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Coordination
to
Build Capacity
2.1.2. Prioritization - Methodology
End-users and those paying for delivery need to have reasonable expectations and confidence
that the deliverables will satisfy their expectations. During the design phase of Frontex
products and services portfolio, reflected in the Frontex Programme of Work, different
requirements, based on risk analysis and customers’ needs, had to be balanced. It is
understood that expectations can shift as situations develop and threats materialize.
In May 2012 a corporate planning meeting was held with 20 MS, 3 SAC and the COM
participating. Prior to and during the meeting 13 , information on MSs’ national priorities and
updated preferences, for specific projects, products and services, were collected. This
information, and the outcome of the meeting, in conjunction with ongoing developments, was
used to fine tune the Draft Programme of Work 2013 towards its adoption in September 2012.
Within the portfolios and programmes Frontex will continue to prioritize activities.
Short term
respond to emergent needs
Long term
sustain operational presence in areas at
external borders where there is
constant high pressure
maintain the ‘status quo’
maintain core infrastructure for
operational cooperation
It is important to highlight that the terms used in the matrix should not purely be understood
in their operational but also in their capacity building dimension.
The dark shading shows high priorities (critical), medium priorities (urgent) are in medium
grey and low priorities (important) are shaded in light grey. In applying the shading to
deliverables and activities financed from Article 3 (excluding 35-Miscelaneaous) the following
overview was generated:
Priority Level (assigned) Financial Resources (M Euros) Human Resources
HIGH – CRITICAL 42.5 89
MEDIUM – URGENT 10.8 112
LOW - IMPORTANT 1.0 4
13 19 Member States and Schengen Associated Countries replied to the questionnaire distributed
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