europol strategy 2010 - 2014 · 2012-10-31 · 4 | europol strategy 2010 – 2014 europol is...

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


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.


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

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).


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.


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


• 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.


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?


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


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


•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.


1.3 Develop more effective cooperation with external partnersKey elements:•Establishjointoperationalplanswithkeypartners

•Establishandmanagecooperationagree-mentsaccordingtoMSrequirements

•Establisheffectivearrangementsforcoopera-tionwiththeprivatesector.

Benefits:Synergies between Europol and key part-ners.


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)


•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.


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.


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.


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.


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.


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.

European Police OfficeEuropol Strategy 2010-20142010 – 24 pp. – 14.8 x 21 cm

ISBN 978-92-95018-78-5DOI 10.2813/10217

QL-31-09-284-EN

-C

ISBN 978-92-95018-78-5

europol strategy 2010 - 2014 · 2012-10-31 · 4 | europol strategy 2010 – 2014 europol is...

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