Frontex Programming Document 2020-2022 - Hoofdinhoud

Council of the European Union

Brussels, 20 November 2019

(OR. en)

14362/19

FRONT 329 COMIX 539

NOTE

From: General Secretariat of the Council

To: Delegations

Subject: Frontex Programming Document 2020-2022

Delegations will find enclosed the Frontex draft Programming Document 2020 – 2022.

ANNEX

Warsaw, 2019-10-25 Reg. No 11825

Programming

Document

2020 – 2022

Aligned to EBCG 2.0 new strategic direction

Contents

INTRODUCTION ........................................................................................................ 5

Disclaimer .................................................................................................................... 5

Foreword ..................................................................................................................... 5

List of Acronyms ............................................................................................................. 6

Mission Statement ........................................................................................................... 7

1 SECTION I – GENERAL CONTEXT .............................................................................. 9

2 SECTION II – MULTIANNUAL PROGRAMMING 2020 – 2022 ................................................ 12

2.1 Multiannual Objectives and strategic direction .............................................................. 12

2.2 Strategic Action Areas ........................................................................................... 20

2.3 Human and Financial Resources Outlook for years N+1 – N+3 .............................................. 24

3 SECTION III – ANNUAL WORK PROGRAMME 2020 .......................................................... 25

Executive Summary ........................................................................................................ 26

3.1 SO 1: Reduced vulnerability of the external borders based on comprehensive situational awareness29

3.2 SO 2: Safe, secure and well-functioning EU external borders ............................................. 36

3.3 SO 3: Sustained European Border and Coast Guard capabilities ........................................... 45

3.4 HO 1: Develop and implement European integrated border management to ensure safe and well managed eu external borders ........................................................................................................ 57

3.5 HO 2: Reinforce the external dimension – aimed at multiplying Frontex operational impact through close partnerships with Member States, EU entities, Third Countries and International Organisations .............. 57

3.6 HO 3: Develop upgraded management system aimed at ensuring accountability, regularity and legality of all

Frontex activities .......................................................................................................... 63

3.7 Summary of resources human and financial, per activity in 2020 AWP ................................... 74

4 SECTION IV – BUDGET 2020................................................................................... 76

4.1 Revenue and Expenditure ....................................................................................... 76

4.2 Establishment Plan 2020 ........................................................................................ 78

4.3 External personnel 2020 ......................................................................................... 80

5 SECTION V – ANNEXES ......................................................................................... 81

5.1 Annex I: Resource allocation per Strategic – Horizontal objective N+1 – N+3 ........................... 81

5.2 Annex II: – Human and Financial Resources (Tables) N+1 – N+3 ............................................ 82

5.3 Annex III ........................................................................................................... 87

5.4 Annex IV ........................................................................................................... 90

5.5 Annex V: Buildings ............................................................................................... 95

5.6 Annex VI: Privileges and Immunities ........................................................................... 96

5.7 Annex VII: Evaluations ........................................................................................... 97

5.8 Annex VIII: Strategy for organisational management and internal control systems 2020 .............. 99

5.9 Annex VIII A: Strategy efficiency gains ...................................................................... 103

5.10 Annex IX: Procurement Plan 2020 ............................................................................ 104 5.11 Annex X: Organisation Chart 2020 ........................................................................... 104

5.12 Annex XI: Training Plan 2020 ................................................................................. 105

5.13 Annex XII: Plan of Operational Response 2020 – Core Elements ......................................... 113

5.14 Annex XIII: International Cooperation Strategy 2018 – 2020.............................................. 124

5.15 Annex XIV: Schengen Associated Countries Contributions to ABN 2020 ................................. 126

5.16 Annex XV: Annual Strategic Plan 2020 as part of the Tripartite Working Arrangement .............. 127

INTRODUCTION

Disclaimer

This revised Frontex Programming Document 2020 − 2022 has been prepared taking into account two different scenarios, the first based on the level subsidy foreseen for the Agency in the Council’s position at the moment of submitting this document, setting total budget year 2020 for the Agency at EUR 462.2 million, while in the second scenario, based on the level of subsidy as foreseen in the EU draft budget (commission’s position), it foresees a total budget of the Agency at EUR 469.34 million. The difference EUR 7.14 million is placed within Chapter 35 - “Operational reserve”. Financial tables display both scenarios except the reconciliations of financial resources to the strategic framework since the difference are funds not yet earmarked due to its nature, a reserve.

Foreword

The revised Frontex Programming Document 2020 − 2022 (PD 2020 − 2022) sets the framework for all strategic planning documents as outlined in the European Border and Coast Guard Regulation 1 (EBCG Regulation) and in parallel aims at preparing to host the objectives set in the proposal of the new European Border and Coast Guard Regulation 2 as well as the Agency’s activities to implement its new and enhanced mandate.

As a strategic planning document the PD 2020 − 2022 is made up by Frontex Multiannual Programming 2020 – 2022 (MAP 2020 − 2022), representing the mid-term strategic business plan of the Agency. The structure of the MAP 2020 − 2022 is in line with the joint statement of the European Parliament, the Council of the EU and the European Commission on decentralised agencies, adopted on 19 July 2012, and follows the guidelines of the Commission as communicated on 16 December 2014, C(2014) 9641 final. Together with the Annual Work Programme 2020, they form Section II and Section III of the PD 2020 − 2022. The budget 2020 is elaborated and displayed in Section IV of the document.

Taking into account that the new European Border and Coast Guard (Frontex) Regulation is scheduled for final adoption and entry into force in the fourth quarter of 2019, the timeframe for this Programming Document requires an incremental approach to the programming process, with 2020 oriented mostly on building the Agency’s capabilities and structures necessary to be able to start operating fully under the new Regulation as of January 2021.

Given the date of the planned entry into force of the new Frontex Regulation, the approach to the programming process needs to be based on the assumption that amendments will be necessary in order to align the PD to the final legislative text and to the Agency’s revised operational concept to be developed on its basis.

As a strategic document, the PD 2020 − 2022 aims at outlining the future mid-term strategy and the related activities of the Agency 3 . The purpose of the PD 2020 − 2022 can be established as:

• - 

  ensuring transparency, accountability, and efficiency of Frontex activities;

• - 

  providing the Management Board with a commonly agreed framework for its undertakings;

• - 

  serving as a reference for the development of the annual work programme;

• - 

  enabling the Executive Director to perform his duties within key objectives and the strategic action areas as established by the Management Board;

• - 

  provide the programming framework for delivering a structural change to the Agency introduced by the new

  (Frontex) Regulation.

The tables and figures contained in the document, particularly those regarding human and financial resources might need further validation and adjustment in view of the new Multiannual Financial Framework 2021−2027 and the adoption and entering into force of the new European Border and Coast Guard Regulation.

1 Regulation (EU) 2016/1624 of 14 September 2016 on the European Border and Coast Guard (OJ L 251, 16.9.2016, p. 1).

2 Proposal for a Regulation of the European Parliament and of the Council on the European Border and Coast Guard and

repealing Council Regulation (EU) n° 1052/2013 of the European Parliament and of the Council and Regulation (EU) n° 2016/1624 of the European Parliament and of the Council. A contribution from the European Commission to the Leaders’

meeting in Salzburg on 19-20 September 2018.

3 Article 64 of the European Border and Coast Guard Regulation.

List of Acronyms • I-FADO Intranet FADO • IFC Information Fusion Centre

• ABB Activity Based Budgeting • ILO Immigration Liaison Officer

• ABM Activity Based Management • IMO International Maritime Organisation

• AFIC Africa/Frontex Intelligence Community • Interpol International Criminal Police Organization

• AOD Assessment of Operational Deployment • IOM International Organization for Migration

• ARA Annual Risk Assessment • IPA Instrument for Pre-Accession

• BCM Business Continuity Management • IRMA Integrated Return Management Application

• BCP Border Crossing Point • JCO Joint Customs Operation

• BFCS Budget, Financial and Corporate Services • JIA Joint Intensified Action

• CBC Cross-Border Crime • JO Joint Operation

• CCC Common Core Curriculum • JPCO Joint Police Customs Operation

• CCG Core Country Group • JORA Joint Operations Reporting Application

• CCWP Customs Cooperation Working Party • MAO Multi Annual Objectives

• CeCLAD-M Centre de Coordination pour la Lutte Anti-drogue en

Méditerranée • MAP Multiannual Plan

• CED Centre of Excellence for combating Document Fraud • MASP Multiannual Strategic Plan

• • CGF Coast Guard Functions MB Management Board

• • CGLE Coast Guard and Law Enforcement Unit MMA Multipurpose Maritime Activities

• CELBET Central Customs Eastern and South-Eastern Land Border Expert • MMO Multipurpose Maritime Operations

Team • MS Member State

• CEPOL European Agency for Law Enforcement Training • NATO North Atlantic Treaty Organization

• CIRAM Common Integrated Risk Analysis Model • NCC National Coordination Centre

• CPIP Common Pre Frontier Intelligence Picture • NTC National Training Coordinator

• CSDP Common Security and Defence Policy • OLAF European Anti-Fraud Office

• EASO European Asylum Support Office • OSCE Organization for Security and Co-operation in Europe

• EaP Eastern Partnership • ORD Operational Response Division

• EBCGT European Border and Coast Guard Team • PA Partnership Academy

• ECA European Court of Auditors • PID Project Initiation Document

• ECRet European Centre for Returns • PRADO Public Register of Authentic travel and identity Documents

• EDA European Defence Agency Online

• • EDF European Union Document Fraud (Project) RAU Risk Analysis Unit

• • EEAS European External Action Service RCMS Readmission Case Management System

• EFCA European Fishery Control Agency • RECAMAS Return Case Management System

• EFS EUROSUR Fusion Services • RILO Regional Intelligence Liaison Office

• • EIBM European Integrated Border Management RIU Research and Innovation Unit

• • EMLO European Migration Liaison Officer RRAN Regional Risk Analysis Network

• • EMPACT European Multidisciplinary Platform against Criminal Threats SAA Strategic Action Areas Strategic Action Areas

• EMSA European Maritime Safety Agency • SAC Schengen Associated Country

•

• ERRIN European Return and Reintegration Network SAM Situational Awareness and Monitoring Division Situational Awareness and Monitoring Division

• ESP European Situational Picture • SAR Search and Rescue

• ETIASEuropean Travel Information and Authorisation System • SDO Senior Duty Officer

• EU European Union • SIR Serious Incident Report

• EU-ANSA EU Agencies Network on Scientific Advice • SitReps Situation Reports

• EUBAM EU Border Assistance Mission • SMT Seconded Members of the Teams

• EUISS European Union Institute for Security Studies • SNE Seconded National Expert

• Eurint European Integrated Return Management Initiative • SOP Standard Operating Procedure

• EURLO European Return Liaison Officers Network • SQF Sectoral Qualifications Framework for Border Guarding

• Eurojust European Union's Judicial Cooperation Unit • STNA Strategic Training Needs Assessment

• Europol European Union Agency for Law Enforcement Cooperation • TA Temporary Agent

• EUROSUR European Border Surveillance System • TC Third Country

• EUNAVFOR MED European Union Naval Force Mediterranean • TCM Third Country Monitor

• EURTF European Regional Task Force • TDF Travel Document Forgery

• FAR Frontex Application for Return • TEP Technical Equipment Pool

• FADO False and Authentic Documents Online • TEU Treaty of the European Union

• FDU Field Deployment Unit • TFEU Treaty on the Functioning of the European Union

• FIELDS Frontex Interpol Electronic Document System • THB Trafficking in Human Beings

• FLO Frontex Liaison Officer • TRU Training Unit

• FOSS Frontex One Stop Shop • TU-RAN Turkey Risk Analysis Network

• FR Fundamental Rights • UNHCR United Nations High Commissioner on Refugees

• FRA Fundamental Rights Agency • UNODC United Nations Office on Drugs and Crime

• FRAN Frontex Risk Analysis Network • VAU Vulnerability Assessment Unit

• FRO Fundamental Rights Officer • WCO World Customs Organization

• FSC Frontex Situation Center • WOB Weekly Operational Briefing

• GIS Geographical Information System

• • GSC General Secretariat of the Council of the European Union WP Work Programme

• HR Human Resources

• IAS Internal Audit Service

• IBM Integrated Border Management

• ICT Information and Communication Technology

• IEC International and European Cooperation Division

Mission Statement 4

• I. 

  Mission

Together with the Member States, we ensure safe and well-functioning external borders providing security.

II. Vision

The European Area of Freedom, Security and Justice.

III. Values

• we are professional, we have the knowledge, skills and competencies needed to fulfil our mission efficiently with high ethical standards and we continuously strive for excellence to improve our performance;

• we are respectful, we recognize people, institutions and their roles and demonstrate respect by treating these as valuable and important;

• we seek cooperation, together with the Member States’ relevant national authorities and with participation of other stakeholders we manage the EU external borders together and seek cooperation with non-EU countries;

• together, we cooperate and collaborate across the organisation as well as with external stakeholders in order to accomplish common goals and objectives;

• we are accountable, we are trusted with a shared responsibility to implement European integrated border management;

• we are trustworthy in fulfilling our responsibilities in our work, its timeliness and quality; • we care, as European public agents we serve the interests of citizens because we care about people and believe in European values.

IV. Mandate

The European Border and Coast Guard Agency is established to ensure European integrated border management at the external borders with a view of managing the crossing of the external borders effectively. This includes addressing migratory challenges and potential future threats at those borders, thereby contributing to addressing serious crime with a cross-border dimension and to ensuring a high level of internal security within the Union in full respect for

fundamental rights, while safeguarding the free movement of persons within it.

The European Border and Coast Guard Agency and the national authorities of Member States, which are responsible for border management, including coast guards to the extent that they carry out border control tasks, shall constitute

the European Border and Coast Guard.

The European Border and Coast Guard shall implement the European integrated border management as a shared responsibility of the Agency and of the national authorities responsible for border management, including coast guards

to the extent that they carry out maritime border surveillance operations and any other border control tasks.

The Agency shall support the application of Union measures relating to the management of the external borders by reinforcing, assessing and coordinating the actions of the Member States in the implementation of those measures and

in return.

To ensure a coherent European integrated border management, the Agency shall facilitate and render more effectively the application of existing and future Union measures relating to the management of the external borders,

in particular the Schengen Borders Code established by Regulation (EU) 2016/399.

The Agency shall contribute to the continuous and uniform application of Union law at all external borders. Its contribution shall include the exchange of good practices.

The Agency’s mandate is expected to develop with the new EBCG Regulation scheduled for final adoption and entry

into force before the end of 2019.

4 As adopted by the Management Board 66th meeting 26-29 September 2017

• V. 

  Tasks

Frontex should carry out its tasks without prejudice to the responsibilities of the Member States with regard to the

maintenance of law and order and the safeguarding of internal security in accordance with EU and international law.

The tasks are listed in Art. 8 (Tasks) of the EBCG Regulation but also in other legislative acts, such as the EUROSUR Regulation, the Schengen Framework and ETIAS Regulation.

In line with the adopted Technical and Operational European Integrated Border Management Strategy, the mandate

and tasking of the Agency can be grouped in three strategic objectives and related activities.

Firstly, a reduced vulnerability of the external borders based on comprehensive situational awareness by producing actionable information and analysis to enable the functioning of the European Border and Coast Guard; creating an EBCG environment and community of intelligence-led operational activities; developing and implementing a fully interoperable and efficient European Quality Control Mechanism as well as the system for providing operational support and reinforcing Member States border control activities through establishing and operating the ETIAS Central

Unit.

Secondly, a safe, secure and well-functioning EU external border by providing effect-oriented and flexible operational response; positioning Frontex as an important player in the area of law enforcement; reinforcing Frontex coordinating

role as regards EU Coast Guard function and supporting migration management by ensuring effective returns.

And thirdly, sustained European border and coast guard capabilities by implementing Capability Development Planning, including contingency planning; providing trained and equipped Standing Corps to enable response to current and emerging challenges; continuing to develop and implement Strategy for Acquisition of own technical equipment and establishing decentralised logistics system as well as supporting research, technology development and

innovation to effectively back capability development of the EBCG.

On top of the three main strategic objectives, horizontal objectives have been defined as cross-cutting functions involving all activities carried out by the Agency – these are: developing and implementing the European Integrated

Border Management; reinforcing the external dimension and developing an upgraded Management System.

The above objectives shall constitute the framework for defining the Agency’s main responsibilities and for

programming its work in both annual and multiannual perspectives.

1 SECTION I – GENERAL CONTEXT

Influencing Factors

• I. 

  Legal Framework

• - 

  Treaty on European Union (TEU) and the Treaty on the Functioning of the European Union (TFEU); - Charter of Fundamental Rights of the European Union; - The 1951 Convention Relating to the Status of Refugees and the 1967 Protocol Relating to the Status of Refugees; - The European Convention for the Protection of Human Rights and Fundamental Freedoms, 1950; - The United Nations Convention on the Rights of the Child (UNCRC), 1989; - The Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW) 1979; - The United Nations Convention on the Law of the Sea (UNCLOS) 1982; - The International Convention for the Safety of Life at Sea (SOLAS) 1974; - The International Convention on Maritime Search and Rescue (SAR) 1979. - Regulation (EU) 2016/1624 of the European Parliament and of the Council of 14 September 2016 on the European Border and Coast Guard; - Regulation (EU) No 1052/2013 of the European Parliament and of the Council of 22 October 2013 establishing the European Border Surveillance System (Eurosur); - Regulation (EU) 2016/399 of the European Parliament and of the Council of 9 March 2016 on a Union Code on the rules governing the movement of persons across borders (Schengen Borders Code) (codification); - Regulation (EU) No 656/2014 of the European Parliament and of the Council of 15 May 2014 establishing rules for the surveillance of the external sea borders in the context of operational cooperation coordinated by [Frontex]; - Regulation (EU) 2018/1240 of the European Parliament and of the Council of 12 September 2018 establishing a European Travel Information and Authorisation System (ETIAS) and amending Regulations (EU) No 1077/2011, (EU) No 515/2014, (EU) 2016/399, (EU) 2016/1624 and (EU) 2017/2226; - Regulation (EU) 2017/2226 of the European Parliament and of the Council of 30 November 2017 establishing an Entry/Exit System (EES) to register entry and exit data and refusal of entry data of third-country nationals

crossing the external borders of the Member States and determining the conditions for access to the EES for law enforcement purposes, and amending the Convention implementing the Schengen Agreement and Regulations

(EC) No 767/2008 and (EU) No 1077/2011; - Regulation 2019/817 of 20 May 2019 on establishing a framework for interoperability between EU information

systems in the field of borders and visa; - Regulation 2019/818 of 20 May 2019 on establishing a framework for interoperability between EU information

systems in the field of police and judicial cooperation, asylum and migration; - Regulation 2019/816 of 17 April 2019 establishing a centralised system for the identification of MS holding

conviction information on third-country nationals and stateless persons (ECRIS-TCN); - Regulation 2018/1861 of 28 November 2018 on the establishment, operation and use of SIS in the field of border

checks; - Regulation 2019/1155 of 20 June 2019 amending Regulation (EC) 810/2009 establishing a Community Code on

Visas (Visa Code); - Regulation 2019/1157 of 20 June 2019 on strengthening the security of identity cards of Union citizens and of

residence documents issued to Union citizens and their family members exercising their right of free movement; - Regulation 2019/1240 of 20 June 2019 on the creation of a European network of immigration liaison officers;

• - 

  Council Directive (EU) 2019/997 of 18 June 2019 establishing an EU Emergency Travel Document; - Council Regulation (EU) No 1053/2013 of 7 October 2013 establishing an evaluation and monitoring mechanism to verify the application of the Schengen acquis and repealing the Decision of the Executive Committee of 16 September 1998 setting up a Standing Committee on the evaluation and implementation of Schengen; - Staff Regulations of Officials and Conditions of Employment of Other Servants of the European Union; - Regulation (EU, Euratom) 2018/1046 of the European Parliament and of the Council of 18 July 2018 on the financial rules applicable to the general budget of the Union, amending Regulations (EU) No 1296/2013, (EU) No 1301/2013, (EU) No 1303/2013, (EU) No 1304/2013, (EU) No 1309/2013, (EU) No 1316/2013, (EU) No 223/2014, (EU) No 283/2014, and Decision No 541/2014/EU and repealing Regulation (EU, Euratom) No 966/2012; - Regulation (EC) No 1049/2001 of the European Parliament and of the Council of 30 May 2001 regarding public access to European Parliament, Council and Commission documents; - Regulation (EU) 2018/1725 of the European Parliament and of the Council of 23 October 2018 on the protection of natural persons with regard to the processing of personal data by the Union institutions, bodies, offices and agencies and on the free movement of such data - Directive 2008/115/EC of the European Parliament and of the Council of 16 December 2008 on common standards and procedures in Member States for returning illegally staying third-country nationals; - Directive 2013/32/EU of the European Parliament and of the Council of 26 June 2013 on common procedures for granting and withdrawing international protection; - Council Directive 2003/110/EC of 25 November 2003 on assistance in cases of transit for the purposes of removal by air; - Council Decision 2004/573/EC of 29 April 2004 on the organisation of joint flights for removals from the territory of two or more Member States, of third-country nationals who are subjects of individual removal orders; - Commission Decision (EU, Euratom) 2015/443 of 13 March 2015 on Security in the Commission; - Commission Decision (EU, Euratom) 2015/444 of 13 March 2015 on the security rules for protecting EU classified information;

II. Political Framework

• - 

  Roadmap for the implementation of the European Border and Coast Guard 2.0 - The future enlargement of the European Union and the Schengen area (in particular Communication from the Commission to the European Parliament and the Council on the verification of the full application of the Schengen acquis by Croatia; 98/429/JHA: Joint Action of 29 June 1998 adopted by the Council on the basis of Article K.3 of the Treaty on European Union, establishing a mechanism for collective evaluation of the enactment, application and effective implementation by the applicant countries of the acquis of the European Union in the field of Justice and Home Affairs); - Communication from the Commission to the European Parliament, the European Council and the Council ‘Back to Schengen’- Roadmap; - 98/700/JHA: Joint Action of 3 December 1998 adopted by the Council on the basis of Article K.3 of the Treaty on European Union concerning the setting up of a European Image Archiving System (FADO); - The Internal Security Strategy; - The Global Approach to Migration and Mobility (GAMM); - The developments after the Stockholm Programme; - EU Maritime Security Strategy; - European Integrated Border Management Strategy; - Renewed EU Action Plan on return; - EU Action Plan on Smuggling; - EU Action Plan to strengthen the European response to travel document fraud; - European Commission and High Representative of the Union for Foreign Affairs and Security: Joint Communication to the European Parliament, the European Council and the Council Migration on the Central Mediterranean route Managing flows, saving lives - The development and implementation of the Smart Borders Initiative; - Strategic Directions as expressed in Council Conclusions; - Joint Statement of the European Parliament, the Council of the EU and the European Commission on EU decentralised Agencies; - Common Approach on EU decentralised Agencies (including roadmap); - The political developments in Third Countries of origin or transit for irregular migration; - Conclusion of working arrangements and readmission agreements; - Communication from the Commission to the European Parliament, the European Council, the Council and the European Investment Bank on establishing a new Partnership Framework with third countries under the European Agenda on Migration; - European Agenda on Migration; - The European Agenda on Security - Chicago Convention; - Tokyo Convention; - EU-level/International Standards, Requirements, Specifications, Recommended Practices and Guidelines; - Communication from the Commission to the European Parliament, the Council, the European Economic and Social Committee and the Committee of the Regions on a Reinforced European Research Area Partnership for Excellence and Growth; - “A Union that strives for more”, Political Guidelines for the next European Commission 2019 – 2024 - European Council’s new Strategic Agenda 2019-2024

III. Economical/Financial Framework

• - 

  The financial situation within the public sector of Member States, within the EU, and the subsequent austerity measures and ‘rightsizing policies’;

• - 

  Multiannual financial framework 2014-2020 and its revisions;

• - 

  Multiannual financial framework 2021-2027 5 ; - Annual Budget Circular of the European Commission; - Application of activity based budgeting (ABB) and gradual shift to activity based management (ABM) - Impact Assessment as contained in the Proposal for the European Border and Coast Guard Regulation; - Legal Financial Statement accompanying the Commission proposal for the EBCG Regulation; - Regulation (EU) No 1291/2013 of the European Parliament and of the Council of 11 December 2013 establishing Horizon 2020 - the Framework Programme for Research and Innovation (2014-2020); - Regulation of the European Parliament and of the Council establishing Horizon Europe i - the Framework Programme for Research and Innovation (2021-2027) (under negotiations)

5 On 2 May 2018, the Commission presented its package proposal for the future multiannual financial framework (2021-

2027) including the sectoral proposals for various funds (e.g. Asylum and Migration Fund, Integrated Border Management Fund and Internal Security Fund). Legislative negotiations on these files are ongoing and expected to be concluded in

2020.

2 SECTION II – MULTIANNUAL PROGRAMMING 2020 – 2022

Given the broad changes to be introduced by the new European Border and Coast Guard Regulation, a three-level Strategic Framework has been built on the basis of the Frontex mandate, translated into the pillars of the Technical and Operational European Integrated Border Management Strategy - the Strategic Objectives of the Agency as aligned with its main areas of operation: situational awareness and monitoring, operational response and capability development. These Strategic Objectives have been complemented with three Horizontal Objectives that are of crosscutting nature, to create the baseline for the Agency’s multiannual strategic planning and programming.

The Strategic Objectives and Horizontal Objectives being the top layer of the framework are broken down into the specific Focus Areas, which are further split into the Key Activities constituting a base for the detailed annual planning.

2.1 Multiannual Objectives and strategic direction

In pursuing its Vision – the European Area of Freedom, Security and Justice – the European Border and Coast Guard Agency has been mandated to ensure integrated border management of the external borders to enable the proper functioning of the Schengen Area, without prejudice to Member States’ responsibilities for the management of their sections of the external borders.

In order to implement the concept of EIBM, the Technical and Operational European Integrated Border Management, the Agency built its Strategic Framework around the three strategic objectives that are further broken down to focus areas and in more details into the key activities. This framework shall constitute the strategic direction for the planning and programing processes, as well as for the Agency’s operational concept to be developed as an instrument for the implementation of the new Frontex Regulation.

Figure 1: Strategic framework

2.1.1 Strategic Objectives

Based on the above assumptions, the following structure of strategic objectives has been established:

2.1.1.1 Strategic Objective 1: Reduced Vulnerability of the External Borders based on Comprehensive

Situational Awareness

Reducing vulnerability to crises and events at the borders requires detailed understanding of short-term and long-term risks, as well as of existing vulnerabilities. This is enabled by proper situational awareness and information sharing and by systematic and regular risk analysis and quality control.

Only collaboration and interoperability across policy areas and authorities – nationally, at European level, with Third Countries and with international organisations – through the full implementation of the European Border

Surveillance System (EUROSUR) and enhanced information and intelligence sharing through other appropriate channels will enable effective prediction and prevention of crises and events from occurring. The more information and intelligence is captured at early stages of an event the more it increases the likelihood of being able to tackle the criminal networks behind the event. In the context of security threats such as terrorism externally targeting the European Area of Freedom, Security and Justice, controlling the border plays an important role in the intelligence value chain. Not only can it provide access to insights into merely one event but more importantly a whole system of emerging events planned by the networks.

The new EBCG Regulation reinforces significantly the analytical products focusing more than ever on prediction and prevention – enabling the Agency not only to react to critical situations at the borders that are already taking place, but also to avoid or at least anticipate them by being capable to provide early warning information and develop scenarios.

2.1.1.2 Strategic Objective 2: Safe, Secure and Well-Functioning EU External Borders

Safe and secure and well-functioning external borders are highly dependable on the successful implementation of border surveillance and checks at the external borders. Border control is governed by the provisions of the Schengen Acquis, especially the Schengen Borders Code and further development of Union legislation and standards. On the one hand – implemented in a uniform manner – they facilitate a smooth flow of travellers across the border, and on the other hand they also contribute to the prevention and detection of cross-border crime such as human trafficking, smuggling of migrants, smuggling of weapons and goods and terrorism. All those conducted actions must reflect the cooperation and solidarity between MS/SAC and third parties, serving legitimate border crossings and also the internal security of the Union in an efficient manner, while fully respecting the fundamental rights of persons.

Ultimately, border checks are about enabling smooth and lawful transit of persons, their means of transport and the objects in their possession in a safe and secure manner at authorized Border Crossing Points. Moreover, when faced with situational changes at the borders, it implies being able to respond in a timely manner, appropriately and adequately to mitigate risks as well as supporting the chain of migration management in the context of swiftly returning Third Country nationals, once a decision to return has been made by MS/SAC. All this sets rigorous requirements in the way operational response is planned, structured and implemented. Situational awareness and risk analysis provide key input to the assessment, planning and implementation of operational activities. Evaluation of operational activities enables border management to improve, assess, plan and implement future operations.

Protecting and saving of lives at external borders is a key priority; the capacity and operational readiness to support MS/SACs in conducting search and rescue operations shall be an integral part of all the surveillance operations at the external sea borders. In parallel, the return of Third Country nationals without legal stay is an integral part of the chain of migration management and the functioning of EIBM. This implies good and well-functioning interaction between the national authorities competent and responsible for return decisions and the ones effecting return.

Given the changes brought by the new Regulation, a need to prepare a new decentralised structure to manage largescale deployments and to coordinate operational cooperation with MS (antenna and field offices) has been identified as essential. Moreover, approach to operational activities will change considerably due to the scale and new tasks assigned to the Agency with new deployment model to be established and new mechanisms of cooperation with MS/SAC (based on the catalogue of services that is being developed by the Agency). Last but not least, the reinforcement of return capacities and support to MS in this regard, in particular as regards pre-return assistance, voluntary return, as well as post-arrival and post-return assistance is of particular importance. The Agency will have a leading role in EU Funded Return Projects such as EURLO, ERRIN and FReMIII. Likewise, ICT networks will be further developed and expanded to allow greater integration and alignment of national systems.

2.1.1.3 Strategic Objective 3: Sustained European Border and Coast Guard Capabilities

The biggest game changer of the new Regulation is the establishment of the Standing Corps requiring the unprecedented scale of staff recruitment and management, as well as training and development of new formal arrangements needed for establishment of the Standing Corps (e.g. weapons, uniforms, HR processes, deployment) as well as the establishment of the new structure for acquisition of the Agency’s own equipment (multiannual strategy).

These two major developments will supplement the concept of the integrated planning. The establishment of a single comprehensive framework for border and coast guard capability development by the Agency in close cooperation with the MS/SAC, will secure the short, medium and long term supply of capabilities for border management and return. The process will also enable capturing and exploiting the exchange of information, i.e. enabling both capability pull and technology push, with the aim of innovating the border and coast guard. This will further ensure a coherent approach to the strategic and ethical aspects of sustainability and social responsibility.

Such a single comprehensive process for a Border and Coast Guard Capability Development Plan (CDP) should also support the national authorities by developing activities carried out by MS/SAC and Frontex, and assist in coordinating activities funded through other EU instruments; thus, avoiding unnecessary duplications. When developing or procuring, European standard-setting and standardisation is to be mainstreamed within the EBCG community in order to avoid fragmentation and the development of isolated solutions for challenges and to ensure flexibility and mobility within the EBCG community.

Ultimately, the capability development planning process will ensure that sufficient staffing levels and relevant capabilities for the challenges of today, while enabling their transformation to meet the needs of tomorrow.

2.1.2 Horizontal Objectives

On top of the Strategic Objectives as defined above, the Agency will pursue three horizontal objectives of a crosscutting nature, that have been design to provide support and coordination functions to the Agency’s operations-driven core areas of activity.

2.1.2.1 Horizontal Objective 1: Develop and implement European Integrated Border Management to ensure safe and well managed EU external borders

The first horizontal objective concerns the management of the IBM Policy Cycle, being an overarching task for all the Agency’s functions, requiring structured cooperation with Member States.

2.1.2.2 Horizontal Objective 2: Reinforce the external dimension aimed at multiplying Frontex operational impact through close partnerships with Member States, EU entities, Third Countries and International Organisations

Taking into account the value of international partnerships and cooperation with Third Countries neighbouring the EU, the opportunities offered by this external dimension have also been identified as an important horizontal objective aimed at enabling the development of a stable and secure external environment for the EU’s security architecture.

2.1.2.3 Horizontal Objective 3: Develop upgraded Management System aimed at ensuring

Accountability, Regularity and Legality of all Frontex activities

Finally, horizontal objective 3 was identified as being of utmost importance due to the growing scale of the Agency’s tasks and responsibilities. Since the budgetary resources and human resources for deployment will be multiplied, there is a need to reinforce tools for proper administration of resources in order support the Agency’s management system taking also into account the need to partially decentralise the Agency’s governance structure.

2.1.3 Reconciliation of resources for 2020 at multiannual objective level

Strategic / Horizontal objective TA CA SNE Total_FTE Budget_sc_1

SO1 Reduced Vulnerability of the External Borders

based on Comprehensive Situational Awareness 126 31 67 224 36,468,728

SO2 Safe, Secure and Well-Functioning EU External

Borders 104 29 82 215 185,719,000

SO3 Sustained European Border and Coast Guard

Capabilities 79 24 34 137

(*) Envelope of human resources to build up the 119,739,429

Standing Corps during 2020 for initial deployment as 385 385 0 770

of 1/1/2021

HO1 Develop and implement European Integrated

Border Management to ensure safe and well 1 0 1 2 300,000

managed EU external borders

HO2 Reinforce the external dimension aimed at multiplying Frontex operational impact through

close partnerships with Member States, EU entities, 37 12 6 55 1,915,000

Third Countries and International Organisations

HO3 Develop upgraded Management System aimed

at ensuring Accountability, Regularity and Legality 319 272 6 597 118,057,072

of all Frontex activities

1051 753 196 2000 462,199,229

Table 1 Reconciliation of resources for 2020 at multiannual (strategic) objective level

2.1.4 Key Performance Indicators 6

The overview hereunder summarises the indicators used to measure the achievement at corporate level of the

objectives as described in sections 2 and 3.

Resources 1.Vacancy Rate (VR)

2.Turn-over Rate (TOR)

3.Budget Utilisation (BU) Inputs

4.IT Resilience (ITR)

Compliance 5.Compliance - Exceptions Index (CEI)

Pools 6.Availability and Adequacy of Pool(s) (AAP)

it ies 7.Pool Utilisation (PU)

iv

A ct 8.Host Index (HI)

Flexibility 9.Flexibility Index (FI)

es e) Op. results 10.Detection of illegal border crossings between BCPs (DIBC)

om iat

tc ed 11.Refusals of entry (RoE) ou 12.Effective returns (per type) (ER)

term and in Satisfaction 13.Satisfaction Level (SL)

u ts t/

irec Quality 14.Quality Level (QL)

O u

tp

(d Usage 15.Usage / Implementation Level (U/IL)

Table 2 : List of key performance indicators

Inputs (Resources): indicators established to measure the ‘input side’ should allow to measure the availability and use of different types of resources (staff, budget and ICT) assuming that full availability of the established resources will optimise product and service provision by the Agency.

Indicator 1.Vacancy Rate (VR)

What? The vacancy rate should show how effectively Frontex can fill open positions. Only if all the positions are filled, optimised performance can be expected.

How? Percentage of vacant posts relative to the agreed establishment plan.

Indicator 2.Turn-over Rate (TOR)

Although Frontex' is employing temporary staff only (including SNE) safeguarding corporate knowledge is crucial for What? the functioning of the organisation. The comparison between the number of newcomers and the number of overall

staff will indicate Frontex' efforts to retain staff at least within the time limits set by the contracts in place.

How? Percentage of newcomers/staff leaving compared to the overall figure.

Indicator 3.Budget Utilisation (BU)

Deviating from the annual financial circle Frontex will base its assessment on a two-year basis.

In addition to that, expenditures and status (committed, paid) can be differentiated and better reflected (e.g. host MS, MS, overhead costs).

What? By applying a differentiated approach the different impacts of directly and indirectly participating entities could

be reflected.

The term ‘developments’ refers to the changes compared to the benchmarks set over the last years (the same month, quarter the years before, the previous month or similar).

How? Commitment Level: This KPI includes only the budget and financial commitments of Frontex. It does not include the budget and payments of external or Frontex associated organisations.

6 Glossary Table as presented in Agenda Point 6 Explanatory Note on the 58th Management Board Meeting, 30-31 March 2016

This indicator is a lead indicator for actual money spending (PE-BUD_IMP_P). The level of commitment (and the remaining budget) signals the financial capacity to perform additional activities throughout the remaining part of the year.

Payment Level: This KPI includes only the budget and payments of Frontex. It does not include the budget and payments of external or Frontex associated organisations.

It is a direct indicator for the actual money spending. The level of the remaining budget signals the financial capacity to perform additional activities throughout the remaining part of the year.

Indicator 4.IT Resilience (ITR)

Incident reporting in defined fields. Provision of absolute figures (e.g. attempts to access the system from external What? sources) should build internal and external confidence in the functioning of the system and will show the status of

physical and logical protection of the system.

How? Attempts and successful unauthorised accesses to the system; down time.

Indicator 5.Compliance - Exceptions Index (CEI)

Legal compliance of operational and administrative activities.

Fundamental rights compliance of operational activities as set in the Charter of Fundamental Rights, the Union and international law.

What? Deviations from the rules and Regulations made internally, including those related to access to international

protection and right to asylum.

The extent to which Frontex is able to use lessons learned identified in the execution of tasks or as an outcome of internal and external evaluations. Implementation of recommendations issued after evaluations in line with adopted action plans.

Measure the number of legal claims against Frontex and their ‘success rate’.

Measure the number of SIRs and complaints submitted via complaint mechanisms.

How? Measure the number of IAS and ECA findings and recommendations accepted and implemented in time compared to

open recommendations.

This is measured by the overall number of exceptions recorded.

Table 2a: Key performance indicators - descriptions Inputs

Activities: during the execution of operational activities measures are taken and indicators are populated to assess certain developments and to set counter measures if needed during the execution phase.

Indicator 6.Availability and Adequacy of Pool(s) (AAP)

How well do the current pools (own and MS filled) match the defined operational needs and to which extent the resources contained in the pools are made available in operational activities.

What? How well do MS live up to their commitments subsequent to the results of the ABN-process

How the responsibility of pooling is shared between MS.

Gap analysis (defined needs vs contributions).

How? Identification of changes of pool members and turnover rate.

Number of cases and reasoning for not deploying of pool members.

Indicator 7.Pool Utilisation (PU)

How well do the different profiles of the pool match to the indicated operational needs in terms of e.g. frequency

What? of deployment into operations.

This activity indicator should show the utilization of resources and means registered in the different pools.

Level of pooled resources (profiles) deployed in operations (used profile vs contained profiles).

How? Percentage of operational days of resources and means from the pools broken down per provider, compared to the

overall amount of operational days of a Frontex coordinated activity.

Indicator 8.Host Index (HI)

The purpose of this measure is to indicate the ratio of reimbursements planned to be paid (committed) to host member state (HMS) with total reimbursements planned.

What?

The purpose of this measure is to indicate the ratio of reimbursements paid to host member state (HMS) with total

reimbursements paid.

The indicator should include the data on reimbursements that have been planned to be paid for all types of joint operations conducted in the reporting period.

How?

The indicator should include the data on reimbursements that have been paid for all types of joint operations conducted in the reporting period.

Indicator 9.Flexibility Index (FI)

What? The extent to which Frontex is able to adapt and deploy.

Measuring the average time passed from the moment of recognising the event or trend resulting in the request or recommendation to start the operation and the actual start of the operation – including changes; and assessing

How? from a qualitative point of view the procedures in place and the assistance provided.

Measuring timely set up of referral mechanisms and receptions centres in places expected to be on the migrants routes.

Table 2b: Key performance indicators – descriptions actions

Outputs and intermediate / direct outcomes: indicators that are populated after the delivery of the agreed products and services should show to which extent the products and services fulfil individual and general needs, agreed standards and to which extent they are further used and implemented by the consumer thereby showing impact and together with other factors leading to the final outcomes.

Indicator 10.Detection of illegal border crossings between BCPs (DIBC)

Detections reported by routes and top nationalities at the external borders, indicating possible trends especially in What? areas with Frontex coordinated operational activities. Do the figures on detections increase due to increased

deployment of resources in certain areas.

How? Collecting (statistical) information from the Member States on a monthly basis (utilisation of FRAN data).

Indicator 11.Refusals of entry (RoE)

What? Refusals reported by Member States, border types and top nationalities at the external borders.

How? Collecting (statistical) information from the Member States on a monthly basis (utilisation of FRAN data).

Indicator 12.Effective returns (per type) (ER)

What? People effectively returned to third countries by type of return and top nationalities.

How? Collecting (statistical) information from the Member States on a monthly basis (utilisation of collection of return related data in IRMA).

Indicator 13.Satisfaction Level (SL)

What? Extent to which external customers are satisfied with Frontex products and services (P/S).

How? Measure the level of external customer satisfaction on P/S delivered by all different entities. Indicator refers to P/S specifically made for external customer.

Indicator 14.Quality Level (QL)

What? The perceived quality of the delivered products and services related to the external borders is established.

Internal and external customers are requested to assess the quality of different products and services provided.

How? The ‘quality’ of the product is made up by factors such as timeliness, readability, usability, comparability,

consistency of recommendations and other factors; for those criteria standardised values and their description is provided.

Indicator 15.Usage/ Implementation Level (U/IL)

Extent to which P/S provided are used in different decision-making processes.

Extent to which Frontex is used as information hub disseminating information.

Extent to which Frontex is building interoperability among MSs and TCs through successful introduction of common practices/standards.

What? Extent to which the Agency makes use of recommendations (lessons learned) received after an evaluation

(implementation).

Extent to which recommendations are used to adapt business portfolios (training including the one on fundamental rights)

Extent to which JOs and the information gathered during the implementation phase contribute to the ESP and the CPIP.

This is done by assessing/comparing the numbers of P/S receivers (distribution) and users.

Measuring the number of users and information volume exchanged (push/pull).

Comparing the number of recipients of products (potential users) with the number of actual product users.

How?

Number of recommendations implemented in line with agreed action plan.

Number of proposed specialised training.

Create a ratio of information from JOU to ESP and CPIP compared to the overall information provided and used.

Table 2C: Key performance indicators – descriptions outputs and outcomes

2.2 Strategic Action Areas

The Strategic Action Areas under this Chapter of Section II have been reorganised in accordance with the Strategic Direction as defined in Chapter 1 of Section II, in order to provide for a revised strategic orientation under the new Frontex Regulation scheduled for adoption and entry into force before the end of 2019. The Strategic Action Areas have been defined on the basis of the Focus Areas derived from the Strategic and Horizontal Objectives.

2.2.1 Reduced Vulnerability of the External Borders based on Comprehensive Situational Awareness

The Focus Areas under Strategic Objective 1 aim at contributing to the application of an information-led approach towards operational activities of the Agency. The below focus areas serve as a starting point for the development of services and key activities oriented towards operational actors to support the planning of adequate operational responses to the challenges at EU’s external borders, as well as support decision-making on border management and border security at EU and national levels, covering all aspects of the European IBM, based on sound and comprehensive analytical products.

• Focus area 1: Produce actionable information and analysis to enable the functioning of the European Border and Coast Guard.

• Focus area 2: Create an EBCG environment and community of intelligence-led operational activities (considering the process of data collection, processing and information exchange and analysis in connection to, but not only limited to the EUROSUR framework review and networks).

• Focus area 3: Develop and implement a fully interoperable and efficient European Quality Control Mechanism. • Focus area 4: Develop and implement the system for providing operational support and reinforcing Member

States border control activities through establishing and operating the ETIAS Central Unit.

2.2.2 Safe, Secure and Well-Functioning EU External Borders

The Focus Areas under Strategic Objective 2 constitute a basis for the effect-oriented operational response based on sound analytical products and guided by the adequate capability planning focusing on the results and allowing for delivery of proactive activities directed at reducing any shortcomings via coordinated operational support to MS and TC.

• Focus area 1: Provide effect-oriented and flexible operational response.

• Focus area 2: Position Frontex as an important player in the area of law enforcement.

• Focus area 3: Reinforce Frontex coordinating role as regards EU Coast Guard function.

• Focus area 4: Support migration management by ensuring effective returns.

2.2.3 Sustained European Border and Coast Guard Capabilities

The Focus Areas under Strategic Objective 3 guide development and management of capabilities informed by data and actionable information being a solid basis for appropriate delivery of operational effect. This includes, but it is not limited to, the adequately equipped and trained Standing Corps; timely capture, dispatch and receipt of accurate information for sound decision making and subsequent optimized response and availability, timely deployment and condition of technical equipment, as well as well-being of personnel during the execution of the operational tasks.

• Focus area 1: Implement Capability Development Planning, including contingency planning, instrument as a vehicle for integrated planning of EBCG capabilities.

• Focus area 2: Provide trained and equipped Standing Corps to enable response to current and emerging challenges.

• Focus area 3: Continue to develop and implement Strategy for Acquisition of own technical equipment and establish decentralised logistics system.

• Focus area 4: Research, technology development and innovation to effectively support capability development of the EBCG.

2.2.4 Develop and implement European Integrated Border Management to ensure safe and well managed EU external borders

The Focus Area under Horizontal Objective 1 aims at establishing a sustainable model for the implementation and administration of the European IBM, through designing and managing the IBM policy cycle, involving the Agency and the relevant authorities of the Member States and the Schengen Associated Countries.

• Focus area 1: Establish and develop mechanisms for operational cooperation to implement the concept of the European Integrated Border Management.

2.2.5 Reinforce the External Dimension aimed at multiplying Frontex Operational Impact through close Partnerships with Member States, EU Entities, Third Countries and International Organisations

The Focus Areas under Horizontal Objective 2 has as its main purpose the establishment of strong mechanisms with external stakeholders, as well as reinforced intra-EU cooperation on border management and security-related issues, taking into account growing challenges that the EU has to face.

• Focus area 1: Strengthen resilience of priority third countries and promote European IBM standards.

• Focus areas 2: Develop the architecture for an effective inter-agency cooperation on IBM at EU level, ensuring most efficient use of resources and complementary implementation of mandates.

2.2.6 Develop Upgraded Management System Aimed At Ensuring Accountability, Regularity and Legality of All Frontex Activities

The Focus Areas under Horizontal Objective 3 have been established to guarantee a set of comprehensive measures to efficiently manage and administer the processes required for the Agency to deliver its main functions as specified in its legislative and operational mandate, as well to provide for strong administrative support and executive coordination functions.

• Focus area 1: Provide management framework for sound administration of resources.

• Focus area 2: Provide scalable, efficient and secure infrastructure for the Agency’s developing requirements, including partial decentralisation of functions.

• Focus area 3: Ensure accountability, regularity and legality of all Frontex activities through a comprehensive inspection and control system to guarantee the effectiveness of internal business processes.

• Focus area 4: Provide management framework designed to uphold EU values.

• Focus area 5: Establish a sound mechanism to interrelate all Frontex strategic functions and to ensure consistency of Frontex exchanges with external stakeholders.

2.2.7 Distribution of resources human and financial at Focus Area level for year 2020

Ref.ID. TA CA SNE Total_FTE Budget

FA_1.1 Produce actionable information and analysis to enable the functioning of the European Border and Coast Guard 48 15 50 113 5,200,000

FA_1.2 Create an EBCG environment and community of intelligence-led operational activities (considering the process of data collection, processing and information exchange and analysis in connection to, but not only limited to the

EUROSUR framework review and networks). 34 10 13 57 29,305,878 FA_1.3 Develop and implement a fully interoperable and efficient European

Quality Control Mechanism 16 4 4 24 1,085,250 FA_1.4 Develop and implement the system for providing operational support and reinforcing Member States border control activities through establishing and operating the ETIAS Central Unit 28 2 0 30 877,600

Subtotal SO1 126 31 67 224 36,468,728

FA_2.1 Provide effect-oriented and flexible operational response 47 12 42 101 121,250,000

FA_2.2 Position Frontex as an important player in the area of law enforcement 13 4 13 30 3,705,000

FA_2.3 Reinforce Frontex coordinating role as regards EU Coast Guard function 8 2 3 13 1,122,000

FA_2.4 Support migration management by ensuring effective returns 36 11 24 71 59,642,000

Subtotal S02 104 29 82 215 185,719,000 FA_3.1 Implement Capability Development Planning, including contingency planning, instrument as a vehicle for integrated planning of EBCG capabilities 15 6 7 28 2,669,361

FA_3.2 Provide trained and equipped Standing Corps to enable response to current and emerging challenges 33 6 10 49 91,674,068

FA_3.3 Continue to develop and implement Strategy for Acquisition of own technical equipment and establish decentralised logistics system 20 5 9 34 22,996,000

FA_3.4 Research, technology development and innovation to effectively support capability development of the EBCG 11 7 8 26 2,400,000

(*) Standing Corps 385 385 0 770 -

Subtotal SO3 464 409 34 907 119,739,429 FA_4.1 Establish and develop mechanisms for operational cooperation to implement the concept of the European Integrated Border Management 1 0 1 2 300,000

Subtotal HO1 1 0 1 2 300,000

FA_5.1 Strengthen resilience of priority third countries and promote European

IBM standards 15 6 2 23 1,250,000 FA_5.2 Develop the architecture for an effective inter-agency cooperation on IBM at EU level, ensuring most efficient use of resources and complementary implementation of mandates 22 6 4 32 665,000

Subtotal HO2 37 12 6 55 1,915,000

FA_6.1 Provide management framework for sound administration of resources 145 143 1 289 57,663,142 FA_6.2 Provide scalable, efficient and secure infrastructure for the Agency’s developing requirements, including partial decentralisation of functions 78 68 0 146 48,742,780

FA_6.3 Ensure accountability, regularity and legality of all Frontex activities through a comprehensive inspection and control system to guarantee the effectiveness of internal business processes 49 19 4 72 290,000

FA_6.4 Provide management framework designed to uphold EU values 11 6 1 18 505,000

FA_6.5 Establish a sound mechanism to interrelate all Frontex strategic functions and to ensure consistency of Frontex exchanges with external stakeholders 36 36 0 72 10,856,150

Subtotal HO3 319 272 6 597 118,057,072 Total 1051 753 196 2000 462,199,229

Table 3. Reconciliation of resources for 2020 at Focus Area level

2.3 Human and Financial Resources Outlook for years N+1 – N+3

2.3.1 Highlights and main aspects of the past and current situation

The European Border and Coast Guard Regulation (EU) No 2016/1624 entered into force on 6 October 2016, repealing the previous Regulation (EC) No 2007/2004 and the Single Programing Document is prepared following the assumption that a new European Border and Coast Guard Regulation will enter into force in 2019, repealing the current Regulation (EU) No 2016/1624).

The adoption of the new European Border and Coast Guard Regulation will overhaul remarkably the financial resources provided to the Agency in the form of the EU subsidy in the period 2020 to 2022, it is envisioned to increase from EUR 430 million (scenario one) or EUR 436 million (scenario 2) to EUR 1,043 million. Such a significant increase will financially back up the development of the Agency capacities in line with the level of ambition of the legislators, providing for a robust European Standing Corps, as well as for solid capacities in the form of Frontex own equipment and a major development of return-related activities.

Expenditures for N-1: The level of budget implementation remained high in line with 2018 reaching 98% for C1 funds, further improvement was achieved at the level of payments 70% (4% plus) and the level of carry forwards 29% (3% minus).Information concerning recruitment policy, appraisal of performance and reclassification/promotions, mobility policy, gender and geographical balance is provided in Annex IV. A-to E.

2.3.2 Resource programming for the years N+1 – N+3

2.3.2.1 Financial Resources (detailed data provided in tables in Annex II)

2020 2021 2022

10919/19 ADD * EUR million (to three decimal places) COM(2018)631 COM(2018)631

scenario_1 scenario_2

Commitments 430,249 436,895 846,906 1,043,043 EC subsidy

Payments 430,249 436,895 846,906 1,043,043

SAC contribution Commitments 31,950 32,444 54,058 66,577

(indicative amount) Payments 31,950 32,444 54,058 66,577

TOTAL (indicative Commitments 462,199 469,339 900,964 1,109,620 amount) Payments 462,199 469,339 900,964 1,109,620

• * 

  10919/19 ADD - Council position on the draft general budget of the European Union for the financial year 2020

Table 4: Financial Resources for the years N+1 – N+3

2.3.2.2 Human Resources

Following a political agreement of the EU legislators in April 2019, the human resources of Frontex in 2020 – 2022 should be significantly strengthened in order to establish the Central Unit of ETIAS and the European Border and Coast standing corps. For this purpose, the figures from the legislative financial statement prepared by the European Commission accompanying the newly proposed EU Regulation (document COM (2018) 631) are used as a guidance.

• A. 

  New tasks: While the staff of the Agency entrusted with the ‘headquarters’ activities’ should reach 1,000 in 2020 and this figure should remain relatively stable (reaching 1,005 in 2022), the major challenge for Frontex will be to build up the two new major activities of Frontex (the ETIAS Central Unit and the European Border and Coast Standing Corps). The new staff to be recruited within the next three years to perform these two new activities will significantly outnumber the staff with headquarters’ activities by reaching 1,500 in 2022.

The Management Board will decide on the profiles of staff of the European Standing Corps and a special attention will have to be paid to the fact that a large part of the newly recruited EU staff of Standing Corps will be entrusted with executive powers (including the right to carry and use service weapon) and will wear a European

uniform. B. Growth of existing tasks: Certain existing tasks of Frontex (e.g. return activities, operational activities) will be

(upon the entry into force of the new Regulation) significantly expanded and ‘transferred’ to the activities of the

newly created Standing Corps.

Apart from that, most of the current Frontex tasks (including administrative support) will have to be expanded and strengthened over the next three years to provide a solid base for the execution of the new operational

activities in compliance with EU sound financial management and good administration principles. C. Efficiency gains: Frontex will use the past efficiency gains in the period of 2020 − 2022 in order to be able to

deliver and build up the Central Unit of ETIAS and the European Border and Coast Standing Corps. D. Negative priorities/decrease of existing tasks: No existing tasks of Frontex are foreseen to be decreased or to be

eliminated in 2020 − 2022.

Human resources 2019 COM 2019[*] COM (2015)671 (2018) 631

COM(2013)519 baseline 145 n/a

amendments via budgetary procedure 2016 (amending letter 2/2016) 60 n/a

additional posts for migration crisis (Triton, Poseidon) in draft budget 2016 16 n/a

modified baseline 221 n/a

requested additional posts 263 n/a

Establishment plan posts (in headcounts) 484 859

• - 

  Of which AD 377 565

• - 

  Of which AST 107 294

External personnel (FTE) 411 411

• - 

  Of which contract agents 217 592

• - 

  Of which Seconded National Experts (SNE) 194 194

Total staff 895 1645

[*] Subject to the entry into force of the new Regulation.

Table 5: Human Resources evolution for the year N-1

COM(2018) 631[*] COM(2018) 631 COM(2018) 631

Headquarters Standing Headquarters Standing Headquarters Standing staff corps staff corps staff corps

ex COM(2015) & ETIAS ex COM(2015) & ETIAS ex COM(2015) & ETIAS

671 staff 671 staff 671 staff

Temporary agents (AD 275 250 275 250 275 375 Grades)

Temporary agents (AST 275 250 275 250 275 375 grades)

Contract staff 230 500 230 500 235 750

Seconded

National Experts 220 - 220 - 220 -

Subtotal 1,000 1,000 1,000 1,000 1,005 1,500

TOTAL 2,000 2,000 2,505

[*]The EU 7-year Multiannual Financial Framework (2021-2028) is still to be adopted, the staff resources indicated are provisionally based on the Legislative Financial Statement annex to Proposal COM(2018) 631,taking into account a revised EBCG Regulation and the Regulation (EU) 2018/1240 establishing ETIAS.

Table 6: Human Resources for the years N+1 – N+3

3 SECTION III – ANNUAL WORK PROGRAMME 2020

Executive Summary

At the current stage of planning, applying a zero-based approach, the activities as indicated in the different Strategic Action Areas, and the results to be achieved match the draft estimates of revenues for 2020 including the operational reserve set at 4% of the allocation foreseen jointly for the joint operations at the external border and operational activities in the area of return for budget scenario one and at 7% for budget scenario two.

Strategic Action Areas in the Annual Work Programme 2020

The planning for 2020, in line with the planning for 2018 and 2019, includes not only enhancements of existing and new tasks that can realistically be implemented and staffed until the end of 2020 but also initial foresight on how the Agency will implement the new mandate derived from the new European Border and Coast Guard Regulation. The following chapter will elaborate on changes and their consequences from a financial and human resources perspective.

Current Mandate and Tasking

The key role of the European Border and Coast Guard Agency is to establish (maintain) a technical and operational strategy for implementation of integrated border management at Union level; to oversee the effective functioning of border control at the external borders; to provide increased technical and operational assistance to Member States through joint operations and rapid border interventions; to ensure the practical execution of measures in a situation requiring urgent action at the external borders; to provide technical and operational assistance in the support of search and rescue operations for persons in distress at sea; and to organise, coordinate and conduct return operations and return interventions, as well as to organise, coordinate and conduct return operations and return interventions.

• 1. 

  Situation monitoring and risk analysis with the capacity to monitor EU external borders and the pre-frontier areas, and to carry out risk analysis which is to be applied by Member States and which covers all aspects relevant to integrated border management. Support the decision making and contribution to MSs reaction capability achieved through the delivery of (near to) real time situational picture to MSs and other Frontex stakeholders.

• 2. 

  Execute vulnerability assessments of the capacity of Member States to face current and future challenges at their external borders as a quality control mechanism complementing Schengen Evaluation Mechanism. This task also includes issuing of recommendations on binding and timely limited measures to Member States and monitoring their implementation as well as developing knowledge products for EU and Frontex internal stakeholders.

• 3. 

  Setting up and deployment of European Border and Coast Guard Teams for joint operations and rapid border interventions, the setting up of a technical equipment pool, assisting the Commission in coordinating the activities of the migration management support teams at hotspot areas, and a strengthened role in return, risk analysis, training and research.

• 4. 

  Training as a cross-sectoral task developing and delivering proper training for staff to be deployed, promoting the implementation of the European Integrated Border Management, developing and implementing common educational standards and a quality assurance system as well as providing thematic training support based on needs assessment including in the field of coast guarding.

• 5. 

  European cooperation on Coast Guard functions with focus, but not limited to developing multipurpose maritime activities and cross-sectoral cooperation among the European Border and Coast Guard Agency, EFCA and EMSA as well as other relevant stakeholders.

• 6. 

  Mandatory pooling of human resources by establishing a rapid reserve pool which will be a standing corps composed of a small percentage of the total number of border guards in the Member States on a yearly basis.

• 7. 

  Stronger role for the Agency on return with the established European Centre for Return within the Agency, which should provide Member States with all necessary operational reinforcement to effectively return third country nationals.

• 8. 

  Deployment of an own technical equipment pool by acquiring itself or in co-ownership with a Member State and managing a pool of technical equipment provided by the Member States, based on the needs identified by the Agency.

• 9. 

  New procedures to deal with situations requiring urgent action where a Member State does not take the necessary corrective action in line with the vulnerability assessment or in the event of disproportionate migratory pressure at the external borders, rendering the control of the external borders ineffective to an extent that risks putting in jeopardy the functioning of the Schengen area.

• 10. 

  Management of innovation projects (focusing on surveillance using state of the art platforms and integration of data -RPAS, aerostat- and on border checks –biometrics-) and technological research enabling forecasting and foresight. Define minimum standards for acquisition and use of technical equipment for MS and the Agency.

• 11. 

  Liaison officers of the Agency to be deployed to Member States to ensure enhanced and effective support through their presence on the ground.

• 12. 

  Increased cooperation with third countries by developed structured dialogue and partnerships, deploying Frontex Liaison Officers, supporting third-country border management capacities, coordinating operational cooperation between Member States and third countries in border management, including the coordination of joint operations, as well as by cooperating with the authorities of third countries on return, including as regards the acquisition of travel documents.

• 13. 

  Strengthen the mandate of the Agency to process personal data by allowing for the processing of personal data in the organisation and coordination of joint operations, pilot projects, rapid border interventions, and return interventions in the framework of the migration management support teams.

• 14. 

  Reinforcing the promotion of fundamental rights by setting up a complaint mechanism to handle complaints concerning possible violations of fundamental rights in the course of activities carried out by the European Border and Coast Guard Agency.

Extended mandate, enhanced Financial Resources

With the foreseen adoption of the new European Border and Coast Guard Regulation, the Agency’s mandate shall see an overhaul of tasks accompanied by a growth in financial and human resources, to adequately address its tasks. In 2020 an additional amount of EUR 120 million (scenario one) to EUR 126 million (scenario two) will need to be added to the Agency’s EU subsidy on the top of the amount foreseen for 2019. In particular, those additional financial resources shall enable the Agency:

• to provide the resources to commence the set up phase of the Standing Corps, including initial recruitments, training, financial compensation, as well as all equipment required by the Corps to be deployed,

• to enable the development of EUROSUR technical capacities,

• to cover the set up a network of Antenna Offices, as well as to initiate the take-over of FADO systems,

• to continue acquiring its own equipment. In this regard, additional resources should be added to the EU subsidy to enable the Agency to finance in the first place the purchase of small and medium size operational equipment, • to reinforce the Agency's cooperation with third countries (including the posting of Liaison Officers) and the

involvement of the Agency's in operational activities with neighbouring countries, technical assistance projects, cooperation on return matters, including on the acquisition of travel documents,

• to establish the operational reserve allowing to finance the deployment of rapid border interventions, the financial operational reserve should amount to at least to 2% of the allocation foreseen for the operational activities,

• to cover the costs associated with the increase of staff, namely salary-related and workspace,

• to develop and start implementing the new premises project.

Enhanced Human Resources

Comparing the headquarters establishment plans from 2019 with 2020, the Agency's establishment plan will be reinforced with additional 120 reaching a total of 1,000 positions. Over and above that amount another 1,000 positions are reflected in the establishment plan to enable the initial set up of the Standing Corps and the establishment of the ETIAS Central Unit. The figures aforementioned include all categories of staff: temporary and contract agents, as well as seconded national experts.

The resource allocation shown in the annual work programme 2020 has to be understood as tentative and might be adapted due to several reasons i.e. changed needs, experiences gained when implementing new and enhanced tasks during 2019 and in particular the development of the new operational concept which is being developed in line with the new European Border and Coast Guard Regulation.

3.1 SO 1: Reduced vulnerability of the external borders based on comprehensive situational awareness

3.1.1 Focus Area 1.1. Produce actionable information and analysis to enable the functioning of the European Border and Coast Guard

Key Activity 1.1.1. Perform situation monitoring and surveillance in all four tiers of the EIBM and process information collected from all sources in support of the Agency’s activities, with a focus on the pre-frontier area and third countries.

Specific Objectives Expected Results, Main Outputs / Actions, Key Deliverables Indicators and Targets and baseline

Produce actionable information • 24/7 situation and crisis monitoring. 1. Establishment of fully functioning centralized command and through 24/7 (near) real time • Real time and (near) real time integrated and tailor-made control capabilities for Frontex situation and crisis monitoring and information services. Baseline: limited centralized command and control

surveillance. • Centralized command and control capability for the EBCG. infrastructure for the Agency • Crisis management support. Target: a centralized command and control infrastructure for

the Agency 2. Agency wide Event response Policy available

Baseline: Currently no Agency wide event response policy adopted Target: Agency wide policy adopted

• 3. 

  Additional EFS services fused to support real-time aerial surveillance (as laid out in EBCG 2.0)

  Baseline: 13 EFS used depending on the operational situation Target: 15 EFS used depending on the operational situation

ANNEX JAI.1 EN

Key Activity 1.1.2. Maintain a robust awareness mechanism based on constant situation monitoring and risk analysis including pre-warning and forecasting, within all four tiers of the EIBM, and including cross-border crime.

Specific Objectives Expected Results, Main Outputs / Actions, Key Deliverables Indicators and Targets and baseline

Regularly provide analysis and • Attribution of impact levels and setting up a monitoring system to 1. Timely attribution of impact levels to border sections at

assessments by border sections / cover the full scope of EIBM. the external border

BCP on all aspects of the European • Strengthening the capability to detect, prevent and combat illegal 2. Number of personal data of suspects, witnesses, victims of IBM, to inform operational and migration and cross-border crime. cross-border crime and terrorism collected.

strategic decisions. • Collection and processing of operational personal data of suspects, 3. Finalisation and approval of the CIRAM (version

witnesses, victims of cross-border crime and terrorism. 3.0).Regular reports containing information and • Support to internal and external stakeholders in better understanding analysis on the situation in the pre-frontier area

the pre-frontier situation. 4. SL (satisfaction level) concerning the support provided • Updated CIRAM (version 3.0). in better understanding the pre-frontier situation.

• Collection of intelligence on modus operandi, routes, etc. from 5. Maritime intelligence community and- Risk Analysis

human sources (debriefing of migrants). Network created and functioning regularly

• Development of the maritime intelligence community - Risk Analysis

Network.

• Establishment of thematic risk analysis networks.

ANNEX JAI.1 EN

Key Activity 1.1.3. Contribute to EBCG planning processes through the knowledge generated by situation monitoring, risk analysis and vulnerability.

Specific Objectives Expected Results, Main Outputs / Actions, Key Deliverables Indicators and Targets and baseline

Produce knowledge generated by

RA and VA to feed into Frontex • Establish core knowledge basis for yearly planning of operational 1. Timely production and provision of bi-annual report to

operational and strategic planning, activities. EU institutions (EP, Council, COM) (VAU).

to further improve the offer of • Specific assessments for the drafting of operational plans. Target: two reports per year (legal requirement) products and services to Member • Final evaluation of the results of an articulated operational response. 2. Delivery of VA knowledge products to various planning States and EU policy makers. • Maintain oversight on operational data quality. processes • Periodical strategic analysis products on irregular migration and cross Target: 10 contributions/year border crimes presented to the EBCG community and relevant partners. 3. Timely provision of Assessment for Operational • Tailored reports to support the short-term planning needs of the EBCG Deployment for the yearly planning of operational community. activities • Tailored products to support the long-term strategic decision-making, 4. Timely provision of Tactical Focused Assessments for mainly delivered to EBCGA and relevant EU stakeholders (COM, EP, operational plans of operational activities; Council, etc.). 5. Timely provision of analytical contribution to the final

• Targeted support measures to remedy identified vulnerabilities in evaluation of operational response

Member States’ Border Management. 6. Timely response to requests from EU stakeholders

• More informed border-related funding decisions at EU level. 7. Timely provisions of periodical strategic analysis

products on irregular migration and cross-border crimes

• 8. 

  Timely provisions of emerging threat assessments to VAU

ANNEX JAI.1 EN

3.1.2 Focus Area 1.2. Create an EBCG environment and community of intelligence-led operational activities (considering the process of data collection, processing and information exchange and analysis in connection to, but not only limited to the EUROSUR framework review and networks).

Key Activity 1.2.1. Support the set-up and functioning of information exchange and risk analysis centres and networks, including in third countries.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables

Ensure an enhanced situation • Strengthened information exchange capabilities within regional and awareness on developments in the thematic risk analysis networks in the Schengen Area and pre-frontier 1. Regular meetings, information exchange and joint analytical pre-frontier third countries through area. activities and reports in relation to the thematic risk analysis regular interaction in regional risk • Provision of EUROSUR Fusion Services, including to third countries networks.

analysis networks and delivery of based on bilateral agreements and developed policy as per specific related product portfolio. situational picture.

• Further development of Risk Analysis Cells networks in pre-frontier

third countries: AFIC (relevant for Frontex budget if not be covered by AFIC DG DEVCO. Remark includes the general decision that Frontex is the project owner and that will impact the following years until approx. 2025), WB, EaP and TURAN.

Key Activity 1.2.2. Drive the development of an EBCG community ‘ecosystem of information management capabilities’ by taking the business lead in the development of information management applications interacting with each other, using the same databases and technologies.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables

Ensure high quality data and • Timely and comprehensive information feeding into risk analysis. 1. Percentage of requests delivered on time. Target 90%. statistical analysis, to be readily • EUROSUR incident catalogue based on revised CIRAM. available to the Agency and the • Provision and further enhancement of EUROSUR Fusion Services. wider EBCG community, as well as • Risk analysis application and knowledge management and continuous enhancement of the tools distribution platform.

available for the purpose of risk analysis and visualisation of analytical findings.

ANNEX JAI.1 EN

Key Activity 1.2.3. Establish standards and implement common models for information sharing and analysis, including on cross-border crime in all four tiers of the

EIBM.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

Ensure further development of the • Creation of technical and operational standards for EUROSUR 1. Number of technical and operational standards

EUROSUR interoperability and information exchange framework in accordance to the requirements created/updated; provide MS with the secure laid down in the new EBCG Regulation; 2. Number of common models created/updated

infrastructure that ensures continues • Development of the common models for information sharing and

and uninterrupted information analysis;

exchange capabilities. • Further enhancement of EFS service delivery standards.

3.1.3 Develop and implement a fully interoperable and efficient European Quality Control Mechanism

Key Activity 1.3.1. Contribute to enhanced awareness on MS preparedness by assessing possible vulnerabilities of border management capabilities, while exploiting the full potential of Vulnerability Assessment and Schengen Evaluation.

Specific Objectives Expected Results, Main Outputs / Actions, Key Deliverables Indicators and Targets and baseline

Carry out periodical vulnerability • Baseline vulnerability assessment reports prepared for all Member

assessments according to CVAM States

methodology. • Assessment of structural gaps and shortcomings in Member States’ 1. Indicator: Delivery of targeted assessments for MS/SAC capacities made. according to timeframes established by Common Vulnerability

• Simulation exercises based on risk analysis leading to assessment Assessment Methodology (CVAM)

reports conducted. Target: 100% reports delivered within deadlines stipulated by

• Conduct of Rapid Vulnerability Assessments (formerly: Emerging CVAM.

Threat Assessments)

ANNEX JAI.1 EN

Key Activity 1.3.2. Address identified gaps and shortcomings by designing and recommending measures to ensure MS preparedness to present any future challenges, to be implemented also with the support of the Agency.

Specific Objectives Expected Results, Main Outputs / Actions, Key Deliverables Indicators and Targets and baseline

• / 

  Milestones

Design and recommend measures to • Recommended measures to address both short as well as long-term 1. Recommendations issued according to timelines set by

ensure MS preparedness to present gaps and shortcomings of border-control capacities. Monitor the CVAM. and future challenges, to be implementation of the recommended measures to ensure that they 2. Monitoring of recommendations according to provisions implemented also with the support are carried out in a timely and effective manner. contained in CVAM.

of the Agency. • Provide targeted EBCGA support solutions to concerned MS/SAC to Target: Quarterly reports for executive management (4/yr.)

effectively remedy identified vulnerabilities.

Key Activity 1.3.3. Maximise the synergies between the Schengen Evaluation Mechanism (SEM), vulnerability assessments (VA) and national quality control mechanisms by ensuring interoperability by developing tools and platforms to support activities such as data collection and reporting, as well as further develop the CVAM by designing standards and benchmarks.

Specific Objectives Expected Results, Main Outputs / Actions, Key Deliverables Indicators and Targets and baseline

Ensure interoperability between the • Further develop the Common Vulnerability Assessment Methodology. 1. Carry out regular videoconferences with COM, DG HOME on

SEM, Vulnerability Assessment and • Continue the development of a dedicated IT platform for Vulnerability VA/SEM cooperation.

national quality control mechanisms, Assessment activities with roll-out of successively enhanced versions. Target: at least 6 meetings per year

by developing tools and platforms to • Maximise synergies between SEM and VA, regular meetings and 2. On top of regular videoconferences, ensure timely exchange support activities such as data secured exchanges of documents between VAU and COM-led SEM of relevant documents between VA/SEM over secure collection, reporting and operational take place. channels assessments. • Development of new VA tools Target: ca. 4-6 document packages a year

• Further engage Member States and COM experts in development of 3. Work on quantification of at least one objective criteria VA activities Target: validity and accuracy of CVAM enhanced

• 4. 

  Implementation of more user-friendly tools for VA processes Target: at least four regular meetings of the Vulnerability Assessment Network (VAN)

• 5. 

  At least 2-4 further meetings per year.

ANNEX JAI.1 EN

3.1.4 Develop and implement the system for providing operational support and reinforcing Member States border control activities through establishing and operating the ETIAS Central Unit

Key Activity 1.4.1. Establish ETIAS Central Unit to be ready to function by defining the operational concept for the Central Unit, delivering the capabilities and means (HR, technical, services), performing integration with ETIAS system and National Units and end to end testing of the whole system.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

Define organisational structure of the • Organisational chart defined and approved 1. Structure documented and validated by senior Management.

ETIAS Central Unit.

• Activities of the TF and their progress in line with the overall planning 2. No delays in the supply of the deliverables by Frontex based Execute project activities aligned with (no significant delay) on the planning unless caused by delay due to external

the overall common ETIAS dependency.

implementation planning (aligned • Staff members recruited by the end of 2020

with 3. Percentage of the staff recruited by the end of 2020

• Activities and their progress in line with the plan with a view to start compared to the provision.

EC – eu-LISA, MS and Europol using the premises on 01/01/2022.

planning). 4. Premises available for use by the deadline unless not

Recruit 20 members for the ETIAS CU. affecting the overall delivery due to external dependencies.

Ensure progress of the preparation of the ETIAS premises in line with the planning.

Key Activity 1.4.2. Operate ETIAS Central Unit in a 24/7 mode in accordance with the ETIAS Regulation (processing the applications, supporting law enforcement requests, ensuring data subject rights, providing travellers and carriers assistance services, defining and maintaining risk profiles and screening rules, managing public awareness with the European Commission, leading operational cooperation between the different ETIAS actors, management and governance reporting).

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Not relevant until Q1 2022 for the Not applicable Not applicable

Carrier Assistance Centre and end of

2022 for the entire ETIAS Central Unit.

ANNEX JAI.1 EN

3.2 SO 2: Safe, secure and well-functioning EU external borders

3.2.1 Provide effect-oriented and flexible operational response

Key Activity 2.1.1. Develop and implement a model for flexible, robust and multipurpose permanent operational and contingency response, by deploying Standing Corps equipped to support the EU external borders and migration management along the four tiers access model upon vulnerability assessment and risk analysis.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables

Adapt operational response • Plan of Operational Response 2021 in place. 1. Definition of the operational needs and an agreement on

planning to the new multiannual hosting capacities with MS as an outcome of technical

planning cycle. ---------------------------------------------------------------------- meetings with Host MS and the host countries network

conference resulting in the definition of numbers per profile

Plan, implement and evaluate • Planned, Implemented and evaluated joint operations within Focal to be deployed in 2021 Joint Operations.

permanent multipurpose joint Points concept. -------------------------------------------------------------------------

operations at EU external borders • Planned, Implemented and evaluated joint operations within Flexible

and at the border of key third Operational Activities and Multipurpose Maritime Activities concepts. 2. 2 Joint operations launched in new locations following entry

countries. • Procured services and contract in place. into force of Status Agreements; • New JOs launched in the WB.

• 3. 

  14 Joint Operations implemented;

Access of Team Members to SIS II. 4. 300 000 person days, 60 000 patrolling hours using aerial and

---------------------------------------------------------------------- maritime assets and 300 000 operating hours for terrestrial equipment such as patrol cars and thermos vision cars

• Pilot project to test the EBCGA TMs to perform check against SIS. deployed in the Joint Operations;

• 5. 

  Timeliness in the delivery of services and equipment -------------------------------------------------------------------------

• 6. 

  Technical connectivity with eu-LISA.

• 7. 

  Agreed SOP with Host MS.

Key Activity 2.1.2. Promote the EU shared responsibility in command and control of the aforementioned operational activities by increasing the Frontex pivotal role and by using the Antenna Offices as platforms for the Frontex response actions.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables

Develop new command and control Establishing Frontex Operational Coordination Centre (FOCC) in HQ, FOCC becoming operational on second semester of 2019 structures within joint operations. Antenna Offices and Field Offices in key locations. Agreement on establishment of at least one Antenna Office and 5

Field Offices

*No budgetary requirement for development of concept from ORD; administrative costs related to the facilities should come from CBD and actions should be included in CBD key activities.

ANNEX JAI.1 EN

Key Activity 2.1.3. Tighten up the operational support to coast guard and law enforcement activities against the cross-border crime, including document, identity and vehicle checks as an integral part of the joint operations.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables

Ensure that Frontex Forgery Desk and • Staff is assigned to operational activities for combatting document Indicator: Number of Frontex staff experts assigned to operational

the Regional Document Fraud Task fraud. activities.

Forces are established and staffed in • The concept, service portfolio and related processes of Frontex

order to provide effective checks on Forgery Desk and the Regional Document Fraud Task Forces are Target: travel, identity, maritime documents established and implemented. 1) 50% staff is appointed by 2020;

and vehicles in the European border 2) 50% of staff appointed implements regularly operational and migration management activities in the field by 2020. operational activities, supporting

Member States in the fight against related frauds.

ANNEX JAI.1 EN

3.2.2 Position Frontex as an important player in the area of law enforcement

Key Activity 2.2.1. Position the Agency as one-stop-shop for EU MS and partner TC to support the fight against cross-border crime including terrorism and all forms of document and vehicle frauds along the four tiers access model.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables / Milestones

Enhance Frontex role in the EU Policy • Increased coordination of the joint action days in conjunction with 1. Indicator: increased number of requests from EU MS for

Cycle / EMPACT priorities by border management and fighting cross border crime at external Frontex to plan, facilitate and implement operational activities supporting, facilitating and leading borders including maritime borders. to fight cross border and organized crime, including terrorism;

operational activities within the • Establish Frontex as a key entity for operational actions to fight 2. Indicator: increased number of operational results at the selected priorities. cross border crime for EU MS law enforcement, TC and other stake targeted border areas in the time of the operational activities

holders; compared to previous periods

Develop partnerships with key • To actively participate at EU Council networks, COM initiatives and 3. Indicator: increased number of JADs planned, facilitated, international institutions and third relevant international and regional projects with the purpose to implemented and evaluated; countries that is likely to lead to a enhance the fight against cross border and organized crime, 4. Indicator: sustainable response to cross border including terrorism. Number of activities implemented using the EXP-DOC crime threats. • improved capability of border authorities, Police and Customs to members,

counteract cross border and organized crime, including terrorism operational results / seizures; Foster the role of the Expert Group on • To have Frontex established as a key advisor, facilitator and increased level of participation in Frontex-coordinated JADs; Document Control (EXP-DOC Group), a supporter with regard to border management and fighting cross number of leading/co-leading operational actions; formal network of 100 document border and organized crime, including terrorism increased number of maritime operational actions. experts advising and supporting • Increased support offered to the EU MS by engaging third countries 5. Indicator: Number of activities implemented using the EXP- Frontex operational activities in the in operational activities. DOC members: identification, development and • The EXP-DOC members regularly provide expertise in all Frontex 6. Indicator: Number of Regional Document Fraud Task Forces implementation of documents and activities on travel, identity, maritime documents and vehicle established. identity initiatives, including the fight checks, supporting policy and interagency cooperation in Targets: against identity and document fraud. operational activities. 1) EXP-DOC members contribute to at least 10 major Frontex Their expertise together with the • The Frontex Forgery Desk and the Regional Frontex Document Fraud activities by the end of 2020;

Document Fraud Task Forces is used

to ensure effective checks on travel, Task Forces ensure effective support of the Agency on travel,

• 2) 

  At least one Document Fraud Task Force is establish by the

identity, maritime documents and vehicle checks in field activities. end of 2020.

identity, maritime documents and vehicles in the European border and migration management operational activities, supporting Member States in the fight against related frauds.

Make use of the expertise from the EXP-DOC network and the Document

Fraud Task Force to enhance the

ANNEX JAI.1 EN

effectiveness of checks on travel, identity, maritime documents and vehicles in the European border and migration management operational activities, supporting Member States in the fight against related frauds.

Key Activity 2.2.2. Enhance the development of investigation activities supporting Member States in prevention, detection, pre-investigative activities related to cross-border crime by providing technical and operational assistance.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables

Establish ready-to-react multipurpose • The extended ISA-CBC pilot project has been upgraded and 1. Indicator: Number of cases related to cross border and

operational tools at all external promoted to an operational tool for EU MS to provide technical and organized crime, including terrorism supported. borders, including maritime borders, investigative support 2. Indicator: Number of participating EU MS in the supported

in order to support, facilitate or lead • Stakeholders request the Agency to provide assistance and support cases.

preventive, detection and in the frame of investigative procedures related to cross border and 3. Indicator: Number of requests of EU MS to support cases investigative measures. organized crime, including terrorism related to cross border and organized crime, including

• EU MS generate operational results and finalize investigative terrorism.

procedures on cases related to cross border and organized crime, including terrorism supported by ISA-CBC/ PANDA

Key Activity 2.2.3. Enhance operational cooperation with customs in cross-border crime and customs enforcement area by supporting facilitation and coordination of joint operational activities.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables

Engage EU and international customs bodies in • Frontex is established as a reliable strategic and operational 1. Number of Frontex operational activities with

Frontex operational capacities and find partner for Joint Customs Operations. Customs participation has increased

operational synergies. • Customs bodies are frequently engaged in the planning, 2. Number of Customs officers deployed to

implementation and evaluation of Frontex operational activities; Frontex operational activities has increased Increase Frontex operational capacities and 3. Number of Customs operations, supported by

capabilities by engaging EU and international • Frontex is increasingly supporting Customs operational activities, Frontex has increased customs bodies into the planning, implementing organized by EU MS, TC or international and regional organizations 4. Numbers of Frontex staff and technical tools

and analyzing Frontex operational activities;

• ----------------------------------------------------------------------------------------

deployed to Customs Operations have increased

Extend the MMO platform to customs activities. • Customs become regular partners in MMO. 5. Number of Frontex participation to Customs

related strategic and operational meeting has increased.

ANNEX JAI.1 EN

Key Activity 2.2.4. Support checks on any relevant documents and transportation means by providing centralised information systems (FADO and FIELDS), a

24/7 remote assistance and by deploying document fraud task forces in field operations along the four tiers access model. 3.2.3

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables

Indicator:

Develop a service portfolio supporting more • The programme for the new FADO systems is implemented in The FADO programme, the concept of the Forgery

effective checks on travel, identity, maritime cooperation with the European Commission and ensures Desk and the connected 24/7 Help Desk service for documents and vehicles in the European border and interoperability with other systems in line with Frontex remote assistance to document checks are established migration management operational activities and developments, EU polices and national legislation. and approved with clear schedule and deliverables. supporting Member States in the fight against The necessary resources are available.

related frauds. • The concept, service portfolio and related processes of the Forgery Desk and the connected 24/7 Help Desk service for Targets: remote assistance to document checks in operations is The implementation of the FADO programme is implemented. initiated and the project is kicked off and the business

requirements are produced by 2020; 1) 100% of the programme resources are available/recruited by 2020;

• 2) 

  The requirements for the Forgery Desk (24/7) for remote assistance to document checks have been defined by 2020

ANNEX JAI.1 EN

3.2.3 Reinforce Frontex coordinating role as regards EU Coast Guard function

Key Activity 2.3.1. Strengthen Coast Guard function of the Agency through multi-agency cooperation (joint capacity building and sharing of assets, support for the implementation of the Coast Guard function.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables / Milestones

Enhance processes related to • To finalize the handbook on European cooperation on coast guard 1. Number of National Authorities performing CGF involved in the

the cooperation with EFCA and functions. handbook - new task, no Target (T) no Baseline (BL)

EMSA for a coordinated • To organize Technical Sub-Committee 3 (TSC3) meetings 2. Number of TSC3 meetings organized (T = 4; BL = 4) approach in the implementation • To agree on the concept between EU Agencies (EFCA, EMSA and 3. Number of workshops (in the frame of coast guard fora such as

of European Cooperation on Frontex) for the European multipurpose maritime activities. European Coast Guard Function Forum (ECGFF), Baltic Sea Region Coast Guard Functions (CGF). • To have a coordinated approach as regards participation of the Border Control Cooperation (BSRBCC), Mediterranean Coast Guard

three EU Agencies (EFCA, EMSA, and Frontex) in coast guard fora. Function Forum (MCGFF) and North Atlantic Coast Guard Forum

(NACGF) (T = 3; BL = 2)

Key Activity 2.3.2. Implement multipurpose maritime operations (MMO) in cooperation with EFCA and EMSA in order to support the Coast Guard function including SAR as component of IBM to improve coordination and mutual knowledge between stakeholders and identify synergies with CSDP missions and operations in reference to the European Maritime Security Strategy Action Plan.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables / Milestones

Reinforce the interagency • To implement MMO in different sea regions around Europe. 1. Number of ad hoc MMO implemented (T = 2; BL = 2) cooperation (EFCA, EMSA and • To keep updating the Boarding Handbook. 2. Number of SAR drill implemented (T = 4; BL = 4)Number of activities Frontex) in order to support • To implement SAR workshops in different sea regions around performed with the involvement of Customs (T = 1; BL = 0) MS’ national authorities in Europe. 3. Number of activities performed in close cooperation with CSDP European cooperation on Coast • To provide with expertise related to coast guard functions in missions (T = 2; BL = 2) Guard Functions. different law enforcement, customs & military projects.

Share and to promote best practices with EU and non EU Member States as well as within coast guard fora.

Extend the MMO platform to customs activities.

ANNEX JAI.1 EN

3.2.4 Support migration management by ensuring effective returns

Key Activity 2.4.1. Extend the assistance to MS in all stages of the return process.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables / Milestones

Provide tailor-made operational • Continuation of assistance to MS in the frame of current 1. Indicator 1: 250 chartered and 2700 scheduled operations.

and technical support in the activities. 2. Indicator 2: Delivery of 3 action plans/transfer plans (ERRIN takeover,

non-voluntary and (assisted) • Development of ERRIN transfer plan. pre-return action plan and post-arrival and post-return action plan) in voluntary returns, across all the • Development of action plan for future implementation of postline with the deadline in the roadmap. stages: pre-return stage, arrival/post-return. Target: by the end Q1 2020. operational implementation as • Continuation of existing assistance and development of action well as post-arrival/post-return plan for future implementation of pre-return. stage, including pooling and • Increase of the volume of operations. sharing of information and • Implementation of the Action Plans (ERRIN takeover, pre-return practices. action plan and post-arrival and post-return action plan).

• Implementation of activities aimed at supporting (assisted)

voluntary returns.

• Enlargement of existing network with MS contact points to reflect

all stages of the return process.

ANNEX JAI.1 EN

Key Activity 2.4.2. Strengthen MS return capacities through use of the Standing Corps, capacity building, further developing of return IT-tools and reducing administrative burden.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables / Milestones

Provide human and technical • Deployment of return pools upon MS request. 1. Indicator: 150 forced-return monitors, 25 forced-return escorts, 10 resources to MS to conduct • Continue to provide the same technical resources to MS as in return specialists. efficient returns according to 2019. 2. Indicator: 5 RECAMAS gap analyses performed.

Frontex standardised • Development of best practices and standard operating

procedures. procedures for relevant stages of the return process. Further

performance improvement of IRMA (1.0)/FAR, including the

Support the use of relevant IT facilitation of return data collection scheme. systems, the interoperability of • Further support to national RECAMAS according to the model by different EU IT systems and carrying out gap analyses. national RECAMAS (return case • Development of IRMA 2.0 within the expected framework. management system) and the • Further support to MS for the improvement of national RECAMAS digitalisation of the return including but not limited to support and development of process. interfaces.

ANNEX JAI.1 EN

Key Activity 2.4.3. Enhance returns through closer cooperation with third countries in the field of return.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

• Provision of fora for MS to discuss and identify

Contribute in the challenges/solutions regarding third country cooperation 1. Indicator: 5 EURLO deployments under the Frontex umbrella implementation of the EU (with/without presence of third country). (according to the EURLO transfer plan)

return and readmission policy. • Continue to deliver return and readmission capacity building 2. Indicator: 20 meetings/missions/visits in relation to third country support to third countries within the current scope. cooperation (e.g. inward/outward missions; familiarisation visits;

Enhance awareness of third • Continue to provide operational support on return related consular workshops; sensitisation missions; country working groups countries and to facilitate identification and documentation procedures within the current and identification missions). cooperation between them and scope. the EU Member States in • Start of implementation of European Return Liaison Officers return-related matters. (EURLO) takeover. • Enhance the delivery of return and readmission capacity building Build return and readmission support to third countries within the current scope

capacities of third countries. • Enhance the provision of operational support on return related

identification and documentation procedures within the current scope.

• Cooperation on post-arrival and post-return activities.

ANNEX JAI.1 EN

3.3 SO 3: Sustained European Border and Coast Guard capabilities

3.3.1 Implement Capability Development Planning, including contingency planning, instrument as a vehicle for integrated planning of EBCG capabilities

Key Activity 3.1.1. Establish and implement scenario based Capability Development Planning, including contingency planning, methodology and process for

Frontex, ensuring sound requirements management and serving as a blueprint for Member States methodology and ensuring full interoperability within the concept of integrated planning.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

Establish and implement process, •

methodology and scenarios for Comprehensive planning process

• 1. 

  Indicator: Ratio between planned and executed activities.

capability development. • Capability development priorities Target: 85 % execution of planned activities.

Establish process and methodology for Capability

Synthesis and Capability

Roadmap.

Provide guidance and benchmark for MS/SAC capability development planning.

Develop necessary tools in support of capability development.

Manage external experts’ database.

ANNEX JAI.1 EN

Key Activity 3.1.2. Align Capability sub-strategies with the Capability Development Planning in order to provide trained, equipped and deployable Standing

Corps.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

Establish a process to translate Coherent and feasible sub-strategies and plans for the short, medium 1. Indicator: Ratio between planned and executed activities. the multiannual capability and long term. Target: 85 % execution of planned activities. development plan into substrategies for e.g. policies, concepts, architectures, recruitment, training, research acquisition, logistics, safety and health.

Key Activity 3.1.3. Manage capability pools to ensure achievement of the effect of operational concept.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables

Revise the process for pooling • Fully operational revised pooling process Target: Fully operational revised pooling process using Opera Evolution. capabilities as well as mobilising Use of Opera Evolution for the planning of the 2021 operational and deploying them to meet the activities 1. Indicator: Revised pooling process agreed with MS/SAC operational needs in a timely Opera Evolution fully operational. Release 2 of Opera Evolution by February 2020 manner taking into account All releases of Opera Evolution operational by end of 2020. capabilities coming from the Agency, Member States and Schengen Associated Countries.

Implement the processes.

Operationalise Opera Evolution.

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3.3.2 Provide trained and equipped Standing Corps to enable response to current and emerging challenges

Key Activity 3.2.1. Recruit, train and equip Standing Corps Category 1.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables

Assess eligibility, perform • First round of recruitment concluded by mid-2020. 1. Indicator: Number of recruited, trained and equipped Category 1 staff

interviews of those shortlisted • Ready to deliver Initial Operational Capability (IOC) of Category 1 by operational by the end of 2020. and select those who should be the end of 2020 with a view of reaching Full Operational Capability offered jobs. (FOC) by the beginning of 2021. Target: Compliance with Regulation.

Conclude employment contracts.

Provide on boarding and training.

Acquire personal equipment and provide to new recruits.

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Key Activity 3.2.2. Provide specialist and pre-deployment induction training for Standing Corps category 2 and 3.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

Provide training in accordance Ready to deliver Initial Operational Capability (IOC) of Category 2 and 1. Indicator: Coverage of operational needs not covered by Category 1 with the operational needs. 3 by end of 2020 with a view of reaching Full Operational Capability

(FOC) by beginning of 2021. Target: Trained Category 2 and 3 staff in accordance with the operational needs.

Key Activity 3.2.3. Ensure safe and healthy working conditions for deployment personnel in operational areas through establishment and implementation of

Duty of Care mechanism.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

Establish and implement the Safe, secure and healthy conditions for the Standing Corps. 1. Indicator: concept and capability Number of occupational hazards requirements to be compliant with the legal obligations for the Target: duty of care. No occupational hazards.

Establish and implement the necessary processes to manage e.g. occupational safety and health and system safety for the

Agency’s own equipment.

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Key Activity 3.2.4. Develop Standing Corps deployment models ensuring flexibility and effective achievement of operational goals.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

Establish the modalities for Full Operational Capability of Standing Corps by 2021. 1. Indicator: Evaluation report on operational activities. The ratio deployment taking into account between the average deployment duration and the full-time e.g. rotation periods, equivalent for Standing Corps category 2 and 3 staff. composition of teams, relocation Target: Achievement of operational goals: Standing Corps under category 2 practicalities etc. and 3 should be deployed at 75% of their full-time equivalent.

T

Key Activity 3.2.5. Support development of Member States/Schengen Associated Countries’ and third countries capabilities.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

Provide advice and share best Pending final definition 1. Indicator: Satisfaction Score (CSAT) of the internal and external practices on relevant stakeholders running the processes and using the tools.

Target: CSAT – level 4 on a scale from 1 (very unsatisfied) to 5 (very satisfied).

ANNEX JAI.1 EN

3.3.3 Continue to develop and implement Strategy for Acquisition of own technical equipment and establish decentralised logistics

system

Key Activity 3.3.1. Continue to deliver and to develop further Frontex own technical equipment and services providing operational activities with necessary capabilities to achieve desired operational effect.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

Specify and manage capability • Supporting the analysis of continuous coherence between the 1. Indicator: Number of record of exceptions opened.

requirements; engaging in the operational needs and the business constraints (legal, financial, Target < 5% of the overall number of acquisition procedures managed. procurement of systems, services, etc.). 2. Indicator: Number of tenders published wrt the baseline

equipment and materials; • Implementing the acquisition procedures in line with the procurement plan.

managing commercial procurement plan and project/contract management. Target ≥ 80%

relationships and contracts. 3. Indicator: Timeline control wrt the contractual baseline (to be adopted at the signature) measuring milestones deviations.

Identify the general determinants Target ≥ 80%

of efficient and effective acquisition and through life support to major assets and analysing their applicability to specific systems and usage scenarios.

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Key Activity 3.3.2. Establish quality assured procedures and processes for acquisition management, considering system engineering and safety management, and ensuring transparency and accountability.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables s

Standardize the management of 1. Indicator: Introduction of the processes. Target Q1 2020.

acquisition procedures. • Consolidation and continuous improvement of the RASCI tool. • Formal adoption of the pooled resources unit internal processes 2. Indicator: Familiarisation workshops offered to the main stakeholders.

Introduce processes for for project initiation, implementation and payments Target Q1 2020.

project/contract management management.

based on system engineering, • Adaptation of the pooled resources unit MyFX structure to the 3. Indicator: MyFX structured and used for storing project/contract quality control and risk acquisition processes. management data/documentation. management. Target: starting from Q1 2020

Adopt control tools to enhance transparency and accountability.

Key Activity 3.3.3. Manage technical equipment deployed in the operational areas through established capacities for maintenance, redeployment, provision of associated services, as well as disposal management.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

Technically manage systems, • Pool of Frontex own systems, equipment, services and other Indicator: Agency’s share of the pool for technical equipment.

equipment and other materiel materiel. through-out the lifecycle, taking Target: The Strategy for Acquisition and Leasing of Technical Equipment into account associated MB 28/2017 and the Multiannual Acquisition Plan (to be established by end contractual obligations, upgrades, of 2019) refurbishments and service lifeextensions.

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Key Activity 3.3.4. Establish modular and scalable decentralised logistics capacity to deliver technical equipment and services to the operational areas.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

Manage information for •

improved operational Model Agreement consolidation with Member States.

• 1. 

  Bilateral adoption of the Model Agreement between Frontex and

•

availability (estimating, Preparation of operational processes for logistics.

Member States. Target Q4 2020

forecasting and modelling) • Supply Chain management (deployment, inventory, transportation, etc.). 2. Introduction of the processes. Target Q3 2020

Optimise supply chains through • Small logistics footprint

better logistics and inventory 3. Timeline control with regard to the contractual baseline (to be

control. adopted at the signature) measuring milestones deviations. Target ≥ 80%

Manage efficient and effective support solutions to sustain diverse types of maritime, land, and air systems throughout their service lives.

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3.3.4 Continue to develop and implement Strategy for Acquisition of own technical equipment and establish decentralised logistics system

Key Activity 3.4.1. Deliver in close cooperation with the Member States and the Commission technical standards for the equipment to be included in the capability pools and to be deployed in the activities of the Agency.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

     Develop technical and • Minimum requirements for aerial and terrestrial equipment 1. Technical report on standards for aerial equipment delivered in

operational standards for developed; Q1 2020; technical reports on standards for terrestrial equipment

technical equipment and • Performance assessment methodology for document inspection delivered in Q3 -Q42020; assessment methodologies, systems further validated and a practical tool developed for the 2. Specific input provided to 75% of standardization meeting to among others for biometric Member States to regularly test the performance of the system; which participation is expected.

technology. • Regular end-user contribution to European and international 3. Draft operational tool for performance assessment of document

standardisation bodies provided. inspection systems capabilities 4. Majority of Member States participating in performance

assessment methodology for document inspection systems and its practical use;

    Provide technical support to • Simulation and operational research conducted to support 5. Development and implementation of three operational models

Member States and third Member States with the implementation of Entry/Exit System, and for land, air and sea in relation to the EES by Q1-2020; countries in implementing new in support of other business units; with field visits organised to the 6. At least 5 field visits and support delivered to Member States, in technology and in developing BCPs in Member States and third countries; relation to the implementation of the EES, by Q4-2020;

new capabilities (among others • Study on advance information at land and sea borders conducted 7. Conduction of up to 2 field visits to non-EU countries in relation biometrics, advance information and a meeting organised to disseminate the study results; to the EES implementation during Q2-Q4 2020; and traveller intelligence) for potential working group established to develop best practice 8. Delivery of the study by Q4 2020, according to contractual border management; and provide guidelines on the use of advance information at land and sea timeline; Study shared with all Member States/Schengen support to the EBCGA and to the borders; Associated Countries and relevant EU institutions and Agencies by

European Commission for the • Study visits on advance information and traveler intelligence in Q4-2020. 70% satisfaction survey on value added participation implementation of EU policies in selected EU Member States organised for Western Balkan from MSs/SACs during a meeting organised to present the results this area, including EEAS and countries to support them in the implementation of advance of the study in Q4-2020.

ETIAS. information systems; 9. Manage project IPA II implementation to achieve the objectives

• Support provided to the organisation of industry days on analytics as set out in project plan. systems for EU Member States (and potentially pre-accession 10. Organisation of at least 2 study visits throughout 2020 with 60% Western Balkan countries). of participation from Western Balkan countries to the Study Visits

• In accordance with the IPA II stage II project implementation, on advance information systems. develop the capacity of WB countries to identify and register 11. Contributions as agreed provided to Advisory Group and other

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migrants meetings organised by EU institutions, and agencies in view of EES, ETIAS implementation and interoperability;

• 12. 

  Expert support provided to one industry day/ event relevant to EEAS implementation. Target of 70% participation from Member States

Deliver capacity assessment and • Revision, development and delivery of training on Automated 13. Full update of the course content, and provide expert

capacity development in support Border Control (ABC), EES and Advance Information – Tactical Risk contributions during training sessions in 2020; of Member States and partner Profiling and Traveller Targeting provided; 14. Up to 6 trainings in the area of ABC/EES and Advance Information

Third Countries. • International Conference on Biometrics for Borders organised; and during Q1-Q4 2020; optional workshops on advance information and traveller 15. International Conference on Biometrics for Borders with target intelligence organised for Western Balkan countries; participation from Member States and other stakeholders

• Needs assessment and plan of action with Member States in including industry; satisfaction rate and quality > 80%; 7 :

relation to the EES implementation. Actions with Western Balkan countries in the area of advance information and traveller intelligence.

Key Activity 3.4.2. Develop and manage a comprehensive research and innovation platform to enable research and facilitate the dissemination of research information.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables

Establish border security innovation • Drafting of the Terms of Reference for the design of the BoMIC 1. Develop the business case for the platform

platform which includes the taking into consideration research and innovation needs. 2. Identification of similar solutions to BoMIC worldwide development of a Border Develop a simulation and testing framework, making available 3. Consultation on solutions by end Q4 2020, with a view to prepare Management Innovation Centre to Frontex and EU Member States a platform for testing technical documentation.

(BoMIC) - a platform to test, technical solutions and technologies, and enabling simulation 4. Scoping the architecture of the platform demonstrate, simulate and and replica of real border control and border surveillance 5. Implementation of at least two meetings/workshops with the showcase innovative technologies, environments, where pre-acquisition testing can be made and network, each with at least 20 MS representatives, by Q4 2020. tools and prototypes pertaining to industry-available solutions can be audited in a near-to-real 6. Delivery of the list of research priorities for 2021, relevant for the border security domain, and by context. border security research, by Q3 2020. entering into agreements with ----------------------------------------------------------------------------------

other similar innovation labs and • Establishment of the Research for Innovation Network. sites. • Identify and assess common research needs.

Conduct and implement structured frameworks for dialogue with three communities critical for Border

Security research: EBCG, academia and the research components of industry.

7 End-user satisfaction will be measured against data collected through conference evaluation tool (online survey) which participants will be asked to complete.

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Key Activity 3.4.3. Steer EU-wide border management research through implementation of the Senior User role of Frontex in the Border Security domain of the EU Research Programme (Horizon Europe i).

Specific Objectives Expected Results, Main Outputs / Actions, Key Deliverables Indicators and Targets and baseline

Implement the senior user role of Frontex in EU- funded border security research in close

collaboration with academia, EU agencies, • Inputs to the European Commission for border security research 1. Delivery of input (proposals) for border security related

international organisations and industry partners topics and sub-topics. topics and subtopics, to Com Q2/Q3 2020.

to stimulate and support border security • Evaluation of Horizon research proposals by experts selected from 2. Evaluation of all border security relevant proposals by

innovation. the Frontex pre-pool of evaluators. experts selected from the Frontex pre-pool of evaluators – • Regular workshops and meetings with selected projects and the October 2020.

EBCG community to check the continued relevance of the conducted 3. At least one workshop with MS on EU-funded projects,

------------------------------------------------------- research taking into account capability roadmaps, and providing covering at least five projects under Horizon 2020 – by

advice and support progress and results. Q2/Q3 2020.

Conduct and manage technology and general • Contribution to the project progress review process, making ---------------

research for the border security domain. available experts when indicated by the Commission. 4. At least two meetings with key EU research players (relevant EU/international research institutions) – by Q4

------------------------------------------------------- 2020

• 5. 

  Publication of procurement for the technology foresight

  • Developed awareness and collaboration with existing border methodology services- Q1 2020; start of contract

  security research capabilities, within the EU (with special attention implementation- Q 3 2020.

  to the cooperation with DG JRC and other EU bodies, such as EUISS) 6. Publication of a tender for a security research framework

  and with key international partners. contract – Q2 2020.

  • Implementation of a technology foresight methodology for the 7. Publication and distribution of results of research study on

  regular assessment of the future of technology and science with the AI (launched in 2019) – Q3/Q4 2020.

  aim to identify the technologies that will in a medium and long-term perspective impact the EU borders and the EBCG community the most.

  • Implementation of a border security research framework contract

  providing the capability to manage Frontex own research.

  • Delivery of research studies addressing specific core border security

  tasks (border surveillance and border checks) as well as emerging and transformational technologies (artificial intelligence, cybersecurity, augmented and virtual reality, robotics).

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Key Activity 3.4.4. Pilot border management related technological solutions and research findings fostering further development of EBCG capabilities.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

Implement technology pilot 1. Timely set up and execution of the pilot projects.

projects focusing on innovative • Three innovation cells (specialised teams with MS and internal 2. Implementation of pilot projects foreseen for 2020 completed by end

solutions at the level of units ‘participation) will in set up, covering respectively: Q42020, at a stage of at least trail planning. . operational prototype or above surveillance, border checks and analysis/ tools for border 3. Timely deliverable of the corresponding evaluation report for each of it: the pilot projects concern management capabilities (e.g. training). the pilot projects executed.

surveillance equipment and • Increased Frontex and MS hands-on awareness on available 4. Target: Evaluation reports completed and accepted within 60 days

processes (platforms, sensors, technologies for border control achieved by the implementation after the pilot project finished. integration, communication); of 1-2 pilot projects carried out by each of the innovation cells. 5. Industry event with at least 15 MS represented and non-EU countries

border checks (biometrics, checks • Management of innovation relations with the industry through invited.

equipment, integration, the organisation of new technology demonstrations, exhibitions communications); and analysisand industry days, with the participation of MS, Frontex internal decision support tools and units, EU bodies and institutions.

capability tools necessary in • Technical advice and revision of Frontex own assets specifications border checks. − procurement documentation, and technical advice to MS and

third countries on technological plans and solutions, including

Manage industry relations as key invitation to non-EU countries to innovation activities.

stakeholders in the area of innovation insertion (in-market or near to market products and services), following procedures under transparency and open competition principles, specifically in support of Standing

Corps including innovation to be used in training newly recruited officers.

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3.4 HO 1: Develop and implement European integrated border management to ensure safe and well managed eu

external borders

3.4.1 Establish and develop mechanisms for operational cooperation to implement the concept of the European Integrated Border Management

Key Activity 4.1.1. Support the establishment of the Multiannual Strategic Policy Cycle.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables

Provide Strategic Risk analysis. • Strategic Risk Analysis 1. Indicator: Satisfaction Score (CSAT) of the internal and external

• Lessons learned and advice upon request stakeholders running the processes and using the tools.

Provide lessons learned from the Target: CSAT – level 4 on a scale from 1 (very unsatisfied) to 5 (very implementation of the Technical satisfied). and Operational European

Integrated Border Management

Strategy.

Provide technical support to the establishment of the multiannual policy cycle.

Key Activity 4.1.2. Translate strategic steer provided by the Commission into Technical and Operational European Integrated Border Management Strategy achieving the interoperability with the concept of Integrated Planning.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables

Revise the Technical and • Adoption by the Management Board of the revised Technical 1. Indicator: State of revision of the Technical and Operational European

Operational European Integrated and Operational European Integrated Border Management Integrated Border Management Strategy in relation to what is Border Management Strategy. Strategy. prescribed by the policy cycle

Target: 80 % implemented actions.

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Key Activity 4.1.3. Facilitate and foster the implementation of TO EIBM across the EBCG.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline Deliverables

Execute the implementation of • Implementation of Action Plan 1. Indicator: Ratio between implemented and planned actions..

Integrated Border Management Target: 80 % implemented actions. at European level.

Support implementation of

Integrated Border Management at national level.

Promote the concept and best practices of European Integrated

Border Management in third countries.

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3.5 HO 2: Reinforce the external dimension – aimed at multiplying Frontex operational impact through close partnerships with Member States, EU entities, Third Countries and International Organisations

3.5.1 Strengthen resilience of priority third countries and promote European IBM standards

Key Activity 5.1.1. Enhance partnerships with priority third countries, in order to promote operational cooperation with EBCG, including through structured cooperation frameworks and deployment of Frontex Liaison Officers to third countries.

Specific Objectives Expected Results, Main Outputs / Actions, Key Deliverabless Indicators and Targets and baseline

Strengthen engagement • Enhanced contacts with priority third countries and their increased engagement 1. Indicator: Percentage of partners considering cooperation

with priority third with Frontex. activities as useful/relevant. Target: Satisfaction level: 90%.

countries. • Enhanced awareness of Frontex mandate and role among third country 2. Indicator: Number of third country participants in dedicated authorities. visits and events/Number of external meetings attended, visits,

Increased opportunities for dialogue among international border and Coast Guard (scoping) missions. Target: Attendance level: at least 60 % of authorities through Frontex events and other fora. the invitees.

• 3. 

  Indicator: Balanced coverage of key priority regions. Target: Develop and update 70%.

structured cooperation ------------------------------------------------------------------------------------------------------ ------------------------------------------------------------------------------

frameworks with

competent authorities of • Support to the Commission negotiating and reviewing Status Agreements. 4. Indicator: Number of structured cooperation instruments third countries. • Assessment of existing working agreements that require an update under the concluded or reviewed (e.g. working arrangements,

EBCG 2.0 Regulation and developed road map for their update. cooperation plans or other cooperation instruments). Target:

• Initiated/concluded working arrangements, on the basis of new Commission completion level: 20% of ongoing negotiations concluded.

template. ------------------------------------------------------------------------------

• Initiated/concluded cooperation plans and other instruments of structured 5. Indicator: Policies, guidelines and workflows steering the work Further develop and cooperation with selected third countries. of the FLOs in place. Target: Completion level: 100% of maintain the network of envisaged policies/guidelines developed

Frontex Liaison Officers ------------------------------------------------------------------------------------------------------ 6. Indicator: Number of FLOs deployed / Number of structured

in third countries. cooperation instruments concluded or reviewed

• FLO network in third countries, effectively contributing to Frontex strategic and (administrative arrangements, SLAs): Target: deployments

operational priorities. prepared/finalised for 1-2 FLOs in third countries.

• New FLOs recruited, trained and deployed. 7. Indicator: Number of periodic and ad-hoc reports of FLOs.

• Appropriate legal frameworks for FLO deployment concluded/reviewed. Target: monthly reports by all FLOs + ad hoc reporting.

• Effective back-office function monitoring, guiding, supporting FLOs, and 8. Indicator: Number of tasks and requests processed by LOU (back-office) / Number of briefing notes and other documents

facilitating their interaction with internal stakeholders.

• Reviewed FLO concept and defined specific profiles, including on return. supporting the Executive Management and other business

• Enhanced coordination with ILO networks in third countries, including through entities. Target: 100% of all requests handled or referred further.

the ILO Steering Board.

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Key Activity 5.1.2. Strengthen capacities of priority third countries to effectively deal with migration and cross-border crime through technical assistance and capacity building activities.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables / Milestones

Promote the European IBM through

Frontex funded capacity building

activities in third countries. Technical assistance activities in priority regions, among them: 1. Indicator 1: Outreach of capacity building activities and their geographic coverage (number of activities; number of external

• Libya (within the overall framework of EU foreign and security policy participants).

through the operational platforms established by the EEAS, e.g. Target: Attendance level: at least 60 % of the invitees.

EUBAM Libya);

• Western Balkans, including in support of Frontex operational

activities in the region;

• Silk Routes region; ------------------------------------------------------------------------ • Eastern Partnership region. 2. Indicator 2: Project implementation levels against the set targets

Develop and implement EU (to be reported on annual basis against indicators in the project log

Commission funded technical --------------------------------------------------------------------------------------- frame).

assistance projects* -----------------

• IPA II Phase II (DG NEAR/IPA) Regional Support to Protection

Sensitive Migration Management in the Western Balkans and Turkey – Phase II – Contract 1/end date 30.06.2021

• EU4Border Security (DG NEAR/ENI) Enhancing border security in the

Southern Neighborhood by fostering bilateral and regional cooperation/end date 30.11.2021

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3.5.2 Develop the architecture for an effective inter-agency cooperation on IBM at EU level, ensuring most efficient use of resources and complementary implementation of mandates

Key Activity 5.2.1. Establish and maintain appropriate frameworks for cooperation within the EU and with international organisations, in order to make full use of the EBCG mandate.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables • Evidence-based contributions to relevant EU policy processes. 1. Indicator: Percentage of partners considering cooperation

Enhance cooperation and mutual • Effective inter-agency cooperation in the areas of law enforcement, activities as useful/relevant. coordination with EU institutions, customs, coast guard functions, migration management (including Target: Satisfaction level: 90%. offices, bodies and agencies. through the migration management support teams) and fundamental 2. Indicator: Number of partners in dedicated visits and

rights. events/Number of external meetings attended, visits, Maximise synergies with relevant • Structured cooperation through working agreements, cooperation (scoping) missions. international organisations and plans, SLAs and other instruments. Target: Attendance level: at least 60 % of the invitees.

effectively represent the European • Inter-agency cooperation in multilateral fora, including through the 3. Indicator: Proportionate engagement with key priority

Border and Coast Guard preparation for the chairmanship of the EU Justice and Home Affairs partners. Target: 70%.

Community in select international Agencies’ Network in 2021. 4. Indicator: Number of structured cooperation instruments fora. ------------------------------------------------------------------------------------- concluded or reviewed (e.g. working arrangements,

cooperation plans or other cooperation instruments).

Support further development of • Continued close cooperation with International organisations under Target: completion level: 20% of ongoing negotiations

the EBCG capabilities, situational existing working agreements. concluded.

awareness and operational • Initiated dialogue and exchange with further international --------------------------------------------------------------------

response through strategic and organisations in light of the tasks envisaged in the EBCG 2.0 ever closer relations with Regulation. 5. Indicator: Number of periodic and ad-hoc reports of FLOs.

competent national authorities, • Structured cooperation with international organisations through Target: monthly reports by all FLOs + ad hoc reporting.

supported by Frontex Liaison working agreements (existing and new), cooperation plans and other 6. Indicator: Number of FLOs deployed / Number of structured

Officers in EU MS/SAC, liaison instruments. cooperation instruments concluded or reviewed

officers deployed by the Member • Synergies with the work of International organisations in third (administrative arrangements, SLAs):

States to the Agency, as well as countries. Target: deployments prepared/finalised for 1 other EU exchange of LOs with other EU ------------------------------------------------------------------------------------- entity.

entities. • FLO network in EU MS/SAC, effectively contributing to Frontex 7. Indicator: Number of tasks and requests processed by LOU strategic and operational priorities. (back-office) / Number of briefing notes and other • New FLOs recruited, trained and deployed to relevant EU agencies documents supporting the Executive Management and other

and other entities. business entities.

• Effective back-office function monitoring, guiding, supporting FLOs, Target: 100% of all requests handled or referred further.

and facilitating their interaction with internal stakeholders. 8. Indicator: Policies, guidelines and workflows for receiving MS

• Developed rules and conditions for the deployment and functioning LOs and steering the work of the FLOs in place. Target: Completion level: 100% of envisaged

of MS/SAC Liaison Officers to Frontex.

• Policy for receiving liaison officers from EU agencies, international policies/guidelines developed.

organisations and third countries.

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Key Activity 5.2.2. Further develop cooperation with other EU entities in the external dimension, thereby facilitating coherent implementation of IBM standards and synergies with Frontex operational activities.

Specific Objectives Expected Results, Main Outputs / Actions, Key Deliverables Indicators and Targets and baseline

Assume the role of the EU's centre of • Advice and support to the Commission in its role ensuring coherence and 1. Indicator 1: Number of programmes/projects reviewed,

expertise for promoting European IBM quality of the EU funded IBM projects in third countries. activities contributed to. standards in the external dimension. • Guidelines, good practices and other tools developed to promote EU IBM Target: active engagement in 3-4 projects in priority regions.

standards in third countries.

• Support to EU Delegations, CSDP missions and operations.

Facilitate coherence and coordinated approach in third country cooperation within

the framework of the European Border and -------------------------------------------------------------------------------------------

Coast Guard. •

Support to EU MS/SAC in their bilateral engagement with third countries.

• ------------------------------------------------------------------------- Annual reporting mechanism on cooperation with third countries within 2. Indicator 2: Number of regional roundtables organised.

Contribute to ensuring coherence in the the scope of the EBCG.

Agency’s engagement with EU and external •

Target: up to 3 dialogues with the MS/SAC on priority regions. Regular dialogue within the EBCG on engagement in priority regions

partners. (round tables).

-------------------------------------------------------------------------------------------

• Internal evaluation of the International Cooperation Strategy 2018-2020. • International and European Cooperation Strategy 2021-2023 developed in

consultation with internal and external stakeholders.

• International Cooperation round table. -------------------------------------------------------------------------

• 3. 

  Indicator 3: Implementation level, policies and workflows in place, supporting material developed, engagement of internal stakeholders.

  Target: International Cooperation Strategy 2021-23 adopted.

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3.6 HO 3: Develop upgraded management system aimed at ensuring accountability, regularity and legality of all Frontex activities

3.6.1 Provide management framework for sound administration of resources

Key Activity 6.1.1. Design and implement a comprehensive system for programming, monitoring and evaluating the Agency’s activities and underlying expenditures through establishing a set of processes that are integrated and adaptable to evolving risk universe.

Specific Objectives Expected Results, Main Outputs / Actions, Indicators and Targets and baseline

Key Deliverables

Adapt Frontex programming and assurance setup and • Critical review of EBCGA assurance and management 1. The Agency operates a proportional control framework

processes to be fit for EBCG 2.0 mandate. framework concluded by Q2 2020. delivering assurance of legal and regular use of resources at

• Transformation of the programming and assurance its disposal.

Adapt the Agency management framework (including system to accompany growth and findings of review 2. Minimal financial management threshold defined by the processes definition and management) gradually to adopted by Q3 2020 (including switch to activity-based European Commission met or exceeded.

EBCG 2.0 challenges and compatible with quality management and delegation framework review). 3. Ex-post evaluations operated by the end 2020 and the

certification standards. outcomes included in the future activities design.

• 4. 

  Single programming documents, procurement plans, annual Program and monitor of resources, their effectiveness and quarterly activity and financial reports produced timely and efficiency enhanced. to expected standards, improving strategic focus of the

  Agency activities.

Key Activity 6.1.2. Develop human resources management system aimed at building strong human capital through a set of modern HR policies allowing the Agency to deliver its mission.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

Develop and maintain an integrated managers’- • Frontex managers together with HR professionals build-on and In line with the timeline of EBCG 2.0 implementation roadmap and

led system of HR policies, tools and processes actively develop talents under their responsibility, using HR the requirements concerning the Standing Corps: designed to empower and contribute to policies, processes and tools commensurate with EBCG 2.0. 1. Indicator: Amended HR policies, specific implementing rules achieving Frontex mission and stakeholders’ requirements and are able to efficiently respond to the and legal framework to fit to the Standing Corps specificities. expectations. changing environment related to the new Regulation 2. Indicator: HR tools and systems: available, up-to-date and

implementation. scaled to the growth.

• 3. 

  Indicator: Managers trained in change and leadership. Target:

Increase Frontex attractiveness as an employer ---------------------------------------------------------------------- 100% current and at least 75% of new trained.

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and engage and retain the best, diverse and 4. Indicator: 70 new recruitment procedures (outside Standing

geographically balanced talents whose • Right talents attracted, selected and engaged at the right time Corps ‘executive power’ staff) launched in 2020. Target: at

competencies are further developed through and right place in line with the expected scale of growth and least 80% of vacant posts covered by the end of the year. diverse learning and career opportunities and specificities of the new mandate. They stay motivated to 5. Indicator: Average length of recruitment procedure from the effective performance assessment. further develop their competencies to live up to the new vacancy announcement publication to the appointment.

opportunities, challenges and needs of the service. Target: less than 15 weeks. Deliver qualitative and service-oriented HR 6. Indicator: Ratio of training offered vs. taken up. Target: at support to maximise an effective performanceleast 70 % oriented culture in partnership between HR ---------------------------------------------------------------------- 7. Indicator: Transitional measures to speed up appraisal professionals and managers. process in 2020 (pilot project).

• Effectively equipped HR experts and systems to qualitatively 8. Indicator: Strategic workforce planning prepared for HQ

and efficiently fulfil roles in a dynamically evolving positions in 2020.

environment, including service provision for the staff category 9. Indicator: Developed career development strategy focused

1 of the Standing Corps. especially on sensitive posts mitigations.

• 10. 

  Indicator: Rights and entitlements and working conditions for deployed (outside HQ) Standing Corps staff category1 established and implemented in line with the EBCG 2.0 Roadmap.

• 11. 

  Indicator: ‘HR to staff’: HR is sufficiently staffed to deliver the expected services in the transition period to EBCG 2.0. Target: Ratio is within 4–4.5 % margins (of 2000 posts in EP 2020).

• 12. 

  Indicator: HR staff properly trained to face new challenges. Target: at least 75 % of HR staff trained.

• 13. 

  Indicator: Medical services managed from HQ (new framework contract managed by HR).

ANNEX JAI.1 EN

3.6.2 Provide scalable, efficient and secure infrastructure for the Agency’s developing requirements, including partial decentralisation of functions

Key Activity 6.2.1. Develop and maintain permanent physical infrastructure providing for the Agency’s growing functions.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables / Milestones

Provide timely the physical infrastructure to • Manage, update and monitor the offices in the current premises 1. Delivery of permanent premises expected by end of

ensure efficient and effective data collection buildings and transfer HQ function to new permanent premises. 2024 while (temporary) ETIAS CU available by midand

 exchange (SO1), sufficient space for • Analyze and adjust the current premises building and movable property 2021. steering and meeting (SO2), support including associated costs, taking into account business needs and 2. Other facilities available depending on the Operational decentralised and additional premises specific requirements. Concept of the Standing Corps.

required to develop a well-functioning • Revise and adjust the scope and level of corporate services according to 3. Satisfaction rate of corporate services at least above border and coast guard (SO3). corporate standards which consider the growing and evolving needs 90%.

•

Deliver innovative facility services with clear -------------------------------------------------------------------------------------------

KPIs, Service Level Agreement and Service

Desk. • Prepare and implement the new permanent premises in Warsaw

including a joint Operational Centre for Command and Control. Deliver ETIAS CU premises including Alternative Office Facilities (AOF).

• Ensure consistency with the attributed human, material and financial

resources and reflect on the risk levels.

• Put in place measures enabling provision of corporate services in a proactive

way.

-------------------------------------------------------------------------------------------

• Support the strategic direction of the Agency concerning physical needs

for warehousing, decentralised offices and training and research facilities.

• Revision and adjustment of costs in order to meet the growing and

evolving needs of the European Border and Coast Guard and the Agency.

ANNEX JAI.1 EN

Key Activity 6.2.2. Develop sound and integrated ICT systems’ structure supporting the European Border and Coast Guard functions.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

Integrate ICT infrastructure based on two main •

networks, hosting all applications. Adapting the current EUROSUR network architecture to cover 1. Indicator: Clear definition of the perimeters of ICT strategic objectives. department related to the Standing Corps development.

Design and deploy ‘FRONTEX Operational • New Frontex Operational Secure Network designed, built,

Secure Network’- the backbone of the new ECN deployed, accredited, operated, maintained 365/24/7. Proposal

(delivering operational services and to outsource such capacity.

applications from the HQ to the field including • Interim solution is based on the extension of the current admin

• 2. 

  Indicator: Annual planning linked with the ECBG 2.0

MS, third Parties and partners. network and the Frestnet environment to support the Standing

Roadmap, the procurement plan, the budget plan must be clearly defined and discussed during ICT Governance board.

Corps initial capacity in 2020, 2021.

Provide the admin/support network based on internet is to support all CGO functions: HR,

FIN, LEG but also LOG applications. 3. Indicator: KPIs will be defined for each ICT functions, based on ITIL best practices. Target: Deadline mid-2020.

ANNEX JAI.1 EN

Key Activity 6.2.3. Ensure a secure working environment for Agency’s staff, including ICT security challenges.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

Establish ICT SEC as one of the pillars of a global • Development of a SEC strategy including an ICT SEC strategy KPIs will be defined based on ITIL best practices.

Security approach. with a clear roadmap of ICT SEC posture enhancement 1. Indicator: Internal Security Framework delivered by Q3

(deadline Dec 2020). 2020.

Develop Application of the defence in depth • Development of Frontex internal security framework based on

concept with a zero day trust approach. the relevant legislation and new requirements of EBCG2.0, 2. Indicator: Physical security assessments delivered within including specific roadmap. 30 days after an assessment visit; translation of

Implement physical security of Frontex • Timely delivery of proportional, up to date physical security risk assessment into requirements and implementation of

premises, both for current premises inside and assessment, travel advice and establishment of a coherent, those into security measures continuously reviewed. outside the host state, including ETIAS and integrated security approach providing appropriate levels of armory so as to ensure the security of staff, protection for persons, assets and information commensurate 3. Indicator: Transferring the personnel security clearance visitors and assets based on qualitative security with identified risks and ensuring efficient and timely delivery. requests to COM within one week and enabling access to risk analysis following recognised and • All staff to be considered trustful, reliable and compliant in EU classified information within maximum 30 days after established security risk analysis models. application of the relevant clearance and vetting processes the receipt of COM opinion. Target: Transfer of 1 week,

(EBCG2.0 light procedures) in application of the relevant access within 30 days. Implement personnel security for all staff, security framework, in full liaison with specific managers. including new EBCG2.0 categories, by timely • A scalable and interoperable secure digital and physical 4. Indicator: Policy and process development regarding initiating vetting procedures and efficient environment to support operational and administrative ECBG handling of EU Classified Information in cooperation with follow-up of the outcome. 2.0. deployed, operated and maintained. all stakeholders. Target: achieved by Q1 2020.

Ensure correct handling of European Union 5. Indicator: Response process to possible security incidents

Classified Information, including classified developed with the help of a monthly overview of security

Communication and Information Systems, incident handling in cooperation with all stakeholders. establishment of the related required roles in Target: by Q2 2020. line with the Commission’s Decisions 2015/444 and 2017/46 and ensure specialised training for 6. Indicator: Accreditation of classified Communication and all categories of staff. Information Systems in accordance with EBCG2.0 under

the condition of provision of technical documentation by Establish Central service for Health & Safety of ICT. Target: by Q4 2020.

Frontex HQ staff

ANNEX JAI.1 EN

3.6.3 Ensure accountability, regularity and legality of all Frontex activities through a comprehensive inspection and control system to guarantee the effectiveness of internal business processes

Key Activity 6.3.1. Develop and implement strategic planning mechanism in line with the applicable legal framework.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

Contribute to the development of • Budgetary planning and reporting amended with ABB aspects. activity- based budgeting / • Planning and reporting products SPD, CAAR and their amendments

management principles (and are timely, accurately produced and transmitted to stakeholders. 1. ABB/ABM principles developed by 1Q 2020 and subsequently translation of these into a fully• Current methodology for planning monitoring and reporting is translated into the budget process 2021. fledged system by 2021). 2. Indicator: SPD, CAAR documents are timely produced and assessed vs peer Agencies practices through a benchmarking

exercise. submitted. Target: 100% delivered on time.

Enhance planning, monitoring and • Quarterly monitoring activities are timely conducted and progress 3. Indicator: Annual benchmarking to improve current methodology

reporting activities at corporate in planning, monitoring and reporting is performed and report elaborated.

level. improvements are identified and integrated into a report. 4. Indicator: Quarterly monitoring reports are timely submitted to

Improve current methodology for stakeholders.

planning, monitoring and reporting. 5. Indicator: Gradual implementation of a performance monitoring system for the Agency.

Ensure regular monitoring activities 6. Indicator: Performance indicators are introduced/revised/updated

at corporate level. as needed. 7. Indicator: Number of awareness sessions, workshops on planning,

monitoring and reporting conducted annually.

ANNEX JAI.1 EN

Key Activity 6.3.2. Develop and implement a comprehensive system for internal control, inspection and audit functions.

Specific Objectives Expected Results, Main Outputs / Actions, Key Deliverables Indicators and Targets and baseline

Contribute to the overall assurance framework • Delivery of a comprehensive ex-ante and control plan for 2020. 1. Indicator: Monthly/Quarterly update of Frontex risk register from the perspective of ex-ante controls. • Quarterly/annual internal control assessments are performed and related risk escalation, and convening and following up

including up-to-date log of corporate risks. on Frontex Risk Management Meetings.

Ensure Internal Control Framework is in place • Register of exceptions is monitored, reports are prepared on 2. Indicator: The ratio (percentage) of the amount covered by and functions as intended. time. the exceptions and the total payment made during a given

• Implementation of audit observations/recommendations is quarter (period). Target: the ratio is less than 2 %. Continuously improve through timely monitored; the improvement log and IAS issue track is updated 3. Indicator: Timeliness of implementation of IAS completed actions following audit observations on time. recommendations. Target: 80 % implemented on time. and recommendations. • Assessment and revision of quality management related 4. Indicator: Timeliness of implementation of ECA observations.

documents. Target: 85 % are reported as implemented in the report to Enhance quality management. • Annual report on implementation of Anti-fraud strategy is the Discharge Authority (DA).

prepared. 5. Indicator: Number of critical recommendations identified in

Corporate Anti-Fraud strategy is in place and • Annual report to the discharge authority is prepared. the IAS audit reports. Target: none.

updated regularly. 6. Indicator: The current elements of quality management system (QMS) are assessed and a proposal for the concept of an integrated management system in Frontex is made.

• 7. 

  Indicator: Timeliness of the Anti-Fraud Strategy implementation. Target: 85% of actions implemented on time.

ANNEX JAI.1 EN

Key Activity 6.3.3. Develop and implement the system for monitoring and evaluating the EBCG’s operational deliverables to support sound operational decisionmaking processes.

Specific Objectives Expected Results, Main Outputs / Indicators and Targets and baseline

Actions, Key Deliverables Evaluate Framework and annual work program are in place • An Evaluation framework is elaborated and 1. Degree of completion of the evaluation framework

focused in particular to assess the Agency’s operational submitted for approval including an strategy and 2. Number of evaluations performed and degree of activities; methodology to assess material operational implementation of the evaluation plan.

activities 3. Q2: concept developed for the requirements from resource

Contribute to the overall monitoring and evaluation • Gradual development of a monitoring tool side of the monitoring tool.

exercises from a resource perspective, eventually supported (starting with operational deployments) to be 4. Number of Ex-post controls’ performed and degree of by a semi- automated monitoring tool for operational extended in the coming years to other implementation of the Ex-post controls plan in percentage. activities. operational activities. 5. Number of cases opened per type (counselling, harassment,

• Ex-post controls quarterly reports are produced. whistleblowing; complaints; EO inquiries; administrative Ensure Ex-post control policy and annual work program is in • Central services processes are mapped and enquiries; disciplinary procedures). place; periodically reviewed. 6. Number of cases closed per type (counselling, harassment,

• Inspection processes are mapped and whistle-blowing; complaints; EO inquiries; administrative Ensure central services (counselling, anti-harassment and periodically reviewed. enquiries; disciplinary procedures).

whistleblowing) policies are in place and are annually 7. Number and type of awareness-raising initiatives performed reviewed. during the years and number of participants of awarenessraising

initiatives. Ensure Inspection (complaints; EO inquiries; administrative 8. Average time of handling per case. enquiries; disciplinary procedures) policies and 9. All transactions subject to financial ex-ante verification are implementing rules/guidelines are in place and are duly timely processed. Target: 100%. implemented.

Ensure compliance with the financial regulatory framework and update where necessary.

ANNEX JAI.1 EN

Key Activity 6.3.4. Develop and implement the system aimed at preserving legal conformity of all Frontex activities with applicable legal framework.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables

Ensure that legal risks in Frontex activities are • Provide a legal helpdesk service for internal stakeholders for 1. Quality and satisfaction level:

minimised through LEG governance and both operational and governance matters; provide quality Delivery of a high quality, client-focused legal advice by LEG operational legal support. control of Frontex’s decision-making processes; develop and providing options to business units, within realistic

creative legal solutions. deadlines. The satisfaction of our clients would be measured

Further streamline the effective and efficient • by means of anonymized surveys. (*) processing of PAD (public access to Updated ED Decision on PAD; new ICT tool; implementation of Necessary advice and support by PROC to business units in the documents) applications, including risk proactive measures such as awareness rising and PAD procurement process, in a client-oriented approach; mitigation to avert European Ombudsman and compliant drafting of documents. identifying potential non-compliance with the applicable Court of Justice of the EU cases. regulatory framework related to procurement rules and

• Efficient performance of ex-ante verification. assessing and mitigating relevant risks. The satisfaction of our

Support business units in complying with the clients would be measured by means of anonymized surveys. applicable regulatory framework related to (**) procurement procedures and approved

Procurement Plan. 2. Indicator: Timely replies to PAD applications (i.e. within the deadlines set by Regulation 1049/2001) and PAD-related EO requests (i.e. deadline set by the EO) and deadlines regarding court proceedings (statutory deadlines and deadlines set by the Court) - measured by statistics. Target: 100% of cases.

(*) NB: the quality of legal advice and the options given to business units by LEG may not always lead to client satisfaction (or customer desired outcomes).

(**)NB Non-compliant events cannot always be prevented/remedied by the Procurement Sector alone, since the business Units remain the responsible owners of each procedure.

ANNEX JAI.1 EN

3.6.4 Provide management framework designed to uphold EU values

Key Activity 6.4.1. Ensure comprehensive fundamental rights framework throughout all Frontex activities, including partial decentralization of functions.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables Support and advisory capacity on fundamental • Process of Fundamental Rights Strategy and Action Plan Target: relevant documents produced by the Agency include FR-

rights-compliant IBM supported and implementation monitored; relevant content.

• FR included in the relevant training curricula and ---------------------------------------------------------------------

embedded in Agency’s culture. Target:

• Consultations on operational plans, as well as assessments • Monitoring tools developed and applied; at least 40 FRMs

and analysis in view of their compliance with FR. deployed; ------------------------------------------------------------- • No of SIRs, complaints and effective follow up;

Strengthened FR monitoring system in all ----------------------------------------------------------------------------------- • field missions,

Agency’s activities • activity overview •

  Effective mechanism and monitoring tools in place and FR --------------------------------------------------------------------- ----------------------------------------------------------- monitors (FRMs) deployed; Target: CF included in training sessions and relevant consultations

Enhance strategic cooperation with the • Maintain the FR complaints mechanism, including case

Consultative Forum (CF) on FR management and effective follow up;

----------------------------------------------------------------------------------

• Cooperation between the Agency and the CF is supported

and reinforced

Key Activity 6.4.2. Design and implement the framework for legitimate personal data collection and processing throughout all Frontex activities.

Specific Objectives Expected Results, Main Outputs / Actions, Key Deliverables / Indicators and Targets and baseline

Milestones Awareness raising on DP obligations; • Provision of ad hoc trainings tailored made to specific needs of specific units • 3 ad hoc trainings to be provided Data protection consultancy and • Model clauses for International Transfers; 2 MB decisions advise is provided • Drafting legal instruments for adequacy to new DPR implementing the new DPR; --------------------------------------------- ---------------------------------------------------------------------------------------------------------- • Establishment of a first proposal for data subject rights Data protection coordination is • Liaison with the EDPS under ETIAS

ensured ----------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------

--------------------------------------------- • Maintain an updated Register of Records • Attendance to all DPO-EDPS meetings and organization of

Administrative personal data dedicated visit of EDPS (2/year). Reporting

--------------------------------------------------------------------------

• Publish 5 new records on the register

ANNEX JAI.1 EN

3.6.5 Establish a sound mechanism to interrelate all Frontex strategic functions and to ensure consistency of Frontex exchanges with external stakeholders

Key Activity 6.5.1. Develop and implement a model for organising and harmonizing the delivery of all Frontex functions at strategic and executive level, including Frontex relations with external stakeholders.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables Ensure cross-divisional coordination of Agency’s • Implementation of Agency-wide coordination processes and • Weekly reporting on the implementation of the horizontal

tasks, including operational coordination, mechanisms. functions through the Directors’ Briefing meetings

protocol function, document management and • Coordinate the preparation and reporting related to MB • Number of MB meetings and advisory group meetings

Executive Management support functions, meetings planned for 2020 • Number of reports produced. including executive advisory function to the EM. • Timely reports on political and legal developments relevant • Number of meetings and events organised in Brussels Office.

to the Agency.

Ensure smooth functioning of the FX • Preparation of relevant meetings and events with Frontex

Management Board and its supporting external stakeholders in Brussels Office

functions.

Provide for coordination with and timely

reporting to the EU institutions and other

relevant EU bodies based in Brussels.

Key Activity 6.5.2. Design and implement a comprehensive and consistent communication model, involving internal and external communication functions and providing for partial decentralisation of the Agency’s functions.

Specific Objectives Expected Results, Main Outputs / Actions, Key Indicators and Targets and baseline

Deliverables / Milestones Ensure consistent communication on major • Regularly updated intranet content and organisation of a • Staff satisfaction with FX intranet themes which fall under the umbrella of crossvariety of internal events • Number of page views and downloads from Agency’s website border mobility to external audiences and • Production and dissemination through various channels of • Number of mentions of FX in the media and the tone of the

Agency’s staff, including in the context of the high quality, relevant communication product, including coverage (positive, neutral and negative) of these mentions new EBCG Regulation. recruitment materials. • Number and impact of social media posts (engagement)

• Transparent and proactive engagement with key • Number and annual increase of social media followers.

international media.

ANNEX JAI.1 EN

3.7 Summary of resources human and financial, per activity in 2020 AWP

Key Activity TA CA SNE Total_FTE Budget Key Activity TA CA SNE Total_FTE Budget

KA 1.1.1. 19 9 27 55 2,200,000 KA 3.3.1. 16 3 2 21 20,802,581

KA 1.1.2. 14 2 12 28 1,100,000 KA 3.3.2. 1 0 0 1 -

KA 1.1.3. 15 4 11 30 600,000 KA 3.3.3. 2 1 4 7 416,052

KA 1.2.1. 9 1 5 15 317,738 KA 3.3.4. 1 1 3 5 1,777,368

KA 1.2.2. 21 6 7 34 30,588,140 KA 3.4.1. 3 2 2 7 364,557

KA 1.2.3. 4 3 1 8 500,000 KA 3.4.2. 3 2 2 7 60,759

KA 1.3.1. 8 1 2 11 50,000 KA 3.4.3. 2 1 1 4 455,696

KA 1.3.2. 3 1 1 5 20,000 KA 3.4.4. 3 2 3 8 1,518,987

KA 1.3.3. 5 2 1 8 615,250 KA 4.1.1. 0 0 1 1 100,000

KA 1.4.1. 28 2 0 30 477,600 KA 4.1.2. 0.5 0 0 0.5 100,000

KA 1.4.2. 0 0 0 0 - KA 4.1.3. 0.5 0 0 0.5 100,000

KA 2.1.1. 43 10.5 38 91.5 120,950,000 KA 5.1.1. 13 4 2 19 550,000

KA 2.1.2. 2 0.5 0 2.5 - KA 5.1.2. 2 2 0 4 700,000

KA 2.1.3. 2 1 4 7 300,000 KA 5.2.1. 17 3 3 23 405,000

KA 2.2.1. 7 2 7 16 980,000 KA 5.2.2. 5 3 1 9 260,000

KA 2.2.2. 1 1 1 3 160,000 KA 6.1.1. 114 108 0 222 -

KA 2.2.3. 2 1 1 4 110,000 KA 6.1.2. 31 35 1 67 57,663,142

KA 2.2.4. 3 0 4 7 2,455,000 KA 6.2.1. 12 36 0 48 28,300,000

KA 2.3.1. 5 0.5 0.5 6 172,000 KA 6.2.2. 44 8 0 52 20,092,780

KA 2.3.2. 3 1.5 2.5 7 950,000 KA 6.2.3. 22 24 0 46 350,000

KA 2.4.1. 18 8 17 43 50,600,000 KA 6.3.1. 5 2 0 7 50,000

KA 2.4.2. 10 2 2 14 4,600,000 KA 6.3.2. 4 4 0 8 25,000

KA 2.4.3. 8 1 5 14 4,442,000 KA 6.3.3. 7 1 1 9 25,000

KA 3.1.1. 5 3 1 9 300,000 KA 6.3.4. 33 12 3 48 190,000

14362/19 GK/cr 74

ANNEX JAI.1 EN

KA 3.1.3. 6 2 5 13 2,369,361 KA 6.4.2. 5 1 1 7 -

KA 3.2.1. 13 2 3 18 78,450,000 KA 6.5.1. 25 30 0 55 8,769,150

KA 3.2.2. 15 3 5 23 12,000,000 KA 6.5.2. 11 6 0 17 2,087,000

KA 3.2.3. 3 1 2 6 1,224,068 (*) SC 2021 385 385 0 770 -

KA 3.2.4. 1 0 0 1 - 1051 753 196 2000 462,199,229

14362/19 GK/cr 75

ANNEX JAI.1 EN

4 SECTION IV – BUDGET 2020

4.1 Revenue and Expenditure

Title A-9 REVENUE

Chapter Article Description Budget 2018 Budget 2019 Provisional Provisional Remarks

VOBU VOBU Draft Estimate Draft Estimate of Revenue of Revenue

2020 scenario 1 2020 scenario 2

A-900 EU Contribution 298 286 000 310 289 000 430 249 229 436 895 000

A-901 Contribution from Schengen Associated Countries 21 912 000 23 042 000 31 950 000 32 444 000

A-902 Contribution from the United Kingdom and Ireland 0 0 0 0

A-90 Subsidies and contributions 20,198,000 333,331,000 462,199,229 469,339,000

A-91 Other Revenue pm pm 0 0

A-94 Earmarked Revenue pm pm pm pm

A-9 TOTAL REVENUE 320,198,000 333,331,000 462,199,229 469,339,000

Table 8: Estimate of revenue for fiscal year 2020.

ANNEX JAI.1 EN

EXPENDITURE (scenario 1) (scenario 2)

Chapter Description Budget 2018 Budget 2019 Provisional Draft Provisional Draft

VOBU VOBU Estimate of Estimate of Revenue 2020 Revenue 2020

Title A-1 STAFF

A-11 Staff in active employment 52,714,000 60,720,000 80,158,126 80,158,126

A-12 Recruitment 286,000 680,000 3,000,000 3,000,000

A-13 Administrative missions 500,000 640,000 1,125,000 1,125,000

A-14 Sociomedical infrastructure 70,000 110,000 500,000 500,000

A-15 Other staff related expenditure 1,410,000 1,970,000 3,328,750 3,328,750

A-16 Social welfare 20,000 520,000 520,000 520,000

A-1 TOTAL STAFF RELATED EXPENDITURE 55,000,000 64,640,000 88,631,876 88,631,876

Title A-2 OTHER ADMINISTRATIVE EXPENDITURE

A-20 Rental of building and associated expenditure 16,155,000 10,030,000 17,726,000 17,726,000

A-21 Data processing & telecommunications 10,140,000 13,670,000 17,515,012 17,515,012

A-22 Movable property and associated expenditure 905,000 835,000 1,320,000 1,320,000

A-23 Current Administrative expenditure 1,580,000 1,890,000 3,932,000 3,932,000

A-24 Postal expenditure 170,000 190,000 350,000 350,000

A-25 Non-operational meetings 1,025,000 1,235,000 1,550,000 1,550,000

A-26 Media and public relations* 825,000 1,105,000 1,326,000 1,326,000

A-2 TOTAL OTHER ADMINISTRATIVE EXPENDITURE 30,800,000 28,955,000 43,719,012 43,719,012

Title A-3 OPERATIONAL ACTIVITIES

A-30 Operational Response* 115,795,000 119,595,000 124,485,000 124,485,000

A-31 Situational Awareness and Monitoring* 15,605,000 16,410,000 25,259,589 25,259,589

A-32 Training 9,450,000 12,000,000 26,000,000 26,000,000

A-33 Research and Innovation 1,100,000 2,300,000 1,800,000 1,800,000

A-34 Agency`s own equipment 9,000,000 14,550,000 57,575,185 57,575,185

A-35 Operational reserve (1) * 28,723,000 9,279,000 7,464,363 14,604,134

A-36 Fundamental Rights Office* 448,000 505,000 1,000,000 1,000,000

A-37 European Centre for Return 53,792,000 63,042,000 69,149,204 69,149,204

A-38 International and European cooperation 485,000 1,305,000 1,315,000 1,315,000

A-39 Special projects* - 750,000 15,800,000 15,800,000

A-3 TOTAL OPERATIONAL ACTIVITIES 234,398,000 239,736,000 329,848,341 336,988,112

Title A-4 EARMARKED EXPENDITURE

A-41 Ad-hoc grants pm pm pm pm

A-42 Copernicus (2) pm pm pm pm

A-4 TOTAL EARMARKED EXPENDITURE pm pm pm pm

ANNEX JAI.1 EN

GRAND TOTAL 320,198,000 333,331,000 462,199,229 469,339,000

• (1) 

  Included in chapter A-35 is budget line A-3502 amounting to EUR 7 464 363, which is the Financial Operational reserve of at least 2% of the operational budget according to Article 115(14) of Frontex regulation (EU)2018/631.

• (2) 

  Delegation agreement signed whereby the COM has entrusted budget implementation tasks to Frontex for Copernicus security services. These appropriations correspond to the external assigned revenue made available.

Table 9: Estimate of expenditure for fiscal year 2020.

In order to facilitate comparability of information, the table hereunder reconciles the chapter level nomenclature from 2017 budget to 2020.

Correlation table - budget line descriptions

Title 2017 2018 2019 2020

A-30 Joint Operations Operational Response Operational Response Operational Response

A-31 Risk Analysis, Situation Center & Situational Awareness and Situational Awareness and Situational Awareness and EUROSUR Monitoring Monitoring Monitoring

A-32 Training Training Training Training

A-33 Research and Innovation Research and Innovation Research and Innovation Research and Innovation

A-34 Pooled resources Pooled resources Pooled resources Agency`s own equipment

A-35 Miscellaneous operational activities Operational Reserve Operational Reserve Operational Reserve

A-36 Supporting operational activities Fundamental Rights Office Fundamental Rights Office Fundamental Rights Office

A-37 Return Support European Center for Return European Center for Return European Center for Return

A-38 International and European International and European International and European International and European cooperation cooperation cooperation cooperation

A-39 - ETIAS ETIAS Special projects

Table 9a - Correlation table - budget chapter descriptions

ANNEX JAI.1 EN

4.2 Establishment Plan 2020

Provisional Draft Provisional Draft Establishment plan 2020 Establishment plan 2020 Establishment plan 2018 Establishment plan 2019

COM(2018) 631 COM(2018) 631 Entry grades Reclassification*

Grade TA Perm. TA Perm. TA Perm. TA Perm.

AD16 0 0 AD15 1 1 1 1 AD14 1 1 1 10 AD13 6 7 11 16 AD12 17 18 24 34 AD11 17 28 35 52 AD10 12 12 21 39 AD9 23 23 34 77 AD8 110 142 174 148 AD7 72 88 122 80 AD6 37 42 64 45 AD5 15 15 38 23 Sub-total AD 311 0 377 0 525 0 525 0 AST11 0 0 0 0 AST10 0 0 0 3 AST9 0 0 0 5 AST8 5 5 5 10 AST7 11 11 11 15 AST6 16 16 16 36 AST5 27 27 27 110 AST4 45 45 463 346 AST3 3 3 3 0 AST2 0 0 0 0 AST1 0 0 0 0 Sub-total AST 107 0 107 0 525 0 525 0 GRAND TOTAL 418 0 484 0 1,050 0 1,050 0

TA = Temporary Agent; Perm. = Officials of the EC

• * 

  For the first time, the figures in this column for the establishment plan for 2020 also include the cumulative effects of all past (and estimated) reclassifications of staff according to respective rules in force.

Table 10: Establishment plan for 2020

ANNEX JAI.1 EN

4.3 External personnel 2020

Contract agents (CA) Posts in 2018 Posts in 2019 Provisional request 2020 Provisional request 2020

Entry funct. groups After change in funct. Group**

FGIV 73 93 100 125

FGIII 92 100 100 77

FGII 7 7 10 15

FGI 17 17 20 13

Standing Corps and ETIAS -

COM(2018) 631 - - 500 * 500 *

Total CA 189 217 730 730

Seconded National Experts Posts in 2018 Posts in 2019 Provisional request 2020 Provisional request 2020

Total SNE 168 194 220 220

• * 

  The profiles (and function groups) will be decided by the Management Board

** For the first time, the figures in this column for 2020 also include the effect of estimated exercise of change of function group according to respective rules in force (Art. 13 of implementing rules on contract staff - C(2017) 6760)

Table 11: External personnel for 2020

ANNEX JAI.1 EN

5 SECTION V – ANNEXES

5.1 Annex I: Resource allocation per Strategic – Horizontal objective N+1 – N+3

Strategic / Horizontal objective 2020 2021 2022

EUR million (to three decimal places) Human Budget Human Budget Human Budget

SO1 Reduced Vulnerability of the External Borders based on Comprehensive Situational

Awareness 224 36,469 224 71,088 281 87,552

SO2 Safe, Secure and Well-Functioning EU External Borders 215 185,719 215 362,022 269 445,863

SO3 Sustained European Border and Coast Guard Capabilities 139

(*) Envelope of human resources to build up the Standing Corps during 2020 for initial 119,739 909 233,408 1138 287,463

deployment as of 1/1/2021 770

HO1 Develop and implement European Integrated Border Management to ensure safe and well

managed EU external borders 0 300 0 585 0 720

HO2 Reinforce the external dimension aimed at multiplying Frontex operational impact through close partnerships with Member States, EU entities, Third Countries and International 55 55

Organisations 1,915 3,733

69 4,597

HO3 Develop upgraded Management System aimed at ensuring Accountability, Regularity and

Legality of all Frontex activities 597 118,057 597 230,128 748 283,424

TOTAL (indicative amount) 2000 462,199 2000 900,964 2505 1,109,620

NB: Tentative distribution pending development of the new Concept of Operations for the Agency and underlying products

Table 12: Resource allocation per Strategic / Horizontal objective N+1 to N+3

ANNEX JAI.1 EN

5.2 Annex II: – Human and Financial Resources (Tables) N+1 – N+3

5.2.1 Table 1 – Expenditures

scenario 1 scenario 2 Expenditure 2019 2020 2020

Commitment Payment Commitment Payment Commitment Payment appropriations appropriations appropriations appropriations appropriations appropriations

Title A-1 STAFF 64,640,000 64,640,000 90,631,876 88,631,876 88,631,876 88,631,876

Title A-2 OTHER ADMINISTRATIVE EXPENDITURE 28,955,000 28,955,000 47,719,012 43,719,012 43,719,012 43,719,012

Title A-3 OPERATIONAL ACTIVITIES 239,736,000 239,736,000 323,848,341 329,848,341 336,988,112 336,988,112

Title A-4 EARMARKED EXPENDITURE pm pm pm pm pm pm

GRAND TOTAL 333,331,000 333,331,000 462,199,229 462,199,229 469,339,000 469,339,000

Table 13: Estimate of expenditures for fiscal year 2020 at Title level

ANNEX JAI.1 EN

Expenditure General expenditure

Executed Budget 2018 Budget 2019 Draft budget 2020 2020 /

Agency request Budget request 2019 Budget 20/

(scenario 1) (%) request 19

(scenario 1) (%) Title 1 - Staff expenditure 40,560,809 64,640,000 88,631,876 88,631,876 37% 88,631,876 37%

Salaries & allowances 37,520,992 60,720,000 80,158,126 80,158,126 32% 80,158,126 32%

`- Of which establishment plan posts 24,380,185 42,220,000 51,265,639 51,265,639 21% 51,265,639 21%

`- Of which external personnel 13,140,807 18,500,000 28,892,486 28,892,486 56% 28,892,486 56%

Expenditure relating to Staff recruitment 495,920 680,000 3,000,000 3,000,000 341% 3,000,000 341%

Employer`s pension contributions - -

Mission expenses 567,000 640,000 1,125,000 1,125,000 76% 1,125,000 76%

Socia-medical infrastructure 41,650 110,000 500,000 500,000 355% 500,000 355%

Training 676,853 500,000 1,000,000 1,000,000 100% 1,000,000 100%

External Services 1,258,394 1,470,000 2,328,750 2,328,750 58% 2,328,750 58%

Receptions, event and representations - -

Social welfare - 520,000 520,000 520,000 0% 520,000 0%

Other Staff related expenditure - - - - -

Title 2 - Infrastructure and operating expenditure 29,602,092 28,955,000 47,719,012 43,719,012 51% 43,719,012 51%

Rental of buildings and associated costs 13,354,139 10,030,000 21,726,000 17,726,000 77% 17,726,000 77%

Information, communication technology and data

processing 11,821,518 13,670,000 17,515,012 17,515,012 28% 17,515,012 28%

Movable property and associated costs 905,379 835,000 1,896,000 1,320,000 58% 1,320,000 58%

Current administrative expenditure 1,493,047 1,890,000 3,318,000 3,932,000 108% 3,932,000 108%

Postage / Telecommunications 243,761 190,000 456,000 350,000 84% 350,000 84%

Meeting expenses 1,183,330 1,235,000 1,482,000 1,550,000 26% 1,550,000 26%

Running costs in connection with operational activities - - -

Information and publishing 600,918 1,105,000 1,326,000 1,326,000 20% 1,326,000 20%

Studies - - - - -

Other infrastructure and operating expenditure - - - - -

Title 3 - Operational expenditure 213,809,645 239,736,000 329,848,341 329,848,341 38% 336,988,112 41%

Operational Response 125,358,542 119,595,000 124,485,000 124,485,000 4% 124,485,000 4%

Situational Awareness and Monitoring 15,943,136 16,410,000 25,259,589 25,259,589 54% 25,259,589 54%

Training 8,666,173 12,000,000 26,000,000 26,000,000 117% 26,000,000 117%

Research and Innovation 3,747,849 2,300,000 1,800,000 1,800,000 -22% 1,800,000 -22%

ANNEX JAI.1 EN

Agency`s own equipment 9,934,030 14,550,000 57,575,185 57,575,185 296% 57,575,185 296%

Operational Reserve - 10,029,000 7,464,363 7,464,363 -26% 14,604,134 46%

Fundamental Rights Office 153,103 505,000 1,000,000 1,000,000 98% 1,000,000 98%

European Center for Return 49,403,080 63,042,000 69,149,204 69,149,204 10% 69,149,204 10%

International and European cooperation 603,732 1,305,000 1,315,000 1,315,000 1% 1,315,000 1%

Special projects - - 15,800,000 15,800,000 15,800,000

Title 4 - Earmarked Expenditure 20,239,754

External Relations 4,497,308

Copernicus 15,742,446

TOTAL 304,212,300 333,331,000 466,199,229 462,199,229 39% 469,339,000 41%

Table 14: Estimate of expenditures for fiscal year 2020 at Chapter level

ANNEX JAI.1 EN

5.2.2 Table 2 – Revenue

scenario 1 scenario 2

TOTAL REVENUES 2019 2020 2020

Revenues estimated by the agency Budget Forecast Budget Forecast

EU Contribution 310,289,000 430,249,229 436,895,000

Other revenue 23,042,000 31,950,000 32,444,000

TOTAL REVENUES 333,331,000 462,199,229 469,339,000

Table 15: Estimate of revenues for fiscal year 2020

scenario 1 scenario 2 Expenditure General revenues

Executed Budget 2019 Draft budget 2020 2020 / Draft budget 2020 2020 /

Budget 2018 Agency Budget 2019 Agency Budget 2019

request request (%) request request (%)

1 REVENUE FROM FEES AND CHARGES

2 EU CONTRIBUTION 268,909,520 310,289,000 430,249,229 430,249,229 38.66% 436,895,000 436,895,000 40.80%

`- Of which assigned revenues deriving from previous

years` surpluses 16,339,000 16,339,000 16,339,000 16,339,000

3 THIRD COUNTRIES CONTRIBUTION

(incl. EEA/EFTA and candidate countries) 20,955,000 23,042,000 31,950,000 31,950,000 38.66% 32,444,000 32,444,000 40.80%

`- Of which EEA/EFTA (excl. Switzerland) 20,955,000 23,042,000 31,950,000 31,950,000 38.66% 32,444,000 32,444,000 40.80%

`- Of which candidate countries

4 OTHER CONTRIBUTIONS 3,547,655

5 ADMINISTRATIVE OPERATIONS

`- Of which interest generated by funds paid by the

Commission by way of the EU contribution (FFR Art.58)

6 REVENUES FROM SERVICES RENDERED AGAINST

PAYMENT

7 CORRECTION OF BUDGETARY IMBALANECS

TOTAL 293,412,175 333,331,000 462,199,229 462,199,229 38.66% 469,339,000 469,339,000 40.80%

Table 16: Estimate of revenues per source for fiscal year 2020

ANNEX JAI.1 EN

5.2.3 Table 3 – Budget outturn and cancellation of appropriations

Budget outturn 2016 2017 2018

Reserve from the previous' year surplus (+)

Revenue received (+) 251,686,835 294,074,103 305,721,038

Payments made (-) -162,122,962 -201,248,004 -215,507,125

Carryover of appropriations (-) -89,261,028 -101,835,295 -97,705,461

Cancellations of appropriations carried over (+) 6,492,085 11,125,175 10,606,887

Adjustment for carryover of assigned revenue appropriations from previous year (+) 6,665,161 15,147,478 13,419,262

Exchange rate differences (+/-) -63,454 -159,736 -195,588

Adjustment for negative balance from previous year (-) -7,438,865 0 0

TOTAL 5,957,772 17,103,721 16,339,013

Table 17: Summary of budget outturn for fiscal years 2016 to 2018

ANNEX JAI.1 EN

5.3 Annex III

5.3.1 Table 1 Staff population and its evolution: overview of all categories of staff

Authorised Actually filled Authorised

Staff population under EU under EU Draft budget for budget for as of budget for year year 2020 Envisaged in 2021 Envisaged in 2022

year 2018 31.12.2018 2019

AD 0 0 0 0 0 0

Officials AST 0 0 0 0 0 0

AST / Standing Corps 0 0 0 0 0 0

AD 311 226 377 525 525 650

TA AST 107 77 107 525 525 650

AST / Standing Corps 0 0 0 0 0 0

Sub-Total A 418 303 484 1,050 1,050 1,300

** ** **

GFIV 73 50 93 100 125 100 150 100 175

GF III 92 95 100 100 77 100 65 100 46

CA GF II 7 9 7 10 15 10 10 10 11

GFI 17 20 17 20 13 20 5 20 3

ETIAS & CORPS 0 0 0 500 500 500 500 750 750

Total CA 189 174 217 730 730 730 730 985 985

SNE 168 153 194 220 220 220 220 220 220

Sub-Total B 357 153 411 950 950 950 950 1,205 1205

TOTAL 775 153 895 2,000 2,000 2,000 2,000 2,505 2,505

** Figures in this column include the effect of estimated exercise of change of function group according to respective rules in force (Art. 13 of implementing rules on contract staff - C(2017) 6760)

Table 18: Staff population and its evolution: overview of all categories of staff

ANNEX JAI.1 EN

5.3.2 Table 2 – Multiannual staff policy plan Year 2020 – 2022

Filled as of Envisaged Envisaged

Category Establishment plan in 31/12/2018

Modifications in year Modifications in year

2018 in application of Establishment plan in Establishment plan in establishment plan establishment plan

and EU Budget 2018 (* incl. flexibility rule Budget 2019

2019 in application of

flexibility rule Draft EU Budget 2020[1] 2021[2] 2022[3]

grade reclassification)

officials TA officials TA officials TA officials TA officials TA officials TA officials TA officials TA

AD 16 0 0 0 0

AD 15 1 1 1 1

AD 14 1 4 1 10 10

AD 13 6 4 7 16 16

AD 12 17 16 18 34 34

AD 11 17 11 28 52 52

AD 10 12 17 12 39 39

AD 9 23 15 23 77 77

AD 8 110 58 142 148 148

AD 7 72 58 88 80 80

AD 6 37 33 42 45 45

AD 5 15 10 15 23 23

Total AD 311 226 377 525 525 650

AST 11 0 0 0 0

AST 10 0 0 3 3

AST 9 0 3 0 5 5

AST 8 5 9 5 10 10

AST 7 11 16 11 15 15

AST 6 16 11 16 36 36

AST 5 27 14 27 110 110

AST 4 45 20 45 346 346

AST 3 3 4 3 0 0

AST 2 0 0 0 0

ANNEX JAI.1 EN

AST 1 0 0 0 0

Total

AST 107 77 107 525 525 650

AST/SC1

AST/SC2

AST/SC3

AST/SC4

AST/SC5

AST/SC6

Total

AST/SC 0 0 0 0 0 0

TOTAL 418 303 484 1,050 1,050 1,300

[1] For the first time, the figures of the establishment plan for 2020 also include the combination of past and expected effect of reclassification of staff according to respective rules in force

[2] The grades for Establishment plan 2021 are provisional without effects of expected reclassification for 2021.

[3] The grades for Establishment plan 2022 (consolidation of Establishment plan 2021 plus the new 250 TA) will be decided at later stage

ANNEX JAI.1 EN

5.4 Annex IV

5.4.1 Annex IV: A. Recruitment and engagement policies

In 2020 Frontex will apply new general implementing provisions related to the engagement and use of temporary and contract agents (in a form of respective MB Decisions) which are based on model rules agreed and adopted with the

European Commission and applied among majority of other EU Agencies.

In view of the major recruitment challenge in 2020 - 2022, Frontex plans to implement early in 2020 a fully-automated e-recruitment system allowing paper-less management of recruitment processes and better use of HR resources allocated to this area. Ideally, such a new system will be implemented together with other EU Agencies to ensure maximum synergy and efficiency.

In 2020, Frontex will recruit new EU staff who will (during their deployment as members of standing corps) perform tasks with ‘executive powers’ – this is a wholly uncharted area of activity for EU staff. To this extent, Frontex considers to develop a specific set of implementing rules related to deployment of staff (current mission rules seem to be not well-suited for this purpose).

The standard policy for a duration of contracts of employments of temporary and contract staff sets the limit to 5 years contracts with an optional renewal (the renewal process follows procedure described in the ED Decision 25/2017 of 28 March 2017). This policy may need to be amended in view of specific group of new staff of the European

Standing Corps.

Specific conditions for different categories of staff:

• 1. 

  Officials: Frontex does not employ EU permanent officials.

• 2. 

  Temporary staff: All posts of temporary staff (with the exception of the Executive Director and Deputy Executive Director(s)) are identified as posts of long-term duration.

Posts of the Executive Director and Deputy Executive Director(s), after the initial appointment for a five years fixedterm contract, are subject for extension once for a period of a maximum of five years and are considered as shortterm employment.

• 3. 

  Contract staff: In principle, the length of the contracts of employment of contract staff is equal to the length of the contracts of temporary staff (except from rather exceptional cases where the length of a contract is linked to a duration of a specific project or task).

• 4. 

  Seconded national experts (SNEs): SNEs have specific knowledge and experience in the border and coast guard environment and are used in specialised areas of the Agency activities. They play a very important role in achieving the goals of the Agency, including contributing to the increase in commitment of the Frontex core stakeholders, the

MS Border and Coast Guard Services. Frontex aims at achieving a geographical balance among the nationalities of the SNEs which, in practice, means targeting underrepresented EU Member States or Schengen associated countries whilst selecting SNEs. The rotation principle applies when employing SNEs with an initial secondment of duration of 3 years, with a possibility of an extension for another period (of up to 5 years).

• 5. 

  Interim and outsourced service providers: Frontex uses additional human resources in a form of interim staff (contracted on a short term basis from an interim services provider) where and when needed. A new framework contract for the interim services will be in place as of end 2019/ beginning 2020.

Frontex is also outsourcing services for:

• Operation of Frontex canteen, cafeteria and catering services, • Cleaning services, • Handymen services, • Certain ICT experts, • Travel desk services.

5.4.2 Annex IV: B. Appraisal of performance and reclassification/promotion

Performance of Frontex staff is annually appraised in line with the respective implementing rules for temporary staff and for contract staff (based on model implementing provisions drawn up for the EU Agencies). Seconded National

Experts are subject to annual appraisal which is aligned with the rules for temporary and contract staff on the basis of the Decision of the Executive Director.

Reclassification exercise for temporary staff and for contract staff is held annually in line with the respective implementing rules (based on model implementing provisions drawn up for the EU Agencies). Reclassification for temporary and contract staff for 2018 is in the last stage of the process at the time of writing of this chapter (October

2019). Estimated cumulative effects of reclassification for 2018, 2019 and 2020 are provided in respective establishment plan tables above

Table 1 – Reclassification of temporary staff / promotion of officials

(To be included at a later stage)

Table 2 – Reclassification of contract staff

(To be included at a later stage)

5.4.3 Annex IV: C. Mobility Policy

• 1. 

  Mobility within the Agency

Internal mobility of temporary staff in 2020 will be guided by the respective implementing rules for temporary staff and for contract staff (based on model implementing provisions drawn up for the EU Agencies).

Vacant positions in Frontex are announced to Frontex staff, published on the Frontex web pages, job portal of the EU Agencies network, EPSO job portal and, by way of exception, in specialised websites or publications.

While the selection procedure for both internal and external candidates is typically carried out at the same time, the number of selected internal applicants in 2018 and in 2019 was high (occasionally reaching over 40 % of all newly selected staff).

Alternatively, staff members may express their wish to be transferred internally to a different Division/Unit in Frontex. Such cases are assessed on an ad-hoc basis having regards to the interests of the service, availabilities of suitable vacant posts and to the assessment of qualifications and competencies of the requesting staff member.

• 2. 

  Mobility among agencies (Inter-Agency Job Market)

Possibility of mobility between agencies has been created by Article 55 of the CEOS and is further detailed in the respective implementing rules on temporary staff and contract staff (based on model implementing provisions drawn up for the EU Agencies).

• 3. 

  Mobility between the agencies and the institutions

Frontex, by not employing permanent officials, is not in a position to formally implement the policy on mobility between the institutions and the Agency. Typically, a successful candidate from one organization is requesting an unpaid leave in order to join the other organization.

5.4.4 Annex IV: D. Gender and geographical balance

Gender balance at 1 October

2019 Female Male Total

Temporary Agents AD 94 176 270

AST 51 33 84

Subtotal TA 145 209 354

FG IV 58 32 90

Contract Agents FG III 75 15 90

FG II 8 1 9

FG I 0 20 20

Subtotal CA 141 68 209

Seconded National Experts 29 134 163

Total 315 411 726

Table 20: Gender balance as of 1 October 2019 with graph

Management gender balance at 1 October 2019 Female Male % of female

Senior management (Director) 2 5 29%

Middle management (Heads of Unit) 3 11 21%

Total 5 16 -

Table 20a: Gender balance as of 1 October 2019 (managerial)

Gender balance

250

209

200

150 145 141 134

100

68

50 29

0 Temporary Agents Contract Agents Seconded National Experts

Male Female

Figure 3 - Gender balance

Geographical distribution

Nationality AD AST FG FG FG II FG I SNE Total Nationality2 % IV III

Polish 76 60 51 67 9 20 5 288 Polish 39.7%

Italian 17 2 6 1 32 58 Italian 8.0%

Romanian 28 3 3 23 57 Romanian 7.9%

Spanish 16 3 2 20 41 Spanish 5.6%

Greek 16 1 4 5 7 33 Greek 4.5%

French 13 1 2 1 12 29 French 4.0%

Portuguese 9 3 4 3 6 25 Portuguese 3.4%

Bulgarian 10 1 2 4 6 23 Bulgarian 3.2%

Hungarian 13 3 1 6 23 Hungarian 3.2%

German 10 1 1 1 9 22 German 3.0%

Austrian 5 2 9 16 Austrian 2.2%

Dutch 7 1 6 14 Dutch 1.9%

Latvian 6 1 1 6 14 Latvian 1.9%

Lithuanian 5 1 2 4 2 14 Lithuanian 1.9%

Belgian 9 1 3 13 Belgian 1.8%

Finnish 7 1 1 9 Finnish 1.2%

Czech 4 4 8 Czech 1.1%

Slovak 4 1 1 2 8 Slovak 1.1%

Slovenian 3 3 1 7 Slovenian 1.0%

British 4 1 5 British 0.7%

Irish 2 2 4 Irish 0.6%

Croatian 2 1 3 Croatian 0.4%

Danish 3 3 Danish 0.4%

Cypriot 1 1 2 Cypriot 0.3%

Estonian 1 1 2 Estonian 0.3%

Maltese 1 1 2 Maltese 0.3%

Luxembourger 1 1 Luxembourger 0.1%

Norwegian 1 1 Norwegian 0.1%

Swedish 1 1 Swedish 0.1%

TOTAL 270 84 90 90 9 20 163 726 100%

Table 21: Geographical balance as of 1 October 2019

5.4.5 Annex IV: E. Schooling

• 1. 

  The Headquarters Agreement that entered into force on 1 November 2017 foresees that the Polish government should ensure the establishment of a European school or accredited European school in Warsaw with a view to provide multilingual European oriented schooling for all children of staff members of Frontex irrespectively of their nationality. For that purpose the Ministry of National Education has initiated the accreditation process in order to set up an accredited European School in Warsaw.

• 2. 

  Until the finalisation of the accreditation process, the Polish government will continue to reimburse costs related to the schooling of children of Frontex’ expatriate staff members.

• 3. 

  Having regards to the restrictions derived from the financial ceiling for reimbursement of education costs introduced by the Headquarters Agreement and the current absence of a European school or an accredited European school in Warsaw, Frontex finalizes respective measures to assist in coverage of the school expenses in international schools which significantly exceed the reimbursement ceiling introduced by the Headquarter Agreement. Similar measures will be applied also to ensure equivalent multilingual European oriented schooling for children of Frontex expatriate staff deployed to a duty station in a Member State where there is no European school or an accredited European school (e.g. Liaison Officers). The measures will also reflect the need to support parents with children with special educational needs.

5.5 Annex V: Buildings

Name, location and type of Surface area Of which Of Annual Type and Host country Present building office which rent (in duration of grant or value of

space non EUR) rental support the office contract * building space

Frontex Headquarters: 23,356.65 sqm 22,570.75 785.90 5,918,751 6,411,211 LA’s expire N/A N/A

Warsaw Spire B building and sqm sqm EUR EUR on

Wronia 31 building. Warsaw, (parking (parking 31/12/2024 office space exclusive) inclusive)

Brussels Office and premises 151 sqm 71 sqm 80 sqm 33,290 - LA expires N/A N/A of Frontex Liaison Officer to EUR on

Belgium, Iceland, Luxembourg, 31/12/2020

The Netherlands. Brussels, office space

EURTF Catania. Catania, office 600 sqm 550 sqm 50 sqm N/A - Free Loan Municipality N/A space Agreement of Catania

expires on 21/11/2021

Premises of Frontex Liaison 735 sqm 460 sqm 275 N/A - Seat Government N/A

Officer to Greece and Cyprus. sqm Agreement of Greece

HCG tower, Piraeus, office and MoU. space

Premises of Frontex Liaison 27 sqm 17 sqm 10 sqm 6.361 AA N/A N/A

Officer to Turkey. Ankara, office space

Premises of Frontex Liaison 72 sqm 60 sqm 12 sqm 20.914 AA N/A N/A

Officer to Niger. Niamey, office space

Premises of Frontex Liaison 29.4 sqm 25.5 sqm 3.9 9.57 AA N/A N/A

Officer to Western Balkans. sqm

Belgrade, office space

Premises of Frontex Liaison 16 sqm 16 sqm N/A 3.65 MoU Government N/A

Officer to Bulgaria. Sofia, of Bulgaria office space

Premises of Frontex Liaison 12 sqm 12 sqm N/A N/A MoU Government of Hungary N/A

Officer to Croatia, Slovenia,

Hungary, Romania. Budapest, office space

Premises of Frontex Liaison 9 sqm 9 sqm N/A N/A MoU Government of Sweden N/A

Officer to Sweden, Denmark,

Norway. Stockholm, office space

Premises of Frontex Liaison 17 sqm 17 sqm N/A N/A MoU Government of Slovakia N/A

Officer to Czech Republic,

Poland, Slovakia. Bratislava, office space

Premises of Frontex Liaison Postdam, 23 sqm 23 sqm N/A CA Government of Germany N/A

Officer to Austria, Germany, office space

Liechtenstein, Switzerland

Premises of Frontex Liaison 15 sqm 15 sqm N/A N/A AA Government of France N/A

Officer to France. Paris, office space

Premises of Frontex Liaison 11 sqm 11 sqm N/A N/A MoU Government of Italy N/A

Officer to Italy and Malta.

Rome, office space

Premises of Frontex Liaison 13 sqm 13 sqm N/A N/A MoU Government of Latvia N/A

Officer to Estonia, Latvia and

Lithuania. Latvia, office space

CCE, Brussels, office space 134sqm(gross) 54sqm 80sqm 2017: LA expires N/A N/A

28,000 on EUR 31/12/2020

• * 

  MoU: Memorandum of Understanding / LA: Lease agreement / AA: Administrative Arrangement / CA Cooperation Agreement

Table 22: List of buildings

New Headquarter 2024

In accordance with the Headquarters Agreement, the Republic of Poland transferred to the Agency the ownership of a plot of land of 2.9ha for the establishment of the headquarters of the Agency. On 13 May 2019 the Ministry of the

Interior and Administration handed over the plot cleaned, cleared and prepared for the Agency for the purpose of constructing (a) building(s) serving as Frontex Headquarters. The Agency will plan, design and construct, at its own cost, its headquarters building(s) on this land area in accordance with the Polish law and Regulations. The Agency established a task force to manage the design and construction of this new premises. A preliminary timeline is established foreseeing the handover of the new headquarters when the lease of the current premises comes to an end on 31/12/2024.

The project will follow the specific provisions regarding building projects in accordance with the EU Financial Regulations. Preparatory tasks will be conducted by defining a workplace concept and space planning and establishing architectural, functional and technical performance requirements in line with the ‘Manual Immobile Type’ and Polish norms and standards. The design will need to take the evolving mandate of the Agency into consideration especially the command and control tasks and ETIAS Regulation.

Finally a feasibility study should make it possible for the Agency to select the contractual and financial arrangements that will optimize the financial impact on Frontex budget and positively influences the management of the Agency's permanent premises within the Polish context and the EU Financial Regulations.

5.6 Annex VI: Privileges and Immunities

Agency privileges Privileges granted to staff Protocol of privileges and immunities / diplomatic status

All Staff members Irrespective of nationality enjoy all privileges and immunities as defined in Protocol 7

Expatriate privileges: All Staff members VAT reimbursement when purchasing a motor-vehicle (maximum 1 vehicle every

3 years). Expatriate privileges: Tax and duty free transfer of resettlement property to Poland;

New Staff members Installation incentive - VAT reimbursement (up to a threshold) for purchasing

furniture and household articles in Poland (valid 12 months during the first 2 years of employment).

Specified Group of staff Diplomatic status in Poland

(Annex II HQ Agreement) (Polish citizens and Polish permanent residents are excluded from expatriate privileges and from the diplomatic status following international custom)

Table 23: Privileges and Immunities

HQ Agreement privileges are equally applicable to all expatriate staff members - to statutory staff (TAs, CAs) and SNEs - regardless of their grading or type of performed function.

Without prejudice to the provisions of this Agreement, Protocol No 7, and other relevant European Union law, the Agency and its staff shall respect the law of the Republic of Poland in line with Article 41 paragraph 1 of the Vienna Convention on Diplomatic Relations of 18 April 1961.

5.7 Annex VII: Evaluations

EU Agencies are public sector organisations that must demonstrate their performance, achievements and impact. Effective evaluation procedures allow agencies to assess the immediate and longer-term effects of their work, hence representing a tool for accountability, organisational learning and continuous improvement. The efforts used to carry out evaluations must be proportionate to the efforts used to carry out the intervention, programme or activity.

Evaluations in general and more specifically retrospective evaluation are to be differentiated from controls or ex-post controls. Controls support the authorising officer to assess the effectiveness of the internal control systems in place.

Evaluations are conducted in consecutive steps, and the following principles should be applied to them:

Steps in the evaluation process 8 Principles

• 1. 

  Strategic Planning of Evaluation activities should Evaluations - fit within the annual and multi-annual programming cycle; - apply to all activities in the Agency; - differentiate between retrospective and ex-ante evaluations;

• 2. 

  Commissioning evaluations Independence and transparency can be insured by either: - specific internal governance arrangements or

  • - 

    commissioning evaluations to an external contractor 3. Designing evaluations Establishment of an evaluation mandate that sets out the:

  • - 

    purpose - scope - objectives and - methodology of the evaluation

• 4. 

  Governance and management of Can be adjusted to the specific circumstances of each evaluation evaluations

• 5. 

  Conducting evaluations Requires observing a series of principles (as referred to here) Refer to the objectives of the activity and the indicators for achievement

• 6. 

  Reporting on evaluation findings Includes: - evidence, - conclusions and - recommendations

• 7. 

  Disseminating evaluation In the case of retrospective evaluations it is obligatory to publish the findings final reports on the website of the Agency

• 8. 

  Acting on evaluation findings Using action plans

Evaluation results shall be sent to the Management Board, and the Executive Director shall prepare an action plan to

follow up on the conclusions of the evaluation and report on progress twice a year to the Commission and regularly to

the Management Board, which shall scrutinise the implementation of the action plan.

8 As described in the Evaluation handbook for Agencies developed by the Performance Development Network

The following topic is proposed to be evaluated during 2020:

• 1. 

  Evaluation of the design and functioning of applied governance and performance management tools including their usability for the extended mandate and tasking as foreseen in the new European Border and Coast Guard Regulation (EBCCG 2.0)

Subject of the evaluation In public administration management uses different tools enabling them to assess the implementation of set strategies, the achievement of objectives and results (impact). Such tools can also be foreseen by the legislator enabling the management board to govern and steer.

‘Performance indicators’ with related ‘Targets’ are such tool foreseen by the EBCG Regulation and the Financial Regulation, and Frontex has continuously adjusted the indicators applied at different levels (governance, divisional

management and entity level). The entering into force of the EBCG Regulation 2.0 with its enhancement of the mandate, tasking and responsibility of Frontex will drive the revision of the underlying business (operational) model, resulting in new strategic positioning, related strategic objectives, focus areas and key activities. Accordingly also the measures used for different purposes require validation and adjustments. The evaluation should conclude on the functioning of the current system, identify overlaps and gaps and recommend modification to cope with the extended mandate and responsibilities (shared) of the different stakeholders involved.

Type of evaluation (ex-ante, ex Ex post (interim) Evaluation post or if needed interim)

Budget and HR resources Internal External

1.5 FTE EUR 80,000 1.0 FTE

Scope and objectives A) Design

The business and enabling processes, quality gates and tools applied and their possible modification are adequate to deliver to the agreed and possibly

extended needs of internal and external stakeholders; B) Effectiveness The tools applied enable to govern and manage the operational concept and the administrative processes to deliver the anticipated results, and were adapted on an ongoing basis during the ‘lifetime’ of such processes.

Calendar March – September 2020

Expected use Redesign and application performance measurement tools by the different managerial levels enabling intervention and steering.

Relevant actors All entities within the organisation considering also the development of a new organisational structure and business and enabling processes.

Member States as external stakeholder in their role as Management Board.

5.8 Annex VIII: Strategy for organisational management and internal control systems 2020

The strategy for organisational management depends heavily on the operational modus operandi. The EBCG 2.0 Regulation introduces not only three Deputy Executive Directors, which will play an important role in the implementation of this strategy, but also integrates ETIAS into the core tasks of the Agency. Moreover, significant developments as regards organisational management will result from partial decentralization of the Agency’s functions to better accommodate the new operational deployment model of the newly established Standing Corps.

All of those (and this list is not exhaustive) will shape a new organisational management culture.

When it comes to the Internal Control System, this is based on five internal control components:

• 1) 

  Control environment, 2) Risk assessment, 3) Control activities, 4) Information and communication, and 5) Monitoring activities.

Point 3.2. of the Consolidated Annual Activity Report for the year 2018 indicated already:“[…] Frontex recognises that given the substantial increase in Frontex’s resources (human and financial) and the implementation of the extended tasks and responsibilities that are assigned to Frontex, the internal control system must be further strengthened and improved in 2019.”

Article 30 of the Frontex FR 9 indicates requirements for internal control of budget implementation. For the purpose of the implementation of the budget, internal controls are to be applied at all management levels and are to be designed to provide reasonable assurance of achieving the following objectives:

• (1) 

  effectiveness, efficiency and economy of operations;

• (2) 

  reliability of reporting;

• (3) 

  safeguarding of assets and information;

• (4) 

  prevention, detection, correction and follow-up of fraud and irregularities, and

• (5) 

  adequate management of the risks relating to the legality and regularity of the underlying transactions, taking into account the multiannual character of programmes as well as the nature of the payments concerned.

Article 30 of the Frontex FR furthermore elaborates on effectiveness and efficiency of internal controls with a preliminary assessment.

9 Management Board Decision 19/2019 of 23 July 2019 adopting the Frontex Financial Regulation.

Effectiveness of Comments in view of EBCG 2.0 internal controls

Segregation of tasks The tasks of the financial actors are clearly segregated, also between Accounting and Authorising Officers; the Accounting Officer is administratively and functionally independent. Due to the location on the executive floor, there is a natural distance between particularly financial services and the Accounting Officer. The Agency could explore solutions in terms of occupying the physical office space in order to bring closeness between the services and improve the dayto day cooperation.

Accounting Officer’s access to information on operational activities should be strengthened. Given the workload in the Accounting Office, it would be advisable to strengthen the function by a deputy Accounting Officer and an assistant. The financial actors from Authorising Officers’ side have clearly defined delegations when it comes to budget implementation, those will need to be complemented for possibly revised operational aspects.

Appropriate risk Regular, structured and comprehensive risk assessment carried out by the management and management should be strengthen and further developed. control strategy that An overall control strategy needs to be developed, encompassing complementarity includes control at of risk-based ex-ante and ex-post controls. Financial controls take place at the recipient level. recipient level. Non-financial controls may also take place at the recipient level,

but they need to be integrated in an overall strategy. Avoidance of Bearing in mind that the EBCG 2.0 will set up a European Border and Coast Guard conflicts of Standing Corps, the inherent conflict of interest in the Management Board will interests. remain. Depending on the functional organisational setup of the Standing Corps

and their career development, further conflict of interests must be carefully managed in such a mixed system.

Adequate audit trails Bearing in mind that many processes and procedures will need to be redesigned, and data integrity in this feature of effective internal controls may be affected particularly during the data systems. early phase of EBCG 2.0 implementation starting as of 2020. Procedures for Bearing in mind that many processes and procedures will need to be redesigned, monitoring this feature of effective internal controls may be affected particularly during the effectiveness and early phase of EBCG 2.0 implementation starting as of 2020. efficiency.

Procedures for In the light of the extended mandate and the pressure on the overall internal follow¬-up of control framework, the establishment of an Internal Audit Capability (IAC, Art. 80 identified internal Financial Regulation) that could support the executive management in detecting control weaknesses early control weaknesses and remedy them before damage occurs seems and exceptions. opportune. The IAC should be properly staffed and be the contact point for all

audit related issues in order to ensure complementarity of topics and efficiency in audits. Furthermore, strengthening the function of the Internal Control Coordination as part of the Inspection and Control entity would be beneficial to keep an overall view on the state of play of internal controls.

Periodic assessment The responsibility for the periodic assessment should be done by the aboveof the sound mentioned entity utilising the Internal Control Coordination function. functioning of the This function needs to be carried out in line with the Internal Control Framework, internal control as adopted by the MB, including the consulting and supporting role for the ED. system.

Efficiency of internal Comments in view of EBCG 2.0 controls

Implementation of an Regular, structured and comprehensive risk assessment carried out by the appropriate risk management should be strengthen and further developed. management and control An overall control strategy needs to be developed, encompassing strategy coordinated among complementarity of risk-based ex-ante and ex-post controls. Financial appropriate actors involved controls take place at the recipient level. Non-financial controls may also in the control chain. take place at the recipient level, but they need to be integrated in an

overall strategy. Accessibility for all In a dynamically developing Agency, this feature needs to be properly appropriate actors in the implemented in order to ensure that corrective measures will be timely, control chain of the results effectively and efficiently taken. of controls carried out.

Reliance, where The establishment of an Internal Audit Capability would be a big leap appropriate, on forward in this respect as then international audit standards could be independent audit opinions, properly assessed. To put in place an IAC could also be beneficial to provided that the quality of question, challenge and correctly place audit findings, not only in view of the underlying work is content, but also in benchmarking them against international standards. adequate and acceptable and that it was performed in accordance with agreed standards.

Timely application of In a dynamically developing Agency, it is assumed that this feature will corrective measures most probably be a “moving target” which will need to be included in the including, where strategy and periodically revised. appropriate, dissuasive penalties.

Elimination of multiple The creation of a horizontal oversight function on Agency or even divisional controls and improvement level could be a remedy to eliminate duplication of controls. of the cost-benefit ratio of controls.

Last but not least, Article 30 of the Frontex FR stipulates that internal controls should be designed in a way that they can also mitigate specific risks in activities of offices away from the main seat. This point is particularly relevant for Antenna offices, but also to Liaison Offices and other entities such as EURTFs.

Ex-ante and ex-post controls (Article 45 Frontex FR)

In order to prevent errors and irregularities before the authorization of operations and to mitigate risks of nonachievement of objectives, each activity/operation is subject at least to ex ante control relating to the operational and financial aspects of the operation, on the basis of a control strategy which takes risk and cost-effectiveness into account.

The extent in terms of frequency and intensity of the ex-ante controls is to be determined by the Authorising Officer taking into account the results of prior controls as well as risk-based and cost-effectiveness considerations. In case of a doubt, the Authorising Officer responsible for validating the relevant operation can request complementary information or perform an on-the-spot control in order to obtain reasonable assurance.

An ED decision lays down the way how ex-ante controls are to be implemented, this policy is reviewed on an annual basis.

The Authorising Officer may put in place ex-post controls to detect and correct errors and irregularities of operations after they have been authorized. Such controls may be organised on a sample basis according to risk and must take account of the results of prior controls as well as cost-effectiveness and performance considerations. The ex-post controls are to be carried out by staff other than those responsible for the ex-ante controls.

The staff responsible for the ex-post controls cannot be subordinate to the members of staff responsible for the exante controls. Ex-post controls may take the form of financial audits at the premises of the beneficiaries.

The rules and modalities, including timeframes, for carrying out audits of the beneficiaries must be clear, consistent and transparent, and are to be made available when signing a grant agreement.

An ED decision lays down the way how ex-post controls are to be implemented.

Evaluations (Article 29 Frontex FR)

Programmes and activities that entail significant spending are subject to ex-ante and retrospective evaluations ("evaluation"), which should be proportionate to the objectives and expenditure.

Ex-ante evaluations supporting the preparation of programmes and activities shall be based on evidence, if available, on the performance of related programmes or activities and need to identify and analyse the issues to be addressed, the added value of Union involvement, objectives, expected effects of different options and monitoring and evaluation arrangements.

Retrospective evaluations assess the performance of the programme or activity, including aspects such as effectiveness, efficiency, coherence, relevance and EU added value. Retrospective evaluations are based on the information generated by the monitoring arrangements and indicators established for the action concerned. They should be undertaken periodically and in sufficient time for the findings to be taken into account in ex-ante evaluations or impact assessments that support the preparation of related programmes and activities.

The Executive Director needs to prepare an action plan to follow-up on the conclusions of both kind of evaluations, and report on its progress to the Commission in the CAAR and regularly to the Management Board. The Management Board is called to scrutinise the implementation of the before mentioned action plan.

5.9 Annex IX: Strategy efficiency gains

In view of the forthcoming unprecedented growth of the Agency, significant enhancement of the Frontex mandate and the related transformation of the Agency that the new mandate entails, Frontex needs to develop an efficiency gains strategy based on best international practices, to be able to implement the wide scope of the EBCG 2.0 Regulation, in particular to establish and deliver the Central Unit of ETIAS and the European Border and Coast Guard Standing Corps.

Frontex Management Board has established an organisational structure for the Agency and adjusted it to the (then) current mandate of the Agency by adopting Decision No 18/2017 of 14 June 2017 10 . The organisational structure has been further detailed and implemented by the Executive Director in his Decision of 31 December 2018 on Frontex Internal Structure and Rules of Procedure (‘FISRoP’) 11 . The revised internal structure and new rules of procedure contribute to more transparency and efficiency in all Frontex business operations and in the management of both financial and human resources, by providing clear rules, in particular on decision-making, delegations and deputising and by further defining business areas, workflows and responsibilities.

On the basis of FISRoP, Frontex gradually implements performance management framework, taking into account the principle of efficiency, which concerns the best relationship between the resources employed, the activities undertaken and the achievement of objectives. Efficiency is one of the dimensions of the performance management. The performance management encompasses other dimensions such as effectiveness, relevance, coherence, EU value added, quality control and risk management.

The ambitious tasks entrusted to Frontex under EBCG 2.0 Regulation outweigh the resources available, therefore it is crucial for Frontex to explore new working methods to gain efficiency and synergies. The existing management tools and business processes should be fine-tuned, streamlined and further developed to strengthen the focus on results, and to help deal with the persistent and ever-increasing heavy workload, by identifying efficiency gains and synergies.

In the programming period 2020-2022, the Agency will be undertaking and developing the following (non-exhaustive list of) initiatives, with an aim of elaborating a fully-fledged efficiency gains strategy:

• introduce changes to the current business processes through mapping and re-engineering of processes and workflows;

• introduce changes to systems: automation or semi-automation of repetitive tasks leading to reduction in processing time;

• introduce changes to the information management leading to improved transparency, quick access to up-todate information for staff and a potentially better use of existing capacities;

• introduce a more systematic and continuous set-up of cooperation platforms as well as establishing shared services with other Agencies (e.g. use of interagency procurement and framework contracts);

• simplify, where possible, the rules and procedures to be applied in human resources management, ICT management, facilities management, financial processes, operational activities;

• carry out a qualitative assessment of the efforts to increase efficiency, identify and establish qualitative indications;

• introduce efficient system of delegations; • further improve efficiency of internal control to create procedures for monitoring the efficiency gains; • contracting out to external service providers, which provides the possibility of exploiting the innovative capacity, new technologies and expertise of the private market; • improve the interoperability of, and better integrate, the Frontex ICT Systems, to improve the efficiency of staff-led processes and productivity of staff concerning the following systems: Extranet, JORA, FAR, OPERA, MyFrontex, ADMOP, MiMa, TiMa LEAMA, SYSPER, Appraisal, Office tools, authentication, replication mechanisms, e-mail, storage solution, GIS and BI applications;

10 Management Board Decision No 18/2017 of 14 June 2017 on the new organisational structure of the Agency.

11 Decision of the Executive Director No R-ED-2018-159 on Frontex Internal Structure and Rules of Procedure (‘FISRoP’) of 31

December 2018.

• further digital transformation of the Agency, including digitalization of business processes; • support of horizontal functions to achieving strategic objectives of the Agency; • creation of centralised or semi-centralised services on Agency level (e.g. contract management, events management - standardisation of services related to organizing meetings and conferences).

Frontex will use its Programming Document and Annual Activity Report to plan and report on efficiency gains.

5.10 Annex X: Procurement Plan 2020

(to be inserted at later stage)

5.11 Annex XI: Organisation Chart 2020

Figure 2: Frontex Organisation Structure

5.12 Annex XII: Training Plan 2020

Operational Training

Reference Activity / Objective Description number

A01 Pre-deployment induction training

A pre-deployment induction training programme that prepares members of the EBCG pools for deployment in Frontex operations will be delivered. The programme aims to ensure that members of the EBCG Teams, including return related teams are competent to carry out their tasks during deployment while having the necessary awareness on core elements pertaining to Frontex specifics such as EU law and legislation, planning, implementation and evaluation of operational activities, Fundamental Rights, operational safety and health, communication, anticorruption at a proficient level of English language. Mainly designed as self-paced learning, the course encompasses a short contact phase where learners develop skills needed to overcome challenges related to working in a multicultural environment, manage conflicts inside a team, get awareness on psychological challenges and learn how to manage occupational stress. They also develop skills to recognize and deal with vulnerable categories of persons in full respect of fundamental rights.

Advanced Specialization Training

Profile related training

A02 Course for Debriefing A course in which participants learn how to debrief third country nationals Expert by systematic extraction of information from persons willing to cooperate. Training course is designed to build practical skills and competences necessary for performing quality debriefing interviews. Participants learn how to prepare for a debriefing interview, how to select an interviewee and gain his/her trust. Collecting information for intelligence purposes and compilation of a comprehensive debriefing report is covered during simulated interviews. Understanding and proper application of cognitive interviewing techniques and psychological aspects is essential part of preparation for the most challenging interviews.

A03 Course for Screening Expert The course aims at increasing the capacity of screening experts to carry out the task nationality assumption. The course focuses on preparation for assumption of nationality of undocumented migrants and persons whose nationality is doubted. The topics covered during the course include e.g. efficient questioning methods, reliable sources of country of origin information, LETOD method used in nationality assumption, work with an interpreter, different sources of information needed for screening experts. Screening experts learn also how to recognize persons in need of international protection and get guidelines how to identify vulnerable persons during a screening interview.

A04 Course for Interview Expert The online training course focuses on interviewing as the main fact finding method, applied to interviews of persons after the second line checks at a border crossing point. The course equips participants with the necessary knowledge and skills to interview persons crossing all types of European Union borders and to conduct fair and objective interviews, while collecting information for risk analysis purposes. Officers learn how to conduct a structured and comprehensive interview, using effective questioning and probing techniques.

A05 Course for Registration The aim of the course is to enhance skills and competences of border Officer guards dealing with registration and fingerprinting as part of the assistance offered by Frontex to the host Member States. It provides a comprehensive package of tailored information and operational practices with particular emphasis on the subject matters such as: classification, patterns, elements and dissimulation of fingerprinting; stages of applied fingerprinting; lifting techniques in fingerprinting; automated systems and processing. An essential component of the course is the module on the impact of registration procedures on fundamental rights.

A06 Course for Second-Line This course enables participants to effectively fulfil the role of second-line Airport Officer airport officers, to interact appropriately with passengers. The course provides the opportunity for officers to gain, update, and demonstrate acquired skills and knowledge, and become competent and motivated to perform the complex tasks while deployed in Frontex operations, but also in their daily duties.

A07 Course for First line border The aim of this course is to promote a high and equal standard for Border checks at the EU external and Coast Guards to acquire integrated skills and competences to perform borders Online version first line border checks at the external borders of the European Union, through self-directed learning.

A08 Course for Advanced Level The aim of this course is to qualify the participants for acting as advanced Document Officer level document officer in Frontex operational activities. The course is also used to train the trainers, creating thus possibility for participants to act as multipliers at national level. The target group and the content of the course is defined by the “framework for harmonised programme for the training of document examiners in three levels” (Council Doc. No. 9551/07 and 16261/14)."

The course gives the knowledge and the skills to identify genuine documents on the basis of primary and advanced security features and personalisation techniques and to refer suspicious documents to a higher level of expertise. Learners are expected to establish conclusively the status of the document under inspection/examination. The Advanced Level Document Officer course will also add an extra focus on latest technologies and perspectives in authentication of identities, documents and identity

fraud.

A09 Course for Border The aim of this course is to build up operational experience for working in Surveillance Officer – Land the joint teams as Land Border Surveillance Officer. Learners take Operations responsibility for completing duties safely and responsibly; identify and report misconduct during mission; ensure that individual and tactical responses to threat during mission are fully compliant with international and European conventions and fundamental rights.

A10 Course for Border The aim of this course is to build up operational experience for working in Surveillance Officer – the joint teams as Maritime Border Surveillance Officer. The course Maritime Operations includes modules on the legal framework, surveillance and maritime search and rescue. It is built upon the officers ‘nautical knowledge and experience to further develop their competences related to maritime border surveillance activities.

A11 Course for Border The aim of this course is to provide participants with theoretical knowledge Surveillance Officer – Air and practical skills for activities carried out by Air Crew Members deployed Crew Preparation for Joint in Frontex Joint Maritime/Land Operations.

Operations

A12 Course for Border The aim of this course is to provide specific knowledge and skills to the Surveillance Officer – Dog EBCGT members operating as part of border surveillance teams supported handlers by a service dog. Dog handlers with previous experience in dog handling will be brought in line with the most recent set of knowledge, skills and competence stipulated by the EBCGT profile no 15 and operational requirements.

A13 Frontex Support Officer The aim of this course is to prepare Frontex Support Officers (FSO) for their role as key-player when it comes to the implementation of the operational goals during a joint operation between Frontex, the host Member State and the deployed members of the teams. The FSO has to support the Frontex Operational Coordinator (FOC) wherever necessary and possible. The training for the FSO reflects all demands and requirements he/she could face during deployment.

A14 Cross-Border Crime This course will offer insight in the tasks related to the prevention and Detection Officer detection of cross-border crime. The participants will gain knowledge on identification of cross border crime, its modus operandi, persons suspected of being involved in various types of CBC and terrorism, including migrant smuggling, trafficking in human beings. Part of the course will be devoted to basic identification of stolen vehicles, document fraud associated with various CBC. It will also embrace the support for searches; the recognition, preservation and interpretation of evidence (if requested by EU MS and within the chain of custody), support the collection of information concerning the apprehension / seizure.

Acquaintance and awareness of the possible harmonization with customs’ tasks will be the part of the training as well.

A15 Stolen Vehicles Officer This course will equip the participants with the necessary knowledge and skills related to verifications of vehicles and their documents in order to establish possible vehicle theft and trafficking. The participants will gain knowledge on:

– recognition of stolen vehicles and related documents and further

handling with the national authorities;

• - 

  usage of the relevant national and international databases;

– recognition of new car theft patterns and reporting accordingly;

• - 

  support for first-line border checks.

A16 European Coast Guard This course focuses on tasks, mandate, role and responsibilities of coast Functions Officer guard function officers to prepare them to meet all demands they may face during their deployment during in a Frontex Joint Maritime Operation. In a real working environment and supported by experts, participants will learn how to operate effectively in an ICC/LCC or other Coast Guard coordination locations.

A17 Course for Forced-Return The aim of this course is to provide members of a pool of forced return Escorts Officers escorts with theoretical knowledge and practical skills required to participate in return operations and interventions. The Course for Forced Return Escort Leaders in return Operations and the Course for Readmission Officers are based mostly on practical scenarios in an airplane mock up and ferry boat, and the use of role plays, practical exercises and working group sessions and simulations of emergency situation.

A18 Ad Hoc training in the field The ad hoc course is based on the Course for Escort Officers and is tailored of return to the special needs of Member States or third countries with special requests. The course focuses on escort officers carrying out national return operations and collecting return operations with focus on relevant international law, including fundamental rights and the proportionate use of means of constraints.

A19 Course for Pool of Forced The aim of this course is to provide members of EBCGT with theoretical Return Monitors knowledge and practical skills required to participate in return operations and interventions. Forced-return monitors are trained in a standardised course enabling them to carry out forced-return monitoring activities. They are regularly updated in annual „lessons learnt” conferences and thematic workshops together with experienced escort leaders to exchange knowledge and best practices.

A20 Course for Return The aim of this course is to prepare return specialists from national Specialists competent bodies to carry out specific tasks, such as identification of particular groups of third-country nationals, the acquisition of travel documents from third countries and facilitation of consular cooperation.

A21 Operational Safety and Online self-paced learning course is focused on officers who will be Health E-learning tool for deployed in places with high migratory pressure and need extra hotspots competences related to operational safety and health of deployed officers. The course will also refer to topics such as: people in migration process, communicable and non-infectious diseases, outbreaks, substance abuse, mental health, gender based violence, occupational safety and health, intercultural communication and mediation;

Once developed, this will be made available under the different profile dedicated courses.

A22 Information Officer The aim of this course will be to support information collection relevant for situation monitoring, risk analysis and the execution of Eurosur.

Further specialization supporting implementation of Frontex mandate

A23 Training on Integrated The aim of this course is to support the harmonized implementation at Border Management national level of the European IBM concept based on the European Border (Strategy advisers and and Coast Guard Regulation. The target group of the course are high-level implementation) experts from the Member States/SACs or non-EU countries involved in the preparation and implementation of a national IBM Strategy and Action Plan in line with EU standards, especially with the Technical and Operational strategy for European IBM.

A24 Training on Schengen The aim of this course is to promote professional knowledge on how to evaluations (incl. Thematic carry out an objective evaluation mission in the fields of air, sea and land Schengen Evaluation) borders as well as return. The training is based on the “learning by doing” method, meaning that the theoretical part of the training is limited. Knowledge is embedded through very practical exercises carried on in a real environment via on-site visit-simulations at real border crossing points and return facilities of selected Member States.

A25 Training on Advance The aim of this course is to facilitate harmonised capabilities of MS/SACs Information (practitioner to use the advanced traveller information analysis to safeguard efficient level) and effective border management and to mitigate risks to internal security at the EU level. The course will provide basic training for border guards who will work or who are already working on performing the tactical risk profiling and traveller targeting at national level.

A26 Training on Vulnerabilities The aim of this course is to promote a high and uniform standard of border of ABC Systems checks at the external borders of the European Union, including by providing MS/SACs experts with the necessary knowledge, skills and competences in order to assess ABC systems vulnerabilities and take appropriate mitigations to reduce risk likelihood and impact on internal security.

A27 Training on Customs and The aim of Customs and Border Guard Cooperation Advisers course is to Border Guard Cooperation increase synergies and the tactical cooperation between border guards and - Advisers customs officers working at the EU external borders. Among the operational aspects covered by this course are: the legal basis for enhanced cooperation, the impact of border guard-customs cooperation and relevant mutual benefits, SOPs for the common border checks, solutions to be applied locally for enhanced border guard-customs cooperation, as well as anti-corruption measures at the external borders.

A28 Training on Entry-Exit The aim of the course is to support Member States in preparing their System border guards for the introduction of the entry-exit-system at the external borders. The target group of the course are multipliers from MS/SACs who will take the responsibility to spread the gained knowledge and skills at national level.

A29 Training on European The aim of the course is to support the MS/SACs in building the capacity of Travel Information and their border guards for the introduction of the European Travel Authorisation System Information and Authorisation System at the external borders.

(ETIAS)

Situational awareness and situation monitoring related training

A30 Course on CIRAM The strategic aim of this course is to develop competences and harmonise practices in the field of risk analysis at European level. Learners will develop competences in carrying out CIRAM-based risk analysis to support decision-making. These competences will enable them to become specialised members of staff with a high degree of independence and analytical thinking, performing professional tasks based on the Common Integrated Risk Analysis Model, within the scope of Integrated Border Management.

A31 Training for NCC Operators EU Exchange Programme for NCC Operators:

The NCC exchange programme involves the deployment of EU certified NCC operators to a host NCC for an overall duration of 7 days. Students involved in the exchange programme are under the authority of the hosting NCC for the entire duration of their deployment and shall be treated as much as possible as local NCC operators, in terms of tasking and

daily programme. The NCC exchange programme aims to enhance the operational cooperation between NCCs and to exchange practices on various challenges related to the EUROSUR implementation, raising awareness in relation to the particularities of various NCCs. European course for NCC operators: The strategic aim of this course is to develop skills and competences that will enable learners to become competent and certified NCC operators. The course is addressed to officers who work, or are going to work, in National Coordination Centres.

Document and identity fraud related trainings

A32 Train the trainers on facial This course was developed in order to have a universal systematic features for imposter approach when deciding if the person who presents the document is detection course actually the same person as in the photo and to combat the look alike fraud successfully.

Due to the use of higher quality security features in identity documents it has become increasingly difficult to forge such a document. As a

consequence look alike fraud is more prevalent.

A33 Basic Course on False This course is delivered in third countries in cooperation with EU Document Detection II- Delegation. The course encompasses learners-centred activities, including Consular Staff Training theoretical and a practical sessions that are also adapted to the geographical needs.

A34 Course for Specialists on The aim of this course is to qualify the participants for acting as false Identity and Security document experts at specialist level. The content of the course is based on Documents the Framework for the harmonised programme for the training of document examiners in three levels (Council Doc. No. 9551/07 and 16261/14) and takes into consideration the latest developments in the authentication process related to the identity chain.

Interagency Cooperation trainings

A35 Joint Pilot Training on the The main goal of the Joint Pilot Training isbe to facilitate effective border Coordination of Law security in the maritime domain and in particular to provide law Enforcement and Navy enforcement and navy personnel with an overview of competencies Personnel in Maritime needed to participate in search and rescue activities, to undertake Border Security systematic efforts to identify, capture and dispose of vessels and enabling (tentative, depending on assets used by or suspected of being used by migrant smugglers or the outcomes of the traffickers, in order to contribute to wider EU efforts to disrupt the evaluation to be performed business model of human smuggling and trafficking networks at sea and in 2019) prevent the further loss of life at sea.

Leadership

A36 Tactical Leadership training The aim of this course is to provide learners with the knowledge, skills, and attitudes required to achieve outstanding organizational results. It seeks to develop the competencies needed to actually lead and manage tactically on the operational activities. This includes the ability to motivate and inspire people on an individual and collective basis. The training course integrates the most effective and efficient methods for building and leading dynamic, adaptable, and highly competitive multinational teams.

A37 Fundamental Rights Frontex specialized modules on fundamental rights raise awareness and modules embedded in the provide harmonised guidelines on respecting fundamental rights while advanced specialized performing border control or return related tasks. These includes profile related training protection of children at the borders and other vulnerable persons, courses protection of victims of human smuggling, trafficking in human beings and of other forms of cross border crime. The goal of fundamental rights – related modules is to provide participants with a tailored training relevant to their tasks and powers.

A38 English for Border and These online training courses aim at enabling the border and coast guard Coast Guarding - Level 1 - officers to develop effective communication skills in English for interaction Online course among themselves but also with individuals and groups while performing border control tasks in accordance with national and EU border applicable

English for Border and legislation. Coast Guarding - Level 2 – On completion of the courses, learners will have gained confidence in Online course conducting conversations with foreign travellers, suspects or irregular migrants and with foreign colleagues in English, autonomously, in routine or complex activities during border control. The learners are encoding and decoding messages in English through the acquisition of the words and phrases presented in typical work situations.

A39 Exercises

Training Capacities

Reference Activity / Objective Description

number

B2 The basic training The basic training for the European BCG standing corps CAT 1 shall ensure programme for the that members of the European Border and Coast Guard standing corps European standing corps have the necessary competences to operate in a unitary manner in any CAT 1. particular operational area generating added value and fully respecting fundamental rights in all actions. It is harmonised with the CCC Basic. The estimated number of staff to be trained in 2020 is 750 depending on the recruitment process and operational needs of the Agency. The basic training will require training package development, training of trainers to harmonise tactical and operational activities, monitoring and supervision of service delivery.

B4 Mid-Level Management This course aims to facilitate the sharing of experience and expertise of Course (MLC). border and coast guard mid-level management in order to contribute to more effective cooperation at the EU borders. The course will enhance and develop leadership, management and advanced communication skills, which will enable mid-level managers to participate in a broad range of common activities. In 2020 MLC will be offered to broader audiences with three courses organised.

B5 European Joint Master's in The European Joint Master’s Programme is intended for mid- to high-level Strategic Border officers of agencies and organisations responsible for border security in Management (EJMSBM). the European Union. The programme reflects and supports Frontex strategic approach to border and coast guard education and training. It promotes a common EU approach to integrated border management that meets the organisational needs of border and coast guards. In 2020 the third iteration of the programme will continue. A new consortium agreement will be agreed.

B6 Strategic Border and Coast This course aims to address diverse professional development needs of Guard Management senior border and coast guard officers in the MS offering a set of modules Training Course (SBCGM). based on the EJMSBM and focused on strategic management of the EU border security and European cooperation for the Integrated Border Management (IBM). It will extend the accessibility of the master’s valuable learning to a wider target of border and coast guard senior officers who cannot undergo the master’s studies, but can selectively study the modules. It will also facilitate the cooperation, information exchange and sharing of good practices.

Training Support

Reference Activity / Objective Description

number

C1 Course design in line with This course contributes towards the Frontex' strategic aim to ensure the Bologna and Copenhagen operational relevance, standards and quality of training courses in border principles using the Sectoral and coast guarding. The course aim is to develop specific skills in design Qualifications framework and review of courses that are fully aligned to the Frontex Sectoral for Border Guarding Qualifications Framework (SQF) and European lifelong learning policies.

A short Course Design skills workshop focused on developing a number of specific skills will be delivered upon request, to address the urgent

minimum course design skills gap in house.

C3 Border and Coast Guard This course aims to ensure Frontex standards for training delivery, so that Training Delivery all Frontex trainers are enabled to deliver Frontex training courses at the

Methodology highest standards in line with the European good practice in training design and delivery, and lifelong learning policies. This course is an

essential element underpinning the quality assurance mechanism for Frontex training activities that provides an opportunity for trainers’

certification and continuing professional development. A short training on Training Delivery Skills tailored for the needs of the future border and coast guard professionals involved in the delivery of the Standing Corps training programme will be piloted and delivered accordingly. It aims to equip the operational experts with a minimum necessary training delivery skills for this specific purpose and it may serve as a stepping stone towards full certification as a Frontex Trainer, upon completion of the remaining learning. This way it will be ensured that all experts involved in the delivery of the training for Standing Corps are equipped with the required minimum training skills to ensure training quality and that an opportunity for a full certification in the mid/long term is also offered, as necessary.

C7 Introduction to Educational The course aims to equip teaching staff with the necessary competences

Technology to leverage the affordances of digital technologies for enhancing training and learning in their border and coast guard communities. The course is

based on the concept of a community of inquiry which will enable participants to learn through creative tasks, exploration, reflection and discussions with peers on the use of digital technology in education and

training.

Short in-house workshops dedicated to Moodle management skills in relation to courses design and delivery will be provided to all TRU staff, in order to build the internal capacity for managing and administering large scale training programmes using educational technology and learning management systems. Related guidelines are developed to facilitate the

users’ learning and familiarisation with the digital tools.

5.13 Annex XIII: Plan of Operational Response 2020 – Core Elements

(Presented to MB as a separate document. It will be incorporated to this document after discussion at the MB meeting)

• 1. 

  Background information

According to the Frontex Multiannual Plan (2020–2022) and the Programming Document 2020, operational activities in 2020 are grouped as follows:

• Joint operations at the external EU borders and in third countries:

o Focal points and coordination points at air, land and sea borders

o Flexible operational activities at air and land borders

o Multipurpose maritime activities • Coast guard functions related activities • Law enforcement related activities

• Activities related to combating document fraud

• Other products and services to be integrated under relevant concepts

• Return-related activities

In accordance with the Programming Document 2020, the total estimated budget for operational responses 12 , including return-related activities in 2020 is 193 634 204 EUR:

• 6 000 000 EUR for Focal Points and Coordination Points;

• 102 673 000 EUR for Multipurpose Maritime Activities;

• 12 240 000 EUR for Flexible Operational activities;

• 3 572 000 EUR Additional budget needs outside of concepts (Coast Guard and Law Enforcement related activities

and activities in field of combating document fraud);

• 69 149 204 EUR for return operational activities.

Operational activities in Third Countries (TCs) will be implemented with executive powers in the territory of the Third Countries which have concluded the Status Agreement with the EU and at the same time further developed, without executive powers, by expanding the network of Coordination Points.

The Joint Operations will also provide the general framework for the implementation of other projects, services and products, thus seeking to contribute to the operational capacity building and sharing best practices within the border and coast guard domains.

Staff exchange will be implemented as a cross-cutting activity in the frame of the concepts (focal points and coordination points, multipurpose maritime activities, etc.) in order to enhance networking of the officers from the MS and TCs to acquire knowledge, experiences and best practices abroad by familiarizing/ working together with the respective personnel of the host MS and TC and the deployed officers.

Enhanced law enforcement elements will also be incorporated within the operational concepts of the joint operations (the European Multidisciplinary Platform against Criminal Threats - EMPACT, cooperation with Customs, etc.).

12 Including projects, services and products. Distribution presented may be adjusted according to operational changes.

Joint Operations, supported by the Frontex Document Fraud Task Force, will maximize Member States 13 and TCs operational capabilities in combating document fraud and related cross-border crimes at the external air, land and sea borders.

The respective activities related to the Coast Guard functions will be embedded in the frame of the multipurpose maritime activities concept.

Apart from regular border control activities, special focus will be put on vulnerable groups by incorporating provisions of the Vega concept in the frame of the JOs, thus increasing efforts to identify and refer children at risk on the move across the external air, land and sea borders as well as to implement the law enforcement measures in detecting and initiating investigations on cross border criminal organisations.

Under this concept Frontex will further develop cooperation with Third Countries and other EU Agencies and International Organizations along with the support of the Frontex Fundamental Rights Officer and the Consultative Forum.

Frontex will be able to support MS in all stages of return process within the merits of the Agency’s mandate aiming to enhance MS’ efficiency on complying with their obligation to return irregular third country nationals. The technical and operational assistance in the field of returns aims to facilitate the efficient implementation of the Union external action policy on returns, in respect of Union and international law and in respect of fundamental rights.

• 2. 

  Operational activities at the external EU borders and in Third Countries

2.1. Focal Points and Coordination Points

The Focal Points concept includes, among other operational activities, the joint operations Focal Points and Coordination Points.

Joint operations Focal Points will be implemented at the external EU air, land and sea Border Crossing Points (BCP), as well as at BCP in the territory of the Third Countries where a Status Agreement between the EU and the Third Country has been concluded, aiming to implement multipurpose operational activities at the EU external borders via its permanent platforms to provide a sustained operational presence and information exchange/gathering in the areas exposed to the migratory pressure and cross-border crime.

JO Focal Points Land will continue to provide permanent tailored support to MS and serve as a platform for other activities such as EMPACT/JAD and supporting the enhanced exchange of information with the Police Customs Cooperation Centres, whereas the focus in the operational support will be in the Western Balkans and the South Eastern border.

The Focal Points concept will also address the document expertise of the EU airport border guards, increasing their operational capabilities to detect document fraud in a limited time frame, and contributing to combatting Migrants’ Smuggling and Trafficking in Human Beings. JO Focal Points Air will also serve as platform for activities such as Vega Children whereas the operational support will be tailored to the identified risks, by increasing the concentration of the deployments to certain airports on specific timeframes, on the basis of recommendations of Risk Analysis Unit.

Joint operation Coordination Points will be implemented in the respective TCs at the airports, land and sea BCP aiming to maintain and further develop the platforms for exchange of information and experience related to the early detection of recent, actual and future illegal immigration trends towards the EU through the territory of the TC.

13 For the purposes of this document, the term “Member State” includes also the States participating in the relevant development of the Schengen acquis in the meaning of the Treaty on the Functioning of the European Union and its Protocol (No 19) on the Schengen acquis integrated into the framework of the European Union, that is, Norway, Iceland, Liechtenstein and Switzerland.

In the framework of the JO Focal Points and JO Coordination Points the following profiles will be deployed: First-Line Officers, Advanced-Level Document Officers, Second-Line Officers, Interview Experts (at the airports), Stolen Vehicle Detection Officers, Cross-Border Crime Detection Officers and Dog Handlers. In addition, within the Vega Children as a part of Focal Points concept the IO/NGO representatives are supposed to be deployed.

2.2. Multipurpose Maritime Activities

The Multipurpose Maritime Activities (MMA) are composed of the joint maritime operations implemented at the Eastern, Central and Western Mediterranean regions as well as the Atlantic Ocean according to risk analysis in order to provide increased technical and operational assistance to the host MS national authorities at the external sea borders to control illegal immigration flows, to tackle cross border crime and to enhance European cooperation on coast guard functions.

Due to high migratory pressure in the Western Mediterranean Region, the enhanced border surveillance capacity is planned to be provided by Frontex to Spain in the frame of the JO Indalo 2020. Due to the reduced migratory flows, the support of Frontex will be decreased in the operational area in the south of Italy and more focus will be given to tackling cross-border in the Adriatic Sea. Taking into account the continuous migratory flows in the Aegean Sea, the similar level of Frontex support will be provided to Greece for the JO Poseidon 2020. JOs Minerva will be planned in a similar pattern as 2019.

Respective Coast Guard (CG) functions and law enforcement related activities will be incorporated into Frontex joint operations leading to operationalization of the European cooperation on coast guard functions and fight against crossborder crime, in particular in the context of maritime safety, security, search and rescue, fisheries control, customs control, general law enforcement and environmental protection, in accordance with the EUROSUR objectives, European Integrated Border Management (IBM) and European Maritime Security Strategy.

In addition, the MMA concept will facilitate flexible cooperation framework enabling MS to increase their situational awareness, supporting operational response and developments to tackle identified threats and risks affecting the EU external maritime borders. They might also support the operational activities under the EU Policy Cycle/EMPACT under various crime priorities participated by Frontex, including the Joint Action Days in the maritime domain to be either coordinated or supported by Frontex.

Frontex will model its operational activities based on the outcome of the interagency cooperation (European Maritime Safety Agency - EMSA, European Fisheries Control Agency - EFCA, Frontex) within the Pilot Project “Creation of a European coastguard function”, which was concluded on 2 June 2016.

In line with the EU Maritime Security Strategy adequate cooperation with military entities (Navies, Armed forces) will be maintained for complementing and/or de-conflicting each other’s activities to be implemented in the area of a common interest/presence.

Considerable emphasis will be given to the Agencies’ obligation to provide operational and technical assistance to Search and Rescue (SAR) in line with the specific operational nature and the European IBM Strategy by seeking to work closer with the respective international organizations and national authorities in order to exchange the knowledge, best practices and brainstorm on possible solutions to tackle common challenges in the field of SAR.

In the frame of the JOs under the MMA concept, various activities will be implemented, which will require deployments of different types of technical equipment (TE) (maritime, aerial, terrestrial assets) as well as a wide range of Human Resources (HR) profiles (Screening, Debriefing Experts, Registration and Fingerprinting Officers, Border Surveillance Officers, Frontex Support Officers, Advanced Level Document Officers, First Line Officers, Dog Handlers, European Coast Guard Functions Officers, Cross-Border Crime Detection Officers, Stolen Vehicles Detection Officers, Field Press Coordinators, Interpreters).

The Frontex Positioning System (FPS) will be applied under the MMA concept within operational activities aiming to implement reliable on-line tracking system displaying positions and other data of deployed assets in real time in line with the EUROSUR Regulation and to support assets’ financial management by applying an automatic update on cost calculations.

2.3. Flexible Operational Activities

Flexible Operational Activities will be implemented at the external air and land borders within the respective operational areas based on the tailored risk assessment on Member State and Third Country territory.

JO Flexible Operational Activities Land will comprise border surveillance, screening and debriefing activities in order to ensure the operational response at the most affected areas of the EU external land borders while ensuring that the resources made available by the MS as well as the Frontex own surveillance capacity will be used in the most effective way, through constant monitoring and frequent revision of the operational need.

In the framework of the JO Flexible Operational Activities Land, the following Team Member profiles will be deployed: Border Surveillance Officers, Dog Handlers, Debriefing Experts, Screening Experts, Frontex Support Officers and Interpreters.

JO Flexible Operational Activities Western Balkans will comprise of border checks and border surveillance, supported by screening and debriefing activities without the processing of personal data in the territory of Third Countries.

In the framework of the JO Flexible Operational Activities Western Balkans, the following profiles will be deployed: Border Surveillance Officers, Dog Handlers, Debriefing Experts, Screening Experts, Interpreters, Advanced level document expert, First-line officer, Second-line officer, Stolen vehicle detection officer, Cross-border crime detection officer, Frontex Support Officers for Logistics Deployment, Field Press Coordinators and Frontex Support Officers.

• 3. 

  Coast Guard functions related activities

3.1. Strategic level

The following activities related to Coast Guard (CG) functions will be implemented:

According to the ED Decision on Composition and Role of the Round Table on Coast Guard Functions, the Round Table on CG functions will aim to improve common knowledge and practice in order to widen the Agency’s effectiveness in accomplishing its tasks related to CG functions for the management of external borders and act as the main platform in the Agency for the CG functions matters.

The Contact Group (DGs level) and Point of Contact (PoC) for EMSA- EFCA-Frontex will enable PoCs from the respective entities to update each other on activities implemented by the Agency as well as to align common approach on critical topics in the field of CG functions.

The Steering Committee of the Tripartite Working Arrangement will allow for further interagency cooperation between EMSA-EFCA-Frontex. It will focus on the implementation of the Annual Strategic Activity Plan as well as other related issues such as preparations for Steering Committee meetings.

Chairing of the Inter-Agency Technical Subcommittee on “Sharing capacities and legal issues” and participation to Technical Subcommittees on ‘information sharing, surveillance and communication services’ and Capacity building and Risk Analysis (EMSA-EFCA-FX) will focus on specific areas of cooperation in order to pave the way for a concrete tripartite cooperation, which will bring further impetus and integrated approach in the development of European cooperation on CG functions.

The active participation to the Coast Guard fora within and outside Europe will continue to promote the European Cooperation on Coast Guard Functions in partnership with EFCA and EMSA and in particular the Baltic Sea Region Border Cooperation (BSRBCC), European Coast Guard Functions Forum (ECGFF), Mediterranean Coast Guard Functions Forum (MCGFF), North Atlantic Coast Guard Forum (NACGF), Asian Regional Coast Guard Forum (ARF) or Coast Guard Global Summit (CGGS).

3.2. Operational level

European Coast Guard Functions Officer profile will be deployed within Frontex maritime JO in order to foster implementation of the CG functions.

The EU Policy Cycle Environmental Crime Priority will put emphasis on multidisciplinary approach on prevention, detection and consequently contributing to the dismantling of organised crime group’s active in the area of the Environmental Crime (e.g. maritime pollution, damping of waste and other harmful substances, illicit waste trafficking, illegal fishery on an organised scale).

The involvement in Environmental Crime EMPACT Priority will allow to combine the coast guard and law enforcement functions simultaneously.

The Coast Guard functions will be embedded in Joint Operations meaning the operationalisation and implementation of Coast Guard functions, such as maritime safety, maritime security, border control, search & rescue, fisheries control, customs activity, maritime law & enforcement and environmental protection into Joint Operations.

Multipurpose Maritime Operations (MMO) in various European Sea Basins

• MMO in the Baltic Sea Region, implemented together with the Baltic Sea Region Border Control Cooperation

(BSRBCC) forum based on the experience gained previous years, aiming to contribute to the implementation of

Coast Guard functions focused on border control, fisheries control and environmental protection by facilitating

exchange of information, regional capabilities, complementarities and synergies between members of BSRBCC

and European Agencies (EMSA, EFCA and Frontex) for achieving a common maritime situational awareness in the

Baltic Sea.

• MMO in the Black Sea region, implemented with the aim to contribute to the development of a multipurpose

concept (Frontex, EFCA and EMSA), by providing relevant Coast Guard functions related services to Romania and

Bulgaria as well as through the identification of information and capability gaps, complementarities and synergies

between European and national agencies, in a multiple risks and threats environment in the Black Sea.

• MMOs organised by other Coast Guard functions related forums, supported by Frontex on a case by case basis,

in order to enforce the multipurpose concept of the operations.

Search and Rescue (SAR) Seminars including practical exercises will be organized in the framework of joint operations implemented by Frontex in the Mediterranean Sea (Poseidon, Themis and Indalo) or MMOs in other Sea Basins (e.g. Black Sea, Baltic Sea, Adriatic Sea) and will consist of 2 parts: theoretical and practical.

Working group on Best practices on boarding in Frontex Joint Maritime Operations will collect, analyse and produce tailored recommendations on effective practices to be applied by MS during the maritime JOs, to standardize the boarding procedures and to deliver training/exercises for boarding teams within joint operations or MMOs.

• 4. 

  Law Enforcement related activities

4.1. Coordination of the Law Enforcement Functions

A cross-divisional and horizontal Roundtable on Law Enforcement Functions has been established with the objective to maximize synergies and expertise within the Agency while avoiding the risk of overlapping and duplication in the Law Enforcement remit. This forum intends to enhance internal cross-division awareness and to inform about the relevant activities and actions with regard to the Law Enforcement objectives of the Agency.

4.2. EU Policy Cycle/ EMPACT coordination and involvement

In 2020 the Agency will further extend its support to prevention and detection of all types of cross-border crime, in close collaboration with the EU agencies and bodies, EU MS Border Guard, Police and Customs authorities and International Organizations. Frontex will be involved in 8 out of 10 EMPACT Priorities and 9 out of 13 Operational Action Plans, support/(co-)lead 88 EMPACT Operational Actions. The engagement of the Agency in the EMPACT/Policy Cycle will be supported by Frontex JOs and PPs, EUROSUR Fusion Services, analytical and surveillance tools, risk analysis, personal data processing, debriefing activities, document fraud expertise, training provision as well as capacity building and research back up.

Frontex will coordinate seven Joint Action Days in 2020, under EMPACT as endorsed and subject to final approval and development of the 2020 OAPs by COSI – Internal Security Committee. JADs are short term activities embracing the control measures, targeted strike into the criminal organizations, specific routes or phenomenon. They will combine

the efforts of border guard, customs and police, allowing a joint operational work between Frontex and Europol.

4.3. Enhancing the detection of cross-border crime capabilities / provision the support to the investigative work

of other entities

4.3.1. Investigation support activities related to cross-border crime (ISA-CBC)

Frontex has developed the concept of the investigation support activities aligned with the EU Policy Cycle domain and complementing the multipurpose JOs concepts. The investigation support activities serve the purpose of enhanced operational cooperation of border and coast guard and the criminal police/investigative units, as well as customs

authorities when needed. It will be co-organized in close cooperation with selected EU MS based on their bilateral pre-consent and awareness of the NFPoC.

Following the Regulation (EU) 1624/2016, Frontex is obliged to contribute to preventing and detecting serious crime with a cross-border dimension, thus supporting the pre-investigation work and investigations conducted by EU MS. This could be organized under the umbrella of EMPACT activities and JADs but also could be provided independently.

In 2020, ISA-CBC will be further developed and used as an operational tool for EU MS to counteract cross border crime specifically in the EMPACT Drugs “Cocaine, Cannabis and Heroin” since this product has been designed to support those operational actions which are related to operations at the Atlantic Ocean (cocaine) and the Mediterranean Sea (hashish), as well as other operations in coordination with Member States and Europol.

The ISA-CBC Pilot Project has the potential to be successfully transformed from a pilot project to a well-developed and well recognized operational tool for EU MS in order to achieve its objectives. It is successively offered and used by EU MS in other regions, domains and operational circumstances to make use of its flexibility. Where favourable, cooperation with Europol and other organizations like MAOC-N could be ensured.

4.3.2. Pilot Project Mobile Operational Activities

In 2020 the multipurpose joint targeted operations (mobile operational activities) pilot project will be developed and implemented, also supporting the EMPACT Joint Action Days and targeting specific types of cross-border crime that

need a mobile response. One of the first fields to be explored is the stolen vehicles and its parts smuggling as well as tobacco goods smuggling.

4.4. Handbook on detection of Firearms for Border Guards and Customs Officers

In the framework of the EU Policy Cycle/ Firearms EMPACT Priority, Frontex coordinated the drafting of the “Handbook on Detection of Firearms for Border Guards and Customs Officers”. The objectives of the Handbook include the increase of the knowledge and recognition of types of weapon and firearms, the increase of the awareness of customs and border guard/police officers of the legal ways of transferring weapons via EU external border and documentation associated and to enhance awareness on modalities of arms trafficking with focus on smuggling methods (types of means of transport, types of border domain, routes, clandestine ways of transportation, etc.).

The Handbook will aim to support the initial, appropriate evidence securing, and also provide guidelines on security measures that should be taken by the officers handling the firearms and ammunition detected at the borders. This product has the potential to raise the awareness about possible links to terrorism and need for additional control measures.

In addition to the printed format the on-line (or electronic) version with limited web-based access is planned to be developed in parallel.

4.5. Enhancing the operational co-operation with Customs

In light of the Frontex mandate, the agency increased the operational interaction with Customs. The Customs operational cooperation development is key to a successful and modern protection of the borders and the prevention and detection of cross-border crime.

In 2020 Frontex will further enhance its position as a reliable partner for EU Custom’s services and bodies, and will increase the strategic and operational collaboration in the frame of the Customs Cooperation Working Party (CCWP), Customs Eastern and South-Eastern Land Border Expert Team (CELBET), within JPCO/JCOs/JIAs, Frontex JO and other tools. Moreover it will further contribute and support initiatives which have the Customs enforcement component included, such as Police and Customs Cooperation Centres (PCCCs), EUBAM Ukraine and Moldova, SEESAC and others. Enhancing cooperation with Europol and the European Anti-Fraud Office (OLAF) in relation to customs as well as investigate and implement possibilities of expanding the operational cooperation with the World Customs Organisation and its Regional Intelligence Offices are all important elements in this area.

4.6. VEGA Children and THB

VEGA Children focuses on children that are trafficked or smuggled through EU external borders. Its purpose is to provide border guards with practical indications on how to detect and subsequently protect children who are at risk of being trafficked or smuggled.

The publications and distributions procedures of the handbooks have been finalized in 2019, along with the updated version of the Handbook focused on protection of children at air borders. Translations into 32 languages of Member States and third countries will be further produced and disseminated in 2020, alongside with awareness sessions and trainings.

JO VEGA CHILDREN, in the air borders domain, contributed to an increased awareness of children at risk at air

borders. Frontex will continue the engagement in EU Policy/EMPACT THB Priority and will lead, co-lead and participate in the Operational Actions to be drafted under Operational Action Plan (OAP) 2020, including the support to Joint Action Days or coordinating/co-leading the Joint Action Day on THB aspect.

4.7. Insider Threat

The project on the Insider Threat standardization and awareness is aimed at supporting the prevention and detection of cross-border crime and terrorism related threats, by exploring the existing vulnerabilities, breaching of the procedures, lack of vigilance of staff, inadequate control/supervision measures, etc. The project focuses on to increase the awareness among border, police and customs officers on the vulnerabilities and facilitation methods of criminal activities.

• 5. 

  Activities related to combating document fraud

As the strategic positioning of the Agency is to become the primary actor in border guarding and law enforcement activities connected with document checks at EU and at global level, Frontex has the intention to strongly support the policies of the European Commission in the promotion of European standards, including its participation in the most relevant international fora, which will be key to ensure visibility and establish leadership at expertise level.

Frontex will improve operational coordination in the area of combatting document and related identity frauds at European level and increase its grip on field activities by deploying staff specialised in document and related identity frauds. This will enhance Frontex effectiveness in field operations and in the document fraud cross-cutting EMPACT Priority set under the EU Policy Cycle.

Frontex will consolidate and manage the professional network of the Expert Group on Document Control (EXP-DOC Group), composed by 100 Advanced Level Document Officers (ALDOs - operations) and Specialist Level Document Experts (SLDE - forensics) provided by Member States and dual partners in order to make full advantage of a “Hub of Expertise” in countering travel and identity documents, maritime documents and vehicle fraud at EU level.

The EXP-DOC Group will continue to advise and support horizontally the Agency’s strategic, technical and operational activities connected with the fight against document fraud, primarily risk analysis, training, research and innovation and operations. Moreover, the EXP-DOC Group will continue to be utilised for providing document expertise for combatting document fraud and related trans-border crime connected with border and law enforcement activities related to the EMPACT policy cycle.

The EXP-DOC Group will participate in plenary sessions, complemented by dedicated workshops throughout the year and is expected to contribute to several additional activities organised by different Frontex Units dealing with subjects connected to travel and identity documents, maritime documents and vehicle fraud at EU level.

The Agency will foster interagency and international cooperation on document and related identity frauds by maintaining the constructive and supportive environment established at working level on document and identity frauds with the European Institutions (Council of EU and EU Commission), also by liaising regularly with the Frontex Liaison Office in Brussels. In particular, this will take place by making available its staff for contributing to the False DOC Working Party and by participating in meetings of the Commission (Article 6 meetings), whereby FADO and the future of EU databases on documents are going to be framed.

Furthermore, Frontex will expand the practical interagency cooperation already undertaken with EUROPOL and INTERPOL to other European Agencies (EMSA and EFCA) and organisations (ICAO, ISO, ILO and IMO), maintaining the activities on document and identity fraud coherent and customer oriented.

The maintenance and update of the Reference Manual databases will enhance the efficiency of border control by providing visual information for the verification of travel documents and by fostering the information exchange and expert knowledge on forgeries, forgery trends and patterns in document and related identity frauds. The document forgery and travel document reference kit containing the Frontex Quick Check Cards (QCCs) will be made available to front line EU officers and document experts either on-line or via encrypted USB drives in 10 European languages.

Frontex will continue the interoperable exchange of these visual information with the False and Authentic Documents Online (FADO) systems and, limited to EU Member States and dual partners, with the INTERPOL’s Dial-Doc platform, including also the most common and recent forgeries as well as the related modi operandi.

In the frame of Reference Manual activities, there will be at least 7 workshops dedicated to the insertion and validation of specimen and genuine document images.

The FIELDS Project (Frontex Interpol Electronic Document System) will enhance the existing Dial-Doc platform making Frontex’ Quick Check Cards directly available via INTERPOL’s I-24/7, the secure global police communications system, in the national police and/or border control applications of MS (the integration of the envisaged system will be the responsibility of MSs within the project).

The design of the envisaged system will make it suitable to be available to any law enforcement officer in any of the INTERPOL member countries (access granted upon a decision of the individual country after the project has been finalized). Moreover, in line with national information sharing policies, a thorough restriction system will allow each country and/or international organization using it to decide with whom to share any piece of uploaded information. Accordingly, Frontex will also restrict the distribution of its Quick Check Card in line with policies and procedures agreed upon with MS.

In 2020 the Frontex and INTERPOL interagency team will work at capacity to ensure the development and testing phase of the project is delivered according to the business and technical specifications adopted by the Steering Committee on 22 February 2019.

The Agency will follow up the decisions of the Council and the European Commission related to the future of the False and Authentic Documents Online (FADO) systems and the expected transfer to Frontex as provided in the amending EBCG Regulation.

It is the intention of the Agency to develop the future FADO systems making advantage of the knowledge of the General Secretariat of the Council of EU in order to develop a European document and identity system where other Frontex’ databases are integrated and available in a multilevel user access, also making advantage of mobile technology solutions. Depending on the policy level decisions taken within the European Commission remit, the document database should be developed according to the national and European legislative framework, in line with the principles of interoperability, regularly updated and made available in all EU languages.

Extensive activities in strict cooperation with the general Secretariat of the Council and the European Commission - DG Home will be implemented in connection with the developments of FADO programme as follows:

• 1. 

  Assess the systems (Experts FADO, I-FADO and PRADO) “as they are now”.

• 2. 

  Analysis of the solution requirements.

• 3. 

  Draft of a business case/project brief.

• 4. 

  Draft of the business and technical requirements.

• 5. 

  Security design and accreditation.

• 6. 

  Migration of the existing data.

• 7. 

  Establishment of a data and system governance organisation.

• 8. 

  Ensure operational continuity for FADO users.

• 9. 

  Establishment of the operating procedures by designing and mapping the related workflows and ensuring the respect of the provisions of the Regulation (EU) 2018/1725.

• 10. 

  Integration of the Reference Manual database.

• 11. 

  Connection with and integration where possible, with the FIELDS System.

FADO will also be redesigned to be interoperable with the services provided by the forgery desk and the connected 24/7 help desk service for remote assistance to document checks in operations. Together with FIELDS and potentially with other document image databases it will constitute the source of information for the work of the Frontex Document Fraud Task Forces. Upon the business case approved by Frontex senior management, the Agency in consultation with Member States will analyse the current situation and the needs of border guards for detecting and processing fraudulent documents during border control at the external borders of the EU by establishing the Frontex Forgery Desk and the connected 24/7 Help Desk service.

Frontex intends to identify which key benefits can be delivered to document checks by a remote service provided from the premises of the Agency on a 24/7 basis. The aim will be making leverage on the competitive advantages – human and technical resources - held in house for implementing this type of service and test the concept with a few Member States.

• 6. 

  Operational activities in returns matters

Frontex will maintain its pre-return and return assistance to MS and provide appropriate technical and operational assistance tailor-made to the MS’ needs with priority to the ones facing particular challenges in their return systems. The support will focus on facilitating the efficiency of national procedures, pooling and exchanging best practices and finding synergies with counterparts such as MS authorities, EU funded networks and programmes, other Union bodies and agencies as well as TCs’ relevant authorities with a view to raise the effectiveness of MS in responding to their obligation to return third-country nationals.

Frontex took over the responsibility and management of the Irregular Return Management Application (IRMA) from the European Commission (COM). This web-based platform enables MS, Frontex, COM and relevant EU-funded programmes to exchange strategic and operational return-related information as well as to manage operational activities.

The current budget allocation (59 mln EUR) will not allow to achieve any objectives beyond current maintenance of activities and most important priorities. This includes impediments in starting implementation of the new elements of the new Frontex mandate, such as voluntary returns and a more extensive development of IT systems, due to lack of sufficient financial resources.

6.1. Return operations support

Frontex will continue the practical cooperation on return by keeping the current level of numbers of coordinated or organised forced return operations by charter and scheduled flights as well as voluntary departure operations, both upon requests from the EU MS and on its own initiative. Potentially some voluntary return operations may be taken up on request of Member States depending on the availability of resources.

Frontex will also aim at increasing the number of third countries of return involved in the realization of collecting return operations coordinated by Frontex.

The Agency will also focus on updating the current mechanism for chartering of aircrafts to allow more flexible implementation of return operations with aircraft chartered by the Agency.

According to the volume of needs of MS, the Agency will further develop the concept for returns by sea.

To extend the support provided to MS, Frontex will continue to use and support the system of national experts from the pools of forced-return monitors and forced-return escorts and will coordinate and assist MS with their deployments in order to achieve a more effective EU wide return system, with a view to efficient transition into the Standing Corps. Frontex will also actively support the development and training of the new profiles of staff engaged in operational activities in the field of return as part of the Standing Corps. The further use of Frontex trained forcedreturn monitors in return operations will safeguard the respect of fundamental rights.

ECRet will continue to implement its data protection obligations in close consultation with the DPO. This includes ensuring that data subject requests are addressed and that IT systems which contain personal data are kept updated and secure.

Frontex will further develop the “Frontex Application for Return” in line with the development of IRMA enabling MS to request assistance in the field of both return and pre-return, and Frontex would coordinate or initiate the organization and implementation of return-related activities.

6.2. Pre-return support

Frontex will continue and aims to enhance its support in the area of pre-return as described in this section, however the level of increased deliverables will very much depend on the availabilities of human and financial resources allocated for 2020.

Frontex will continue and enhance its support to MS in particular relation to digitalisation of return processes. Further continuation of the return case management systems (RECAMAS) project is foreseen, as well as the further development of IRMA. Both national, regional and EU focus will be taken into account. The use of functionalities of the return specialists’ pool will be further enhanced, with new training and the set-up of an exchange programme. Modular training and e-learning tools will be implemented for return related trainings.

Cooperation with third countries in the field of returns will be supported through the organization of missions and meetings (both in the EU and in third countries) with the aim of enhancing and implementing procedures for identification and acquisition of travel documents, promoting safeguards and best EU standards on return, sharing best practices and addressing possible challenges. These include familiarization visits, consular workshops and identification missions. Other activities include participation in various meetings and fora of EU, regional and international level to share experiences and find a common approach, as well as organisation of activities focused on consular engagement.

Closer cooperation with the European Asylum Support Office (EASO) is foreseen in relation to information sharing and further exploration on possibilities for closing the gap between asylum and return procedures.

The Agency will proceed further with the integration of the European Return Liaison Officers Network (EURLO) programme in the Frontex structure under a gradual transfer plan agreed between MS and the Agency. Besides, Frontex will cooperate with the European Return and Re-Integration Network (ERRIN) through the participation in its management board and exploration of collaboration in some activities and projects and will identify a mutually agreed way to cooperate on the matter of the takeover of ERRIN into Frontex by July 2022.

6.3. Specific services and products on return support

Frontex will continue to organise a High Level Round Table meetings to invite key decision makers of MS national return services (covering voluntary/forced-return and reintegration), the European Commission and the European Asylum Support Office (EASO) to Frontex to discuss developments and needs for enhancing effective returns.

As part of the Rolling Operational Plan, Frontex will continue to organise on regular intervals the Direct Contact Points coordination meetings to exchange information on needs for coordination of return operations and assistance on return matters and to evaluate conducted return operations.

Frontex will continue to organise on regular intervals the Pre-Return Activities Network coordination meetings to exchange information on needs for pre-return activities and evaluation of developed relevant activities and contribution to building synergies and cooperation with MS and TC.

Frontex will further enhance Return Capacity building in Member States to contribute to the enhancement of the effectiveness of MS return systems through support to MS in consular engagement, including development of a relevant training course in cooperation with Training Unit (TRU), followed by a pilot training; support in the use of relevant IT systems, including in development/upgrade of MS’ IT-return case management system (RECAMAS); identification of bottlenecks and challenges in the return systems and provision of relevant advice. Further development of new activities within the pre-return area as defined in the new Frontex mandate will be very much dependent on the human and financial resources allocated for 2020.

In cooperation with Frontex Training Unit, Frontex will provide training to forced-return escorts, escort leaders, return specialists from the pool to harmonize standards and increase their performance in return-related activities.

In addition, Frontex will support the deployment of returns experts such as Forced-return Escorts, forced-return monitors and return specialists from the pools in return-related activities to achieve implementation and objectives of return-related activities.

In cooperation with Frontex Training Unit a Staff Exchange programme for return practitioners will be implemented, where return practitioners of a MS will be offered the opportunity to visit the return authorities of another MS to learn about the organisation of the return process a different MS and exchange information about challenges, solutions and best practices. The exchange programme should also facilitate the building of an EU wide network of return practitioners to enhance intra-EU cooperation.

Information exchange will be enhanced by organising workshops, working groups, seminars, study visits and the use of IRMA to promote the exchange of information and pooling and sharing best practices.

The Integrated Return Management Application (IRMA) will be further developed to enhance the central platform for operational support, exchange of operational and strategic information on returns.

A business case for the evolution of the current version of IRMA into IRMA 2.0 will be finalised. It will encompass all current FAR modules and the functionalities available in the existing version of IRMA being redeveloped in IRMA 2.0. Furthermore, new functionalities, such as the management and planning of identification missions will be implemented in IRMA 2.0.

To support MS in organizing, handling and carrying out return operations by charter and scheduled flights, the Frontex Application for Return (FAR) modules for charter and scheduled flights will be upgraded under the umbrella of IRMA 2.0.

There will be further implementation of the FAR module for return operations by sea and readmission operations in order to set up a mechanism to support MS in organizing, handling and carrying out return operations to TCoR by sea. The possibility for MS to support each-other in such return operations is foreseen (Joint Return Operations by sea). New module (revision of current practise) to be developed for readmission operations (under EU-Turkey statement).

Moreover, a new ad-hoc module for identification missions will be created in IRMA 2.0 to put in place a mechanism to support MS in organizing, handling and carrying out identification missions

In cooperation with MS and competent authorities in TCs, Frontex will create and implement Best Practices with Third Countries on the organisation of return related activities.

Cooperation between Member States and Third Countries will be further facilitated, in particular on identification and acquisition of travel documents, through identification, technical and sensitization missions, familiarisation visits and various meetings and fora with participation of TC if relevant.

In cooperation with the Frontex Training Unit - Training of forced-return escorts and escort leaders will be carried out in the area of Return Capacity Building in Western Balkan area and other Third Countries to harmonize return standards, including in the field of respect of Fundamental Rights.

Moreover, Frontex will contribute to the enhancement of the effectiveness of Third Countries’ return systems through advice on consular engagement, the use of relevant IT systems, identification of bottlenecks and challenges in the return systems. Further technical and operational support in the field of returns for TC, will very much depend on the on the human and financial resources allocated for 2020.

Further cooperation with and the preparation of transfer of the Union-funded EURLO programme is foreseen in order to assess and prepare the possible gradual integration of the programme’ activities and network in the Frontex structures.

Frontex will further strengthen its cooperation with the European Return and Re-Integration Network (ERRIN) in order to enhance operational coordination and building synergies, especially on the possible creation of a new network to exchange information on MS needs for post-arrival and post-return activities, based on the current members of the operational management board of ERRIN.

5.14 Annex XIV: International Cooperation Strategy 2018 – 2020

Towards stronger partnerships with third countries and international organisations

2018–2020

Executive Summary

The International Cooperation Strategy sets an overarching framework for the Agency’s cooperation with third countries and international organisations for the period 2018-2020. The Strategy builds on the Agency’s strengthened mandate in the external dimension and develops a strategic direction to implement this role in a coherent manner across all areas of the Frontex mandate.

It frames the Agency’s international cooperation portfolio within the overall goal to contribute to the implementation of the European IBM. The Strategy focus on measures implemented in priority third countries, with an aim to enhance border and internal security, facilitate legitimate travel and support effective migration management in the EU. In pursuit of this goal, the Agency sets its priorities towards achieving three overarching objectives:

• 1. 

  To enhance partnerships with priority third countries and international organisations, in order to support the implementation of the Agency’s operational work.

• 2. 

  To strengthen capacities of priority third countries in the area of border management, including measures to facilitate bona fide travel, to address serious cross-border crime and irregular migration, to break the business model of smugglers and to prevent the loss of lives.

• 3. 

  To assume the role of a European centre of expertise for border management, in order to inform and support effective and coherent border management policies and programmes in the EU.

The Strategy outlines the guiding principles for the Agency’s cooperation in the external dimension and recaps the available instruments of cooperation.

It then sets a direction for concrete cooperation priorities in the core areas of the Frontex mandate, including: situational awareness and monitoring; operational cooperation at the external borders; return; training and technical assistance; as well as research and innovation. Each of these areas of work entails distinct cooperation modalities and operational interests that will guide the Agency’s commitments towards its partners.

The Strategy also outlines a set of geographic priorities, where the Agency intends to focus its external activities, namely:

• The Western Balkans • Turkey, the Middle East and the Silk Route region • North and West Africa, Sub-Saharan countries and the Horn of Africa • Eastern Partnership countries • United States of America, Canada and other countries

The Agency’s international cooperation efforts are mainly dedicated to cooperation with countries neighbouring the EU, as well as other countries of origin and transit for irregular migration. With the enhanced mandate as an EU’s law enforcement Agency, Frontex also gives priority to those non-EU countries where cooperation is important in relation to other types of cross-border crime, such as drugs trafficking or terrorism. A number of strategic partners are also included to reflect the Agency’s interest to exchange knowledge and explore innovative solutions.

Note: The International Cooperation Strategy 2018 – 2020 in full is available within key documents of Frontex website under Management Board Decision 38/2017 (Annex XIII, pages 215 to 233).

5.15 Annex XV: Schengen Associated Countries Contributions to ABN 2020

(To be included at a later stage)

5.16 Annex XVI: Annual Strategic Plan 2020 as part of the Tripartite Working

Arrangement

DECISION 1/2019 OF THE STEERING COMMITTEE UNDER THE TWA

Adopted on 15 May 2019 in Lisbon, Portugal

Annual Strategic Plan 2020

Introduction

In 2016, the co-legislator enshrined in the founding regulation of EFCA, EMSA and Frontex a common article describing how the three agencies would work together to support national authorities carrying out Coastguard functions at national and Union level, and where appropriate at international level. Three years later, the interagency cooperation has become part of the daily work of the three agencies. The modus operandi has been codified in a Tripartite Working Arrangement (TWA) and both EFCA, EMSA and Frontex present now the same section in their working programme and respective annual report on Coastguard cooperation.

Conscious that cross sector initiatives performed by two or three agencies can benefit a wider number of authorities around EU and beyond, EFCA, EMSA and Frontex are hereby presenting their Annual Strategic Plan on Coastguard cooperation setting the objectives for the year to come in the 5 areas explicitly referred to in the common article. The Plan is being submitted for consultation and approval by the respective governing board of the three agencies.

The objectives presented in the next pages are the result of the discussions between the three competent agencies on how to best serve the needs for cross sectoral activities. Another element of paramount importance is the feedback of the national authorities referred to in the common article.

Throughout the last year there were several opportunities for interaction between EFCA, EMSA and Frontex and the final users of the agencies’ services: joint training, national and regional initiatives covering more than one coastguard functions, the three ECGFF/EU agencies co-organised events, all helped to fine tune and increase the added value of the cross sectoral services delivered. Last and very important, during the Annual European Coast Guard event held in Swinoujscie in April 2019, the relevant stakeholders were given the opportunity to provide input on the five areas for cooperation: information sharing, surveillance and communication services, capacity building, risk analysis and capacity sharing.

Priorities for 2020 (outline)

Horizontal

• To hold the annual joint European Coast Guard event under the coordination of EMSA in line with the

experience gained at the previous annual events, while enhancing interaction between participants.

• To promote further European cooperation with national authorities on coast guard functions at EU, EU sea

basins and national level.

• To ensure the annual joint participation of the agencies in the European Maritime Day.

• To produce a set of communication tools (brochures, videos etc.) promoting EU inter-agency Cooperation and

make it available to the three agencies for dissemination.

• To organise a joint hearing at the European parliament in 2020 on the outcome of inter-agency cooperation.

Information sharing

• Exchange of vessel position and earth observation data between the three agencies based on the SLA’s in place, complete the mapping of data sets, analyse the usefulness to identifying of cooperative and noncooperative objects at sea and to take one area, SAR, for which all three agencies have an interest, to work together to support the Member States SAR Community, to improve the awareness of Member States of the data available and to improve the exchange of information with them.

• Visualisation and identification of assets participating in operations in the maritime picture, where possible. • Continue to explore machine learning/artificial intelligence applied to the maritime picture to the benefit of MS national authorities. • To explore how to structure enhanced cooperation between EU agencies and Member States, for example with Maritime Rescue Coordination Centres, for exchange of operational information in real time and other provisions related to responses.

Surveillance and communication services

• To analyse the possibility to increase specific surveillance and communication services to relevant stakeholders and to identify additional opportunities.

• To avoid duplication and overlap of surveillance and communication services, in particular in the area of RPAS services

• For EMSA to continue to offer RPAS services to Frontex and EFCA communities in support of coast guard functions.

• Where possible, data should be exchanged between the agencies generated by RPAS deployments.

Capacity building

• To finalise and keep updated the Handbook on European Cooperation on Coastguard Functions. • To ensure an appropriate follow-up by the agencies of the outcome of the relevant components of the ECGFA Network Project. • To offer the following joint cross-sectoral training to Member State national authorities: o Search and Rescue (MRCC personnel) o Maritime surveillance o Fishing vessels safety/Fisheries control • To jointly develop future EU capacity building cooperation programmes with third countries in Coast guard function, where relevant.

Risk Analysis

• To further enhance cooperation on cross-sector risk management between the EU agencies and Member States authorities by:

• Providing procedures/methods to perform a combined (where possible) risk assessment at strategic level

covering the areas of competence of each Agency (safety, security, environment, fishery, border, etc);

• Providing options to share the outcomes of risk assessments;

• Providing options for the establishment of a multi-risk sea picture, at a sea basin level with integrated

analytical outcome.

Capacity sharing

• To further identify opportunities between EU agencies on capacity sharing for assets to support different coast guard functions, such as the operation of the EFCA vessel which has been equipped and trained by EMSA for antipollution purposes.

• To develop a common understanding between EU Agencies of the concept for European Multipurpose Maritime Activities, including new identified elements, such as the capacity sharing with the use of multinational crews/experts and assets for the implementation of Multipurpose Maritime Operations (MMOs) in various basins of European Union.

• To develop guidelines for multipurpose operations implemented by EU agencies based on the related existing regimes including relevant legal frameworks.

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