Retsudvalget 2017-18
REU Alm.del Bilag 378
Offentligt
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Eu r opol Un cla ssifie d – Ba sic Pr ot e ct ion Le ve l
A 000834 01.02.2018
The Hague, 31 January 2018
MBS 022.2018
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]
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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
AP
ARO
CAR
CATS
CBRN
CGN
COM
COSI
CT
EC3
ECA
ECD
ECTC
EEAS
EMAST
EMIST
EMPACT
EMSC
EPE
ESOCC
ETS
EUIPO
EU RTF
FIU
HR
IAC
IAS
IDMC
iOCTA
IRU
ISF
J-CAT
JHA
JIT
JOT
JSB
LEA
MB
MENA
MS
MTIC
PIU
QUEST
PNR
SIENA
SIS
SOCTA
TFTP
TP
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
1.
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
Goal 1: Europol will be the EU
criminal information hub,
providing information sharing
capabilities to law enforcement
authorities in the MS
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 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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2.
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
register.
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.
an
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,
in
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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3.
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
1
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
1
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
+4
43
2020
+19
+14
+4
37
2021
+16
+12
+3
31
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
63
808
591
193
24
50
50
1085
2016
(%)
21%
15%
6%
74%
54%
18%
2%
5%
5%
2017
Jobs
230
166
64
891
668
200
23
51
51
1172
2017
(%)
20%
14%
5%
76%
57%
17%
2%
4%
4%
∆
2017
-1.3%
-1.0%
-0.3%
1.6%
2.5%
-0.7%
-0.2%
-0.3%
-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
3
2
Revenue 2017
113,009,613
1,614,000
-
-
-
114,623,613
Revenue 2018
120,448,520
1,797,000
P.M.
P.M.
P.M.
122,245,520
Draft Estimate
2019
143,300,000
-
P.M.
P.M.
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).
3
2
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Item
1
2
3
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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Europol Unclassified
–
Basic Protection Level
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
68
141
95
111
% of
total
staff
18%
8%
16%
11%
12%
Budget
allocation
4
€
40,300,253
11,783,062
19,228,984
12,229,595
12,716,798
% of total
budget
28%
8%
13%
9%
9%
Forecast 2020
Number of
staff
173
69
146
101
116
Budget
allocation
€
41,844,300
11,783,349
19,561,230
12,677,504
13,026,655
Forecast 2021
Number of
staff
185
70
151
105
120
Budget
allocation
€
43,952,743
12,031,183
20,406,842
13,454,279
13,741,922
76
8%
14,658,373
10%
78
14,871,147
80
15,279,858
232
26%
29,543,176
21%
236
29,574,981
239
30,326,411
17
2%
2,839,760
2%
17
2,792,834
17
2,820,762
899
100%
143,300,000
100%
936
146,132,000
967
152,014,000
4
incl. salary.
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Europol Unclassified
–
Basic Protection Level
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.
P.M.
P.M.
P.M.
P.M.
P.M.
122,245,520
DB 2019
Agency
request
P.M.
143,300,000
1,158,000
P.M.
P.M.
P.M.
P.M.
P.M.
P.M.
143,300,000
-
-
-
-
-
-
1.17
1.17
DB 2019
Budget
forecast
VAR
2019/
2018
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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.
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Europol Unclassified
–
Basic Protection Level
Annex II:
B. Draft Estimate of Revenue and Expenditure 2019
5
Draft Estimate of Revenue and Expenditure 2019
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
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
1.09
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
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 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
Quarterly estimate of cash payments and receipts:
Chapter
90
RECEIPTS
Regular subsidy from the
Community
Total Receipts
1
st
Quarter
35,825,000
35,825,000
2
nd
Quarter
35,825,000
35,825,000
3
rd
Quarter
35,825,000
35,825,000
4
th
Quarter
35,825,000
35,825,000
Total 2019
143,300,000
143,300,000
Title
1
2
3
PAYMENTS
Staff in active employment
Other administrative expenditure
Operational activities
Total Payments
1
st
Quarter
21,543,638
2,830,458
7,767,360
32,141,455
2
nd
Quarter
21,543,638
2,830,458
7,767,360
32,141,455
3
rd
Quarter
21,543,638
2,830,458
7,767,360
32,141,455
4
th
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
1
st
Quarter
Receipts - Payments
Cumulative
3,683,545
3,683,545
2
nd
Quarter
3,683,545
7,367,090
3
rd
Quarter
3,683,545
11,050,635
4
th
Quarter
3,683,545
14,734,180
Draft Establishment Plan 2019 - The relevant information is to be found below in Annex III.
5
Figures are rounded so the sum of the individual amounts may differ from the totals.
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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]
TA
AD
AST
476
29
0
505
30.41
70.02
32.50
0
132.93
64.2
31
517
33
0
550
43
82
40
0
165
71
50
521
29
0
550
34.66
86.06
32.50
0
153.22
65.45
41
544
32
0
576
55
113
44
0
212
71
50
587
32
0
619
55
110
44
0
209
71
50
624
32
0
656
55
110
44
0
209
71
50
655
32
0
687
55
110
44
0
209
71
50
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
10
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.
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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
Filled as of
31/12/2017
Modifications in
year 2017 in
application of
flexibility rule
[1]
TA only
1
1
5
11
17
30
61
97
126
139
29
517
0
0
0
2
5
6
8
8
3
1
0
33
0
0
0
0
0
0
0
550
Establishment
plan in voted
EU Budget
2018
TA only
1
1
5
11
17
28
61
100
128
158
36
546
0
0
0
3
5
6
7
5
3
1
0
30
0
0
0
0
0
0
0
576
Modifications in
year 2018 in
application of
flexibility rule
[2] [3]
TA only
1
1
5
11
17
28
61
90
132
177
21
544
0
0
0
3
5
6
7
8
1
2
0
32
0
0
0
0
0
0
0
576
Establishment
plan in Draft
EU Budget
2019
TA only
1
1
6
12
18
31
66
94
143
196
19
587
0
0
0
4
5
6
7
7
1
2
0
32
0
0
0
0
0
0
0
619
Establishment
plan 2020
Establishment
plan 2021
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
1
1
5
11
17
30
61
97
126
139
29
517
0
0
0
2
5
6
8
8
3
1
0
33
0
0
0
0
0
0
0
550
TA only
1
1
2
6
11
10
37
75
119
247
12
521
0
0
0
0
3
4
7
10
1
4
0
29
0
0
0
0
0
0
0
550
TA only
1
2
6
13
19
35
70
99
154
208
17
624
0
0
0
5
4
7
7
6
2
1
0
32
0
0
0
0
0
0
0
656
TA only
1
2
7
14
21
38
75
104
164
214
15
655
0
0
1
4
5
7
7
5
2
1
0
32
0
0
0
0
0
0
0
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
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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
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.
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1927683_0029.png
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
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1927683_0030.png
•
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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