The success of Frontex’ Operational Model does not solely depend on the availability and utilization of Frontex’ human, financial, and technical resources grouped in Frontex’ organizational structure, but also on the commitment of external players and partners such as the Member States providing input to Frontex’ coordinated activities.This is especially the case in time of zero growth or budgetary restrictions.Īctivities carried out by Frontex have been identified as ongoing and recurring delivery of products and services. The concept is executed in close cooperation with Member States’ (MS) and third countries’ border control authorities, supporting and assisting regional structures, and interagency cooperation. These core functions are enabled by Frontex’ contributions to and achievements in applying the concept of Integrated Border Management. Management of Joint Operations (including Operational Reactivity), and 3. Risk Analysis and Knowledge Management, 2. The Programme of Work is structured around Frontex’ Operating Model which is built on three core functions: It outlines Frontex’ activities in the year of question.įrontex’ Programme of Work also seeks to ensure the highest possible level of transparency towards the citizens of the Member States of the European Union. Purpose (assessing and evaluating operational activities initiated and implemented during 2012) will be done. The Programme of Work 1 is Frontex’ operative plan against which reporting for governance 28 Figure 5: Direct (operational) costs versus overheads (2010 - 2012).113 Figure 6: Fixed costs versus variable cost (2010 - 2012).
27 Figure 4: Development of training days (2006 - 2012). 22 Figure 3: Develoment of number of operational days (JO & PP 2006 - 2012). 8 Table 4: Development of financial resources (2009 - 2012).21 Table 5: Development of staff (2008 - 2012). 7 Table 3: Overview of expenditures (per Title) 2010 - 2012. 7 Table 2: Development of staff 2011 - 2012. Table 1: Overview of revenue generation 2011. A NNEXES 81Ī NNEX 1 – F RONTEX ’ O PERATIONS D IVISION ’ S P ORTFOLIO 2012 (R ESTRICTED ) 81 A NNEX 2 - F RONTEX ’ C APACITY B UILDING D IVISION ’ S P ORTFOLIO 2012 81Ī NNEX 3 – F RONTEX ’ A DMINISTRATION D IVISION ’ S P ORTFOLIO 2012 103 A NNEX 4 - B UDGET – T ITLE 1 AND T ITLE 2 – C OMPARISON 2010/2011/2012 111 A NNEX 5 - B UDGET - T ITLE 3 – C OMPARISON OF 2010/2011/2012 112Ī NNEX 6 - A NOTHER PERSPECTIVE OF OPERATIONAL AND ADMINISTRATIVE EXPENDITURES 113 A NNEX 7 - E XPECTATIONS EXPRESSED BY F RONTEX ’ S TAKEHOLDERS AND C USTOMERS 115 A NNEX 8 - G OVERNANCE I NDICATORS 117 D IRECTORATE AND E XECUTIVE S UPPORT 70Ģ.2.5. A DMINISTRATION D IVISION ( SEE ALSO A NNEX 3) 63Ģ.2.4.
C APACITY B UILDING D IVISION ( SEE ALSO A NNEX 2) 50Ģ.2.3.
O PERATIONS D IVISION ( SEE ALSO A NNEX 1 - RESTRICTED ) 33Ģ.2.2. O VERVIEW OF O BJECTIVES, O UTPUTS (P ROJECTS /P RODUCTS /S ERVICE ), P ERFORMANCE I NDICATORS AND E XTERNALIZATION - C OOPERATION WITH T HIRD C OUNTRIES 32Ģ.2. F RONTEX ’ DIVISIONS ’ PROGRAMMING 30Ģ.1.1. K EY B USINESS A REAS OF FRONTEX AND RELATED OBJECTIVES 30Ģ.1. M ANAGEMENT OF P ERFORMANCE AND E VALUATION 26Ģ. I DENTIFICATION OF P ROJECTS, P RODUCTS AND S ERVICES AND P RIORITIZATION 25ġ.8.6. P ROGRAMMES TO ENABLE MULTI - ANNUAL PLANNING 25ġ.8.5. M ANAGEMENT OF CUSTOMERS EXPECTATIONS 24ġ.8.4. S OME ARA R ECOMMENDATIONS FOR 2012 19 1.7. O UTLOOK TO THE SITUATION AT THE EXTERNAL BORDERS IN 2012 (ARA 2011) 17 1.6. Of the Member States of the European Unionġ.3. (EU-Iceland/Liechtenstein/Norway/Switzerlandĭelegations will find attached the Frontex Programme of Work for 2012.Įuropean Agency for the Management of Operational Cooperation at the External Borders of the Member States of the European UnionĮuropean Agency for the Management of Operational Cooperation at the External Borders To : Working Party on Frontiers/Mixed Committee COUNCIL OF Brussels, 22 February 2012 THE EUROPEAN UNION
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