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1.9. Financial and Human Resources to pursue Frontex’ Strategy
In implementing Frontex’ Multi-Annual Plan 2013 – 2016 Frontex will pursue a cooperative
approach towards the Member States and other key players in the area covered by the
definition of the integrated management of external borders of the EU Member States 9 .
Changes to Frontex’ mandate and the accomplishment of related tasks do not allow for the
application of a zero growth policy regarding financial and human resources. Consequently,
the level of human resources will have to be increased during 2013. Also the increased
number of external partners, and their contributions to the overall budget, offers extended
opportunities to be utilized by Frontex.
Mainly driven by the amended Frontex Regulation, Frontex’ organizational structure will be
revised to utilise synergies. Interim outcomes of the Pilot Project ‘Frontex Operational
Office’, started during 2010, could also feed into structural changes.
In EUR Budget 2011 N3 DB 2012
N2
DB 2013
I. Subsidy from the European Union
entered in the general budget of the EU
(18 02 03)
111 000 000 84 000 000 79 500 000
II. Contributions from countries associated
with the implementation, application
and development of the Schengen
Acquis 10 6 337 000 4 758 000 5 207 100
III. Contributions from the UK and Ireland 850 000 820 000 1 000 000
IV. Any voluntary contribution from the
Member States
p.m. p.m. p.m.
TOTAL 118 187 000 89 578 000 85 707 100
V. Earmarked revenue p.m. p.m. p.m.
118 187 000 89 578 000 85 707 100
Table 1: Development of financial resources (2011 - 2013)
9 Conclusions of the 2768 th Justice and Home Affairs Council held in Brussels on 4-5 December 2006
10 Based on GNI figures as published by Eurostat on 10 January 2011. The GNI figures are regularly
revised by Eurostat and a final figure will only appear after some years.
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