including FOO Intelligence Component (5 staff : 1 leader, 4 FISOs), 4 FISOs are not included in staff policy plan

Page 52 of 161

Index Objective Output & Performance Indicators Resources Allocation

(FTE

Euros)

RAU1 Enabling informed political and operational Annual Risk Analysis Report EFF-EX_CONTR (85) 3.0 decision making by providing strategic (ARA 2013) issued in the first

analytical products and related advice to quarter 2013; EFF-TIMELINESS ( 98)

internal and external stakeholders in a

timely manner. EFF-QUALITY (3.8-4.2)

IM-SAT_LVL (-)

IM-USG_LVL (3.8-4.2)

THB Victims Risk Profiles 1.0 update

European Document Fraud 0.4 Annual Risk Analysis (EDF ARA) 2013;

4 FRAN Quarterly reports, 2.4 reinforced with the development of intra Schengen indicators;

Page 53 of 161

Tailored Analytical Monitoring 0.4 focusing on regions of concern, and as relevant and requested (North Africa and Near East Weekly, Monthly Post Visa Liberalization Monitoring Mechanism – if confirmed by the Commission)

Responding to ad hoc requests EFF-EX_CONTR (85) 1.0 for information and analysis to inform decision making and policy development at EU level

Analytical contributions to FSC EFF-EX_CONTR (85) 0.3 managed products (briefings,

background notes, Mission EFF-TIMELINESS ( 98)

Awareness Reports etc) EFF-QUALITY (3.8-4.2)

IM-SAT_LVL (-)

IM-USG_LVL (3.8-4.2)

Page 54 of 161

Annual Risk Analysis on EFF-TIMELINESS (98) 0.4

Western Balkans region 2013

(WB- ARA), produced within EFF-QUALITY (3.8-4.2)

the WB-RAN; 0.4

Annual Report on Eastern

Borders region 2013 produced

within the EB-RAN; 0.6

4 WB-RAN Quarterly reports

Frontex contributions to EFF_TIMELINESS (98) 1.0 intelligence products delivered by other organizations and partners, i.e. Europol, EASO, IOM, UNHCR and including the contribution to the joint Threat Assessment on the state of internal security in the EU (SOCTA and other COSI products);

Production of the content of EFF_TIMELINESS (98) 0.5 the analysis layer of EUROSUR;

Page 55 of 161

Analytical support to Joint Operations, Pilot Projects and

RAU2 Enabling informed and targeted RABIT exercises/operations, operational response by provision of including data collection and operational and tactical analytical analysis on THB, as relevant products and related advice to internal and through:

external stakeholders. Design of a new type of operational assessment

supporting the strategic 11.5

planning of joint operations for the following year;

EFF_TIME_RESP (-)

Appropriate Tactical Focused IM_OBJ_ACH (-)

Assessments supporting the EFF_VIGIL (99)

planning of the operational activity;

Regular provision of analytical reports during Joint Operations;

Weekly operational briefings for directorate;

Provision of analytical advice 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 Page 56 of 161

expertise with the UNHCR and IOM in the elaboration of Tactical Focused Assessments Management of Frontex Risk EFF-EX_CONTR (85) 0.4 Analysis Network (FRAN) and

RAU3 Achieving higher interoperability and European Document Fraud EFF-TIMELINESS ( 98) building capacity in the field of risk Network; analysis by developing methods, systems, EFF-QUALITY (3.8-4.2)

and procedures. Management of FRAN

Helpdesk and EDF Helpdesk to 0.4

support Frontex data IM_SAT_LVL (-)

collection; 0.2

Annual evaluation report on the development of FRAN information exchange;

Management of Analysis Layer EFF-QUALITY (3.8-4.2) 0.2 User Group; IM_SAT_LVL (-)

EFF_COM_VOL

Page 57 of 161

4 regular Frontex Risk Analysis EFF_QUALITY (3.8-4.2) 1.0

Network meetings throughout

2013 ; 1 Annual Analytical 180.000

Review meeting for the

Frontex Risk Analysis Network; IM_SAT_LVL (-)

Up to 3 regular European

Union Travel Document Fraud 0.4

network meetings throughout

2013 70.000

2 Risk Analysis Tactical meetings, with the participation of relevant third

country experts (USA and 0.4

Canada);

50.000

Up to 8 Analysis Layer User EFF-QUALITY (3.8-4.2) 2.3

Group (ALUG)

meetings/workshops with the 300.000

Member States and/or other

stakeholders throughout 2013 IM_SAT_LVL (-)

to deliver the impact level EFF_COM_VOL

methodology, validated user requirements for the CPIP/ESP Analysis Tools, support engaging with MS/NCCs on the collection of EUROSUR external border sections, and support engaging NCCs in satellite imagery services and products within CONOPS;

Page 58 of 161

Up to 8 expert meetings EFF_QUALITY (3.8-4.2) 2.8 and/or conferences with the

participation of Member 260.000

States, third countries and/or

regional/international IM_SAT_LVL (-)

organizations, within the networks:

Western Balkans

Risk Analysis Network

Eastern Borders Risk Analysis

Network

Africa Frontex Intelligence

Community

THB Experts

Management of FRONBAC 1.0

2012-2014 programme,

including: 200.000

Roll out of the CIRAM and

Guidelines for risk analysis units to Member States and third countries;

Risk analysis specialized training to MS and Third Countries collaborating with Frontex in networks.

Page 59 of 161

Continued development of EFF_QUALITY (3.8-4.2) 0.3 special methodologies for the

CIRAM in particular the 25.000

methodology and production

system for risk analysis IM_SAT_LVL (-)

vulnerability assessment ;

Management of the Western EFF_EX_CTRB (85) 0.3

Balkans Risk Analysis Network

(WB-RAN); EFF_QUALITY (3.8-4.2)

Management of the Eastern 0.3

Borders Risk Analysis Network

(EB- RAN); IM_SAT_LVL (-)

Further development of Africa 0.3

Frontex Intelligence

Community (AFIC);

Development of risk analysis EFF_QUALITY (3.8-4.2) 0.2 collaboration with Turkey

20.000

Page 60 of 161

Maintenance and development EFF_TIMELINESS (98) 0.3 of analytical tools:

EFF_QUALITY (3.8-4.2) 100.000 including open source subscriptions, analytical data collection/processing tools

and software available for IM_SAT_LVL (-)

analysts and relevant IM_USG_LVL (3.8-4.3)

operational users in Frontex and Member States;

Continuation of the EFF_TIMELINESS (98) 1.0 development of ESP/CPIP

analysis tools, including the EFF_QUALITY (3.8-4.2)

support for the purchase of

geo data 19 ;

Management of new key sources of information including MS Liaison Officers

intelligence reporting, EU 0.5

Delegations reporting, satellite imagery and related analyses on EU borders.

IT- development projects EFF_QUALITY (3.8-4.2) 0.5 under RAU leadership to

improve analytical capabilities IM_SAT_LVL (-) 60.000

within Frontex IT architecture

Page 61 of 161

Participation of Frontex at EFF_TIMELINESS (98) 0.4 relevant EU working groups

(WGs Counter–Terrorism , 30.000

False Documents Experts, Visa) and other fora, including the required contribution to the development of the Internal Security Strategy from the side of risk analysis and participation in EMPACT/illegal migration action plans and coordination of activities;

Enabling better targeted operational Training, monitoring of, EFF_VIGIL (98) 2.0 response by developing and implementing feedback on the Debriefing

RAU4 the systematic collection of human Teams and management of 130.000

intelligence for risk analysis. intelligence gathering in joint

operations, in line with the IM_OBJ_ACH (-)

concepts and manuals developed in IntellOps

Management of Frontex EFF_VIGIL (98) 1.5 Intelligence officers seconded

in operational areas 20 ;

IM_OBJ_ACH (-) (4.0)

20 The management of the FISOs within the new FOO model (extension) is included under this chapter. However, calculation of FTEs and financial resources required are entirely

dependent on a final decision about the model.

Page 62 of 161

RAU5 Developing Frontex capacity for processing Further development of EFF_TIMELINESS (98) 1.0 personal data, as per new Frontex business case for personal

Regulation. data processing; 20.000

Finalization of impact assessment analysis and design of new system enabling personal data processing;

2.3.1.3. Frontex Situation Centre

FTE Financial Means

2012 2013 2012 2013

Unit Management 1 1

Frontex Situation Centre 26 27 1,300.000 1,380.000

Index Objective Outputs & Performance Indicators Resource Allocation

Goal

(FTE

Euros)

Page 63 of 161

FSC 1 Development & Product Change EUROSUR- JORA link EFF_TIMELINESS (98) 2.0 management

CMS extension EFF_QUALITY (3.8-4.2) 80.000 Finalize the development of

information exchange capabilities Product & change management (for

all FSC systems) Provide efficient product and

change management Coordination of change

management process

FSC 2 Implementation Establish CPIP/ ESP by EFF_TIMELINESS (98) 5.0 implementation of Frontex Fusion

Continue to further implement the Components supporting provision of EFF_QUALITY (3.8-4.2) ESP, CPIP, CONOPS components ESP, CPIP, CONOPS Services together with other relevant 600.000

information exchange capabilities. Continue improvements to JORA System and SDO Tools application

Page 64 of 161

FSC 3 Operations Maintain CPIP/ESP by extended EFF_TIMELINESS (98) 20.0

Information Exchange & Situation

Eurosur (ESP/CPIP/CONOPS) and Monitoring services, including EFF_QUALITY (3.8-4.2) 700.000

other Information Exchange & CONOPS combined services as

Situation Monitoring Services defined in service catalogue based

Daily management of Frontex on requests from internal and information exchange and external stakeholders via Frontex situational awareness (crisis) Fusion Centre

applications Maintain regular Information

Exchange & Situation Monitoring services (e.g. Alerts, SitReps, Media products, WOB, Correspondence Management)

Customer support, training and access management to Frontex Information Exchange applications including FOSS, CMS, JORA and FMM

System business administration and maintenance of all information exchange systems under FSC management

Page 65 of 161

2.3.2. Capacity Building Division

FTE Financial Means

2012 2013 2012 2013

Division Management (Eurosur) 3 3 1,308.000. 2,244.000

Research and Development 15 15 1,032.000 1,200.000

Training Unit 19 19 4,000.000 4,500.000

Pooled Resources 11 11 1,000.000 1,000.000

Capacity Building Division 48 48 7,340.000 8,944.000

Eurosur 2,244.000

2.3.2.1. Research and Development

Inde Objective Outputs & Performance Indicators Resource Allocation x

(Euros Goal

FTE)

Border Checks Development Programme

Page 66 of 161

ID check EFF-QUA (3.8- 2.5

• 4.2)

Improve capabilities to detect Publication of Research Notes on 200.000

identity/document fraud and perform issues related to the fight against IM-SAT_LVL (-)

tactical/operational risk assessment in document and identity fraud in

the first line the first line of control and automated document inspection

Develop a method for assessing and systems

improving the capacity of MSs to face • Research study on existing

upcoming challenges in identity and methodologies and guidelines to document fraud and risk assessment assess operational capabilities, and disseminate information on these vulnerabilities and challenges and potential solutions countermeasures in countering

identity and document fraud and

Support the work of the EU Document risk assessment at the border

Fraud Project • Technical study on the

performance of existing

Contribute to the identification and automated document inspection

(further) development of best systems

practices and guidelines with regard to

Automated Border Control (ABC), Visa • Research study on the impact of

Information System (VIS) and checks at decision support/aids for the land and air border BCP’s performance of risk assessment

and decision taking by border

Development of a concept for guards

transition from Advance Information to

Advanced Risk Management (ARM)

Page 67 of 161

Advanced Risk Management EFF-QUA (3.8- 2.0 4.2)

• Risk Management Task Group final 85.000

report IM-SAT_LVL (-)

• Cooperation with IATA in API Data

Quality group

• Updated API/PNR Best Practices

with contributions from the Risk Management Task Group and API Data Quality external group

• Validated API Technical

Architecture

• Test report on API CBA (subject

to interest of a MS)

• Research report on Advance Risk

Management

• ARM Model document

• ARM Roadmap document

Page 68 of 161

Automated Border 2.0

Control (ABC) 200.000

• Further update of the best

practices guidelines on ABC

• capability tools that can be used

by MSs when making decisions to implement new technologies at the border developed

• Information dissemination and

validation activities

• Creation of a pool of experts to

validate the BPGs documents and to provide expertise when necessary included but not limited to studies, pilots, external validation meetings, development of research methodologies

• nd Organization of the 2 Global

ABC Conference

• Organization of the 8 th ABC

Workshop

• Study on ABC performance

assessment in operational environment

• Common Procurement

Guidelines for ABC systems

• Graphical ABC roadmap and

accompanying document which is part of a broader vision of the border checks of the future Page 69 of 161

• ABC pilot with a Third Country

and a Virtual Border Pilot

Visa Information System 1.5

(VIS) 70.000

• Report on roll-out plans of MS

• Best practice guidelines

document including recommendations as necessary for improvement/full use of VIS system

Page 70 of 161

CheckBest Practices EFF-QUA (3.8- 1.5 Identify and contribute to the 4.2)

development of best practices • 65.000

guidelines Updated report on best practices in border checks at land BCPs IM-SAT_LVL (-)

• Discussion paper setting out the

legal, practical and national security implications linked to the establishment of joint BCPs by MSs and Third Countries and, if possible, proposing recommendations in this area.

• Discussion paper setting out the

implications of the LBT regime in relation to VIS checks.

• Discussion paper identifying

capability gaps and particular areas of interest in relation to air border checks.

• Creation of a Working Group

and/or smaller Task Forces to work on key theme(s) of interest.

• Inventory outlining the

dimensions of border checks equipment Human Machine Interface which are of relevance to air border checks.

Border Surveillance Development Programme

Page 71 of 161

EFF-QUA (3.8- 3.0

Boost MS awareness concerning new All Eyes: Aerial, Ground and Sea 4.2) developments in the field of sensors, Surveillance – sensors and Platforms 450.000 platforms and advanced system and advanced system solutions IM-SAT_LVL (-)

solutions Aerial Border Surveillance Trial

Catalogue existing practices and with manned aircraft with identify areas where best practices optionally piloted aircraft could be developed in relation to capability equipped with multiborder surveillance intelligence sensors and report

Examine and validate the detection Demo of MALE Remotely Piloted capabilities and applicability of the Aircraft (RPA) in an operational existing surveillance tools and environment and report

technologies in an operational

environment Testing of integrated mobile land surveillance equipment during a

Facilitate the deployment (try-out) of JO and report

new technologies for border

surveillance as pilots in MSs and/or in Creation of a Working Group and the context of JOs organized by development of minimum

Frontex technical requirements and/or guidelines on integrated mobile

land surveillance system

 Workshop on Persistent Wide

Border Area Surveillance and report

 Outsourced study on advanced

technological integration for solutions for under foliage detection and their potential impact on border surveillance

Page 72 of 161

 Elaborated CONOPS for detecting

• & 

  tracking of small boats Border Security Research Bridge 2.5 Co-ordinate and enhance the direct

involvement of the Border Guard Creation of a Frontex Advisory 130.000

community in planning research Board on Border Security Research activities and shaping mid- and longterm

research agenda in the domain of Development of the first mid- and

border control long-term border security research agenda, including topics

Improve communication and for EU FP7 information exchange

capabilities/channels for bringing Organization of a Workshop on

together all stakeholders involved in Innovation in Border Control border security research (WIBC 2013) and report

 Organization of first edition of the

Technology Showroom and report

 Enhanced version of

BorderTechNet and evaluation of the enhanced version of BorderTechNet and recommendations on its further evolution

1.3.2.1.1. EUROSUR

Page 73 of 161

Index Objective Outputs & Performance Indicators Resource Allocation

Goal (Euros

FTE)

To establish an information sharing Network extended to all MSs and EFF-QUA (3.8- 2,244.000 21

and cooperation mechanism enabling possibly some other EU actors (i.e. 4.2) Member State authorities carrying out DG HOME + EUROPOL + EMSA + EUSC border surveillance activities and + MAOC-N); Frontex to collaborate at tactical,

operational and strategic levels The nodes of the network are IM-SAT_LVL (-)

hardened ensuring reliability of the system;

Network security increased (enabling exchange of EU restricted information);

Framework contract ensuring third level support to the network, including system evolution in place

2.3.2.2. Training Unit

FTE Financial Means

2012 2013 2012 2012

Training Unit 19 19 4,000.000 4,500.000

Page 74 of 161

The work carried out is done in close cooperation with MSs and SACs, other Agencies (e.g. CEPOL, FRA) within the framework of the

ETS and NGOs (e.g. UNHCR) this ensure complementarities and avoid overlaps with trainings offered by other institutions (e.g. CEPOL).

Index Objective Outputs & Performance Indicators Resource Allocation

Goal

(FTE

Euros)

Border Guard Career-Path Education / common standards for border guards education and basic training programme

TRU1 To develop and implement Common Core Curriculum for EU Border Guard Basic EFF-QUA (3.8- 1.5 common standards for the Training (CCC) 4.2)

harmonisation of the European •

Border Guard Officers Continued support and assistance to MS/SAC for the

280.000

education within all stages of implementation of the updated CCC;

IM-SAT (-) IM-USG (98)

their career: basic level, mid• CCC implementation in Frontex Partner Countries -

level and high level; second phase;

• Implementation of common training materials

including an e-learning component; To contribute to the ETS

regarding the development • Teachers’ mobility/exchange programme enhancing

and implementation for law the role of the Frontex Partnership Academies; enforcement officers wit • Erasmus-like student exchange programme:

Border Guard function •

Implementation (and further enhancements) of the Schengen Border Code eLearning tools at various levels.

Page 75 of 161

Common Core Learning Standards (CCLS) for EU Mid EFF-QUA (3.8- 1.3

level Border Guards 4.2) 600.000

• Review the Common Core Learning Standards for EU IM-SAT (-)

Mid level BG officers to ensure alignment with the IM-USG (98)

Sectoral Qualifications Framework for Border Guarding level 6 and Bologna / Copenhagen quality assurance principles

• Develop a modular programme structure for the CCLS,

designed to be integrated as a curriculum guideline and / or as a full award structure for SQF level 6 border guard education

• Develop an European module designed to be delivered

in a collaborative framework as a student / teacher exchange component at EU level

Page 76 of 161

Joint Degree Study Programme: European Masters in EFF-QUA (3.8-

Border Security and Cooperation 4.2)

• Consortium Agreement Signed, programme policies IM-SAT (-)

finalized and agreed, programme and award IM-USG (98)

structure finalized and agreed

• EU Joint Accreditation of the programme successfully

concluded

• Common Curriculum for the certificates (streams)

developed , teaching / assessment methodologies designed

• Programme administration flow set up

• Expert boards members identified and engaged in

the process

• High Level Governance Board decision on the first

iteration of the programme

• Application launched, screening and assessment of

fulfillment of entry requirements completed, pool of suitable candidates established

• Arrangements for the first iteration of the

programme carried out

Educational Standards in line with Bologna/Copenhagen EFF-QUA (3.8- principles – follow up and support for the integration of 4.2)

the SQF for BG at EU and national level IM-SAT (-)

• Workshops in Course Design in line with the SQF and IM-USG (98)

Bologna/Copenhagen principles

• Translators workshops for the SQF for BG

• Quality assurance of training products

Page 77 of 161

Frontex Courses for Mid-level and High-level Border EFF-QUA (3.8- 1.3 Guard Officers 4.2)

 2 MLC courses 350.000 IM-SAT (-)

IM-USG (98)

Common Standards for Further Training and Specialisation of Border Guards

Page 78 of 161

TRU2 To develop and implement EFF-QUA (3.8- 1.2

common standards for the False Documents Detection 4.2)

further training of European 330.000

Border Guards in various Continued support and assistance to MS/SAC for the IM-SAT (-)

specialized fields of work. implementation of specific training tools: • IM-USG (98)

“Falsified Documents Roadshow”

To contribute to the ETS • Advanced Level Training Tool for Detection of

regarding the development Falsified Documents

and implementation of • Basic Level Training Tool for Detection of Falsified

training standards for law Documents

enforcement officers with • Consular Staff Training

Border Guard function

development of a ,, Specialist Course for the Detection

SPECIFIC OBJECTIVES of Falsified Documents - level II” training

Reflecting all programme components, the specific objectives are:

 to contribute to

increasing interoperability of the European border guard joint activities and operations;

 to enhance BG skills

and competencies in the fight against crossborder criminality;

 to strengthen

capacities to combat illegal immigration;

 to enhance the

effectiveness of border

control operations; Page 79 of 161

Stolen Vehicles Detection EFF-QUA (3.8- 1.2

4.2)

• Continued support and assistance to MS/SAC for the 200.000

implementation of specific training tools:“Training IM-SAT (-) Tool for the Detection of Stolen Vehicles: ADESVET - IM-USG (98)

ENTRY LEVEL” and “Training Tool for the Detection of Stolen Vehicles: ADESVET - ADVANCED LEVEL”

Further development of specific training tool focused on the detection of stolen vessels

Anti-Trafficking in Human Beings EFF-QUA (3.8- 1.2

4.2)

 Continued support and assistance to MS/SAC for 170.000 the implementation of specific THB training IM-SAT (-)

tool

Page 80 of 161

EFF-QUA (3.8- 1.2

Air-crew training 4.2)

430.000

Priority is given to the support to MS/SAC for the IM-SAT (-)

implementation of the common training manual, by way of multiplier trainings and set up of a pool of Frontex trainer to support the delivery of national training activities.

standardized training activities provided

• “Multiplier Training“ activities for the

implementation of “Common Standards Manual for Air Crew Training”

• Standardized Resources and Coordination

training: “Crew Resource Management (CRM)” – “Crew Resource Management (CRM)” and “Air Sea Coordination Training” courses

• Standardized Survival Trainings - “Mountainous

Survival Training” and “Sea Survival Training” courses

• Standardized trainings for Technical Equipment

-“Forward Looking Infrared (FLIR) Operator Training” and “Night Vision Goggle Training (NVG)” courses

Exchange programme - implementation of 2 weeks “Crew Exchange” exchange programme

Page 81 of 161

Development of Training for EUBG Canine Teams EFF-QUA (3.8- 1.2 and “Common Training Standards for EUBG Dog 4.2)

Handlers” 280.000 IM-SAT (-)

• Provision of a wide range of training standards IM-USG (98)

and products aimed to support the future certification of EUBG dog handlers- “Basic Training Tool”, “Common Training Standards for EUBG Dog Handlers” and “Specialized Training Tools for EUBG Dog Handlers” courses

• Implementation of standards developed for

dog training Training for Schengen Evaluators (Scheval Training) 1.2

• Standardized training activities provided - IM-SAT (-)

,,Basic Course for Schengen Evaluators” and 180.000 ,,Course for Leading Experts”

• Implementation of a mechanism to evaluate

conformity with FR provisions with support of FRA.

A Fundamental Rights Manual EFF-QUA (3.8- 1.2 implementation of activities in order to provide 4.2)

the trainers in the MS/SAC with the up-to-date 180.000

training methodology specifically tailored to IM-SAT (-)

increase the knowledge and skills of border guard

officers in the field of fundamental rights

(including data protection) and international

protection

Page 82 of 161

“Common Manual for Joint Common Standards for EFF-QUA (3.8- 1.2

Escort Officers in Joint Return flights 4.2) implementation of the developed curriculum 200.000 qualification of multipliers for the implementation IM-SAT (-) of training standards through national training IM-USG (98) activities

“English language Training EFF-QUA (3.8- 1.2

• Continued support and assistance to MS/SAC for 4.2)

the implementation of specific training tools : 230.000 “English language Training for IM-SAT (-) Practitioners/Language Instructors” and “The IM-USG (98) Training for Practitioners/Language Instructors at the airports: basic and advanced level” courses

• further development of the specific training

tools

Page 83 of 161

Training for EBGT Members EFF-QUA (3.8- 2.0

• standardized training activities: ‘EBGT 4.2)

induction training”, EBGT seminar” and 550.000

“EBGT course” IM-SAT (-)

• Specialized trainings on defined profiles for IM-USG (98)

EBGT pool members

• start-up of development of training on

relevant maritime law for BG officers

Pre-deployment briefing for Focal Points experts

0.5 150.000

Networking and cooperation with stakeholders programme

Page 84 of 161

TRU3 To ensure adequate National Training Coordinators (NTC) 2.2 implementation of Frontex 2 conferences to be organized IM-SAT (-) Regulation in terms of Frontex Partnership Academies (PA) 370.000 cooperation with Member 2 conferences to be organized

States/SAC and partner

countries following the Frontex Virtual Aulaorientation set by the Activities for further development of the V-Aula system

Stockholm Programme and the

implementation of the related Expert boards meetings participation

European Training Scheme

(ETS). Working group meetings with EU agencies (and common events)

2.3.2.3. Pooled Resources Unit

FTE Financial Means

2012 2013 2012 2013

Pooled Resources 11 11 1,000,000 1,000.000

Index Objective Outputs & Performance Indicators Resource Allocation

Goal (Euros

FTE)

PROJECTS

Page 85 of 161

PRU1 To enhance the operational • To manage and administrate PA_POOL_UTL_HR 1.5

Development response capacity of Frontex by the EBGT Pool by regular (40) and establishing and managing of a meetings with the pool PA_POOL_HR (40) 50.000 Management of high quality human resources members during the training the EBGT pool pool, in line with the strategic activities organised by Frontex,

goals of the Agency taking part in the national selection procedures and exchange of information with the internal and external stakeholders ;

•

To make use of OPERA application with regard to the nomination and deployment process;

•

To provide efficient support to the MS/SACs in all the matters related to the EBGT Pool in order to ensure its proper functioning;

•

To fully implement and evaluate the SGO mechanism;

•

To evaluate and assess the operational usefulness of the current profiles as adopted by the Management Board (MB decision 11/2012 of 23 May 2012)

Page 86 of 161

PRU 2 To enhance Frontex operational • To maintain the TEP data base; PA_POOL_UTL_TE 1,5

Development capacity by maintaining a high • To manage the deployment of EFF_OP_PLAN_TE (90)

and quality TEP and to manage the the equipment from the TEP by management of deployment of resources from using of OPERA application;

the Technical the pool. • To maintain high level of

Equipment Pool availability of the equipment

(TEP) from the pool by regular

communication with the contributing MSs;

•

To implement Frontex reporting obligations as regard of the deployed technical equipment and the MS contributions to the TEP.

PRU 3 To lease a limited service for • To build on Frontex own EFF-QUA (3.8-4.2) 1.5

Pilot Project on border surveillance for limited operational capacity; 300 000

lease of a period of time and for a specific • To prove the cost efficiency of

service for operation. leasing of surveillance border equipment;

surveillance • To establish the basis for

further acquisition of surveillance equipment or surveillance services.

Page 87 of 161

PRU 4 To provide an upgraded • To upgrade the OPERA EFF-QUA (3.8-4.2) 1.5

OPERA stage III software application for the application through the 150 000 development of pools of human introduction of improvements

resources and technical resulting for the testing and equipment and to manage the using of OPERA v 1.0;

deployment of resources from • To introduce additional

these pools functionalities to OPERA

resulting from the requirements of the amended Frontex Regulation;

•

To provide training manuals and workshops to Member State and Frontex users.

Page 88 of 161

PRU 5 To test the functioning of the • To organise a full scale EFF-QUA (3.8-4.2) 1.0

Rapid rapid intervention mechanism as exercise for a limited period in 100 000 intervention part of Frontex’ legal obligation a specific area and within the exercise (REX) to establish capability for frame of a specific joint

adequate reaction to sudden operation;

unexpected massive migration • To test and improve the

flows in the circumstances close capability of Frontex to to the real operation. properly coordinate rapid

deployment;

•

To test and improve the capability of the MSs to react adequately to an urgent call for rapid intervention

•

To test the applicability of OPERA system for rapid deployment purposes;

•

To organise a table top exercise in order to increase the readiness of both Frontex and the MSs for rapid intervention missions.

Page 89 of 161

PRU 6 To negotiate and agree the • Identification of a common EFF-QUA (3.8-4.2) 1.5

Annual Bilateral contributions of each Member template for both Standard 150 000 Talks State to the planned Frontex Operating Procedures (SOPs)

operations during 2014. and Guidelines covering all

projects in PRU

•

Development of management documents for all projects in PRU in close conjunction with LEG and Quality Management

•

Seeking endorsement of the documents by the relevant internal stakeholders and preparation of subsequent ED Decisions, in accordance with the Agency’s QM Strategy

Page 90 of 161

PRU 7 To identify and describe • To establish document base EFF-QUA (3.8-4.2) 1.0

Development of business processes within PRU giving any information needed 15 000 the business related to the core tasks in order PRU and non-PRU staff processes within including management of pools to perform the assigned tasks, PRU and related and develop relevant documents subsequent to the documents (templates, SOPs and business implementation of the

processes) outputs/outcomes foreseen by the PRU-led projects;

•

Enhance the level of consistency covering the activities performed by the unit and by other internal stakeholders

•

Provide a good level of detail regarding the activities which are regularly performed by the organization, when dealing with human / technical resources;

•

Discourage the tendency of developing parallel working processes

•

Promote quality throughout consistency

Business as usual

Page 91 of 161

Pooled The network is the main tool • To exchange information with EFF-QUA (3.8-4.2) 1.5

Resources used by PRU to communicate the MS’ about the activities

Network (PRN) information regarding its future implemented by PRU; 235.000

Pooled plans and ongoing activities to • To get the MS’ feedback about

Resources the Member States and the effectiveness of the

Network (PRN) Schengen Associated Countries. implemented activities;

The feedback of the Member • To use the meetings as a

States is important as it platform for discussion of provides information on the important issues and drafting effectiveness of the activities of any kind of documents carried out by PRU and Frontex related to the pools.

and provides the opportunity to monitor the numbers in the pools.

Page 92 of 161

2.3.3. Administration Division

FTE Financial Means

2012 2013 2012 2013

Division Management 3 3 --- ---

Human Resources and Services Unit 40 40 --- ---

Information and Communications 23 24 2,000.000 2,400.000

Technology Unit

Finance and Procurement Unit 19 19 --- ---

Legal Affairs Unit 5 5 --- ---

Administration Division 90 91 2,000.000 2.400.000

2.3.3.1. Human Resources and Services Unit

FTE Financial Means

2012 2013 2012 2013

Human Resources and Services 2 2 --- ---

Management

Human Resources 14 14 --- ---

Page 93 of 161

Security 13 13 --- ---

Human Resources and Services Unit 40 40

Index Objective Outputs & Performance Indicators Resource Allocation

(FTE

Euros)

HR1 To implement the new system of New system in place EFF-QUALITY (3.9- 3.0 appraisal and reclassification (implementing rules) 4.2)

EFF-TIMELINESS (98)

IM-OBJ_ACH (-)

HR2 To increase the efficiency of the Recruitment and selection 4.0 recruitment processes in Frontex process run in a reasonable time

HR3 To recruit and replace staff in relation The replacement of SNE and 3.0 to the establishment plan and ED Frontex staff, placement of new

decisions selected staff in the right time

HR4 To improve the payroll related processes Payroll system done in a correct 4.0 way

Page 94 of 161

AS1 Based on results of tendering process for To ensure uninterrupted EFF-TIMELINESS 22 1.0

office space for Frontex HQs – functioning of Frontex in 2014 (98) implement the necessary actions with and years beyond the view to safeguarding of premises in 2014 and onwards

AS2 To provide front line service to Smooth and uninterrupted IM-OBJ_ACH (-) 6.0 guarantee uninterrupted operation of functioning of the Agency

the Agency IM-SAT_LVL (-)

AS3 To provide services in the field of facility Uninterrupted operation of the IM-OBJ_ACH (-) 23 3.0

management and logistics premises and delivery of

logistical services IM-SAT_LVL (-)

AS4 To provide services in the area of Agency Smooth operation of the Frontex’ IM-SAT_LVL (-) 1.0

Services in order to ensure the operational office functioning of the Frontex’ operational office(s) as well as Frontex Liaison Office in Brussels

SS1 To draft and implement Frontex Security Frontex security regulations in EFF-TIMELINESS 0.5 Manual and the related security policies line with the EU standards and (98)

and procedures in line with the EU Frontex needs

regulations an best practices IM-OBJ_ACH (-)

22 Resources for project include 6 external consultants (.2 -.5 FTE) and 6 internal cross-divisional staff (.2 FTEs) over the period of the

project 2011-2014)

Page 95 of 161

SS2 To protect Frontex activities, assets Frontex operates in a secure IM-OBJ_ACH (-) 11.0 information and personnel environment in line with the

regulations IM-SAT_LVL (-)

SS3 To ensure that classified information is Handling of classified IM-OBJ_ACH (-) 1.0 handled according to the standards. To information compliant with the

raise staff awareness on the matter security regulations

SS4 To ensure that all security aspects have New Frontex premises compliant EFF-TIMELINESS 0.25 been taken into account and planned for with security standards (98)

implementation for the new Frontex premises

SS5 To ensure the security of Frontex Specialized Branches operate in IM-OBJ_ACH (-) 0.25 Specialized Branches on a continuous adequate security environment

basis

2.3.3.2. Finance and Procurement

FTE Financial Means

2012 2013 2012 2013

Unit’s Management 2 2 --- ---

Finance 9 9 --- ---

Procurement 6 6 --- ---

Page 96 of 161

Finance and Procurement 19 19 --- ---

Index Objective Outputs & Performance Indicators Resource Allocation

(FTE

Euros)

To maintain and further develop tailored • Creation of a manual covering EFF-TIMELINESS 10.4

financial management process including all main processes undertaken (98)

FIN1 committing, validating, accounting, in the Finance & Procurement

reimbursing, financial controlling Unit

IM-OBJ_ACH (-)

• Roll out of an integrated

electronic system to

streamline the processes

FIN2 To ensure correct and efficient 6.5

application of procurement procedures

and provision of related advice

FIN3 To keep and present the accounts in • The revenue ledger and EFF-TIMELINESS 1.1

accordance with Title VII of the Financial general ledger system are (98) Regulation and devise and validate maintained and contain Frontex accounting system updated data;

• Implementing the accounting IM-OBJ_ACH (-)

rules and methods and the chart of accounts in accordance with the provisions adopted by the European Commission’s Accounting Officer;

Page 97 of 161

FIN4 Treasury management • To implement payments and EFF-TIMELINESS 1.0

collect revenue, following up (98) on debit notes, VAT and recovery orders;

IM-OBJ_ACH (-)

2.3.3.2. Information and Communication Technology Unit

FTE Financial Means

2012 2013 2012 2013

Unit’s Management 3 3

ICT Activities 20 21 2,000,000 2.400,000

Total 23 24 2,000.000 2.400,000 24

Index Objective Outputs & Performance Indicators Resource Allocation

(FTE

Euros)

Page 98 of 161

ICT1 To maintain the performance and Meeting SLA/ELSA requirements EFF-QUALITY (3.8- 4.25 availability of ICT services agreed with business units 4.2)

1,700,000 EFF-TIMELINESS

(98)

ICT2 To provide ICT end-user support for Less than 3 requests per week EFF-TIMELINESS 7.25

Frontex staff and other Frontex not acknowledged (98)

business applications users 255,000

End user satisfaction for Help IM-OBJ_ACH (-) Desk support,

ICT3 To provide support to ICT-enabled Each IT Enabled Project IM-OBJ_ACH (-) 3.2

projects 25 supported by ICT Unit up to

agreed scope 235,000

Consistent use of ICT PM Toolkit

ICT4 To manage the unit and adapt relevant Implement best practices in the IM-OBJ_ACH (-) 2.95

ICT best practices in the Frontex following areas: change

environment management, standard operating 100,000

procedures, service level management

Page 99 of 161

ICT5 To manage the contracts and prepare To sign and manage SLAs and IM-OBJ_ACH (-) 1.75 the tenders to acquire ICT products and delivery contracts with external

related services. contractors

To prepare and conduct tenders

for ICT services and products

ICT6 To provide technical support for the Provide limited support to Eurosur EFF-QUALITY (3.8- 1.7

26

Eurosur network Technical Office network 4.2)

EFF-TIMELINESS (98)

ICT7 Provide ICT contributions to relocation Plan of ICT support for EFF-QUALITY (3.8- 0.9 to the new premises relocations of the HQs 4.2)

EFF-TIMELINESS (98)

ICT8 Extend technical support to Apple Achieve readiness to provision of EFF-QUALITY (3.8- 0.5 technology operational support for Apple 4.2)

technologies EFF-TIMELINESS (98)

ICT9 To ensure INFOSEC security in Frontex Less than 3 ICT Security 1.5 incidents/year impacting on data

110,000

Page 100 of 161

2.3.3.3. Legal Affairs Unit

FTE Financial Means

2012 2013 2012 2013

Legal Affairs 5 5 --- ---

Index Objective Outputs & Performance Indicators Resource Allocation

(FTE

Euros )

LEG1 To further elaborate and consolidate Legal advices ready for decision EFF-QUALITY (3.8- 1.0 the capabilities to provide legal making; 4.2)

counseling to internal and external

stakeholders on all Frontex related EFF-TIMELINESS issues; (98)

To defend the interests of Frontex in legal proceedings

Decisions with regard to Frontex’ 1.0 positions in litigations or in the elaboration of legal instruments of all kind;

Page 101 of 161

LEG2 To provide comprehensive legal Legal advices ready for decision 2.0 decisions and advice in a timely making;

manner;

Decisions with regard to Frontex’ 1.0 positions in litigations or in the elaboration of legal instruments of all kind;

Page 102 of 161

2.3.4. Directorate and Executive Support

FTE Financial Means

2012 2013 2012 2013

Senior Management 2 2 --- ---

Executive Support 9 9 --- ---

External Relations 9 10 --- ---

Planning and Controlling 2 2 --- ---

Quality Management 2 2 --- ---

Information and Transparency 8 8 655.000 1,650.000

32 33 655.000 1,650.000 27

2.3.4.1. External Relations

Index Objective Outputs & Performance Indicators Resource Allocation

(FTEs

Euros)

RELEX 1

Page 103 of 161

The overall objective is to develop the cooperation in relation to Third Countries.

REL1.1 To maintain and develop the existing 1) Maintaining and expanding the IM-USG_ LVL (3.8-4.2) 1.1 Frontex’ Relex network with a view to network with external partners

building on achievements to date and being competent authorities of third improving its accessibility, reliability countries responsible for border and effectiveness leading to increased security management facilitation of the role of Frontex in the external dimension of border security management as well as promoting operational and other forms of cooperation with third countries in line with the EU External Relations Policy.

• 2) 

  Continuing developing contacts IM-USG_LVL (3.8-4.2) 0.3 and cooperation with the international departments of the authorities of the MS/SAC in line with Art. 2 of the Regulation and Art. 16.3. of the SBC as well as with EU institutions as regards Relex issues

• 3) 

  Contributing to initiatives within PA-PART (20-30) 0.5 the framework of the Global Approach to Migration and Mobility.

• 4) 

  Developing and supporting IM-OBJ_ACH (-) 0.3 Frontex’ role in bringing forward the IBPC, by facilitating third country aspects of the Conference

Page 104 of 161

REL1.2 To develop strategies, prepare and Further preparatory work and 0.8 possibly launch the implementation of developing strategies for Frontex

the new assigned tasks in the area of approach towards the deployment cooperation with third countries. of Liaison Officers carrying as well as to carry out Technical Assistance to third countries.

REL1.3 To develop cooperation between 1) Involvement of candidate and PA-PART (20-30) 0.3

Frontex and competent authorities of potential candidate third countries third countries in the framework of in 7 Frontex joint activities each, working arrangements, facilitation of EU and focusing on the preparation Member States’ activities involving regarding full integration in Frontex operational cooperation with third work of the relevant Croatian countries, development of cooperation authorities, as of the date of with relevant international organizations accession to the EU. related to their activities in third countries as well as overseeing an integrated implementation of Frontex’ operational cooperation regarding third countries

• 2) 

  Based on other partnerships, the PA-PART (20-30) 0.4 involvement of third countries in 3 Frontex joint activities each.

Page 105 of 161

• 3) 

  Conclusion of working IM-OBJ_ACH (-) 0.4 arrangement between Frontex and the competent authorities of 1 country in the Mediterranean/West

African region

• 4) 

  Involvement of Regional PA-PART (20-30) 0.4

Cooperation Initiatives (e.g. MARRI,

MTM , EULEX, EUBAM, CIS) in at least

1 Frontex joint activity each

• 5) 

  Effective implementation of PA-PART (20-30) 0.4 existing cooperation plans between

Frontex and third country

authorities IM-OBJ_ACH (-)

IM-USG_LVL (3.8-4.2)

• 6) 

  Renewal of existing cooperation IM-OBJ_ACH (-) 0.4 plans due to termination; the conclusion of two additional cooperation plans

• 7) 

  Facilitating the activities of (at PA-PART (20-30) 0.3 least) 2 EU Member States as regards their implementation of operational cooperation with third countries

Page 106 of 161

• 8) 

  Based on existing working PA-PART (20-30) 0.4 arrangements, providing impetus to the coordination of cooperation with the work of relevant regional initiatives and international organizations in the field of border security cooperation in or with third countries

Index Objective Outputs & Performance Indicators Resource Allocation

(FTEs

Euros)

RELEX 2

To enhance and further develop the cooperation with Third Organisations and other Agencies as essential component of the EU IBM Concept;

Page 107 of 161

REL2.1 Implement the Stockholm Upgrading the existing WA with PA-PART (20-30) 1.0

Programme, the EU /EC Internal Europol into an operational one Security Strategies and the EU Action and developing a WA with Eurojust on Migratory Pressures - a Strategic enabling also the future IM-OBJ_ACH (-)

Response focusing inter alia on the transmission of personal data. cooperation between JHA Agencies. Strengthen the cooperation Implement the EU Policy Cycle mechanism with customs. including the 2-Year Strategies (2012- Closer cooperation with CEPOL as 2013) and related Operational Action regards capacity building for law Plans on THB, irregular migration and enforcement.

Western Balkans.

Closer collaboration with external

Strengthen ties between Internal and actors: EEAS CSDP missions (e.g. External Security actors. EULEX), International

Organisations (e.g. Interpol, UNODC).

REL2.2 Fight against trafficking (THB) and Closer cooperation with EC (EU PA-PART (20-30) 1.0 smuggling of human beings as one of Anti Trafficking Coordinator) and the main priorities set by the Council JHA Agencies for the in the Stockholm Programme and in implementation of the JHA the Priorities in the fight against Agencies THB Declaration and the

IM-OBJ_ACH (-)

organised crime 2011-2013. new EU Strategy on THB.

Enhanced cooperation with International Organisations for implementing joint operational, capacity building or promotional activities in the field of THB.

Page 108 of 161

REL2.3 Address mixed migratory flows Conclude and follow up with the PA-PART (20-30) 0.5 safeguarding international protection working arrangement with EASO obligations and fundamental rights and further enhance cooperation including the implementation of with FRA, IOM and UNHCR. IM-OBJ_ACH (-)

Frontex Fundamental Rights Strategy.

REL2.4 Implement Eurosur, in particular the provide support to the conclusion EFF-TIMELINESS 0,5 development and operation of of the SLAs with EUSC and EMSA (98) surveillance tools following GMES for the provision of services within

Concept for Operations (CONOPS) in Eurosur for Frontex and MS.

cooperation with other EU Agencies.

REL2.5 Implement the EU Integrated Establish closer cooperation with PA-PART (20-30) 0,4

Maritime Policy focusing on inter EU (EMSA, EFCA) and National agency cooperation in the field of Maritime Agencies; e.g. Coast maritime surveillance and Guards and their parental DGs.

development of CISE (Common IM-OBJ_ACH (-)

Information Sharing Environment) and European Coast Guard Function.

REL2.6 Participate in the implementation of Establish good collaboration with PA-PART (20-30) 0.3

the EU Information Management key actors EC (DG HOME), Council Strategy for law enforcement. WG (DAPIX), Europol.

IM-OBJ_ACH (-)

REL2.7 Support to EU Crisis Management Establish cooperation EFF-TIMLINESS 0.3

Response arrangements in the field with EC (98) (DG HOME), EEAS (SitCen) and

relevant EU Agencies (e.g. ECDC)

IM-OBJ_ACH (-)

Page 109 of 161

2.3.4.2. Planning and Controlling 28

Index Objective Outputs & Performance Indicators Resource Allocation

(FTE

Euros )

CTL1 To identify and assess internal and To provide quarterly assessments EFF-TIMELINESS 0.3

external factors affecting the mid- and to Frontex’ senior management (98)

long-term development of Frontex, and members of the Management

enabling informed decision making by Board;

Frontex’ management; IM-OBJ_ACH (-)

CTL2 To execute the Strategic Change Multi Annual Plan 2014 – 2017 EFF-TIMELINESS 0.1 (Management) Cycle facilitating the (98)

strategic management process (planning, organizing, directing and controlling of organizational

performance); IM-OBJ_ACH (-)

Annual Programme of Work 2014; 0.3

Budget 2014; 0.1

Annual Operational Plan 0.1

Page 110 of 161

Frontex Report of Authorizing 0.1 Officer - AAR 2012;

Yearly Risk Monitor; 0.1

CTL3 To apply Frontex’ Performance Quarterly Evaluation Reports; EFF-TIMELINESS 0.2 Management System and roll out of (98)

elements of management tool box;

Monthly briefings on Performance EFF-TIMELINESS 0.3 issues; (98)

CTL4 To manage assigned Business Continuity Strategy EFF-TIMELINESS 0.4 change/organizational development based on Impact Assessments; (98)

initiatives

Business Continuity Plans at

corporate and divisional level;

2.3.4.3. Quality Management 29

Index Objective Outputs & Performance Indicators Resource Allocation

Goal

(FTE

Euros)

Page 111 of 161

QM 1 To improve the quality management Identify QM actions (short-term IM-OBJ_ACH ( -) 0.1 practices in Frontex & Systemic) that would

facilitate achievement of IM-USG_LVL (3.8- Frontex objectives & support 4.2)

the implementation of selected actions

 Assess the current state of play IM-OBJ_ACH (-) 0.2 of QM in at least one Division & identify actions that would improve QM & achievement of objectives

QM 2 To improve the quality of organizational Design & implement a more IM-OBJ_ACH (-) 0.2 risk management in Frontex robust risk management

tool/methodologies to support IM-USG_LVL (3.8- achievement of Frontex 4.2)

objectives

Increased monitoring & IM-OBJ_ACH (-) 0.2 response to identified risks IM-USG_LVL (3.8- 4.2)

QM 3 To identify the main organizational risks To identify the main EFF-TIMELINESS 0.2 of Frontex (internal & external) organizational risks of Frontex (98)

(internal & external)

Provide input into relevant EFF-TIMELINESS 0.2 Frontex processes for which a (98) risk assessment is critical, e.g. PoW; quality assessments

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Assessment of the internal EFF-TIMELINESS 0.1 control system and actions (98) required to ensure improvements

QM 4 To improve the implementation of Improved compliance rate with EFF-TIMELINESS 0.3 action plans established deadlines (98)

IM-USG_LVL (3.8- 4.2)

QM 5 To contribute to the development and Contribution to the IM-USG_LVL (3.8- 0.2 implementation of performance methodology and tools and 4.2)

management framework in Frontex implementation of performance management

2.3.4.4. Information and Transparency

Index Objective Outputs & Performance Indicators Resource Allocation

Goal

FTE Euros

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PR1 To promote the mission, values and 1)Tailored intranet portal IM-SAT_LVL (-) 1.0 culture of Frontex to its staff members available to user; 2) Internal

through introduction of communication activities (two communication tools and other best internal days, 16 brown bag

practices; lunches, 3 internal publications 125.000

produced

To provide stakeholder and European citizens with information on the Agency’s activities in line with Frontex’ external communication strategy (FGR 2009)

PR2 Media Relations Urgent media queries addressed IM-SAT_LVL (-) 1.2

within one day, press visits to

operational areas arranged 10.000

within a min period of one week, 3 press briefings addressing media in EU countries organized

Relations with the public Public enquiries and 0.3 5.000

researchers’ visits organized,

Audio Video content 2 documentaries and 6 short 0.7 125.000

videos explaining specific areas

of Frontex activities to the

public are produced

New Frontex Corporate Visual Identity development of the new CVI 0.3 50,000 update implemented

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Publications Publications policy in place, all 1.0 300,000 Frontex publications produced

according to the new CVI, 11 editions of The Border Post published

Internet Content update of the existing 1.0 175,000 website (usable information

architecture, important documents and timely publication of information).

Social media Social media policy in place and 0.5 25,000 implementation of the first

phase

Events Involvement of Frontex in IM-SAT_LVL (-) 0.1 5,000

Schuman Day celebrations in

Brussels and Warsaw IM-OBJ_ACH (-)

PR3 To create a forum for discussion, Organization of the annual 1.3 exchange of information and best European Day for Border Guards

practices for European border guard and International Border Police 650,000

authorities; Conference

PR4 To create the pool of EBGT Teams Members of FPO identified and 0.2 35,000

(‘Frontex Press Officers’) specific media training provided for them

PR5 Crisis Communication Management Crisis Communication Manual in 0.2 70,000

Plan place

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PR6 Media analysis Qualitative media analysis in 0.2 75,000 place

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2.3.5. Internal Audit

FTE Financial Means

2012 2013 2012 2013

Internal Audit 2 2 10.000 10.000

Index Objective Outputs & Performance Indicators Resource Allocation

Goal

(FTE

Euros)

IA1 To audit the internal control system in Performance of 2 risk based IM-OBJ_ACH (-) 2.0 place in order to assess its adequacy, audits; and ex-post controls of

effectiveness and efficiency; with a grants 10.000

view to bringing about continuous improvement;

provide consulting services to the senior management; carry out ex-post controls.

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2.3.6. Fundamental Rights Officer (Consultative Forum)

FTE Financial Means

2012 2013 2012 2013

Fundamental Rights Officer 1 1 --- ---

Index Objective Outputs & Performance Indicators Resource Allocation

Goal

(FTE

Euros)

FR1 Carry out the duties of the To be agreed in employment IM-OBJ_ACH (-) 1.0 Fundamental Rights Officer as assigned contract

by Frontex’ Regulation and agreed with Management Board and Senior Management;

FR2 support of Consultative Forum to carry IM-OBJ_ACH (-) out duties as assigned by Frontex

Regulation IM-SAT_LVL (-)

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ANNEX 1 – CAPACITY BUILDING PORTFOLIO

General

This document presents Frontex Capacity Building Portfolio 2013. It contains an overview of important external factors, an outline of priorities for the coming years, and a presentation of the 2013 projects of the Capacity Building Division.

Mission

The core mission in the field of Capacity Building is to support the Member States in building and achieving a high and uniform level of control and surveillance of their external borders and to be a driving force in the further development of the European potential regarding integrated border management. Further responsibilities include providing qualified expertise to support the European policy development process in the area of border control; contributing to the development of Frontex capabilities and supporting the actions of the Agency in providing effective assistance to the Member States regarding the operational aspects of external border management. This is done through the coordination of activities related to training, research and development, and managing and developing pooled resources.

Frontex is to play a leading role in analysing future capability needs for the control of EU external borders, as well as in supporting the Member States in their development of capabilities to fill those needs. Furthermore, the Agency is to be the key driver for harmonisation and standardisation, promoting greater interoperability.

Objectives for 2013

The main objectives in Capacity Building for 2013 are as follows:

• Continued contributions to the successful implementation of EUROSUR by developing

Frontex capabilities and assisting Member States, in particular for the extension and

enhancement of the EUROSUR network and further development of the provided services;

• Further development and Management of the European Border Guard Teams Pool in order

to increase the availability, flexibility and deployability of operational resources for joint

operations;

• Further development and Management of the Technical Equipment Pool;

• Further development of Frontex operational capacity by procuring services or acquiring

means for border surveillance;

• Continued development and implementation of common core curricula for border guard

education, with a focus on harmonising learning standards for mid-level and high-level border guard education and developing common modular study programmes as a basis for the exchange of border guard students in both academic and vocational educational

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frameworks; which is to support the further development of the European Training Scheme

(ETS);

• Further development and implementation of common standards for border guard training

and specialisation, focusing on fundamental rights, trafficking in human beings, and the development of standardized training programmes for joint organized activities and joint

operations (e.g. return officers, escort leaders, interview officers, dog handlers);

• Further development and identification of best practices and guidelines with regard to

Automated Border Checks, Advanced Passenger Information system and false/falsified document detection, and contribution to the development of new tools for behavioural analysis for border checks, in view of increasing the efficiency and effectiveness of border

checks, and supporting the development of the Smart Borders Concept;

• Follow up on developments regarding remote sensing and detection technologies, and

contribute to improving the situational awareness of Member States by making use of the existing technical tools or by the development of new tools as well as (secure) communication between Member States, aiming at increasing the efficiency and

effectiveness of surveillance of the external borders.

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RESEARCH AND DEVELOPMENT

The mission regarding research and development is to follow up on the developments in research that are relevant for the control and surveillance of external borders, and then 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 desired role in the field of Research and Development is to play a major part in supporting the Member States and the Commission in their development of capabilities and policy, as well as in directing relevant EU security research. Furthermore, Frontex should provide a frame for the exchange of experiences between the MS and for an active interaction between MS and the research community (universities, research institutions, industry). Frontex also seeks to be a central point for launching studies related to border security.

The Research and Development activities are to provide the foundation for further developments of EUROSUR and, connected to that, further developments of the border surveillance capabilities of the MS, of Automated Border Control and of Advance Information, which are the fields of priority.

Allocated budget: EUR 1,200.000 General

The year 2013 will see a continuation of the implementation of the two R&D Programmes: Border Checks Development and Border Surveillance Development. The different projects under the umbrella of these Programmes are a continuation of activities carried out in 2012. These projects are based on feedback received from Member States and the European Commission or on new developments that have been identified through R&D activities and are of potential interest to the border guard community.

BORDER CHECKS DEVELOPMENT PROGRAMME

Within the Border Checks Development Programme, projects and activities in 2013 will focus on the development and implementation of effective and efficient border checks at the external border which are of a comparable level, eliminating the existence of potential weak spots.

The successful approach from previous years, of developing best practice guidelines, will be further followed and extended to other areas, while the already developed best practice guidelines will be further elaborated upon.

The further development of best practices and guidelines for ABC systems will continue in 2013.

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The detections at BCPs can be further improved. Several initiatives undertaken in 2012 will be continued, while others will be started.

The activities aimed at improving the information position of border guard services of the MS at air border BCPs will continue.

The identification and development of a first set of best practice guidelines for VIS implementation in the operational context will be finalized.

Member States have expressed a need to have continued discussions on practical problems arising at the external borders, as well as on the introduction of new equipment/systems. In order to cater for this need, Frontex will provide the platform and facilitate the development of common practices and guidelines.

EUR 620.000

The following projects are planned to run under this Programme in 2013:

ID check

The project focuses on technology and methods for the detection of document and identity fraud and deceptive behaviour at border crossing points (BCPs). The aim is to help border guards in the first line to take informed decisions in application of the entry criteria spelled out in the Schengen Border Code: verification of the authenticity of documents, verification of the identity of the document holder and of the purpose of travel, and the assessment of the individual risk level of until then unknown potential threats. Activities will focus on innovation in counterfeited/false documents detection (including the verification of electronic passports), biometrics, and physio-behavioral analysis.

Budget: EUR 200.000

Advanced Risk Management

The activities conducted by Frontex during 2011-2012 on Advance Passenger Information (API) have revealed that MS have many needs that cannot be fulfilled because of limitations and ambiguities in the current API Directive. The consequences have been a limited roll out of such systems, and a large degree of divergence between existing ones. This is currently the cause of problems and inefficiencies, both for carriers operating into the EU and border management authorities of MS.

The regulatory framework around API and PNR is about to undergo relevant changes. On one hand there is a proposal for a PNR Directive being debated in Parliament, and on the other hand there are plans for revisiting the existing API Directive. This poses a unique opportunity in a limited time window for elevating to the Commission, Parliament and Council the challenges and areas for improvement identified by end-users.

The main goal for 2013 is thus to gather MS needs regarding API, and disseminate them to key stakeholders. The focus will be eminently practical, addressing the specific problems reported

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by MS, and ensuring that any new/revised regulatory framework supports harmonized implementations.

Also in 2013 the project will continue helping MS to deploy API systems and achieving greater harmonisation levels, e.g. by providing best practices.

Another important goal for the activities in 2013 will be the development of a concept for transition from current forms of Advance Information to Advanced Risk Management (ARM)

Budget: EUR85.000

Automated Border Control (ABC) 2013

The ABC project 2012 focused on continued development of best practice guidelines, validation and dissemination work, as well as the development of capability tools for member states enabling decision making regarding automated border control solutions for border checks. Furthermore, it started an initiative in support of harmonized/interoperable ABC solutions on a global scale.

The ABC 2013 aims to continue further development of best practice guidelines into different areas based on national implementations or the EC legislative proposals in connection with Entry-Exit System (EES) and Registered Traveller Programme (RTP). Activities will focus on dissemination and validation work, in particular focusing on cross validation with standardisation bodies and international organisations as well as third countries to ensure coordination in this area and the achievement of greater harmonisation/interoperability levels on a global scale.

Furthermore, the project aims to continue developing capability tools that can be used by member states when making decisions to implement new technologies at the borders. In 2012 Frontex generated a cost benefit analysis (CBA) toolkit for ABC which has been tested in real cases provided by selected member states, and in 2013 such analysis is planned to be generated by a number of Member States in support of decision making. An additional aim in 2013 is to develop common procurement guidelines for ABC.

In support of the planned legislative proposals on EES and RTP, the ABC 2013 aims to initiate a pilot between one or two Member States and Canada regarding the use of ABC systems by third country nationals. The exploration of this possibility started in 2012.

The work will also continue to look to shape the future of ABC.

Budget: EUR 200.000

Visa Information System (VIS)

The Visa Information System was rolled out for border guards in October 2011. The VIS 2012 project catalogued a number of challenges in the implementation of the system by border

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guard services and began to identify some solutions. The VIS 2013 project aims to finalize work on reaching an agreement on the main challenges, to identify/develop best practice guidelines for VIS implementation in the operational context, and to assess needs for training before completion of the system in October 2014.

Budget: EUR 70.000

CheckBest Practices

CheckBest Practices project provides a platform to Member States for discussing existing gaps and has as its main objective the identification of those areas where the development of best practices and guidelines, or the provision of better information, could fill or help to fill existing gaps. After successful completion of a best practice document on land borders, the same is now proposed for air borders.

Air borders account for the major portion of all traffic in and out of the Schengen area (around 50% according to estimates). While air BCP practice is quite similar across the EU, there are large differences between a handful of very large hub airports and medium or small international airports. It is proposed that a Working Group be constructed to further investigate and catalogue practices at air borders and to evaluate the utility of available technical measures depending on airport size.

BORDER SURVEILLANCE DEVELOPMENT PROGRAMME

In the Border Surveillance Development Programme, projects and activities in 2013 will focus on the development and implementation of efficient and effective border surveillance. To this end border guard services of the Member States will share relevant operational information both at a national and international level, with other border guard/state services and with relevant European Agencies.

Several existing gaps in surveillance will be looked into and ongoing developments of aerial and ground system solutions for border surveillance will be followed.

Total budget for Border Surveillance Development Programme: EUR 580.000

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 2013:

All Eyes: Aerial, Ground and Sea Surveillance – sensors and platforms and advanced system solutions

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This project is a follow-up to the Remote Sensing and Detection technology project (2011) and the All Eyes 2012 project and will cover current developments of sensors and platforms, broadband communication and data fusion systems, as well as integrated system solutions for border surveillance. One of the objectives is to connect these activities so that they can be of use in Frontex Joint Operations (sea and land).

The development and further operational assessment of integrated system solutions for land borders (including mobile surveillance, control and communication systems) is another area covered by this project. Development of guidelines based on best practices in the land border domain will also be in focus.

Land border surveillance presents a variety of challenges, mainly driven by the different topographical / climate conditions. Moreover, the objects of interest – vehicles and humans – are small and difficult to detect, especially in forested areas. In order to get a better picture of the existing technology solutions for under foliage detection, and the potential impact they may have on the border surveillance, a study will be implemented in 2013.

Practical field tests and assessments of the most recent and effective technologies for land border surveillance will be followed.

The project will also elaborate CONOPS for detecting & tracking of small boats, in relation with the EU FP7 initiatives, aiming to optimise synergies with activities that are supported by other EU funding.

Budget: EUR 450.000

Border Security Research Bridge

The activities foreseen under this project for 2013 aim at coordinating and enhancing the direct involvement of the Border Guard community in planning research activities and shaping mid- and long-term research agenda in the domain of border control. This will include the development of topics for EU FP7 Programme.

The project will also contribute to improving communication and information exchange capabilities/channels for bringing together all stakeholders involved in border security research.

Also the further development of BorderTechNet, an information sharing platform on bordersecurity related research and technologies, will be undertaken.

Budget: EUR 130,000

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TRAINING

Frontex Training Unit (TRU) contributes to the development of an efficient, high and uniform level of border control in the Member States and promotes interoperability, harmonization and a common European border guard culture with high ethical standards by developing and implementing common educational and training standards in line with the principles defined in the Bologna and Copenhagen processes and by carrying out training activities in border guarding. TRU supports competent national authorities in third countries in training matters within the framework of agreed working arrangements. The mission is accomplished by utilizing cooperative networks.

The objectives for 2013 are:

• To align Frontex training products with the SQF for Border Guarding, priority is given to

new developments, direct training and training tools.

• To develop and implement common core curricula focusing on harmonizing learning

standards for mid-level and high-level border guard education and development of common modular study programmes as a basis for exchange of border guard students in

both academic and vocational educational frameworks;

• To provide training to the members of the EBGT pool,

• To promote the development and the implementation of the European Training Scheme

in conjunction with other Law Enforcement agencies (EASO, CEPOL etc.);

• To promote further development in all border guarding fields with increasing emphasis

on common standards and use of modern educational methods such as e-learning.

Total allocated budget: EUR 4,500.000

Frontex courses and training activities are implemented on the basis of the course programmes and curricula designed through the joint efforts of Frontex and experts from Member States/Schengen Associated Countries (MS/SAC).

Multiplier training, where Frontex trains multipliers who then carry out national training activities in their respective home countries, is often used as the most efficient way to cascade knowledge and skills to all MS/SAC. Standardized results in all MS/SAC are ensured through the use of Frontex training tools (CD, DVD multimedia tools) and through guidelines given to multiplier trainers. By taking an approach which includes translating the training products and qualifying the national multipliers, all Border Guard officers can be trained to the same training standards in their respective mother tongue.

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Border Guard Career-Path Education / Common Standards for Border Guards Education and Basic Training Programme

EUR 1,230.000

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. It consists of a general part and modules for sea, air and land borders. It is the first common curriculum including common skills and competencies (as common standards) for the basic training of law enforcement officers in the EU.

CCC has been updated by the joint efforts of Member States under Frontex’ lead.

In 2013 the CCC work includes:

• Continued support and assistance to MS/SAC for the implementation of the updated CCC;

• CCC implementation in Frontex Partner Countries - second phase;

• Implementation of common training materials including an e-learning component;

• Teachers’ mobility/exchange programme enhancing the role of the Frontex Partnership

Academies;

• Erasmus-like student exchange programme:

• Implementation (and further enhancements) of the Schengen Border Code eLearning tools

at various levels.

Budget: EUR 280.000

Common Standards for Mid-level and High-level BG Education

Work on common standards for Mid-level and High-level BG Education is aimed at further developing and harmonising the educational standards and learning requirements for mid-level and high-level border guard education, on the basis of the Sectoral Qualifications Framework for Border Guarding according to Bologna/Copenhagen principles and the European Qualifications Framework (EQF) as the common reference for linking with national qualifications systems. It includes:

Common Core Learning Standards (CCLS) for EU Mid-level Border Guards aiming to harmonise the learning requirements for mid-level BG officers according to Bologna/Copenhagen principles. The programme design started by reviewing the former CMC outcome (Common Core Curriculum for Mid-level Management) in order to align it with the Sectoral Qualifications Framework (SQF) for Border Guarding (EQF level 6). The final product is aimed at being a modular programme structure comprising a core set of learning standards for

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mid-level BG education that will serve as a curriculum guideline and/or as a degree structure for a EQF / SQF level 6 programme. The CCLS for EU Mid-level Border Guards could be used as a guideline for a bachelor programme and/or as a set of modules that could be integrated into existing national programmes in a flexible manner, and/or offered complementarily at the EU level as a common European module designed as a student/teachers exchange concept.

European Master in Border Security and Cooperation (BSC) is a European Joint Degree Study Programme developed by Frontex in cooperation with the MS/SAC and delivered by a Consortium of BG Academies and Universities (equal partnership) in collaboration with other supporting institutions from the border guard training and education field. The programme supports an integrated strategic approach to border management and shall foster a common border guard culture within the EU. It aims to apply quality management principles to organisational development and to promote European harmonisation and interoperability of border guard activities at all levels. The Master’s course offers officers working in the border guard field a European option for their professional development which is drawn from organisational and operational needs. Studying together, the mid-level and high-level border guards will contribute to advancing best practices in strategic border management and European cooperation in border guarding, in the light of common European learning standards, philosophy and values. In 2013 it is expected that the accreditation documents, the policies around the Consortium Agreement and the Programme design will be finalized, and the Joint Accreditation Process, which was initiated in 2012, will be concluded. The Master’s programme is designed based on a modular approach (with the option of selectively taking a set of modules that would lead to awarding up to two certificates and a Post Graduate diploma; recognition of prior formal, non-formal and informal learning is envisaged for admission and module completion). The programme concept is developed based on the Sectoral Qualifications Framework for Border Guarding and Competence Profiles – EQF level 7 - and is designed as an exchange programme (teachers/students exchange).

Educational Standards in line with Bologna/Copenhagen principles are a follow up to the Sectoral Qualifications Framework for Border Guarding and will support the integration of the SQF and Bologna/Copenhagen principles to course design / curriculum development by enhancing the training capability and harmonising the educational standards at European and national levels. In 2013, after completing the translators’ workshop, the focus of the SQF follow-up will shift to the delivery of a Multipliers workshop in Course Design in the context of the SQF and Bologna/Copenhagen principles (designed as a Train-the-Trainers concept); the workshop will target the trainers and experts involved in curriculum / course design in all components and all other Training projects, with priority to CCLS for Mid level border guards, EU Master in CBS and MLC, but also programme designers / course developers as nominated by the MS / SAC as part of Frontex support to the SQF integration at the national level. It is a component that will serve all the other components of the programme and will ensure the alignment of the common training products developed by Frontex with the SQF.

Budget: EUR 600.000

Frontex Course for border guard Mid-level Officers (MLC) is a five week course aiming to enhance the understanding of border guard Mid-level Officers as to how sharing their experience and expertise can contribute to more effective cooperation at EU borders. It also

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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. For 2013, two courses are planned to be carried out.

Budget: EUR 350.000

Common Standards for Further Training and Specialisation of Border Guards

Programme

The specific training activities are designed based on Frontex risk analysis, lessons learnt from Frontex coordinated Joint Operations and inputs from Member States.

.

EUR 2,900.000

SPECIFIC TRAINING ACTIVITIES: Cross Border Crime

False Documents Detection

• 1. 

  The “Specialist Course for the Detection of Falsified Documents” constitutes a two-week course 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.

• 2. 

  “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.

• 3. 

  “Advanced Level Training Tool for the Detection of Falsified Documents” is the basis for the training of first and second line officers.

• 4. 

  The “Basic Level Training Tool for the Detection of Falsified Documents” has been developed with a view to training agents not directly involved in border guard tasks.

• 5. 

  The “Consular Staff Training” is a training activity providing basic training on false documents detection for Embassy and Consular staff of MS/SAC in third countries.

For 2013 a specialist level II training is planned to be developed which will build on the specialist course. This course will address experienced specialist level document experts and officers having completed the specialist course.

Budget: EUR 330.000

Stolen Vehicles Detection

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• 1. 

  “Training Tool for the Detection of Stolen Vehicles: ADESVET - ENTRY LEVEL” is a uniform format training tool for the basic training of Border Guard officers in the field of detection of stolen vehicles.

• 2. 

  “Training Tool for the Detection of Stolen Vehicles: ADESVET - ADVANCED LEVEL” is a training tool for the follow-up training of Border Guard officers in the field of detection of stolen vehicles.

Within the context of the training tools mentioned above, in 2013 Frontex Training will further support EU MS/SAC and partner countries in the national implementation of the tools at different levels. Further developments will focus on the detection of stolen vessels.

Budget: EUR 200.000

Anti-Trafficking in Human Beings

• 1. 

  “The Training Tool focusing on combating Trafficking in Human Beings” (THB) was developed in cooperation with experts from MS/SAC, EU agencies/NGOs and international organisations following the recommendations of the Frontex Annual Risk Analysis . It provides a common basis for the provision of training for border guard officers in preventing and combating trafficking in human beings and in handling victims with respect for their dignity and fundamental rights.

For 2013, further dissemination activities (workshops etc.) are planned to ensure implementation at the national level.

Budget: EUR 170.000

SPECIFIC TRAINING ACTIVITIES: Air-crew

The Crew Exchange activity will be closely linked to the EBGT exchange and focused on air crew members nominated to the EBGT pool. The objectives of the aircrew training are primarily to increase the safety and interoperability of air operations and to increase the ability to detect and rescue migrants at sea.

• 1. 

  Manuals: the manual aims to harmonize the training of MS/SAC Air Crew members and to ensure a common level of knowledge and competence amongst the border guards concerned. The “Multiplier Training”, in connection to this, aims at training the multipliers for the national implementation of the manual.

• 2. 

  Resources and Coordination training: “Crew Resource Management (CRM)” is a training course aiming to improve the safety culture in the aviation units of the Member States while “Air-Sea Coordination Training” is a course focused on enhancing the tactical knowledge and proficiency of Member States’ aircrews and maritime units involved in Air Sea operations, based on the experiences gained by the host Member State.

• 3. 

  Survival Training: “Survival Training” provides the participants with necessary knowledge on how to behave and operate in emergency situations in mountainous environments. In a similar way the course aims to provide the minimum competence standards for personal survival techniques (for helicopter and aircraft crew members).

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• 4. 

  Technical equipment: “Forward Looking Infrared (FLIR) Operator Training” aims to provide standardized training for FLIR Operators enabling them to efficiently operate the FLIR System when deployed to day/night Frontex missions. “Night Vision Goggle Training (NVG)” aims to enhance the night flight competence of helicopter pilots and flight technicians from Member State Border Guard Aviation Units; who in turn will act as multipliers and pass on the knowledge within the MS/SAC.

• 5. 

  Exchange programme: “Crew Exchange” is a two-week exchange programme conducted by the Border Guard Aviation of the host Member State.

Budget: EUR 430.000

SPECIFIC TRAINING ACTIVITIES: Other fields of training

Development of Training for EUBG Canine Teams

“Common Training Standards for EUBG Dog Handlers” provides, together with the “Basic Training Tool” and the “Specialized Training Tools for EUBG Dog Handlers” (e.g. human scent, explosives detection, narcotics detection, use of force), a wide range of training standards and products aimed at supporting the future certification of EUBG dog handlers. The standards developed for dog training will be implemented in 2013.

Budget: EUR 280.000

Training for Schengen Evaluators (Scheval Training).

The Basic Course for Schengen Evaluators is a one-week training programme for nominated experts from MS/SAC focusing on how to carry out the Evaluation Mission. The training provides additional competence to the experts leading the Schengen Evaluation.

For 2013, it is planned to implement a mechanism to evaluate conformity with Fundamental Rights provisions with the support of FRA.

Budget: EUR 180.000

A Fundamental Rights Manual aims to provide trainers in the MS/SAC with an up-to-date training methodology specifically tailored to increase the knowledge and skills of border guard officers in the field of fundamental rights and international protection. The implementation of this is planned to take place in 2013.

Budget: EUR 180.000

“Common Standards for Escort Officers I Joint Return flights” provides standards for the training of MS/SAC escort leaders and escort officers, with the implementation of the developed curriculum and the qualification of multipliers to take place in 2013.

Budget: EUR 200.000

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“English language Training for Practitioners/Language Instructors” is a tailored training aimed at enhancing language knowledge specific for a certain field of border guarding.

“The Training for Practitioners/Language Instructors at airports: basic and advanced level” is designed as a multiplier training in order to reach a large number of border guards working at airports and to enhance their English knowledge as required for performing daily tasks at airports, and also for joint operations at airports coordinated by Frontex.

For 2013 it is planned to further develop these tools in terms of functionality and scope. These products shall also be adapted to other areas of operation.

Budget: EUR 230.000

Furthermore, “Tactical, Operational and Strategic Risk Analysis training” is planned, focusing on enhancing the competences of first and second line officers in the operational area and enabling them to understand their role in the information chain. The training will also address the qualification of national experts on CIRAM. In 2013, CIRAM training will be developed in close cooperation with Risk Analysis. Scope and budget will be allocated accordingly as soon as parameters are defined.

Finally, “Trainers update workshops” will be developed for Frontex assigned trainers in order to provide them with methodical and didactical skills relevant for the delivery of Frontex training. The update workshops will be financed from the respective projects.

SPECIFIC TRAINING ACTIVITIES: Training for EBGT Members

In order to ensure that the required level of training proficiency for EBGT pool members is achieved, standard training for EBGT members will be delivered. This kind of training will ensure that the officers deployed to Joint Operations, Pilot Projects or Rapid border interventions have the necessary knowledge and skills to carry out their assigned duties effectively.

The training organized by Frontex is complementary to the training carried out on national level which shall ensure that EBGT Pool members meet the entry requirements as described in the EBGT profiles.

The training organized by Frontex is building up on these requirements and covers the European dimension of the competence profiles.

Members of the EBGT pool will be offered one of the following training activities for EBGT members, depending on their previous training:

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  EBGT Induction Training;

  EBGT Seminar;

  EBGT Course.

EBGT Induction Training will be provided to those officers who are new to the pool and have not participated in RABIT Induction Training, Frontex Course for Mid Level Officers (2010 onwards) or INTELLOPS Training (training for debriefing experts, training for Second line Interview experts or training for screening experts).

EBGT seminar will be provided to officers who have already participated in one of the abovementioned training sessions. The seminar takes into consideration previous training received by participants.

EBGT course: This type of training will be organized in conjunction with any specialized training for EBGT members. After successful completion of specialized training and the EBGT course, pool members will meet all the eligibility criteria for selected profile.

Specialized training for EBGT pool members: In order to increase the operational effectiveness of officers nominated for selected profiles, Frontex will organize specialized training focused on the relevant expertise profiles. Currently, there are three profiles in the pool where specialized training delivered by Frontex is foreseen:

  “The debriefing experts training” “The second line interview experts training” “Screening experts training”.

In addition, pre-deployment briefings for Focal Points experts will be carried out for air borders, land borders and sea borders.

Furthermore, start-up activities are planned for the provision of training on relevant maritime law for BG officers.

Total budget: EUR 550.000

Briefing for Focal Points Guest Officers

• “Briefing for Focal Points Guest Officers: Air Borders” is training for the experts

deployed to air border Focal Points.

• “Briefing for Focal Points Guest Officers: Land Borders” is two-day training for the

experts deployed to land border Focal Points.

• “Briefing for Focal Points Offices Guest Officers: Sea Borders” is a training tailored for

the experts deployed to sea borders Joint Operations Focal Point Offices .

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Budget: EUR 150.000

Networking and Cooperation with Stakeholders Programme

Cooperation with external stakeholders from MS/SAC and partner countries is key to ensuring adequate implementation of Council Regulation (EC) No 2007/2004 i (“Frontex regulation”) in terms of cooperation with Member States/SAC and partner countries. It also follows the orientation set by the Stockholm Programme and the implementation of the related European Training Scheme (ETS).

For all of the activities mentioned below, extension of the cooperation with other European Agencies, i.e. those in the field of Law Enforcement, is envisaged.

Total budget for Networking and Cooperation with Stakeholders Programme:

EUR 370.000

National Training Coordinators (NTC) is a formal network of nominated national experts – training counterparts from MS/SAC and Frontex partner countries. NTC contribute to all phases of training projects and are essential for two-way direct communications with all states in regard to training matters. Two conferences are planned for 2013.

Frontex Partnership Academies (PA) Frontex Partnership Academies is a network of national border guard academies from Member States which support Frontex training by hosting Frontex meetings and training activities. The scope of the Partnership Academy Network is extended towards increasing their involvement and input to training projects. Two conferences are planned for 2013.

Frontex Virtual Aula is the web-based platform of Frontex Training linked with FOSS, including information about Frontex training projects and Frontex training activities. All academies from MS, SAC and Frontex Partner Countries are present on this platform. The aim of Virtual Aula is to offer to Partnership Academies managers, national training coordinators, trainers, teachers and project assistants an overall picture of what is carried out in Europe, every day, in the field of border guard training.

For 2013, further development of the V-Aula system is planned, ensuring more interaction with stakeholders and networks, e.g. Partnership Academies (PA, establishment of user groups). The work will be carried out in close cooperation with MS/SAC eLearning Experts in order to enhance the scope of the V-Aula system (for learning and training) and to implement costeffective solutions for training, ensuring broad coverage of the border guard target group. This will also include the delivery of training via web-based conferencing tools (“webinars”)

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whenever needed. For 2013, it is envisaged to synchronise relevant activities (events) with other EU agencies, e.g. in the context of eLearning.

Furthermore, reflecting the common European interests, a Schengen Border Code, an eLearning Module will be developed by an expert team. It will be reviewed twice a year with the EU representatives nominated for the Schengen Border Code eLearning Steering Committee.

Expert boards - represent a platform for training development and implementation. Boards of Experts are bodies composed of national experts in a specific field, who meet regularly in order to discuss the latest developments in their respective field in the context of training. The Boards also systematically reviews the training programmes and proposes further steps for training / education in the respective field. Expert boards meetings will be financed from the respective projects.

Total budget: EUR 370.000

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POOLED RESOURCES

The mission of Pooled Resources is to develop sufficient availability and deployability of operational resources, contributing to strengthening the response capacity of Frontex and the Member States. Frontex develops the availability and deployability of sufficient operational resources in order to perform its statutory obligations. The Agency manages and develops pools of border guards and technical equipment of the Member States, Schengen Associated Countries and Frontex in view of their use during joint operations, technical and operational assistance, and rapid operational assistance. Taking into consideration the Supporting Response Key Objectives set in Frontex’ Strategy and Multi Annual Plan 2013-2016, the projects are aimed at further development of the EBGT and TEP mechanisms as tools for the deployment of Guest Officers and technical equipment.

The main goal of Pooled Resources activities for 2013 is to establish and further develop Frontex’ own operational capacity by developing the pools, building on the SGO mechanism and acquiring or leasing technical equipment for external border purposes.

The main objectives of Pooled Resources for 2013 are as follows:

• Further development of EBGT (including SGO mechanism) and TEP pools;

• Further development of Frontex’ operational capacity by procuring services or acquiring

means for border surveillance;

• Putting into operation the second version of OPERA system and thus ensuring the on-line

annual planning of operational resources;

• Enhancing the mechanism for the management of the EBGT with focus on GOs performance

feedback in order to ensure the better quality of pool members;

• Maintaining the preparedness for deployment of the operational resources from the pools

by testing the REX mechanism.

Total allocated budget: EUR 1,000,000

Development of the EBGT Pool

The project aims at enhancing the operational response capacity of Frontex by establishing and managing a high quality human resources pool, in line with the strategic goals of the Agency.

The objectives of the project are as follows:

• To manage and administrate the EBGT Pool through regular meetings with the pool

members during the training activities organised by Frontex, by taking part in the national selection procedures and by the exchange of information with internal and external stakeholders;

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• To make use of the OPERA application with regard to the nomination and deployment

process;

• To provide efficient support to the MS/SAC in all matters related to the EBGT Pool in order

to ensure its proper functioning;

• To fully implement and evaluate the SGO mechanism;

• To evaluate and assess the operational usefulness of the current profiles as adopted by the

Management Board (MB decision 11/2012 of 23 May 2012).

Budget: EUR 50,000

Development and management of the Technical Equipment Pool

The project aims at enhancing Frontex’ operational capacity by maintaining a high quality Technical Equipment Pool (TEP) and by managing the deployment of resources from that pool.

The objectives of the project are as follows:

• To maintain the TEP data base;

• To manage the deployment of equipment from the TEP by using the OPERA application;

• To maintain a high level of availability of the equipment from the pool by regular

communication with the contributing MS;

• To implement Frontex reporting obligations regarding deployed technical equipment and MS

contributions to the TEP.

Budget: EUR 0

Pilot Project on the lease of a service for border surveillance.

The core idea of the pilot project is to procure a service for border surveillance for a limited period of time and for a specific operation.

The objectives of the project are as follows:

• To enhance Frontex’ own operational capacity;

• To assess the cost efficiency of procuring services;

• To establish a basis for further acquisitions of surveillance equipment or surveillance

services.

The Pilot Project will be launched taking into consideration the results from the Frontex LEA study finalised in 2011, analyses of the operational needs and the MS’ capability to provide technical equipment for aerial surveillance.

Budget: EUR 300.000

OPERA - stage III

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The core idea of the OPERA project is to provide an upgraded software application for the development of pools of human resources and technical equipment, and to manage the deployment of resources from these pools.

The objectives of the project are as follows:

• To upgrade the OPERA application through the introduction of improvements resulting from

the testing and using of OPERA v 1.0;

• To introduce additional functionalities to OPERA resulting from the amended Frontex

Regulation;

• To provide training manuals and workshops to Member State and Frontex users.

Budget: EUR 150.000

Rapid intervention exercise (REX)

The core idea of the project is to test the functioning of the rapid intervention mechanism as part of Frontex’ legal obligation to establish a capability for adequately reacting to sudden unexpected massive migration flows in circumstances close to a real operation.

The objectives of the project are as follows:

• To organise a full scale exercise for a limited period in a specific area and within the frame

of a specific joint operation;

• To test and improve the capability of Frontex to properly coordinate rapid deployment;

• To test and improve the capability of the MS to react adequately to an urgent call for rapid

intervention;

• To test the applicability of the OPERA system for rapid deployment purposes;

• To organise a table top exercise in order to increase the readiness of both Frontex and MS

for rapid intervention missions.

Budget: EUR 100.000

Annual Bilateral Talks

The core idea of the project is to negotiate and agree on the contributions of each Member State to the planned Frontex operations for 2014.

Along with this main goal the project should also achieve:

• Identification of a common template for both Standard Operating Procedures (SOPs) and

Guidelines covering Pooled Resources;

• Development of management documents for all projects in Pooled Resources;

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• Seeking endorsement of the documents by the relevant internal stakeholders and preparing

subsequent ED Decisions, in accordance with the Agency’s QM Strategy.

Budget: EUR 150.000

Development of the business processes

The core idea of the project is to identify and describe business processes within PRU related to the core tasks, including the management of pools and the development relevant documents (templates, SOPs and business processes).

The objectives of the project are as follows:

• To establish a document base containing any information needed for projects concerning

Pooled Resources;

• Enhance the level of consistency covering the activities and the coordination between

internal stakeholders;

• Provide a good level of detail regarding the activities which are regularly performed by the

organisation, when dealing with human / technical resources;

• Discourage the tendency for developing parallel working processes;

• Promote quality through consistency.

Budget: EUR 15.000

Business as usual

This part of Pooled Resources activities includes PRN and the revision of the accreditation cards.

Pooled Resources Network (PRN)

The network is the main tool used to communicate information regarding future plans and ongoing activities to the Member States and Schengen Associated Countries. The feedback of the Member States is important as it provides information on the effectiveness of the activities and provides the opportunity to monitor the numbers in the pools.

The PRN will meet approximately four times during 2013.

Traditionally every second meeting is hosted by one of the Member States.

The goals of the project are:

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• To exchange information with the MS about the activities implemented by Frontex;

• To get the MS’ feedback regarding the effectiveness of the implemented activities;

• To use the meetings as a platform for the discussion of important issues and for the drafting

of any kind of documents related to the pools.

Budget: EUR 235.000

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EUROSUR activities

The idea of EUROSUR Programme is to establish an information sharing and cooperation mechanism enabling Member State authorities carrying out border surveillance activities and Frontex to collaborate at tactical, operational and strategic levels.

EUROSUR Programme will provide Member States with a framework that increases their situational awareness and improves the reaction capability of national authorities controlling the external borders of the EU Member States. EUROSUR Programme foresees the interlinking and streamlining of surveillance systems and mechanisms at the Member State level, including the setting up in each Member State of a National Coordination Centre (NCC).

In 2012 all 18 Member States with external borders will be connected to the EUROSUR Network and the services provided through EUROSUR will gradually be developed.

In 2013 the EUROSUR Regulation should enter into force. The aim of the EUROSUR Programme in 2013 is to prepare Frontex and the Member States for this entry into force by:

• further developing the Network, and

• developing and testing tools and methods for providing the European Situational Picture

(ESP) as well as the Common Pre-frontier Intelligence Picture (CPIP).

The entry into force of the EUROSUR Regulation will mean the end of the EUROSUR programme in this form. The operations will be managed by the Operations Division, while there will be close cooperation between the divisions to ensure further development of the system.

Core activities in the EUROSUR Programme for 2013 are:

• Extensions of the EUROSUR Network to encompass all Member States and possibly some

other EU actors (i.e. DG HOME + EUROPOL + EMSA + EUSC + MAOC-N)

• Hardening of the nodes of the Network to ensure reliability of the system. Part of the

hardware already deployed will be duplicated.

• Enhancement of Network Security to include EU certified crypto equipment to enable the

exchange of EU restricted information.

• Establishment of a Framework Contract to ensure Third Level support to the Network,

including system evolution, once the second extension of the network is completed.

• The Common Surveillance Tools Project will develop and test a Frontex capability for the

combined use of satellite imagery and ship reporting systems for border surveillance, in order to provide surveillance based information to the EUROSUR network. This is to be done

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using GMES measures (Global Monitoring for Environment and Security) and by working in

close conjunction to EUSC and EMSA.

• The CPIP/ESP Project will further develop the Common Pre-frontier Intelligence Picture

and the European Situational Picture. The objectives of the CPIP/ESP Project are to develop tools and procedures for providing the Common Pre-frontier Intelligence Picture and the European Situational Picture to the EUROSUR information exchange. Initially the CPIP and ESP will be exchanged on a pilot basis and the extent of the pictures will then be gradually developed. Geo-data for interesting regions will be acquired and tools for analysis

and visualisation will be developed. Furthermore, training will be provided to MS.

Implementation period: January 2013 - September 2013 (the Frontex EUROSUR Programme will continue until the entry into force of the legislation)

In 2013 the assigned budget of 2,240,000 Euro will cover the Network Project and other areas like establishment of a Framework Contract to ensure third level support to the

Network (including system evolution) once the second extension of the Network is completed and enhancement of Network security to include EU certified crypto equipment to enable the exchange of EU restricted information. Further EUROSUR activities with funding are found in the Operational Portfolio.

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ANNEX 2 – ADMINISTRATION PORTFLOIO

FINANCE AND PROCUREMENT UNIT

Products and services - Finance

Finance has, as a main objective, to ensure that financial transactions (financial commitments, payments, recovery orders, budget transfers etc) are processed in line with the regulatory framework.

Additionally, Finance plays a role with regards to informing stakeholders about the outcome of those financial processes in the form of budget monitoring reports, payment information and annual financial statements.

Recurrent nature:

• Produces the annual budget, in close cooperation with the Controller and business units,

to respond to the objectives/activities as laid down in the Programme of Work.

• Provides monthly budget reports to the Directorate Programme Board and Management

Board, within the philosophy of ‘sound financial management’, providing transparency

and accountability on the month-to-month relationship of activities and financial means;

• Carries out and documents change management of financial transactions such as transfers

of appropriations and carry-overs; 30

• Facilitates the auditors of the Internal Audit Service of the Commission and the European

Court of Auditors, by providing documents, reports, responses to findings and implementing follow-up recommendations;

• Manages mission orders and mission claims;

• Registers all claims and invoices, legal entities and bank accounts of third parties

submitted to Frontex in the financial system; and,

• Carries out financial verification of transactions as a centralized function.

New Initiatives for 2013:

Mapping of the unit’s business processes - Once all processes are mapped, an analysis will be carried out to identify risk and quality issues. Where necessary the processes will be redesigned incorporating improvement measures; this exercise will be carried out in close cooperation with the Quality Manager and relevant other units at Frontex.

30 Financial Regulation of the European Agency for the Management of Operational Cooperation

at the External Borders of the Member States of the European Union, Management Board Decision No. 29/2008

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After the processes have been adopted by the Authorizing Officer, validation of the systems will be carried out by the Accounting Officer. This validation has as a goal to ensure that the systems in place provide sufficiently reliable data necessary for the production of accounts which give a true image of the Agency' assets and of budget implementation in accordance with Title VII of the Financial Regulation.

In addition, the requirements for implementing an application for an integrated approach to the financial lifecycle of projects/activities with the Member States will be analyzed for further action.

Outputs expected:

• Creation of a manual covering all main processes undertaken in the Finance &

Procurement Unit;

• Where relevant changes to the current practices are proposed; decisions on the

introduction of such changes will be undertaken in discussion with the relevant authorizing officer; and,

• Introduction of an integrated electronic system to streamline the processes.

Products and services - Procurement

Procurement has, as a main objective, to ensure that procurement procedures and contracts are coherent, legal and in line with regulations in force and the Frontex Financial Regulation and associated Implementing Rules.

Recurrent nature:

• Provides the means and advice for efficient and effective contract management to be

carried out by the responsible business unit/sector according to the relevant rules in place;

• Produces a procurement plan in cooperation with Frontex’ business units.

• Provides training and guidance to Frontex staff responsible for drawing up terms of

reference/technical specifications for goods/services.

• Advises and assists staff when, due to unforeseen circumstances, regular procurement

procedures cannot be followed; and,

• Provides necessary reports, statements and statistics;

• Undertakes public procurement work related to tenders.

New Initiatives for 2013:

Mapping of business processes was carried out in 2012. A project to convert the processes into an electronic system started in 2012 and will continue in 2013.

Outputs expected:

• Creation of a manual of all processes for the procurement area; and,

• Introduction of an electronic system and automation for streamlining work processes.

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Products and services - Accounting

Recurrent nature:

• Keep the accounts in accordance with Title VII of the Frontex Financial Regulation;

• Produce the annual accounts for the year.

• Produce the cash-flow table showing amounts collected and disbursed during the year;

• Perform treasury management;

• Validate the accounting systems laid down by the authorizing officer to supply or justify

accounting information; and,

• Oversee and manages the imprest 31 account;

• Guarantee accurate safekeeping of assets.

HUMAN RESOURCES AND SERVICES UNIT

Products and Services – Human Resources

Recurrent nature:

• Multiannual Staff Policy Plan each year from which the Establishment Plan 32 is drawn up

which has to travel through the approval process.

• Development of policies, procedures and specific implementing rules for each sub-area

within the HR environment.

• Improving efficiency by closely cooperating with other EU Agencies in the development of

new systems;

• Facilitating the work done by the Internal Audit Service of the Commission and the

European Court of Auditors, by providing documents, reports, responses to findings and implementing follow-up recommendations.

New Initiatives for 2013:

An HR Intranet page to be developed in close cooperation with the Information and Transparency area will be launched.

31 The ‘imprest account’ enables Frontex to make one-off payments which are less than €2,000.

These payments must have a commitment attached to them but do not need to be input into the

ABAC financial reporting system of the EU

32 Establishment Plan Establishment Plan lists TA positions by number and grade. The figures are

compiled from the SPP and published in the Official Journal

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Outputs expected:

• To ensure that all implementing rules are in place;

• To further develop the business process modeling framework, linking in with other

initiatives in the Administrative Division providing one platform for the Division; 33

• To implement an Intranet page for the HR Sector facilitating Frontex staff.

Products and services – Personnel Administration

Recurrent nature:

• Administering the payment of salaries and allowances, the management of

annual/sick/special leave and flexi-time system, overtime and other working time arrangements, all issues related to pensions whether it is payment of contributions or

transferrable rights;

• Developing and monitoring working arrangements which cater to the needs of Frontex

within the rules and regulations;

• Cooperation with the Payroll Master’s Office of the EU Commission.

New Initiatives for 2013:

A need has been identified to develop existing HR database with new functionalities to facilitate and to improve HR work. In addition, a need has been identified to introduce different work arrangements at Frontex to cater to the changing operational needs of the

Agency. A policy on harassment will also be implemented.

Outputs expected:

• To carry out an analysis of the HR database to improve the reporting mechanisms,

simplifying the provision of data to projects such as the KPI Performance Management

Project;

• To implement and monitor the policy on ‘Prevention of sexual and psychological

harassment’;

• To introduce the standardized and legally based policy related to different working

arrangements in the Agency.

Products and services – Staff development and training

Recurrent nature:

• Conducting a yearly analysis of training needs and offering of a variety of development

opportunities, enabling staff to maintain and expand the skills, competences and

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experience necessary to effectively contribute to the attainment of individual, divisional and organizational goals and expectations of Frontex;

• E-appraisal system facilitating (yearly review undertaken between managers and staff);

• Cooperates with other Agencies such as the European Union Agency for Fundamental

Rights (FRA) when developing training packages for Frontex staff;

• Conducting a yearly staff satisfaction survey, the analysis of which provides input for

possible areas of improvement; and,

• Developing policies and procedures which are specific to Frontex within EU rules and

regulations.

New initiatives for 2013:

The new Frontex mandate stresses the need for training on fundamental rights issues. To this end, Frontex will provide appropriate training to all staff, based on their areas of expertise and needs.

Further development of the e-Appraisal HR module and the introduction of an e-Probation module will take place in order to make HR processes more user friendly and automated.

Outputs expected:

• To deliver new training course on fundamental rights for all Frontex staff in 2013;

• To develop and improves the e-Appraisal module of HR system;

• To implement the e-Probation module.

Products and services – Recruitment and selection

Recurrent nature:

• Provision of human resource needs for the functional operation of Frontex within the

constraints as set down by the Establishment Plan. Ensures adherence to rules and regulation with regard to recruitment and selection;

• Provision of transparency and accountability for all recruitment/selection procedures,

audited on a yearly basis by the European Court of Auditors:

• Provision of statistics/reports on recurrent basis to Directorate Programme Board for

monitoring purposes;

• Provision of ad hoc reports to Management Board

.

New initiatives for 2013:

An E-recruitment system will be developed and implemented in 2013 and linked in to the other systems on a uniform platform.

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Outputs expected are as follows:

• To launch the E-recruitment system and link it to other electronic system using a uniform

platform.

Products and services - Agency Services

Recurrent nature:

• Guarantee reception and switch board services;

• Ensure office supplies and availability of corporate gifts;

• Organize meetings and events for Frontex;

• Operate the Travel Desk for Frontex staff;

• Provide an expatriation service for Frontex staff;

• Manage the HQ premises ensuring seamless services;

• Manage Frontex assets;

• Ensure health and safety at work.

New initiatives for 2013:

The largest task for Agency Services over the coming three years is the successful completion of the Frontex HQ to be in place by 2014. In addition, documentation, which constitutes the memory of Frontex, is presently being stored in a decentralized manner. A physical repository was put in place in 2011/12 (impacted by zero growth). Some advances are expected to be made in 2013 but not to the extent initially envisioned.

Outputs expected:

• To ensure that the new HQ project proceeds within the set timelines and deliverables

identified;

Products and services - Security Services

The main objective of the Security Services is to ensure the safety of staff, visitors, facilities and Frontex information whether based in Frontex HQ or in a Frontex Operational Office.

Recurrent nature:

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• Drafting and implementing Frontex Security Manual and other security related policies and

procedures;

• Safeguarding classified information from espionage, compromise or unauthorized

disclosure;

• Protecting Frontex activities, facilities and personnel;

• Conducting training sessions for Frontex staff on the handling of classified information.

New initiatives for 2013:

The Security Services are continuing the process of updating the Frontex Security Manual reflecting the changes to the security regime as a result of the adoption of the new Frontex

Mandate as well as the new Council and the new Commission security rules.

The Security Services participate actively in the new HQ tender and evaluation processes and consultancies.

Outputs expected:

• To update the Security Manual (and corresponding policies, procedures and implementing

rules) to reflect obligations placed on Frontex with regards to the handling of classified

and sensitive information and the new EU security regulatory framework;

• To ensure that all appropriate security measures are in place for Frontex Operational

Offices (FOO). (Evaluation of the FOO in Greece to take place in 2012 – a result of this

could be an increase in the number of FOOs);

• To ensure that the new HQ project is aligned with the security standards.

INFORMATION AND COMMUNICATION TECHNOLOGY UNIT (ICT)

ICT’s responsibilities span over two main functional areas (Project and Contracts Office and Operations Office) with close interaction. In addition to the infrastructural and service related tasks, ICT is tasked with providing the planning, designing, developing, deploying, implementing, managing and operating of secure and resilient information and communications systems within an integrated engineering support mechanism for all Frontex

ICT systems. In this context, ICT will have to provide ICT services and support to Frontex business areas for implementing projects and ICT systems. The challenge for ICT will be to maintain a satisfactory service for systems already in place, while concurrently developing and implementing new projects, within the constraints imposed by zero growth at financial and staffing levels.

Products and services - ICT

Recurrent nature:

• Enabling and facilitating secure communication and information exchange with

cooperation partners to include Member States, non-EU States and International Organizations;

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• Providing appropriate infrastructure to ensure that ICT applications, systems and services

are possible for both internal and external stakeholders;

• IT strategy, policies and procedures, as well as for IT quality management, IT security and

governance;

• Reacting to requests for ICT support from both internal and external stakeholders;

• Implementing standards, best practices and policies for Information and Communication

Technologies regarding hardware, software and processes;

• Monitoring the compliance with these standards, best practices and policies; and,

• Safeguarding the security of Frontex ICT systems in cooperation with the Security Officer.

New initiatives for 2013:

• Feasibility study for the setting up of a backup data centre;

• ICT preparation for the move to the new HQ in 2014;

• Provision of support to Apple equipment.

Outputs expected:

1 st Level Support – Help Desk

2 nd Level Support - Network Management;

Application Management;

System Management.

3 rd Level Support – Contractor Management (application developers, maintenance and project

management)

Business applications brought into production 2011/2012 and supported by ICT in 2013;

• OPERA (Operational Resources Management System) • ED4BG Website (European Day 4 Border Guards) • FMM (Frontex Media Monitoring) • JORA (Joint Operations Reporting Application) • FOSS (Frontex-One-Stop-Shop)

Business applications entering into ICT operations in 2013:

• CMS (Correspondence Management System) • WebGIS (Web based Geographic Information System) • EUROSUR Technical Office • Sentinel (ESP/CPIP compilation incl CONOPS & Fusion Services) • Intranet

Overview of ICT enabled business initiatives – to be budgeted via Title 3:

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Unit Title 2013 (M E) 2014 (M E)

EUROSUR PROGRAMME: CPIP/ESP Analysis Tools 1.500 TBD Project Implementation of RAU Geo-portal application and 0.140 0.100 further design of RAU WebGIS applications Enterprise Business Intelligence platform (common 0.450 0.120 business needs with FSC) Personal data processing and analysis: 0.040 0.200 RAU – TOTAL 2.130 TBD

ANNEX 3 – GOVERNANCE INDICATORS

Name ID Description Targets

P A R T I C I P A T I O N

Participation PA-PART “How successful is Frontex in 20 – 30 MSs, SACs index implementation of integrated border management – as measured by number of countries, which were involved in at least one operation coordinated by Frontex?". The indicator measures the number of countries (among MSs, SACs and TCs) involved in the primary and secondary activities on operations coordinated by Frontex.

Average PA-CTRB_HR Participation in joint efforts 350 – 800 man days contribution coordinated by Frontex. This size (HR) is measured by the average contribution of European (MSs and SACs) and third countries to Joint Operations in terms of man-days of each country’s people involvement.

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Average PA-CTRB_TE Average contribution of 45 – 85 machine contribution European (MSs and SACs) and days size (TE) third countries to Joint

Operations in terms of technical equipment.

HMS PA-HMS_COMM Ratio of reimbursements 10 – 50 % commitment planned to be paid ratio (committed) to host member

state (HMS) with reimbursements planned for guest countries (GCs)

HMS PA-HMS_REIMB Ratio of reimbursements 20 – 80 % reimbursement paid to host member state ratio (HMS) with reimbursements

paid to guest countries

Pool usage (HR) PA-POOL_HR “How many of the people 40 % used in FX operations come

from the pool?”

Pool usage (TE) PA-POOL_TE “How much of the TE used in No data collected FX operations comes from

the pool?”.

Pool utilization PA-POOL_UTL_HR “To what extent is the pool 40 %

(HR) of human resources utilized?”

Pool utilization PA-POOL_UTL_TE “To what extent is the pool No data collected (TE) of technical equipment

utilized?”

E F F E C T I V E N E S S

Alignment EFF-ALIGN “Is Frontex at the right time Parallel curves index and at the right place?” by

showing the linkage between human resources planned and deployed on the operations with the number of irregular migrants intercepted during the operations.

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Average EFF- “To what extent are the 98 % operational AVG_OPDAYS_HR available human resources days ratio (HR) (allocated to the operation)

utilized for direct operational activities?” This is shown by comparing the number of operational mandays (spent for implementation of the operation) to the number of all man-days related to the operation (e.g. including also time spent in travel and idle time).

Average EFF- “To what extent are the 80 – 85 % operational AVG_OPDAYS_TE available TE resources days ratio (TE) (allocated to the operation)

utilized for direct operational activities?” This is shown by comparing the number of 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).

External data EFF-EX_CTRB “To what extent is data 85 % contribution input received by Frontex on timeliness and time?” This is measured by quality ratio percentage of data

contributions received on time, with acceptable level of completeness and quality.

Operations plan EFF-OP_PLAN_HR Assess the effectiveness of 98 % implementation Joint Operations planning in ratio (HR) the area of human resources

(HR) utilization by outlining the difference between HR deployment plans (in mandays, according to the raised JO needs) with the implementation.

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Operations plan EFF-OP_PLAN_TE Assess the effectiveness of 95 % implementation Joint Operations planning in ratio (TE) the area of technical

equipment (TE) utilization by outlining the difference between TE deployment plans (in operational days, according to the raised JO needs) with the implementation.

Product quality EFF-QUALITY “What is the perception of 3.8 – 4.2 level the quality of Frontex’

products in the eyes of external customers?”

Product EFF-TIMELINESS “How timely Frontex 98 % delivery delivers its products and timeliness ratio services?”

Time to EFF-TIME_RESP Measure the average time No data collected respond passed from the moment of

recognizing the unfavorable event or trend resulting in the recommendation to start the operation to the actual start of the operation which fulfills the recommendation.

Vigilance index EFF-VIGIL Effectiveness of Joint 99 %

Operations by indicating the ratio of irregular migrants apprehended or denied entry at the borders to the total number of all irregular migrants apprehended or denied entry at the borders or inland.

I M P A C T

Objectives IM-OBJ_ACH Effectiveness in achieving Data collection achievement the originally set objectives during 2012 index of various Frontex projects /

operations. Set of objectives for each operation can be different.

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Resource ratio IM-RES_HR “To what extent are HMSs 20 – 75 %

(HR-Host) involved in the operation(s)?” This is related to the level of involvement of human resources.

Resource index IM-RES_TE “To what extent are HMSs 40 – 95 %

(TE) involved in the operation(s)?” This is related to the level of involvement of technical equipment.

Stakeholders IM-SAT_LVL Average satisfaction level of satisfaction stakeholders with the level Frontex’ activities, products

and services.

Product usage IM-USG_LVL “To what extent is Frontex 3.8 – 4.2 level building the interoperability

between countries through: (i) successful introduction of common practices/standards? (ii) dissemination of information influencing the decision making processes?”.This is done by comparing the number of customers, which declare they used 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.

P E R F O R M A N C E

Administrative PE-ADM-EXP “How much (relatively) does EU – 37 % expenditures Frontex spend on its

ratio administration?” FX – 18 %

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Budget PE-BUD_IMP_C “What is the level of the 98 % implementation budgetary commitments?” ratio

(committed)

Budget PE-BUD_IMP_P “What is the level of the 70 % implementation budget paid out?” ratio (paid)

Attractiveness PE-ATTRACT Employees assessment of No data collected index Frontex’ attractiveness as

the employer. Employee satisfaction.

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ANNEX 4 – PROCUREMENT PLAN 2013

No Subject Estimated value Budget line in EUR

1 Eurosur CONOPS - specific 3 500 000 A-3110 - FSC services

2 Eurosur CONOPS - specific 180 000 A-3110 - FSC services

3 Eurosur CONOPS - fixed 300 000 A-3110 - FSC costs

4 Extension of JORA-Eurosur 50 000 A-3110 - FSC Link

5 Yearly maintenance of FSC 121 169 A-3110 - FSC operational rooms

6 Renewal of subscriptions - 7 500 A-3110 - FSC iJET

7 renewal of subscriptions - 10 000 A-3110 - FSC Meltwater

8 Conference facility - FSC 20 000 A-3110 - FSC Product conference

9 Services of junior developer 24 000 A-3110 - FSC (time&means)

10 Services of senior developer 30 000 A-3110 - FSC (time&means)

11 Services of project manager 36 000 A-3110 - FSC (time&means)

12 Extension of CMS application 30 000 A-3110 - FSC

13 FFC - stocktaking 100 000 A-3110 - FSC

14 Purchase of geo data 100 000 A-3110 - FSC

15 FFC_ system accreditation 100 000 A-3110 - FSC

16 Conference facility - 20 000 A-3110 - FSC Information Exchange

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17 Third countries Operational 25 000 A-3020 - Operations and pilot

Heads of Airports Forum projects etc. air borders

18 CCC for EUBG basic training 50 000 A-3200 - Training

• - 

  (IAP) Interoperability Assessment Programme measurement tool

19 Consultancy services for 58 000 A-3200 - Training

Masters' Programme design in line with the SQF

20 Pilot project on leasing of 300 000 A-3400 - Pooled Resources technical equipment for network

aerial surveillance

21 Adding new functionalities 50 000 A-3300 - Research and to the piloted Light-Weight development

Version of the Border Tech Net (RDU information exchange platform).

22 Study on the performance of 30 000 A-3300 - Research and existing automated development

document inspection equipments.

23 Study on border guards’ 50 000 A-3300 - Research and decision making in the first development

line of border control and the role of decision aids.

24 Study on existing 75 000 A-3300 - Research and technologies for underdevelopment

foliage detection

25 Study on existing 50 000 A-3300 - Research and methodologies and development

guidelines to assess operational capabilities, vulnerabilities, and countermeasures in countering identity and document fraud and risk assessment at the border.

26 Printing supplies 200 000 A-2102 - Maintenance and repair of data processing equipment

27 EUROSUR 12 000 000 A-3510 - IT services for

Operational activities

28 Purchase of Proxy / 60 000 A-2100 - Purchase of data

Intrusion Detection devices processing equipment

29 Microsoft Premier Support 150 000 A-2102 - Maintenance and repair of data processing equipment

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30 Internet connection 20 000 A-2110 - Telecommunications subscriptions and charges

31 Water 25 000 A-2300 - Stationery and office supplies

32 Office supplies with new 1 000 000 A-2300 - Stationery and office logo supplies

33 Cleaning services 350 000 A-2030 - Cleaning and maintenance

34 New car 70 000 A-2230 - Purchases and long-term lease of transport equipment

35 NHQ Furniture: design & 400 000 A-2210 - Furniture delivery of furniture for

offices, meeting rooms, reception

36 NHQ Canteen: design & fit 350 000 A-2090 - Other expenditure out, provision of canteen &

catering services

37 Insurance technical 15 000 A-2010 - Insurance equipment

38 NHQ Audio-video systems & 250 000 A-2200 - Technical equipment installations and installations

39 Interpreters services 600 000 A-2500 - Interpretation services and equipment

40 NHQ Relocation services: 25 000 A-2090 - Other expenditure office removal, cleaning &

waste mngt 41 Meeting rooms 20 000 A-2510 - Other meetings and

visits

42 NHQ logo identification 30 000 A-2300 - Stationery and office supplies

43 NHQ Gym: fit-out, provision 30 000 A-2052 - Health and safety at of equipment work

44 NHQ Archive, storage & 50 000 A-2040 - Furnishing of premises library: provision of storage

• & 

  archiving systems

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45 NHQ Kitchenettes: provision 90 000 A-2300 - Stationery and office of cuttlery & kitchen supplies

equipment

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