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EUROPOLSTRATEGY2010 - 2014
© European Police Office, 2010Reproduction is authorised provided the source is acknowledged
EUROPOLSTRATEGY2010 - 2014
Europol Strategy 2010 – 2014 | 3
Table of Contents
Introduction..................................................................... 4
1. Methodology................................................................... 6
2. Missionandvision............................................................ 8 2.1 Whyarewehere?Ourmission................................... 8 2.2 Wheredowewanttobe?Ourvision.......................... 8
3. Valuesandguidingprinciples........................................... 9 3.1 Values....................................................................... 9 3.2 Guidingprinciples...................................................... 9
4. Howwillwereachourvision?.......................................... 11 4.1 Strategicgoals......................................................... 11 4.2 Strategicroadmap....................................................12
5. Strategicgoalsandobjectives......................................... 13
| Europol Strategy 2010 – 20144
Europolisenteringakeyphaseinitsstrategic development. On 1 Janu-ary2010itacquiredanewlegalsta-tuswith enhanced capabilities.Thisoffers the organisation a uniqueopportunitytogrowinordertobet-ter fulfil its mission of supportingMember States (MS) in the fightagainst international serious crimeandterrorism.
ThisdocumentdescribestheEuropolStrategyfor2010-2014.ItchartsthestrategicdirectionEuropolwill takeover this period in light of its newresponsibilities and opportunities.TheStrategy builds on thework ofprevious versions and, in particular,calls forthefurtherdevelopmentofEuropol’s key capabilities in regardto operational support, informationexchange, and law enforcementexpertise.
Introduction
Europol Strategy 2010 – 2014 | 5
The multi-annual strategic goals inchapter four are the fundamentalelementsofhowwewanttoachieveourvision.
Thecoreof theStrategy is summa-rised in chapter five in which eachstrategicgoalistranslatedintostra-tegicobjectives.Theissuesandchal-lengesidentifiedduringthestrategicenvironment analysis are describedundereachgoal.Thestrategicobjec-tives address these issues and, foreach objective, the expected ben-efits.
RobWainwrightDirector
The Europol Strategy contains thefollowingsections:
Thefirstchapterdescribesthemeth-odology used to develop the Strat-egy.Itexplainshowastrategicenvi-ronment analysiswas conducted asabasisforthedefinitionofthestra-tegicgoalsandobjectives.Themainfindingsofthisanalysisarereferredtointhepresentationofthegoalsinchapterfive.
The second chapter is dedicated toourmissionandvision.ThemissionexplainsEuropol’spurpose,ourrea-sonforbeing.Thevisionreflectsourambitiousviewoftheorganisation’sfuture.
The manner in which we want towork is expressed in thevaluesandguiding principles captured in thethirdchapter.
| Europol Strategy 2010 – 20146
ber States; European Commissionand partner organisations includingINTERPOL,OLAF and Frontex.TheviewsoftheJusticeandHomeAffairsMinisters, who met at Europol on1October2009todiscussthefutureoftheagency,havealsobeentakenintoaccount.
In addition, the analysis includedfindings of reports on Europol’sperformance and other importantstrategic factors reflected incertainEuropean Union (EU) policy docu-ments, such as those published inpreparation for theStockholm Pro-gramme.
The main issues and challengesidentified in the strategic analysisarereflectedinchapter5undereachgoalheading.
We will achieve each of our goalsover thenextfive yearsbyworking
In March 2009, the ManagementBoard approved the processwhichdescribes the development of theStrategy for Europol.1 This proc-ess aims toprovideEuropolwith amulti-annual strategy that consti-tutes the link between the visionand mission and the annual WorkProgramme.
As foreseen in the agreed process,the Strategy has been developedfollowinganin-depthanalysisofourexternalandinternalenvironment.
Extensive consultation informedour analysis of the strategic envi-ronment, allowing us to capturedifferent perspectives and expecta-tions towards Europol. The follow-ing groups of stakeholders wereinvolved:stafffromalldepartmentsandatalllevels;policechiefs;mem-bersoftheManagementBoard,2andother representatives of the Mem-
1. Methodology
1 “Developing the Strategy for Europol – Process Description”, 14 April 2009, File no. 1424-61r1.
2 Since the first draft was presented at the Management Board meeting on 23-24 September 2009, the docu-
ment has been updated to reflect the feedback received at that meeting.
Europol Strategy 2010 – 2014 | 7
EUROPOL STRATEGY 2010-2014
WorkProgramme
2010
WorkProgramme
2011
WorkProgramme
2012
WorkProgramme
2013
WorkProgramme
2014
ImplementationoftheStrategywillbe monitored via the performancemanagement and reporting mech-anisms established in the annualWorkProgrammesand,additionally,throughprogress reportssubmittedtotheManagementBoardtwiceperyear.Multi-annual keyperformanceindicators(KPIs)willbeusedforthispurpose.TheAnnualActivityReport,each year, will formally record therateofimplementation.
towards a number of multi-annualstrategic objectives, each of whichimplementsdifferentaspectsof theoverallgoal.
The strategic objectives will befully reflected and further detailedfor each calendar year in Europol’sannualWork Programmes (see dia-grambelow).
| Europol Strategy 2010 – 20148
2. Mission and vision
2.2 Where do we want to be? Our vision
OurvisionistocontributetoasaferEurope by providing the best pos-sible support to law enforcementauthorities in the Member States.Wewill achieve this by delivering auniquesetofoperationalservicesforthe EuropeanUnion, developing asitsprincipal:• Support centre for law enforce-
mentoperations• Criminalinformationhub,and• Centre for law enforcement
expertise.
2.1 Why are we here? Our mission
AstheEuropeanUnionlawenforce-ment agency, Europol supports itsMember States in preventing andcombatingallformsofinternationalseriouscrimeandterrorism.
Europol Strategy 2010 – 2014 | 9
3.1 Values
We will fulfil our commitmentsthrough the efforts of our staff. Inlinewithourmissionandvision,weattach importance to the followingfive values which best characterisethecultureofEuropolandtheworkofitspeople:• Integrity• Accountability• Initiative• Teamwork• Effectiveness.
3.2 Guiding principles
In addition to the values, we sharethefollowingbusinessprinciplesthatguidetheorganisationinitswork:• Westriveforthebestoperational
results by providing high qual-ity services that are flexible andresponsive to Member States’needs.
• We maintain a data protectionand security regimeof the high-eststandardinordertopromotetrustandinformationsharing.
• We collect the most and bestpossible criminal informationavailable from the MemberStatesandEUandotherpartners,derivingmaximumvaluefromitsanalysis and exchange throughEuropol.
• We operate through effec-tive partnerships with MemberStates, EU bodies, internationalorganisations and non-EU coun-tries, working with others tosecurecommongoals.
3. Values and guiding principles
| Europol Strategy 2010 – 201410
• Wemaintain credibilitywith lawenforcement partners in the EUandbeyond through the successofourworkandtheprofessionalexperience and knowledge ofpeople recruited from theMem-berStates’authorities.
• Weapplyprinciplesofgoodgov-ernance,cost-effectiveness,lead-ership and transparency in theconductofourbusiness.
• We recognise staff as our big-gest asset and seek tomaintaina workforce that is made up ofpeople who are highly qualified,motivated, committed to thevisionandvaluesofEuropol,andreflect the diversity of the Euro-peanUnion.
Europol Strategy 2010 – 2014 | 11
4.1 Strategic goals
Europolwillfurtherdevelopitselfasthe:1. Principal EU support centre for
lawenforcementoperations2. EUcriminalinformationhub3. EU centre for law enforcement
expertise4. Modern, efficient organisation
withthebestresources,effectivegovernance arrangements and apositivereputation.
4. How will we reach our vision?
| Europol Strategy 2010 – 201412
4.2 Strategic roadmap
20092010
2011
2012
20132014
EU support Centrefor Law Enforcement
Operations
EU CriminalInformation Hub
EU Centre forLaw Enforcement
Expertise
Vision
A modern, efficient organisation
Projection 2014:
- Europol a key part of the European
Security Architecture
Situation 2009:- Europol ready to become an EU agency- Unique capabilities but unrealised potential
STRATEGIC ROADMAP TOWARDS VISION & GOALS OF STRATEGY 2010-2014
Europol moves on a planned 5 year path implement-
ing strategic objectives in support of overall vision
and goals
Stockholm Programme
Europol Strategy 2010 – 2014 | 13
Goal 1: Europol will function as the principal EU support centre for law enforcement operations
Europol’soperationalservicesaddvalueinmanyimportantcasesbut,ingeneralterms,theirfullpotentialhasnotbeenrealisedyet.MoreshouldbedonetomaximisetheoperationalvalueofinformationheldbyEuropolandtostreamlinethedeliveryofanalysisandotherservices.OpportunitiesalsoexisttocoordinatebetterjointactionwithMemberStatesandotheragencies.
Strategic objectives
1.1Ensure effective delivery of a unique set of operational support services
Key elements: Benefits:•Improveoperationalanalysisservicesinorderto:-provideopportunitiesformorecross-borderoperations-respondmoreflexiblytoMS’operationalrequirementsincludingthroughthedeploy-mentofmobilesupport-offeracomprehensivedata-matchingcapa-bilitylinkingMSinvestigationswithothersystems
•Strengthenspecialistoperationalcapabilitiesinkeyareassuchaseurocounterfeitingandterrorism(includingterroristfinancing)•Establishahorizontalfocusacrossallcrimeareas,mainstreamingfinancialintelligenceandcybercrimecapabilities.
More effective levels of support leading to increased operational results in MS
Greater exploitation of information held at Europol
Improved sharing of best practice and key techniques.
5. Strategic goals and objectives
| Europol Strategy 2010 – 201414
•ProvidethesesupportserviceswithinamoreresponsiveandflexibleregimecapableofmeetingbettertherequirementsofMSby:-connectingbetterwithinvestigatorsonthefrontline-streamliningMSaccesstoallEuropol’sserv-iceswithinanenhanced24/7servicelinkedtotheLiaisonBureauxnetwork-offeringservicestailoredtoregionalrequire-ments,includingviaexistingstructuressuchasSECI(SoutheastEuropeanCooperativeInitative).
1.2Enhance the coordination of operational action in the EUKey elements: Benefits:•DevelopEuropolastheEU’sprincipalcoor-dinationcentreinsupportofcross-borderoperations,stimulatinggreateruseofJointInvestigationTeams
•FurtherpromotethecapacitiesoftheEuropolNationalUnitsandtheLiaisonBureaunet-workaskeycomponentsofEuropol
•StrengthenEuropol’ssupporttoCOSPOL(ComprehensiveOperationalStrategicPlanningforthePolice)andotherinitiativeswithintheinternalsecurityframeworkoftheEU•BuildonEuropol’spositionastheEUcentralofficeforeurocounterfeitinvestigations.
Improved coordina-tion of action in the EU against common priorities.
Europol Strategy 2010 – 2014 | 15
1.3 Develop more effective cooperation with external partnersKey elements:•Establishjointoperationalplanswithkeypartners
•Establishandmanagecooperationagree-mentsaccordingtoMSrequirements
•Establisheffectivearrangementsforcoopera-tionwiththeprivatesector.
Benefits:Synergies between Europol and key part-ners.
| Europol Strategy 2010 – 201416
Goal 2: Europol will become the EU criminal information hubCoordinationbetweenMemberStatesinidentifyingcommoninforma-tiongapsandprioritiesfortheinvestigationofthemostprominentcrim-inaltargetsisessentialandneedstobestrengthened.ThedevelopmentofOrganisedCrimeThreatAssessment(OCTA)hashelpedtopromoteamoreuniformapproachontheseandassociatedmattersbuttheremain-ingelementsofacommonintelligencemodelshouldalsobeimple-mentednow.WiththedevelopmentofanEUinformationmanagementstrategy,Europol’suniqueinformationmanagementcapabilitiesprovidetheopportunitytogrowasacentral‘informationpowerhouse’intheEUtoaddresstheseissuesandtobuildaninformationplatformcapableoffacilitatingamoreeffectiveoperationalresponsetokeysecuritythreats.Europolisinauniquepositiontobringtogethertheexpertisedevelopedatnationalleveland,byoperatinganeffectivestrategicassessmentcapability,touseitsprivilegedpositionasakeyinformationbrokertoreportondevelopmentsinthethreat.
Strategic objectives
2.1Lead the further development of a European Criminal Intelligence Model (ECIM)
Key elements: Benefits:•DevelopacommonapproachintheEUfor:-targetedcollectionandsharing(viaEuropol)ofkeycriminalinformationthroughthemechanismofanEUInformationRequire-ment-integratedanalysisoffinancialintelligencelinkedtoallcrimephenomena-identificationoftopcriminaltargetsasthebasisforconcertedjointactionsagainstprioritythreats
Improved information flows in the EU
Improved analytical products (e.g. OCTA and regional threat assessments)
Europol Strategy 2010 – 2014 | 17
•StrengthentheOCTAmethodologyandprocesstodeliveramoredynamicandusefulproduct•PromoteECIMprincipleswithnationalandEUauthorities.
Better identifica-tion of key criminal threats.
2.2Improve the analysis capability of Europol
Key elements: Benefits:
•Establishastandardisedregimefortheproductionandreportingofstrategicassess-mentsinlinewithMSrequirements
•Buildapictureofthemostsignificantcriminalnetworksonaregionalandpan-Europeanbasis
•Scantheenvironmentfornewdevelopmentsininternalsecuritythreats,sharingtheresultsthrougheffective‘earlywarningsystem’arrangements.
Knowledge on most significant criminal networks and mar-kets is disseminated
Future trends are highlighted.
| Europol Strategy 2010 – 201418
2.3Strengthen the information management capabilities of EuropolKey elements: Benefits:•EnsurefullinteroperabilityofEuropol’ssys-tems,operatingthroughacentralisedhub
•ImproveinteroperabilitybetweenthedataprocessingsystemsofEuropol,MS,InterpolandEU-relatedbodies
•FurtherdevelopSIENAasthecentralcom-municationtoolbetweenMS,offeringanunmatchedmechanismforsecure,reliableanduser-friendlyinformationexchange
•Developenhancedintelligenceanalysistools,includingtheEuropolAnalysisSystemandsolutionsforprocessingbiometricdata
•PromotethefulluseoftheInformationSystemandexpertplatforms
•Provideautomaticdatatransfertoolsandenableautomaticcross-checks,includingbulkdatamatching
•AligntheconfidentialitylevelofEuropol’ssystemswithMemberStates’needs.
Improved information flows in the EU
Establishment of a ‘one-stop shop’ for data exchange and matching
Maximum exploita-tion of all information sources.
Europol Strategy 2010 – 2014 | 19
Goal 3: Europol will expand its capabilities as an EU centre for law enforcement expertise
FurtherworkisnecessarytodevelopacoherentandconsistentapproachtocombatinginternationalseriouscrimeandterrorismintheEU.Weshouldaddressgapsinknowledgeandexpertisebydevelopingandpromulgatingbestpractice,includingthroughthedevelopmentofnewtechniques.Article5(4)oftheEuropolCouncilDecisioninvitesEuropoltoassistMemberStatesthroughsupport,adviceandresearchintheareasoftraining,technicalsupport,crimeprevention,technicalandforensicmethodsandanalysis,andinvestigativeprocedures.Strategic objectives 3.1Pioneer new techniques to prevent and combat international seri-
ous crime and terrorismKey elements: Benefits:•PioneernewlawenforcementtechniquesbasedoninnovationatEuropolandtheidenti-ficationofbestpracticeinMSandelsewhere
•Developuniquetechnicalcapacitiesformate-rialsanddevicesusedforcounterfeitingcur-rency,othermeansofpaymentandsecuritydocuments
•Adviseonnewlegaloradministrativeinstru-mentscapableofreducingopportunitiesforcrime•Developaresearchanddevelopmentcapacitywithexternalpartners.
Insights in common concepts of crime pre-vention, forensics and specialist techniques are disseminated and best practices shared.
| Europol Strategy 2010 – 201420
3.2Strengthen the position of Europol as a platform for specialist areas
Key elements: Benefits:•Buildastrongercentralplatformforcollectivecapacitybuildinginkeyareassuchascombat-ingterrorism,cybercrime,financialcrimeandeurocounterfeiting
•Usetheexpertplatformstopromotethedeliv-eryoftechnicalandforensicsupport.
Expertise developed
More effective and successful operations.
3.3Provide expertise and quality training in key law enforcement techniques
Key elements: Benefits:•Provideplatformsto facilitatesharingofbestpractices,training,researchanddevelopment.
Increased capability in MS
Common benefits across the EU.
Europol Strategy 2010 – 2014 | 21
Goal 4: Europol will grow as a modern, efficient organisation with the best resources, effective governance arrangements and a posi-tive reputation
Asanorganisation,Europolhasgrownbothinsizeandmaturityovertheprevioustenyears.Forittodeliveritsvisioneffectively,theorganisationneedstooperatewithinaspiritofaccountabilityandenterprise,ensuringflexibilitytomakecost-effectiveuseofavailableresources.Strategic objectives
4.1Strengthen Europol’s accountability arrangements
Key elements: Benefits:•Safeguardprinciplesofsoundfinancialman-agement•Strengthencontrolarrangementsforinternalaudit,securityanddataprotection•Strengthenconceptsoftransparencyanddeliveryinamatureperformancemeasure-mentregime•EstablishaclearerperformancereportingregimetoMemberStatesandotherkeystake-holders,focusingontheoutcomeandimpactofEuropol’swork
•ImplementprovisionsoftheEuropolCouncilDecision.
Cost effectiveness is ensured
Clear accountability towards stakeholders
Increased stakeholder satisfaction.
| Europol Strategy 2010 – 201422
4.2Strengthen ICT and business alignment
Key elements: Benefits:•Reinforce a coherent planned approach toensure long-termsustainability,flexibilityandinteroperability of the ICT infrastructure andapplications
•Respond more flexibly to Member States’requirementsinthedevelopmentofnewappli-cationssuchasSIENAand‘ChecktheWeb’
•Ensurealignmentbetween ICTcapabilityandthegoalsoftheEuropolStrategy.
Timely and effective technical solutions for prioritised business needs
ICT capability aligned with strategy.
4.3Improve the management of Europol’s human and financial resources
Key elements: Benefits:•Align human andfinancial resourceswith thegoalsoftheEuropolStrategy•Maximiselevelsofefficiencyintheimplemen-tationofthebudgetandotherbusinessproc-esses
•Maximise involvement of Seconded NationalExperts(SNEs).
Resources aligned with strategy
Value for money.
4.4Build a strong Europol culture and a positive external image
Key elements: Benefits:•Establishamoreeffectivestrategyforinternalandexternalcommunication
•Maintainhighstandardsofprofessionalbehav-iour.
Increased awareness and higher visibility
Demonstrable posi-tive image – reliable and valuable partner.
Europol Strategy 2010 – 2014 | 23
| Europol Strategy 2010 – 201424
European Police OfficeEuropol Strategy 2010-20142010 – 24 pp. – 14.8 x 21 cm
ISBN 978-92-95018-78-5DOI 10.2813/10217
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ISBN 978-92-95018-78-5