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Regarding the further development of Eurosur (from the pilot phase to implementation as a fully fledged operational tool at the national and European level) it must be stated that the current draft does not foresee additional financial or human resources allocable to execute the related tasks. At the current time, the legal proposal does not make a reference to the implications of its implementation (the impact assessment as part of the legal proposal). Hence, and despite earlier impact assessments, the planning only covers the time until the finalization of the pilot initiative which is scheduled for autumn 2013 Page 30 of 142
2. FRONTEX’ Key Business Areas and related objectives 2.1. Governance and Prioritization 2.1.1. Performance and Governance Indicators Performance and governance indicators are used by Frontex’ management to assess and control the progress made towards the accomplishment of the objectives or goals set for Frontex activities, and to report to the governing body. Frontex defines performance indicators as financial or non-financial metrics, used to quantify objectives to reflect the strategic performance of the organization. Frontex’ Performance Management System is based on three elements, PEOPLE contributing to Frontex’ programmes, products, services, and projects; PROCESSES as sequential steps of activities leading to Frontex’ deliverables and INFORMATION generated during those processes, the analysis of which allows Frontex to monitor and control the process towards objective achievement. Performance indicators enable the management to steer activities towards the achievement of objectives, some of them feeding into governance indicators that will enable the Management Board to govern Frontex. Those indicators have been developed in close cooperation with the Management Board, and are grouped around four topics (Participation, Effectiveness, Impact and Performance) reflecting the organizations strategic goals (Development, Situational Awareness, Supporting Response, Emergency Response, Organization and Staff). The collection of quantitative and qualitative data during 2011 and 2012 enabled the identification of targets (values) to be reached during 2013. It has to be understood that the values of some of the indicators undergo seasonal fluctuations. For those indicators ranges (minimum and maximum) have been established as targets. It has to be understood that the design and development of any measurement tool is based on SMART objectives which will remain unchanged over a certain period of time, hence allowing benchmarking, the establishment of improvement targets and monitoring. In following this approach, the objectives for Frontex’ coordinated activities (chapter 2.5.) undergo only editorial changes. A detailed description of the indicators used, and the targets set, is attached as Annex 4. In the further elaboration of the document, mainly in chapter 2.2, only the ID of the indicators and the figures will be mentioned. Page 31 of 142
Page 1 and 2: Warsaw, 13-12-2012 Reg. No Ref. Fro
Page 3 and 4: 2.1.2. PRIORITIZATION - METHODOLOGY
Page 5 and 6: In EUR Budget 2011 N3 DB 2012 N2 DB
Page 7 and 8: Joint Operations and Pilot Projects
Page 9 and 10: The Programme of Work is grouped in
Page 11 and 12: 1.3. Vision Frontex is the trustwor
Page 13 and 14: Portfolios/Programmes have a mid to
Page 15 and 16: The Internal Security Strategy; Th
Page 17 and 18: 1.7. Risks identified in the ARA 20
Page 19 and 20: Mediterranean route or the Western
Page 21 and 22: capacity to perform border controls
Page 23 and 24: two groups of migrants. Although it
Page 25 and 26: to develop and test tools and metho
Page 27 and 28: Financial Means 2005 - 2013 150 100
Page 29: Commitments 2011 Payments 2011 Budg
Page 33 and 34: 2.2. Frontex’ portfolio (operatio
Page 35 and 36: 2.3.1. Operations Division Within t
Page 37 and 38: INDEX POSEIDON PROGRAMME OBJECTIVES
Page 39 and 40: INDEX EPN PROGRAMME - OBJECTIVES OU
Page 41 and 42: esponse to illegal migration phenom
Page 43 and 44: • Enhance border security • Enh
Page 45 and 46: Pilot projects and conferences 340.
Page 47 and 48: Responding to ad hoc requests for i
Page 49 and 50: Operations; Weekly operational brie
Page 51 and 52: methodology, validated user require
Page 53 and 54: Maintenance and development of anal
Page 55 and 56: RAU5 Developing Frontex capacity fo
Page 57 and 58: Correspondence Management) Customer
Page 59 and 60: Improve capabilities to detect iden
Page 61 and 62: Guidelines for ABC systems Graphic
Page 63 and 64: eport • Outsourced study on advan
Page 65 and 66: Training Unit 19 19 4,000.000 4,500
Page 67 and 68: Joint Degree Study Programme: Europ
Page 69 and 70: Reflecting all programme components
Page 71 and 72: courses Standardized trainings for
Page 73 and 74: qualification of multipliers for th
Page 75 and 76: 2.3.2.3. Pooled Resources Unit FTE
Page 77 and 78: PRU 4 OPERA stage III To provide an
Page 79 and 80: stakeholders Provide a good level
Page 81 and 82:
Agency Services 11 11 --- --- Secur
Page 83 and 84:
SS2 To protect Frontex activities,
Page 85 and 86:
ecovery orders; IM-OBJ_ACH (-) 2.3.
Page 87 and 88:
ICT7 Provide ICT contributions to r
Page 89 and 90:
2.3.4. Directorate and Executive Su
Page 91 and 92:
REL1.2 To develop strategies, prepa
Page 93 and 94:
8) Based on existing working arrang
Page 95 and 96:
REL2.5 REL2.6 Implement the EU Inte
Page 97 and 98:
CTL4 To manage assigned change/orga
Page 99 and 100:
4.2) QM 5 To contribute to the deve
Page 101 and 102:
Events Involvement of Frontex in Sc
Page 103 and 104:
2.3.6. Fundamental Rights Officer (
Page 105 and 106:
Further development and implementat
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Member States have expressed a need
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BORDER SURVEILLANCE DEVELOPMENT PRO
Page 111 and 112:
TRAINING Frontex Training Unit (TRU
Page 113 and 114:
European Master in Border Security
Page 115 and 116:
Anti-Trafficking in Human Beings 1.
Page 117 and 118:
Finally, “Trainers update worksho
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Frontex Virtual Aula is the web-bas
Page 121 and 122:
To fully implement and evaluate the
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The core idea of the project is to
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CPIP and ESP will be exchanged on a
Page 127 and 128:
systems in place provide sufficient
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initiatives in the Administrative D
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Products and services - Agency Serv
Page 133 and 134:
New initiatives for 2013: Feasibil
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guest countries (GCs) HMS reimburse
Page 137 and 138:
needs) with the implementation. Pro
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(committed) Budget implementation r
Page 141 and 142:
18 19 20 21 22 23 CCC for EUBG basi
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