EU-note - 2017-18 - E 18: EU-note om Europols flerårige arbejdsprogram 2019-2021

Europaudvalget 2017-18
EUU Alm.del EU-note E 18
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Europol Unclassified – Basic Protection Level

The Hague, 31 January 2018

MBS 022.2018

A 000834 01.02.2018

Management Board

Mr Antonio Tajani

President of the European Parliament

Consultation on Europol’s draft Multiannual Programming 2019-2021

Dear President Tajani,

In accordance with Articles 12(1) and 51(2)(c) of the Europol Regulation I am pleased to

transmit to the Joint Parliamentary Scrutiny Group (JPSG), for consultation, Europol’s

draft multiannual programming 2019-2021.

The draft multiannual programming sets out the overall strategic programming, including

the objectives, expected results and performance indicators; the resource planning,

including the multiannual budget and staff; and the strategy for relations with third

countries and international organisations.

I look forward to the JPSG’s input on Europol’s draft multiannual programming 2019-

2021 and remain at your disposal for any further information you may wish to obtain.

Yours sincerely,

Mr Priit Pärkna

Chairperson

Attachments:

draft Multiannual Programming 2019-2021 (#945558v2).

Europol Management Board Secretariat

Eisenhowerlaan 73, 2517 KK The Hague

The Netherlands



Postbox 90850

NL – 2509 LW The Hague





+31-(0)70-302-5115

[email protected]

EU-note - 2017-18 - E 18: EU-note om Europols flerårige arbejdsprogram 2019-2021

Europol Unclassified – Basic Protection Level

The Hague,

EDOC#

30 January 2018

945558v2

Draft

Europol Programming Document

2019 – 2021

SECTION II –

Multi-annual programming 2019 – 2021

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List of Acronyms

ADEP

AFIS

ARO

CAR

CATS

CBRN

CGN

COM

COSI

EC3

ECA

ECD

ECTC

EEAS

EMAST

EMIST

EMPACT

EMSC

EPE

ESOCC

ETS

EUIPO

EU RTF

FIU

IAC

IAS

IDMC

iOCTA

IRU

ISF

J-CAT

JHA

JIT

JOT

JSB

LEA

MENA

MTIC

PIU

QUEST

PNR

SIENA

SIS

SOCTA

TFTP

UMF

US ATF

VIS

Automation of Data Exchange Processes

Automated Fingerprint Identification System

Analysis Project

Asset Recovery Office

Conflict Armament Research

Coordinating Committee in the area of police and judicial cooperation in criminal matters

Chemical, Biological, Radiological and Nuclear

Carrier-grade network address translation

European Commission

Standing Committee on Operational Cooperation on Internal Security

Counter-Terrorism

Europol Cybercrime Centre

European Court of Auditors

Europol Council Decision

European Counter Terrorism Centre

European External Action Service

EU Mobile Analysis Support Teams

EU Mobile Investigation Support Teams

European Multidisciplinary Platform against Criminal Threats

European Migrant Smuggling Centre

Europol Platform for Experts

European Serious and Organised Crime Centre

European Tracking Solution

European Union Intellectual Property Office

EU Regional Task Force

Financial Intelligence Unit

Human Resource

Internal Audit Capability

Internal Audit Service

Integrated Data Management Concept

Internet Organised Crime Threat Assessment

Internet Referral Unit

Internal Security Fund

Joint Cybercrime Action Taskforce

Justice and Home Affairs

Joint Investigation Team

Joint Operation Team

Joint Supervisory Board

Law Enforcement Authorities

Management Board

Middle East and North Africa region

Member State

Excise and Missing Trader Intra Community

Passenger Information Unit

Querying Europol’s systems

Passenger Name Record

Secure Information Exchange Network Application

Schengen Information System

Serious and Organized Crime Threat Assessment

Terrorist Finance Tracking Programme

Third Parties

Universal Message Format

Bureau of Alcohol, Tobacco, Firearms and Explosives

Visa Information System

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SECTION II - Multi-annual programming 2019 – 2021

Multi-annual objectives

Based on the Financial Regulation and following Commission guidelines, Europol has

prepared its Programming Document 2019-2021 containing multi-annual and annual

programming components combined with indicative budget and resource allocations.

The multi-annual component of the Programming Document is largely based on the

Europol Strategy 2016-2020 which was adopted by Europol’s Management Board on 1

December 2015. The agreed strategic objectives are incorporated in the Programming

Document as multi-annual objectives and are linked to the 2019 annual work programme,

objectives and actions under Section III. A mid-term review of the Europol Strategy is

envisaged for 2018, while the development of multi-annual strategic objectives covering

the years 2020+ should take place in 2019.

In the next three years, Europol will continue to support law enforcement authorities in

their fight against serious and organised crime and terrorism, but the strategic emphasis

of the organisation will progressively shift from laying the foundation of increased

capability to one based on full-scale delivery of operational service and impact. Europol, in

its Multi-annual programming 2019-2021, focuses on consolidating all its capabilities and

expertise, to deliver the most effective support to MS investigations. The focus of

Europol’s work will therefore be placed on two fundamental themes:

a) making a significant contribution to criminal information management in the EU

b) delivering maximum operational impact in its operational support to MS

Goals 2016-2020

Multi-annual objectives 2019-2021

1.1. Develop the necessary ICT capabilities to

maximise the exchange and availability of

criminal information

1.2. Provide effective and immediate first-line

information exchange

1.3. Strategically enhance partnerships with

cooperation partners

2.1. Support MS investigations in the area of

Serious and Organised Crime (SOC)

Goal 2: Europol will provide the

most effective operational

support and expertise to MS

investigations by developing

and employing a

comprehensive portfolio of

services

2.2. Support MS investigations in the area of

cybercrime

2.3. Enhance cooperation in the area of

counter-terrorism (CT)

2.4. Develop and manage high quality

analytical support and an evolving portfolio of

cross-cutting operational capabilities

Goal 1: Europol will be the EU

criminal information hub,

providing information sharing

capabilities to law enforcement

authorities in the MS

Goal 3: Europol will be an

efficient organisation with

effective governance

arrangements and a positive

reputation

3.1. Ensure effective, efficient and accountable

management of Europol's resources

3.2. Promote the added value and

achievements of EU law enforcement

cooperation to stakeholders and EU citizens

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Multi-annual programme

Goal 1: Europol will be the EU criminal information hub, providing information

sharing capabilities to law enforcement authorities in the MS

The information management capabilities of Europol lie at the heart of its mandate, as

they allow for increased cooperation between the Member States and Europol, and are

crucial in obtaining the necessary intelligence to tackle cross-border crime. Information

management includes the access to, collection and organisation of the structure,

processing and delivery of information from multiple sources and in multiple formats to

the Member States. To achieve its goal, Europol’s work will focus on three axes: firstly on

re-evaluating the information architecture of the organisation, in particular in the context

of the new integrated data management concept afforded by the new Europol Regulation

and in the context of improved EU interoperability of information systems; secondly, on

the provision of fast, reliable and uninterrupted first line response and thirdly, on

enhancing partnerships to develop a more comprehensive intelligence picture.

1.1

Develop the necessary ICT capabilities to maximise the exchange and

availability of criminal information

Europol will exploit new technological developments and be a significant contributor to the

increased integration and interoperability of law enforcement systems in Europe.

The new legal framework of Europol removes the emphasis from specific ICT systems and

databases and introduces a new integrated data management concept (IDMC) which

focuses, first and foremost, on placing the business needs of the law enforcement

community as the main driver of obtaining, storing and disseminating the information

available. In concrete terms, the rules for information processing are related to the data

itself – rather than the systems or databases used to store it. As a consequence Europol,

in close consultation with Member States, will have the opportunity to use this flexibility to

modernise its systems architecture and information management strategy to ensure the

best ways to manage criminal information and enhance the analytical capabilities of

Europol based on MS’ operational requirements. The integration of data will ensure that

links across crime areas will be more easily identified and therefore, analytical support will

be of increased value. The implementation of this new concept will lead to an evolution of

existing systems such as the EIS and the development of new ICT solutions, including

means of innovation such as, data science and ‘smart’ technologies.

Other major drivers behind information exchange capabilities will be the ever-increasing

amount of available information and new technological trends such as de-centralised

systems of information sharing. Europol will work towards providing Member States with

optimal solutions by examining and applying the most appropriate topologies (e.g. central

collecting or connecting data, ADEP concept) to ensure the necessary access to

information and the provision of a complete intelligence picture. The access to and cross-

checking of data in databases such as Prüm, SIS II and VIS will also be considerations of

the new design. Travel intelligence such as PNR and ETIAS are expected to have a

significant effect on the requirements of Europol’s infrastructure.

Europol will build on the success of SIENA and further develop it as the system of first

choice for secure law enforcement information exchange and communication.

1.2.

Provide effective and immediate first-line information exchange

The information intake and data handling model will be reviewed in line with the new

integrated data management concept and taking into account the increasing influx of high

volume data.

Europol will respond to the needs of Member States for fast and uninterrupted service in a

number of ways. A first-line 24/7 information hub is available to maximise intake, initial

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processing and availability of information to Member States. In addition, Europol will work

with Member States to increase the quality of their cooperation, in particular with regard

to the quality of information exchanged and the speed of response (e.g. through increased

usage of the Universal Message Format (UMF)).

Finally, Europol will further invest in standardisation, automation of cross-matching,

optimisation of information flows and flexible resource allocation with a view to making

more efficient use of human resources while managing to respond to all information

processing requests in a timely manner.

1.3.

Strategically enhance partnerships with cooperation partners

An enhanced multi-disciplinary approach is becoming increasingly more relevant for

Europol in delivering its mission, bringing together necessary expertise and information

from an expanding range of partners.

Europol will continue to promote and further develop its cooperation with all competent

law enforcement authorities including Customs and Counter-Terrorism services in the MS.

At the same time, Europol will aim to further strengthen its partnership with third states

(e.g. US, Mediterranean countries, the Western Balkans, Middle East and North African

countries), through initiatives which preserve Europol’s operational nature and its support

function to Member States. In view of the global challenges the EU is facing, for example

in the area of cybercrime, migration and terrorism, cooperation with Interpol will remain

particularly relevant and will be enhanced through closer alignment and setting of

common strategic actions.

EU agencies (e.g. Frontex, Eurojust) will remain important partners and cooperation will

be further enhanced on the basis of complementarity. In particular, Europol and Frontex

will closely cooperate in matters related to irregular migration while Europol and Eurojust

will continue strengthening their cooperation through Joint Investigation Teams and in the

area of cybercrime. The work of Europol on Intellectual property crime will be enhanced

through the cooperation with EUIPO. Cooperation with other agencies, especially in the

area of Justice and Home Affairs (e.g. CEPOL, eu-LISA, FRA), is being developed and

implemented as needed for initiatives of common interest.

In addition, and more significantly than in the past, Europol’s ability to cooperate with the

private sector will be key in achieving the best operational results; the provisions of the

new Europol Regulation will largely determine the extent to which Europol will cooperate

with private partners.

The new External Strategy 2017-2020 as endorsed by Europol’s Management Board at the

end of 2016 has further defined the focus and steps to be taken towards enhancing

cooperation with third countries and international organisations (please see next chapter).

Goal 2: Europol will provide the most effective operational support and expertise

to MS investigations by developing and employing a comprehensive portfolio of

services

Europol will provide high quality operational support to MS investigations in three key

priority areas, aligned with the European Agenda on Security, namely Serious and

Organised Crime, Cybercrime and Counter-Terrorism.

In order to achieve maximum impact and operational results, Europol will dynamically

adjust its operational delivery models and use of human resources. Existing and new

operational capabilities and expertise will be employed as required to tackle the challenges

in each of the key crime areas. Europol’s Analysis Projects will support MS investigations

in the area of Serious and Organised Crime within the priorities set in the EU Policy Cycle

(2018-2021), while special focus will be placed in the area of facilitated irregular

migration. The European Cybercrime centre will continue to drive and support intelligence-

led actions and provide specialised forensic and technical support. In the area of counter-

terrorism, Europol will focus on promoting and facilitating cooperation and information

sharing with a view to improving the intelligence picture and increasing operational

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support to MS. In all priority areas Europol will provide an effective platform for the

coordination of operations carried out by MS.

A number of cross-cutting operational capabilities will also be used to support the MS.

Europol will further develop and adjust Europol’s analytical products to match the needs of

the MS. Europol will further support the EU Policy Cycle and aim to increase its impact on

the set priorities. The embedment of FIU.net at Europol and the work on asset recovery

will aim to increase the use of Financial Intelligence in all crime areas while access to PNR

data will allow for identifying further criminal links. Europol will also continue sharing its

expertise and building capacity at Member States through its training and special tactics

capabilities.

Europol will continue delivering in selected areas and as required by the Member States,

central capabilities and expertise that are not available widely at national level, to provide

cost-effective and enhanced support where a common European response to threats is

required.

Europol will be prepared to swiftly adjust its response as required by MS and work more

closely with front-line investigators, providing on-the-spot, real-time information exchange

and expertise. Europol will aim to support MS by using the most suitable, tailor-made

operational delivery models. Based on the assessment of MS needs, Europol’s response

could include short and longer-term deployments of Europol experts (e.g. through EU

mobile investigation support teams or through deployment of Europol experts to CSDP

missions), forming a situation centre to coordinate a response to major security events

and crises, creating a task force or supporting the formation of multi-national teams to

intensify efforts and achieve immediate operational results in areas demanding attention.

Finally, Europol will establish the required connections and develop standard operating

procedures or protocols, to be able to respond to emerging incidents.

2.1.

Support MS investigations in the area of Serious and Organised Crime

Europol has largely embedded the principles of intelligence led policing in its structure,

processes and resources. The EU Policy Cycle priorities will be the main driver for

operational support provided to MS in the area of Serious and Organised Crime.

Additionally, Europol will support Member States’ efforts in tackling hierarchically

structured, poly-crime Organised Crime Groups (“Mafia-type” groups). The work on

Intellectual Property Crime will also be enhanced through a cooperation agreement with

EUIPO. Europol will continue its work of providing operational analysis, coordination and

funding of operational meetings. Large-scale operations and joint action days will be

coordinated from Europol HQ with the aim of achieving operational results. The clustering

and reduction of the number of Analysis Projects and the exchange of best practices

between them will serve to achieve consistent results and optimum allocation of human

resources. From 2018 onwards, Europol will support Member States in tackling the

priorities defined in the new EU Policy Cycle 2018-2021.

As part of the EU efforts to respond to the migration crisis the European Migrant

Smuggling Centre (EMSC) established in early 2016 provides increased operational

support to MS in their fight against organised people smuggling networks. The EMSC

utilises a combination of operational capabilities to ensure the best operational support;

the pre-existing Analysis Projects, JOT-Mare and regional task forces deployed at

Migration hotspots were strengthened with EU mobile investigation and analysis support

teams, providing on-the-spot operational and analytical support. The expertise of the EU

Internet Referral Unit is also used to identify and refer online content relating to the

provision of irregular migration services.

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2.2.

Support MS investigations in the area of Cybercrime

In the area of cybercrime, one of the most dynamic and challenging threats faced by MS,

Europol will deliver operational support to cybercrime investigations, in particular

addressing those crimes i) committed by organised groups, especially those generating

large criminal profits such as online fraud, ii) which cause serious harm to their victims,

such as online child sexual exploitation and iii) affecting critical infrastructure and

information systems in the European Union.

The European Cybercrime Centre (EC3) will continue pioneering operational capabilities

such as advanced digital forensic, technology tools and platforms supporting the MS in

protecting society by providing a collective EU response to cybercrime. EC3 will also

enhance its Victim Identification capabilities, in particular with regard to child sexual

exploitation and continue its work in delivering prevention material.

EC3 will continue engaging with the law enforcement community, supporting the J-CAT

and key partners, such as Interpol’s ICGI, to identify, prioritise and coordinate operational

action against cyber threats, becoming the EU reference for cybercrime investigators.

Increased cooperation with the private sector, academia and NGOs will be pivotal in

acquiring multi-disciplinary expertise, promoting innovation and keeping up with the latest

security and technological developments that act as facilitating factors for cybercrime.

EC3 will play an increasingly active role in the efforts of law enforcement against the use

of encryption for criminal purposes.

2.3.

Enhance cooperation in the area of Counter-Terrorism

In the area of Counter-Terrorism, more work is required to achieve better cooperation and

sharing of information. Europol will work towards an intelligence-led, user-driven and

sustainable approach to collaboration amongst EU MS, partners and Europol on counter-

terrorism issues.

The European Counter-Terrorism Centre (ECTC), operational from 2016 at Europol, brings

together Europol’s existing capabilities to promote and build the necessary infrastructure

to enhance information exchange and the ability to provide analytical and operational

support in major investigations. A key role for the centre is to support major CT

investigations of Member States.

The EU IRU will be used to tackle online radicalisation, while the increased capabilities

afforded by the TFTP and the FIU.net will be used to enhance the intelligence picture on

terrorism financing. Trafficking in firearms continues to be an enabler of various forms of

serious and organised crime and has also emerged as a key concern in the wake of recent

terrorist attacks. Europol will increase its support to Member States in the fight against

trafficking in firearms. Similarly, it will continue in its efforts to help MS to combat violent

extremism, including in relation to the protection of vulnerable communities.

Europol will continue the effort to apply secure, tailored solutions within its EIS and SIENA

systems to promote and enhance information exchange in the area of counter-terrorism.

From 2017, a 24/7 CT service is available within the Front Office of Europol.

Additionally, in case of a major terrorist incident, Europol will be able to provide a First

Response Network to best support Member States’ investigations.

2.4. Develop and manage high quality analytical support and an evolving

portfolio of cross-cutting operational capabilities

Operational and strategic analysis will remain the basis of Europol’s operational support.

Analysis products will evolve in order to remain relevant with the aim to make best use of

the information available to Europol to provide unique and valuable intelligence to Member

States. This will include identifying the needs of Member States in terms of the type of

analysis needed (e.g. tactical, strategic or operational), investing in the training of Europol

analysts, further developing and maintaining quality standards for analytical support and

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exploring new methods such as big data analysis. Focus will also be placed on identifying

and assessing future developments of crime. The new opportunities afforded by the

integrated data management will ensure the provision of high quality value-adding

analytical products.

Europol will step up its contribution in all stages of the EU Policy Cycle on organised and

serious international crime. Europol will support the Policy Cycle priorities with the aim to

improve the operational focus of operational actions and in addition, will provide Grants

for the implementation of the actions. Finally, the coordination of cross-border

investigations within the Policy Cycle priorities, including highly complex operations

involving numerous operational actions, will be refined in order to identify the best ways

to achieve operational impact.

The successful completion of the integration of FIU.net into Europol will present significant

opportunities to increase the engagement of national FIUs in Europol’s activities and to

make better use of financial intelligence in national and international investigations in all

priority areas.

Additionally, the use of financial intelligence in combination with other information such as

PNR records can enhance the intelligence picture and provide the missing links to Member

States in all priority areas; in this respect, Europol will assume an active role in PNR

information exchange and gradually develop a travel intelligence capability.

Goal 3: Europol will be an efficient organisation with effective governance

arrangements and a positive reputation

As of 1 May 2017, a new Europol Regulation is applicable.

As any organisation, in particular in the continuing climate of economic austerity in the

EU, Europol aims at achieving the most efficient and effective use of all its resources

(human, financial, facilities, ICT infrastructure and services). As a public organisation,

Europol will continue adhering to the highest accountability and governance standards and

will strive to introduce further efficiency gains in its processes.

Europol will continue to build its profile as a trusted partner in EU policing and promote the

results of cross-border law enforcement cooperation in the EU. Finally, Europol will

continue advocating for the needs of the European law enforcement community.

3.1. Ensure effective, efficient and accountable management of Europol’s

resources

Europol will remain vigilant in managing its human and budgetary resources in the most

efficient way with a view to providing maximum operational support to Member States.

Further efficiency gains will be introduced through streamlining of reporting, processes

and monitoring of resource allocation (human resources and budget).

ICT and building requirements will be significantly adjusted to support the vision and

strategy while, at the same time, adhering to the strict security and data protection

standards of Europol. A new ICT delivery strategy will ensure the optimisation of the

delivery of ICT systems in line with business needs.

Europol will maintain its high accountability standards by addressing audit and evaluation

recommendations and by adhering to its internal control standards. As a consequence of

the Europol Regulation, Europol will be subject to new supervision and oversight from the

European Data Protection Supervisor (EDPS) and the Joint Parliamentary Scrutiny Group

(JPSG). In line with the European Union’s policy, Europol will continue enhancing the

transparency of its activities by facilitating access to documents through a public access

In order to best support Member States, Europol will continue to identify and develop the

right staff competencies and skills and strive to obtain the best resources.

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3.2. Promote the added value and achievements of EU law enforcement

cooperation to stakeholders and EU citizens

Europol will continue to build its profile as a trusted partner in EU policing and promote the

benefits and the value added from cross-border law enforcement cooperation to relevant

stakeholders.

Based on on-going efforts Europol will take further actions to raise awareness about its

services and the advantages of cooperation to law enforcement actors, decision-makers in

the area of police matters and partners from other sectors.

As an EU Agency fostering European cooperation and integration, Europol carries also the

responsibility to communicate the added value of its activities to the wider European

public.

The joint work of the law enforcement authorities in the EU delivers results which are hard

evidence of the added value and benefits that EU cooperation offers to citizens. Success

stories of EU police cooperation become indispensable contributions to the positive

shaping of citizens’ perceptions towards law enforcement, the European Union and its

activities.

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Europol External Strategy 2017-2020

In order to strengthen Europol’s contribution to consolidating the Security Union, in

particular the fight against serious and organised crime and terrorism, Europol’s activities

in the external domain will focus on the following objectives:



Optimising Europol’s

partnerships,

operational and strategic;

Strengthening Europol’s role as the

preferred platform

for international law-

enforcement cooperation against threats related to EU security;

Reinforcing Europol’s position within the

EU security architecture;

Promoting Europol’s

successful cooperation model.

1. Rationale

Article 12 of the Regulation (EU) 2016/794 of the European Parliament and of the Council

of 11 May 2016 on the European Union Agency for Law Enforcement Cooperation (Europol

Regulation) explicitly stipulates the establishment of a strategy for relations with

third

countries

and

international organisations,

which is also an element of the multiannual

overall strategic programming.

Europol’s External Strategy, reflecting the Europol Regulation, does not cover cooperation

with EU agencies and other partners, such as the private sector.

The Global Strategy for the European Union’s Foreign and Security Policy (EU Global

Strategy), the European Agenda on Security, followed by the Communication from the

Commission delivering on the European Agenda on Security to fight against terrorism and

paving the way towards an effective and genuine Security Union and the European Agenda

on Migration, represent the basis of Europol’s External Strategy for the years 2017 to

2020.

2. Goals

The goal of the External Strategy is to guide Europol’s cooperation with third countries and

thereby fulfilling the agency’s objectives set by the Europol Regulation, which is to support

the competent authorities of the Member States and their mutual cooperation in

preventing and combating serious crime affecting two or more Member States, terrorism

and forms of crime which affect a common interest covered by a Union policy.

2.1. Contributing to the implementation of the EU strategic framework

As stated in the EU Global Strategy, the internal and external security is ever more

interlinked. The European Union is expected to play a major role in providing a global

security. Europol is firmly embedded in this framework.

Europol’s external cooperation with core partners from the third countries, like-minded

countries and regional groups will be based on operational requirements and the

recognised need for effective law enforcement cooperation based on the above mentioned

strategic EU documents.

In accordance with the priorities set by the EU’s strategic documents in the area of

internal security, such as terrorism, hybrid threats, cyber and energy security, organised

crime and external border management,

Europol’s recognised operational priorities

in the context of this strategy will be mainly in the area of serious organised

crime, cybercrime and terrorism.

Hybrid threats are a new phenomenon which has to

be further analysed in order to define Europol’s role and the possible support it could

provide in response to this global threat.

2.2. Implementation of the Europol External Strategy

Europol’s external relations should primarily focus on

strengthening Europol’s

contribution

to the fight against the three areas of crime identified in the European

Agenda on Security:

Serious and Organised Crime, Cybercrime and Terrorism.

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Among serious and organised crime challenges,

migrant smuggling

is of particular

importance.

Europol’s external activities are and will continue to be driven by

operational needs.

They should in particular serve the proper implementation of actions planned under the

Policy Cycle

and foster involvement and active participation of partners – third countries

and organisations - in

EMPACT

activities.

Member States remain the leading participants of EMPACT and the mechanism itself

primarily serves the internal security of the EU. However, its full and successful

implementation, in particular at the operational level, is not possible without close

partnership with third states and organisations. Europol will prioritise cooperation with

partners that contribute to the implementation of the Policy Cycle.

At the same time, Europol will react flexibly to new or emerging security threats.

3. Objectives

Europol’s objectives in the external relations domain are as follows:

3.1. Optimising the

network of partnerships,

operational and strategic

Europol’s primary objective is to ensure proper exchange of information and strengthening

its role as the

EU criminal information hub.

This can be achieved through strategic and

operational partnerships with external partners in accordance with the Art 23 and Art 25 of

the Europol Regulation.

3.2. Strengthening Europol’s role as the

preferred platform

for international law-

enforcement cooperation against threats related to EU security

Europol should continue to offer its partners

cooperation,

both bilateral and multilateral.

attractive

environment

for

The community of

liaison officers

attached to Europol plays a crucial role in facilitating

proactive and coordinated activities against the serious crime. It will remain

one of

Europol’s unique features.

Europol’s partners that contribute to its activities, in

particular to its operational tasks, should have the opportunity to benefit from this unique

feature and second their officers to Europol. Partners already having their officers

seconded should be encouraged to develop their liaison bureaus further, involving various

services that might benefit from and contribute to Europol’s work. Secondment of counter-

terrorism and cybercrime liaison officers should be particularly encouraged.

The development of the liaison officers’ network should lead to better and more

coordinated international police cooperation, bringing various states and regions closer

together; the role of Europol in facilitating trans-Atlantic cooperation should be seen as an

example in this regard.

Promoting

SIENA

and the

universal message format

will further contribute to secure

and swift information exchange which, if necessary, might be combined with Europol’s

analytical capabilities.

Europol’s Platform for Experts

(EPE) should be promoted further in this context, as it

offers a secure cooperation environment bringing together security experts. EPE should

remain open to those partners with which Europol does not cooperate otherwise.

3.3.

Reinforcing Europol’s position within the EU security architecture

, in

order to address external threats to the security of the EU

Europol is one of the key actors of the EU internal security architecture and an important

part of a coherent European response to external security challenges like terrorism or

migrant smuggling. Europol will strive to further develop its contribution to EU security,

especially in the field of external relations.

Europol will further

strengthen cooperation with the European Commission and the

European External Action Service

in order to ensure the proper exchange of strategic

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information, to provide joint analysis of threats that have both an internal and external

dimension and to facilitate contacts with third countries with which Europol doesn’t

cooperate yet.

Europol will further develop its cooperation with

EU operations and missions,

particular those having executive functions and those operating in areas relevant for the

internal security of the EU.

Europol will assess the potential of temporarily

deploying its staff outside of the EU,

including to EU delegations, missions and operations,

which could contribute to

gathering intelligence related to serious threats, such as migrant smuggling or terrorism.

Europol’s role in

capacity building

in third countries will remain limited, focused on areas

in which Europol has specific expertise and which are relevant for Europol’s core business.

Any capacity building activities should be carefully assessed and planned, with due

consideration to available resources.

3.4. Promoting Europol’s

successful cooperation model

Regional entities that facilitate international police cooperation might benefit from

Europol’s successful cooperation model. Subject to available resources, Europol will

promote and explain its functioning, its successful cooperation mechanisms and the

lessons learned. The objective is to facilitate future cooperation between those regional

entities and Europol.

4. Partners

The Europol Regulation gives Europol possibilities for effective and mutually beneficial

cooperation with third countries and organisations. It gives Europol a global reach to serve

the European law enforcement community.

When choosing cooperation partners, geographical criteria need to be combined with

others, as for certain types of crime the geographical proximity of a cooperation partner is

not the only criterion.

4.1. Third countries

As foreseen in the Regulation, agreements concluded before 1 May 2017 will remain the

basis for future cooperation. Europol will strive to maintain and further develop the

already existing relationships

with all partners that are parties to agreements already

are in force.

The Europol Strategy states that Europol will aim to further strengthen its partnership with

third states. The United States, Mediterranean countries and the Western Balkans are

explicitly mentioned.

The United States of America

will remain Europol’s key partner. Mutual support and

operational cooperation should be further reinforced, in particular through the increased

exchange of information and active involvement in operational activities. Terrorism and

cybercrime will remain main areas of common interest, notwithstanding continued

cooperation in other fields, such as organised crime and migrant smuggling.

The migratory crisis and present terrorist threat call for closer cooperation between

Europol and

Middle East and North African

countries. Each country of the region has its

own specificities and a unique position in the security environment. In developing

Europol’s cooperation in this region, close cooperation with the European Union Action

Service is of particular importance.

The

Western Balkans

will remain a region of particular relevance for Europol. Europol

has been prioritising cooperation with the region for many years, which led to the

conclusion of numerous operational agreements and successful strategic and operational

cooperation. Further implementation of the agreements and full use of the already

available mechanisms remain crucial. Migrant smuggling, organised crime and terrorism

will remain key areas of common interest.

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Europol will continue supporting

regional initiatives in the Western Balkans,

as long

as their activities supplement and enhance Europol’s operational cooperation with the

region.

The above mentioned areas will also require close cooperation with

Turkey,

the

development of which depends on the general relations between the EU and Turkey.

Europol recognises the importance of cooperating with

Asian countries,

such as

India

and

Pakistan,

and will strive to strengthen cooperation with them.

Given the impact of Chinese organised crime on the EU and the high international profile

of Chinese criminal groups, building cooperative relations with

China

will be of particular

importance.

South- and Central American states

will be important partners, in particular as regards

drug-related crime. Furthermore, options available for cooperation under the Europol

Regulation will be explored for the bilateral relations with

Israel

and

the Russian

Federation.

4.2. International organisations

Interpol

will remain Europol’s key partner. Respective capabilities and tools are

complimentary and Europol remains

focused on supporting EU Members States

and

ensuring

EU-wide

law enforcement cooperation. In view of the global challenges the EU is

facing, cooperation with Interpol will remain particularly relevant and will be enhanced

through closer alignment, increasing joint participation in operational activities and setting

of common strategic activities.

Europol will make efforts to enhance its cooperation with

other international

organisations

that play a role in the field of security, such as United Nations/ United

Nations Office on Drugs and Crime (UN/UNODC), Organisation for Security and Co-

operation in Europe (OSCE), World Customs Organisation (WCO) or North Atlantic Treaty

Organization (NATO). Europol will strive to strengthen its cooperation in particular with the

latter; counterterrorism and tackling migrant smuggling are detected to be the fields of

common interest.

Europol is open for cooperation with

regional police cooperation organisations

such

as Ameripol, Aseanapol and Afripol. Cooperation mechanisms should reflect operational

needs as well as geographical and thematic priorities of Europol. Europol will strive to

promote its successful cooperation model to foster regional cooperation.

5. Oversight mechanism – the role of the Management Board

The Management Board adopted guidelines on the implementation of the External

Strategy in its meeting of 1 May 2017.

Information on the implementation of the External Strategy will be presented to the

Management Board every six months. Moreover, Strategic Reviews concerning particular

partners or regions will be submitted to the Management Board on a regular basis in order

to present the on-going cooperation and seek guidance on further actions.

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Human and financial resource outlook for the years 2019-2021

The Multi-annual Financial Framework (MFF) 2014-2020 of the EU had prescribed in 2013

a net reduction of Europol’s resources for the years 2014-2020. In 2016, however, the

political priorities of the EU made a necessary shift towards the establishment of a

Security Union in order to address a number of pressing issues, particularly the increased

migratory flows, the elevated terrorist threat, cybercrime or internet-facilitated crime and

the fragmented EU information landscape.

Europol’s role in the security landscape of the EU has been discussed with increasing

intensity, with the Security Union being one of the latest examples. As a result, Europol

was entrusted with a number of entirely new functions such as the European Cybercrime

Centre, the European Migrant Smuggling Centre, the European Internet Referral Unit, the

European Counter-Terrorism Centre and the FIU.net. Though some resources were

provided to Europol to perform these new tasks, Europol has depended heavily on internal

re-allocation of operational staff and on the shifting of posts from support functions to the

Operations Department.

The discussion of Europol’s role in the Security Union including on the latest topics such as

innovation, interoperability

and decryption, calls for a continuous and comprehensive

review of the agency’s overall needs for human resources. In order to be able to perform

the tasks assigned to it, Europol has to be reinforced with an appropriate level of staff.

Europol is an operational law enforcement agency, supporting the Member States by

participating in their operations be it with expertise, analysis, on-the-spot deployments,

cross-checking of data and operational meetings among other activities. Therefore, as

criminal and terrorism threats are rising and EU cooperation becomes increasingly a vital

success factor, the demand for Europol’s services continues to grow and requires a

corresponding increase in the agency’s handling capacity.

Europol sees the necessity for further growth and development over the coming years

(2019 – 2021). Factors which already have an impact or will have an impact during the

following four years have to be taken into account. A small sample of the developments

that most affect the security of EU citizens and for which Europol would require further

development and resources are:



Prevent or respond to terrorist attacks

Take more terrorism propaganda offline

Increase pressure on smuggling and trafficking networks, including via being present

at migration hotspots in affected MS with Guest Officers

Pioneer law enforcement information processing solutions of the next generation

Increase capacity of centralised support for cyber forensics and decryption

Increase the use of financial intelligence in investigations

Develop a strong victim identification capability particularly to protect children from

sexual abuse and exploitation

In its previous Programming Document Europol clearly defined its ambitions in a

comprehensive plan for the years 2018-2020 in which an annual staff increase of

approximately 70 Temporary Agent posts was foreseen. Eventually a more modest staff

increase for 2018 was decided upon by the budgetary authority which amounted in a net

staff increase of 26 Temporary Agent posts.

In the current Programming Document 2019-2021 Europol has based its planning on the

modest approach taken by the budgetary authority for 2018 assuming that a bigger

resource demand would not be met. The requested new posts would still allow for some

increase in activities to enable continuation of Member States’ support at an acceptable

level, would boost to a certain extent the area of innovation and operational ICT and

would also allow the agency to keep up with operational demand from Member States, for

COM(2017) 794 final

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example to take into account a constant growth of support requests in the area of

strategic and operational meetings that are organised for Member States.

From a high level perspective, for the next three years, Europol foresees the following

Temporary Agent staff increases:

Area of the business

Operations Directorate

ICT Department

Governance and Administration

Total

2019

+19

+20

2020

+19

+14

2021

+16

+12

It is important to stress the focus placed on augmentation of ICT resources. Information

management capabilities are at the core of Europol’s mandate and mission. In the last five

years alone, Europol has been accepting at least 15% more contributions of operational

data by MS each year, going from around 26,000 contributions in 2012 to more than

70,000 in 2017. During the same period the number of objects in the Europol Information

System (EIS) has increased fivefold to containing more than 1 million objects in 2017.

Member States have also intensified their usage of EIS – querying the system more than 2

million times in 2017- while more than 1,000 competent authorities are communicating

through Europol’s SIENA. Beyond the increased information exchange and number of

users, technological solutions are continuously being developed and their services used to

support the Member States, such as face recognition and victim identification solutions.

Finally, Europol is committed to upgrading its information management and systems

architecture and to introducing up-to-date, innovative capabilities to ensure that the

information shared by Member States results in analysis products that provide the most

accurate and comprehensive intelligence picture. This requires transformational as well as

incremental change, and commensurate investments.

In past years, the budgetary process has resulted in Europol receiving additional resources

specifically for its Operations Directorate, i.e. mainly analysts and specialists with crime

analysis and investigation expertise. However, during the same period Europol’s ICT

capabilities did not see the investment that would be expected to keep up with the growth

of demand for the organisation’s products and technological developments in the field of

information management. It is therefore imperative and long overdue to make a structural

correction to the distribution of additional resources to the agency.

These staff increases, together with the necessary investments in the building and for

operational and ICT initiatives, and the inclusion of funds to continue the secondary

security checks at the hotspots via Europol’s budget instead of via grants, lead to a

necessary budget growth of € 21M in 2019 (total € 143.3M) compared to 2018. For future

years there are smaller increases foreseen as in particular building related investments will

be a lot less in 2020 (total € 146.1M) and 2021 (total €152.0M).

It needs to be taken into account that both the staff and budget figures in this

Programming Document do not include the latest proposal from the Commission for a

Regulation establishing a framework for interoperability between EU information systems

(police and judicial cooperation, asylum and migration). This proposal provides for a

varying number of additional staff resources during the period 2019-2027 (5 extra TAs in

2019, varying numbers of CAs and TAs in the later years) and for varying additional

budget amounts (overall almost € 49M over the period 2019-2027).

HUMAN RESOURCES

Temporary agents

Starting from the 2017 establishment plan of 550 posts the net number of posts increased

by 26 and comes to 576 for 2018 (+ 4.7%). For 2019, 2020 and 2021 further increases

are envisaged of 43, 37 and 31 additional Temporary Agent posts, respectively.

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Contract Agents

In response to business needs, the number of contract agents increased in 2017 to 165

full time equivalent (FTE) posts (153 heads at the end of 2017) which was possible as a

consequence of budget availability. For 2018 the FTEs are envisaged to further increase to

212 also taking into consideration a switch from contractors (budgeted under Title 3) to

Contract Agents (budgeted under Title 1) for certain ICT tasks (increase of 16 CA posts).

From 2018 onwards the number of contract agents is expected to stabilise at 209.

Seconded National Experts

The number of Seconded National Experts (SNEs) is foreseen to remain stable at 71.

Considering the challenges that Member States have to make SNEs available and also

taking into account the strong support by Member States for Guest Officer SNEs for

deployments at hotspots, it is considered that going beyond the current levels is not

feasible.

A breakdown of the areas of the business and what new posts will be specifically used for

is provided in this section. For detailed data and numbers per staff category, see Annex

III.

In Operations Directorate:

Horizontal Operational Services (incl. the 24/7 Operational Centre)

The reinforcements for Horizontal Operational Services are foreseen for the 24/7 support,

for the Financial Intelligence Group, for EMPACT and cross-cutting support, for analysis

and training coordination and for additional analysis capacity. 2019 will be also a crucial

year for the establishment of Europol’s capabilities in the area of travel intelligence and

the setting-up of the Europol Travel Intelligence Centre (ETIC).

European Serious Organised Crime Centre (incl. EMSC)

The posts for ESOCC are meant to reinforce the Weapons and Explosives clusters and the

Drugs cluster in line with the ambition of the new Europol Drug Strategy. Specifically for

the EMSC new posts will contribute to the delivery of the objectives of the Malta

Implementation Plan and in particular to the strengthening of cooperation with the MENA

countries, including the setting-up of a Clearing House and Regional Cooperation and

Implementation Platforms. The provision of adequate support to MS in the framework of

the EU Policy Cycle priorities and especially the new priorities will be also reinforced with

additional resources.

European Cyber Crime Centre (EC3)

The posts for EC3 are focussing on digital forensics, big data analytics, black market sites

(Dark Web and Open Web), cross-departmental encryption support, victim identification,

child sexual exploitation, public-private cooperation, cyber bridge function towards global

taskforces and further support towards the Joint Cybercrime Action Taskforce. In

particular, Europol will aim at further developing and utilising its potential to perform as a

European centre of expertise on decryption.

European Counter Terrorism Centre (incl. EU/IRU)

The posts for the ECTC will deal with Genocide and War Crimes, PNR, OSINT monitoring,

IRU referrals and check the web, translations, analysis and R&D coordination. Specifically,

the tasks arising for Europol from the EU Internet Forum Action Plan to Combat Terrorist

Online Content will require the utilisation of additional resources.

In ICT Department:

The posts are primarily envisaged for innovation profiles ranging from data-lake and

cognitive computing operators, technical product managers, solution developers, smart

capability testers to data enrichment scientists. In addition, software factory engagement

managers and capacity for the implementation of IDMC and Business Product Management

for the other operational systems are planned. New ICT posts remain crucial for delivering

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on the mid-term ICT programmes (NEO for operational projects and nGage for

optimisation and efficiency of corporate administration and support processes) established

in 2017, which have been hit by a lack of new resources in both 2017 but particularly in

2018. As mentioned above, in addition to the requested posts, the posts envisioned in the

Commission’s proposal on interoperability, will be used to increase the performance of

Europol’s systems as to make them part of the interoperability landscape.

In Governance and Administration:

The posts will be used to ensure that the governance and administration capacity stays up

to speed with the operations. Staff cuts from last years were for a large part taken by this

area while at the same time the previous enlargements for EC3, the ECTC and the EMSC

resulted in additional workload. Conversion of local staff into TAs and CAs is foreseen as

well as the setting up of a new medical service.

Rate of absorption of additional resources 2019-2021

The sooner Europol is reinforced with the resources it needs to develop its current and

future tasks, the bigger impact it can have by providing operational support to the MS. At

the same time, Europol recognises that the resources required would be difficult to absorb

in just one year and in all areas. The reinforcement of Europol should be done in a way in

which there is flexibility to assign the posts within the organisation to best tackle the

highest and most urgent priorities, while taking into account recruitment needs to replace

existing posts (the turnover rate of Europol can be significant, given the policy of the

Agency regarding restricted posts and the rotation principle).

As per best practice, the following principles on priority would continue to apply:



Posts related to preparing the infrastructure of the organisation to handle the

operational growth will be filled in first. These can include supporting posts needed for

immediate handling of staff growth (e.g. recruitment, facilities) and ICT posts (e.g.

implementing IDMC and interoperability changes, developing tools for operational

support, responding to growing demand for support to operations i.e. more systems

and more users).

Operational posts:



Posts for vacancies (resignations, end of contract) where there is disruption of

service;



Posts for new tasks at a rate that allows for swift absorption of staff;



Posts for growing tasks to allow for a balanced response to Member States demands.



Other governance and administrative support posts will be filled at the rate dictated by

the growth of the organisation.



Staff cuts / redeployments

The staff cuts for both the initial 5% and for the additional 5% for the re-deployment pool

are implemented as planned. Out of a total of 45 posts to be reduced there were 36 posts

cut at the end of 2017.

An important factor that was not taken into account in the requirement of staff cuts was

that Europol, unlike other EU Institutions and Agencies, was already working on a 40hr

week schedule, therefore not being able to recuperate some of the cuts by the increase in

working time introduced in 2014 with the new Staff Regulation.

Efficiency gains

Europol continues to strive towards being a more operational agency. In 2017, the results

of the job screening exercise show a small increase in the percentage of operational jobs

and small decreases in the percentages for neutral and administrative/coordination jobs.

The job screening exercise was done for the fourth time in 2017, according to the

guidelines defined by the EU Agencies Network and based on all people working at

Europol’s premises on 15 December 2017. This not only includes Temporary Agents,

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Contract Agents and SNEs but also Europol Liaison Officers, trainees and external service

providers based at Europol’s premises.

Compared to 2016, the Operational Jobs have increased by 1.6 points to 76%. On the

other hand, the jobs dealing with administrative support and coordination have decreased

by 1.3 points, to 19.6%. Neutral jobs have decreased by 0.3 points to 4.4%.

Job Type category

Administrative support and

Coordination

Administrative support

Coordination

Operational

General Operational

Programme Management

Top level Operational Coordination

Neutral

Finance

2016

Jobs

227

164

808

591

193

1085

2016

(%)

21%

15%

74%

54%

18%

2017

Jobs

230

166

891

668

200

1172

2017

(%)

20%

14%

76%

57%

17%

∆

2017

-1.3%

-1.0%

-0.3%

1.6%

2.5%

-0.7%

-0.2%

-0.3%

Staff financed with ad hoc grants

For the year 2018 Europol will also have a number of Contract Agents and SNEs which are

directly funded via ad hoc grants.

Grant from EUIPO: 6 SNEs and 2 Contract Agents

Grant from DG FPI: 5 Contract Agents

Still to be confirmed and clarified: Grant from DG Near for deployment of Liaison Officers

in the Western Balkans

FINANCIAL RESOURCES

Revenue:

The total revenue for 2019 comes to € 143.3M. This amount includes the subsidy for the

European School in The Hague (ESH) which has now been integrated under Item 9000

since the ESH has been completed with all schooling levels and the funding mechanism

with the Commission is fully established.

Item

9000

9001

9010

9101

9200

Heading

Regular subsidy from the Community

Subsidy from Community for Type II School

Other subsidies and grants

Denmark contribution

Other revenue

TITLE 1 — TOTAL

Revenue 2017

113,009,613

1,614,000

114,623,613

Revenue 2018

120,448,520

1,797,000

P.M.

122,245,520

Draft Estimate

2019

143,300,000

P.M.

143,300,000

Since the school is fully established the subsidy will no longer be separately reflected in the budget

It is envisaged that the budget will be amended later in the year with an additional contribution from Denmark

via a separate procedure. Those funds will be handled as external assigned revenue (fund source R0).

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Item

Staff

Heading

Draft Budget

outturn 2017

71,864,946

9,782,622

32,655,720

114,303,288

Budget 2018

79,421,520

12,805,100

30,018,900

122,245,520

Draft estimate

2019

87,045,000

17,418,200

38,836,800

143,300,000

2019/

2018

110%

136%

129%

117%

% of

the

budget

60.7%

12.2%

27.1%

100.0%

Other Administrative

Expenditure

Operational Activities

Total expenditure

Title 1 – Staff expenditure:

The estimated expenditure under Title 1 amounts to € 87M and represents 60.7% of the

total budget. It reflects a 10% growth compared to 2018 which directly results from the

requested growth in the number of Temporary Agents (+43) and the full year effect of the

new 2018 posts (+26) in 2019.

The direct salary and allowances related budget (including recruitment expenditure and

relocation allowances) for TAs and CAs (Chapter 11 – Staff in active employment) comes

to € 79.7M. This is an increase of € 6.6M compared to the year 2018.

An increase of the budget (€ 1M compared to 2018) is also estimated for other staff

related expenditure such as medical and PMO services, other external services

(outsourced activities for removal and hospitality services, additional security officers and

Audio-Visual (AV) support), interim services, training and the costs for the European

school.

Title 2 – Other Administrative Expenditure:

The estimated expenditure under Title 2 amounts to €17.4M. This is a 36% increase

compared to the budget 2018 and this increase is largely a consequence of the necessary

“one-off” activities related to the strategic housing roadmap and the upgrade of the AV

systems in the meeting rooms.

The budget under Title 2 is planned for building related running costs, other facilities

expenditure and investments concerning user elements of the building (€ 6.2M), for the

continuation of the implementation of the strategic housing roadmap (€ 6.2M under this

Title), for upgrade of AV systems which is a project that already started in 2017 (€ 484K),

administrative ICT costs (€ 3M), other administrative governance expenditure (€ 829K)

and for Statutory expenditure (e.g. Management Board and Internal Audit Capability

amounting to € 732K).

Concerning the building, a significant part of the budget is foreseen for the

implementation of the service level agreement with the Host State, including contractual

maintenance to retain the current service environment and business continuity of the

headquarters and involved infrastructure and for running costs (rent of the data recovery

site, energy, cleaning, etc.), amounting to € 6.2M. In addition, an amount of € 6.7M is

foreseen for “one-off” activities (Strategic Housing Roadmap (SHR) and AV upgrade).

For the SHR a range of activities and investments is included for both the existing

headquarters and for the temporary satellite building that is needed to create swing-space

to empty office floors during construction works at the headquarters. The main amounts

budgeted are for construction costs for the user-elements and for the acquisition of

furniture. In addition, costs for other external services such as removal and external

security staff are taken into account as well as cleaning, catering and energy.

For administrative ICT the planned budget in 2019 amounts to € 3M. This is €600K higher

than in 2018 when the budget allocated for administrative ICT was capped around the

same as in 2017 due to budget limitations. A new initiative is the roll-out of Sysper II, the

Commission’s HR System. The budget for administrative ICT also includes continuation of

IRIS (Intranet), FMIS (Facilities Management System), ABAC (the Commission’s financial

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system) and E-Procurement initiatives. This also takes into account a necessary increase

in telecom costs (for internet bandwidth).

An amount of € 0.8M is foreseen for other governance expenditure such as open source

subscriptions, legal expenses, administrative expertise, security services, uniforms, etc.

The budget for the Management Board is estimated based on an expected increase in

costs for interpretation and the hosting of two meetings in Member States. The total

amount for MB activities comes to € 0.7M.

Title 3 – Operational activities:

The estimated expenditure under Title 3 amounts to € 38.8M and represents 27% of the

total budget (29% higher than in 2018). The budget under Title 3 is foreseen to cover for

all Work Programme activities with a direct link to the core tasks. The following breakdown

of activities under Title 3 is provided:



A budget of € 11.3M for operations (including EMPACT) emphasises Europol’s focus

on operational activities and is foreseen to continue the high level of support to

Member States. Overall a budget of € 4M is included for EMPACT activities of which

3.7M under Title 3. An amount of 2.7M is foreseen for EMPACT related grants for

Member States.



A budget of € 3.1M for the continuation of the guest officers’ concept to provide

secondary security checks at Hot Spots. This was included also in the original 2018

budget request from Europol but not provided by the Commission. In 2018 it will

therefore need to be explored whether it can be funded by an amending budget

otherwise Europol will face serious budgetary problems in 2018. During the years

2016 and 2017 this activity was funded via separate grants under ISF-Police EMAS

(emergency assistance).



A budget of € 20.4M is envisaged for operational information technology and

telecommunications. This includes an increase of € 3.9M compared to 2018. This

should allow for continuation of ongoing projects and for a minimum level of

investments for innovation for which only very limited funds were available in 2018.



The budget for Seconded National Experts amounting to € 4M covers the costs for 71

SNEs.



The budget for high level external stakeholder meetings (HENUs and the annual

Police Chiefs Convention) amounts to € 410K.

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Annex I: Resource allocation per Activity 2019-2021

Draft Budget 2019

Number of

staff

(TA,CA,SNE)

A.1. Development of

operational systems

A.2. Information Hub

A.3. Combating Serious

Organised Crime

A.4. Combating Cyber Crime

A.5. Counter Terrorism

A.6. Provision of cross-

cutting operational

capabilities

A.7. Governance, support

and administration

Independent functions:

Data Protection Function

Internal Audit Capability

Management Board

Accountancy Unit

TOTAL

159

141

111

% of

total

staff

18%

16%

11%

12%

Budget

allocation

€

40,300,253

11,783,062

19,228,984

12,229,595

12,716,798

14,658,373

% of total

budget

28%

13%

10%

Forecast 2020

Number of

staff

173

146

101

116

Budget

allocation

€

41,844,300

11,783,349

19,561,230

12,677,504

13,026,655

14,871,147

Forecast 2021

Number of

staff

185

151

105

120

Budget

allocation

€

43,952,743

12,031,183

20,406,842

13,454,279

13,741,922

15,279,858

232

26%

29,543,176

21%

236

29,574,981

239

30,326,411

2,839,760

2,792,834

2,820,762

899

100%

143,300,000

100%

936

146,132,000

967

152,014,000

incl. salary.

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Annex II:

A. Human and Financial Resources 2019 – 2021

Table 1: Expenditure

Expenditure

(Only C1 fund source)

Title 1 Staff Expenditure

Title 2 Other Administrative Expenditure

Title 3 Operational Activities

Total expenditure

Commitment / Payment appropriations

2018

2019

2020

2021

79,421,520

87,045,000

93,115,000

98,468,000

12,805,100

17,418,200

13,792,000

13,929,000

30,018,900

38,836,800

39,225,000

39,617,000

122,245,520

143,300,000

146,132,000

152,014,000

Table 2 – Revenue

REVENUES (only IC1)

1 REVENUE FROM FEES AND CHARGES

2. EU CONTRIBUTION

Of which assigned revenues deriving from

previous years' surpluses

3 THIRD COUNTRIES CONTRIBUTION

(incl. EFTA and candidate countries)

4 OTHER CONTRIBUTIONS

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

IMBALANCES

TOTAL REVENUES

114,623,613

2,669,000

114,623,613

Executed

Budget 2017

Budget 2018

P.M.

122,245,520

1,868,000

P.M.

122,245,520

DB 2019

Agency

request

P.M.

143,300,000

1,158,000

P.M.

143,300,000

1.17

DB 2019

Budget

forecast

VAR

2019/

2018

EU-note - 2017-18 - E 18: EU-note om Europols flerårige arbejdsprogram 2019-2021

Europol Unclassified – Basic Protection Level

Table 3 – Budget Outturn Cancellation of appropriations

Calculation Budget Outturn

BUDGET OUTTURN

Revenue actually received (+)

Payments made (-)

Carry-over of appropriations (-)

Cancellation of appropriations carried over (+)

Adjustment for carry-over of assigned revenue appropriations

from previous year (+)

Exchange rate differences (+/-)

Total

2015

88,516,920

-74,639,953

-15,131,537

3,563,930

360,829

-1,318

2,668,872

2016

117,390,869

-102,836,986

-18,977,641

1,612,811

4,677,757

1,439

1,868,249

2017

119,696,212

-110,402,762

-18,756,290

834,972

9,783,165

3,595

1,158,893

Budget Outturn

The overall draft budgetary outturn for the financial year 2017 comes to almost € 1.2M.

This includes the following:



An amount of € 320K of the 2017 budget was not committed and lapsed. The majority

of the unused budget is within Operations (Chapter 30). This includes an amount of

€ 177K for EMPACT grants which remained unspent due to limited number of

applications;

An amount of € 835K of appropriations carried forward from 2016 to 2017 was not

used;

The exchange rate difference was € 3.6K (gain).



Cancelation of payment appropriations carried forward

The carry forward to 2017 came to a total of € 9.2M to cover existing commitments. The

majority of this was carried forward from commitments taken under fund source C1

(€ 8.98M, representing 9% of the 2016 budget). An amount of € 219K was carried forward

from the appropriations arising from internal assigned revenue (fund source C4 and C5).

The final implementation rate of the carry forward was 90.9% at the end of the year,

which is 6.4% higher than in 2016. A total of € 835K was not used and is thus

incorporated in the final budget outturn. Out of the € 835M not used:



€ 59K relates to Title 1, which is 10% of the carried forward under Title 1

(€ 590K);

€ 125K relates to Title 2, which is 3.4% of the carried forward under Title 2

(€ 3.66M);

€ 651K relates to Title 3, which is 13.2% of the carried forward under Title 3

(€ 4.95M).

Unused amounts related to:



An amount of € 126K remained unspent for travel expenses after the final correction of

the closure of the first grant for security checks at Hotspots;

An amount of € 379K for various ICT consultancies and € 71K for other SW and HW

related expenditure;

An amount of € 57K for fixed telephone costs and € 22K for internet and mobile

telecom costs;

An amount of € 84K for various administrative and governance expenditure;

An amount of € 60K for various operational expenditure; and

An amount of € 35K for various facilities related expenditure.

EU-note - 2017-18 - E 18: EU-note om Europols flerårige arbejdsprogram 2019-2021

Europol Unclassified – Basic Protection Level

Annex II:

B. Draft Estimate of Revenue and Expenditure 2019

Draft Estimate of Revenue and Expenditure 2019

Draft Expenditure and revenue 2019

Title 1 Staff Expenditure

11 Salaries & allowances

- of which establishment plan posts

- of which external personnel

13 Sociomedical infrastructure

14 Training

15 Other staff-related expenditure

16 Entertainment and representation expenses

Title 2 Other administrative expenditure

20 Rental of buildings and associated costs

21 Information and communication technology

22 Movable property and associated costs

23 Current administrative expenditure

24 Postal charges and telecommunications

25 Statutory expenditure

Title 3 Operational activities

30 Operations

31 Operational information technology

32 Telecommunication costs for operational activities

33 Seconded National Experts (Operational)

34 EPCC

35 Heads of Europol National Units

TOTAL EXPENDITURE

Budget

Outturn

2017

71,864,946

67,051,198

57,399,939

9,651,260

934,138

330,976

3,468,959

79,674

9,782,622

5,716,491

1,697,421

734,914

337,512

633,567

662,719

32,655,720

8,472,018

19,537,342

881,794

3,386,066

268,500

110,000

114,303,288

Budget 2018

79,421,520

73,054,520

62,130,520

10,924,000

1,003,000

400,000

4,881,000

83,000

12,805,100

8,456,000

1,776,000

919,000

384,100

680,000

590,000

30,018,900

9,667,900

14,744,000

1,385,000

3,903,000

229,000

90,000

122,245,520

Draft

Estimate

2019

87,045,000

79,658,000

68,009,000

11,649,000

1,313,000

425,000

5,550,000

99,000

17,418,200

11,290,000

2,226,000

1,855,000

484,200

831,000

732,000

38,836,800

14,409,800

18,501,000

1,533,000

3,983,000

300,000

110,000

143,300,000

VAR

2019/

2018

1.10

1.09

1.07

1.31

1.06

1.14

1.19

1.36

1.34

1.25

2.02

1.26

1.22

1.24

1.29

1.49

1.25

1.11

1.02

1.31

1.22

1.17

Quarterly estimate of cash payments and receipts:

Chapter

RECEIPTS

Regular subsidy from the

Community

Total Receipts

Quarter

35,825,000

Quarter

35,825,000

Quarter

35,825,000

Quarter

35,825,000

Total 2019

143,300,000

Title

PAYMENTS

Staff in active employment

Other administrative expenditure

Operational activities

Total Payments

Quarter

21,543,638

2,830,458

7,767,360

32,141,455

Quarter

21,543,638

2,830,458

7,767,360

32,141,455

Quarter

21,543,638

2,830,458

7,767,360

32,141,455

Quarter

21,543,638

2,830,458

7,767,360

32,141,455

Total 2019

86,174,550

11,321,830

31,069,440

128,565,820

Quarter

Receipts - Payments

Cumulative

3,683,545

Quarter

3,683,545

7,367,090

Quarter

3,683,545

11,050,635

Quarter

3,683,545

14,734,180

Draft Establishment Plan 2019 - The relevant information is to be found below in Annex III.

Figures are rounded so the sum of the individual amounts may differ from the totals.

EU-note - 2017-18 - E 18: EU-note om Europols flerårige arbejdsprogram 2019-2021

Europol Unclassified – Basic Protection Level

Annex III:

Table 1 – Staff population and its evolution; Overview of all categories of staff

Staff

population [1]

Actually

filled as of

31.12.2016

[2]

Authorised

under EU

Budget

2017 [3]

Actually

filled as of

31.12.2017

[4]

Authorised

under EU

budget for

year 2018

[5]

Draft

Budget

2019

Envisaged

in 2020

[6]

Envisaged

in 2021

[7]

AST

476

505

30.41

70.02

32.50

132.93

64.2

517

550

165

521

550

34.66

86.06

32.50

153.22

65.45

544

576

113

212

587

619

110

209

624

656

110

209

655

687

110

209

AST

/SC

TOTAL TA [8]

CA GF IV

CA GF III

CA GF II

CA GF I

TOTAL CA [9]

SNE [10]

Structural

service

providers [11]

TOTAL

External

staff[12] for

occasional

replacement[13]

733.13

9.33

836

810

909

949

986

1017

[1]This table provides all staff categories at Europol except trainees and Europol Liaison Officers. At the end of

2017 there were 32 trainees and around 220 Europol Liaison Officers

[2] The figures below include 42 TA posts (all in AD function group) that were not filled on 31.12.2016 but for

which recruitment procedures were finalised and offer letters sent to selected candidates

[3] As authorised for officials and temporary agents (TA) and as estimated for contract agents (CA) and

seconded national experts (SNE)

[4] The figures below include 15 TA posts (all in AD function group) that were not filled on 31.12.2017 but for

which recruitment procedures were finalised and offer letters were sent to selected candidates

[5] As authorised for officials and temporary agents (TA) and as estimated for contract agents (CA) and

seconded national experts (SNE)

[6] Tabular explanation of the effects on staff population is provided on the page below

[7] Ibid

[8] Headcounts

[9] FTE (annual averages)

[10] FTE (annual averages). The figure reported as of 31.12.2017 excludes FTE for SNE Guest Officers (30.78)

[11] FTE (annual averages)

[12] FTE (annual averages)

[13] Annual average FTE of CA's covering TA's on maternity leave, long-term sick leave and TA's working part-

time. As these staff concern CAs the figure is from 2017 onwards fully integrated in the line for TOTAL CA.

EU-note - 2017-18 - E 18: EU-note om Europols flerårige arbejdsprogram 2019-2021

Europol Unclassified – Basic Protection Level

Annex III: Table 2 - Multi-annual staff policy plan 2019-2021

Category and

grade

Establishment

plan in EU

Budget 2017

TA only

AD 16

AD 15

AD 14

AD 13

AD 12

AD 11

AD 10

AD 9

AD 8

AD 7

AD 6

AD 5

Total AD

AST 11

AST 10

AST 9

AST 8

AST 7

AST 6

AST 5

AST 4

AST 3

AST 2

AST 1

Total AST

AST/SC6

AST/SC5

AST/SC4

AST/SC3

AST/SC2

AST/SC1

Total AST/SC

TOTAL

126

139

517

550

Filled as of

31/12/2017

Modifications in

year 2017 in

application of

flexibility rule

[1]

TA only

126

139

517

550

Establishment

plan in voted

EU Budget

2018

TA only

100

128

158

546

576

Modifications in

year 2018 in

application of

flexibility rule

[2] [3]

TA only

132

177

544

576

Establishment

plan in Draft

EU Budget

2019

TA only

143

196

587

619

Establishment

plan 2020

Establishment

plan 2021

TA only

119

247

521

550

TA only

154

208

624

656

TA only

104

164

214

655

687

[1] In line with Article 38(1) of the framework Financial Regulation, the management board may modify, under certain conditions, the establishment plan by in principle up to 10% TA only of posts

authorised, unless the financial rules of the body concerned allows for a different % rate.

[2] Ibid

[3] Net modification and explanations for the modifications are provided on the page below

EU-note - 2017-18 - E 18: EU-note om Europols flerårige arbejdsprogram 2019-2021

Europol Unclassified – Basic Protection Level

Explanations on the modifications and changes in relation to the establishment

plans from 2019 to 2021

Modification to 2018 establishment plan using the flexibility contained with Article 38(1) of

framework Financial Regulation.

The modifications envisaged to the establishment plan 2018 can be summarised as

follows:

Modification

4 AD8 downgraded to AD7

6 AD8 downgraded to AD6

13 AD5 converted to AD6

2 AD5 downgraded to AST4

1 AST3 converted to AST4

1 AST3 downgraded to AST2

Budgetary effect

Savings

Increase

Savings

Increase

Savings

In total the modifications involve 54 post movements which constitute around 9% of the

total number of 576 established posts within the allowable 10% contained within Article 38

and expenditure impact of the total changes results in budget savings.

The staff turnover was 7.6% at the end of 2017 which is considerably lower than last year

(14.2%). This difference can be partly explained by the number of staff for whom the

second contract was ending in 2017 (fewer compared to 2016).

Replacement of staff occurs in many instances at entry level thus reducing the grade of

many posts of long-serving staff. The modified establishment plan 2018 provides a more

accurate reflection of the organisation in terms of actual grades allocated to staff and

current and upcoming vacancies, taking into account the following factors:



38 staff members left Europol during 2017 with most of them being replaced or due to

be replaced in lower grades;

Similar profiles are replaced in entry grades, i.e. in most cases lower than those of

leaving staff;

In many cases when post profiles are reviewed and updated they are converted into

lower level posts (e.g. Senior Specialist/Senior Analyst into Specialist/Analyst).

Reclassification adjustments in the Establishment plans for 2019, 2020 and 2021

Europol implements reclassification on an annual basis. The establishment plans for 2018

to 2021 not only reflect the changes required in relation to new staff allocations but also

changes to facilitate the reclassification process and potential changes to staff grades. At

the end of the reclassification 2016 4% of staff (temporary agents) was reclassified. For

future years depending on the grades the establishment plan foresees approximately 10%

reclassification.

EU-note - 2017-18 - E 18: EU-note om Europols flerårige arbejdsprogram 2019-2021

From:

Sent:

To:

Cc:

Subject:

Attachments:

MB Secretariat <[email protected]>

31 January 2018 16:54

TAJANI Antonio, President

CANGA FANO Diego; MB Secretariat

@EXT: Europol's Programming Document 2018-2020; draft

Programming Document 2019-2021; draft Multiannual Programming

2019-2021- EP

EDOC-#856927-v18-Europol_Programming_Document_2018-

2020.DOCX; EDOC-#945252-v1-

Letter_from_the_MB_Chairperson_transmitting_Europol_s_Programm

ing_Document_2018-2020_to_the_JPSG.DOC; EDOC-#945349-v1-

Letter_from_MB_Chairperson_consulting_the_JPSG_on_Europol_s_dr

aft_Multiannual__Programming_2019-2021.DOC; EDOC-#945538-v1-

Letter_from_the_MB_Chairperson_transmitting_Europol_s_draft_Pro

gramming_Document_2019-2021_to_the_European_Parliament.DOC;

EDOC-#924131-v11A-Europol_Programming_Document_2019-

2021.PDF; EDOC-#945558-v2A-Europol_Multi-

Annual_Programming_2019-2021_for_consultation_with_JPSG.PDF

Dear colleagues,

On behalf of Mr Borja Barbosa, Secretary of the Management Board (MB) of Europol, please find attached the

following documents:

Europol’s Programming Document 2018-2020



Letter from the MB Chairperson transmitting Europol's Programming Document 2018-2020 to the JPSG,

MBS 020.2018

Europol’s Programming Document 2018-2020, #856927v18

Europol’s draft Programming Document 2019-2021



Letter from the MB Chairperson transmitting Europol's draft Programming Document 2019-2021 to the

European Parliament, MBS 025.2018

Europol’s draft Programming Document 2019-2021, #924131v11

Europol’s draft Multiannual Programming 2019-2021



Letter from MB Chairperson consulting the JPSG on Europol's draft Multiannual Programming 2019-2021,

MBS 022.2018

EU-note - 2017-18 - E 18: EU-note om Europols flerårige arbejdsprogram 2019-2021



Multi annual programming 2019-2021, #945558v2

Kind regards,

Biljana Djukleska

EUROPOL

- Management Board Secretariat

Eisenhowerlaan 73, 2517 KK

The Hague, The Netherlands

Phone: +31 (0)70 353 1249

E-mail:

[email protected]

www.europol.europa.eu

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